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Connecting customers
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The view from HSBC Building, 8 Century Avenue, Pudong, Shanghai
The view from HSBC Main Building, 1 Queen’s Road Central, Hong Kong SAR
The view from HSBC Group Head Office, 8 Canada Square, London
HSBC Holdings plc
8 Canada Square
London E14 5HQ
United Kingdom
Telephone: 44 020 7991 8888
www.hsbc.com
HSBC Holdings plc
Annual Report and Accounts 2013
H S B C H O L D I N G S P L C
Annual Report and Accounts 2013
Contents
This document comprises the Annual Report and Accounts
2013 for HSBC Holdings plc and its subsidiaries. It
contains the Strategic Report, the Report of the Directors
and Financial Statements, together with the Independent
Auditor’s Report thereon, as required by the UK
Companies Act 2006 (Strategic Report and Directors’
Report) Regulations 2013. The Strategic Report on pages
1 to 46, the Report of the Directors on pages 47 to 377 and
the Directors’ Remuneration Report on pages 378 to 407
have each been drawn up in accordance with the
requirements of English law, and liability in respect
thereof is also governed by English law. In particular,
the liability of the Directors for these reports is solely
to HSBC Holdings plc.
Additional information, including commentary
on 2012 compared with 2011, may be found in the
Form 20-F filed with the US Securities and Exchange
Commission and available on www.hsbc.com and
www.sec.gov.
Certain defined terms
Unless the context requires otherwise, ‘HSBC Holdings’
means HSBC Holdings plc and ‘HSBC’, the ‘Group’, ‘we’,
‘us’ and ‘our’ refer to HSBC Holdings together with its
subsidiaries. Within this document the Hong Kong Special
Administrative Region of the People’s Republic of China
is referred to as ‘Hong Kong’. When used in the terms
‘shareholders’ equity’ and ‘total shareholders’ equity’,
‘shareholders’ means holders of HSBC Holdings ordinary
shares and those preference shares classified as equity.
The abbreviations ‘US$m’ and ‘US$bn’ represent millions
and billions (thousands of millions) of US dollars,
respectively.
Financial statements
The consolidated financial statements of HSBC and the
separate financial statements of HSBC Holdings have been
prepared in accordance with International Financial
Reporting Standards (‘IFRSs’) as issued by the
International Accounting Standards Board (‘IASB’) and
as endorsed by the European Union (‘EU’). EU-endorsed
IFRSs could differ from IFRSs as issued by the IASB if, at
any point in time, new or amended IFRSs were not to be
endorsed by the EU. At 31 December 2013, there were
no unendorsed standards effective for the year ended
31 December 2013 affecting these consolidated and
separate financial statements, and there was no difference
between IFRSs endorsed by the EU and IFRSs issued
by the IASB in terms of their application to HSBC.
Accordingly, HSBC’s financial statements for the year
ended 31 December 2013 are prepared in accordance
with IFRSs as issued by the IASB.
We use the US dollar as our presentation currency
because the US dollar and currencies linked to it form
the major currency bloc in which we transact and fund
our business. Unless otherwise stated, the information
presented in this document has been prepared in
accordance with IFRSs.
When reference to ‘underlying’ is made in tables
or commentaries, the comparative information has
been expressed at constant currency (see page 47),
the impact of fair value movements in respect of credit
spread changes on HSBC’s own debt has been eliminated
and the effects of acquisitions, disposals and dilutions
have been adjusted as reconciled on page 50. Underlying
return on risk-weighted assets (‘RoRWA’) is defined and
reconciled on page 71.
Contents
Strategic Report
Who we are ............................................................................
Our purpose ...........................................................................
Highlights of 2013 .................................................................
Group Chairman’s Statement ................................................
Group Chief Executive’s Review ..........................................
Value creation and long-term sustainability .........................
1
1
2
3
6
9
Strategic priorities:
1 Grow the business and dividends .................................. 13
2 Implement Global Standards ........................................ 23
3 Streamline processes and procedures .......................... 30
Risk overview ........................................................................ 36
Rewarding performance ........................................................ 42
Report of the Directors
Financial Review
Financial summary1 ...............................................................
Global businesses1 .................................................................
77
Products and services ............................................................ 79
Geographical regions1 ...........................................................
96
Other information .................................................................. 130
Risk1 ....................................................................................... 134
Capital1 .................................................................................. 298
47
Corporate Governance1
Corporate Governance Report ............................................... 329
Biographies of Directors and senior management ................ 330
Board of Directors ................................................................. 338
Board committees .................................................................. 347
Internal control ...................................................................... 364
Statement on going concern .................................................. 367
Employees ............................................................................. 367
Directors’ Remuneration Report1 ........................ 378
Financial Statements1
Statement of Directors’ responsibilities ................................ 408
Independent Auditor’s Report ............................................... 410
Financial statements .............................................................. 416
Notes on the financial statements .......................................... 428
Shareholder Information1
Shareholder information ........................................................ 565
Cautionary statement regarding forward-looking statements 574
Abbreviations ........................................................................ 575
Glossary ................................................................................. 579
Index ...................................................................................... 588
1 Detailed contents are provided on the referenced pages.
H S B C H O L D I N G S P L C
Strategic Report
Who we are / Our purpose
Who we are
Our purpose
HSBC is one of the largest banking and
financial services organisations in the world.
Customers:
54 million
Served by:
254,000 employees
Through four global businesses:
Retail Banking and Wealth Management
Commercial Banking
Global Banking and Markets
Global Private Banking
Located in:
75 countries and territories
Across six geographical regions:
Europe
Hong Kong
Rest of Asia-Pacific
Middle East and North Africa
North America
Latin America
Offices:
Over 6,300
Global headquarters:
London
Market capitalisation:
US$207 billion
Listed on stock exchanges in:
London
Hong Kong
New York
Paris
Bermuda
Shareholders:
216,000 in 131 countries and territories
Cover images: internationalisation of the renminbi
The images show the views from HSBC’s head
offices in Shanghai, Hong Kong and London – the
three cities that are key to the development of
China’s currency, the renminbi (‘RMB’). The growth
of the RMB is set to be a defining theme of the 21st
century. HSBC has RMB capabilities in over 50
countries and territories worldwide, where our
customers can count on an expert service.
1
Our purpose is to be where the growth is,
connecting customers to opportunities,
enabling businesses to thrive and economies
to prosper, and ultimately helping people to
fulfil their hopes and realise their ambitions.
Our strategic priorities
We aim to be the world’s leading and most
respected international bank. We will
achieve this by focusing on the needs of our
customers and the societies we serve,
thereby delivering long-term sustainable
value to all our stakeholders.
For 2011 to 2013, we defined strategic actions across
three areas: capital deployment, organisation and
cost efficiency, and growth. In May 2013, we
announced a set of three interconnected and equally
weighted priorities for 2014 to 2016 to help us
deliver our strategy:
•
•
•
grow the business and dividends;
implement Global Standards; and
streamline processes and procedures.
These priorities form the basis for this Strategic
Report. Each priority is interrelated, complementary
and underpinned by initiatives within our day-to-day
business. Together they create value for our
customers and shareholders, and contribute to the
long-term sustainability of HSBC.
A diagrammatic representation of the priorities and their
related themes is provided on page 12.
How we measure performance
We track our progress in implementing our strategy
with a range of financial and non-financial measures
or key performance indicators. Specific targets have
been set for the period 2014 to 2016 at both a Group
level and for each of our global businesses and
regions.
Rewarding performance
The remuneration of all staff within the Group,
including executive Directors, is based on the
achievement of financial and non-financial
objectives. These objectives, which are aligned with
the Group’s strategy, are detailed in individuals’
annual scorecards. To be considered for a variable
pay award, an individual must have fully complied
with HSBC Values.
For further information on HSBC Values, see page 25.
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H S B C H O L D I N G S P L C
Strategic Report (continued)
Highlights of 2013 / Group Chairman’s Statement
Highlights of 2013
Profit before tax was up 9% to
US$22.6bn on a reported basis.
Underlying profit before tax was up 41% to
US$21.6bn.
Considerable progress in delivering on
strategic priorities including the disposal or
closure of a further 20 businesses and non-core
investments announced in 2013, helping make
HSBC easier to manage and control.
Reinforced HSBC’s position as one of the
best-capitalised banks in the world. Based
on our current understanding of capital rules, we
remain well-placed to meet expected future
capital requirements.
Dividends to shareholders increased to
US$9.2bn as capital strength creates capacity
for organic growth and allows us to increase the
dividends paid.
Profit before taxation
(reported basis)
US$22.6bn
Capital strength
(core tier 1 ratio)1
Cost efficiency ratio
(reported basis)2
£14.4bn
HK$175bn
13.6%
At 31 December
59.6%
21.9
20.6
22.6
19.0
13.6
12.3
10.5
10.1
9.4
62.8
59.6
57.5
55.2
52.0
7.1
2009
2010
2011
2012
2013
2009
2010
2011
2012
2013
2009
2010
2011
2012
2013
Dividends per ordinary share
(in respect of year)3
US$0.49
£0.31
HK$3.80
Return on average ordinary
shareholders’ equity4
9.2%
Share price
at 31 December
£6.62
HK$84.15
US$55.13 American
Depositary Share
0.49
0.45
0.41
0.36
0.34
10.9
9.5
9.2
8.4
7.09
6.51
6.47
6.62
4.91
5.1
2009
2010
2011
2012
2013
2009
2010
2011
2012
2013
2009
2010
2011
2012
2013
For a description of the difference between reported and underlying performance, see page 16.
For footnotes, see page 46.
2
Group Chairman’s Statement
Against the welcome backdrop of generally
improving economic conditions, we significantly
progressed the reshaping of HSBC during 2013.
The focus of these efforts was two-fold; alongside
concentrating on capturing the high quality
opportunities from and within our increasingly
distinctive international network and diversified
business model we strove to improve risk
management and control through eliminating or
restructuring businesses with higher inherent risk
characteristics. The combination of our commitment
to implementing Global Standards, addressing
regulatory changes and managing increased capital
discipline has driven a fundamental review of all
aspects of our business. I have no doubt that a stronger
HSBC is emerging from this process. The Group
Chief Executive’s Review gives greater detail of the
progress made on this journey and draws out the key
elements of HSBC’s performance in 2013.
If there is one thing to highlight from all the work
being done, it is the recognition of the benefits to our
customers of the connectivity we can deliver across
geographies and through our universal banking model.
As we reshape HSBC we shall not lose sight of the
importance of these network benefits or of the fact
that this network has taken close to 150 years to build.
Nowhere is this more evident than in our
businesses facilitating cross-border investment and
trade activities. Our geographic presence, which
straddles both the key developed Western economies
and the most important markets in Asia, Latin
America and the Middle East, adds both comparative
advantage and resilience to our competitive
positioning.
3
China finished the year with record trade figures,
thereby becoming the largest trading nation in the
world, and it is fitting that the cover of this year’s
Annual Report features the three cities where HSBC’s
trade credentials were established in 1865 and which
are now playing key roles in the internationalisation
of the renminbi, namely Shanghai, Hong Kong and
London.
Performance in 2013
HSBC’s performance in 2013 was reassuringly sound
across our main business areas with good underlying
momentum in areas of targeted investment.
Pre-tax profit on a reported basis was US$22.6
billion, 9% or US$1.9 billion higher than that reported
in 2012. On an underlying basis, profit before tax
was 41% (US$6.3 billion) ahead of last year, driven
primarily by welcome reductions in loan impairment
charges as well as in fines and penalties and customer
redress costs.
These improvements flow in large part from the
re-positioning of the Group and from enhanced risk
controls given effect over the last three years.
Earnings per share of US$0.84 compared with
US$0.74 in 2012. Shareholders’ equity stood at
US$181.9 billion, some US$6.6 billion higher than at
the start of the year. The Group’s market capitalisation
rose over the year by US$13 billion and at
US$207 billion exceeded shareholders’ equity by
US$25 billion or 14%.
Continuing strong capital generation from
operating results, together with the favourable effect
of the ongoing run-off of exit portfolios and non-core
disposals, lifted our core tier 1 ratio to 13.6%
compared with 12.3% at the start of the year.
Taking account of our strong capital position
and earnings performance, the Board has approved
a fourth interim dividend in respect of 2013 of
US$0.19 per share, as against US$0.18 per share in
2012. The Board intends to maintain the first three
quarterly interim dividends in respect of 2014 at
US$0.10 per share. Total dividends in respect of 2013
of US$0.49 per share were 9% or US$0.04 higher
than in 2012, amounting to US$9.2 billion in
aggregate, an increase in pay-out of US$0.9 billion.
Once again in 2013, the British Government
increased the rate of the bank levy imposed on the
consolidated balance sheets of UK domiciled banks
and expanded the scope of the levy. This increased the
cost to HSBC in 2013 by US$321 million, taking the
levy for the year to US$904 million, of which US$484
million related to non-UK banking activity. The
impact of the levy represented US$0.05 per share
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H S B C H O L D I N G S P L C
Strategic Report (continued)
Group Chairman’s Statement
which would otherwise have been available for
distribution to shareholders or retained to strengthen
the capital base or support incremental growth.
Global Standards and regulatory change
In the current public policy debates about how best to
restore and expand economic growth, two themes
critical to our industry stand out. First, how to prevent
another financial crisis and what tools are needed to
minimise the cost to society should one occur.
Second, how to achieve a better balance between
economic activity and a more equitable distribution of
the economic growth that is generated in the future.
We are clear that through building the further
resilience mandated by global regulatory changes and
by implementing and adhering to global standards in
all aspects of compliance, we can address both sets
of objectives and build a more sustainable future for
HSBC. Much has been done but there is much still
to do.
The Group Chief Executive’s Review highlights
the priority we give to this agenda. It remains the
key focus of the Board’s governance of executive
performance. In executing these responsibilities, the
Board is also acutely aware of its commitments under
the Deferred Prosecution Agreement and associated
regulatory undertakings entered into in December
2012. As reported at our interim results, Michael
Cherkasky, the Monitor appointed to evaluate and
report upon the effectiveness of the Group’s AML and
sanctions compliance function and HSBC’s progress
in meeting its remedial obligations, commenced his
work in July last year. The Board, both directly and
through its Financial System Vulnerabilities
Committee, has established a good working
relationship with the Monitor in order to support him
and his team in the execution of their assignment.
Responding to heightened standards
Sustainable success in banking is founded upon
meeting the expectations of society. Fundamentally,
this means delivering transparent and fair outcomes to
our customers. It also means avoiding any perception
of self-interest by ensuring there is a proper division
of value between providers and consumers of
financial products and services. While regulatory
changes seek to address the framework supporting
these outcomes, responsibility and accountability rest
with the industry itself, and ultimately with the
management and boards of individual institutions. We
understand this and strive to be seen as proactively
responsive to rising expectations. We made good
progress in 2013 in this regard. In particular, we
redesigned the compensation frameworks in Retail
4
Banking and Wealth Management around the
customer, so that from the start of 2014 we have
removed the link between financial reward
opportunity and product sales for substantially all of
our staff in our retail and wealth businesses. We have
also stepped up the Board’s governance oversight
over conduct and behavioural issues, and I deal with
this later.
Board changes
It is critical to all we do that we have the breadth and
depth of experience on the Board necessary to provide
effective governance and challenge. As we refresh the
Board to take account of planned retirements, we seek
to add skills and experience complementary to those
already on the Board in order to strengthen the range
of oversight competences within the Board. Through
the Nomination Committee we look up to two years
ahead to identify a pipeline of suitable candidates and
I am hugely encouraged by the quality of individuals
we are able to identify and attract.
We shall be saying goodbye to two long-serving
Directors later this year. Both John Coombe and
James Hughes-Hallett have given outstanding service
and commitment over their nine years on the Board
and its Committees. They will not seek re-election at
the AGM in May.
In his time on the Board, in addition to his
measured contributions to Board discussions, John has
brought a wealth of business and financial experience
and expertise to the Group Audit Committee, which
latterly he chaired, and to the Group Risk and
Remuneration Committees. In these roles he has
taken on a considerable workload and critical
responsibilities throughout periods of significant
economic and market uncertainty and major
regulatory change. Upon his retirement it is proposed
that John will be succeeded in his role as Chair of the
Group Audit Committee by Renato Fassbind.
With his deep experience of managing a broad
range of international businesses, notably in the Far
East, James has brought a businessman’s perspective
to the Board as well as detailed knowledge of both
Hong Kong and mainland China. James has served
with distinction on the Group Audit, Risk, Corporate
Sustainability and Nomination Committees.
On behalf of the Board and shareholders, I
want to take this opportunity to acknowledge their
contribution to HSBC and record our appreciation and
gratitude for their long and distinguished periods of
service.
On 21 February we announced the appointment
of a new Director to the Board.
Kathleen Casey, a former Commissioner of the
US Securities and Exchange Commission (‘SEC’),
will join the Board as an independent non-executive
Director with effect from 1 March 2014. She will
become a member of the Group Audit Committee and
the Financial System Vulnerabilities Committee.
Kathleen served as an SEC Commissioner from
2006 to 2011, acting as the regulator’s principal
representative in multilateral and bilateral regulatory
dialogues including with the G-20 Financial Stability
Board and the International Organisation of Securities
Commissions. Before being appointed Commissioner,
Kathleen spent 13 years on Capitol Hill, holding
various positions including Staff Director and Counsel
of the United States Senate Committee on Banking,
Housing and Urban Affairs (2003-2006).
Kathleen brings to the Board a wealth of
experience of financial services regulation gained
though public service at a key time in the regulatory
evolution of the sector. Her skills will complement
well the diverse background and experience of the
Board.
Governance changes
Recognising the benefits to be had from reinforcing
the links between our major subsidiary boards and
HSBC Holdings, the Board invited Rona Fairhead to
extend her term of service on the Board and take on
the Chairmanship of HSBC North America Holdings
Inc. The Board was delighted when she accepted this
invitation, taking on her new role with effect from the
start of this year.
Finally, the Board considered in depth the
conclusions and recommendations of the
Parliamentary Commission on Banking Standards
on conduct and behaviour in banks and concluded that
the Board should expand and enhance its oversight of
these areas. Accordingly, the Board has established a
new Committee, the Conduct and Values Committee,
into which will be folded much of what was done
historically in the Group Corporate Sustainability
Committee. I am delighted to report that Rachel
Lomax has agreed to chair this new committee.
Further details of its terms of reference and
membership are set out on page 362.
Looking forward
As well as addressing the regulatory and governance
challenges we face, it is essential to keep a sense of
perspective and be able to focus on the significant
opportunities arising from successful execution of our
strategy. Let me outline four by way of illustration.
First, trade. HSBC was founded on financing
trade and investment flows. By 2050 trade and capital
flows between Asia, the Middle East and Latin
America, in which we are well represented, could
increase tenfold. The internationalisation of the
renminbi, where HSBC is already the leading
international bank, will amplify these opportunities.
Second, the world’s population is ageing,
necessitating considerably greater privately funded
retirement saving. HSBC’s research shows that
globally some 48% of people have never saved for
retirement and that 56% admit they are not preparing
adequately.
Third, as the world’s population expands there is
an urgent need to fund the technology and
infrastructure investment that will deliver the energy,
water and food needed to support the extra two billion
people predicted to be living by 2050.
Fourth, we need to invest to bring to our
customers the benefits available through smarter
digital technology and richer data.
The above represent only some of the foreseeable
changes to which banking needs to respond in order to
enable our customers better to meet their financial
needs and aspirations.
The opportunities are clear; HSBC’s commitment
to be a trusted partner in the delivery of these
opportunities lies at the heart of our strategy. Our
ability to succeed lies in the strength and range of our
networks and our universal banking model. The rest
of this Strategic Report covers the detail of that
strategy.
Finally, what we have achieved in 2013 and what
we plan to do rests upon the dedication and
commitment of our employees, the continuing support
of our customers, counterparties and shareholders, the
trust of our regulators and public confidence more
generally. On behalf of the Board, I want to take this
opportunity to thank our staff for all their efforts and
their continuing loyalty to HSBC, and to commit to
those we serve and those who regulate us that we are
focused on continuing to earn their trust and deserve
their confidence in HSBC.
D J Flint, Group Chairman
24 February 2014
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H S B C H O L D I N G S P L C
Strategic Report (continued)
Group Chief Executive’s Review
Group Chief Executive’s
Review
2013 marked the end of the first stage of
implementation of our strategy for HSBC.
Throughout this three-year period we have worked
constantly to reshape HSBC and improve returns.
The Group today is leaner and simpler than in 2011
with strong potential for growth.
In 2011, I outlined a strategy to realise our
purpose as a business and to establish HSBC as
the world’s leading international bank. It aims to
capitalise on two major trends: the continuing
growth of international trade and capital flows; and
wealth creation, particularly in Asia, the Middle East
and Latin America. Over the last three years we have
put this into action, pursuing more effective capital
deployment, greater organisational efficiency and
improved growth.
We have simplified HSBC considerably since
2011, initiating the disposal or closure of 63 non-
strategic businesses or non-core investments,
including 20 in 2013. This represents a potential
reduction in risk-weighted assets of around
US$95bn, equivalent to about 9% of 2010 year-end
risk-weighted assets. To date, about US$90bn in
risk-weighted assets have been released with,
potentially, some US$5bn still to come.
We have transformed the way that we run the
business, exerting pressure on costs and making it
easier to manage and control. We have installed
consistent business models, reshaped global
businesses and global functions, and removed layers
of management to give staff greater responsibility,
improve decision making and remove bureaucracy.
The number of full-time equivalent employees has
been reduced from 295,000 at the start of 2011 to
6
254,000 at the end of 2013, primarily through
disposals and our cost-reduction programmes. We
achieved an additional US$1.5bn of sustainable cost
savings bringing our total annualised sustainable cost
savings to US$4.9bn since 2011. This comfortably
exceeded our target of US$2.5-3.5bn and provides
good momentum into 2014. On a constant currency
basis and excluding UK customer redress and
restructuring costs, operating expenses in 2013 were
broadly flat compared to 2010. This demonstrates
the impact of our sustainable cost savings and
business disposals in broadly offsetting cost
increases, which came primarily from inflationary
pressures, the UK bank levy and investment in risk
and compliance, as well as business initiatives.
We have positioned HSBC to capture
international trade and capital flows, 90% of which
go through markets covered by our international
network. We have also sought to capitalise on the
advantages that our unique network provides.
We have focused on our product capabilities to
broaden client coverage, grown revenue through
greater collaboration between global businesses and
strengthened them through investment and senior
hires in strategic markets such as Hong Kong,
mainland China and Germany. We have also
combined our market-leading position in Asia
and our global reach to cement our position as the
number one international bank for renminbi (‘RMB’)
business in the world, as recognised by the 2013
Asiamoney Offshore RMB Services Survey. Our
leadership in the Greater Chinese market continues
to be reflected in our first place rankings in the dim
sum bond issuance and Hong Kong M&A league
tables for 2013, and the announcement that we are
the first custodian bank to service London-based
renminbi qualified foreign institutional investors.
Our presence in markets across all of the major
global trade routes has enabled us to support clients
with international growth ambitions. In 2013 alone,
we launched funds in Canada, Egypt, France,
Mexico, Turkey, the UAE, the UK and the US
offering financing to help our internationally focused
SME clients. We have continued to build our
international network through investments in city
clusters, notably in the US, mainland China and
Germany. Our clients are also benefiting from the
global network of China desks that we established to
assist companies trading with and from mainland
China.
We also helped many of our customers achieve
their personal ambitions. For instance, in the UK we
lent £3.8bn (US$6.0bn) to help more than 30,000
first-time buyers purchase their own home in 2013.
We also provided greater convenience for our
retail customers by rolling out new mobile
applications across 25 key markets, with 2.5 million
downloads in 2013.
Through actions like these we have already
replaced approximately a third of the reduction in
total revenue from disposals by growing our
business since the start of 2011.
Although much progress has been made since
2011, we did not meet all of our targets by the end
of 2013. Our reported cost efficiency ratio of 59.6%
and return on equity of 9.2% in 2013 were both
outside our target ranges, in part affected by
continuing UK customer redress. In addition, there
is further work required to grow our incremental
wealth revenues to achieve our target of US$3bn
in the medium term.
Performance
Our performance in 2013 was influenced by the
strategic measures that we have taken since the start
of 2011.
Reported profit before tax was US$22.6bn,
US$1.9bn higher than 2012, and underlying profit
before tax was US$21.6bn, US$6.3bn higher than
last year. Underlying revenue grew 9% faster than
costs in 2013.
Underlying profit before tax was higher in
three out of our four global businesses and all of
our regions, with the exception of Latin America
where underlying profit before tax fell. Whilst
our performance in Latin America was affected by
slower economic growth and inflationary pressures,
we made significant progress in repositioning our
portfolios with a focus on our priority markets of
Brazil, Mexico and Argentina.
In Commercial Banking, underlying profit
before tax increased by 5%, driven by higher
revenues and lower costs. Higher revenue reflected
average balance sheet growth, partly offset by spread
compression, together with higher lending fees and
improved collaboration with our other global
businesses. These factors were partially offset by
higher loan impairment charges, notably in Latin
America.
In Global Banking and Markets, underlying
profit before tax increased by 15%. This was driven
by higher revenue and significantly lower loan
impairment charges and other credit risk provisions.
The increase in revenue was, in part, underpinned
by a resilient performance in the majority of our
customer-facing businesses.
7
In Retail Banking & Wealth Management
underlying profit before tax increased by US$2.4bn
as we made further progress in running-off the
Consumer Mortgage and Lending (‘CML’) portfolio
in North America, with the improvement in loan
impairment charges more than offsetting the decline
in revenue. Our Retail Banking & Wealth
Management business excluding the US run-off
portfolio benefited from lower UK customer redress
charges and further sustainable cost savings, together
with revenue growth, mainly in Hong Kong and
Europe excluding the loss on sale of the HFC Bank
secured lending portfolio.
We continued to address legacy issues and
reposition our business model and client base in
Global Private Banking, which in part resulted in a
reduction in underlying profit before tax of
US$0.7bn.
Our capital position strengthened over the year.
Our core tier 1 ratio increased to 13.6% and our
estimated CRD IV end point basis common equity
tier 1 ratio increased to 10.9%. We remain well
placed to meet expected future capital requirements,
and will continue to review the evolution of the
regulatory environment.
We continued to demonstrate our ability to
generate capital to grow our business and to support
our progressive dividend policy, cementing our
status as one of the highest dividend payers in the
FTSE.
Strategy – next phase
2014 marks the beginning of the next phase of
strategy implementation. This will be a continuation
of the work that we began in 2011, albeit with new
goals informed by our experience of the past three
years.
At our investor update in May we reaffirmed
our return on equity target at 12-15% and modified
our cost-efficiency target for 2014-16 to mid-50s.
We also announced three strategic priorities for
2014-16, each of equal importance.
First, our strategy is designed to further grow
the business and dividends. We will continue to
recycle risk-weighted assets from lower return to
higher return parts of the Group. Our capital strategy
aims to increase dividends progressively. If we are
unable to deploy the remaining capital ourselves in
such a way that it provides incremental value for our
shareholders, we may seek to neutralise the effect of
scrip dividends through share buy-backs, subject to
regulatory capital requirements and shareholder
approval. We shall also continue to wind down and
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Strategic Report (continued)
Group Chief Executive’s Review / Value creation and long-term sustainability > How we create value
thus reduce the impact of our portfolio of legacy
businesses.
Second, we will continue to implement our
Global Standards programme which we believe will
increase the quality of the Group’s earnings. Global
Standards governs all of our activity and will drive
consistently high standards through HSBC globally.
We have made substantial investment in risk and
compliance capabilities across all businesses and
regions to strengthen our response to the ongoing
threat of financial crime, and will continue to do so.
This is the right thing to do, in line with our values,
and we believe that it will also become a source of
competitive advantage.
Third, we aim to deliver a further US$2-3bn of
sustainable savings by streamlining our processes
and procedures without in any way compromising
our commitment to compliance and Global
Standards. There remains considerable scope within
the business to globalise and simplify many of our
operations and practices.
These priorities are essential to realising our
vision of establishing HSBC as the world’s leading
international bank.
Outlook
We remain of the view that the GDP of mainland
China will grow by 7.4% this year, the UK by 2.6%,
the USA by 2.5% and Western Europe by 1.2%.
Although there has been a sharp sell-off in some
emerging markets, both when tapering was first
talked of last June and more recently in January
of this year, we see this as a reflection of specific
circumstances rather than a generalised threat. The
countries most affected have two common themes,
large current account deficits and the uncertain
outcomes arising from elections within a year. Other
emerging markets such as Mexico have, by contrast,
been upgraded by the rating agencies in the same
period. Overall, we remain optimistic about the
longer-term prospects of emerging markets and
especially the opportunities for HSBC, which will
arise from the anticipated material expansion in
South-South trade and capital flows. In the short
term, we stress the importance of differentiating
within and between individual countries within the
generic category of emerging markets. Nevertheless,
we anticipate greater volatility in 2014 and choppy
markets as adjustments are made to changing
economic circumstances and sentiment.
S T Gulliver, Group Chief Executive
24 February 2014
8
Value creation and long-term sustainability
• How we create value ................................................. 9
• Long-term sustainability......................................... 10
• Our strategy .................................................................. 11
• Our strategic priorities ........................................... 12
Through our principal activities – making
payments, holding savings, providing finance
and managing risks – we play a central role in
society and in the economic system. Our target
is to build and maintain a business which is
sustainable in the long term.
In May 2013, we reinforced our vision for the long-term direction of HSBC first outlined in 2011, together with a
clear strategy that will help us achieve it. It guides where and how we seek to compete. We constantly assess our
progress against this strategy and provide regular updates to stakeholders.
How we create value
Value creation
Banks, and the individuals within them, play a
crucial role in the economic and social system,
creating value for many parties in different ways.
We provide a facility for customers to securely and
conveniently deposit their savings. We allow funds
to flow from savers and investors to borrowers,
either directly or through the capital markets. The
borrowers then use these loans or other forms of
credit to buy goods or invest in businesses. By these
means, we help the economy to convert savings
which may be individually short-term into financing
which is, in aggregate, longer term. We bring
together investors and people looking for investment
funding and we develop new financial products. We
also facilitate personal and commercial transactions
by acting as payment agent both within countries and
internationally. Through these activities, we take on
risks which we then manage and reflect in our prices.
Our direct lending includes residential and
commercial mortgages and overdrafts, and term
loan facilities. We finance importers and exporters
engaged in international trade and provide advances
to companies secured on amounts owed to them by
their customers.
We also offer additional financial products
and services including broking, asset management,
financial advisory, life insurance, corporate finance,
securities services and alternative investments. We
make markets in financial assets so that investors
have confidence in efficient pricing and the
availability of buyers and sellers. We provide these
products for clients ranging from governments to
large and mid-market corporates, small and medium-
sized enterprises, high net worth individuals and
retail customers. We help customers raise financing
from external investors in debt and equity capital
markets. We create liquidity and price transparency
in these securities allowing investors to buy and
sell them on the secondary market. We exchange
national currencies, helping international trade.
9
Customers
Personal, corporate, governmental,
institutional and high net worth
customers and counterparties
Branches
and offices
Networks
Markets
Products and Income
Loans/
credit
Deposits +
investments
Financial
services
Interest and fee income
Trading
and other
income
Risk
and
Capital
Costs
Loan losses
Salaries and other payments
Employees
Infrastructure and other costs
Third parties
Taxes
Governments
Distribution
Dividends
Shareholders
Retained profit
Our main products and services are described in more detail
on page 79.
Our operating income is primarily derived from:
• net interest income – interest income we earn on customer
loans and advances and on our surplus funds, less interest
expense we pay on interest-bearing customer accounts and
debt securities in issue;
• net fee income – fee income we earn from the provision of
financial services and products to customers less fees we
pay; and
• net trading income – income from client driven trading
activities primarily conducted in Markets, including Foreign
Exchange, Credit, Rates and Equities trading.
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Strategic Report (continued)
Value creation and long-term sustainability / Our strategy
We offer products that help a wide range of
customers to manage their risks and exposures
through, for example, life insurance and pension
products for retail customers and receivables finance
or documentary trade instruments for companies.
Corporate customers also ask us to help with
managing the financial risks arising in their
businesses by employing our expertise and market
access.
An important way of managing risks arising
from changes in asset and liability values and
movements in rates is provided by derivative
products such as forwards, futures, swaps and
options. In this connection, we are an active market-
maker and derivative counterparty. Customers use
derivatives to manage their risks, for example, by:
•
•
•
•
using forward foreign currency contracts to
hedge their income from export sales or costs
of imported materials;
using an inflation swap to hedge future
inflation-linked liabilities, for example, for
pension payments;
transforming variable payments of debt interest
into fixed rate payments, or vice versa; or
providing investors with hedges against
movements in markets or particular stocks.
We charge customers a margin, representing the
difference between the price charged to the customer
and the theoretical cost of executing an offsetting
hedge in the market. We retain that margin, which
represents a profit to the Group, at maturity of the
transaction if the risk management of the position
has been effective.
We then use derivatives along with other
financial instruments to constrain the risks arising
from customer business within risk limits. Normally,
we will have customers both buying and selling
relevant instruments so our focus is then on
managing any residual risks through transactions
with other dealers or professional counterparties.
Where we do not fully hedge the residual risks we
may gain or lose money as market movements affect
the net value of the portfolio.
Stress tests and other risk management
techniques are also used to ensure that potential
losses remain within our risk appetite under a wide
range of potential market scenarios.
10
In addition, we manage risks within HSBC,
including those which arise from the business we
do with customers.
For further information on our risk measures, see page 38,
and on how we manage our own risks, see page 39.
Long-term sustainability
At HSBC, we understand that the success of our
business is closely connected to the economic,
environmental and social landscape in which we
operate. For us, long-term corporate sustainability
means achieving a sustainable return on equity and
profit growth so that we can continue to reward
shareholders and employees, build long-lasting
relationships with customers and suppliers, pay taxes
and duties in the countries in which we operate, and
invest in communities for future growth. The way
we do business is as important as what we do: our
responsibilities to our customers, employees and
shareholders as well as to the countries and
communities in which we operate go far beyond
simply being profitable.
Continuing financial success depends, in part,
on our ability to identify and address environmental,
social and ethical developments which present risks
or opportunities for the business. It also depends
on the consistent implementation of the highest
standards everywhere we operate to detect, deter and
protect against financial crime. Our response to these
factors shapes our reputation, drives employee
engagement and affects the riskiness of the business,
and can help reduce costs and secure new revenue
streams.
Our international spread and the long-
established position of many of our businesses in
HSBC’s home and priority growth markets, when
combined with our wide-ranging portfolio of
products and services, differentiate HSBC from our
competitors and give our business and operating
models an inherent resilience. This has enabled the
Group to remain profitable and grow through the
most turbulent of times for our industry, and we are
confident that the models will continue to stand us
in good stead in the future and will underpin the
achievement of our strategic priorities.
Our business and operating models are described in more
detail on page 13. For further information on our response to
environmental and community issues, see page 34.
Our strategy
Long-term trends
Our strategy is aligned to two long-term trends:
• The world economy is becoming ever more
connected, with growth in world trade and
cross-border capital flows continuing to outstrip
growth in average gross domestic product. Over
the next decade we expect 35 markets to
generate 90% of world trade growth with a
similar degree of concentration in cross-border
capital flows.
• Of the world’s top 30 economies, we expect
those of Asia-Pacific, Latin America, the
Middle East and Africa to have increased by
around four-fold in size by 2050, benefiting
from demographics and urbanisation. By this
time they will be larger than those of Europe
and North America combined. By 2050, we
expect 18 of the 30 largest economies will be
from Asia-Pacific, Latin America or the Middle
East and Africa.
Competitive advantages
What matters in this environment are:
•
•
having an international network and global
product capabilities to capture international
trade and movements in capital; and
being able to take advantage of organic
investment opportunities in the most attractive
growth markets and maintaining the capacity
to invest.
HSBC’s competitive advantages come from:
•
our meaningful presence in and long-term
commitment to our key strategic markets;
•
•
•
•
our strong ability to add to our capital base
while also providing competitive rewards to our
staff and good returns to our shareholders;
our stable funding base, with about
US$1.5 trillion of customer accounts of which
73% has been advanced to customers;
our business network, which covers over 90%
of global trade and capital flows; and
our local balance sheet strength and trading
capabilities in the most relevant financial hubs.
A two-part strategy
Based on these long-term trends and our competitive
advantages, we have developed a two-part strategy:
• A network of businesses connecting the world.
HSBC is well positioned to capture growing
international trade and capital flows. Our global
reach and range of services place us in a strong
position to serve clients as they grow from small
enterprises into large multi-nationals through
our Commercial Banking and Global Banking
& Markets businesses.
• Wealth management and retail with local scale.
We will capture opportunities arising from
social mobility and wealth creation in our
priority growth markets across Asia-Pacific,
Latin America and the Middle East, through our
Premier proposition and Global Private Banking
business. We will invest in full scale retail
businesses only in markets where we can
achieve profitable scale, namely in our home
markets of the United Kingdom and Hong
Kong.
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Strategic Report (continued)
Value creation and long-term sustainability / Strategic priority 1 – Grow the business and dividends > Business model
Our strategic priorities
Our strategic priorities are designed to ensure we have a sustainable business for the long term.
Grow …
Implement …
Profit underpins long-term business sustainability
and growing our profit is an integral part of our
strategy. The conditions for creating value
and generating profits are reflected in our
business and operating models, which
determine how our global businesses,
geographical regions and functions
interact. Delivering organic
growth will support
a progressive
dividend.
Financial
performance
(see page 16)
A global bank needs global standards – consistent
operating principles that are fundamental to the
way we do business and which help us to
detect, deter and protect against financial
crime. Implementing Global Standards
affects how we govern the Group, the
nature of our core business and the
performance, recognition and
behaviours of all our people
in managing high quality
customer relationships.
It starts with embedding
our HSBC Values in
everything we do.
HSBC
Values
(see page 25)
Operating
model
(see page 14)
Business
model
(see page 13)
Value
creation
and long-term
sustainability
Governance
(see page 25)
Employees
(see page 27)
Operations
(see page 30)
Customers
(see page 31)
Environment,
social and
community
(see page 34)
Streamline …
This initiative is critical to the long-term sustainability of our business.
Society’s expectations of the financial services industry are evolving
and becoming more demanding. At the same time, the digital revolution
is reducing barriers to new entrants to the industry and markets are
becoming increasingly competitive. In this environment, it is essential
that we focus relentlessly on improving efficiency, ensuring that all parts
of the Group streamline their processes and procedures and, as a
consequence, reduce their costs. In doing so, we must remain cognisant
of our wider obligations to the community, including human rights,
and the environment.
12
Strategic priority 1
Grow the business and dividends
• Business model .......................................................... 13
Our targets are to:
• Operating model ........................................................ 14
• Financial performance ............................................ 16
Our success in meeting our targets is described on
page 20.
1. grow risk-weighted assets (‘RWA’s) in line
with our organic investment criteria;
2. progressively grow dividends and introduce
share buy-backs as appropriate; and
3. reduce the effect of legacy and non-strategic
activities on our profit before tax and RWAs.
Business model
Our business model is based on an
international network connecting and
serving a cohesive portfolio of markets.
Our comprehensive range of banking and related
financial services is provided by operating
subsidiaries and associates. Services are primarily
delivered by domestic banks, typically with local
deposit bases.
The UK and Hong Kong are our home markets,
and a further 20 countries form our priority growth
markets (see table below). These 22 markets
accounted for over 90% of our profit before tax
in 2013, and are the primary focus of capital
deployment. Network markets are markets with
strong international relevance which serve to
HSBC’s market structure
complement our international spread, operating
mainly through Commercial Banking and Global
Banking and Markets. Our combination of home,
priority growth and network markets covers around
85-90% of all international trade and financial flows.
The final category, small markets, includes
those where our operations are of sufficient scale to
operate profitably, or markets where we maintain
representative offices.
Our legal entities are regulated by their local
regulators and on a Group-wide basis we are
regulated from the UK by the Prudential Regulation
Authority (‘PRA’) for prudential matters (safety and
soundness) and by the Financial Conduct Authority
(‘FCA’) for conduct (consumer and market
protection).
Hong Kong
and Rest of
Asia-Pacific
Europe
Middle East
and North
Africa
North
America
Latin
America
Home
markets
• Hong Kong
• UK
• France
• Germany
• Switzerland
• Turkey
• Egypt
• Saudi Arabia
• UAE
• Canada
• USA
• Argentina
• Brazil
• Mexico
• Australia
• Mainland China
• India
• Indonesia
• Malaysia
• Singapore
• Taiwan
• Vietnam
• Operations primarily focused on international clients and businesses of Commercial Banking and Global Banking
and Markets
• Together with home and priority markets these cover 85-90% of international trade and capital flows
Priority
growth
markets
Network
markets
Small
markets
• Markets where HSBC has profitable scale and focused operations
• Representative Offices
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Strategic Report (continued)
Strategic priority 1 – Grow the business and dividends > Operating model
Operating model
Our operating model is based on a matrix
management structure comprising global
businesses, geographical regions and global
functions.
The matrix is overlaid on a legal entity structure
headed by HSBC Holdings plc.
Holding company
HSBC Holdings, the holding company of the
Group, is the primary source of equity capital for
its subsidiaries and provides non-equity capital to
them when necessary.
Under authority delegated by the Board of
HSBC Holdings, the Group Management Board
(‘GMB’) is responsible for the management and day-
to-day running of the Group, within the risk appetite
Matrix management structure
set by the Board. GMB works to ensure that there
are sufficient cash resources to pay dividends to
shareholders, interest to bondholders, expenses and
taxes.
HSBC Holdings does not provide core funding
to any banking subsidiary, nor is a lender of last
resort and does not carry out any banking business in
its own right. Subsidiaries operate as separately
capitalised entities implementing the Group strategy.
Matrix management structure
The following table lists our four global businesses,
six geographical regions and 11 global functions,
and summarises their responsibilities under HSBC’s
matrix structure.
For details of our principal subsidiaries see Note 24 on the
Financial Statements. A simplified Group structure chart is
provided on page 570.
HSBC Holdings plc
Global
businesses
Geographical
regions
Global
functions
• Retail Banking and
Wealth Management
• Commercial Banking
• Global Banking and Markets
• Global Private Banking
Responsible for setting globally consistent
business strategies and operating models,
issuing planning guidance regarding their
businesses, and are accountable for their
profit and loss performance and for
managing their headcount.
• Europe
• Hong Kong
• Rest of Asia-Pacific
• Middle East and North Africa
• North America
• Latin America
Share responsibility for executing business
strategies set by the global businesses.
They represent the Group to customers,
regulators, employee groups and other
stakeholders; allocate capital; manage
risk appetite, liquidity and funding by legal
entity; and are accountable for profit and
loss performance in line with global
business plans.
Legal entities
• Communications
• Company Secretaries
• Corporate Sustainability
• Finance
• HSBC Technology and Services
• Human Resources
• Internal Audit
• Legal
• Marketing
• Risk (including Compliance)
• Strategy and Planning
Establish and manage all policies,
processes and delivery platforms relevant
to their activities, are fully accountable for
their costs globally and are responsible for
managing their headcount.
Operate under their own boards of directors as separately capitalised entities, implementing Group strategy and delivering Group products and services.
They are required to consider risk and maintain a capital buffer consistent with the Group’s risk appetite for their relevant country or region. They manage
their own funding and liquidity within parameters set centrally.
14
Global businesses
Our four global businesses are Retail Banking and
Wealth Management (‘RBWM’), Commercial
Banking (‘CMB’), Global Banking and Markets
(‘GB&M’) and Global Private Banking (‘GPB’).
They are responsible for developing, implementing
and managing their business propositions
consistently across the Group, focusing on
profitability and efficiency. They set their strategies
within the parameters of the Group strategy in
liaison with the geographical regions, are responsible
for issuing planning guidance regarding their
businesses, are accountable for their profit and loss
performance, and manage their headcount.
The main business activities of our global business are
summarised below, and their products and services on
page 79.
Main business activities by global business and reported revenue5 in 2013
RBWM
CMB
GB&M
GPB
Liability
driven
Asset
driven
• Deposits
• Account services
• Deposits
• Payments and cash
management
• Credit and lending
• International trade and
receivables finance
• Commercial insurance
and investments
• Credit and lending
• Asset management
• Wealth solutions and
financial planning
• Broking6
• Life insurance
manufacturing
• Deposits
• Payments and cash
management
• Balance sheet
management
• Deposits
• Account services
• Credit and lending
• Asset and trade finance
• Credit and lending
• Corporate finance7
• Markets8
• Securities services
• Asset management9
• Financial advisory10
• Broking6
• Corporate finance
(via GB&M)7
• Alternative investments11
• Risk – the investment must be consistent with
our risk appetite.
Using the six filters in decision-making
What is the
strategic
relevance?
Are the current
returns
attractive?
Do we adhere to
global risk standards?
1. Connectivity
3. Profitability
6. Financial crime risk
2. Economic
4. Efficiency
development
5. Liquidity
High
Medium/low
Yes
No
Yes
No
Low
High
Invest
Risk
mitigation
Turnaround/
improve
Risk
mitigation
Continue
as is
Risk
mitigation
Discontinue/dispose
For footnotes, see page 46.
Investment criteria
Our investment criteria are governed by six filters.
The first two filters – international connectivity and
economic development – determine whether the
business is strategically relevant. The next three
filters – profitability, efficiency and liquidity –
determine whether the financial position of the
business is attractive. The sixth filter – the risk of
financial crime – governs our activities in high risk
jurisdictions, and is applied to protect us by
restricting the scope of our business where
appropriate.
Decisions over where to invest additional
resources have three components:
•
Strategic – we will only invest in businesses
aligned to our strategy, mostly in our 22 home
and priority growth markets and in target
businesses and clients;
• Financial – the investment must be value
accretive for the Group, and must meet
minimum returns, revenue and cost hurdles; and
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H S B C H O L D I N G S P L C
Strategic Report (continued)
Strategic priority 1 – Grow the business and dividends > Financial performance
Financial performance
Performance reflected underlying momentum
in areas of targeted investment
Reported results
Net interest income ..........
Net fee income .................
Other income ...................
2013
US$m
35,539
16,434
12,672
2012
US$m
37,672
16,430
14,228
2011
US$m
40,662
17,160
14,458
Net operating income5 ....
64,645
68,330
72,280
LICs12 ...............................
(5,849)
(8,311)
(12,127)
Net operating income ....
58,796
60,019
60,153
Total operating expenses ..
(38,556)
(42,927)
(41,545)
Operating profit .............
20,240
17,092
18,608
Income from associates13 ..
2,325
3,557
3,264
Profit before tax .............
22,565
20,649
21,872
For footnotes, see page 46.
Reported profit before tax of US$22.6bn in 2013
was US$1.9bn or 9% higher than in 2012. This was
primarily due to lower adverse fair value movements
of US$4.0bn on own debt designated at fair value
resulting from changes in credit spreads and
decreases in both loan impairment charges and other
credit risk provisions (‘LICs’) of US$2.5bn and
operating expenses of US$4.4bn. These factors were
partially offset by lower gains (net of losses) from
disposals and reclassifications of US$2.2bn,
compared with US$7.8bn in 2012. Gains on
disposals in 2013 included the gain of US$1.1bn
on sale of our operations in Panama and US$1.1bn
from the reclassification of Industrial Bank Co.
Limited (‘Industrial Bank’) as a financial investment
following its issue of share capital to third parties.
The Board approved a 6% increase in the final
dividend in respect of 2013 to US$0.19 per share,
US$0.01 higher than the final dividend in respect
of 2012. Total dividends in respect of 2013 were
US$9.2bn (US$0.49 per share), US$0.9bn higher
than in 2012. The core tier 1 capital ratio
strengthened from 12.3% to 13.6%, and the
estimated CRD IV end point basis common equity
tier 1 ratio also improved from 9.5% to 10.9%. This
was driven by a combination of capital generation
and a reduction in risk-weighted assets from
management actions. Uncertainty remains, however,
around the precise amount of capital that banks
will be required to hold under CRD IV as
key technical standards and consultations from
regulatory authorities are pending. These include
the levels, timing and interaction of CRD IV capital
buffers and a review of the Pillar 2 framework.
Underlying performance
For further information on non-GAAP financial measures, see
page 47.
From reported results to underlying performance
To arrive at underlying performance,
• we adjust for the year-on-year effects of foreign currency
translation;
• we eliminate the fair value movements on our long-term
debt attributable to credit spread (own credit spread) where
the net result of such movements will be zero upon maturity
of the debt; and
• we adjust for acquisitions, disposals and changes of
ownership levels of subsidiaries, associates and businesses,
by eliminating the gain or loss on disposal in the year
incurred and removing the operating profit or loss of the
acquired and disposed of businesses from all years
presented.
Reconciliations of our reported results to an underlying basis
are provided in the Form 20-F filed with the Securities and
Exchange Commission which is available on www.hsbc.com.
Underlying profit before tax
(US$bn)
Profit attributable to ordinary
shareholders (US$m)
Earnings per share
(US$)
21.6
16,224
15,631
0.92
13,454
0.84
0.74
15.3
2012
2013
2011
2012
2013
2011
2012
2013
16
On an underlying basis, profit before tax rose by 41%
to US$21.6bn, primarily from higher net operating
income before loan impairment charges and other
credit risk provisions (‘revenue’), lower LICs, notably
in North America, Europe and Middle East and North
Africa, and lower operating expenses, mainly from
the non-recurrence of a charge in 2012 arising from
US investigations and reduced charges relating to
UK customer redress.
Underlying profit before tax in our global
businesses rose with the exception of GPB which
decreased by US$0.7bn to US$0.2bn as we continued
to address legacy issues and reposition the customer
base.
The following commentary is on an underlying
basis.
Revenue across the Group was stable,
underpinned by a resilient performance
in GB&M and growth in CMB
Underlying revenue rose by US$1.7bn or 3% to
US$63.3bn. This reflected a number of factors
including net favourable fair value movements on
non-qualifying hedges of US$0.8bn, a net gain
recognised on completion of the disposal of our
investment in Ping An of US$0.6bn offsetting the
adverse fair value movements on the contingent
forward sale contract recorded in 2012, and foreign
exchange gains on sterling debt issued by HSBC
Holdings of US$0.4bn.
Revenue increased in CMB following average
balance sheet growth partly offset by spread
compression together with higher lending fees and
improved collaboration with other global businesses.
In GB&M, revenue was higher, in part reflecting a
resilient performance in a majority of our customer-
facing businesses. These factors were partially offset
by lower revenue in RBWM, primarily from the run-
off of our US CML portfolio and, in GPB, from the
loss on write-off of goodwill relating to our Monaco
business and the repositioning of our client base.
LICs fell in the majority of our regions,
notably in North America, Europe and
in the Middle East and North Africa
Underlying LICs were US$1.9bn or 25% lower than
in 2012, primarily in North America where
the decline was, in part, due to improvements in
housing market conditions, reduced lending balances
from continued portfolio run-off and loan sales, and
lower levels of new impaired loans and delinquency
in the CML portfolio. LICs were also lower in
17
Europe, mainly in GB&M and CMB, and in the
Middle East and North Africa, which benefited
from an overall improvement in the loan portfolio.
By contrast, LICs were higher in Latin America,
particularly in Mexico from specific impairments
in CMB relating to homebuilders due to a change
in the public housing policy and higher collective
impairments in RBWM. In Brazil, although credit
quality improved following the modification of
credit strategies in previous periods to mitigate rising
delinquency rates, LICs increased, reflecting
impairment model changes and assumption revisions
for restructured loan account portfolios in RBWM
and CMB, and higher specific impairments in CMB.
Operating expenses were lower, primarily
driven by the non-recurrence of certain
notable items in 2012 and further
sustainable cost savings
Underlying operating expenses were US$2.6bn
or 6% less than in 2012, primarily due to the
non-recurrence of a 2012 charge following US
anti-money laundering (‘AML’), Bank Secrecy
Act (‘BSA’) and Office of Foreign Asset Control
(‘OFAC’) investigations, lower UK customer redress
charges and reduced restructuring and related costs.
Excluding these items, operating expenses were
higher, mainly due to a rise in the UK bank levy,
increased litigation-related expenses, notably a
provision in respect of regulatory investigations in
GPB, a Madoff-related charge in GB&M and
investment in strategic initiatives, risk management
and compliance. Higher operational costs also
contributed, in part driven by general inflationary
pressures and rental costs. These factors
were partially offset by sustainable cost savings
in the year and an accounting gain relating to
changes in delivering ill-health benefits to certain
employees in the UK.
The additional US$1.5bn of sustainable cost
savings across all regions, took our total annualised
cost savings to US$4.9bn since 2011 as we continued
with our organisational effectiveness programmes
during 2013. Together with business disposals, these
led to a fall in the number of full-time equivalent staff
(‘FTE’s) of more than 6,500 to 254,000.
Income from associates rose, mainly driven
by strong results in mainland China
Underlying income from associates increased,
primarily from Bank of Communications Co.,
Limited (‘BoCom’), where balance sheet growth
and increased fee income were partially offset by
higher operating expenses and a rise in LICs.
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H S B C H O L D I N G S P L C
Strategic Report (continued)
Strategic priority 1 – Grow the business and dividends > Financial performance
The effective tax rate was 21.1% compared
with 25.7% in 2012
The effective tax rate was lower than in 2012,
reflecting non-taxable gains on profits associated
with the reclassification of Industrial Bank as a
financial investment and the disposal of our
operations in Panama and our investment in Ping An
Insurance (Group) Company of China, Ltd (‘Ping
An’). In addition, the 2012 tax expense included the
non-tax deductible effect of fines and penalties paid
as part of the settlement of the US AML, BSA and
OFAC investigations.
For more details of the Group’s financial performance, see
page 51.
Balance sheet strength
Total reported assets were US$2.7 trillion, 1% lower
than at 31 December 2012 on both a reported and a
constant currency basis. Our balance sheet remained
strong with a ratio of customer advances to customer
accounts of 72.9%. This is a consequence of our
business model and of our conservative risk appetite,
which is predominantly to fund the growth in
commercial assets with growth in customer
accounts.
Loans and advances grew by US$87.0bn and
Customer accounts increased by US$148.6bn on a
constant currency basis. These included a
US$52.8bn increase in reverse repo agreements and
a rise of US$92.3bn in repo agreements, reflecting
the change in the way GB&M manages these
activities (see page 68). Excluding these, loans and
advances to customers grew by more than
US$34.0bn in 2013, notably in term and trade-
related lending to corporate and commercial
customers in Hong Kong and Rest of Asia-Pacific as
demand for financing continued and, to a lesser
extent, commercial real estate and other property-
related lending grew. Mortgage lending rose in Rest
of Asia-Pacific, Hong Kong and also in the UK. This
was broadly offset by the strategic reduction in the
US run-off portfolio. Customer accounts increased
by over US$56.0bn in 2013, driven by growth
mainly in Europe, Hong Kong and Rest of Asia-
Pacific reflecting customer sentiment.
For further information on the Balance Sheet, see page 65,
and on the Group’s liquidity and funding, see page 213.
Total assets
(US$bn)
2,556
Post-tax return on average total assets
(%)
2,693
2,671
0.6
0.6
0.7
2011
2012
2013
2011
2012
2013
Loans and advances to
customers14 (US$bn)
Customer accounts14
(US$bn)
Ratio of customer advances to customer
deposits (%)
1,080
1,483
75.0
74.4
998
940
1,340
1,254
72.9
2011
2012
2013
2011
2012
2013
2011
2012
2013
For footnotes, see page 46.
18
Capital strength
Estimated leverage ratio
At 31 December
2013
2012
US$bn US$bn
Tier 1 capital under CRD IV
(end point) .................................
133
116
Exposures after regulatory
adjustments ................................
3,028
2,760
Estimated leverage ratio
(end point) .................................
4.4%
4.2%
For further details of the leverage ratio, see page 312.
The above calculation excludes those tier 1
capital instruments which will be ineligible for
inclusion in regulatory capital after the Basel III
transitional period has fully elapsed. If we were
to calculate the leverage ratio by adding back
those instruments, the effect would be to increase
estimated end point tier 1 capital by US$16bn
and the leverage ratio by some 50 basis points at
31 December 2013.
For further information on the Group’s capital and our risk-
weighted assets, see page 298.
Our approach to managing Group capital is designed
to ensure that we exceed current regulatory
requirements, and are well placed to meet those
expected in the future.
We monitor capital adequacy, inter alia, by
use of capital ratios which measure capital relative
to a regulatory assessment of risks taken and by the
leverage ratio which measures capital relative to
exposure.
In June 2013, the European Commission
published the final Regulation and Directive,
known collectively as CRD IV, to give effect to the
Basel III framework in the EU. This came into effect
on 1 January 2014.
Under the new regime, common equity tier 1
(‘CET1’) represents the highest form of eligible
regulatory capital against which the capital strength
of banks is measured. In 2013 we managed our
capital position to meet an internal target ratio of
9.5-10.5% on a CET1 end point basis, changing to
greater than 10% from 1 January 2014. We continue
to keep this under review.
Leverage ratio
The following table presents our estimated leverage
ratio in accordance with PRA instructions. The
numerator is calculated using the CRD IV end point
tier 1 capital definition and the exposure measure is
calculated using the December 2010 Basel III text.
Core tier 1 ratio1
(%)
Total capital ratio
(%)
Common equity tier 1 ratio15
(%)
13.6
12.3
17.8
16.1
10.9
9.5
10.1
14.1
2011
2012
2013
2011
2012
2013
2012
2013
For footnotes, see page 46.
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H S B C H O L D I N G S P L C
Strategic Report (continued)
Strategic priority 1 – Grow the business and dividends > Financial performance
Meeting our targets
Grow risk-weighted assets in line with our
organic investment criteria
In 2013, the reduction in RWAs was mainly a result
of the reclassification of Industrial Bank from an
associate to a financial investment and the run-off of
the US CML portfolio. We will continue to recycle
RWAs from low to high performing opportunities
within the Group’s risk appetite in line with our
organic investment criteria. Organic investment
decisions are made by GMB under authority
delegated by the Board.
On the basis of current assumptions regarding
the regulatory and the business operating
environment, discretionary RWA growth remains
targeted towards Rest of Asia-Pacific, Hong Kong,
Latin America and Middle East and North Africa.
Discretionary RWA growth excludes the effect of
legacy and run-off portfolios, transactions, associates
and major regulatory changes.
Return on risk-weighted assets (‘RoRWA’), as
measured by pre-tax return on average risk-weighted
assets, is one of the main operational measures by
which we assess business performance and organic
investment opportunities. RoRWA targets are set to
ensure that business decisions remain aligned with
our medium-to-longer term financial performance
objectives.
Progressively grow dividends and introduce
share buy-backs as appropriate
We remain one of the best-capitalised banks in the
world, providing capacity for both organic growth
and dividend return to shareholders. Over the past
two years we have increased our dividend per
ordinary share by 20%.
Although significant regulatory uncertainty
remains, we continue to demonstrate our ability to
generate capital and support a progressive dividend
policy based on our three key strategic priorities of
growing the business and dividends, implementing
Global Standards and streamlining processes and
procedures.
Our policy on share buy-backs will be strongly
influenced by the emerging requirements for capital
by regulators. In order to give ourselves the full
range of options, we will seek to table a resolution at
our 2014 Annual General Meeting for shareholders
to enable share buybacks at a future date.
Uncertainty remains around the amount of
capital that banks will be required to hold as
key technical standards and consultations from
regulatory authorities are pending. These include the
levels, timing and interaction of CRD IV capital
buffers and a review of the Pillar 2 framework. As
more information becomes available, this will
inform our capital target, planning and dividend
policy.
Reduce the effect of legacy and non-strategic
activities on our profit before tax and RWAs
We continue to make good progress reshaping our
business, announcing 20 transactions disposing of or
closing non-strategic businesses in 2013, bringing
the total number since the start of 2011 to 63. These
transactions have released around US$90bn in risk
weighted-assets to date, with a further potential
release of around US$5bn to come.
In 2013, in addition to the reclassification of
Industrial Bank, we completed the sale of our
Panama operations and, in the US CML portfolio,
the sale of the non-real estate loan portfolio together
with several tranches of real estate loans. We expect
the ongoing recovery of the US housing market and
increased investor appetite may provide further
opportunities to accelerate the run-off of our CML
portfolio in 2014, following significant RWA
reductions in 2013.
Risk-weighted assets (US$bn)
Return on risk-weighted assets (%)
Dividend payout ratio (%)
1,210
1.9
1.8
2.0
1,124
1,093
55.4
57.1
42.4
2011
2012
2013
2011
2012
2013
2011
2012
2013
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We continue to actively manage down legacy RWA
positions in GB&M. In 2013, increased disposals
and amortisations contributed to the reduction in
legacy RWA positions in GB&M.
Run-off portfolios’ contribution to RWAs (US$bn)
182
146
105
2011
2012
2013
Run-off portfolios consist of legacy credit in
GB&M and the US CML and other portfolios.
Brand value
Maintenance of the HSBC brand and our overall
reputation remains a priority for the Group.
We continue to use the Brand Finance valuation
method as reported in The Banker magazine as
our core metric. This is our third year of using
this benchmark. The Brand Finance methodology
provides a comprehensive measure of the strength
of the brand and its impact across all business lines
and customer segments. It is wholly independent and
is publicly reported. Our target is a top three position
in the banking peer group and we have achieved this
target with an overall value of US$26.9bn (up 18%
from 2013), placing us second. We are the only
company to be given an AAA rating for our brand
in this year’s report.
Brand value (US$bn)
27.6
1st
place
26.9
2nd
place
22.9
3rd
place
Feb 2012
Feb 2013
Feb 2014
In addition to the Brand Finance measure, we
have reviewed our performance in two other rating
agency evaluations that receive substantial public
coverage. In the Brand Z Most Valuable Global
Brand tables published in the Financial Times
in May 2013, we achieved first place in the
International Banks peer grouping with a valuation
of US$24bn (up 24% from 2012). The Interbrand
Annual Best Global Brands report, published in
September 2013, showed HSBC as the top ranked
banking brand with a valuation of US$12bn (up 7%
from 2012) and in second place when all financial
services brands are considered.
We believe this performance is driven by
an underlying strong brand equity established in
recent years and a consistent and active programme
of activities in support of the brand throughout 2013.
Economic contribution
By running a sustainable business, HSBC is able
to make a valuable contribution to the economy by
paying dividends to our shareholders; salaries to our
employees; payments to suppliers; and tax revenues
to governments in the countries and territories where
we operate. We also finance companies so that they,
in turn, can create employment.
HSBC has adopted the UK Code of Practice for
the Taxation of Banks and seeks to apply the spirit
as well as the letter of the law in all the territories
in which we operate. In January 2013, the Global
Standards Steering Meeting of the GMB agreed
terms of a new Global Standard on ‘tax transparency’
to ensure that HSBC’s banking services are not
associated with any arrangements that are known
or suspected to be designed to facilitate tax evasion
by a customer.
This supplements anti-money laundering and
‘know your customer’ (‘KYC’) checks and is
supported by an educational programme to train
employees on how to identify possible tax evasion
by customers and the procedures for reporting and
escalating such situations.
HSBC’s net tax paid
2013
US$bn
2012
US$bn
4.7
1.6
0.7
0.8
0.8
8.6
5.6
1.6
0.5
0.8
0.8
9.3
Tax on profits ..............................
Employer taxes ............................
UK bank levy16 ............................
Irrecoverable value-added tax .....
Other duties and levies ................
For footnote, see page 46.
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Strategic Report (continued)
Strategic priority 1 – Grow the business and dividends // Strategic priority 2 – Implement Global Standards
Distribution of economic benefits
Pro-forma post-tax profit allocation17
Net cash tax outflow ...............
Distributions to shareholders
and non-controlling
interests ...............................
Employee compensation
2013
2012
US$bn US$bn
2011
US$bn
8.6
9.3
8.0
10.2
8.7
8.3
and benefits ........................
19.2
20.5
21.2
General administrative
expenses including
premises and procurement ...
17.1
20.0
17.5
Retained earnings/capital .............
Dividends .....................................
Variable pay .................................
For footnote, see page 46.
2013
%
53
35
12
2012
%
60
29
11
100
100
Market capitalisation and total shareholder return
US$0.50 ordinary
shares in issue
Market
capitalisation
18,830m
2012: 18,476m
2011: 17,868m
US$207bn
2012: US$194bn
2011: US$136bn
London
£6.62
2012: £6.47
2011: £4.91
Closing market price
Hong Kong
HK$84.15
2012: HK$81.30
2011: HK$59.00
American
Depositary Share18
US$55.13
2012: US$53.07
2011: US$38.10
Over 1 year
Total shareholder return19
Over 3 years
Over 5 years
To 31 December 2013 ............................................... 107
Benchmarks:
– FTSE 10020 .............................................................. 119
– MSCI World20 .......................................................... 127
– MSCI Banks20 .......................................................... 125
For footnotes, see page 46.
118
128
141
132
144
183
207
186
22
Strategic priority 2
Implement Global Standards
• HSBC Values ............................................................... 25
• Governance ................................................................. 25
• Employees ................................................................... 27
Our target is to make significant progress in
implementing Global Standards for the benefit
of HSBC and the financial system as a whole.
Our Values, good governance and commitment to operating sustainably guide the way we manage our business and
help us create value for our stakeholders.
We have committed to develop Global
Standards shaped by the highest or
most effective standards of financial crime
compliance available in any jurisdiction
where HSBC operates and to deploy them
globally on a consistent basis.
By definition, the impact of Global Standards is
organisation-wide, and the principal means by which
we drive consistently high standards is through
universal application of our HSBC Values, strong
systems of governance and the behaviours,
performance and recognition of all our people in
managing high quality customer relationships.
as a source of competitive advantage. Global
Standards allow us to:
•
strengthen our response to the ongoing threat
of financial crime;
• make consistent – and therefore simplify – the
ways by which we monitor and enforce high
standards at HSBC;
•
•
strengthen policies and processes that govern
how we do business and with whom; and
ensure that we consistently apply our HSBC
Values.
In line with our ambition to be recognised as the
Implementing Global Standards
world’s leading international bank, we aspire to set
the industry standard for knowing our customers and
detecting, deterring and protecting against financial
crime. As international markets become more
interconnected and complex and as threats to the
global financial system grow, we are strengthening
further the policies and practices which govern how
we do business and with whom.
We greatly value our reputation. Our success
over the years is due in no small part to our
reputation for trustworthiness and integrity. In areas
where we have fallen short in recent years – in the
application of our standards and in our ability to
identify and so prevent misuse and abuse of the
financial system through our networks – we have
moved immediately to strengthen our governance
processes and have committed to adopt and enforce
the highest or most effective financial crime
compliance standards across HSBC.
We continue to reinforce the status and
significance of compliance and adherence to our
Global Standards by building strong internal
controls, developing world class capabilities through
communication, training and assurance programmes
to make sure employees understand and can meet
their responsibilities, and redesigning core elements
of how we assess and reward senior executives.
We see the implementation of Global Standards
23
We expect our Global Standards programme to
underpin our business practices in the future.
Initially, we are concentrating on transforming how
we detect, deter and protect against financial crime.
We are implementing a more consistent,
comprehensive approach to assessing financial crime
risk in order to help protect our customers, our
employees and the financial system as a whole.
Governance framework
The Global Standards Execution Committee
provides execution control based on direction and
priorities set by the Global Standards Steering
Meeting (a meeting of the GMB), details of which
may be found in the Directors’ Report on page 354.
The Financial System Vulnerabilities Committee and
the Board receive regular reports on the Global
Standards programme.
Under this governance structure, a sequenced
approach to global implementation was designed,
tested and deployed during 2013 following detailed
planning, to closely identify and manage execution
risk, ensure that our Global Standards are delivered
in a globally consistent and coherent way, and
embed sustained ways of working.
The process of embedding Global Standards and
the supporting controls and capabilities that allow
the business to identify and mitigate financial crime
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Strategic Report (continued)
Strategic priority 2 – Implement Global Standards > HSBC Values / Governance
risk is underway and will continue in 2014 and
beyond. The implementation programme is focused
on the following four areas:
•
•
•
•
data readiness: creating a complete, cleansed
data set to improve our understanding of the
customer base and facilitate our financial crime
risk assessment. This will provide the basis
for transaction monitoring and assist capacity
planning to improve the quality and efficiency
of our KYC activities.
customer due diligence: strengthening the rigour
with which we research and evaluate our
customers and affiliates to better understand
them and their activities; improving KYC
profiling through enhanced due diligence,
customer identification, screening and financial
crime risk scoring; tightening our controls
around tax transparency and bearer shares and
putting a global customer selection and exit
policy in place.
financial crime compliance: building HSBC’s
Financial Crime Compliance organisation with
the right people and capabilities to support the
business; developing global policies for anti-
money laundering (‘AML’), sanctions and
anti-bribery and corruption and enhancing the
monitoring, screening and testing that will
allow us to manage financial crime risk more
effectively; and designing a new, annual HSBC-
wide risk assessment to better understand the
financial crime risk we carry in the business and
determine the best approach to managing it.
financial intelligence: establishing a new global
network of Financial Intelligence Units that
use cutting edge technology to identify and
investigate significant cases, trends and strategic
issues related to financial crime risks.
Changes in day-to-day activities
Risk appetite
Our global Financial Crime Risk Appetite statement
was approved by the Board in October 2013 on the
recommendation of the Risk Management Meeting
of the GMB, the Group Risk Committee and the
Financial System Vulnerabilities Committee. It was
incorporated into the Risk Management Meeting’s
process monitoring from November 2013. The
statement sets the Global Standard for financial
crime compliance across HSBC, and is expected to
evolve and be refined over time.
Enterprise-wide risk assessment
We completed enterprise-wide assessments of our
24
risks relating to sanctions and AML compliance. The
outcome of these assessments is the basis for risk
management planning, prioritisation and resource
allocation for 2014. In the future, we shall conduct
such assessments annually.
Incentives
We adapted our remuneration strategy to balance
short-term and sustainable performance. It rewards
commercial success and compliance with our risk
management framework.
Organisation
We continued to significantly reinforce our second
line of defence (described on page 39) through an
increase in Regulatory and Financial Crime
Compliance headcount of more than 1,750 in 2013
(up by more than 50% since December 2012).
We are raising awareness and capabilities
among our employees through a comprehensive
global campaign to ‘Ask the Right Questions’.
The Monitor
Under the agreements entered into with the US
Department of Justice (‘DoJ’), the UK Financial
Conduct Authority (‘the FCA’, formerly the FSA)
and the US Federal Reserve Board (‘FRB’) in 2012,
including the five-year Deferred Prosecution
Agreement (‘US DPA’), it was agreed that an
independent compliance monitor (‘the Monitor’)
would be appointed to evaluate our progress in fully
implementing our obligations and produce regular
assessments of the effectiveness of our Compliance
function.
Michael Cherkasky began his work as the
Monitor on 22 July 2013, charged with evaluating
and reporting upon the effectiveness of the Group’s
internal controls, policies and procedures as they
relate to ongoing compliance with applicable AML,
sanctions, terrorist financing and proliferation
financing obligations, over a five-year period.
The Monitor’s work is proceeding as
anticipated, consistent with the timelines and
requirements set forth in the relevant agreements.
HSBC is taking concerted action to remediate
AML and sanctions compliance deficiencies and to
implement Global Standards. We recognise we are
only at the start of a long journey, being
one year into our US DPA. We look forward to
maintaining a strong, collaborative relationship
with the Monitor and his team.
HSBC Values
Embedding HSBC Values in every decision
and every interaction with customers and
with each other is a top priority for the
Group and is shaping the way we do
business.
The role of HSBC Values in daily operating practice
is fundamental to our culture, and is particularly
important in the light of developments in regulatory
policy, investor confidence and society’s
expectations of banks. HSBC Values are integral to
the selection, assessment, recognition, remuneration
and training of our employees. We expect our
executives and employees to act with courageous
integrity in the execution of their duties in the
following ways:
conduct business responsibly and consistently adhere
to HSBC Values.
Business principles
• Financial strength – maintain capital strength and liquidity
• Risk-management – be enterprising and commercial,
understand and be accountable for the impact of our actions,
take prudent decisions
• Speed – be fast and responsive, make principles-led
decisions
• Performance-focus – drive leading, competitive levels of
performance, act with urgency and intensity, prioritise,
simplify
• Efficiency – focus on cost discipline and process efficiency
• Quality – pursue excellence
• Customer-focus – provide outstanding customer experience
• Integrated – align the Group and break down silos
• Sustainability – take a long-term outlook, understand
impact of actions on stakeholders, brand and reputation
HSBC Values
Governance
Be dependable and do the right thing
• stand firm for what is right, deliver on commitments, be
resilient and trustworthy;
• take personal accountability, be decisive, use judgement and
common sense, empower others.
Be open to different ideas and cultures
• communicate openly, honestly and transparently, value
challenge, learn from mistakes;
• listen, treat people fairly, be inclusive, value different
perspectives.
Be connected with our customers, communities, regulators
and each other
• build connections, be externally focused, collaborate across
boundaries;
• care about individuals and their progress, show respect, be
supportive and responsive.
For further details on the role of HSBC Values in the employee
proposition, see page 27.
Business principles
HSBC Values describe how we should interact with
each other, with customers, regulators and the wider
community. Our business principles set the standard
by which we derive our strategy and make
commercial decisions. Together our values and
business principles form our character and define
who we are as an organisation and what makes us
distinctive. They describe the enduring nature of
how we do business. We aim to bring these values
and business principles to life through our day-to-
day actions.
The emphasis we place on adhering to high
behavioural standards and doing the right thing has
led us to establish a new Board committee, the
Conduct & Values Committee, which will oversee
design and application of HSBC’s policies,
procedures and standards to ensure that we
25
The Board is committed to establishing and
maintaining the highest standards of
corporate governance wherever we operate.
This is key to the Group’s ability to capitalise
on the opportunities arising from successful
implementation of our strategic priorities.
We believe that a robust and transparent corporate
governance framework is vital to the sustainable
success of HSBC. Strengthening our corporate
governance framework to support the successful
implementation of our Global Standards programme
is a continuing focus of the Board’s agenda.
Role of the Board and Committees
The strategy and risk appetite for HSBC is set by the
Board, which delegates the day-to-day running of the
business to the GMB. Risk Management Meetings
and Global Standards Steering Meetings of the GMB
are held in addition to regular GMB meetings.
GMB executive committees
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Group Management Board
Risk Management
Meeting
Global Standards
Steering Meeting
Reviews the policy
guidelines for the
management of risk
within the Group
Develops and
implements global
standards reflecting
best practices which
must be adopted and
adhered to consistently
throughout the Group
The key roles of the non-executive committees
established by the Board are described in the chart
below.
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Strategic Report (continued)
Strategic priority 2 – Implement Global Standards > Employees
The committee structure and governance framework of the HSBC Holdings Board
HSBC Holdings plc
Board of Directors
Group Risk
Committee
Group Audit
Committee
Group Remuneration
Committee
Nomination
Committee
Non-executive responsibility
for oversight of, and advice
to the Board on, high level
risk-related matters and
risk governance.
Non-executive responsibility
for oversight of, and advice
to the Board on, matters
relating to financial reporting.
Non-executive responsibility
for setting the overarching
principles, parameters and
governance framework of
the Group’s remuneration
policy and the remuneration
of senior executives.
Non-executive responsibility
for leading the process for
Board appointments and
for identifying and nominating,
for approval by the Board,
candidates for appointment
to the Board.
Group Management
Board
Financial System
Vulnerabilities Committee
Conduct & Values
Committee21
Chairman’s
Committee22
Non-executive responsibility
for oversight of, and advice to
the Board on, HSBC policies,
procedures and standards
to ensure that the Group
conducts business responsibly
and consistently adheres
to HSBC Values.
Acts on behalf of the Board
between scheduled Board
meetings to facilitate ad hoc
unforeseen business requiring
urgent Board approval.
Executive management
committee which is
responsible for management
and day-to-day running
of HSBC under the direct
authority of the Board.
Non-executive responsibility for
oversight of (i) controls and
procedures to identify areas
where HSBC and the financial
system more broadly may
become exposed to financial
crime or system abuse,
and (ii) HSBC policies and
procedures sufficient to ensure
the continuing obligations to
regulatory and law enforcement
agencies are met.
For footnotes, see page 46.
The terms of reference of the principal non-
executive Board committees are available at
www.hsbc.com/ boardcommittees.
For further details on Group corporate governance, see
page 329.
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Employees
Successfully enhancing a values-led high
performance culture in HSBC is critical to
implementing Global Standards sustainably.
We continue to focus on embedding HSBC
Values in every decision and interaction
between colleagues and with customers.
• We aim to attract, retain and motivate the very
best people, and our remuneration policy
supports this endeavour.
• We actively manage succession planning by
defining the capabilities we need and
complementing this by identifying talented
individuals and ensuring they are provided with
appropriate career and development
opportunities to fulfil their potential in HSBC.
Employment proposition
HSBC Values
In 2013, education on HSBC Values continued for
all levels of employees, through induction and
training programmes that covered relevant technical,
management and leadership skills. We require a high
behavioural standard from all our employees, and
our focus on values and courageous integrity is being
instilled at every level of the Group. For example,
the values of being open, connected and dependable
are an important first part of every appraisal for
employees, including the most senior managers.
In 2013, nearly 135,000 employees received values
training, in addition to the 103,000 employees in
2012. A number of employees left the Group for
breaching our values.
• We provide training and development
Employee development
opportunities to enable employees to acquire the
technical and leadership skills needed to
enhance their careers.
• We are committed to a diverse and inclusive
culture reflective of our customer base.
• We encourage employees to engage in the local
communities in which they work.
At the end of 2013 we had a total workforce of
263,000 full-time and part-time employees compared
with 270,000 at the end of 2012 and 298,000 at the
end of 2011. Our main centres of employment were
as follows (approximate numbers):
Other
73,000
France
9,000
US
16,000
Mexico
18,000
UK
46,000
India
31,000
Hong Kong
29,000
Mainland
China
19,000
Brazil
22,000
Profile of leadership
The executive management of HSBC consists of
four Executive Directors, 13 Group Managing
Directors, and 51 Group General Managers. This
leadership team is based in ten different countries
and comprises 14 nationalities. 70% have served
with HSBC for more than ten years and the total
average tenure is 19 years.
HSBC has 13 non-executive directors. Of the 17
Directors, four (23.5%) are female.
27
The development of employees is essential if our
businesses and operations are to strengthen and
prosper. We take a systematic approach to
identifying, developing and deploying talented
employees to ensure we have a robust supply of high
calibre individuals with the values, skills and
experience for current and future senior management
positions.
We keep our approach to training current and
under constant review in order to improve the quality
of our curricula and ensure employees are equipped
with the technical and leadership skills to operate in
a global organisation. We are standardising our
training to help employees provide a high quality
and consistent experience for customers in all our
markets.
Employee engagement
Strong employee engagement leads to positive
commercial outcomes and underpins improved
business performance, increased customer
satisfaction, higher productivity, talent retention
and reduced absenteeism.
We assess our employees’ engagement through
our Global People Surveys, which were held
annually from 2007 to 2011 and bi-annually
thereafter. The latest Survey, in 2013, focused on
supporting a values-led high performance culture
by assessing if our employees were engaged in the
Group’s purpose and felt able to deliver on our
ambition to become the world’s leading international
bank.
The overall engagement score in 2013 was 68%,
which was four points ahead of the financial services
industry norm and eight points behind the best-in-
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Strategic Report (continued)
Strategic priority 2 – Implement Global Standards > Employees
class benchmark. Strong scores were registered in
risk awareness (81% and nine points above best-in-
class), leadership capability (67%) and living the
HSBC Values (77%). Employee development
significantly improved from six points below best-
in-class in 2011 to three points above in 2013.
Aspects that require attention included pride and
advocacy, which were 12 and 13 points,
respectively, below best-in-class norms and had
fallen from 2011 levels.
Succession planning
Our talent strategy aims to ensure that high-quality
candidates are available to fill key positions and
meet business needs across all areas of the Group.
We closely align succession planning with talent
management, individual development and career
planning. The succession plan defines the number,
distribution and types of roles and capabilities
needed by HSBC, and talented individuals are then
aligned to these roles. This approach in turn defines
the individual’s career path and development plan. In
2013, we assessed about 24,000 senior employees
with the potential to become leaders and determined
their career development needs. Potential successors
must demonstrate an understanding of our Global
Standards and exemplify HSBC Values.
Our talent strategy supports our aspirations in
the emerging markets, where in 2013 we maintained
2012’s proportion of those defined as talent at
39%. 25% of CEOs in emerging markets were
local nationals. We closely monitor local nationals
identified as short-term and medium-term successors
to key leadership roles and have established base
lines by which we intend to improve the proportion
of local nationals over the medium term.
Diversity and inclusion
HSBC is committed to a diverse and inclusive
culture where employees can be confident their
views are encouraged, their concerns are attended
to and they work in an environment where bias,
discrimination and harassment on any matter,
including gender, age, ethnicity, religion,
sexuality and disability, are not tolerated and
where advancement is based on meritocracy. Our
diversity helps us respond to our increasingly
diverse customer base, and to develop and retain
a secure supply of skilled, committed employees.
Oversight of our diversity and inclusion
agenda resides with executives on the Group
Diversity Committee, complemented by a number
28
of Group People/Diversity Committees. We have
over 55 employee network groups representing
gender, ethnicity, age, sexuality, disability, religion,
culture, working parents, health and community
volunteering. These groups are instrumental in
driving an inclusive culture and maintaining
effective dialogue between management and
employees.
Gender balance
An area of continued focus is gender representation,
particularly at senior levels of our organisation. We
are addressing bias in hiring, promotions and talent
identification, expanding mentoring and sponsorship,
introducing better support for returning parents, and
increasing flexible working opportunities.
The gender balance for HSBC Directors and
employees at 31 December 2013 was as follows:
Gender balance
Male
Female
Total
Executive Directors
Non-executive
Directors ...........
3
9
–
4
3
13
Directors ................
Senior employees ..
Other employees ...
12
6,339
118,980
4
1,867
135,714
16
8,206
254,694
Total ......................
125,331
137,585
262,916
Executive Directors
Non-executive
Directors ...........
Directors ................
Senior employees ..
Other employees ...
Total ......................
Male
%
100.0
69.2
75.0
77.3
46.7
47.7
Female
%
Total
%
–
30.8
25.0
22.7
53.3
52.3
100
100
100
100
100
100
Overall, global female representation was 52.3%
at 31 December 2013, having been as high as 53.3%
in 2009. Female representation at senior levels rose
from 21.4% in 2010 to 22.7% in 2013, and our
target is to improve this to 25% by 2014/15. The
proportion of females in our talent pipeline improved
from 25.8% in 2010 to 32.2% in 2013 and female
representation on the GMB increased significantly
from 10% (one out of 10) to 19% (three out of 16)
in December 2013.
The average age of our employees is 36 years
and average tenure is 8.9 years.
Unconscious bias
Whistleblowing
It is recognised that social behaviour may be driven
by stereotypes that operate automatically and
therefore unconsciously. These stereotypes can lead
to a less inclusive environment. We are addressing
this through ‘unconscious bias’ training which was
delivered through e-learning to 8,300 managers and
nearly 50,000 employees in 2013 (21,000 managers
and 8,000 employees in 2012).
In 2014, our diversity and inclusion priorities
will include continuing to address unconscious bias
through targeted education, encouraging the career
development of diverse talent with an emphasis on
gender and local nationals, enhancing a bias-free
approach to performance management and
improving internal and external candidate lists,
connecting and leveraging our Employee Resource
Network Groups, and maintaining a consistent
framework for governance and sponsorship.
Health, welfare and safety
We regard the physical and psychological health,
welfare and safety of our people as being of the
utmost importance. We recently introduced a global
occupational health framework which requires the
proactive management of employee welfare and
encourages the sharing of best practice across the
Group. Between August 2012 and the end of 2013,
94% of assigned HSBC employees carried out our
bi-annual online health and safety training.
We run a number of employee assistance
programmes tailored to local requirements. Skilled
professional counsellors are available on free phone
lines 24 hours a day and seven days a week to
help employees manage personal or work-related
problems that create stress and affect their work.
Free face-to-face counselling is also provided, as is
support for partners and dependents. Programmes
are offered in the UK, Hong Kong, North America
and India.
The HSBC Group operates a global Compliance
Disclosure Line (telephone and email) which is
available to allow employees to make disclosures
when the normal channels for airing grievances or
concerns are unavailable or inappropriate.
The Compliance Disclosure Line is available to
capture employee concerns on a number of matters,
including breaches of law or regulation, allegations
of bribery and corruption, failure to comply with
Group policies, suspicions of money laundering,
breaches of internal controls and fraud or deliberate
error in the financial records of any Group company.
Global Regulatory Compliance is responsible for the
operation of the Compliance Disclosure Line and the
handling of disclosure cases. Each case is reviewed
and referred for appropriate investigation. The
disclosure is acknowledged (when contact details
are provided) and the employee is advised when the
investigation has been concluded. Global Regulatory
Compliance may also be made aware of
whistleblowing cases made directly to senior
executives, line managers, Human Resources and
Security and Fraud, and will investigate accordingly.
Additional local whistleblowing lines are in
place in several countries, operated by Security
and Fraud, Human Resources and Regulatory
Compliance. When such lines are established,
processes are put in place to escalate relevant
disclosures made on the local whistleblowing lines
to Global Regulatory Compliance or Financial Crime
Compliance. Global Regulatory Compliance also
monitors an external email address for complaints
regarding accounting and internal financial controls
or auditing matters (accountingdisclosures@
hsbc.com highlighted under Investor Relations and
Governance on www.hsbc.com). Cases received are
escalated to the Group Chief Accounting Officer,
Group Finance Director and Group Chief Executive
as appropriate.
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Strategic Report (continued)
Strategic priority 3 – Streamline processes and procedures > Operational performance / Customers
Strategic priority 3
Streamline processes and procedures
• Operational performance ................................... 30
• Customers .................................................................... 31
• Environmental, social and community
obligations ................................................................... 34
Our aim is to achieve a cost efficiency ratio in
the mid 50’s.
We are redesigning key processes and procedures in order to manage risk, improve customer service, enhance
quality and reduce expenses. Sustainable savings will release funds to invest in growing our business, Global
Standards and increasing dividends.
Operational performance
We continue to refine our operational
processes, develop our global functions,
implement consistent business models and
streamline IT.
Sustainable savings are the financial outputs from
our organisational effectiveness and streamlining
programmes. They arise from the reduction or
elimination of complexity, inefficiencies or
unnecessary activities, and release capital that
can be reinvested in growing our business as well as
increasing returns to shareholders.
We are transitioning from organisational
effectiveness to streamlining, which is the next
phase of our transformation. While organisational
effectiveness was about how HSBC is managed,
streamlining is about how we operate.
We committed to deliver US$2.5-3.5bn of
sustainable savings at the outset of the organisational
effectiveness programme. We have achieved
US$4.5bn for the period from 2011 to the end of
2013, equivalent to US$4.9bn on an annualised
(run rate) basis, as follows:
Sustainable savings 2011 to 2013
Re-engineering operational processes .........
Re-engineering global functions .................
Implementing consistent business models ..
Streamlining IT ............................................
US$bn
1.6
1.4
0.7
0.8
4.5
In implementing our operational effectiveness
programme, we concentrated on a number of key
elements:
•
people and structure – we implemented an 8x8
reporting structure, moved to a global operating
model, and defined and introduced target
business models across all global businesses
and functions;
30
•
•
•
software development – we improved software
development productivity and shifted the mix of
employees towards lower-cost locations;
process optimisation – we improved the
efficiency of our operational activities such as
contact centres (including offshoring), trade and
payments services; and
corporate real estate – we rationalised our
property portfolio by leasing and launching
facilities management initiatives.
In phase 2, from 2014 to 2016, we will
concentrate on streamlining operations, focusing on
reducing or eliminating complexity, inefficiencies,
risks or unnecessary activities across the whole
Group. This exercise will be applied to:
•
•
•
propositions, and sales channels;
processes and servicing channels, including
production management, multi-channel
servicing, operational processes and the
locations of activities; and
infrastructure, including real estate, technology,
supplier management and global functions.
Streamlining will be achieved through a
combination of simplifying and globalising our
processes, products, systems and operations.
‘Simplifying’ involves identifying inefficiencies
or excessive complexity and redesigning or
rationalising processes to make them easier
to understand and manage and more efficient.
‘Globalising’ involves developing standard global
processes and implementing them around the Group
with minimal local variations.
Cost efficiency ratio
Our cost efficiency ratio for 2013 was 59.6%, down
from 62.8% in 2012.
Customers
Our purpose is to connect customers to
opportunities, enabling businesses to thrive
and economies to prosper, helping people to
fulfil their hopes and realise their ambitions.
Our dealings with customers are conditioned by
our understanding of their needs, the quality of the
service we provide and the standards which govern
how we operate. With over 54 million personal and
business customers around the world, we know that
only by putting customers at the centre of what we
do can we achieve our purpose.
Customer service and satisfaction
Throughout 2013 we concentrated on enhancing
the customer service we provide through our global
businesses.
In RBWM, we measure customer satisfaction
through an independent market research survey of
retail banking customers in selected countries and
calculate a Customer Recommendation Index
(‘CRI’) to score performance. This CRI score is
benchmarked against average scores of a peer group
of banks in each market and we set targets for our
business relative to our competitive set of banks. The
Group target is for 75% of all the markets (based on
their weighted revenue) to meet their CRI targets.
This year, RBWM met its target of 75% with a score
of 85% through strong performances in our home
markets of Hong Kong and the UK and significant
improvements in other major markets such as Brazil
and Turkey. Historically, our strongest performance
markets have been in Asia and this continued in
2013 with excellent results recorded in Taiwan,
Malaysia and mainland China.
In CMB, we continued to measure our client
engagement through a survey of key customers, the
Client Engagement Programme (‘CEP’). This survey
is conducted by an independent third party. We have
gained valuable insights from this work which help
us tailor solutions and service offerings to meet our
customers’ individual needs.
The survey was conducted in the following
markets: UK, Germany, France, Turkey, US,
Canada, UAE, mainland China, Hong Kong, India,
Australia, Singapore, Mexico, Argentina and Brazil,
and provides aggregate scores for each of our
Business Banking and Corporate Banking
businesses.
We have conducted over 2,500 interviews with
our Corporate Banking customers and over 6,000
interviews in our Business Banking customers.
These interviews allow us to build an overall score
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from a possible 100 by our customers rating us on
seven key relationship criteria. We have seen
consistent positive performance, and in 2012 our
score for the Corporate Banking segment was
84, rising slightly to 85 in 2013 with strong
performances in mainland China, the US, Brazil and
Germany. In our Business Banking segment our
score was 81 in 2012 and 82 in 2013, with strong
performances in a number of priority markets
notably our home markets of Hong Kong and UK.
Given the complex and competitive environment we
have seen in many of the markets surveyed, we
believe this to be a very good, consistent,
performance and shows a positive relationship for
HSBC with these valuable customers.
Retail Banking and Wealth Management
Standardising our propositions to make it
easier for customers to do business
We continue to make significant progress in
executing our customer strategy in RBWM.
In HSBC Premier, we are focusing on meeting
the wealth management needs of our customers
in five respects: protection, education, retirement,
managing and growing wealth, and legacy planning.
We have improved the platforms used by both
customers and relationship managers, helping us to
enhance customer experience and raise the standards
of our financial planning.
We intend to refresh HSBC Advance in all our
priority markets in 2014, putting digital functionality
at the heart of the updated proposition. We are
focusing on the day-to-day banking needs of our
customers and improving their access to personal
lending.
In 2013, we deployed service enhancements for
customers in all segments (Premier, Advance and
personal banking) using mobile phones and saw
2.5m downloads of our global mobile banking ‘app’
in 25 countries, with over 1.1m downloads in the
fourth quarter of 2013 alone. We also selectively
piloted Twitter and Facebook-based services for
customers and were voted the top social media bank
in the UK in 2013 by IMGroup, the digital
management consultancy.
We have undertaken a full review of all our
products in RBWM, and are standardising our
offering across all categories. Products are assessed
on grounds of fairness and transparency before being
approved. For example, in the UK, we made money
management easier by simplifying automated teller
machine (‘ATM’) withdrawals, we improved our
branch infrastructure to enable customers to reset
their telephone security at the branches and we
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Strategic Report (continued)
Strategic priority 3 – Streamline processes and procedures > Customers
updated our on-line avatar, ‘Ask Olivia’, so that
customers can easily get online answers to questions
about error codes on their secure key. In Vietnam,
an SMS Alert message will now be sent to a
customer’s registered mobile phone number as soon
as they complete a credit card transaction, preventing
fraud and helping to protect our credit cardholders.
We are also continuing to develop new
products. We have extended our range of renminbi
offerings and improved our foreign exchange
services, particularly online. Through our Asset
Management Group, we have now launched
Managed Solutions in eight of our priority markets.
Interacting with customers
In 2013, we took a major step to align our staff’s
remuneration with customer interests by introducing
a new incentive programme for our Wealth
Management relationship managers. The programme
removed all formulaic links to sales volumes and
focused on assessing how well we are meeting our
customers’ needs. We developed a similar incentive
programme covering the rest of the RBWM front
line staff and all our retail products. This was
partially implemented in the UK and France in 2013
and will be effective in most markets from the
beginning of 2014.
We continue to invest in all the channels that
customers use to enhance ease of use and improve
the overall customer experience. Upgrades to our
physical estate included increasing physical access
for disabled customers to branches in the UK and
Hong Kong. In Canada, the upgraded ATMs now
feature paperless bill payments and voice guidance
in English, French, Cantonese and Mandarin. On
digital channels, we launched new mobile
applications and increased the functionality of
our internet banking platforms. In Brazil, we were
recognised as best internet bank in the market for
the second year running, and launched bill payment
by digital picture on mobiles. We are working on
improving our international account opening
processes while also raising the standards we
employ for combating financial crime risk.
Supporting home ownership
Mortgages are a key product for our customers in
enabling home ownership, and we continue to
improve our products and processes.
In the UK, we granted over 30,000 first time
buyer loans, and started selectively offering 95%
loan-to-value mortgages as part of the government’s
‘Help to Buy’ scheme. We won the Moneyfacts
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award for Best Bank Mortgage Provider for the fifth
year running.
In mainland China, where we have achieved
double digit growth in balances in each of the last
three years, we re-engineered our processes to
accommodate increased volumes and to speed up
the granting of loans. We have reduced overall
turnaround times from 12 days to six days. Through
our ‘Decision in Principle’ service we can now give
customers the results of their initial screening within
one hour.
In the UAE, we launched a tracker rate
mortgage linked to a public benchmark, along with
other initiatives including assisting customers with
the registry process. Customer feedback was very
positive and RBWM continued to grow strongly
even as the overall market fell slightly.
In the US, we continued to work with the
Federal Home Loan Bank of New York in offering
‘First Home Club’, a savings and education
programme that assists low income families generate
the down payment required to buy their first home.
Supporting customers in financial difficulty
We recognise that some of our customers are facing
challenging financial situations, and we have looked
to support them during difficult times.
Across Europe, frontline specialists were
trained to offer an income and expenditure review
for customers who are likely to face difficulty in
making repayments to HSBC in the near future. We
also eliminated certain current account charges in
the UK (unpaid transaction fees). We updated our
restructure and payment programme suites in the
Middle East and Mexico while collaborating with
charities, associations and government loan relief
programmes in the US, Canada and France. In the
Philippines, we offer a ‘General Restructuring’
Facility as a restructuring programme for both non-
delinquent and delinquent customers, and responded
to Typhoon Haiyan with targeted payment holidays
to credit card customers affected by the catastrophe.
In Australia, we offered hardship relief on mortgage
repayments to customers affected by bushfires in
New South Wales.
Commercial Banking
Supporting small and medium-sized entities
To help our customers find the right financial
solutions to succeed in the global economy, we
launched a series of funds to support SME’s that
trade or aspire to trade internationally. We launched
SME funds in the UK, France and Mexico in the first
half of 2013 and in the US and Canada in the second
half of the year. The latter two were of US$1bn each.
We also launched our fourth SME fund in the UAE
of AED1bn (US$272m) for international trade
customers.
Our International Exchange programme
continued to be a cornerstone of our client retention
activity. In 2013, we hosted four events, in
Singapore, Guangzhou, Mexico City and Istanbul,
and provided leadership content and networking
opportunities for over 300 corporate clients from
around the world. We work closely with local
government, trade bodies and central banks to
provide the best possible insights and information
for these customers. The client feedback confirmed
that customers derive huge value from connecting
with like-minded businesses, and there are multiple
examples of new business relationships formed as a
result of these conferences.
Interacting with customers
•
In 2013, our CEP undertook over 10,000
customer interviews in 15 of CMB’s priority
markets. The programme gives customers the
opportunity to share their views, and
demonstrates that HSBC is listening and
actively working to improve our ability to
support customers with global operations.
• We are enhancing our customers’ account
opening experience, enabling it to take place
anytime anywhere, provided we can fulfil
regulatory and Group KYC requirements. At
the end of 2013, we launched a multi-channel
business account opening tool in the UK for
customers who wish to open accounts using
online channels or call centres without visiting a
branch.
•
In Hong Kong, in the fourth quarter of 2013,
we made iPads available in Business Banking
centres to enable customers to register for
internet banking at the time of account opening.
• We are expanding the servicing and transaction
options available on our international online
platform, HSBCnet, to better cater for the
requirements of businesses of different sizes
and needs. In addition to our payments and
cash management HSBCnet package, which is
available in all markets, we launched domestic
and international HSBCnet packages in our top
12 markets during 2013.
• Relationship managers now update and validate
customer information through regular routine
discussions.
33
• Significant training is being provided for staff,
including around the use of tools to help them
support customers in completing required
customer due diligence information.
New renminbi products and services
The growing use of China’s currency worldwide is
creating new opportunities for our customers
engaging in trade, capital transactions and financing
business in or with mainland China. We continued to
strengthen our ability to meet these customers’ needs
by playing a major part in a number of innovative
transactions for the currency, including being the
first international bank to:
•
•
•
offer an automated foreign currency cross-
border sweeping structure in mainland China to
help multinationals optimise the use of internal
funding by consolidating their liquidity
positions onshore and offshore;
pilot foreign currency cross-border netting in
mainland China, enabling multinationals to
offset foreign currency payables and receivables
between Chinese subsidiaries and netting
centres overseas. The product allows companies
to reduce inter-company transactions while
lowering processing costs and currency risk
exposure; and
implement a tailor-made renminbi cross-border
centralised payments and collections settlement
product in mainland China. This eliminates
foreign exchange exposure and optimises
working capital management for companies.
For further information on the products and services we offer,
see page 79.
Client selection
Client selection is core to our growth strategy as
we seek to generate long-term relationships and
sustainable revenue streams within acceptable risk
parameters. In 2013, we initiated a comprehensive
programme to reposition our portfolios and better
manage our business. This involves reviewing our
customer base and establishing robust client
selection filters designed to ensure that our controls
and information flows are such that we can be
confident that we only do business with customers
who meet our criteria.
We are also undertaking a review of business
policies and controls as part of our implementation
of Global Standards to further guard against money
laundering and sanctions risks.
Our risk profile is described on page 134.
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Strategic Report (continued)
Strategic priority 3 – Streamline processes and procedures > Environmental, social and community obligations
Environmental, social and
community obligations
We will create a robust, resilient and
sustainable business in which our clients
can have confidence, our employees can
take pride and our communities can trust.
Our continuing success depends, in part, on our
ability to identify and address environmental, social
and ethical factors which present risks to our
business or offer opportunities to support customers
in a more sustainable way. These can affect
our reputation, drive employee engagement, help
manage the risks of lending, leverage savings
through eco-efficiency and secure new revenue
streams.
Human rights
We apply human rights considerations directly as
they affect our employees and indirectly through
our suppliers and customers, in the latter case in
particular through our project finance lending.
Human rights issues most directly relevant for
HSBC are those relating to the right to just and
favourable conditions of work and remuneration,
the right to equal pay for equal work, the right to
form and join trade unions, the right to rest and
leisure and the prohibition of slavery and child
labour. Alongside our own commitments, such as
our HSBC Code of Conduct for Suppliers (in place
since 2005), the HSBC Global Standards Manual,
HSBC Values and our Business Principles, we have
signed up to global commitments and standards,
including the UN Global Compact, the Universal
Declaration of Human Rights and the Global
Sullivan Principles.
We welcome constructive feedback from non-
governmental organisations (‘NGO’s) and campaign
groups and regularly engage with a number of them
on matters of shared interest. In 2013, HSBC was
approached by NGOs raising concerns regarding the
implementation of our forest land and forest
products sector policy. If our clients do not comply
fully with our policies, or cannot show that they are
on a credible path to do so, we will exit our
relationship with them.
Our approach to managing sustainability risk is described on
page 297.
Climate business
We define ‘climate business’ as seeking long-term
commercial business opportunities to support
transition to a low-carbon economy. Our climate
business includes clients in the solar, wind, biomass,
energy efficiency, low carbon transport and water
sectors, and revenues are growing year on year.
HSBC’s Climate Change Centre of Excellence, part
of our global research team focusing on business
risks and opportunities created by climate change,
was established in 2007 and its research estimates
that the climate business sector could exceed
US$2.2 trillion by 2020.
Our sustainable operations strategy
HSBC’s carbon dioxide emissions are calculated on
the basis of the energy used in our buildings and
employee business travel from over 30 countries
(covering about 93% of our operations by FTE). The
data gathered on energy consumption and distance
travelled are converted to carbon dioxide emissions
using conversion factors from the following sources,
if available, in order of preference:
Our sustainability risk framework
1.
factors provided by the data/service providers;
We recognise that businesses can have an impact
on the environment and communities around
them. For over 10 years we have been developing,
implementing and refining our approach to working
with our business customers to understand and
manage these issues. We assess and support
customers in six sensitive sectors using our own
policies and, in financing projects, using the Equator
Principles as a starting point. By extending their
application to all relevant corporate loans
and providing independent assurance on their
implementation, we go beyond the minimum
requirements of the Equator Principles framework.
Our sustainability risk framework is based on robust
policies, formal processes and well-trained,
empowered people.
2.
3.
factors provided by the local public
environmental authorities. For electricity, if
specific factors cannot be obtained from the
above two sources, we use the latest available
carbon emission factors for national grid
electricity from the International Energy Agency
as recommended for use by the Greenhouse Gas
Protocol; and
for other types of energy and travel, if no
specific factors can be obtained from the first
two sources, we use the latest available factors
provided by the UK Department for Environment,
Food and Rural Affairs and/or the Department
of Energy and Climate Change in the UK.
To incorporate all of the operations over which
we have financial (management) control, the
34
calculated carbon dioxide emissions are scaled up on
the basis of the FTE coverage rate to account for any
missing data (typically less than 10% of FTEs). In
addition, emission uplift rates are applied to allow
for uncertainty on the quality and coverage of
emission measurement and estimation. The rates are
4% for electricity, 10% for other energy and 6% for
business travel, based on the Intergovernmental
Panel on Climate Change Good Practice Guidance
and Uncertainty Management in National
Greenhouse Gas Inventories, and HSBC’s internal
analysis of data coverage and quality.
Carbon dioxide emissions in tonnes
Total ...............................
From energy ...................
From travel ....................
2013
889,000
755,000
134,000
2012
963,000
825,000
138,000
Carbon dioxide emissions in tonnes per FTE
Total ...............................
From energy ...................
From travel ....................
2013
3.43
2.91
0.52
2012
3.61
3.09
0.52
Our greenhouse gas reporting year runs from
October to September. For the year from 1 October
2012 to 30 September 2013, carbon dioxide
emissions from our global operations were 889,000
tonnes.
HSBC Technology and Services employs
around a third of our workforce and runs our
operations, including real estate, IT infrastructure
and supply chain. One of its goals, known as
‘REDUCE’, is to cut annual carbon dioxide
emissions per employee by a tonne between 2012
and 2020 to 2.5 tonnes. Our baseline year is 2011, in
which emissions were 3.44 tonnes (rounded up to
3.5).
To tackle this challenge, we set a 10-point
sustainable operations strategy at the start of 2012,
listed below. This strategy covers issues from
sustainability leadership and engagement to supply-
chain collaboration, and includes ambitious targets
to reduce our use of energy and reduce our waste.
We made progress in 2013, but recognise that
stretching goals like these will take time to achieve.
We have capitalised on ‘quick wins’ where possible,
but have also spent time to analyse thoroughly and
prepare for achieving these targets.
Our 10-point sustainable operations strategy
1. We are engaging all employees in delivering improved efficiency by 2020 with training and sustainability leadership programmes.
2. We will increase energy consumption from renewables from 24% to 40% and increase self-generated electricity capacity from zero to 5%.
3. We will collaborate with our supply chain to achieve sustainable savings through efficiency and innovation.
4. We will improve the energy efficiency of our Group data centres.
5. An annual US$5m investment in an HSBC Eco-efficiency Fund has been committed to trial sustainable innovation.
6. Our target is to increase the recycling of HSBC’s waste from 60% to 100% of our office waste and electronic-waste.
7. Work on all new and redesigned buildings costing over US$10m in our portfolio of 7,500 buildings will be done to Leadership in
Energy and Environmental Design (‘LEED’) certification standards.
8. We aim to reduce annual energy consumption per employee by 1MWh.
9. We will reduce paper usage, ensure it comes from sustainable sources, and encourage paperless banking for all retail and commercial
customers.
10. We continue to promote alternatives to travel, reducing travel carbon emissions per employee.
Further details on our progress with achieving our sustainability operations programme will be published in our Sustainability Report
2013 on 23 May 2014.
Community investment
Staff volunteering
In 2013, we donated a total of US$117m to
community investment projects (2012: US$120m).
Youth education
Education is key to prosperity. We seek to help
young people fulfil their potential through global and
local investment in education programmes. Our
programmes span various levels of need, including
financial literacy training, scholarships, cultural
awareness programmes and teaching life skills.
In 2013, we launched the three-year £30m
(US$47m) Opportunity Partnership, to help transform
the lives of 25,000 disadvantaged young people in
the UK through education, training and work.
Thousands of HSBC employees globally are
involved every year through volunteering for our
Community Investment programmes. We report in
detail on this in the HSBC Sustainability Report 2013.
HSBC Water Programme
2013 was the second year of our flagship
environmental project, the HSBC Water Programme.
This is a five-year, US$100m programme in
partnership with Earthwatch, WaterAid and WWF
to deliver water provision, protection, information
and education across the world. In 2013, we
developed the programme by connecting specific
parts of our business with HSBC Water Programme
activities.
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Strategic Report (continued)
Risk overview > Risk and our strategic priorities / Risk in 2013 / Top and emerging risks
Risk overview
• Risk and our strategic priorities ...................... 36
• Risk in 2013 ................................................................. 36
• Top and emerging risks ....................................... 37
• How we manage risk ............................................. 39
• How risk affects our performance ................. 41
Our risk profile is underpinned by our core
philosophy of maintaining a strong balance
sheet and liquidity position, and capital
strength.
All our activities involve, to varying degrees, the measurement, evaluation, acceptance and management of risk or
combinations of risks. Our risk management framework, employed at all levels of the organisation, ensures that our
risk profile remains conservative and aligned to our risk appetite and strategy.
Risk and our strategic priorities
The Group’s three strategic priorities are reflected in
our management of risk.
Grow both business and dividends – we ensure
risk is maintained at appropriate levels while HSBC
is positioned for growth and capital is deployed
accordingly to maximise revenue opportunities.
Implement Global Standards – our management
of financial crime risk is strengthened by the
implementation of Global Standards, which are
enhancing the procedures, policies, capabilities and
controls that govern how we do business and with
whom.
Streamline processes and procedures – during
2013, we initiated a comprehensive programme
to reposition our portfolios in line with our updated
risk appetite, and we made progress with programmes
to make HSBC easier to manage and control. We also
continued to simplify the Group structure through our
disposal programme and to de-risk legacy portfolios.
The steps we have taken to reshape HSBC have
released around US$90bn in risk-weighted assets to
date.
Our business and operating models are described on page 13.
For further information on Global Standards, see page 23.
Risk in 2013
Financial markets were volatile during 2013,
reflecting concerns over the US fiscal cliff and debt
ceiling, the potential tapering of quantitative easing,
the continuing political instability in the Middle East
and its possible effect on global energy prices, and
the widely held view that the global economic
recovery remains fragile. We maintained a
conservative risk profile by reducing exposure to
the most likely areas of stress:
• we managed selectively our exposure to
sovereign debt and bank counterparties to
36
ensure that the overall quality of the portfolio
remained strong;
• we regularly assessed higher risk countries and
adjusted our risk appetite and exposures
accordingly;
• we repositioned certain portfolios through our six
filters process (see page 15) and our focus on
certain products or customer segments;
• we made our client selection filters more robust
in managing the risk of financial crime; and
• we mitigated risks, for example reputational
and operational, when they were forecast to
exceed our risk appetite.
The diversification of our lending portfolio
across global businesses and regions, together with
our broad range of products, ensured that we were
not overly dependent on a limited number of
countries or markets to generate income and growth.
We monitored a range of key risk metrics in
2013, including the following:
2013
US$bn
2012
US$bn
3,112
3,140
1,292
1,093
864
63
119
30%
52
73%
100%
72%
85%
1,150
1,124
898
55
122
34%
79
74%
106%
73%
78%
Maximum exposure to
credit risk ..........................
of which:
– loans and advances
held at amortised cost14 ..
Risk-weighted assets ............
of which:
– credit risk RWAs ............
– market risk RWAs ..........
– operational risk RWAs ...
Proportion of RWAs on
standardised approach ....
Trading value at risk
(US$m) ............................
Advances to deposits ratio14
Advances to core funding
(year end)14:
HSBC UK23 .......................
HBAP24 .............................
HSBC USA25 .....................
For footnotes, see page 46.
Risks incurred in our business activities
Our principal banking risks are credit risk, liquidity
and funding risks, market risk, operational risk,
compliance risk, fiduciary risk, reputational risk
pension risk and sustainability risk. We also
incur insurance risk. The chart below provides a
high level guide to how our business activities are
reflected in our risk measures and in the Group’s
balance sheet. The third-party assets and liabilities
indicate the contribution each business makes to the
balance sheet, while RWAs illustrate the relative size
of the risks incurred in respect of each business.
For a description of our principal risks, see page 136.
Exposure to risks arising from the business activities of global businesses
HSBC
Global
business
Business
activities
RBWM
CMB
GB&M
GPB
• Deposits
• Accounts services
• Credit and lending
• Asset management
• Wealth solutions and
financial planning
• Broking
• Life insurance
manufacturing
• Deposits
• Payments and cash
management
• Credit and lending
•
International trade
and receivables
finance
• Commercial
insurance and
investments
• Deposits
• Payments and cash
management
• Balance sheet
management
• Credit and lending
• Asset and trade
finance
• Corporate finance
• Markets
• Securities services
• Deposits
• Account services
• Credit and lending
• Asset management
• Financial advisory
• Broking
• Corporate finance
(via GB&M)
• Alternative
investments
Other
(including holding
company)
• HSBC holding
company and
central operations
Balance
sheet 26
• Assets
• Customer
accounts
US$bn
517
580
• Assets
• Customer
accounts
US$bn
361
354
• Assets
• Customer
accounts
US$bn
1,976
450
• Assets
• Customer
accounts
US$bn
98
97
• Assets
• Customer
accounts
US$bn
172
1
US$bn
• Credit risk
195
• Operational risk 39
US$bn
• Credit risk
359
• Operational risk 33
US$bn
270
• Credit risk
• Counterparty
credit risk
46
• Operational risk 43
• Market risk
63
• Credit risk
• Operational risk
US$bn
17
4
• Credit risk
• Operational risk
US$bn
23
–
Liquidity and funding risk (page 213), Pension risk (page 260), Fiduciary risk (page 248), Reputational risk (page 260),
Compliance risk (page 247), Sustainability risk (page 263) and Insurance risk (page 249). The latter is predominantly in RBWM and CMB.
RWAs
Risk
profile
For footnote, see page 46.
For further information on credit risk, see page 150;
capital and risk-weighted assets, see page 298; market risk,
including value at risk, see page 230; and operational risk see
page 244.
Top and emerging risks
Identifying and monitoring top and emerging risks
are integral to our approach to risk management. We
define a ‘top risk’ as being a current, emerged risk
which has arisen across any of our risk categories,
regions or global businesses and has the potential to
have a material impact on our financial results or our
reputation and the sustainability of our long-term
business model, and which may form and crystallise
within a year. We consider an ‘emerging risk’ to
be one with potentially significant but uncertain
outcomes which may form and crystallise beyond a
one-year time horizon, in the event of which it could
have a material effect on our ability to achieve our
long-term strategy.
37
The ongoing assessment of our top and
emerging risks is informed by a comprehensive suite
of risk factors (see page 135) which may result in
our risk appetite being revised.
During 2013, senior management paid particular
attention to a number of top and emerging risks.
These risks, as at 31 December 2013, are tabulated
below.
We made a number of changes to our top and
emerging risks to reflect revised assessment of their
effect on HSBC during 2013. Threats to the global
economy from a disorderly exit from quantitative
easing, which emerged as a risk during the first half of
2013 following announcements that monetary stimuli
may be scaled back, receded during the second half of
the year. This followed announcements by central
banks on the likely pace and scale of tapering together
with an acceleration of economic growth in the US
and UK.
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Strategic Report (continued)
Risk overview > Top and emerging risks / How we manage risk
Top and emerging risks – /
T
E
Macroeconomic and
geopolitical risks
Macro-prudential, regulatory
and legal risks to our
business model
Risks related to our business
operation, governance and
internal control systems
• Emerging markets’
E
slowdown
Growth decelerated in a number
of emerging markets during 2013.
Any contraction in trade and capital
flows would affect both emerging
and developed economies.
•
E
Increased geopolitical risk
Our operations are exposed to risks
arising from political instability and
civil unrest in a number of countries,
which may have a wider effect on
regional stability and regional and
global economies.
T
• Regulatory developments
affecting our business
model and Group
profitability
Governments and regulators in
numerous jurisdictions continue to
develop policy which may impose
new requirements, including in
the areas of capital and liquidity
management and business structure.
T
• Regulatory investigations,
fines, sanctions, commit-
ments and consent orders
and requirements relating
to conduct of business and
financial crime negatively
affecting our results and
brand
Financial service providers are at
risk of regulatory sanctions or fines
related to conduct of business and
financial crime.
In December 2012, HSBC entered
into agreements with US and UK
authorities in relation
to investigations regarding past
inadequate compliance with AML
and sanctions laws and we continue
to be subject to other regulatory
proceedings, the outcome of which
is difficult to predict. There is a risk
that we fail to meet agreed deadlines
or are found to have material gaps
in our plans or the implementation
progress compared with that required
by the DPAs and other orders.
• Heightened execution risk
T
Regulatory demands, a challenging
external environment, the level of
internal transformation and risks
arising from business and portfolio
disposals may affect our ability to
execute our strategy.
•
T
•
T
Internet crime and fraud
and
Information security risk
Our businesses face a range of
operational risks, including those
arising from internet crime and fraud
and cyber attacks affecting the
security of Group and customer
information.
• Data management
T
New regulatory requirements
necessitate more frequent and
granular data submissions, which
must be produced on a consistent,
accurate and timely basis.
• Dispute risk
T
• Model risk
E
HSBC is party to legal proceedings
arising out of its normal business
operations which could give rise
to potential financial loss and
significant reputational damage.
Regulatory requirements relating to
models and assumptions in areas such
as capital calculations and stress
testing could potentially result in an
increased and more volatile capital
requirement.
Heightened execution risk was also assessed as
a top risk to reflect the external and internal
challenges to delivering our strategy at the same time
as implementing the changes necessitated by
regulatory change and the implementation of Global
Standards.
38
When the top and emerging risks listed above
resulted in our risk appetite potentially being
exceeded, we took steps to mitigate them, including
reducing our exposure to areas of stress. Given the
impact on the Group of breaching the US DPA,
significant senior management attention was given to
tracking and monitoring our compliance with its
requirements and improving policies, processes and
controls to minimise the risk of a breach.
For a detailed account of these risks see page 141 and for a
summary of our risk factors, see page 135.
How we manage risk
Our risk culture is fundamental to the delivery of our
strategic objectives. It may be characterised
as conservative, control-based and collegiate. It is
reinforced by our HSBC Values and our Global
Standards, and forms the basis on which our risk
appetite and risk management framework are
established. These are instrumental in aligning the
behaviour of individuals with the Group’s attitude to
assuming and managing risk.
We manage risk actively, with five main
elements underpinning our risk culture.
Running risk like a business
Running risk like a business means ensuring that the
Global Risk function is dynamic and responsive to
the needs of its stakeholders. We continue to focus
on:
• making systems compatible (for example, in
Global Risk and Global Finance) so a complete
picture of our risks is obtained;
streamlining data production and re-engineering
processes to create time to spend on risk
management; and
understanding the detail behind our risks and
costs.
•
•
Organisation and structure
Robust risk governance and accountability are
embedded throughout the Group, fostering a
continuous monitoring of the risk environment
and an integrated evaluation of risks and their
interactions. Adherence to consistent standards and
risk management policies is required across HSBC
by our Global Standards and our Global Risk
Operating Model.
Our risk governance framework, of which our
risk appetite framework is a significant element,
ensures the appropriate oversight of and
accountability for the effective management of risk,
including financial crime risk, at Group, regional and
39
global business levels. Similar arrangements are
in place in our major operating subsidiaries.
The Group Risk Committee is responsible for
advising the Board on high-level risk related matters
and risk governance.
The risk governance framework was augmented
by the establishment in January 2013 of the
Financial System Vulnerabilities Committee, which
reports to the Board on matters relating to financial
crime and financial system abuse and provides a
forward-looking perspective on financial crime risk.
A Conduct & Values Committee was established
in January 2014, to oversee the design and application
of HSBC’s policies, procedures and standards, to
ensure that we conduct business responsibly and
consistently adhere to HSBC Values and to advise the
Board accordingly.
For a description of the governance structure for managing
risk at the Group level, see the report of the Group Risk
Committee on page 352. The Report of the Financial System
Vulnerabilities Committee is on page 358.
Three lines of defence
The Group has adopted a risk management and
internal control structure referred to as the ‘three
lines of defence’ to ensure we achieve our
commercial aims while meeting regulatory and legal
requirements. It is a key part of our operational risk
management framework.
• First line – every employee is responsible for
the risks that are part of their day to day jobs.
The first line of defence ensures that all key
risks within their operations are identified,
mitigated and monitored by appropriate internal
controls within an overall control environment.
•
•
Second line – global functions, such as Global
Risk, Global Finance and Global Human
Resources form the second line of defence.
They have similar responsibilities to the first
line of defence for the processes and activities
they own. In addition, they are responsible
for setting policy and for providing oversight
and challenge of the activities conducted by
the first line.
Third line – Internal Audit forms the third line
of defence, providing independent assurance
to senior management and the Board over
the design and operation of HSBC’s risk
management, governance and internal control
processes.
For details of our operational risk management framework,
see page 244.
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Strategic Report (continued)
Risk review > How we manage risk / How risk affects our performance
People
All employees are required to identify, assess and
manage risk within the scope of their assigned
responsibilities and, as such, they are critical to the
effectiveness of the three lines of defence. Personal
accountability for Global Standards is reinforced by
HSBC Values.
Clear and consistent employee communication
on risk conveys strategic messages and sets the tone
from senior leadership. A suite of mandatory training
on critical risk and compliance topics is deployed to
embed skills and understanding and strengthen the
risk culture within HSBC. It reinforces the attitude to
risk in the behaviour expected of employees, as
described in our risk policies. The training is updated
regularly, describing technical aspects of the various
risks assumed by the Group and how they should
be managed effectively. Staff are supported in their
roles by a disclosure line which enables them to raise
concerns confidentially (see page 29).
Our risk culture is reinforced by our approach
to remuneration. Individual awards are based on
compliance with HSBC Values and the achievement
of financial and non-financial objectives which are
aligned to our risk appetite and global strategy.
For further information on risk and remuneration, see the
Report of the Group Remuneration Committee on page 360.
Risk management processes and procedures
Risk management within HSBC is driven by the
following four processes:
risk identification;
risk appetite;
•
•
• mapping our risk profile; and
•
stress testing and scenario analysis
Risk identification
We identify and monitor risks continuously. This
process, which is informed by analysis of our risk
factors and the results of our stress testing
programme, gives rise to the classification of certain
key risks as top or emerging. Changes in our
assessment of top and emerging risks may result in
adjustments to our business strategy and, potentially,
our risk appetite.
Risk appetite
The Group’s Risk Appetite Statement describes
the types and levels of risk that we are prepared to
accept in executing our strategy. The Risk Appetite
Statement is approved by the Board on the advice of
the Group Risk Committee. It is a key component of
our risk management framework, informs our annual
40
operating plan and plays an important role in our
six filters process.
Global businesses, geographical regions and
global functions are required to align their risk
appetite statements with the Group’s.
Quantitative and qualitative metrics are assigned
to nine key categories: earnings, capital, liquidity
and funding, securitisations, cost of risk, intra-group
lending, strategic investments, risk categories and
risk diversification and concentration. Measurement
against the metrics:
•
•
•
•
guides underlying business activity, ensuring
it is aligned to risk appetite statements;
informs risk-adjusted remuneration;
enables the key underlying assumptions to
be monitored and, where necessary, adjusted
through subsequent business planning cycles;
and
promptly identifies business decisions needed
to mitigate risk.
Some of the core metrics that are measured and
presented to the Board monthly are tabulated below:
Key risk appetite metrics
2013
Target27
Core tier 1 ratio ........... 9.5% to 10.5%
Common equity
tier 1 ratio ............... 9.5% to 10.5%
12% to 15%
2.1% to 2.7%
48% to 52%
Return on equity .........
Return on RWAs .........
Cost efficiency ratio ....
Advances to customer
accounts ratio14 .......
Cost of risk (loan
impairment charges)
Below 90%
Below 15% of
operating income
Actual
13.6%
10.9%
9.2%
2.0%
59.6%
72.9%
7.7%
For footnotes, see page 46.
In 2013, we changed the targets for two of these
risk appetite metrics. Our return on risk-weighted
assets target was raised from 1.8-2.6% to the current
target of 2.1-2.7%, reflecting changes in our risk
profile as we reshaped our portfolio of businesses in
line with our strategy and our six filters framework.
As our portfolios became less risky, we reduced the
acceptable cost of risk from below 20% to below
15% of operating income.
Our core tier 1 ratio exceeded the target,
although remained within our risk tolerance to
ensure we were well placed to meet requirements on
a Basel III basis (page 309).
Our six filters are described on page 15.
Mapping our risk profile
Risks are assumed by our global businesses in
accordance with their risk appetite and are managed
at Group, global business and regional levels. All
risks are recorded and monitored through our risk
mapping process, which describes our risk profile
by category in the different regions and global
businesses.
In addition to our banking and insurance risks,
the risk mapping process identifies and monitors
risks such as model, financial management, capital,
Islamic finance and strategic risks. These risks
are regularly assessed through our risk appetite
framework, stress tested and considered for
classification as top and emerging risks.
For a summary of our banking and insurance risks, see
page 136.
Stress testing and scenario analysis
We conduct stress-testing scenarios across the Group
on both enterprise-wide and regional bases, reflecting
our business strategy and resultant risk exposures.
These scenarios include, but are not limited to,
adverse macroeconomic events, failures at country,
sector and counterparty levels and a variety of
projected major operational risk events. The results of
the stress tests are used to assess potential unplanned
demand for regulatory capital under the various
scenarios. We also participate in scenario analyses
requested by regulatory bodies including the Bank of
England concurrent stress test exercise and the US
Federal Reserve Comprehensive Capital Analysis and
Review (‘CCAR’) and Dodd-Frank Stress Testing
programmes.
We tested several scenarios in the course of
2013. The results of these stress tests demonstrated
that HSBC would remain satisfactorily capitalised
after taking account of assumed management actions
to mitigate the effect of the scenarios in question.
credit metrics in our retail portfolios during 2013,
while our wholesale portfolios remained stable.
LICs fell in North America, Europe and the
Middle East and North Africa following a general
improvement in credit conditions but rose in Latin
America for reasons outlined on page 17.
Operational losses declined significantly
compared with 2012, although remained above
historical trend. The decrease reflected the non-
recurrence of fines and penalties paid in 2012 as part
of the settlement of investigations into past inadequate
compliance with AML and sanctions laws. Provisions
related to UK customer redress, principally payment
protection insurance and interest rate protection
products, also declined. There are many factors
which could affect these estimated liabilities and
there remains a high degree of uncertainty as to
the eventual cost of redress for these matters.
HSBC is party to legal proceedings,
investigations and regulatory matters in a number
of jurisdictions arising out of its normal business
operations. We recognise a provision for a liability
in relation to these matters when it is probable that
an outflow of economic benefits will be required to
settle an obligation which has arisen as a result of
past events, and for which a reliable estimate can
be made of the amount of the obligation. Our
provisions for legal proceedings and regulatory
matters and for customer remediation at
31 December 2013 totalled US$4.2bn. While the
outcome of these matters is inherently uncertain,
management believes that, based on the information
available to it, appropriate provisions have been
made.
The reported results of HSBC are sensitive to
the accounting policies, assumptions and estimates
that underlie the preparation of our consolidated
financial statements and reflect our assessment of the
financial impact of risks affecting the Group.
For further information on our stress-testing and scenario
analyses, see page 139.
For a description of material legal proceedings and regulatory
matters, see Note 43 on the Financial Statements on page 554.
Provisions for legal proceedings and regulatory matters and
for customer remediation are disclosed in Note 31 on the
Financial Statements on page 526.
For details of operational losses, see page 246.
For details of our critical accounting policies, see page 72.
How risk affects our performance
The management of risk is an integral part of all
our activities. Risk measures our exposure to
uncertainty and the consequent variability of return.
The execution of our strategy, including the exit
from non-strategic markets, the sale of businesses
and non-core investments, the repositioning of our
portfolios and implementation of revised client
selection filters, together with an improvement in
market conditions, led to a modest improvement in
41
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Strategic Report (continued)
Rewarding performance > Employee remuneration / Directors’ remuneration
Rewarding performance
• Employee remuneration ..................................... 42
• Directors’ remuneration ...................................... 43
• Remuneration policy going forward ............ 44
• External reporting ................................................... 45
Our remuneration strategy rewards commercial
success and compliance with our risk
management framework.
The quality of our people and their long-term commitment to the Group are fundamental to our success. We
therefore aim to attract, retain and motivate the very best people who are committed to maintaining a long-term
career with HSBC, and who will perform their role in the long-term interests of shareholders.
Employee remuneration
HSBC’s reward package comprises four key
elements of remuneration:
•
•
•
•
fixed pay;
benefits;
annual incentive; and
the Group Performance Share Plan (‘GPSP’).
These elements support the achievement of our
objectives through balancing reward for both short-
term and long-term sustainable performance. Our
strategy is designed to reward only success, and
aligns employees’ remuneration with our risk
framework and risk outcomes. For our most senior
employees the greater part of their reward is deferred
and thereby subject to malus, that is, it can be
cancelled if warranted by events.
In order to ensure alignment between what we
pay our people and our business strategy, we assess
individual performance against annual and long-term
financial and non-financial objectives which are
summarised in performance scorecards. This
assessment also takes into account adherence to the
HSBC Values of being ‘open, connected and
dependable’ and acting with ‘courageous integrity’.
Altogether, performance is therefore judged not only
on what is achieved over the short and long-term but
also importantly on how it is achieved, as we believe
the latter is essential to the long-term sustainability
of the business.
Industry changes and key challenges
The main drivers of change in remuneration policy
and practice within the financial services industry
are the new regulations under CRD IV which apply
globally to all employees of EU headquartered
banks. The key change is the application of a cap on
variable pay that can be paid to any ‘material risk
taker’ (being employees who have been identified as
having a material impact on the institution’s risk
profile). This presents significant challenges for
HSBC given the fact that as a worldwide business, a
42
significant number of our material risk takers are
based outside the EU.
This situation has necessitated a review of our
remuneration policy, especially the balance between
fixed and variable pay, to ensure we can remain
competitive on a total compensation basis and retain
our key talent. Bearing in mind the interests of our
shareholders, the Board believes it is necessary to
increase the variable pay cap to the 200% of fixed
pay for material risk takers that is permitted under
CRD IV with shareholder approval. This will enable
us to hold back a larger proportion of variable pay,
subject to malus, than would be the case if we were
not to take advantage of this provision. It will require
shareholder approval at the AGM on 23 May 2014.
Overall, a representative number of our major
institutional shareholders have been supportive of
the proposed changes to our remuneration policy and
recognise the importance of ensuring we can retain
our key talent.
Variable pay pool determination
Determining the quantum of variable pay requires
consideration of affordability, the equitable
distribution between shareholders and employees
and market-based judgements around peer
comparisons and retention risk. The Group
Remuneration Committee considers many factors
in determining HSBC’s variable pay pool funding.
The total variable pay pool for 2013 was US$3.9bn,
increased from US$3.7bn in 2012, as shown in the
table below:
Variable pay pool
Group
2013
US$m
2012
US$m
Variable pay pool
– total .........................................
– as a percentage of
underlying profit .....................
– percentage of pool deferred28 .
3,920
3,689
15%
18%
17%
17%
For footnote, see page 46.
Funding
The variable pay pool takes into account the
performance of the Group which is considered
within the context of our Risk Appetite Statement.
This ensures that the variable pay pool is shaped by
risk considerations, and is shaped by an integrated
approach to business, risk and capital management
which supports achievement of our strategic
objectives.
Funding is calibrated with reference to Group
profitability, capital strength, and shareholder
returns. This approach ensures that performance-
related awards for any global business, global
function, geographical region or level of staff are
considered in a holistic fashion.
The methodology also considers the relationship
between capital, dividends and variable pay to
ensure that the distribution of post-tax profits
between these three elements is considered
appropriate.
For the Directors’ Remuneration Report for the 2012, 2013
and target split, see page 394.
Executive Directors
Relative importance of spend on pay
The following chart provides a breakdown of
total staff pay relative to the amount paid out in
dividends.
US$m
2012
2013
-6%
20,491
19,196
+11%
8,300
9,200
Ordinary
dividends
29
Employee compensation
and benefits
For footnote, see page 46.
Directors’ remuneration
The single total figure for Directors’ remuneration
required by Schedule 8 of the Large and Medium-
Sized Companies (Accounts and Reports)
Regulations 2008 is as follows:
Douglas Flint
2013
£000
Fixed pay
Base salary ..............................................
Pension ....................................................
Benefits .......................................................
Variable pay
Annual incentive .....................................
GPSP .......................................................
Notional return on deferred cash ................
Non-taxable benefits ...................................
1,500
750
2,250
48
–
–
–
27
102
2012
£000
1,500
750
2,250
64
–
–
–
12
98
Stuart Gulliver
2013
£000
2012
£000
Iain Mackay
2013
£000
1,250
625
1,875
591
1,833
3,667
5,500
–
67
1,250
625
1,875
642
780
3,000
3,780
–
65
700
350
1,050
33
1,074
2,148
3,222
7
53
2012
£000
700
350
1,050
36
539
1,400
1,939
3
50
Total single figure of remuneration .............
2,427
2,424
8,033
6,362
4,365
3,078
Addendum
Annual incentive with performance
conditions30 .............................................
Total single figure of remuneration and
annual incentive with performance
conditions ................................................
For footnote, see page 46.
–
–
–
1,170
–
809
2,427
2,424
8,033
7,533
4,365
3,887
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Strategic Report (continued)
Rewarding performance / Directors’ remuneration / Remuneration policy going forward / External reporting
Douglas Flint, as Group Chairman, is not
eligible for an annual incentive and did not receive a
GPSP award in 2013.
Marc Moses was appointed an executive
Director with effect from 1 January 2014, reflecting
the criticality of the Risk function to HSBC and his
Variable pay performance for 2013
Stuart Gulliver
leadership of the function, and recognises his
personal contribution to the Group.
A full summary of the variable pay performance
outcomes for the two eligible executive Directors
receiving such awards in 2013 is tabulated below.
For full details of Directors’ remuneration, see page 389.
Pre-
discretion
per-
formance
outcome
Maximum
multiple
Multiple
awarded
Pre-
discretion
value
£000
Com-
mittee
discretion31
£000
Post-
discretion
value
£000
Maximum
multiple
Iain Mackay
Post-
discretion
per-
formance
outcome
Multiple
awarded Value
£000
Salary ...........
Annual
incentive ...
GPSP .............
Total ..............
1.00
100%
1.00
1,250
n/a
1,250
1.00
100%
1.00
700
3.00
6.00
60%
60%
1.80
3.60
2,250
4,500
(417)
(833)
1,833
3,667
3.00
5.10
51%
60%
1.53
3.07
8,000
(1,250)
6,750
1,074
2,148
3,922
For footnote, see page 46.
Remuneration policy going forward
In order to deal with the challenges of CRD IV we
have introduced changes to our remuneration
structure for executive Directors in 2014 as
summarised in the table below, subject to
Changes in remuneration policy for 2014
shareholders’ approval at the 2014 AGM. If
approved, the policy is intended to apply for three
years to the conclusion of the AGM in 2017.
For full details of the remuneration policy for executive
Directors, see page 381.
Purpose and link
to strategy
Salary
Fixed pay allowance32
Operation
Maximum opportunity
No change
No change
Performance
metrics
No change (none)
Introduction of
share allowance
Maximum fixed pay allowance for each executive Director will be
the difference between (i) 50% of the target remuneration of the
executive Director under this policy and (ii) the aggregate of the
base salary and cash allowance in lieu of pension for that executive
Director
None
Benefits
No change
No change
No change (none)
Total variable pay
Annual incentive32
No change
No change
Maximum at 900% of salary reduced to 200% of fixed pay
Maximum incentive reduced from 300% of base salary to 67% of
No change
See page 382
GPSP32
No change
Maximum incentive reduced from 600% of base salary to 133% of
See page 383
fixed pay
fixed pay
Pension
No change
No change
No change (none)
For footnote, see page 46.
The mix of fixed and variable pay granted to
an employee is commensurate with the individual’s
role, experience and responsibility and the local
market.
Fixed pay allowances will only be granted to
certain material risk takers based on their role,
function, experience and technical expertise. The
Group Chairman will not be eligible for a fixed pay
allowance.
44
Executive Directors, Group Managing Directors
and Group General Managers will receive shares that
vest immediately. The shares (net of shares sold to
cover any income tax and social security) will be
subject to a retention period. 20% of these shares
will be released in March immediately following the
end of the financial year in which the shares are
granted. The remaining 80% will be subject to a
retention period of at least five years.
All other employees will receive the fixed pay
allowance in cash when it is below a specified
threshold. Where the fixed pay allowance is above
the specified threshold, all of it will be received in
shares that vest immediately. Any shares delivered
(net of shares sold to cover any income tax and
social security) as part of the fixed pay allowance
would be subject to a retention period. 40% of the
shares will be released in March following the end of
the relevant financial year in which the shares were
granted. The remaining 60% will be released in three
equal annual tranches on each anniversary of the
initial release.
Group Managing Directors participate in both
the annual incentive and the GPSP. Group General
Managers participate in the annual incentive and
may receive other long-term awards. Other
employees across the Group are eligible to
participate in annual incentive arrangements.
External reporting
The required remuneration disclosures for Directors
and highest paid employees in the Group are made
in the Directors Remuneration Report on page 378.
Remuneration disclosures for Code Staff can be
found in the Pillar 3 Disclosures 2013.
On behalf of the Board
D J Flint, Group Chairman
HSBC Holdings plc
Registered number 617987
24 February 2014
45
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H S B C H O L D I N G S P L C
Strategic Report (continued)
Footnotes / Financial summary > Use of non-GAAP financial measures
Footnotes to Strategic Report
1 A Basel II measure, of core tier 1 capital expressed as percentage of total risk-weighted assets.
2 The cost efficiency ratio is defined as total operating expenses divided by net operating income before loan impairment charges and
other credit risk provisions.
3 Dividends recorded in the financial statements are dividends per ordinary share declared in a year and are not dividends in respect of,
or for, that year. The third interim dividend for 2012 of US$0.09 was paid on 12 December 2012. The fourth interim dividend for 2012
of US$0.18 was paid on 8 May 2013. First, second and third interim dividends for 2013, each of US$0.10 per ordinary share, were
paid on 11 July 2013, 9 October 2013 and 11 December 2013, respectively. Note 10 on the Financial Statements provides more
information on the dividends declared in 2013. On 24 February 2014 the Directors declared a fourth interim dividend for 2013 of
US$0.19 per ordinary share in lieu of a final dividend, which will be payable to ordinary shareholders on 30 April 2014 in cash in US
dollars, or in pounds sterling or Hong Kong dollars at exchange rates to be determined on 22 April 2014, with a scrip dividend
alternative. The reserves available for distribution at 31 December 2013 were US$49,339m.
Quarterly dividends of US$15.5 per 6.2% non-cumulative Series A US dollar preference share, equivalent to a dividend of US$0.3875
per Series A American Depositary Share, each of which represents one-fortieth of a Series A US dollar preference share, were paid on
15 March 2013, 17 June 2013, 16 September 2013 and 16 December 2013.
Quarterly coupons of US$0.508 per security were paid with respect to 8.125% capital securities on 15 January 2013, 15 April 2013,
15 July 2013 and 15 October 2013.
Quarterly coupons of US$0.5 per security were paid with respect to 8% capital securities on 15 March 2013, 17 June 2013,
16 September 2013 and 16 December 2013.
4 The return on average ordinary shareholders’ equity is defined as profit attributable to ordinary shareholders of the parent company
divided by average ordinary shareholders’ equity.
5 Net operating income before loan impairment charges and other credit risk provisions, also referred to as ‘revenue’.
6 Intermediation of securities, funds and insurance products, including Securities Services in GB&M.
7 Merger and acquisition, event and project financing, and co-investments in GPB.
8 Including Foreign Exchange, Rates, Credit and Equities.
9 Including portfolio management.
10 Including private trust and estate planning (for financial and non-financial assets).
11 Including hedge funds, real estate and private equity.
12 Loan impairment charges and other credit risk provisions.
13 Share of profit in associates and joint ventures.
14 In 2013, GB&M changed the way it manages repo and reverse repo activities in the Credit and Rates businesses as set out on page 68
of the ‘Financial Review’. This led to an increase in the amount of reverse repo and repo agreements classified as ‘Loans and advances
to customers’ at amortised cost and 'Customer accounts' at amortised cost in the balance sheet, respectively.
15 A Basel III measure, of common equity tier 1 capital expressed as percentage of total risk exposure amount.
16 UK bank levy paid reflects the payments made to the tax authorities during the calendar year and may differ from the recognition of
liabilities charged to the income statement.
17 Excludes movements in the fair value of own debt and before variable pay distributions. See Directors’ Remuneration Report page 378.
18 Each American Depositary Share represents five ordinary shares.
19 Total shareholder return is defined as the growth in share value and declared dividend income during the relevant period.
20 The Financial Times Stock Exchange 100 Index, The Morgan Stanley Capital International World Index and The Morgan Stanley
Capital International World Bank Index.
21 Established on 17 January 2014.
22 Established on 22 November 2013.
23 The HSBC UK entity shown comprises five legal entities; HSBC Bank plc (including all overseas branches), and SPEs consolidated by
HSBC Bank plc for Financial Statement purposes, Marks and Spencer Financial Services Limited, HSBC Private Bank (UK) Ltd, HFC
Bank Ltd and HSBC Trust Company (UK) Limited, managed as a single operating entity, in line with the application of UK liquidity
regulation as agreed with the UK PRA.
24 The Hongkong and Shanghai Banking Corporation represents the bank in Hong Kong including all overseas branches. Each branch is
monitored and controlled for liquidity and funding risk purposes as a standalone operating entity.
25 The HSBC USA principal entity shown represents the HSBC USA Inc consolidated group; predominantly HSBC USA Inc and HSBC
Bank USA, NA. The HSBC USA Inc consolidated group is managed as a single operating entity.
26 The sum of balances presented does not agree to consolidated amounts because inter-company eliminations are not presented here.
27 Targets for 2014 to 2016 were announced at our Investor Update on 15 May 2013.
28 The percentage of variable pay deferred for the Code Staff population was 64%.
29 Dividends per ordinary share in respect of that year. For 2013, this includes the first, second and third interim dividends paid in 2013
of US$5.6bn (gross of scrip) and a fourth interim dividend of US$3.6bn.
30 60% of the 2012 annual incentive for Stuart Gulliver and Iain Mackay disclosed in the 2012 Directors’ Remuneration Report was
deferred for five years. The vesting of these awards is subject to a service condition and satisfactory completion of the DPA. The DPA
condition ends on the fifth anniversary of the award date unless the DPA is extended or otherwise continues beyond that date, in which
case the awards will vest on the date on which the DPA expires and otherwise ceases to operate.
31 In its meeting of 15 January 2014, the Group Remuneration Committee used its discretion to reduce overall variable pay by £1.25m
(equivalent to 18.5% of the total annual incentive and GPSP). This adjustment was considered appropriate in the context of overall
Group-wide year-over-year profitability and incentive pool funding, Group-wide risk and compliance, market remuneration
benchmarks and the remuneration recommendations for the Group CEO’s direct reports.
32 Maximum award potentials for fixed pay allowances and variable pay awards are based on obtaining shareholder approval to increase
the maximum variable pay award as a percentage of fixed pay under CRD IV from 100% to 200% at the Annual General Meeting on
23 May 2014. If shareholder approval is not obtained the maximum fixed pay allowance payable for each executive Director under the
policy will be the difference between (i) 50% of maximum total remuneration of the executive Director under this policy as shown in the
Remuneration scenarios chart on page 389 and (ii) the aggregate of the base salary and cash allowance in lieu of pension for that
executive Director. Maximum variable pay award levels will be revised to 100% of fixed pay and the maximum annual incentive and
GPSP awards will accordingly be reduced to 1/3 and 2/3 of this amount (i.e. 33% and 67% of fixed pay, respectively). The requested
increase in the cap to 200% would enable us to minimise the increase in fixed remuneration costs and so help to maintain greater
flexibility on total pay.
46
H S B C H O L D I N G S P L C
Report of the Directors: Financial Review
Financial summary > Use of non-GAAP financial measures
Financial summary
Use of non-GAAP financial measures ......................
Constant currency .........................................................
Underlying performance ...............................................
47
47
47
Consolidated income statement .................................
51
Group performance by income and expense item ...
Net interest income .......................................................
Net fee income ..............................................................
Net trading income .......................................................
Net income/(expense) from financial instruments
designated at fair value .............................................
Gains less losses from financial investments ...............
Net earned insurance premiums ...................................
Gains on disposal of US branch network, US
cards business and Ping An ......................................
Other operating income ................................................
Net insurance claims incurred and movement in
liabilities to policyholders ........................................
Loan impairment charges and other credit risk
provisions .................................................................
Operating expenses .......................................................
Share of profit in associates and joint ventures ............
Tax expense ..................................................................
Consolidated balance sheet ........................................
Movement in 2013 ........................................................
Reconciliation of RoRWA measures .........................
Critical accounting policies ........................................
53
53
55
55
56
58
58
59
59
60
61
62
64
64
65
66
71
72
The management commentary included in the Report of the
Directors: ‘Financial Review’, together with the ‘Employees’
and ‘Corporate sustainability’ sections of ‘Corporate
Governance’ and the ‘Directors’ Remuneration Report’ is
presented in compliance with the IFRSs Practice Statement
‘Management Commentary’ issued by the IASB.
Use of non-GAAP financial measures
Our reported results are prepared in accordance
with IFRSs as detailed in the Financial Statements
starting on page 416. In measuring our performance,
the financial measures that we use include those
which have been derived from our reported results in
order to eliminate factors which distort year-on-year
comparisons. These are considered non-GAAP
financial measures. Non-GAAP financial measures
that we use throughout our Financial Review and
are described below. Other non-GAAP financial
measures are described and reconciled to the
closest reported financial measure when used.
Constant currency
The constant currency measure adjusts for the year-
on-year effects of foreign currency translation
differences by comparing reported results for 2013
47
with reported results for 2012 retranslated at 2013
exchange rates. Except where stated otherwise,
commentaries are on a constant currency basis,
as reconciled in the table below.
The foreign currency translation differences
reflect the movements of the US dollar against most
major currencies during 2013.
We exclude the translation differences because
we consider the like-for-like basis of constant
currency financial measures more appropriately
reflects changes due to operating performance.
Constant currency
Constant currency comparatives for 2012 referred to in the
commentaries are computed by retranslating into US dollars
for non-US dollar branches, subsidiaries, joint ventures and
associates:
• the income statements for 2012 at the average rates of
exchange for 2013; and
• the balance sheet at 31 December 2012 at the prevailing
rates of exchange on 31 December 2013.
No adjustment has been made to the exchange rates used to
translate foreign currency denominated assets and liabilities
into the functional currencies of any HSBC branches,
subsidiaries, joint ventures or associates. When reference
is made to ‘constant currency’ in tables or commentaries,
comparative data reported in the functional currencies of
HSBC’s operations have been translated at the appropriate
exchange rates applied in the current year on the basis
described above.
Underlying performance
To arrive at underlying performance:
• we adjust for the year-on-year effects of foreign
currency translation;
• we eliminate the fair value movements on our
long-term debt attributable to credit spread
(‘own credit spread’) where the net result of
such movements will be zero upon maturity
of the debt. This does not include fair value
changes due to own credit risk in respect of
trading liabilities or derivative liabilities; and
• we adjust for acquisitions, disposals and changes
of ownership levels of subsidiaries, associates,
joint ventures and businesses.
For acquisitions, disposals and changes of
ownership levels of subsidiaries, associates, joint
ventures and businesses, we eliminate the gain or
loss on disposal or dilution and any associated gain
or loss on reclassification or impairment recognised
in the year incurred, and remove the operating profit
or loss of the acquired, disposed of or diluted
subsidiaries, associates, joint ventures and
businesses from all the years presented so we can
view results on a like-for-like basis. For example,
if a disposal was made in the current year, any gain
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Financial summary > Use of non-GAAP financial measures
Reconciliation of reported and constant currency profit before tax
HSBC
Net interest income ............................
Net fee income ...................................
Net trading income ............................
Own credit spread3 .............................
Other income/(expense) from
financial instruments designated
at fair value .....................................
Net income/(expense) from
financial instruments designated
at fair value .....................................
Gains on disposal of US branch
network, US cards business and
Ping An ..........................................
Gains less losses from financial
investments .....................................
Net earned insurance premiums .........
Other operating income (including
dividend income) ............................
Total operating income ...................
Net insurance claims incurred and
movement in liabilities to
policyholders ..................................
Net operating income4 .....................
Loan impairment charges and
other credit risk provisions ............
Net operating income ......................
7,024
1,189
13,044
2,321
82,545
(14,215)
68,330
(8,311)
60,019
Operating expenses ............................
(42,927)
Operating profit ...............................
17,092
Share of profit in associates
and joint ventures ..........................
Profit before tax ...............................
By global business
Retail Banking and Wealth
Management ..................................
Commercial Banking .........................
Global Banking and Markets .............
Global Private Banking .....................
Other ..................................................
Profit before tax .................................
By geographical region
Europe ................................................
Hong Kong ........................................
Rest of Asia-Pacific ...........................
Middle East and North Africa ...........
North America ...................................
Latin America ....................................
Profit before tax .................................
For footnotes, see page 132.
3,557
20,649
9,575
8,535
8,520
1,009
(6,990)
20,649
(3,414)
7,582
10,448
1,350
2,299
2,384
20,649
2013 compared with 2012
2012 as
reported
US$m
Currency
translation
adjustment1
US$m
37,672
16,430
7,091
(5,215)
(682)
(203)
(164)
12
2012
at 2013
exchange
rates
US$m
36,990
16,227
6,927
(5,203)
2013 as
reported
US$m
Reported
change2
%
35,539
16,434
8,690
(1,246)
(6)
–
23
76
Constant
currency
change2
%
(4)
1
25
76
2,989
(53)
2,936
2,014
(33)
(31)
(2,226)
(41)
(2,267)
768
–
7,024
–
(100)
(100)
69
(8)
27
(5)
(4)
(5)
30
(2)
10
18
(35)
9
(31)
(1)
11
(81)
69
9
7
(26)
25
(47)
(17)
9
72
(8)
39
(3)
(3)
(4)
28
–
9
22
(35)
11
(30)
–
13
(81)
70
11
7
(24)
29
(46)
(11)
11
(17)
(118)
(200)
(1,425)
1,172
12,926
2,121
81,120
2,012
11,940
2,954
78,337
96
(14,119)
(13,692)
(1,329)
67,001
64,645
(8,110)
58,891
(5,849)
58,796
(42,244)
(38,556)
16,647
20,240
3,602
20,249
2,325
22,565
9,549
8,439
8,373
993
(7,105)
6,649
8,441
9,441
193
(2,159)
20,249
22,565
(3,349)
7,581
10,221
1,314
2,271
2,211
20,249
1,825
8,089
7,764
1,694
1,221
1,972
22,565
201
(1,128)
683
(445)
45
(400)
(26)
(96)
(147)
(16)
(115)
(400)
65
(1)
(227)
(36)
(28)
(173)
(400)
48
or loss on disposal, any associated gain or loss
on reclassification or impairment recognised and
the results of the disposed-of business would be
removed from the results of the current year and the
previous year as if the disposed-of business did not
exist in those years. Disposal of investments other
than those included in the above definition do not
lead to underlying adjustments.
We use underlying performance to explain
year-on-year changes when the effect of fair value
movements on own debt, acquisitions, disposals
or dilution is significant because we consider that
this basis more appropriately reflects operating
performance.
The following acquisitions, disposals and
changes to ownership levels affected the underlying
performance:
Disposal gains/(losses) affecting underlying performance
Date
Disposal
gain/(loss)
US$m
HSBC Bank Canada’s disposal of HSBC Securities (Canada) Inc’s full service retail brokerage business5
The Hongkong and Shanghai Banking Corporation Limited’s disposal of RBWM operations in Thailand5
HSBC Finance Corporation, HSBC USA Inc. and HSBC Technology and Services (USA) Inc.’s
disposal of US Card and Retail Services business5 .....................................................................................
HSBC Bank USA, N.A.’s disposal of 138 non-strategic branches5 ...............................................................
HSBC Argentina Holdings S.A.’s disposal of its non-life insurance manufacturing subsidiary5 ..................
The Hongkong and Shanghai Banking Corporation Limited’s disposal of its private banking business
Jan 2012
Mar 2012
May 2012
May 2012
May 2012
in Japan5 ......................................................................................................................................................
Jun 2012
The Hongkong and Shanghai Banking Corporation Limited’s disposal of its shareholding in a
property company in the Philippines6 .........................................................................................................
Jun 2012
Hang Seng Bank Limited’s disposal of its non-life insurance manufacturing subsidiary5 ............................
Jul 2012
HSBC Bank USA, N.A.’s disposal of 57 non-strategic branches5 .................................................................
Aug 2012
HSBC Asia Holdings B.V.’s investment loss on a subsidiary5 ......................................................................
Aug 2012
HSBC Bank plc’s disposal of HSBC Securities SA6 ...................................................................................... Aug 2012
HSBC Europe (Netherlands) B.V.’s disposal of HSBC Credit Zrt6 ...............................................................
Aug 2012
HSBC Europe (Netherlands) B.V.’s disposal of HSBC Insurance (Ireland) Limited6 ..................................
Oct 2012
HSBC Europe (Netherlands) B.V.’s disposal of HSBC Reinsurance Limited6 ............................................ Oct 2012
HSBC Private Bank (UK) Limited’s disposal of Property Vision Holdings Limited6 .................................. Oct 2012
HSBC Investment Bank Holdings Limited’s disposal of its stake in Havas Havalimanlari Yer
Hizmetleri Yatirim Holding Anonim Sirketi6 ............................................................................................. Oct 2012
HSBC Insurance (Asia) Limited’s disposal of its non-life insurance portfolios5 ...........................................
Nov 2012
HSBC Bank plc’s disposal of HSBC Shipping Services Limited6 .................................................................
Nov 2012
HSBC Bank (Panama) S.A.’s disposal of its operations in Costa Rica, El Salvador and Honduras5 ............. Dec 2012
HSBC Insurance Holdings Limited and The Hongkong and Shanghai Banking Corporation Limited’s
disposal of their shares in Ping An Insurance (Group) Company of China, Ltd (‘Ping An’)5 ..................
Dec 2012
The Hongkong and Shanghai Banking Corporation Limited’s disposal of its shareholding in Global
Payments Asia-Pacific Limited5 .................................................................................................................
Dec 2012
Reclassification gain in respect of our holding in Industrial Bank Co., Limited following the issue of
additional share capital to third parties5 ......................................................................................................
HSBC Insurance (Asia-Pacific) Holdings Limited’s disposal of its shareholding in Bao Viet Holdings5 ....
Household Insurance Group holding company’s disposal of its insurance manufacturing business5 ...........
HSBC Seguros, S.A. de C.V., Grupo Financiero HSBC’s disposal of its property and Casualty Insurance
business in Mexico5 .....................................................................................................................................
Apr 2013
HSBC Bank plc’s disposal of its shareholding in HSBC (Hellas) Mutual Funds Management SA6 ............ Apr 2013
HSBC Insurance (Asia-Pacific) Holdings Limited disposal of its shareholding in Hana HSBC Life
Insurance Company Limited5 ......................................................................................................................
HSBC Bank plc’s disposal of HSBC Assurances IARD6 ...............................................................................
The Hongkong and Shanghai Banking Corporation Limited’s disposal of HSBC Life (International)
May 2013
May 2013
Limited’s Taiwan branch operations6 .........................................................................................................
June 2013
HSBC Markets (USA) Inc.’s disposal of its subsidiary, Rutland Plastic Technologies6 ...............................
Aug 2013
HSBC Insurance (Singapore) Pte Ltd’s disposal of its Employee Benefits Insurance business in Singapore6 Aug 2013
HSBC Investment Bank Holdings plc’s disposal of its investment in associate FIP Colorado6 ....................
Aug 2013
HSBC Investment Bank Holdings plc group’s disposal of its investment in subsidiary, Viking Sea Tech5 .
Aug 2013
HSBC Latin America Holdings UK Limited’s disposal of HSBC Bank (Panama) S.A.6 ............................. Oct 2013
HSBC Latin America Holdings UK Limited’s disposal of HSBC Bank (Peru) S.A.6 ...................................
Nov 2013
HSBC Latin America Holdings UK Limited’s disposal of HSBC Bank (Paraguay) S.A.6 ...........................
Nov 2013
Reclassification loss in respect of our holding in Yantai Bank Co., Limited following an increase in its
registered share capital5 ...............................................................................................................................
Dec 2013
For footnotes, see page 132.
49
Jan 2013
Mar 2013
Mar 2013
83
108
3,148
661
102
67
130
46
203
(85)
(11)
(2)
(12)
7
(1)
18
117
(2)
(62)
3,012
212
1,089
104
(99)
20
(7)
28
(4)
(36)
17
(8)
(5)
54
1,107
(18)
(21)
(38)
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Financial summary > Use of non-GAAP financial measures / Consolidated income statement
Acquisition gains/(losses) affecting underlying performance6
Gain on the merger of Oman International Bank S.A.O.G. and the Omani operations of
HSBC Bank Middle East Limited ...............................................................................................................
Jun 2012
Gain on the acquisition of the onshore retail and commercial banking business of Lloyds Banking
Group in the UAE by HSBC Bank Middle East Limited ...........................................................................
Oct 2012
3
18
Date
Fair value gain
on acquisition
US$m
For footnote, see page 132.
The following table reconciles selected reported
items for 2013 and 2012 to an underlying basis.
Equivalent tables are provided for each of our global
businesses and geographical segments in the Form
Reconciliation of reported and underlying items
20-F filed with the Securities and Exchange
Commission (‘SEC’), which is available on
www.hsbc.com.
2013
US$m
2012
US$m
Change2
%
Net interest income
Reported .............................................................................................................................
Currency translation adjustment1 ......................................................................................
Acquisitions, disposals and dilutions ........................................................................................
Underlying .........................................................................................................................
Other operating income
Reported .............................................................................................................................
Currency translation adjustment1 ......................................................................................
Acquisitions, disposals and dilutions ........................................................................................
Underlying .........................................................................................................................
Revenue4
Reported .............................................................................................................................
Currency translation adjustment1 ......................................................................................
Own credit spread3 .............................................................................................................
Acquisitions, disposals and dilutions ........................................................................................
Underlying .........................................................................................................................
Loan impairment charges and other credit risk provisions
Reported .............................................................................................................................
Currency translation adjustment1 ......................................................................................
Acquisitions, disposals and dilutions ........................................................................................
Underlying .........................................................................................................................
Total operating expenses
Reported .............................................................................................................................
Currency translation adjustment1 ......................................................................................
Acquisitions, disposals and dilutions ........................................................................................
Underlying .........................................................................................................................
Underlying cost efficiency ratio ........................................................................................
Share of profit in associates and joint ventures
Reported .............................................................................................................................
Currency translation adjustment1 ......................................................................................
Acquisitions, disposals and dilutions ........................................................................................
Underlying .........................................................................................................................
Profit before tax
Reported .............................................................................................................................
Currency translation adjustment1 ......................................................................................
Own credit spread3 .............................................................................................................
Acquisitions, disposals and dilutions ........................................................................................
Underlying .........................................................................................................................
For footnotes, see page 132.
35,539
(273)
35,266
2,632
(2,234)
398
64,645
1,246
(2,596)
63,295
(5,849)
32
(5,817)
(38,556)
353
(38,203)
60.4%
2,325
(14)
2,311
22,565
1,246
(2,225)
21,586
37,672
(682)
(2,015)
34,975
2,100
(195)
(811)
1,094
68,330
(1,341)
5,215
(10,607)
61,597
(8,311)
201
376
(7,734)
(42,927)
683
1,490
(40,754)
66.2%
3,557
45
(1,425)
2,177
20,649
(412)
5,215
(10,166)
15,286
(6)
1
25
(64)
(5)
3
30
25
10
6
(35)
6
9
41
50
Consolidated income statement
Five-year summary consolidated income statement
Net interest income ......................................................................
Net fee income .............................................................................
Net trading income ......................................................................
Net income/(expense) from financial instruments
designated at fair value ...........................................................
Gains less losses from financial investments ..............................
Dividend income .........................................................................
Net earned insurance premiums ..................................................
Gains on disposal of US branch network,
US cards business and Ping An ..............................................
Other operating income ...............................................................
2013
US$m
35,539
16,434
8,690
768
2,012
322
11,940
–
2,632
2012
US$m
37,672
16,430
7,091
(2,226)
1,189
221
13,044
7,024
2,100
2011
US$m
40,662
17,160
6,506
3,439
907
149
12,872
–
1,766
2010
US$m
39,441
17,355
7,210
1,220
968
112
11,146
–
2,562
2009
US$m
40,730
17,664
9,863
(3,531)
520
126
10,471
–
2,788
Total operating income .............................................................
78,337
82,545
83,461
80,014
78,631
Net insurance claims incurred and movement in liabilities to
policyholders ................................................................................
(13,692)
(14,215)
(11,181)
(11,767)
(12,450)
Net operating income before loan impairment charges
and other credit risk provisions ..........................................
64,645
68,330
72,280
68,247
66,181
Loan impairment charges and other credit risk provisions .........
(5,849)
(8,311)
(12,127)
(14,039)
(26,488)
Net operating income ................................................................
58,796
60,019
60,153
54,208
39,693
Total operating expenses .............................................................
(38,556)
(42,927)
(41,545)
(37,688)
(34,395)
Operating profit .........................................................................
20,240
17,092
18,608
16,520
Share of profit in associates and joint ventures ...........................
2,325
Profit before tax .........................................................................
22,565
Tax expense .................................................................................
(4,765)
Profit for the year ......................................................................
Profit attributable to shareholders of the parent company ..........
Profit attributable to non-controlling interests ............................
Five-year financial information
Basic earnings per share8 .............................................................
Diluted earnings per share8 ..........................................................
Dividends per ordinary share9 .....................................................
Dividend payout ratio10 ...............................................................
Post-tax return on average total assets ........................................
Return on average ordinary shareholders’ equity .......................
17,800
16,204
1,596
US$
0.84
0.84
0.48
%
57.1
0.7
9.2
3,557
20,649
(5,315)
15,334
14,027
1,307
US$
0.74
0.74
0.41
%
55.4
0.6
8.4
Average foreign exchange translation rates to US$:
US$1: £ ........................................................................................
US$1: € ........................................................................................
0.639
0.753
0.631
0.778
For footnotes, see page 132.
3,264
2,517
21,872
19,037
(3,928)
(4,846)
17,944
16,797
1,147
14,191
13,159
1,032
US$
0.92
0.91
0.39
%
42.4
0.6
10.9
0.624
0.719
US$
0.73
0.72
0.34
%
46.6
0.6
9.5
0.648
0.755
5,298
1,781
7,079
(385)
6,694
5,834
860
US$
0.34
0.34
0.34
%
100.0
0.3
5.1
0.641
0.719
Unless stated otherwise, all tables in the Annual Report and Accounts 2013 are presented on a reported basis.
For a summary of our financial performance in 2013, see page 16.
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Report of the Directors: Financial Review (continued)
Financial summary > Group performance by income and expense item
Notable revenue items by geographical region
Europe
US$m
Rest of
Asia-
Pacific
US$m
Hong
Kong
US$m
North
Latin
MENA
US$m
America
US$m
America
US$m
Total
US$m
2013
Net gain on completion of Ping An disposal11
2012
Ping An contingent forward sale contract11 ...
Notable revenue items by global business
–
–
–
–
553
(553)
–
–
–
–
–
–
553
(553)
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Other
US$m
Total
US$m
2013
Net gain on completion of Ping An disposal11 ...
2012
Ping An contingent forward sale contract11 .......
For footnote, see page 132.
Notable cost items by geographical region
–
–
–
–
–
–
–
–
553
553
(553)
(553)
Rest of
Asia-
Pacific
US$m
Hong
Kong
US$m
Europe
US$m
North
Latin
MENA
US$m
America
US$m
America
US$m
Total
US$m
217
1,235
299
2,338
375
404
898
6
–
31
–
–
68
–
81
–
131
–
–
45
–
3
–
27
–
100
–
221
–
76
–
167
–
483
1,235
876
2,338
–
1,546
–
1,921
31
–
236
–
338
–
1,122
898
2013
Restructuring and other related costs .............
UK customer redress programmes .................
2012
Restructuring and other related costs .............
UK customer redress programmes .................
Fines and penalties for inadequate
compliance with anti-money laundering
and sanction laws .......................................
2011
Restructuring and other related costs .............
UK customer redress programmes .................
Notable cost items by global business
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Other
US$m
2013
Restructuring and other related costs .................
UK customer redress programmes .....................
2012
Restructuring and other related costs .................
UK customer redress programmes .....................
Fines and penalties for inadequate compliance
with anti-money laundering and sanction
laws .................................................................
2011
Restructuring and other related costs .................
UK customer redress programmes .....................
165
953
266
1,751
–
405
875
32
148
62
258
–
122
23
15
134
63
331
–
158
–
74
–
58
(2)
–
38
–
52
Total
US$m
483
1,235
876
2,338
197
–
427
–
1,921
1,921
399
–
1,122
898
Group performance by income and expense item
Net interest income
Interest income ...........................................................................................................
Interest expense ..........................................................................................................
Net interest income12 ..................................................................................................
2013
US$m
51,192
(15,653)
35,539
2012
US$m
56,702
(19,030)
37,672
2011
US$m
63,005
(22,343)
40,662
Average interest-earning assets ..................................................................................
1,669,368
1,625,068
1,622,658
Gross interest yield13 ..................................................................................................
Less: cost of funds ......................................................................................................
Net interest spread14 ....................................................................................................
Net interest margin15 ...................................................................................................
3.07%
(1.10%)
1.97%
2.13%
3.49%
(1.36%)
2.13%
2.32%
3.88%
(1.56%)
2.32%
2.51%
Summary of interest income by type of asset
Average
balance
2013
Interest
income Yield
%
Average
balance
US$m
2012
Interest
income Yield
US$m
%
Average
balance
US$m
2011
Interest
income Yield
%
US$m
US$m US$m
Short-term funds and loans and
advances to banks ...................................
Loans and advances to customers ..............
Financial investments .................................
Other interest-earning assets ......................
301,267
946,756
393,309
28,036
3,655 1.21
38,720 4.09
8,002 2.03
815 2.91
275,979
934,656
387,329
27,104
4,307 1.56
41,043 4.39
9,078 2.34
2,274 8.39
261,749
945,288
384,059
31,562
5,860 2.24
45,250 4.79
10,229 2.66
1,666 5.28
Total interest-earning assets ....................... 1,669,368
Trading assets and financial assets
designated at fair value16,17 .....................
Impairment provisions ................................
Non-interest-earning assets ........................
354,817
(15,954)
683,785
51,192 3.07 1,625,068
56,702 3.49 1,622,658
63,005 3.88
5,763 1.62
368,406
(17,421)
730,901
6,931 1.88
410,038
(18,738)
752,965
8,671 2.11
Total assets and interest income ................. 2,692,016
56,955 2.12 2,706,954
63,633 2.35
2,766,923
71,676 2.59
Summary of interest expense by type of liability and equity
Average
balance
2013
Interest
expense Cost
US$m US$m %
Average
balance
US$m
2012
Interest
expense Cost
US$m
%
Average
balance
US$m
2011
Interest
expense Cost
%
US$m
Deposits by banks18 ....................................
Financial liabilities designated at fair
86,882
691 0.80
92,803
1,160 1.25
106,099
1,591 1.50
value – own debt issued19 .......................
72,333
Customer accounts20 ................................... 1,104,644
Debt securities in issue ...............................
150,976
Other interest-bearing liabilities .................
11,345
967 1.34
75,016
9,063 0.82 1,052,812
161,348
4,182 2.77
19,275
750 6.61
1,325 1.77
73,635
10,878 1.03 1,058,326
181,482
14,024
4,755 2.95
912 4.73
1,313 1.78
13,456 1.27
5,260 2.90
723 5.16
Total interest-bearing liabilities ................. 1,426,180
Trading liabilities and financial liabilities
designated at fair value (excluding
own debt issued) .....................................
Non-interest bearing current accounts ........
Total equity and other non-interest
bearing liabilities ....................................
301,353
184,370
780,113
15,653 1.10 1,401,254
19,030 1.36 1,433,566
22,343 1.56
3,027 1.00
318,883
177,085
809,732
3,445 1.08
355,345
162,369
815,643
4,564 1.28
Total equity and liabilities .......................... 2,692,016
18,680 0.69 2,706,954
22,475 0.83 2,766,923
26,907 0.97
For footnotes, see page 132.
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Report of the Directors: Financial Review (continued)
Financial summary > Group performance by income and expense item
The commentary in the following sections is on a
constant currency basis unless stated otherwise.
Reported net interest income of US$35.5bn
decreased by 6% compared with 2012 and on a
constant currency basis, net interest income fell by
US$1.5bn. Both net interest spread and margin also
fell, reflecting lower yields on customer lending
following the disposal in 2012 of the CRS business
in the US, which was higher yielding relative to the
average yield of our portfolio, and lower yields on
our surplus liquidity. These factors were partially
offset by a lower cost of funds, principally on
customer accounts and debt issued by the Group.
On an underlying basis, which excludes the net
interest income earned by the businesses sold during
2013 (see page 50) from both years (2013:
US$273m; 2012: US$2.0bn) and currency
translation movements of US$682m, net interest
income increased by 1%. This reflected balance
sheet growth in Hong Kong and Europe, partly offset
by lower net interest income earned in North
America as a result of the run-off and disposal of
CML portfolios in the US and the consumer finance
business in Canada.
Interest income
On a constant currency basis, interest income fell.
This was driven by lower interest income from
customer lending, including loans classified within
‘Assets held for sale’, as a consequence of the
disposal of the CRS business in the US in 2012 and
the CML non-real estate loan portfolio and select
tranches of CML first lien mortgages in the US in
2013. In addition, average yields on customer
lending in Latin America fell, notably in Brazil,
following lower average interest rates; re-pricing
in line with local competition; a change in the
composition of the lending portfolios as we focused
on growing secured, lower yielding, lending
balances for corporate and Premier customers.
Interest income earned in Panama, where we
disposed of the business, also fell. By contrast
interest income on customer lending in Hong Kong
and Rest of Asia-Pacific rose, driven by growth in
residential mortgage balances in RBWM and term
and trade-related and commercial real estate and
other property-related lending in CMB. This increase
in interest income was partially offset by compressed
yields on trade lending and lower yields as interest
rates declined in a number of countries across the
region.
Interest income in Balance Sheet Management
also decreased. Yields on financial investments and
cash placed with banks and central banks declined as
54
the proceeds from maturities and sales of available-
for-sale debt securities were invested at prevailing
rates, which were lower. This was partly offset by
growth in customer deposits leading to an overall
increase in the size of the Balance Sheet
Management portfolio.
Interest expense
Interest expense fell in the year, though to a lesser
extent than interest income, driven by a lower cost
of funds relating to customer accounts. The
reduction in interest rates paid to customers in
Europe, Hong Kong and Rest of Asia-Pacific more
than offset the effect of the growth in the average
balances of customer accounts. There was also a
decline in the interest expense on customer accounts
in Latin America, principally in Brazil, reflecting
the managed reduction in term deposits as we
continued to change the funding base, substituting
wholesale customer deposits for medium-term loan
notes, together with a lower average base interest
rate. The disposal of the business in Panama also
reduced interest expense.
Interest expense on debt issued by the Group
decreased too. In North America, as a result of the
business disposals and the run-off of the CML
portfolio, our funding requirements declined and led
to a fall in average outstanding balances. In Europe,
average outstanding balances fell as a result of net
redemptions. Additionally, the effective rate of
interest declined as new issuances were at lower
prevailing rates.
Repos and reverse repos
During the final quarter, GB&M changed the way it
manages reverse repurchase (‘reverse repo’) and
repurchase (‘repo’) activities. For full details, see
page 68. This had the effect of reducing the net
interest margin as average interest earning assets and
interest bearing liabilities increased significantly.
These reverse repo and repo agreements have a
lower gross yield and cost of funds, respectively,
when compared with the remainder of our portfolio.
‘Net interest income’ includes the expense
of internally funded trading assets, while related
revenue is reported in ‘Net trading income’. The
internal cost of funding these assets declined,
reflecting a decrease in the average trading asset
balances in most regions and reductions in our
average cost of funds in these regions. In reporting
our global business results, this cost is included
within ‘Net trading income’.
Net fee income
Account services .........................................................................................................
Funds under management ...........................................................................................
Cards ...........................................................................................................................
Credit facilities ...........................................................................................................
Broking income ..........................................................................................................
Imports/exports ...........................................................................................................
Unit trusts ...................................................................................................................
Underwriting ...............................................................................................................
Remittances ................................................................................................................
Global custody ............................................................................................................
Insurance .....................................................................................................................
Other ...........................................................................................................................
Fee income ..................................................................................................................
Less: fee expense ........................................................................................................
Net fee income ............................................................................................................
2013
US$m
3,581
2,673
2,455
1,907
1,388
1,157
891
866
849
698
551
2,957
19,973
(3,539)
16,434
2012
US$m
3,563
2,561
3,030
1,761
1,350
1,196
739
739
819
737
696
2,958
20,149
(3,719)
16,430
2011
US$m
3,670
2,753
3,955
1,749
1,711
1,103
657
578
770
751
1,052
2,748
21,497
(4,337)
17,160
Net fee income was broadly unchanged on a reported
basis and increased by US$207m on a constant
currency basis.
Fees from unit trusts grew, primarily in Hong
Kong, as we captured improved market sentiment
and strong customer demand. Fees from funds under
management increased, primarily in Europe and
Hong Kong, reflecting improved market conditions.
Fee income from credit facilities rose, mainly
in Europe in CMB.
Net trading income
Underwriting fees rose, notably in Europe and
Hong Kong, as client demand for equity and debt
capital financing increased and the collaboration
between CMB and GB&M strengthened.
These factors were partly offset by the sale of
the CRS business in North America, which led to
a reduction in cards and insurance fee income and
fee expenses. Fee income related to the sale fell
following the expiry of the majority of the transition
service agreements entered into during 2012. This is
reported in other fee income while associated costs
are reported in ‘Operating expenses’.
Trading activities ........................................................................................................
Ping An contingent forward sale contract11 ...............................................................
Net interest income on trading activities ....................................................................
Loss on termination of hedges ...................................................................................
Other trading income – hedge ineffectiveness:
– on cash flow hedges ...........................................................................................
– on fair value hedges ...........................................................................................
Non-qualifying hedges21 .............................................................................................
Net trading income22 ...................................................................................................
2013
US$m
6,921
(682)
2,047
(194)
22
65
511
8,690
2012
US$m
5,249
(553)
2,683
–
35
(27)
(296)
7,091
2011
US$m
4,873
–
3,223
–
26
(224)
(1,392)
6,506
For footnotes, see page 132.
Reported net trading income of US$8.7bn was
US$1.6bn higher than in 2012. On a constant
currency basis, income increased by US$1.8bn,
notably in Europe. Net income from trading
activities primarily arose from our Markets business
within GB&M, which recorded a resilient
performance during 2013.
The rise in net income from trading activities
was due in part to lower adverse foreign exchange
movements on assets held as economic hedges
55
of foreign currency debt designated at fair value.
These adverse movements offset favourable foreign
exchange movements on the foreign currency debt
which are reported in ‘Net expense from financial
instruments designated at fair value’. In addition,
we made foreign exchange gains of US$442m
on sterling debt issued by HSBC Holdings. We also
recorded a favourable debit valuation adjustment
(‘DVA’) of US$105m on derivative contracts,
compared with a net reported charge of US$385m in
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Report of the Directors: Financial Review (continued)
Financial summary > Group performance by income and expense item
2012, as a result of a change in estimation
methodology in respect of credit valuation
adjustments (‘CVA’s) of US$903m and a DVA of
US$518m, to reflect evolving market practices.
Net income from trading activities in Markets
also rose. Trading revenue in Credit grew driven
by revaluation gains from price appreciation on
assets in the legacy portfolio together with increased
customer activity. Foreign Exchange revenue rose
as a result of increased client demand for hedging
solutions, in part from increased collaboration,
although this was partly offset by margin
compression and reduced market volatility in the
second half of 2013. Equities revenue also grew,
from higher client flows and increased revaluation
gains in Europe, together with minimal fair value
movements on own credit spreads on structured
liabilities, compared with adverse fair value
movements in 2012.
liquidity intervention. Revenue in 2013 was also
affected by uncertainty regarding the tapering of
quantitative easing in the US.
During 2013, we reported adverse fair value
movements of US$682m compared with US$553m
in 2012 on the contingent forward sale contract
relating to Ping An in Rest of Asia-Pacific (see
Note 25 on the Financial Statements).
Net interest income from trading activities also
declined. This was driven by lower yields on debt
securities in part reflecting the downward movement
in interest rates.
In addition, net trading income was adversely
affected by losses of US$194m relating to the
termination of qualifying accounting hedges, mainly
in HSBC Finance Corporation (‘HSBC Finance’) of
US$199m, as a result of anticipated changes in
funding.
Rates trading income in 2012 included a charge
In 2013, there were favourable movements
following a change in the CVA methodology, as
noted above. In 2013, we won new client mandates
and reported smaller adverse fair value movements
on our credit spreads on structured liabilities. These
factors were broadly offset by reduced revenue as in
2012 we benefited from a significant tightening of
spreads on eurozone bonds following the ECB’s
on non-qualifying hedges compared with adverse
movements in 2012. In North America, we reported
favourable fair value movements on non-qualifying
hedges as US long-term interest rates increased,
compared with adverse fair value movements in
2012. There were also favourable fair value
movements on non-qualifying hedges in Europe,
compared with adverse movements in 2012.
Net income/(expense) from financial instruments designated at fair value
Net income/(expense) arising from:
– financial assets held to meet liabilities under insurance and
investment contracts .......................................................................................
– liabilities to customers under investment contracts ...........................................
– HSBC’s long-term debt issued and related derivatives .....................................
Change in own credit spread on long-term debt ...........................................
Other changes in fair value23 .........................................................................
– other instruments designated at fair value and related derivatives ....................
Net income/(expense) from financial instruments designated at fair value ..............
For footnote, see page 132.
2013
US$m
3,170
(1,237)
(1,228)
(1,246)
18
63
768
2012
US$m
2,980
(996)
(4,327)
(5,215)
888
117
(2,226)
2011
US$m
(933)
231
4,161
3,933
228
(20)
3,439
56
Assets and liabilities from which net income/(expense) from financial instruments designated at fair value arose
Financial assets designated at fair value at 31 December ..........................................
Financial liabilities designated at fair value at 31 December ....................................
Including:
Financial assets held to meet liabilities under:
– insurance contracts and investment contracts with DPF24 .................................
– unit-linked insurance and other insurance and investment contracts ................
Long-term debt issues designated at fair value ..........................................................
2013
US$m
38,430
89,084
10,717
25,423
75,278
2012
US$m
33,582
87,720
8,376
23,655
74,768
2011
US$m
30,856
85,724
7,221
20,033
73,808
For footnote, see page 132.
The accounting policies for the designation of
financial instruments at fair value and the treatment
of the associated income and expenses are described
in Notes 2i and 2b on the Financial Statements,
respectively.
The majority of the financial liabilities designated
at fair value are fixed-rate long-term debt issues, the
interest rate profile of which has been changed to
floating through swaps as part of a documented
interest rate management strategy. The movement
in fair value of these long-term debt issues and the
related hedges includes the effect of our credit spread
changes and any ineffectiveness in the economic
relationship between the related swaps and own
debt. As credit spreads widen or narrow, accounting
profits or losses, respectively, are booked. The size
and direction of the changes in the credit spread on
our debt and ineffectiveness, which are recognised
in the income statement, can be volatile from year to
year, but do not alter the cash flows expected as part
of the documented interest rate management strategy.
As a consequence, fair value movements arising
from changes in our own credit spread on long-term
debt and other fair value movements on the debt
and related derivatives are not regarded internally as
part of managed performance and are therefore not
allocated to global businesses, but are reported in
‘Other’. Credit spread movements on own debt
designated at fair value are excluded from underlying
results, and related fair value movements are not
included in the calculation of regulatory capital.
We reported net income from financial
instruments designated at fair value of US$768m
in 2013 compared with a net expense of US$2.2bn
in 2012. This included credit spread-related
movements in the fair value of our own long-term
debt, on which we experienced adverse fair value
movements of US$1.2bn in 2013 compared with
US$5.2bn in 2012. Adverse fair value movements
were less extensive in 2013 than in 2012 as HSBC
spreads tightened significantly in Europe and North
America, having widened during 2011.
Net income arising from financial assets held
to meet liabilities under insurance and investment
contracts increased reflecting higher net investment
returns in 2013 than in 2012. These returns reflected
favourable equity market movements in the UK and
France, partly offset by weaker equity market
performance and falling bond prices in Hong Kong
and lower net income on the bond portfolio in Brazil.
Investment gains or losses arising from equity
markets result in a corresponding movement in
liabilities to customers, reflecting the extent to which
unit-linked policyholders, in particular, participate in
the investment performance of the associated asset
portfolio. Where these relate to assets held to back
investment contracts, the corresponding movement
in liabilities to customers is also recorded under
‘Net income/(expense) from financial instruments
designated at fair value’. This is in contrast to gains
or losses related to assets held to back insurance
contracts or investment contracts with discretionary
participation features (‘DPF’), where the
corresponding movement in liabilities to customers
is recorded under ‘Net insurance claims incurred
and movement in liabilities to policyholders’.
Other changes in fair value reflected lower
favourable foreign exchange movements in 2013
than in 2012 on foreign currency debt designated at
fair value and issued as part of our overall funding
strategy (offset from assets held as economic hedges
in ‘Net trading income’), and higher adverse
movements due to hedging ineffectiveness in 2013.
57
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Report of the Directors: Financial Review (continued)
Financial summary > Group performance by income and expense item
Gains less losses from financial investments
Net gains/(losses) from disposal of:
– debt securities .....................................................................................................
– Ping An equity securities classified as available-for-sale11 ...............................
– other equity securities ........................................................................................
– other financial investments ................................................................................
Impairment of available-for-sale equity securities .....................................................
Gains less losses from financial investments .............................................................
2013
US$m
491
1,235
462
(1)
2,187
(175)
2,012
2012
US$m
781
–
823
5
1,609
(420)
1,189
2011
US$m
712
–
360
12
1,084
(177)
907
For footnote, see page 132.
Gains less losses from financial investments rose
by US$823m on a reported basis and by US$840m
on a constant currency basis.
This was driven by a significant increase in net
gains from the disposal of available-for-sale equity
securities in Rest of Asia-Pacific following the
completion of the sale of our remaining shareholding
in Ping An and an increase in disposal gains in
Principal Investments. These increases were partly
offset by the non-recurrence of gains in Hong Kong
from the sale of our shares in four Indian banks in
2012.
Net earned insurance premiums
The year on year decline in impairments on
available-for-sale equity securities also contributed
to the rise in gains less losses from financial
investments. This was driven by a reduction in
write downs in our Principal Investments business.
Net gains on the disposal of debt securities fell
as 2012 included significant gains on the sale of
available-for-sale government debt securities,
notably in Europe, arising from structural interest
rate risk management of the balance sheet.
Gross insurance premium income ..............................................................................
Reinsurance premiums ...............................................................................................
Net earned insurance premiums .................................................................................
2013
US$m
12,398
(458)
11,940
2012
US$m
13,602
(558)
13,044
2011
US$m
13,338
(466)
12,872
Net earned insurance premiums decreased by
US$1.1bn on a reported basis, and by US$1.0bn on
constant currency basis.
The reduction was primarily due to lower net
earned premiums in Europe, Latin America and
North America, partly offset by an increase in Hong
Kong.
In Europe, net earned premiums decreased,
mainly as a result of lower sales of investment
contracts with DPF in France. In addition, 2012
benefited from a number of large sales through
independent financial adviser channels which are
now in run off.
In Latin America, net earned premiums
decreased in Brazil due to lower sales of unit-linked
pension products, primarily as a result of changes
to the distribution channel. In addition, the sale of the
non-life business in Argentina in 2012 contributed
to the decrease.
The reduction in net earned premiums in North
America was due to the sale of our insurance
manufacturing business in the first half of 2013.
In Hong Kong, premium income increased as
a result of higher renewal premiums for insurance
contracts with DPF and unit-linked insurance
contracts, partly offset by lower sales of new
business in 2013 and the disposal of the non-life
business during 2012.
58
Gains on disposal of US branch network, US cards business and Ping An
Gains on disposal of US branch network ...................................................................
Gains on disposal of US cards business .....................................................................
Gains on disposal of Ping An11 ..................................................................................
2013
US$m
–
–
–
–
2012
US$m
864
3,148
3,012
7,024
2011
US$m
–
–
–
–
For footnote, see page 132.
In 2012, we made significant progress in exiting
non-strategic markets and disposing of businesses
and investments not aligned with the Group’s long-
term strategy. These included three major disposals:
•
•
•
In May 2012, HSBC USA Inc., HSBC Finance
and HSBC Technology and Services (USA) Inc.
sold their US Card and Retail Services business,
realising a gain on sale of US$3.1bn.
In May 2012, HSBC Bank USA, N.A. (‘HSBC
Bank USA’) sold 138 out of 195 branches,
primarily in upstate New York, realising a gain
of US$661m. In August 2012, it sold the
remaining 57 branches to the same purchaser,
realising a gain of US$203m.
In December 2012, HSBC Insurance Holdings
Limited and The Hongkong and Shanghai
Banking Corporation agreed to sell their entire
shareholdings in Ping An, representing 15.57%
of the issued share capital of Ping An, in two
Other operating income
tranches. The first tranche was completed
on 7 December 2012, at which point we ceased
to account for Ping An as an associate and
recognised a gain on disposal of US$3.0bn. The
remaining shareholding in respect of the second
tranche was recognised as a financial
investment.
The fixing of the sale price in respect of the
second tranche gave rise to a contingent forward sale
contract, for which there was an adverse fair value
movement of US$553m recorded in ‘Net trading
income’ in 2012. The disposal of our investment in
Ping An was completed in 2013. We realised a gain
of US$1.2bn, which was recorded in ‘Gains less
losses from financial investments’. This was partly
offset by the adverse fair value movement of
US$682m on the contingent forward sale contract
recorded in ‘Net trading income’, leading to a net
gain in the year of US$553m.
Rent received ..............................................................................................................
Gains/(losses) recognised on assets held for sale .......................................................
Gains on investment properties ..................................................................................
Gain on disposal of property, plant and equipment, intangible assets and
non-financial investments ......................................................................................
Gains arising from dilution of interest in Industrial Bank and other associates
and joint ventures ....................................................................................................
Gain on disposal of HSBC Bank (Panama) S.A. .......................................................
Change in present value of in-force long-term insurance business ...........................
Other ...........................................................................................................................
Other operating income ..............................................................................................
Change in present value of in-force long-term insurance business
Value of new business ................................................................................................
Expected return ...........................................................................................................
Assumption changes and experience variances .........................................................
Other adjustments .......................................................................................................
Change in present value of in-force long-term insurance business ...........................
2013
US$m
155
(729)
113
178
1,051
1,107
525
232
2,632
2013
US$m
924
(505)
88
18
525
2012
US$m
2011
US$m
210
485
72
187
–
–
737
409
217
55
118
57
208
–
726
385
2,100
1,766
2012
US$m
1,027
(420)
69
61
737
2011
US$m
943
(428)
(30)
241
726
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Report of the Directors: Financial Review (continued)
Financial summary > Group performance by income and expense item
Other operating income of US$2.6bn increased
by US$532m in 2013 on a reported basis and by
US$727m on a constant currency basis.
Reported other operating income included net
gains on the disposals and the reclassifications listed
on page 49 of US$2.2bn in 2013, principally relating
to an accounting gain arising from the
reclassification of Industrial Bank as a financial
investment following its issue of additional share
capital to third parties and a gain on the disposal of
our operations in Panama, compared with net gains
of US$736m in 2012.
On an underlying basis, which excludes the net
gains above, the results of disposed of operations
and the effects of foreign currency translation, other
operating income decreased. This was driven by
losses totalling US$424m on the sales of our CML
non-real estate personal loan portfolio and several
tranches of real estate secured loans, and a loss of
US$279m following the write-off of goodwill
relating to our GPB business in Monaco. In addition,
we recognised a loss of US$146m on the sale of the
HFC Bank UK secured loan portfolio in RBWM in
Europe. These factors were partly offset by higher
disposal and revaluation gains on investment
properties in Hong Kong.
There were lower favourable movements on
the present value of the in-force (‘PVIF’) long-term
insurance business asset compared with 2012.
This was largely due to lower values of new business
in Europe, Hong Kong and Rest of Asia-Pacific,
reflecting lower sales. Additionally, expected returns
increased due to the growth of the opening PVIF
asset year on year, particularly in Hong Kong and
Brazil.
These factors were partly offset by higher
favourable assumption changes in Hong Kong,
which exceeded the adverse experience and
assumption changes in Latin America. The lower
other PVIF movements in 2013 compared with 2012
were driven by Latin America, notably the
favourable effect of the recognition of a PVIF asset
in Brazil in 2012 which did not recur.
Net insurance claims incurred and movement in liabilities to policyholders
Insurance claims incurred and movement in liabilities to policyholders:
– gross ....................................................................................................................
– reinsurers’ share .................................................................................................
– net25 .....................................................................................................................
2013
US$m
13,948
(256)
13,692
2012
US$m
14,529
(314)
14,215
2011
US$m
11,631
(450)
11,181
For footnote, see page 132.
Net insurance claims incurred and movement in
liabilities to policyholders decreased by 4% on a
reported basis, and by 3% on a constant currency
basis.
The reduction largely reflected the decrease in
premiums, notably in Latin America, North America
and France, and included the effect of business
disposals described under ‘Net earned insurance
premiums’.
This reduction was partly offset by increases in
reserves attributable to increased renewal premiums
in Hong Kong and higher investment returns on the
assets held to support policyholder contracts where
the policyholder bears investment risk. These returns
reflected favourable equity market movements in
the UK and France, partly offset by weaker equity
market performance and falling bond prices in Hong
Kong and lower net income on the bond portfolio in
Brazil.
The gains or losses recognised on the financial
assets designated at fair value held to support these
insurance and investment contract liabilities are
reported in ‘Net income from financial instruments
designated at fair value’.
60
Loan impairment charges and other credit risk provisions
Loan impairment charges
New allowances net of allowance releases ............................................................
Recoveries of amounts previously written off .......................................................
Individually assessed allowances ...............................................................................
Collectively assessed allowances ...............................................................................
Impairment/(releases of impairment allowances) on available-for-sale
debt securities .........................................................................................................
Other credit risk provisions/(recoveries) ....................................................................
Loan impairment charges and other credit risk provisions ........................................
Impairment charges on loans and advances to customers as a percentage of
average gross loans and advances to customers ....................................................
2013
US$m
7,344
(1,296)
6,048
2,320
3,728
(211)
12
5,849
%
0.6
2012
US$m
9,306
(1,146)
8,160
2,139
6,021
99
52
2011
US$m
12,931
(1,426)
11,505
1,915
9,590
631
(9)
8,311
12,127
%
0.9
%
1.2
On a reported basis, loan impairment charges
and other credit risk provisions (‘LICs’) were
US$2.5bn lower than in 2012, decreasing in the
majority of regions, most notably in North America,
Europe and the Middle East and North Africa.
Underlying LICs declined by US$1.9bn to
US$5.8bn.
The percentage of impairment charges to
average gross loans and advances reduced to 0.6%
at 31 December 2013 from 0.9% at 31 December
2012.
On a constant currency basis, LICs fell by
US$2.3bn, a reduction of 28%. Collectively assessed
charges decreased by US$2.1bn while individually
assessed impairment charges increased by
US$198m. Credit risk provisions on available-for-
sale debt securities reflected net releases of
US$211m in 2013 compared with charges in 2012.
The fall in collectively assessed charges largely
arose in North America, in part due to improvements
in housing market conditions. In addition, the
decrease reflected lower lending balances, reduced
new impaired loans and lower delinquency levels
in the CML portfolio. This was partially offset
by increases in Latin America, principally in Mexico
due to higher collective impairments in RBWM. In
Brazil, improvements in credit quality were broadly
offset by higher charges from model changes and
assumption revisions for restructured loan portfolios
in RBWM and Business Banking in CMB.
The increase in individually assessed loan
impairment charges reflected higher levels of
impairment in Latin America, particularly on
exposures to homebuilders in Mexico and across
a number of corporate exposures in Brazil. These
were partly offset by releases in the Middle East and
North Africa, mainly in GB&M for a small number
of customers as a result of an overall improvement in
61
the loan portfolio compared with charges in 2012. In
Europe, higher provisions in GB&M were broadly
offset by decreases in CMB, mainly in the UK and
Greece.
The movement in credit risk provisions on
available-for-sale debt securities was largely in
GB&M as a result of net releases in Europe
compared with charges in 2012, and a credit risk
provision on an available-for-sale debt security in
2012 in Rest of Asia-Pacific.
In North America, LICs decreased by
US$2.3bn to US$1.2bn, mainly in the US, in part
due to improvements in housing market conditions.
In addition, the decrease reflected lower lending
balances from continued run-off and loan sales, and
lower levels of new impaired loans and delinquency
in the CML portfolio. US$322m of the decline in
loan impairment charges was due to the sale of the
CRS business in 2012. These factors were partly
offset by an increase of US$130m relating to a rise
in the estimated average period of time from a loss
event occurring to writing off real estate loans to
twelve months (previously a period of ten months
was used). In CMB, loan impairment charges
increased by US$77m, reflecting higher collectively
assessed charges in the US as a result of increased
lending balances in key growth markets and higher
individually assessed impairments on a small
number of exposures mainly in Canada.
In Europe, LICs decreased by 20% to
US$1.5bn. In the UK, GB&M reported net releases
of credit risk provisions on available-for-sale
asset-backed securities (‘ABS’s), compared with
impairment charges in 2012, offset in part by higher
individually assessed provisions. In addition, there
were lower loan impairment charges in CMB due
to lower collectively and individually assessed
provisions, and in RBWM due to lower collectively
assessed provisions reflecting recoveries from
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Report of the Directors: Financial Review (continued)
Financial summary > Group performance by income and expense item
debt sales. In other countries in Europe, lower
individually assessed impairment provisions in
Greece were partly offset by increases in Turkey,
where there was growth in unsecured lending in
RBWM and a rise in Spain, where the challenging
economic conditions continued to affect the market.
In the Middle East and North Africa, LICs
reflected a net release of US$42m compared
with a charge of US$282m in 2012. We recorded
provision releases, mainly in GB&M, for a small
number of UAE-related exposures, reflecting an
overall improvement in the loan portfolio compared
with charges in 2012. In addition, loan impairment
charges declined, due to lower individually assessed
loan impairments in the UAE in CMB, and lower
provisions in RBWM on residential mortgages
following a repositioning of the book towards higher
quality lending and improved property prices.
In Rest of Asia-Pacific, LICs decreased by
US$63m as 2012 included a large individually
assessed impairment of a corporate exposure in
Australia and a credit risk provision on an available-
for-sale debt security in GB&M. These factors were
partly offset by an increase in individually assessed
impairments in GB&M and CMB in a number of
countries across the region.
Operating expenses
In Latin America, LICs increased by
US$693m, primarily in Mexico due to specific
impairments in CMB relating to homebuilders
from a change in the public housing policy, and
higher collective impairments in RBWM as a result
of increased volumes and higher delinquency in
our unsecured lending portfolio. In Brazil, LICs
increased due to changes to the impairment model
and assumption revisions for restructured loan
account portfolios in RBWM and CMB, following
a realignment of local practices to Group standard
policy. LICs were also adversely affected by higher
specific impairments in CMB across a number of
corporate exposures. These factors were partly offset
by improvements in credit quality in Brazil
following the modification of credit strategies in
previous years to mitigate rising delinquency rates.
LICs in Hong Kong were US$63m higher
due to a revision to the assumptions used in our
collective assessment models in RBWM and a rise
in individual impairment charges in CMB, although
these remained low. This was partly offset by
collective provision releases in CMB from lower
historical loss rates and individual impairment
releases in GB&M.
By expense category
Employee compensation and benefits ........................................................................
Premises and equipment (excluding depreciation and impairment) ..........................
General and administrative expenses .........................................................................
Administrative expenses .............................................................................................
Depreciation and impairment of property, plant and equipment ...............................
Amortisation and impairment of intangible assets .....................................................
Operating expenses .....................................................................................................
Staff numbers (full-time equivalents)
Geographical regions
Europe .........................................................................................................................
Hong Kong .................................................................................................................
Rest of Asia-Pacific ....................................................................................................
Middle East and North Africa ....................................................................................
North America ............................................................................................................
Latin America .............................................................................................................
2013
US$m
19,196
4,183
12,882
36,261
1,364
931
38,556
2013
68,334
28,367
85,334
8,618
20,871
42,542
2012
US$m
20,491
4,326
15,657
40,474
1,484
969
42,927
2011
US$m
21,166
4,503
12,956
38,625
1,570
1,350
41,545
At 31 December
2012
2011
70,061
27,742
85,024
8,765
22,443
46,556
74,892
28,984
91,051
8,373
30,981
54,035
254,066
260,591
288,316
charge for US AML, BSA, and OFAC investigations
of US$1.9bn, and a reduction in restructuring and
other related costs of US$369m. UK customer
redress programmes were also lower than in 2012.
These included:
Reported operating expenses of US$38.6bn were
US$4.4bn or 10% lower than 2012. On an
underlying basis, costs fell by 6%.
On a constant currency basis, operating
expenses in 2013 were US$3.7bn or 9% lower than
in 2012, primarily due to the non-recurrence of a
62
•
a charge for additional estimated redress for
possible mis-selling in previous years of
payment protection insurance (‘PPI’) policies
of US$756m (US$1.7bn in 2012);
• US$261m in respect of interest rate protection
products (US$586m in 2012); and
• US$149m in respect of wealth management
products.
• The provision for the UK customer
redress programmes at 31 December 2013 is
US$2.1bn
The business disposals, primarily the disposal of
the CRS business and the non-strategic branches in
the US in 2012, resulted in a lower cost base in
2013.
Excluding the above, expenses were US$808m
higher than in 2012. The UK bank levy charge of
US$904m in 2013 increased compared with
US$571m in 2012, mainly due to an increase in
its rate. In addition, operating expenses in both years
included adjustments relating to the prior
year charge for the UK bank levy (2013: US$12m
adverse adjustment; 2012: US$99m favourable
adjustment).
Litigation-related expenses increased primarily
due to a provision in respect of regulatory
investigations in GPB, Madoff related litigation
costs in GB&M, and a customer remediation
provision connected with our former CRS business.
During 2013:
• we increased our investment in digital and
wealth management capabilities in RBWM;
•
•
in CMB we continued our ongoing expansion
into the large corporate market in the US; and
increased investment spend on regulatory
requirements particularly through the Global
Standards programme.
In addition, other costs rose due to higher
operational expenses in part driven by general
inflationary pressures including wage inflation
across the Group and rental costs in Hong Kong and
Rest of Asia-Pacific. Cost growth in the Middle East
and North Africa resulted from a customer redress
programme in RBWM relating to fees charged on
overseas credit card transactions, the acquisition of
the Lloyds business in the UAE in 2012 and the
merger with Oman International Bank S.A.O.G.
(‘OIB’). Operating expenses also increased in Hong
Kong and North America as a result of changes to
the recognition of pension costs.
These cost increases were in part offset by
further sustainable cost savings of US$1.5bn from
our ongoing organisational effectiveness
programmes. In addition, we recorded an accounting
gain of US$430m from changes in delivering ill-
health benefits to certain employees in the UK (see
Note 7 on the Financial Statements).
The number of employees expressed in full-time
equivalent numbers (‘FTE’s) at the end of 2013 was
3% lower than at the end of 2012 due to sustainable
cost savings initiatives and business disposals.
Average staff numbers fell by 6% compared with
2012.
Cost efficiency ratios26
HSBC .........................................................................................................................
Geographical regions
Europe .........................................................................................................................
Hong Kong .................................................................................................................
Rest of Asia-Pacific ....................................................................................................
Middle East and North Africa ....................................................................................
North America ............................................................................................................
Latin America .............................................................................................................
Global businesses
Retail Banking and Wealth Management ..................................................................
Commercial Banking ..................................................................................................
Global Banking and Markets ......................................................................................
Global Private Banking ..............................................................................................
For footnote, see page 132.
2013
%
59.6
84.0
38.2
47.1
51.5
72.9
56.1
64.5
43.1
51.9
91.4
2012
%
62.8
108.4
39.0
42.7
48.0
60.8
58.7
58.4
45.9
54.2
67.6
2011
%
57.5
70.4
44.5
54.2
44.5
55.7
63.3
63.2
46.3
57.0
68.8
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Financial summary > Group performance by income and expense item / Consolidated balance sheet
Share of profit in associates and joint ventures
Associates
Bank of Communications Co., Limited .................................................................
Ping An Insurance (Group) Company of China, Ltd .............................................
Industrial Bank Co., Limited ..................................................................................
The Saudi British Bank ..........................................................................................
Other .......................................................................................................................
Share of profit in associates ........................................................................................
Share of profit in joint ventures ..................................................................................
Share of profit in associates and joint ventures ..........................................................
2013
US$m
1,878
–
–
403
5
2,286
39
2,325
2012
US$m
1,670
763
670
346
72
3,521
36
3,557
2011
US$m
1,370
946
471
308
126
3,221
43
3,264
The share of profit in associates and joint ventures
was US$2.3bn, a decrease of 35% compared with
2012 on both a reported and constant currency basis.
This was driven by the disposal of Ping An in 2012
and the reclassification in 2013 of Industrial Bank as
a financial investment.
The recognition of profits ceased from Ping An
following the agreement to sell our shareholding
in December 2012, and from Industrial Bank
following the issuance of additional share capital
to third parties in January 2013, which resulted in
our diluted shareholding being classified as a
financial investment. In addition, in 2013, we
recorded an impairment charge of US$106m on our
banking associate in Vietnam.
Our share of profit from BoCom rose as a result
of balance sheet growth and increased fee income,
partly offset by higher operating expenses and a rise
in loan impairment charges.
Tax expense
At 31 December 2013, we performed an
impairment review of our investment in BoCom and
concluded that it was not impaired at the year end,
based on our value in use calculation (see Note 21
on the Financial Statements for further details). In
future years, the value in use will remain relatively
stable if the current calculation assumptions remain
broadly the same. However, it is expected that the
carrying amount will increase in 2014 due to
retained profits earned by BoCom. At the point
where the carrying amount exceeds the value in use,
the carrying amount would be reduced to equal value
in use, with a corresponding reduction in income,
unless the market value has increased to a level
above the carrying amount.
Profits from The Saudi British Bank rose,
reflecting strong lending growth and effective cost
management.
Profit before tax ..........................................................................................................
Tax expense ................................................................................................................
Profit after tax .............................................................................................................
Effective tax rate .........................................................................................................
2013
US$m
22,565
(4,765)
17,800
21.1%
2012
US$m
20,649
(5,315)
15,334
25.7%
2011
US$m
21,872
(3,928)
17,944
18.0%
The effective tax rate for 2013 of 21.1% was lower
than the UK corporation tax rate of 23.25%.
investigations into past inadequate compliance with
anti-money laundering and sanction laws.
The lower effective tax rate reflected the
geographical distribution of our profit, the non-
taxable gain on profits resulting from the
reclassification of our holding in Industrial Bank as a
financial investment and the disposal of our
operations in Panama and our investment in Ping An.
The tax expense decreased by US$0.6bn to
US$4.8bn despite a US$2.0bn increase in accounting
profit before tax, due to the combination of benefits
noted above and because the 2012 tax expense
included the non-tax deductible effect of fines and
penalties paid as part of the settlement of
In 2013, the tax borne and paid by the Group to the
relevant tax authorities, including tax on profits, bank
levy and employer-related taxes, was US$8.6bn (2012:
US$9.3bn). The amount differs from the tax charge
reported in the income statement due to indirect taxes
such as VAT and the bank levy included in pre-tax
profit, and the timing of payments.
We also play a major role as tax collector for
governments in the jurisdictions in which we operate.
Such taxes include employee-related taxes and taxes
withheld from payments to deposit holders. In 2013,
we collected US$8.8bn (2012: US$8.5bn).
64
Consolidated balance sheet
Five-year summary consolidated balance sheet
ASSETS
Cash and balances at central banks .............................................
Trading assets ..............................................................................
Financial assets designated at fair value .....................................
Derivatives ...................................................................................
Loans and advances to banks ......................................................
Loans and advances to customers27 .............................................
Financial investments ..................................................................
Assets held for sale ......................................................................
Other assets ..................................................................................
2013
US$m
166,599
303,192
38,430
282,265
211,521
1,080,304
425,925
4,050
159,032
At 31 December
2012
US$m
141,532
408,811
33,582
357,450
152,546
997,623
421,101
19,269
160,624
2011
US$m
129,902
330,451
30,856
346,379
180,987
940,429
400,044
39,558
156,973
2010
US$m
57,383
385,052
37,011
260,757
208,271
958,366
400,755
1,991
145,103
2009
US$m
60,655
421,381
37,181
250,886
179,781
896,231
369,158
3,118
146,061
Total assets ..................................................................................
2,671,318
2,692,538
2,555,579
2,454,689
2,364,452
LIABILITIES AND EQUITY
Liabilities
Deposits by banks ........................................................................
Customer accounts .......................................................................
Trading liabilities .........................................................................
Financial liabilities designated at fair value ................................
Derivatives ...................................................................................
Debt securities in issue ................................................................
Liabilities under insurance contracts ...........................................
Liabilities of disposal groups held for sale .................................
Other liabilities ............................................................................
129,212
1,482,812
207,025
89,084
274,284
104,080
74,181
2,804
117,377
107,429
1,340,014
304,563
87,720
358,886
119,461
68,195
5,018
118,123
112,822
1,253,925
265,192
85,724
345,380
131,013
61,259
22,200
111,971
110,584
1,227,725
300,703
88,133
258,665
145,401
58,609
86
109,868
124,872
1,159,034
268,130
80,092
247,646
146,896
53,707
3
148,411
Total liabilities .............................................................................
2,480,859
2,509,409
2,389,486
2,299,774
2,228,791
Equity
Total shareholders’ equity ...........................................................
Non-controlling interests .............................................................
181,871
8,588
175,242
7,887
158,725
7,368
147,667
7,248
128,299
7,362
Total equity ..................................................................................
190,459
183,129
166,093
154,915
135,661
Total equity and liabilities ...........................................................
2,671,318
2,692,538
2,555,579
2,454,689
2,364,452
Five-year selected financial information
Called up share capital .................................................................
Capital resources28,29 ....................................................................
Undated subordinated loan capital ..............................................
Preferred securities and dated subordinated loan capital30 .........
9,415
194,009
2,777
48,114
9,238
180,806
2,778
48,260
8,934
170,334
2,779
49,438
8,843
167,555
2,781
54,421
8,705
155,729
2,785
52,126
Risk-weighted assets and capital ratios28
Risk-weighted assets ...................................................................
1,092,653
1,123,943
1,209,514
1,103,113
1,133,168
Core tier 1 ratio ............................................................................
Total capital ratio .........................................................................
Financial statistics
Loans and advances to customers as a percentage of
customer accounts ...................................................................
Average total shareholders’ equity to average total assets .........
Net asset value per ordinary share at year-end31 (US$) ..............
Number of US$0.50 ordinary shares in issue (millions) .............
Closing foreign exchange translation rates to US$:
US$1: £ ........................................................................................
US$1: € ........................................................................................
For footnotes, see page 132.
%
13.6
17.8
72.9
6.55
9.27
18,830
%
12.3
16.1
74.4
6.16
9.09
18,476
%
10.1
14.1
%
10.5
15.2
%
9.4
13.7
75.0
5.64
78.1
5.53
77.3
4.72
8.48
17,868
7.94
17,686
7.17
17,408
0.605
0.726
0.619
0.758
0.646
0.773
0.644
0.748
0.616
0.694
A more detailed consolidated balance sheet is contained in the Financial Statements on page 419.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Financial summary > Consolidated balance sheet
Movement in 2013
Total reported assets were US$2.7 trillion, 1% lower
than at 31 December 2012, on both a reported and
constant currency basis. Our balance sheet remains
strong, with a ratio of customer advances to
customer accounts of 72.9%.
During 2013, GB&M changed the way it
manages repo and reverse repo activities. This led
to an increase in 2013 in reverse repo agreements
classified as ‘Loans and advances to customers’ and
‘Loans and advances to banks’, and a decline in those
included in ‘Trading assets’. Similarly, there was an
increase in repo agreements classified in ‘Deposits
by banks’ and ‘Customer accounts’, with a decline in
‘Trading liabilities’. For further details of this change,
see page 68.
Loans and advances to customers grew by more
than US$34.2bn in 2013, notably in term and trade-
related lending to corporate and commercial
customers. Customer accounts increased by over
US$56.3bn in 2013. These movements exclude
reverse repo and repo transactions and the effect
of currency movements.
The following commentary is on a constant
currency basis.
Assets
Cash and balances at central banks increased by
17%, mainly in Europe, driven by the placement of
surplus funds reflecting growth in deposits in excess
of lending growth and, to a lesser extent, in North
America.
Trading assets decreased by US$110bn or 27%,
driven by a fall in reverse repos, reflecting the
change in the way GB&M manages these activities
noted above. Excluding this, trading assets were
broadly in line with December 2012 levels.
Financial assets designated at fair value
increased by 16%, in part due to favourable market
movements in our European insurance operations
coupled with higher investments from premium
income received during the year in our insurance
businesses, notably in Europe and Hong Kong.
Derivative assets decreased by 22%. Upward
movements in yield curves in major currencies led to
a decline in the fair value of interest rate contracts,
largely in Europe. In North America, declines in fair
values of interest rate contracts reflected the increase
in swap rates during the year and increased netting.
Loans and advances to banks rose by
US$61.4bn or 41%, including a US$56.4bn increase
66
in reverse repos reflecting the change in the way
GB&M manages these activities. Excluding this,
there was a US$5.0bn increase driven by higher
placements with financial institutions in Hong Kong
and Rest of Asia-Pacific.
Loans and advances to customers increased by
US$87.0bn or 9%, including a US$52.8bn rise in
reverse repo balances reflecting the change in the
way GB&M manages these activities, which mainly
affected balances in North America and the UK. We
reclassified over US$9.5bn of customer lending
balances mainly relating to our operations in Panama
and first lien mortgage portfolios in the US to
‘Assets held for sale’. These were subsequently
disposed of in the second half of the year.
Excluding these factors, customer lending
balances grew by US$44.0bn as continued demand
for financing led to a rise in term and trade-related
lending to CMB and GB&M customers in Hong
Kong and, to a lesser extent, in Rest of Asia-Pacific.
Commercial real estate and other property-related
lending also grew in Hong Kong and Rest of Asia-
Pacific. Residential mortgages remained broadly in
line with 2012. There was growth in Rest of Asia-
Pacific and, to a lesser extent, in Hong Kong,
although the rate of growth in Hong Kong fell in
the second half of the year. We also continued to
grow our portfolio in the UK, which reflected our
competitive offering. These factors were broadly
offset by the continued reduction in the US run-off
portfolio. In addition, in the UK there was an
increase in corporate overdraft balances, mainly
in GB&M that did not meet the criteria for netting,
with a corresponding rise in related customer
accounts.
Financial investments were broadly in line
with 2012 levels. We recorded net sales and
maturities of available-for-sale government debt
securities in North America. This was broadly
offset by an increase in Hong Kong due to net new
purchases, together with the re-classification of our
shareholding in Industrial Bank.
Assets held for sale decreased by 79%, driven
by the completion of the sales of our investment in
Ping An and of the non-real estate personal lending
portfolio in the US.
Liabilities
Deposits by banks rose by US$21.4bn or 20% and
included an increase of US$30.5bn relating to
repo balances, reflecting the change in the way
GB&M manages these activities. Excluding this,
balances fell in Europe and North America.
Customer accounts increased by US$148.6bn
or 11%. This included a rise in repo funding of
US$92.3bn reflecting the change in the way GB&M
manages these activities, which mainly affected
balances in North America and the UK. In addition,
we reclassified over US$6.5bn of deposit balances,
mainly relating to our operations in Panama, to
‘Liabilities of disposal groups held for sale’. These
were subsequently disposed of in the second half of
the year.
Excluding these factors, customer accounts
increased by US$63.4bn, driven by a rise in the
UK in RBWM reflecting customers’ continued
preference for holding higher balances in readily-
accessible current and savings accounts in the
uncertain economic environment. This was coupled
with higher balances in our Payments and Cash
Management business in GB&M and CMB. Current
accounts also grew in GB&M due to higher balances
that did not meet the netting criteria and an increase
in short-term deposits. In Hong Kong and Rest of
Asia-Pacific, customer accounts rose, mainly in
RBWM reflecting customer sentiment, but also in
CMB reflecting deposit campaigns in the final
quarter of the year. In North America, customer
accounts grew, driven by higher balances in our
CMB business although this was offset in part by
a fall in RBWM, due to re-pricing.
these activities. Excluding this, trading liabilities
increased by US$12.2bn driven by increases in
Europe, reflecting client demand and volumes.
Financial liabilities designated at fair value
remained broadly unchanged during 2013.
The reduction in the value of Derivative
liabilities was in line with that of ‘Derivative assets’
as the underlying risk is broadly matched.
Debt securities in issue fell by 12%. This was
driven by a net redemption in debt securities in issue
in Europe together with maturing debt that was not
replaced in the US as funding requirements declined
due to business disposals and the run-off of the CML
portfolio. These factors were partly offset by an
increase in Brazil as we substituted wholesale
customer deposits for medium-term loan notes.
Liabilities under insurance contracts rose
by 9% as a result of liabilities to policyholders
established for new business, largely written in
Hong Kong.
Liabilities of disposal groups held for sale
decreased by US$1.9bn, driven by the disposal
of non-strategic businesses in Latin America and
North America.
Equity
Trading liabilities decreased by US$102.1bn
or 33% and included a fall of US$114.3bn in repos
reflecting the change in the way GB&M manages
Total shareholders’ equity rose by 4%, primarily
driven by profits generated in the year, partly offset
by dividends paid.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Financial summary > Consolidated balance sheet
Reconciliation of reported and constant currency assets and liabilities
31 December 2013 compared with 31 December 2012
HSBC
Cash and balances at central banks ..
Trading assets ...................................
Financial assets designated at fair
value .............................................
Derivative assets ...............................
Loans and advances to banks ...........
Loans and advances to customers ....
Financial investments .......................
Assets held for sale ...........................
Other assets .......................................
31 Dec 12
as
reported
US$m
Currency
translation
adjustment32
US$m
31 Dec 12
at 31 Dec 13
exchange
rates
US$m
141,532
408,811
33,582
357,450
152,546
997,623
421,101
19,269
160,624
565
4,379
(372)
6,480
(2,420)
(4,367)
(3,132)
(303)
3,215
142,097
413,190
33,210
363,930
150,126
993,256
417,969
18,966
163,839
31 Dec 13
as
reported
US$m
166,599
303,192
38,430
282,265
211,521
1,080,304
425,925
4,050
159,032
Total assets .......................................
2,692,538
4,045
2,696,583
2,671,318
Deposits by banks .............................
Customer accounts ............................
Trading liabilities ..............................
Financial liabilities designated at
fair value .......................................
Derivative liabilities .........................
Debt securities in issue .....................
Liabilities under insurance contracts
Liabilities of disposal groups held
for sale ..........................................
Other liabilities .................................
107,429
1,340,014
304,563
87,720
358,886
119,461
68,195
5,018
118,123
339
(5,801)
4,605
1,155
6,815
(1,088)
115
(280)
(1,594)
107,768
1,334,213
309,168
129,212
1,482,812
207,025
88,875
365,701
118,373
68,310
4,738
116,529
89,084
274,284
104,080
74,181
2,804
117,377
Total liabilities ..................................
2,509,409
4,266
2,513,675
2,480,859
Total shareholders’ equity ................
Non-controlling interests ..................
175,242
7,887
Total equity .......................................
183,129
(463)
(43)
(506)
174,779
7,844
182,623
181,871
8,588
190,459
Total equity and liabilities ................
2,692,538
3,760
2,696,298
2,671,318
Reported
change
%
Constant
currency
change
%
18
(26)
14
(21)
39
8
1
(79)
(1)
(1)
20
11
(32)
2
(24)
(13)
9
(44)
–
(1)
4
9
4
(1)
17
(27)
16
(22)
41
9
2
(79)
(3)
(1)
20
11
(33)
–
(25)
(12)
9
(41)
1
(1)
4
9
4
(1)
For footnote, see page 132.
In 2013, GB&M changed the way it manages
repo and reverse repo activities in the Credit and
Rates businesses, which were previously being
managed in a trading environment. During the year,
the repo and reverse repo business activities were
organised into trading and non-trading portfolios,
with separate risk management procedures. This
resulted in an increase in the amount of reverse repos
classified as ‘Loans and advances to customers’ and
‘Loans and advances to banks’, and a decline in
the amount classified as ‘Trading assets’ at
31 December 2013, compared with previous year-
ends. Similarly, at 31 December 2013 there was an
increase in the amount of repos classified as
‘Customer accounts’ and ‘Deposits by banks’, with a
decline in the amount classified as ‘Trading
liabilities’, compared with previous year-ends. The
increase in amortised cost balances and the decrease
in trading balances primarily occurred in Europe and
North America, specifically the UK and the US.
The impact of repos and reverse repos on the
balance sheet is set out in the table below. The table
also provides a combined view of customer lending
and customer deposits which, by taking into account
loans and advances to customers and customer
account balances reported as held for sale, more
accurately reflects the overall size of our lending
and deposit books.
68
Combined view of lending and deposits
Customers – amortised cost
Loans and advances to customers ..............................................................................
– loans and other receivables ................................................................................
– reverse repos ........................................................................................................
Loans and advances to customers reported in ‘Assets held for sale’33 ......................
2013
US$m
1,080,304
992,089
88,215
1,703
2012
US$m
Change
%
997,623
962,972
34,651
6,124
Combined customer lending .......................................................................................
1,082,007
1,003,747
Customer accounts ......................................................................................................
– cash deposits and other accounts .......................................................................
– repos ....................................................................................................................
Customer accounts reported in ‘Liabilities of disposal groups held for sale’ ...........
1,482,812
1,361,297
121,515
2,187
1,340,014
1,311,396
28,618
2,990
Combined customer deposits ......................................................................................
1,484,999
1,343,004
Banks – amortised cost
Loans and advances to banks .....................................................................................
– loans and other receivables ................................................................................
– reverse repos ........................................................................................................
Deposits by banks .......................................................................................................
– cash deposits and other accounts .......................................................................
– repos ....................................................................................................................
Customers and banks – fair value
Trading assets – reverse repos ....................................................................................
– loans and advances to customers .......................................................................
– loans and advances to banks ...............................................................................
Trading liabilities – repos ...........................................................................................
– customer accounts ..............................................................................................
– deposits by banks ................................................................................................
211,521
120,046
91,475
129,212
86,507
42,705
10,120
7,180
2,940
17,421
9,611
7,810
152,546
117,085
35,461
107,429
95,480
11,949
118,681
73,666
45,015
130,223
103,483
26,740
8
3
155
(72)
8
11
4
325
(27)
11
39
3
158
20
(9)
257
(91)
(90)
(93)
(87)
(91)
(71)
For footnote, see page 132.
Financial investments
Balance Sheet Management ..............
Insurance entities ...............................
Structured entities ..............................
Principal investments .........................
Other ..................................................
At 31 December 2013
At 31 December 2012
Equity
securities
US$bn
Debt
securities
US$bn
–
–
0.1
2.7
6.3
9.1
314.4
46.4
22.6
–
33.4
416.8
Total
US$bn
314.4
46.4
22.7
2.7
39.7
425.9
Equity
securities
US$bn
Debt
securities
US$bn
–
–
–
2.9
2.9
5.8
293.4
43.4
24.7
−
53.8
415.3
Total
US$bn
293.4
43.4
24.7
2.9
56.7
421.1
The table above analyses the Group’s holdings
of financial investments by business activity. Further
information can be found in the following sections:
•
•
‘Balance Sheet Management’ (page 238) for a
description of the activities and an analysis of
third party assets in balance sheet management.
‘Risk management of insurance operations’
(page 249) includes an analysis of the financial
investments within our insurance operations by
the type of contractual liabilities that they back.
•
•
•
‘Structured entities’ (page 550) for further
information about the nature of securities
investment conduits in which the above
financial investments are held.
‘Equity securities classified as available for
sale’ (page 235) includes private equity holdings
and other strategic investments.
‘Other’ represents financial investments held in
certain locally managed treasury portfolios and
other GB&M portfolios held for specific
business activities.
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Report of the Directors: Financial Review (continued)
Financial summary > Consolidated balance sheet / Reconciliation of RoRWA measures
Customer accounts by country
Europe ......................................................................................................................................................
UK34 ..........................................................................................................................................................
France35 .....................................................................................................................................................
Germany ...................................................................................................................................................
Malta .........................................................................................................................................................
Switzerland ...............................................................................................................................................
Turkey .......................................................................................................................................................
Other .........................................................................................................................................................
At 31 December
2013
US$m
644,816
504,984
65,844
16,615
6,222
16,796
7,795
26,560
2012
US$m
555,009
426,144
55,578
15,611
5,957
20,211
7,629
23,879
Hong Kong ...............................................................................................................................................
365,993
346,208
Rest of Asia-Pacific .................................................................................................................................
Australia ....................................................................................................................................................
India ..........................................................................................................................................................
Indonesia ...................................................................................................................................................
Mainland China ........................................................................................................................................
Malaysia ....................................................................................................................................................
Singapore ..................................................................................................................................................
Taiwan ......................................................................................................................................................
Vietnam .....................................................................................................................................................
Other .........................................................................................................................................................
Middle East and North Africa
(excluding Saudi Arabia) ..........................................................................................................................
Egypt .........................................................................................................................................................
Qatar .........................................................................................................................................................
UAE ..........................................................................................................................................................
Other .........................................................................................................................................................
North America ........................................................................................................................................
US34 ...........................................................................................................................................................
Canada ......................................................................................................................................................
Bermuda ....................................................................................................................................................
Latin America .........................................................................................................................................
Argentina ..................................................................................................................................................
Brazil .........................................................................................................................................................
Mexico ......................................................................................................................................................
Panama ......................................................................................................................................................
Other .........................................................................................................................................................
182,626
19,812
11,549
5,865
40,579
17,139
43,988
12,758
2,426
28,510
38,683
7,401
2,861
18,433
9,988
196,495
135,531
48,065
12,899
54,199
4,468
24,353
23,975
−
1,403
183,621
20,430
10,415
6,512
35,572
17,641
47,862
12,497
2,147
30,545
39,583
7,548
2,704
18,448
10,883
149,037
90,627
47,049
11,361
66,556
5,351
30,144
22,724
5,940
2,397
Total ..........................................................................................................................................................
1,482,812
1,340,014
For footnotes, see page 132.
70
Reconciliation of RoRWA measures
Performance Management
We target a return on average ordinary shareholders’ equity
of 12%–15%. For internal management purposes we monitor
global businesses and geographical regions by pre-tax return
on RWAs, a metric which combines return on equity and
regulatory capital efficiency objectives.
In addition to measuring return on average risk-
weighted assets (‘RoRWA’) we measure our
performance internally using the non-GAAP
measure of underlying RoRWA, which is underlying
profit before tax as a percentage of average risk-
weighted assets adjusted for the effects of foreign
currency translation differences and business
disposals. Underlying RoRWA adjusts performance
for certain items which distort year-on-year
performance as explained on page 47.
We also present the non-GAAP measure of
underlying RoRWA adjusted for the effect of
operations which are not regarded as contributing to
the longer-term performance of the Group. These
include the run-off portfolios and the CRS business
which was sold in 2012.
The CRS average RWAs in the table below
represent the average of the associated operational
risk RWAs that were not immediately released on
disposal and have not already been adjusted as part
of the underlying RoRWA calculation. The 2012
pre-tax loss for CRS primarily relates to litigation
expenses incurred after the sale of the business that
have not been adjusted as part of the underlying
RoRWA calculation.
Reconciliation of underlying RoRWA (excluding run-off portfolios and Card and Retail Services)
Pre-tax
return
US$m
2013
Average
RWAs36
US$bn
RoRWA
37
%
2012
Average
Pre-tax
return
US$m
Reported ...........................................................
22,565
Underlying37 ....................................................
Run-off portfolios ............................................
Legacy credit in GB&M .............................
US CML and other38 ....................................
21,586
68
185
(117)
Card and Retail Services .................................
–
1,104
1,088
124
33
91
4
2.0
2.0
0.1
0.6
(0.1)
–
20,649
15,286
(1,624)
(274)
(1,350)
(150)
Underlying (excluding run-off portfolios
and Card and Retail Services) .....................
21,518
960
2.2
17,060
906
Reconciliation of reported and underlying average risk-weighted assets
RWAs36
US$bn
1,172
1,078
166
45
121
5
RoRWA
37
%
1.8
1.4
(1.0)
(0.6)
(1.1)
(3.0)
1.9
Average reported RWAs36 ..........................................................................................
Currency translation adjustment32 ..............................................................................
Acquisitions, disposals and dilutions ................................................................................
Average underlying RWAs36 ......................................................................................
For footnotes, see page 132.
Year ended 31 December
2013
US$bn
1,104
–
(16)
1,088
2012
US$bn
Change
%
1,172
(6)
(88)
1,078
(6)
1
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Financial summary > Critical accounting policies
Critical accounting policies
(Audited)
Introduction
The results of HSBC are sensitive to the accounting
policies, assumptions and estimates that underlie the
preparation of our consolidated financial statements.
The significant accounting policies are described in
Note 2 on the Financial Statements.
The accounting policies that are deemed critical
to our results and financial position, in terms of the
materiality of the items to which the policies are
applied and the high degree of judgement involved,
including the use of assumptions and estimation, are
discussed below.
Impairment of loans and advances
Our accounting policy for losses arising from the
impairment of customer loans and advances is
described in Note 2g on the Financial Statements.
Loan impairment allowances represent
management’s best estimate of losses incurred
in the loan portfolios at the balance sheet date.
Management is required to exercise judgement
in making assumptions and estimates when
calculating loan impairment allowances on both
individually and collectively assessed loans and
advances.
The largest concentration of collectively
assessed loan impairment allowances are in North
America, where they were US$3.8bn, representing
47% (2012: US$5.2bn; 54%) of the Group’s total
collectively assessed loan impairment allowances
and 25% of the Group’s total impairment
allowances. Of the North American collective
impairment allowances approximately 79%
(2012: 86%) related to the US CML portfolio.
The methods used to calculate collective
impairment allowances on homogeneous groups
of loans and advances that are not considered
individually significant are disclosed in Note 2g
on the Financial Statements. They are subject to
estimation uncertainty, in part because it is not
practicable to identify losses on an individual loan
basis because of the large number of individually
insignificant loans in the portfolio.
The estimation methods include the use of
statistical analyses of historical information,
supplemented with significant management
judgement, to assess whether current economic and
credit conditions are such that the actual level of
72
incurred losses is likely to be greater or less than
that suggested by historical experience. Where
changes in economic, regulatory or behavioural
conditions result in the most recent trends in
portfolio risk factors being not fully reflected in the
statistical models, risk factors are taken into account
by adjusting the impairment allowances derived
solely from historical loss experience.
Risk factors include loan portfolio growth,
product mix, unemployment rates, bankruptcy trends,
geographical concentrations, loan product features,
economic conditions such as national and local
trends in housing markets, the level of interest rates,
portfolio seasoning, account management policies
and practices, changes in laws and regulations, and
other influences on customer payment patterns.
Different factors are applied in different regions
and countries to reflect local economic conditions,
laws and regulations. The methodology and the
assumptions used in calculating impairment losses
are reviewed regularly in the light of differences
between loss estimates and actual loss experience.
For example, roll rates, loss rates and the expected
timing of future recoveries are regularly
benchmarked against actual outcomes to ensure
they remain appropriate.
During 2013, we reviewed the impairment
allowance methodology used for retail banking
and small business portfolios across the Group to
ensure that the assumptions used in our collective
impairment assessment models continue to
appropriately reflect the periods of time between
a loss event occurring, the discovery of the loss
event and the eventual write off. As a result of this
review, the collective impairment allowances were
increased by US$251m.
Where loans are individually assessed for
impairment, management judgement is required in
determining whether there is objective evidence that
a loss event has occurred and, if so, the measurement
of the impairment allowance. In determining
whether there is objective evidence that a loss event
has occurred, judgement is exercised in evaluating
all relevant information on indicators of impairment,
which is not restricted to the consideration of
whether payments are contractually past-due but
includes broader consideration of factors indicating
deterioration in the financial condition and outlook
of borrowers affecting their ability to pay. A higher
level of judgement is required for loans to borrowers
showing signs of financial difficulty in market
sectors experiencing economic stress, particularly
where the likelihood of repayment is affected by the
prospects for refinancing or the sale of a specified
asset. For those loans where objective evidence of
impairment exists, management determine the size
of the allowance required based on a range of factors
such as the realisable value of security, the likely
dividend available on liquidation or bankruptcy, the
viability of the customer’s business model and the
capacity to trade successfully out of financial
difficulties and generate sufficient cash flow to
service debt obligations.
Under certain specified conditions, we provide
loan forbearance to borrowers experiencing financial
difficulties by agreeing to modify the contractual
payment terms of loans in order to improve the
management of customer relationships, maximise
collection opportunities and, if possible, avoid
default or repossession. Where forbearance activities
are significant, higher levels of judgement and
estimation uncertainty are involved in determining
their effects on loan impairment allowances.
Judgements are involved in differentiating the credit
risk characteristics of forbearance cases, including
those which return to performing status following
renegotiation. Where collectively assessed loan
portfolios include significant levels of loan
forbearance, portfolios are segmented to reflect the
different credit risk characteristics of forbearance
cases, and estimates are made of the incurred losses
inherent within the forbearance portfolio segments at
the reporting date. Forbearance activities take place
in both retail and wholesale loan portfolios, but our
largest concentration is in the US, in HSBC
Finance’s CML portfolio.
The exercise of judgement requires the use of
assumptions which are highly subjective and very
sensitive to the risk factors, in particular to changes
in economic and credit conditions across a large
number of geographical areas. Many of the factors
have a high degree of interdependency and there
is no single factor to which our loan impairment
allowances as a whole are sensitive, though they are
particularly sensitive to general economic and credit
conditions in North America. For example, a 10%
increase in impairment allowances on collectively
assessed loans and advances in North America
would have increased loan impairment allowances
by US$0.4bn at 31 December 2013 (2012: US$0.5bn).
It is possible that the outcomes within the next
financial year could differ from the assumptions
used, and this could result in a material adjustment
to the carrying amount of loans and advances.
Goodwill impairment
Our accounting policy for goodwill is described in
Note 2p on the Financial Statements. Note 22 on the
Financial Statements lists our cash generating units
(‘CGU’s) by geographical region and global
business. HSBC’s total goodwill amounted to
US$21bn at 31 December 2013 (2012: US$21bn).
The review of goodwill for impairment reflects
management’s best estimate of the future cash flows
of the CGUs and the rates used to discount these
cash flows, both of which are subject to uncertain
factors as follows:
•
•
the future cash flows of the CGUs are sensitive
to the cash flows projected for the periods for
which detailed forecasts are available and to
assumptions regarding the long-term pattern
of sustainable cash flows thereafter. Forecasts
are compared with actual performance and
verifiable economic data, but they necessarily
reflect management’s view of future business
prospects at the time of the assessment; and
the rates used to discount future expected cash
flows are based on the costs of capital assigned
to individual CGUs and the rates can have a
significant effect on their valuation. The cost
of capital percentage is generally derived from a
Capital Asset Pricing Model, which incorporates
inputs reflecting a number of financial and
economic variables, including the risk-free
interest rate in the country concerned and a
premium for the risk of the business being
evaluated. These variables are subject to
fluctuations in external market rates and
economic conditions beyond our control and
are consequently subject to uncertainty and
require the exercise of significant judgement.
A decline in a CGU’s expected cash flows
and/or an increase in its cost of capital reduces the
CGU’s estimated recoverable amount. If this is
lower than the carrying value of the CGU, a charge
for impairment of goodwill is recognised in our
income statement for the year.
The accuracy of forecast cash flows is subject
to a high degree of uncertainty in volatile market
conditions. In such market conditions, management
retests goodwill for impairment more frequently than
annually to ensure that the assumptions on which the
cash flow forecasts are based continue to reflect
current market conditions and management’s best
estimate of future business prospects.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Financial summary > Critical accounting policies
During 2013, no impairment of goodwill was
Valuation of financial instruments
identified (2012: nil). In addition to the annual
impairment test which was performed as at 1 July
2013, management reviewed the current and expected
performance of the CGUs as at 31 December 2013
and determined that there was no indication of
impairment of the goodwill allocated to them, except
for the GPB – Europe CGU, for which reduced
forecast profitability triggered the re-testing of the
related goodwill as at 31 December 2013. Although
the results of the goodwill impairment testing for this
CGU are more sensitive to key assumptions used, the
re-test of the goodwill concluded that there was no
impairment.
Note 22 on the Financial Statements includes
details of the CGUs with significant balances of
goodwill, states the key assumptions used to assess
the goodwill in each of those CGUs for impairment
and provides a discussion of the sensitivity of the
carrying value of goodwill to changes in key
assumptions.
Interests in associates
Under the equity accounting method, investments
in associates are initially stated at cost, and are
adjusted thereafter for the post-acquisition change in
HSBC’s share of the net assets of the associate. An
investment in an associate is tested for impairment
when there is an indication that the investment may
be impaired. At 31 December 2013, the fair value of
HSBC’s investment in BoCom had been below the
carrying amount for approximately 20 months, apart
from a short period in 2013. The conclusion of the
impairment test, based on the assessment of the
value in use, was that the investment is not impaired.
The measurement of value in use involves
significant judgement in estimating the present
values of cash flows expected to arise from
continuing to hold the investment. Note 21 on the
Financial Statements includes detailed information
on HSBC’s investment in BoCom. It provides a
description of the key assumptions used in
estimating value in use, the sensitivity of the value
in use calculation to different assumptions and a
sensitivity analysis that shows the changes in key
assumptions that would reduce the excess of value
in use over the carrying amount (‘headroom’) to nil.
Our accounting policy for determining the fair value
of financial instruments is described in Note 2d on
the Financial Statements. The best evidence of fair
value is a quoted price for the instrument being
measured in an actively traded market. In the event
that the market for a financial instrument is not
active, a valuation technique is used. The majority
of valuation techniques employ only observable
market data and so the reliability of the fair value
measurement is high. However, certain financial
instruments are valued on the basis of valuation
techniques that include one or more significant
inputs that are unobservable. Valuation techniques
that rely to a greater extent on unobservable inputs
require a higher level of management judgement to
calculate a fair value than those based wholly on
observable inputs.
Valuation techniques used to calculate fair
values are discussed in Note 15 on the Financial
Statements. The main assumptions and estimates
which management consider when applying a model
with valuation techniques are:
•
•
•
the likelihood and expected timing of future cash
flows on the instrument. These cash flows are
estimated based on the terms of the instrument,
and judgement may be required when the ability
of the counterparty to service the instrument in
accordance with the contractual terms is in
doubt. Future cash flows may be sensitive to
changes in market rates;
selecting an appropriate discount rate for
the instrument. The determination of this rate
is based on an assessment of what a market
participant would regard as the appropriate
spread of the rate for the instrument over the
appropriate risk-free rate; and
judgement to determine what model to use to
calculate fair value in areas where the choice
of valuation model is particularly subjective,
for example, when valuing complex derivative
products.
When applying a model with unobservable
inputs, estimates are made to reflect uncertainties
in fair values resulting from a lack of market data
inputs, for example, as a result of illiquidity in
74
the market. For these instruments, the fair value
measurement is less reliable. Inputs into valuations
based on unobservable data are inherently uncertain
because there is little or no current market data
available from which to determine the level at
which an arm’s length transaction would occur
under normal business conditions. However, in
most cases there is some market data available
on which to base a determination of fair value,
for example historical data, and the fair values
of most financial instruments are based on some
market observable inputs even when unobservable
inputs are significant.
The fair values of financial assets and liabilities
of US$547bn (2012: US$718bn) and US$467bn
(2012: US$622bn), respectively, were determined
using valuation techniques and represented 53%
(2012: 60%) and 82% (2012: 83%), respectively, of
financial assets and liabilities measured at fair value.
The types and amounts of adjustments made in
determining the fair value of financial instruments
measured at fair value using valuation techniques,
and a sensitivity analysis of fair values for financial
instruments with significant unobservable inputs to
reasonably possible alternative assumptions, are
described in Note 15 on the Financial Statements.
Given the uncertainty and subjective nature
of valuing financial instruments at fair value, it is
possible that the outcomes in the next financial year
could differ from the assumptions used, and this
could result in a material adjustment to the carrying
amount of financial instruments measured at fair
value.
HSBC does not include a funding spread in the
discount rate applied to the fair value measurement
of uncollateralised derivatives. The application of
such a ‘funding fair value adjustment’ is under
consideration by the financial services industry,
although no consensus has yet emerged. In the
future, and possibly in 2014, HSBC may adopt a
‘funding fair value adjustment’ to reflect funding of
uncollateralised derivatives at rates other than
interbank offer rates.
Deferred tax assets
Our accounting policy for the recognition of deferred
tax assets is described in Note 2s on the Financial
Statements. The recognition of a deferred tax asset
relies on an assessment of the probability and
sufficiency of future taxable profits, future reversals
of existing taxable temporary differences and
ongoing tax planning strategies.
The most significant judgements concern the US
deferred tax asset, given the recent history of losses
in our US operations. The net US deferred tax asset
amounted to US$4.4bn or 59% (2012: US$4.6bn;
61%) of deferred tax assets recognised on the
Group’s balance sheet. These judgements take into
consideration the reliance placed on the use of tax
planning strategies.
The most significant tax planning strategy is
the retention of capital in our US operations to
ensure the realisation of the deferred tax assets. The
principal strategy involves generating future taxable
profits through the retention of capital in the US in
excess of normal regulatory requirements in order
to reduce deductible funding expenses or otherwise
deploy such capital or increase levels of taxable
income. Management expects that, with this strategy,
the US operations will generate sufficient future
profits to support the recognition of the deferred
tax assets. If HSBC Holdings were to decide not to
provide this ongoing support, the full recovery of the
deferred tax asset may no longer be probable and
could result in a significant reduction of the deferred
tax asset which would be recognised as a charge in
the income statement.
Provisions
The accounting policy for provisions is described in
Note 2w on the Financial Statements. Note 31 on the
Financial Statements discloses the major categories
of provisions recognised. The closing balance of
provisions amounted to US$5.2bn (2012:
US$5.3bn), of which US$1.8bn (2012: US$1.7bn)
related to legal proceedings and regulatory matters
and US$2.4bn (2012: US$2.4bn) related to customer
remediation.
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Report of the Directors: Financial Review (continued)
Financial summary > Critical accounting policies // Global businesses > Summary
Judgement is involved in determining whether
a present obligation exists and in estimating the
probability, timing and amount of any outflows.
Professional expert advice is taken on litigation
provisions, property provisions (including onerous
contracts) and similar liabilities.
Provisions for legal proceedings and regulatory
matters typically require a higher degree of
judgement than other types of provisions. When
matters are at an early stage, accounting judgements
can be difficult because of the high degree of
uncertainty associated with determining whether
a present obligation exists, and estimating the
probability and amount of any outflows that may
arise. As matters progress through various stages
of development, management and legal advisers
evaluate on an ongoing basis whether provisions
should be recognised and their estimated amounts,
revising previous judgements and estimates as
appropriate. At more advanced stages, it is typically
possible to make judgements and estimates around
a better defined set of possible outcomes. However,
such judgements can be very difficult and the
amount of any provision can be very sensitive
to the assumptions used. There could be a wide
range of possible outcomes for any pending legal
proceedings, investigations or inquiries. As a result,
it is often not practicable to quantify a range of
possible outcomes for individual matters. It is also
not practicable to meaningfully quantify ranges
of potential outcomes in aggregate for these types
of provisions because of the diverse nature and
circumstances of such matters and the wide range of
uncertainties involved. For a detailed description of
the nature of uncertainties and assumptions and the
effect on the amount and timing of possible cash
outflows on material matters, see Note 43 on the
Financial Statements.
Provisions for customer remediation also require
significant levels of estimation and judgement. The
amounts of provisions recognised depend on a
number of different assumptions, for example, the
volume of inbound complaints, the projected period
of inbound complaint volumes, the decay rate of
complaint volumes, the population identified as
systemically mis-sold and the number of policies
per customer complaint.
In view of the inherent uncertainties and the
high level of subjectivity involved in the recognition
and measurement of provisions, it is possible that
the outcomes in the next financial year could differ
from those on which management’s estimates are
based, resulting in materially different amounts of
provisions recognised and outflows of economic
benefits from those estimated by management for
the purposes of the 2013 Financial Statements.
76
Global businesses
Summary ..........................................................................
Products and services .......................................................
Retail Banking and Wealth Management ........................
Commercial Banking .......................................................
Global Banking and Markets ...........................................
Global Private Banking ...................................................
Other ................................................................................
Analysis by global business .............................................
77
79
81
84
87
90
92
94
Summary
HSBC reviews operating activity on a number of
bases, including by geographical region and by
global business.
The commentaries below present global
businesses followed by geographical regions
(page 96). Performance is discussed in this order
because certain strategic themes, business initiatives
and trends affect more than one geographical region.
Profit/(loss) before tax
All commentaries are on a constant currency basis
(page 47) unless stated otherwise, while tables are on
a reported basis.
Basis of preparation
The results of global businesses are presented in accordance
with the accounting policies used in the preparation of HSBC’s
consolidated financial statements. Our operations are closely
integrated and, accordingly, the presentation of global business
data includes internal allocations of certain items of income
and expense. These allocations include the costs of certain
support services and global functions, to the extent that these
can be meaningfully attributed to operational business lines.
While such allocations have been made on a systematic and
consistent basis, they necessarily involve some subjectivity.
Where relevant, income and expense amounts presented
include the results of inter-segment funding as well as inter-
company and inter-business line transactions. All such
transactions are undertaken on arm’s length terms.
The expense of the UK bank levy is included in the
Europe geographical region as HSBC regards the levy as a
cost of being headquartered in the UK. For the purposes of
the segmentation by global business, the cost of the levy is
included in ‘Other’.
Retail Banking and Wealth Management ................
Commercial Banking ...............................................
Global Banking and Markets ...................................
Global Private Banking ...........................................
Other39 ......................................................................
Total assets40
2013
US$m
6,649
8,441
9,441
193
(2,159)
%
29.5
37.4
41.8
0.9
(9.6)
2012
US$m
9,575
8,535
8,520
1,009
(6,990)
%
46.4
41.3
41.3
4.9
(33.9)
2011
US$m
4,270
7,947
7,049
944
1,662
%
19.6
36.3
32.2
4.3
7.6
22,565
100.0
20,649
100.0
21,872
100.0
Retail Banking and Wealth Management ...............................................................
Commercial Banking ..............................................................................................
Global Banking and Markets ..................................................................................
Global Private Banking ..........................................................................................
Other .......................................................................................................................
Intra-HSBC items ...................................................................................................
For footnotes, see page 132.
At 31 December
2013
2012
US$m
%
US$m
%
517,085
360,623
1,975,509
97,655
171,812
(451,366)
19.4
13.5
74.0
3.7
6.4
(17.0)
536,244
363,659
1,942,470
118,440
201,741
(470,016)
19.9
13.5
72.1
4.4
7.5
(17.4)
2,671,318
100.0
2,692,538
100.0
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Report of the Directors: Financial Review (continued)
Global businesses > Summary / Products and services
Risk-weighted assets
Retail Banking and Wealth Management ...............................................................
Commercial Banking ..............................................................................................
Global Banking and Markets ..................................................................................
Global Private Banking ..........................................................................................
Other .......................................................................................................................
At 31 December
2013
US$bn
233.5
391.7
422.3
21.7
23.5
%
21.4
35.8
38.6
2.0
2.2
2012
US$bn
276.6
397.0
403.1
21.7
25.5
%
24.6
35.3
35.9
1.9
2.3
1,092.7
100.0
1,123.9
100.0
Selected items included in profit before tax by global business
The table below shows the gain or loss on disposal
or dilution and any associated gain or loss on
reclassification or impairment recognised in the year
incurred, and the operating profit or loss of the
acquired, disposed of or diluted subsidiaries,
associates, joint ventures and businesses which are
eliminated from underlying results so that results can
be viewed on a like-for-like basis.
Acquisitions, disposals and dilutions41
Retail Banking and Wealth Management .................................................................................................
Commercial Banking ................................................................................................................................
Global Banking and Markets ....................................................................................................................
Global Private Banking ............................................................................................................................
Other39 .......................................................................................................................................................
2013
US$m
264
541
404
1
1,015
2,225
2012
US$m
5,565
922
516
57
3,106
10,166
For footnotes, see page 132.
Principal RBWM business
The Principal RBWM business measure excludes the
effects of the US run-off portfolio and the disposed
of US CRS business. We believe that looking at the
Principal RBWM business without the run-off and
disposed of businesses allows management to more
clearly discuss the cause of material changes from
year-to-year in the ongoing business and to assess
the factors and trends in the business which are
anticipated to have a material effect in future years.
Tables which reconcile reported RBWM financial
measures to Principal RBWM financial measures are
provided in the Form 20-F filed with the SEC, which
is available on www.hsbc.com.
78
Products and services
Retail Banking and Wealth Management
RBWM serves over 50 million personal customers.
We take deposits and provide transactional banking
services to enable customers to manage their day-to-
day finances and save for the future. We selectively
offer credit facilities to assist customers in their short
or longer-term borrowing requirements; and we
provide financial advisory, broking, insurance and
investment services to help them to manage and protect
their financial futures.
We develop products designed to meet the needs
of specific customer segments, which may include a
range of different services and delivery channels.
•
•
•
Typically, customer offerings include:
liability-driven services: deposits and account
services;
asset-driven services: credit and lending, both
secured and unsecured; and
fee-driven and other services: financial advisory,
broking, life insurance manufacturing and asset
management.
Total RBWM comprises our Principal RBWM
business and the US run-off portfolio.
Commercial Banking
Our CMB business is segmented into large corporates,
mid-market companies and Business Banking. This
allows us to provide an appropriate level of support to
companies with more sophisticated needs and SMEs as
they grow both domestically and internationally, and
ensures a clear focus on internationally aspirant
customers.
We place particular emphasis on international
connectivity to meet the needs of our business
customers. We aim to be recognised as the leading
international trade and business bank by focusing
on faster-growing markets, repositioning towards
international business and enhancing collaboration
across the Group. This will be underpinned by
reducing complexity and operational risk and driving
efficiency gains through adopting a global operating
model.
We deliver services through four principal channels: branches,
self-service terminals, telephone service centres and digital
(internet and mobile). Customers can transact with the bank via
a combination of these channels, through the following
offerings:
• HSBC Premier: we provide preferential banking services
and global recognition to our mass affluent customers and
their immediate families with a dedicated relationship
manager, specialist wealth advice and tailored solutions.
Customers can access emergency travel assistance, priority
telephone banking and an online ‘global view’ of their
Premier accounts around the world.
• HSBC Advance: we provide a range of preferential
products and services to simplify the banking needs of
customers and to help them manage and plan their money to
achieve their financial goals and ambitions.
• Wealth Solutions & Financial Planning: a financial
planning process designed around individual customer needs
to help our clients to protect, grow and manage their wealth
through investment and wealth insurance products
manufactured by Global Asset Management, Markets and
HSBC Insurance and by selected third-party providers.
• Basic banking: we increasingly provide globally
standardised but locally delivered, reliable, easy to
understand, good-value banking products and services using
global product platforms and globally set service standards.
• Credit and Lending: we offer a broad range of domestic
and cross-border financing, including overdrafts, corporate
cards, term loans and syndicated, leveraged, acquisition and
project finance. Asset finance is also offered in selected
countries.
• Global Trade and Receivables Finance: we provide the
services and finance our clients need throughout the trade
cycle including; letters of credit, collections, guarantees;
receivables finance; supply chain solutions; commodity and
structured finance; and risk distribution. HSBC is supporting
the development of renminbi as a trade currency, with
renminbi capabilities in more than 50 markets.
• Payments and Cash Management: we are a leading
provider of domestic and cross-border payments, collections,
liquidity management and account services offering local,
regional and global solutions delivered via e-enabled
platforms designed to address the current and future needs of
our clients.
• Insurance and Investments: we offer business and
financial protection, trade insurance, employee benefits,
corporate wealth management and a variety of other
commercial risk insurance products in selected countries.
• GB&M: our CMB franchise represents a key client base for
GB&M products and services, including foreign exchange
and interest rate products, together with capital raising on
debt and equity markets and advisory services.
79
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Report of the Directors: Financial Review (continued)
Global businesses > Products and services / RBWM
GB&M is managed within the following framework:
• Client Coverage contains relationship managers organised
by sector, region and country who work to understand client
needs and provide holistic solutions by bringing together
HSBC’s broad array of product capabilities.
• Markets provides sales and trading services which are
categorised as follows:
- Credit and Rates sell, trade and distribute fixed income
securities to clients including corporates, financial
institutions, sovereigns, agencies and public sector issuers.
They also offer clients risk management solutions.
- Foreign Exchange provides spot and derivative products
to meet the investment demands of institutional investors,
the hedging needs of SMEs, MMEs and large corporates in
GB&M and CMB, and the needs of RBWM customers in
our branches. Foreign Exchange trades on behalf of clients
in over 90 currencies.
- Equities provides sales and trading services for clients,
including direct market access and financing and hedging
solutions.
• Capital Financing offers financing and advisory services.
Products include debt and equity capital raising, advisory,
corporate lending, leveraged finance, asset and structured
finance, real estate, infrastructure and project finance, and
export credit.
• Payments and Cash Management products include non-
retail deposit taking and international, regional and domestic
payments and cash management services.
• Securities Services provides custody and clearing services
to corporate and institutional clients and funds administration
to both domestic and cross-border investors.
• Global Trade and Receivables Finance provides trade
services for our clients.
• Balance Sheet Management is responsible for the
management of liquidity and funding. It also manages
structural interest rate positions within the Markets limit
structure.
• Private Banking services comprise multicurrency and
fiduciary deposits, account services, and credit and specialist
lending. GPB also accesses HSBC’s universal banking
capabilities to offer products and services such as credit
cards, internet banking, and corporate and investment
banking solutions.
• Investment Management comprises advisory and
discretionary investment services, as well as brokerage
across asset classes. This includes a complete range of
investment vehicles, portfolio management, securities
services and alternatives.
• Private Trust Solutions comprise trusts and estate
planning, designed to protect wealth and preserve it for
future generations through structures tailored to meet the
individual needs of each client.
Global Banking and Markets
GB&M provides tailored financial solutions to major
government, corporate and institutional clients
worldwide. Managed as a global business with regional
oversight, GB&M operates a long-term relationship
management approach to build a full understanding
of clients’ financial requirements. Sector-focused
client service teams comprising relationship managers
and product specialists develop financial solutions
to meet individual client needs. With a presence in
over 60 countries/territories and access to HSBC’s
worldwide presence and capabilities, this business
serves subsidiaries and offices of our clients on a
global basis.
In August 2013, GB&M was reshaped to
more effectively focus resources on clients and
enhance relationships, and to better capture growth
opportunities which create greater value for our
clients and our shareholders.
Global Private Banking
GPB provides investment management and trustee
solutions to high net worth individuals and their
families in the Group’s priority markets. We aim
to meet the needs of our clients by providing excellent
customer service and offering a comprehensive suite
of solutions.
Drawing on the strength of the HSBC Group and
the most suitable products from the marketplace, we
work with our clients to provide solutions to grow,
manage, and preserve wealth for today and for the
future.
80
Retail Banking and Wealth Management
Review of performance
RBWM provides banking and wealth
management services for our personal
customers to help them secure their
future prosperity and realise their
ambitions.
Net interest income ..........
Net fee income .................
Other income7 ..................
2013
US$m
18,339
7,021
1,380
2012
US$m
20,298
7,205
6,358
2011
US$m
24,101
8,226
1,206
Net operating income4 ....
26,740
33,861
33,533
LICs42 ...............................
(3,227)
(5,515)
(9,319)
Net operating income ....
23,513
28,346
24,214
Total operating expenses ..
(17,248)
(19,769)
(21,202)
•
Operating profit .............
6,265
8,577
Income from associates43 .
384
Profit before tax .............
6,649
RoRWA36 .........................
2.6%
998
9,575
3.1%
3,012
1,258
4,270
1.2%
77%
of profit before tax from
Hong Kong, Rest of Asia-Pacific, Latin America
and Middle East and North Africa
Managing the US run-off portfolio
releasing over US$28bn of RWAs
Best Wealth Management Firm
(Banker Middle East Industry Awards, 2013)
Strategic direction
RBWM provides retail banking and wealth management services
for personal customers in markets where we have, or can build,
the scale in our target customer segments to do so cost effectively.
We focus on three strategic imperatives:
• building a consistent, high standard, customer needs-driven
wealth management service for retail customers drawing on
our Insurance and Asset Management businesses;
• leveraging global expertise to improve customer service and
productivity, to provide a high standard of banking solutions
and service to our customers efficiently; and
• simplifying and re-shaping the RBWM portfolio of businesses
globally, to focus our capital and resources on key markets.
Our three growth priorities are customer growth in target
segments, deepening customer relationships through wealth
management and relationship-led lending, and enhancing
distribution capabilities, including digital.
Implementing Global Standards, enhancing risk management
control models and simplifying processes also remain top
priorities for RBWM.
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
81
• RBWM reported profit before tax of US$6.6bn
compared with US$9.6bn in 2012 on a reported
basis and US$9.5bn on a constant currency
basis. The decrease arose from lower net gains
on sale, most notably following the sale of the
CRS business and US branches (US$3.7bn) in
2012, and the absence of profits from non-
strategic businesses sold or closed in that year,
including Ping An.
• On an underlying basis, profit before tax
increased by US$2.4bn, driven by a fall in loan
impairment charges in the US run-off portfolio.
In addition, operating expenses declined, mainly
driven by a reduction in customer redress
provisions in the UK.
In the US run-off portfolio, the loss before
tax decreased due to lower loan impairment
charges reflecting improvements in housing
market conditions, decreased lending balances,
reduced new impaired loans and lower
delinquency levels. Revenue reduced, reflecting
lower average lending balances from the
continued run-off of the CML portfolio, losses
on early termination of cash flow hedges and
portfolio disposals. These factors were partly
offset by favourable movements in the fair value
of non-qualifying hedges in HSBC Finance of
US$315m, compared with adverse movements
of US$227m in 2012.
The commentary that follows reflects performance in our
Principal RBWM business (see page 78).
• Profit before tax fell by US$208m, reflecting
lower net gains on sale of our non-strategic
operations and the reduction in profit following
these disposals. This was largely offset by a
decrease in operating expenses which reflected
lower customer redress provisions in the UK
and sustainable cost savings resulting from our
organisational effectiveness programmes.
• Revenue declined by 4% reflecting lower net
gains on sale of our non-strategic operations
(most notably the US branches), the loss on sale
of the HFC Bank UK secured lending portfolio
and the consequent reduction in operating
revenue. Excluding these, revenue grew by 1%,
mainly in Hong Kong and Europe.
• Net interest income increased by 1% despite
lower revenue from businesses that had been
disposed of or closed since the beginning of
2012. The increase was driven by improved
mortgage spreads and growth in mortgage
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Report of the Directors: Financial Review (continued)
Global businesses > RBWM
RBWM – profit/(loss) before tax
US
Prin-
run-off
port-
cipal
folio RBWM
US$m US$m US$m US$m
US
CRS
Total
RBWM
2013
Net interest income ..... 18,339
Net fee income ............
7,021
Other income/
(expense)7 .................
1,380
Net operating
income4 .................... 26,740
LICs42 ..........................
(3,227)
Net operating income 23,513
Total operating
expenses ................... (17,248)
Operating profit/(loss)
Income/(expense) from
associates43 ...............
6,265
384
Profit/(loss) before tax
6,649
RoRWA36 .................... 2.6%
2012
Net interest income ..... 20,298
Net fee income ............
7,205
Other income/
–
–
–
–
–
–
–
–
–
–
–
2,061 16,278
7,010
11
(400)
1,780
1,672 25,068
(705)
(2,522)
967 22,546
(1,166) (16,082)
(199)
6,464
(1)
385
(200)
6,849
(0.2%) 4.4%
1,267
395
2,563
33
16,468
6,777
(expense)7 .................
6,358
3,155
(200)
3,403
Net operating income4 . 33,861
4,817
2,396 26,648
LICs42 ..........................
(5,515)
(322)
(2,569)
(2,624)
Net operating income/
(expense) .................. 28,346
4,495
(173) 24,024
Total operating
expenses ................... (19,769)
(729)
(1,103) (17,937)
Operating profit/(loss)
Income from
associates43 ...............
8,577
3,766
(1,276)
6,087
998
–
2
996
Profit/(loss) before tax
9,575
3,766
(1,274)
7,083
RoRWA36 .................... 3.1% 14.7% (1.1%)
4.2%
2011
Net interest income ..... 24,101
Net fee income/
4,128
2,990
16,983
(expense) ..................
8,226
1,273
(49)
7,002
Other income/
(expense)7 .................
1,206
61
(1,196)
2,341
Net operating income4 33,533
5,462
1,745
26,326
LICs42 ..........................
(9,319)
(1,600)
(4,982)
(2,737)
Net operating income/
(expense) .................. 24,214
3,862
(3,237) 23,589
Total operating
expenses ................... (21,202)
(1,801)
(1,238) (18,163)
Operating profit/(loss)
Income from
associates43 ...............
3,012
2,061
(4,475)
5,426
1,258
–
3
1,255
Profit/(loss) before tax
4,270
2,061
(4,472)
6,681
RoRWA36 .................... 1.2% 3.9% (3.3%)
4.0%
For footnotes, see page 132.
82
balances in Hong Kong, the UK and France,
although the rate of balance growth in Hong
Kong began to slow in 2013 as transaction
volumes in the property market reduced. In
Hong Kong, the increase was also driven by
growth in the insurance investment portfolio.
Deposit balances increased, particularly in the
UK and Hong Kong, though the benefit was
more than offset by deposit spread compression,
particularly in Hong Kong, reflecting the
sustained low interest rate environment.
• Net fee income grew by 5%, primarily due to
higher sales of investment products in Hong
Kong, where growth in unit trusts and brokerage
income was driven by favourable market
sentiment and strong customer demand. This
was supported by increased foreign exchange
revenue in the UK and higher management
fees reflecting growth in average assets under
management, most notably in North America
and Hong Kong.
• Other income declined by US$1.5bn as a result
of portfolio rationalisations and other items
described above. The decline also reflected a
fall in sales of manufactured insurance products,
which led to lower favourable value of new
business movements in the PVIF asset in Europe,
Hong Kong and Rest of Asia-Pacific. Lower
favourable PVIF movements also reflected the
non-recurrence of the recognition of a PVIF asset
in Brazil in 2012 and adverse experience and
assumption changes in Latin America in 2013.
• LICs increased by 1%, mainly driven by higher
collective provisions resulting from model
changes and assumption revisions for
restructured loans in Brazil and assumption
changes to our emergence period methodology
across all regions (see page 72). Impairments
also increased in Mexico and Turkey reflecting
higher lending balances. These increases were
largely offset by better underlying credit quality
in Brazil, improvements in housing market
conditions, and lower charge-offs in North
America and recoveries from debt sales in the
UK.
• Operating expenses decreased by US$1.4bn,
mainly as a result of lower customer redress
provisions in the UK of US$953m compared
with US$1.8bn in 2012, sustainable cost
savings of over US$300m from organisational
effectiveness programmes, and the disposal
and run-off of businesses in 2012 and 2013. In
addition, we recorded an accounting gain of
US$189m relating to changes in delivering ill-
•
health benefits in 2013. These were partly offset
by higher staff and premises costs in Latin
America and Hong Kong, driven by inflationary
pressures.
Income from associates and joint ventures
decreased following the disposal of our
associate Ping An in December 2012 and the
reclassification of Industrial Bank as a financial
investment in 2013. On an underlying basis,
income from associates rose, primarily
in BoCom reflecting balance sheet growth and
increased fee income, and in Hong Kong due to
the price appreciation of real estate properties.
Growth priorities
Grow in priority markets and deepen customer
relationships
• Our focus remains on growing the number
of customers in our target segments and serving
their domestic and international needs whilst de-
risking the overall portfolio. HSBC Premier
(‘Premier’) is our core retail Wealth offering, and
our strategy continues to be to grow the number
of customers in this segment and generate more
business from the existing client base. Growth
and development of this area represents a
significant opportunity and is key to reaching our
US$3bn incremental Wealth revenue target by
2016, of which US$0.9bn has been achieved to
date. In 2013, Wealth revenue of US$6.3bn
remained broadly unchanged, with favourable
investment sales in Hong Kong and higher
foreign exchange income in the UK and Hong
Kong being offset by lower insurance revenue,
mainly in Latin America.
• The total number of active customers in our
Principal RBWM business decreased by 5%
to 50.4m following business closures and
disposals, most notably the sale of the UK HFC
Bank lending portfolio and the business in
Panama. However, we made good progress in
refining and rebalancing the Premier portfolio
towards quality long-term sustainable
relationships and grew our Premier client base
in mainland China, Hong Kong, France and
Turkey. Overall, Premier customer numbers
remained broadly unchanged at 4.2m as new
account growth was offset by reclassification
of non-qualifying customers.
• At the beginning of the year we introduced a
new incentive plan for our Wealth Management
relationship managers (‘RM’s) globally. This
new plan removes the formulaic link between
product sales and variable pay and is instead
83
premised on RM activities that support meeting
customer needs, improving customer experience
and sales quality. This represents a significant
shift in our approach to remuneration and we
believe better aligns customer and staff interests,
with a focus on building total relationship
balances rather than product volume.
• We provide our customers with access to a range
of wealth management products and are able
to leverage HSBC Group-wide capabilities
in extending managed solutions, delivering
research, expanding renminbi offerings and
improving foreign exchange services online.
We are also increasing the number of senior
RMs dealing with our Premier customers to
improve client contact.
Distribution
• We continued to invest heavily in enhancing
our digital capabilities. The global mobile
application which was launched in the fourth
quarter of 2012 was deployed in 25 markets
by the end of 2013 as we migrated customers
to digital channels. This application was
downloaded by 2.5m customers, with over 1.1m
downloads in the fourth quarter of 2013 alone.
Benefits to customers include the ability to
engage in stock trading and foreign exchange
transactions, bill payment and fund transfers,
and increased options to purchase products with
improved speed and security.
• We deployed digital tools to our front-line staff
to raise financial planning standards and gain
a more detailed understanding of clients’
aspirations, risk appetites and investment
horizons. We invested significantly in our
Wealth Platform with the aim of improving both
RM efficiency and customer experience. We
rolled out tablet-based tools and applications to
RMs in France, UAE and Indonesia with plans
to deploy these in 6 further markets in 2014.
• We have made good progress in consolidating
our Internet Banking systems, reducing the
number from 59 to 41 with plans to implement a
global solution by the end of 2015. In the third
quarter of 2012, we launched the product range
review programme and have subsequently
reduced the number of retail banking products
currently offered from just under 1,000 to 730.
We will continue to review our product range
to simplify and standardise our offering and to
optimise customer choice, increase efficiencies
and lower transactional costs.
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Report of the Directors: Financial Review (continued)
Global businesses > CMB
Commercial Banking
Review of performance
CMB offers a full range of commercial
financial services and tailored solutions
to more than three million customers
ranging from small and medium-sized
enterprises to publicly quoted
companies in almost 60 countries.
Net interest income ..........
Net fee income .................
Other income7 ..................
2013
US$m
10,200
4,717
1,448
2012
US$m
10,361
4,470
1,720
2011
US$m
9,931
4,291
1,389
Net operating income4 ....
16,365
16,551
15,611
LICs42 ...............................
(2,384)
(2,099)
(1,738)
Net operating income ....
13,981
14,452
13,873
Total operating expenses ..
(7,049)
(7,598)
(7,221)
Operating profit/(loss) ...
Income from associates43 .
Profit/(loss) before tax ...
6,932
1,509
8,441
RoRWA36 .........................
2.2%
6,854
1,681
8,535
2.2%
6,652
1,295
7,947
2.2%
5%
growth in customer lending balances
on a constant currency basis
11%
increase in gross revenues from sales
of GB&M products to CMB customers
Best Transaction Banking House
and Best Cash Management Bank
(Euromoney Poll 2013)
Strategic direction
CMB aims to be the banking partner of choice for international
businesses by building on our rich heritage, international
capabilities and relationships to enable connectivity and support
trade and capital flows around the world, thereby strengthening
our leading position in international business and trade.
We have three growth priorities:
• grow coverage in faster growing markets;
• drive revenue growth through our international network; and
• grow collaboration revenues.
Implementing Global Standards, enhancing risk management
controls models and simplifying processes also remain top
priorities for CMB.
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
84
•
In 2013, CMB reported a profit before tax of
US$8.4bn, which was marginally lower on a
reported basis and was broadly unchanged on
a constant currency basis compared with 2012.
2013 results included gains of US$470m mainly
from the sale of our operations in Panama,
compared with gains of US$468m in 2012
which included the sales of branches in the US.
Share of profit in associates was lower due to
the reclassification of Industrial Bank from an
associate to a financial investment and the
disposal of our investment in Ping An.
• On an underlying basis, which excludes the
disposal gains and associated operating results,
profit before tax rose by 5%. This was driven
by increased revenues, a reduction in operating
expenses, and higher income from our
associates, partly offset by a rise in loan
impairment charges.
• Revenue on a constant currency basis remained
broadly unchanged compared with 2012.
Disposal gains in Latin America and increased
revenue in Europe were largely offset by the
effect of business disposals in the US in 2012.
On an underlying basis revenue increased by
2%, with growth in Hong Kong and Europe
partly offset by falls in North America and
Latin America. Higher net interest income from
average balance sheet growth was partly offset
by spread compression. Higher net fee income
was driven by an increase in lending fees and
enhanced collaboration with GB&M.
Management view of revenue
Global Trade and
Receivables Finance ..
Credit and Lending ........
Payments and Cash
Management, current
accounts and savings
deposits ......................
Other ..............................
2013
US$m
2012
US$m
2011
US$m
2,929
6,103
2,968
6,246
2,019
6,329
5,287
2,046
5,369
1,968
4,584
2,679
Net operating income4 ...
16,365
16,551
15,611
For footnote, see page 132.
• Global Trade and Receivables Finance revenue
was broadly unchanged compared with 2012.
Double digit lending growth, primarily in Hong
Kong and Rest of Asia-Pacific, was offset by
spread compression, particularly in Hong Kong
and Latin America, reflecting competition and
increased liquidity in the markets.
• Credit and Lending revenue remained largely
unchanged, as higher average balances in
Hong Kong and increased net fee income were
broadly offset by lower average balances in
Latin America and spread compression in
Europe, Middle East and North Africa and
North America.
• Payments and Cash Management revenue
remained broadly unchanged compared
with 2012. This reflected liability growth,
notably in Hong Kong and the UK, which
was driven by new mandates and increased
transaction volumes and supported by our
focus on international customers, offset by
the effect of business disposals in the US.
• The movement in ‘Other’ reflected the gains on
business disposals recorded in both 2012 and
2013.
• LICs increased by US$344m, driven by higher
individually assessed loan impairments in Latin
America, in particular specific impairments in
Mexico relating to homebuilders from a change
in public housing policy and in Brazil relating to
certain corporate exposures. In Europe, lower
individual impairments, mainly in the UK and
Greece, were partly offset by higher provisions
in Spain due to the continued challenging
economic conditions.
• Operating expenses decreased by 5%, primarily
in Europe due to an accounting gain arising
from a change in the basis of delivering ill-
health benefits in 2013 of US$161m and lower
customer redress provisions of US$148m (2012:
US$258m). Operating expenses also decreased
due to the effects of business disposals. In 2013,
we generated over US$80m of sustainable
savings. These factors were partly offset by
increased costs in Hong Kong and Rest of
Asia-Pacific due to inflationary pressures and
investment for growth.
•
Income from associates declined by 12%,
reflecting the reclassification of Industrial
Bank as an investment and the disposal of our
investment in Ping An. Excluding these events,
income from associates grew by 11% as BoCom
benefited from a rise in lending and associated
fee income.
Growth priorities
Grow coverage in faster-growing markets
• Revenues in Hong Kong, Rest of Asia-Pacific,
Latin America and Middle East and North
Africa increased by 3% compared with 2012
and represented over 55% of our revenues in
2013. CMB’s top 20 markets contributed around
90% of our profit before tax in 2013.
• Our global network helps connect customers
internationally. For example, we expanded our
renminbi offering to Latin America as trade with
mainland China gathered pace. In addition,
we opened the first China desk in Argentina to
support mainland Chinese businesses operating
in Argentina as well as local companies
interested in doing business in mainland China.
Drive revenue growth through our international
network
• HSBC has a competitive advantage by being
present and able to capture business at both ends
of the top twenty global trade corridors. The
opportunities this presents to generate additional
revenues has helped us grow underlying
revenue faster than GDP growth in Europe,
Hong Kong and Rest of Asia-Pacific.
•
In addition, we continue to invest in organic
growth in city clusters with international
business opportunities as we have done in
the US, mainland China, Germany and other
markets.
• We continued to expand our international
relationship managers (‘IRM’) programme and
now have almost 500 IRMs supporting SME
clients with international growth ambitions,
having extended our programme from three
markets in 2012 to 12 in 2013. The new markets
include Hong Kong, US, Canada, Egypt,
Singapore, India, Argentina, UAE and Turkey.
There are plans to expand the model into a
further five key Business Banking markets
next year.
• We continued to support SMEs by launching
funds to support those businesses that trade or
aspire to trade internationally. SME funds were
launched in the first half of 2013 in the UK,
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Global businesses > CMB / GB&M
France and Mexico, and subsequently we
launched two SME funds of US$1bn in US
and Canada. In the UAE, a fourth SME fund of
AED1bn (US$272m) targeted at international
trade customers was also launched.
Grow collaboration revenues
• CMB’s ongoing collaboration with HSBC’s
other global businesses resulted in revenue
growth of over US$0.3bn for the Group, a 9%
increase compared with 2012. Our collaboration
with global businesses has now delivered
US$1.3bn in incremental revenue for the Group
since 2010, achieving 65% of our medium-term
target. Gross revenues from sales of GB&M
products to CMB customers, which are shared
by the two global businesses, grew by 11%,
mainly driven by sales of foreign exchange
products and debt capital markets activities.
Close collaboration across international borders
and global businesses resulted in a number of
high-profile deals in 2013.
• To serve our clients in each segment better,
and to further enhance the collaboration efforts
with GB&M, we have created two senior
management roles – Global Head of Large
Corporates and Global Head of Mid-market
and Business Banking – to focus on our largest
clients who are internationally connected and
prime candidates for collaboration activities
with an emphasis on markets and capital
financing. This should ensure better coverage
of our target segments in the future.
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Review of performance
• GB&M reported profit before tax of US$9.4bn,
11% higher than in 2012. Reported results in
2013 included a number of gains on disposal,
particularly of our business in Panama. Reported
results in 2012 included income from associates
Industrial Bank and Ping An. On an underlying
basis, which excludes these items, the results of
other disposed of operations and the effect of
currency movements, profit before tax rose by
15%. This was driven by increased revenue and
significantly lower impairment charges and
other credit risk provisions.
• Revenue rose by 6%, in part reflecting resilient
performance in the majority of our customer
facing businesses. 2013 revenue included a
DVA of US$105m and a gain on disposal of
our operations in Panama of US$316m. In 2012,
revenue included a reported net charge of
US$385m as a result of a change in estimation
methodology in respect of CVAs of US$903m,
and a DVA of US$518m to reflect evolving
market practices.
• LICs decreased significantly by US$458m or
69%. Credit risk provisions declined, driven
by net releases on available-for-sale ABSs in
our legacy portfolio compared with impairment
charges in 2012, and the non-recurrence of
impairments on certain available-for-sale debt
securities in Principal Investments. Impairment
charges in the legacy credit loans and advances
portfolio also declined.
• Operating expenses increased marginally by
2%, despite a decline in performance-related
costs and sustainable savings of US$74m
achieved from identifying savings and
simplifying our processes. There was an
increase in 2013 in litigation-related costs,
primarily Madoff-related, of US$293m, coupled
with an increase in investment in regulatory and
compliance resources. These costs were offset
in part by a lower customer redress provision
relating to interest rate protection products
of US$134m (2012: US$329m) and an
accounting gain of US$81m relating to changes
in delivering employee ill-health benefits.
•
Income from associates was lower, largely due
to the reclassification of Industrial Bank as a
financial investment and following the sale of
our shareholding in Ping An.
Global Banking and Markets
GB&M provides tailored financial
solutions to major government,
corporate and institutional clients
worldwide.
Net interest income ..........
Net fee income .................
Net trading income44 ........
Other income ....................
2013
US$m
6,766
3,482
6,780
2,148
2012
US$m
6,960
3,329
5,690
2,294
2011
US$m
7,263
3,227
5,204
1,363
Net operating income4 ....
19,176
18,273
17,057
LICs42 ...............................
(207)
(670)
(984)
Net operating income ....
18,969
17,603
16,073
Total operating expenses ..
(9,960)
(9,907)
(9,722)
Operating profit .............
9,009
7,696
Income from associates43 ...
Profit before tax .............
RoRWA36 .........................
432
9,441
2.3%
824
8,520
2.1%
6,351
698
7,049
1.8%
Resilient performance in
a challenging environment
Increased client flows in the majority
of our customer-facing businesses
Best Global Emerging
Market Investment Bank
(Euromoney Awards for Excellence 2013)
Strategic direction
GB&M continues to pursue its ‘emerging markets-led and
financing-focused’ strategy, with the objective of being a ‘top 5’
bank to our priority clients. This strategy has evolved to include a
greater emphasis on connectivity between the global businesses,
across the regions and within GB&M, leveraging the Group’s
extensive distribution network.
We focus on four growth priorities:
• leveraging our distinctive geographical network which connects
developed and faster-growing regions;
• connecting clients to global growth opportunities;
• continuing to be well positioned in products that will benefit
from global trends; and
• enhancing collaboration with other global businesses to
appropriately service the needs of our international client base.
Implementing Global Standards, enhancing risk management
controls and simplifying processes also remain top priorities for
GB&M.
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
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Report of the Directors: Financial Review (continued)
Global businesses > GB&M
Management view of total operating income45
2013
US$m
2012
US$m
6,935
796
1,653
3,186
1,300
3,994
1,770
1,662
6,105
485
1,607
3,215
798
3,758
1,680
1,623
2011
US$m
5,749
133
1,238
3,269
1,109
3,711
1,561
1,669
741
740
601
3,110
512
105
347
3,738
188
3,418
277
518
(77)
–
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Markets46 ....................
Credit .....................
Rates ......................
Foreign Exchange ..
Equities ..................
Capital Financing .......
Payments and Cash
Management ...........
Securities Services .....
Global Trade and
Receivables
Finance ....................
Balance Sheet
Management ...........
Principal Investments
Debit valuation
adjustment .............
Other47 ........................
Net operating
income4 ...................
19,176
18,273
17,057
The management view of income above reflects the new
management structure of GB&M which has been in place since
12 August 2013 (comparatives have been re-presented for this
change).
For footnotes, see page 132.
• Markets reported a resilient performance with
revenue of US$6.9bn. Revenue in Credit
increased, reflecting higher secondary market
activity and improved investor appetite, along
with revaluation gains from price appreciation
on assets in the legacy portfolio. Despite
competitive pressure, revenue in primary
credit rose. We also increased market share and
improved our league table position, particularly
in the issue of sterling and Hong Kong dollar
bonds in which we led the market.
• Despite difficult market conditions, Equities
revenue rose, in part, due to increased client
flows and larger market share in Hong Kong.
Equities also reported increased revaluation
gains along with minimal fair value movements
on own credit spreads on structured liabilities,
compared with adverse movements in 2012.
• Foreign Exchange income was broadly in line
with 2012. Revenues rose due to increased
client demand for foreign exchange hedging
solutions, which benefited from GB&M’s
collaboration with CMB. This was partly offset,
however by margin compression and reduced
market volatility in the second half of 2013.
• Revenue in Rates in 2012 included a charge as a
result of the change in estimation methodology
in respect of CVAs, as noted above. In 2013, we
won new client mandates and improved market
share, despite price compression, particularly in
European government bonds. This was coupled
with smaller adverse fair value movements on
our own credit spreads on structured liabilities
compared with 2012. These factors were
broadly offset, as revenue in 2012 benefited
from the significant tightening of spreads
following the ECB liquidity intervention.
Revenue in 2013 was affected by uncertainty
regarding the tapering of quantitative easing in
the US.
• Revenue in Capital Financing rose due to higher
volumes and spreads in Credit and Lending and
gains on sale of equity positions compared with
losses on syndicated loans in 2012. In addition,
income grew in Project and Export Finance, in
part due to increased market share in export
credit agency financing, and revenue rose, due
to increased issuance demand in debt capital
markets.
• Payments and Cash Management revenue also
grew, in part due to increased customer activity
reflecting new mandates, with growth in deposit
balances and transaction volumes compared
with 2012.
• As expected, Balance Sheet Management
revenue decreased as proceeds from the sale
and maturity of investments were reinvested at
prevailing rates which were lower, together with
reduced gains on the disposal of available-for-
sale debt securities.
• Revenue in Principal Investments rose during
the year, mainly driven by lower equity
impairments. In addition, there were higher
gains on disposal of units held in third-party
managed private equity funds than in 2012 due
to increased refinancing and exit opportunities
as market conditions improved.
•
‘Other’ included a gain on the disposal of our
operations in Panama of US$316m in 2013.
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Growth priorities
Leveraging our distinctive geographical network
which connects developed and faster-growing
regions
• As a universal bank with a distinctive
international network and business model,
we have provided innovative solutions to
multinational corporates including advisory,
financing and foreign exchange services.
• We advised on the largest M&A transaction
by a foreign company in India for a stake
enhancement in an India-listed subsidiary.
Examples like this reinforce our ability to
execute complex cross-border M&A
transactions.
• We also acted as sole bookrunner on a dim sum
bond issuance for the first foreign government
to issue in the mainland China market,
highlighting our leading role in the
internationalisation of the renminbi.
Connecting clients to global growth opportunities
• GB&M’s product expertise supports our clients
in the growth of their business activities. In
equity capital markets, we were joint lead
manager and bookrunner for a large Chinese
bank initial public offering (‘IPO’) in Hong
Kong and also led the Hong Kong advisory
market. This demonstrated our strength in
providing cross-border capital markets access
and advisory services to clients in mainland
China.
• We were voted ‘Best for Innovation in
Securities Services’ by The Banker magazine
following the redesign and development of our
Securities Services web portal. This is now more
intuitive, consistent across product lines, multi-
lingual and accessible from tablets. The award
recognised our commitment to innovation and
connecting clients to information using new
technology.
Continuing to be well positioned in products that
will benefit from global trends
• We continued to build on the strength of our
product offering, with a particular focus on
renminbi, which became the second most
utilised trade finance currency in 2013. We were
voted ‘Best Overall for Products and Services’
by Asiamoney Offshore RMB Services Survey
2013, for the second consecutive year.
• We also delivered a broad range of GB&M
products in a number of transactions relating to
resource and energy companies. This included
providing advisory and financing services to a
consortium in the acquisition of an ‘energy from
waste’ company, and to a liquified natural gas
company.
• We remain focused on opportunities in Project
and Export Finance, which will benefit as
emerging countries pursue economic growth
through infrastructure investment and as
institutional investors seek out long-term real
assets. We were voted ‘Best Project Finance
House’ in Asia, Africa and Latin America by
Euromoney and ‘Best Global Export Finance
Arranger’ by Trade Finance magazine.
• With globalisation increasing the number of
cross-border payment flows, our leadership
in Payments and Cash Management was
recognised by Euromoney, who named HSBC
the ‘Best Global Cash Manager’ for the second
consecutive year.
Enhancing collaboration with other global
businesses to appropriately service the needs of
our customers
• We continued to strengthen collaboration with
other global businesses to better meet the needs
of our customers across the Group. Gross
revenues from sales of GB&M products to CMB
customers, which are shared by the two global
businesses, grew by 11% mainly driven by sales
of foreign exchange products. Revenue from
equity capital markets activities for CMB clients
also increased significantly as a result of a larger
number of deals.
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Report of the Directors: Financial Review (continued)
Global businesses > GPB
Review of performance
• Reported profit before tax of US$193m was
US$816m lower than in 2012 and US$800m
lower on a constant currency basis.
• On an underlying basis, which excludes the gain
on the sale of our operations in Japan in 2012 of
US$67m and associated operating results, profit
before tax was US$744m lower, primarily due
to reduced revenue.
• Revenue declined by 23%, mainly due to the
loss on write-off of goodwill relating to our
Monaco business of US$279m and the non-
recurrence of the sale of our operations in Japan
and our headquarters building in Switzerland
(US$120m) reported in 2012. Net interest
income fell as higher-yielding positions matured
and opportunities for reinvestment were limited
by prevailing rates. Narrower lending spreads
coupled with a decline in average deposit
balances also contributed to the fall in net
interest income. In addition, brokerage fees
decreased, reflecting a fall in client transaction
volumes due to lower volatility, and account
services fees were lower due to the reduction
in client numbers and client assets as we
repositioned our client base. Trading income
also fell, in part due to lower foreign exchange
volumes and lower volatility in the market,
notably in the second half of 2013.
• Operating expenses increased by 4%, primarily
due to regulatory investigation provisions of
US$352m, partly offset by lower staff costs
from a managed reduction in average staff
numbers, reduced performance costs and the
non-recurrence of customer redress provisions
and costs relating to the merger of pension
funds in Switzerland. We also delivered further
sustainable savings of approximately US$50m
in 2013.
Client assets48
At 1 January ....................................
Net new money ...............................
Value change ...................................
Exchange and other .........................
At 31 December ..............................
2013
US$bn
2012
US$bn
398
(26)
12
(2)
382
377
(7)
17
11
398
Global Private Banking
GPB serves high net worth individuals
and families with complex and
international needs within the Group’s
priority markets.
Net interest income ..........
Net fee income .................
Other income ...................
Net operating income4 .....
2013
US$m
1,146
1,150
143
2,439
2012
US$m
1,294
1,232
646
3,172
LICs42 ...............................
(31)
(27)
2011
US$m
1,439
1,382
471
3,292
(86)
Net operating income ....
2,408
3,145
3,206
Total operating expenses ...
(2,229)
(2,143)
(2,266)
Operating profit .............
Income from associates43 .
Profit before tax .............
179
14
193
1,002
7
1,009
940
4
944
RoRWA36 .........................
0.9%
4.6%
3.9%
Profit before tax was significantly lower
as we continued to address legacy issues
and reposition the customer base
Approximately US$50m of
sustainable cost savings, on top of about
US$90m already delivered in 2011 and 2012
Best Private Bank in Hong Kong
(The Banker Global Private Banking Awards)
Strategic direction
GPB aims to build on HSBC’s commercial banking heritage to be
the leading private bank for high net worth business owners.
We have two growth priorities:
• repositioning the business to concentrate on home and priority
markets, particularly onshore, aligned with Group priorities; and
• capturing growth opportunities from Group collaboration,
particularly by accessing owners and principals of CMB and
GB&M clients.
Implementing Global Standards, enhancing risk management
controls, tax transparency and simplifying processes also remain
top priorities for GPB.
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
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• Client assets, which include funds under
management and cash deposits, decreased by
US$16bn in 2013 primarily due to negative
net new money, the effects of the disposal of
our operations in Panama and ongoing client
transfers in relation to the disposal of our HSBC
Trinkaus & Burkhardt AG (‘HSBC Trinkaus’)
business in Luxembourg, partly offset by
favourable market movements. Negative
net new money was mainly driven by the
repositioning of our business by moving from
offshore to domestic banking, refocusing
our client base towards higher net worth
relationships, and adopting new compliance
and tax transparency standards. There were also
a large number of client withdrawals, notably in
Switzerland. However, we attracted positive net
new money of US$4.6bn from clients in Asia.
• Our return on assets, defined as the percentage
of revenue to average client assets, was 62bps
in 2013 compared with 79bps in 2012. The
reduction was primarily due to the write-off of
goodwill noted above and the non-recurrence of
the gains on the sale of our operations in Japan
and our headquarters in Switzerland reported in
2012. Excluding the effect of these items, our
return on assets was 69bps in 2013 compared
with 76bps in 2012, primarily reflecting the fall
in net interest income.
Growth priorities
Repositioning the business
• The repositioning of GPB’s business model and
target client base that commenced in 2012 was
accelerated in 2013. Our focus remained on
home and priority growth markets where wealth
creation is strong and where the Group’s
presence could be leveraged.
• During 2013, we began to implement Global
Standards and continued to reposition our
business through the adoption of new
compliance and tax transparency standards.
In addition, we initiated a detailed review of
our portfolio which will continue in 2014.
• We also took actions to simplify and rationalise
our portfolio. For example, we agreed to sell our
HSBC Trinkaus private banking and related
fund business in Luxembourg. We also reviewed
our operations in Monaco following receipt
of unsolicited expressions of interest, though it
was decided in July to retain the business.
Furthermore, to help integrate GPB with
91
HSBC’s other global businesses, we transferred
the ownership of our operations in Asia and
the Channel Islands into the main banking
entities in these areas to more closely align
management responsibility.
Capturing growth opportunities
• Referral flows from collaboration with other
global businesses generated net new money of
US$5bn in 2013. An enhanced strategy based
on closer alignment with CMB will focus on
driving collaboration in 12 priority markets
where both GPB and CMB have significant
scale. Staff will be dedicated to focusing on
identifying new prospects and an improved
coverage model will be implemented in 2014
to pursue opportunities.
• The Global Priority Clients initiative – a
collaborative venture between GPB, GB&M
and CMB for the Group’s most significant
dual banked clients – was redefined during the
second half of 2013. By ensuring an effective
and enhanced coverage model to meet the
private and corporate needs of our most
significant and complex clients, supported by
dedicated senior management, we will deepen
our client relationships and drive incremental
revenue opportunities.
• We continued to enhance our product offering
to clients through the strengthening of the
Alternatives platform, with six product launches
during 2013 comprising three private equity
funds, two real estate club deals and a fund of
hedge funds.
•
•
In addition, we continued to focus on enhancing
the service offering to clients. For example,
recently we significantly upgraded the
relationship management systems used by all
front-office staff in Switzerland. We are also
establishing a common banking platform which
will provide consistent, tailored products and
services globally. This will initially be
implemented across continental Europe
(including in Switzerland in 2015), and in
other countries shortly thereafter.
In 2014, we will be developing our digital
strategy to provide an upgraded multi-channel
offering enabling us to keep pace with changing
industry dynamics and competitor developments
as well as meet clients’ growing digital
expectations.
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Report of the Directors: Financial Review (continued)
Global businesses > GPB / Other
Other40
Notes
‘Other’ contains the results of certain
property transactions, unallocated
investment activities, centrally held
investment companies, movements in
fair value of own debt, central support
and functional costs with associated
recoveries, HSBC’s holding company
and financing operations.
2013
US$m
(737)
64
2012
US$m
(730)
194
6
(537)
2011
US$m
(911)
34
(355)
(1,228)
(4,327)
4,161
(576)
(1,136)
78
Net interest expense .........
Net fee income .................
Net trading income/
(expense)44 ....................
Changes in fair value of
long-term debt issued
and related derivatives ...
Changes in other financial
instruments designated
at fair value ....................
Net income/(expense)
from financial
instruments designated
at fair value ...................
Other income ...................
(1,804)
8,122
(5,463)
8,868
4,239
6,138
9,145
–
Net operating income4 ....
5,651
2,332
LICs42 ...............................
−
–
Net operating income ....
5,651
2,332
9,145
Total operating expenses .
(7,796)
(9,369)
(7,492)
Operating profit/(loss) ...
(2,145)
(7,037)
1,653
Income/(expense) from
associates43 ......................
(14)
47
9
Profit/(loss) before tax ...
(2,159)
(6,990)
1,662
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
92
• Reported loss before tax of US$2.2bn compared
with a loss of US$7.0bn in 2012. On a constant
currency basis, the pre-tax loss decreased by
US$5.0bn.
• These results included lower adverse
movements on the fair value of our own debt
as credit spreads tightened to a lesser extent,
notably in Europe and North America. Reported
results also included a number of gains and
losses on disposal totalling US$1.1bn (see
page 49). These included a gain of US$1.1bn
arising from the reclassification of Industrial
Bank as a financial investment following its
issue of additional share capital to third parties.
Reported profits in 2012 included a gain of
US$3.0bn on the disposal of our associate, Ping
An, and a gain on disposal of US$130m from
the sale of our shareholding in a property
company in the Philippines.
• On an underlying basis, excluding the gains
and losses on disposal noted above and the
associated operating results, the pre-tax loss
of US$1.9bn decreased by US$3.1bn, driven
by the non-recurrence of charges for US AML,
BSA and OFAC investigations of US$1.9bn.
In addition, we recognised a net gain of
US$553m on completion of the sale of our
investment in Ping An in 2013, compared with
adverse fair value movements of US$553m on
the Ping An contingent forward sale contract
recorded in 2012.
• Net fee income decreased by US$130m,
reflecting the expiring of most of the transition
services agreement entered into during 2012
following the sale of the CRS business in North
America. We received fee income relating to the
above agreement while the associated costs were
reported in ‘Operating expenses’.
• Net trading income of US$6m in 2013
compared with a net trading expense of
US$538m in 2012, driven by foreign exchange
gains of US$442m relating to sterling debt
issued by HSBC Holdings. In addition, there
were favourable fair value movements on non-
qualifying hedges, notably in Europe, mainly
related to the cross-currency swaps used to
economically hedge fixed rate long-term debt,
compared with adverse movements in 2012.
This was partly offset by adverse fair value
movements of US$682m on the contingent
forward sale contract relating to Ping An in
2013 compared with US$553m in 2012.
• Net expense from financial instruments
designated at fair value reduced by US$3.6bn.
We reported adverse movements of US$1.2bn
on the fair value of our own debt attributable to
a tightening of credit spreads in 2013, notably
in Europe and North America, compared with
adverse movements of US$5.2bn in 2012.
Excluding this, net expense increased due to
higher adverse fair value movements from
interest and exchange rate ineffectiveness in
the hedging of long-term debt designated at fair
value issued principally by HSBC Holdings and
its European subsidiaries.
• Gains less losses from financial investments
increased by US$868m, driven by a gain of
US$1.2bn on the disposal of our investment in
Ping An, partly offset by the non-recurrence of
gains of US$314m from the sale of our shares in
four Indian banks in 2012.
• Dividend income increased by US$124m on
a reported basis, mainly due to dividends
received from Industrial Bank following its
reclassification as a financial investment.
• Other operating income increased by US$1.5bn,
driven by an accounting gain of US$1.1bn
arising from the reclassification of Industrial
Bank as a financial investment.
• Operating expenses reduced by US$1.5bn,
mainly from the non-recurrence of the US fines
and penalties noted above, together with lower
restructuring costs across all our regions. These
factors were partly offset by the UK bank levy
charge of US$904m in 2013, which was higher
than the charge of US$571m in 2012, mainly
due to an increase in the rate of the levy. In
addition, operating expenses in both years
included adjustments relating to the previous
year’s bank levy charge (2013: US$12m adverse
adjustment; 2012: US$99m favourable
adjustment).
93
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Global businesses > Analysis
Analysis by global business
HSBC profit/(loss) before tax and balance sheet data
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
2013
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Inter–
segment
elimination49
US$m
Other39
US$m
Profit/(loss) before tax
Net interest income/(expense) ....
Net fee income ............................
18,339
7,021
10,200
4,717
6,766
3,482
4,953
1,827
6,780
1,146
1,150
(737)
64
(175)
−
−
175
175
(38)
44
6
689
(3)
686
649
−
649
Total
US$m
35,539
16,434
6,643
2,047
8,690
Trading income/(expense)
excluding net interest
income ....................................
Net interest income/(expense)
on trading activities ................
Net trading income44 ...................
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income/(expense) from
other financial instruments
designated at fair value ...........
Net income/(expense) from
financial instruments
designated at fair value ...........
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Other operating income/
(expense) ................................
544
Total operating income ............
38,847
Net insurance claims50 ................
(12,107)
Net operating income4 ..............
26,740
Loan impairment charges and
Employee expenses51 ..................
Other operating expenses ...........
(5,219)
(12,029)
Total operating expenses ............
(17,248)
Operating profit/(loss) ..............
6,265
other credit risk provisions .....
(3,227)
(2,384)
(207)
Net operating income ...............
23,513
13,981
18,969
−
–
–
1,638
332
599
1,638
332
55
21
10,543
1
15
1,375
621
17,910
(1,545)
16,365
599
747
129
6
670
19,179
(3)
19,176
(2,327)
(4,722)
(7,049)
6,932
1,509
8,441
%
37.4
43.1
(3,549)
(6,411)
(9,960)
9,009
432
9,441
%
41.8
51.9
384
6,649
%
29.5
64.5
Share of profit/(loss) in
associates and joint ventures ..
Profit/(loss) before tax ..............
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
390
4
394
–
4
4
(3)
8
16
(239)
2,476
(37)
2,439
(31)
2,408
(776)
(1,453)
(2,229)
179
14
193
%
0.9
91.4
(1,228)
–
(1,228)
(576)
(1)
1,996
(1,804)
(1)
768
1,212
149
−
6,761
5,651
−
−
−
−
(5,725)
(5,726)
2,012
322
11,940
2,632
78,337
−
(13,692)
5,651
(5,726)
64,645
−
−
(5,849)
5,651
(5,726)
58,796
−
5,726
5,726
−
−
−
(7,325)
(471)
(7,796)
(2,145)
(14)
(2,159)
%
(9.6)
138.0
(19,196)
(19,360)
(38,556)
20,240
2,325
22,565
%
100.0
59.6
US$m
1,080,304
2,671,318
1,482,812
US$m
US$m
US$m
US$m
US$m
375,115
517,085
579,994
297,852
360,623
354,298
360,659
1,975,509
450,315
44,224
97,655
96,770
2,454
171,812
1,435
(451,366)
94
2012
Global
Private
Banking
US$m
1,294
1,232
476
14
490
–
–
–
(3)
6
42
–
151
3,212
(40)
3,172
(27)
3,145
(915)
(1,228)
(2,143)
1,002
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
Global
Banking
and
Markets
US$m
Profit before tax
Net interest income/(expense) ....
Net fee income ............................
20,298
7,205
10,361
4,470
Trading income/(expense)
excluding net interest
income ....................................
Net interest income on
trading activities .....................
Net trading income/(expense)44 ..
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income/(expense) from
other financial instruments
designated at fair value ...........
Net income/(expense) from
financial instruments
designated at fair value ...........
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Gains on disposal of US branch
network, US cards business
and Ping An ............................
Other operating income ..............
6,960
3,329
3,588
2,102
5,690
276
28
304
617
16
633
–
–
–
1,893
250
1,094
1,893
250
1,094
96
24
11,191
3,735
1,472
22
18
1,786
277
536
18,353
(1,802)
16,551
730
148
25
–
313
18,289
(16)
18,273
Total operating income ...............
46,218
Net insurance claims50 ................
Net operating income4 ................
(12,357)
33,861
Loan impairment charges and
other credit risk provisions .....
(5,515)
(2,099)
(670)
Net operating income .................
28,346
14,452
17,603
Employee expenses51 ..................
Other operating expenses ...........
(5,532)
(14,237)
Total operating expenses ............
(19,769)
Operating profit/(loss) ................
8,577
Share of profit in associates
and joint ventures ...................
Profit/(loss) before tax ................
998
9,575
%
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
46.4
58.4
(2,247)
(5,351)
(7,598)
6,854
1,681
8,535
%
41.3
45.9
(3,764)
(6,143)
(9,907)
7,696
824
8,520
%
41.3
54.2
Inter–
segment
elimination49
US$m
Other39
US$m
(730)
194
(549)
12
(537)
(4,327)
(1,136)
(5,463)
344
25
–
3,012
5,487
2,332
–
(511)
–
–
511
511
–
–
–
–
–
–
–
(5,859)
(5,859)
–
2,332
(5,859)
–
–
2,332
(5,859)
(8,033)
(1,336)
(9,369)
(7,037)
–
5,859
5,859
–
–
–
Total
US$m
37,672
16,430
4,408
2,683
7,091
(4,327)
2,101
(2,226)
1,189
221
13,044
7,024
2,100
82,545
(14,215)
68,330
(8,311)
60,019
(20,491)
(22,436)
(42,927)
17,092
3,557
20,649
%
100.0
62.8
7
47
1,009
(6,990)
%
4.9
67.6
%
(33.9)
–
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
For footnotes, see page 132.
US$m
US$m
US$m
US$m
US$m
378,040
536,244
562,151
288,033
363,659
338,405
283,842
1,942,470
332,115
45,213
118,440
105,772
2,495
201,741
1,571
(470,016)
US$m
997,623
2,692,538
1,340,014
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Report of the Directors: Financial Review (continued)
Geographical regions > Summary
Geographical regions
Summary
Summary ......................................................................
96
Europe ..........................................................................
98
Hong Kong ................................................................... 104
Rest of Asia-Pacific ..................................................... 109
Middle East and North Africa ..................................... 115
North America ............................................................. 120
Latin America .............................................................. 125
Additional information on results in 2013 may be
found in the ‘Financial Summary’ on pages 47 to 76.
In the analysis of profit by geographical regions
that follows, operating income and operating expenses
include intra-HSBC items of US$3,377m (2011:
US$3,358m; 2010: US$3,421m).
All commentaries are on a constant currency
basis (page 47) unless otherwise stated, while tables
are on a reported basis.
Profit/(loss) before tax
Europe .......................................................................
Hong Kong ...............................................................
Rest of Asia-Pacific ..................................................
Middle East and North Africa ..................................
North America ..........................................................
Latin America ...........................................................
Total assets40
2013
US$m
1,825
8,089
7,764
1,694
1,221
1,972
%
8.1
35.9
34.4
7.5
5.4
8.7
2012
US$m
%
(3,414)
7,582
10,448
1,350
2,299
2,384
(16.5)
36.7
50.6
6.5
11.1
11.6
2011
US$m
4,671
5,823
7,471
1,492
100
2,315
%
21.3
26.6
34.2
6.8
0.5
10.6
22,565
100.0
20,649
100.0
21,872
100.0
At 31 December
2013
US$m
%
2012
US$m
Europe ......................................................................................................................
Hong Kong ..............................................................................................................
Rest of Asia-Pacific .................................................................................................
Middle East and North Africa .................................................................................
North America .........................................................................................................
Latin America ..........................................................................................................
Intra-HSBC items ....................................................................................................
1,392,959
555,413
335,937
60,810
432,035
113,999
(219,835)
52.1
20.8
12.6
2.3
16.2
4.3
(8.3)
1,389,240
518,334
342,269
62,605
490,247
131,277
(241,434)
%
51.6
19.3
12.7
2.3
18.2
4.9
(9.0)
Risk-weighted assets52
Total .........................................................................................................................
Europe ......................................................................................................................
Hong Kong ..............................................................................................................
Rest of Asia-Pacific .................................................................................................
Middle East and North Africa .................................................................................
North America .........................................................................................................
Latin America ..........................................................................................................
For footnotes, see page 132.
2,671,318
100.0
2,692,538 100.0
At 31 December
2013
US$bn
1,092.7
300.1
138.3
292.4
62.5
223.8
89.5
%
27.1
12.5
26.4
5.7
20.2
8.1
2012
US$bn
1,123.9
314.7
111.9
302.2
62.2
253.0
97.9
%
27.6
9.8
26.4
5.4
22.2
8.6
96
Selected items included in profit before tax by geographical region
Fair value movements arising from changes in own credit spreads3
Europe .........................................................................................................................
Hong Kong .................................................................................................................
Rest of Asia-Pacific ....................................................................................................
Middle East and North Africa ....................................................................................
North America ............................................................................................................
2013
US$m
(1,015)
(1)
(1)
(4)
(225)
(1,246)
2012
US$m
(4,110)
–
(3)
(12)
(1,090)
(5,215)
2011
US$m
2,947
–
2
14
970
3,933
Acquisitions, disposals and dilutions41
The table below shows the gain or loss on disposal
or dilution and any associated gain or loss on
reclassification or impairment recognised in the
year incurred, and the operating profit or loss of
the acquired, disposed of or diluted subsidiaries,
associates, joint ventures and businesses which are
eliminated from underlying results so that results
can be viewed on a like-for-like basis.
Europe .......................................................................................................................................................
Hong Kong ...............................................................................................................................................
Rest of Asia-Pacific ..................................................................................................................................
Middle East and North Africa ..................................................................................................................
North America ..........................................................................................................................................
Latin America ...........................................................................................................................................
For footnotes, see page 132.
2013
US$m
18
–
1,086
–
(103)
1,224
2,225
2012
US$m
(10)
420
4,649
(18)
4,861
264
10,166
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Report of the Directors: Financial Review (continued)
Geographical regions > Europe
Europe
Economic background
Our principal banking operations in Europe are
HSBC Bank plc in the UK, HSBC France, HSBC
Bank A.S. in Turkey, HSBC Bank Malta p.l.c.,
HSBC Private Bank (Suisse) SA and HSBC
Trinkaus & Burkhardt AG. Through these
subsidiaries we provide a wide range of
banking, treasury and financial services to
personal, commercial and corporate customers
across Europe.
Net interest income ..........
Net fee income .................
Net trading income ..........
Other income/(expense) ..
2013
US$m
10,693
6,032
4,423
(181)
2012
US$m
10,394
6,169
2,707
(1,662)
2011
US$m
11,001
6,236
2,161
4,848
Net operating income4 ....
20,967
17,608
24,246
LICs42 ...............................
(1,530)
(1,921)
(2,512)
Net operating income ....
19,437
15,687
21,734
Total operating expenses .
(17,613)
(19,095)
(17,069)
Operating profit/(loss) ...
1,824
(3,408)
4,665
Income/(expense) from
associates43 ....................
1
(6)
6
Profit/(loss) before tax ...
1,825
(3,414)
4,671
Cost efficiency ratio ........
RoRWA36 .........................
84.0%
0.6%
108.4%
(1.0%)
70.4%
1.5%
Year-end staff numbers ...
68,334
70,061
74,892
Best Export Finance Arranger EMEA
(Trade Finance Magazine 2013)
‘Best Bank Mortgage Provider’ Award
(Moneyfacts Awards, 2013)
Fifth consecutive year
Resilient GB&M performance
in a challenging market
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
98
UK Gross Domestic Product (‘GDP’) growth rose to
1.9% in 2013, higher than in previous years, though
the level of real GDP remained below the level seen
prior to the recession. The recovery was driven in
part by stronger household consumption. The Bank
of England policy rate remained at 0.5% and the
Asset Purchase Scheme came to a halt. The Bank of
England announced a ‘forward guidance’ policy in
August in which it indicated Bank Rate would not
rise until unemployment had fallen towards 7%.
Labour market conditions improved more rapidly
than expected and the headline unemployment
rate fell to 7.1% in December. The annual rate
of Consumer Prices Index (CPI) inflation fell in
December to 2.0%, the lowest level of inflation in
almost four years.
The eurozone emerged from recession in the
second quarter of 2013 with the improvement early
in the year driven by Germany and France. However,
activity failed to gain momentum since quarterly
GDP growth averaged just 2.0% in the second half
of the year. Domestic demand improved on the back
of improving real wage growth and a slower pace of
austerity but recovery remained heavily dependent
on external demand. Given the weakness of the
economy in early 2013, the ECB cut its refinancing
rate from 0.75% to 0.5% in May and then in July
adopted a forward guidance policy under which it
committed to keep rates ‘at present or lower levels
for an extended period’. Despite the return to
growth, CPI inflation dropped to 0.7% in October
2013 prompting the ECB to cut the refinancing rate
by a further 0.25% in November. A combination of
improving growth and the ECB’s Outright Monetary
Transactions programme, which enables it to buy
eurozone government bonds in time of market stress,
helped alleviate the sovereign crisis evident in
former years and bond yields in Italy and Spain fell
to their lowest levels since 2010.
Review of performance
Our European operations reported a profit before
tax of US$1.8bn in 2013 compared with a loss
of US$3.4bn in 2012 (US$3.3bn on a constant
currency basis). On an underlying basis, excluding
fair value movements on own debt, the effects of
foreign currency translation and acquisitions and
disposals, profit before tax increased by US$2.1bn.
This was due to significantly lower operating
expenses, driven by a decrease in charges relating
to UK customer redress programmes, an accounting
gain of US$430m relating to changes in delivering
Profit/(loss) before tax by country within global businesses
Retail
Banking
and Wealth
Management
US$m
Global
Banking
and
Markets
US$m
Commercial
Banking
US$m
Global
Private
Banking
US$m
Other
US$m
Total
US$m
2013
UK ........................................................
France35 ................................................
Germany ..............................................
Malta ....................................................
Switzerland ..........................................
Turkey ..................................................
Other ....................................................
2012
UK ........................................................
France35 ................................................
Germany ..............................................
Malta ....................................................
Switzerland ..........................................
Turkey ..................................................
Other ....................................................
2011
UK ........................................................
France35 ................................................
Germany ..............................................
Malta ....................................................
Switzerland ..........................................
Turkey ..................................................
Other ....................................................
For footnote, see page 132.
1,471
285
30
34
−
(74)
7
1,753
343
135
29
39
–
(32)
(5)
509
1,330
69
36
31
–
7
(151)
1,322
ill-health benefits to certain employees in the UK
and sustainable cost savings in 2013.
In the UK, we continued to support the housing
market during 2013, approving £14.4bn (US$22.5bn)
of new mortgage lending to over 135,000 customers.
This included £3.8bn (US$6.0bn) to over 30,000 first
time buyers. The loan-to-value ratio on new lending
was 59.5% compared with an average of 48.3%
for the total mortgage portfolio. In addition, we
implemented the Global Wealth Incentive Plan
to better align customer and business interests.
CMB repositioned its Business Banking
segment towards international and internationally
aspirant customers while streamlining and re-
engineering core processes, which enabled it
to obtain efficiencies in a number of areas and
supported its continued investment in corporate
banking and Global Trade and Receivables Finance.
Following the success of the 2012 International
SME fund, CMB launched a further fund in 2013,
continuing its support for UK businesses that trade
or aspire to trade internationally with approved
lending of £4.8bn (US$7.5bn), including the renewal
1,684
255
70
51
2
36
(10)
2,088
832
203
64
52
2
71
(16)
1,208
1,227
192
69
72
(8)
62
73
1,687
99
1,246
351
183
35
2
108
(124)
1,801
(111)
514
283
31
1
104
164
986
(265)
(194)
203
21
–
87
225
77
252
21
44
−
(291)
(1)
(190)
(165)
235
(11)
40
–
133
–
102
499
192
16
28
–
225
2
94
557
(3,493)
(162)
(25)
−
−
1
27
(3,652)
(6,355)
(263)
(72)
–
–
1
73
(6,616)
1,037
18
16
–
–
–
(43)
1,028
1,160
750
302
120
(287)
70
(290)
1,825
(5,056)
578
344
122
136
144
318
(3,414)
3,521
101
352
124
217
158
198
4,671
of overdraft and other lending facilities. In addition,
CMB won awards for ‘Best Service from a Business
Bank’ and ‘Best Online Banking Provider’ at the
Business Moneyfacts awards. GB&M’s debt capital
markets activity in the Credit and Capital Financing
businesses was successful in capturing growth in
issuance demand, which resulted in leading market
positions and increased market share in the sterling
markets. We were ranked first by Bloomberg for
primary debt capital market issuances in 2013.
In France, CMB launched a similar SME fund
to that in the UK, targeted at international trade
customers, approving €1.5bn (US$2.0bn) of lending
in 2013. GB&M acted as joint book runner of a
€6.2bn (US$8.2bn) hybrid bond for a premier French
corporate client, demonstrating our ability to deliver
large and complex transactions. In RBWM, we
increased our market share in the highly competitive
home loans market.
In Turkey, unsecured lending grew in RBWM,
notably in the credit card business due to new
product features and channel capabilities including
mobile banking. We launched a similar SME fund to
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Europe
those in the UK and France targeted at international
trade customers, approving Turkish lira 1.1bn
(US$0.6bn) of lending in 2013.
We continued to support the programme of
renminbi internationalisation during the year with
flagship client events taking place in the UK, France
and Germany.
In Switzerland we continued to address legacy
issues and reposition the customer base.
Net interest income increased by 3%, primarily
in the UK. In GB&M, Balance Sheet Management
net interest income was higher, reflecting both
portfolio growth from rising deposit balances and
reduced funding costs. In addition, net interest
income increased due to higher lending spreads
in Capital Financing and a rise in legacy credit.
In RBWM net interest income increased, driven
by growth in residential mortgage balances and
improved lending spreads. RBWM customer account
balances also increased as customers held balances
in readily accessible current and savings accounts,
although the benefit was restricted by deposit spread
compression. In CMB, net interest income in the UK
rose as a result of growth in term lending revenue
from higher spreads on new and renewed business,
as well as deposit growth in Payments and Cash
Management. The spreads resulted in increased
portfolio margins overall.
In France, net interest income increased due to
improved spreads and growth in home loan balances.
These factors were partly offset by a decline,
mainly in Switzerland in GPB, as higher yielding
positions matured and opportunities for reinvestment
were limited by lower prevailing yields. Narrower
lending and deposit spreads and reduced average
deposit balances also contributed to a fall in net
interest income in Switzerland.
Net fee income decreased by US$138m, mainly
in Switzerland in GPB with lower brokerage fees
due to a reduction in client transaction volumes, in
part reflecting decreased market volatility and fewer
large deals.
In the UK, net fee income decreased in RBWM
due to higher fees payable under partnership
agreements and lower creditor insurance fees. In
GB&M, net fee income fell because of higher fees
paid to other regions relating to increased foreign
exchange trading activities. This was partly offset by
increased issuance demand in debt capital markets
and event-driven fee income in equity underwriting
from increased deal volumes. In addition, we
experienced a rise in lending fees in CMB.
100
In Turkey, net fee income rose due to the
growth in card revenue as the business expanded.
Net trading income increased by US$1.7bn to
US$4.4bn. This was primarily in the UK, driven in
part by lower adverse foreign exchange movements
on assets held as economic hedges of foreign
currency debt designated at fair value, with the offset
reported in ‘Net income from financial instruments
designated at fair value’. In addition, there was a
foreign exchange gain on sterling debt issued by
HSBC Holdings and increased favourable fair value
movements on non-qualifying hedges compared
with 2012.
In GB&M, net trading income included a
favourable DVA of US$65m in 2013. 2012 included
a net charge of US$312m as a result of a change
in estimation methodology in respect of CVAs of
US$615m and DVAs of US$303m, reflecting
evolving market practices.
Also in GB&M, Foreign Exchange income rose
following increased customer activity, although the
rise was offset in part by margin compression and
reduced market volatility in the second half of 2013.
Net trading income was also higher in the Equities
business due to increased deal volumes and
revaluation gains. Rates revenue declined due to the
benefit in 2012 from tightening spreads following
the ECB liquidity intervention, despite new client
mandates and increased market participation,
particularly in European government bonds. We also
experienced lower adverse fair value movements
from own credit spreads on structured liabilities.
In France, trading income on non-qualifying
hedges increased as long-term interest rates rose.
Net income from financial instruments
designated at fair value was US$0.4bn compared
with net expense of US$2.2bn in 2012. In the UK,
we reported lower adverse movements on the fair
value of our own debt of US$1.0bn, compared
with adverse movements of US$4.1bn in 2012.
Excluding this, net income declined, driven by lower
favourable foreign exchange movements on foreign
currency debt than in 2012, with the offset reported
in ‘Net trading income’. In addition, there were
higher adverse fair value movements from interest
and exchange rate ineffectiveness in the hedging of
long-term debt issued principally by HSBC Holdings
and its European subsidiaries than in 2012.
By contrast, in the UK and France, we
recognised higher net investment gains on the
fair value of assets held to meet liabilities under
insurance and investment contracts than in 2012,
as market conditions improved.
Gains less losses from financial investments
increased by US$19m as in the UK we reported
gains in RBWM in the Asset Management Group.
In GB&M, higher disposal gains and lower
impairments on available-for-sale equity securities
in Principal Investments were more than offset by
lower net gains on the disposal of available-for-sale
debt securities in Balance Sheet Management, as part
of structural interest rate risk management of the
balance sheet.
Net earned insurance premiums decreased by
15%, mainly in RBWM in France reflecting lower
sales of investment contracts with DPF and the run-
off of business from independent financial adviser
channels in 2013.
Other operating income decreased by US$600m
due to a loss recognised in GPB following the write-
off of goodwill relating to our Monaco business and
a loss on sale in RBWM on the disposal of an HFC
Bank UK secured loan portfolio.
Net insurance claims incurred and movement
in liabilities to policyholders was broadly in line
with 2012. Lower reserves established for new
business, reflecting the decline in net premium
income in France, were partly offset by higher net
investment gains on the fair value of assets held to
support policyholder contracts in 2013 than in 2012.
LICs decreased by 20% to US$1.5bn. In the
UK, GB&M recorded net releases of credit risk
provisions on available-for-sale ABSs compared
with impairment charges in 2012, offset in part by
higher individually assessed provisions. In addition,
loan impairment charges in CMB fell due to lower
collectively and individually assessed provisions,
and in RBWM due to lower collectively assessed
provisions reflecting recoveries from debt sales.
In other countries in Europe, lower individually
assessed impairment provisions in Greece were
partly offset by increases in Turkey, where there was
growth in unsecured lending in RBWM, and a rise in
Spain, where the challenging economic conditions
continued to affect the market.
Operating expenses decreased by 7%, driven
by lower charges relating to UK customer redress
programmes, with US$1.2bn reported in 2013
compared with US$2.3bn (US$2.3bn as reported)
in 2012. The charges in 2013 included additional
estimated redress for possible mis-selling in previous
years of US$756m in respect of PPI compared with
US$1.7bn in 2012, US$261m in respect of interest
rate protection products compared with US$586m
in 2012 and US$149m in respect of Wealth
Management products in 2013. Restructuring costs
also fell by US$78m from 2012. In addition, 2012
included a charge relating to the US OFAC
investigation of US$375m in HSBC Holdings
which did not recur.
Excluding these items, operating expenses
were broadly unchanged compared with 2012.
We benefited from sustainable cost savings of over
US$650m as we continued to streamline the business,
and a decline in performance-related costs, notably in
GB&M. In addition, we reported an accounting gain
of US$430m relating to changes in delivering ill-
health benefits to certain employees in the UK.
These factors were partially offset by the higher UK
bank levy charge of US$904m in respect of 2013
compared with a charge of US$571m in 2012, mainly
due to an increase in its rate. In addition, operating
expenses in both years included adjustments relating
to the prior year charge (2013: US$12m adverse
adjustment; 2012: US$99m favourable adjustment).
In other countries in the region, we experienced
higher Madoff-related litigation charges in GB&M
in Ireland and a provision in respect of regulatory
investigations in GPB in Switzerland.
101
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Europe
Profit/(loss) before tax and balance sheet data – Europe
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
2013
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Profit/(loss) before tax
Net interest income/(expense) ....
Net fee income/(expense) ...........
5,600
2,545
3,353
1,789
Inter-
segment
elimination49
US$m
Other
US$m
(694)
(3)
698
30
728
(62)
–
–
62
62
Total
US$m
10,693
6,032
3,307
1,116
4,423
(936)
−
(936)
(570)
(1)
1,354
4
(1,506)
(1)
418
206
2
208
−
30
5
35
−
1,774
957
2,181
1,013
3,194
−
722
744
192
4
196
−
4
1,059
271
591
1,059
52
4
2,782
271
−
2
361
9
591
344
65
(1)
110
(17)
4
16
−
−
−
(253)
766
Trading income excluding net
interest income .......................
Net interest income on trading
activities ..................................
Net trading income44 ...................
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income/(expense) from
other financial instruments
designated at fair value ...........
Net income/(expense) from
financial instruments
designated at fair value ...........
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Other operating income/
(expense) ................................
(103)
Total operating income/
(expense) ................................
12,147
Net insurance claims50 ................
(4,136)
5,820
(567)
7,034
−
1,416
(37)
(709)
−
Net operating income/
(expense)4 ...............................
Loan impairment charges and
8,011
5,253
7,034
1,379
(709)
other credit risk provisions .....
(329)
(935)
(242)
(24)
−
−
(1,530)
Net operating income/
(expense) ................................
7,682
Total operating expenses ............
(5,934)
Operating profit/(loss) ..............
1,748
Share of profit/(loss) in
4,318
(2,231)
2,087
6,792
(4,987)
1,805
associates and joint ventures ..
5
1
(4)
Profit/(loss) before tax ..............
1,753
2,088
1,801
%
7.8
74.1
%
9.2
42.5
%
8.0
70.9
1,355
(1,519)
(164)
(1)
(165)
%
(709)
(2,943)
(3,652)
−
(3,652)
%
(0.7)
110.2
(16.2)
(415.1)
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
Balance sheet data40
Loans and advances to
customers (net)34 .....................
Total assets .................................
Customer accounts34 ...................
US$m
US$m
US$m
US$m
US$m
177,357
238,499
205,288
105,498
124,242
134,120
193,226
1,054,506
254,598
27,289
75,718
49,789
830
72,174
1,021
(172,180)
102
−
−
−
−
(1)
−
(1)
379
75
3,158
529
25,707
(4,740)
20,967
(1)
19,437
1
−
−
−
(17,613)
1,824
1
1,825
%
8.1
84.0
US$m
504,200
1,392,959
644,816
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
Global
Banking
and
Markets
US$m
2012
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
Total
US$m
10,394
6,169
1,182
1,525
2,707
(3,091)
876
(2,215)
364
111
3,630
1,078
22,238
(4,630)
17,608
43
–
–
(43)
(43)
–
–
–
–
–
–
(9)
(9)
–
(9)
Profit/(loss) before tax
Net interest income/(expense) ....
Net fee income ............................
5,437
2,622
3,228
1,658
Trading income excluding net
interest income .......................
Net interest income on trading
activities ..................................
Net trading income44 ...................
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income/(expense) from
other financial instruments
designated at fair value ...........
Net income/(expense) from
financial instruments
designated at fair value ...........
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Other operating income ..............
Total operating income/
67
7
74
–
26
14
40
–
770
(5)
–
3,150
84
139
(1)
1
438
58
5,561
(536)
770
139
1,073
1,409
1,032
848
1,500
2,348
–
1,073
375
104
–
88
820
848
216
14
230
–
–
–
(3)
3
42
61
(543)
9
25
33
58
(3,091)
(1,106)
(4,197)
(2)
3
–
796
(expense) ................................
12,132
Net insurance claims50 ................
(4,054)
6,429
2,001
(3,876)
–
(40)
–
Net operating income/
(expense)4 ...............................
Loan impairment charges and
8,078
5,025
6,429
1,961
(3,876)
other credit risk provisions .....
(347)
(1,109)
(436)
(29)
–
–
(1,921)
Net operating income/
(expense) ................................
7,731
Total operating expenses ............
(7,225)
Operating profit/(loss) ................
506
Share of profit/(loss) in
associates and joint ventures ..
Profit/(loss) before tax ................
3
509
%
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
2.5
89.4
3,916
(2,708)
1,208
–
1,208
%
5.9
53.9
5,993
(4,999)
994
(8)
986
%
4.8
77.8
1,932
(1,431)
501
(2)
499
%
2.4
73.0
(3,876)
(2,741)
(6,617)
1
(6,616)
%
(32.0)
(70.7)
(9)
9
–
–
–
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
For footnotes, see page 132.
US$m
US$m
US$m
US$m
US$m
170,002
240,744
191,024
105,796
132,718
121,648
156,798
1,044,507
184,473
29,963
76,145
57,125
881
75,513
739
(180,387)
15,687
(19,095)
(3,408)
(6)
(3,414)
%
(16.5)
108.4
US$m
463,440
1,389,240
555,009
103
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Report of the Directors: Financial Review (continued)
Geographical regions > Hong Kong
Hong Kong
Economic background
HSBC’s principal banking subsidiaries in Hong
Kong are The Hongkong and Shanghai Banking
Corporation Limited and Hang Seng Bank
Limited. The former is the largest bank
incorporated in Hong Kong and is our flagship
bank in the Asia-Pacific region. It is one of Hong
Kong’s three note-issuing banks, accounting for
nearly 60% by value of banknotes in circulation
in 2013.
Net interest income ..........
Net fee income .................
Net trading income ..........
Other income ...................
2013
US$m
5,993
3,877
1,570
1,763
2012
US$m
5,316
3,335
1,463
2,308
2011
US$m
4,691
3,097
1,189
1,705
Net operating income4 ....
13,203
12,422
10,682
LICs42 ...............................
(137)
(74)
(156)
Net operating income ....
13,066
12,348
10,526
Total operating expenses .
(5,045)
(4,848)
(4,758)
Operating profit .............
8,021
7,500
5,768
Income from associates43 .
68
82
55
Profit before tax .............
8,089
7,582
5,823
Cost efficiency ratio ........
RoRWA36 .........................
38.2%
6.4%
39.0%
7.0%
44.5%
5.3%
Year-end staff numbers ...
28,367
27,742
28,984
10%
growth in underlying revenue
Strong performance in CMB
with lending growth of
18%
Best M&A House in Hong Kong 2013
(The Asset)
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
Hong Kong’s GDP grew at a faster pace in 2013
than in 2012. This was driven mainly by domestic
demand, which offset an ongoing weakness in
external orders. Labour market conditions remained
resilient and strong nominal wage growth continued
to support private consumption. Measures
announced in February 2013 by the government
and the Hong Kong Monetary Authority to dampen
demand in the property market led to a softening in
prices and some moderation of demand in the third
quarter of the year. Headline CPI inflation fell in
the fourth quarter, largely due to lower food prices
and housing costs. Underlying inflation averaged 4%
in 2013, lower than it was in 2012.
Review of performance
Our operations in Hong Kong reported a pre-tax
profit of US$8.1bn compared with US$7.6bn in
2012, an increase of 7%. This reflected higher
revenue, driven by balance sheet growth, and
increased net fees from unit trusts and debt issuance.
Excluding the effect of disposals in 2012, underlying
profit before tax increased by 13%.
In RBWM, we grew our average mortgage
balances by 8% with average loan-to-value ratios of
44% on new mortgage drawdowns and an estimated
32% on the portfolio as a whole. We continued to
develop our digital capabilities and launched our
mobile banking application. We also developed our
Wealth Management capabilities, growing revenue
by over 10%. In addition, we enhanced our wealth
management systems, simplified the product range
and implemented the Global Wealth Incentive Plan
to better align customer and business interests.
In CMB, we further strengthened the
collaboration with GB&M, raising financing for our
clients of over US$14bn from debt capital markets
and nearly US$4bn from equity capital markets,
including the largest IPO in Hong Kong for a
mainland Chinese consumer company. In addition,
we were awarded Best Trade Finance Bank in Hong
Kong by Global Finance.
In GB&M, we continued to lead the market
in Hong Kong dollar bond issuance and are now
one of the top five houses for both equity capital
markets and mergers and acquisitions. We were
voted Best Debt House in Hong Kong in the
Euromoney 2013 Awards for Excellence and were
involved in seven of the ten largest IPOs in Hong
Kong this year.
104
Profit/(loss) before tax by global business
Retail Banking and Wealth Management ..................................................................
Commercial Banking ..................................................................................................
Global Banking and Markets ......................................................................................
Global Private Banking ..............................................................................................
Other ...........................................................................................................................
2013
US$m
3,742
2,110
1,971
208
58
8,089
2012
US$m
3,694
2,188
1,518
249
(67)
7,582
2011
US$m
3,022
1,608
1,316
188
(311)
5,823
We led the market in offshore renminbi (‘RMB’)
bond issuance, including the RMB3bn (US$491m)
government bond issue in December 2013 by
mainland China’s Ministry of Finance, and were
voted ‘Best provider of offshore renminbi products
and services’ for the second year running by
Asiamoney. We also won the award for RMB House
of the Year from Asia Risk.
We announced the sale of our shareholding in
Bank of Shanghai in 2013, a transaction which is
expected to complete in the first half of 2014.
Net interest income rose by US$677m compared
with 2012, led by RBWM and supported by GB&M
and CMB. The increase was mainly due to
higher average lending balances, wider spreads on
mortgages in RBWM reflecting lower funding costs,
and growth in the insurance debt securities portfolio.
There was strong loan growth in both CMB and
GB&M, driven by trade-related lending in the first
half of 2013 and an increase in commercial real
estate and other property-related lending in the
second half of the year, though the benefit of this
growth was partly offset by spread compression
reflecting competition and increased liquidity in
the markets. Mortgage lending in RBWM also
increased, although the rate of growth began to
slow during 2013 as transaction volumes in the
property market reduced.
Average deposit balances increased, in part
reflecting new Premier customers in RBWM and
increased Payments and Cash Management balances
in CMB, though the benefit of this growth was more
than offset by narrower deposit spreads due to a fall
in short-term interbank interest rates.
Net fee income rose by US$542m in 2013,
led by RBWM as strong customer demand and
favourable market sentiment led to higher fees from
unit trusts and increased brokerage income. Fee
income increased due to a rise in debt and equity
underwriting and corporate finance activity
compared with 2012, in part reflecting collaboration
between GB&M and CMB. Fee income also rose in
CMB as trade and Payments and Cash Management
volumes increased.
Net trading income rose by US$107m in 2013.
Rates revenue rose due to greater corporate flow,
increased holdings of debt securities and a net
favourable movement in respect of the valuation
adjustments on derivatives compared with a net
charge in 2012. Equities revenues rose from warrant
market making as volumes increased while foreign
exchange revenue grew due to improved margins
and higher customer trading volumes.
Net income from financial instruments
designated at fair value was US$258m compared
with US$447m in 2012, primarily due to lower
net investment returns on assets held by the
insurance business reflecting weaker equity markets
and falling bond prices. To the extent that these
investment returns were attributed to policyholders
holding unit-linked insurance policies and insurance
contracts with DPF, there was a corresponding
movement in Net insurance claims incurred and
movement in liabilities to policyholders.
Gains less losses from financial investments
were US$53m in 2013 compared with US$322m
in 2012, largely due to the non-recurrence of the gain
on sale of our shares in four Indian banks in 2012.
Dividend income was US$150m compared with
US$24m in 2012, mainly due to the dividend from
Industrial Bank following its reclassification as a
financial investment during the year.
Net earned insurance premiums grew by 2% due
to increased renewals of deferred annuity and unit-
linked insurance contracts, partly offset by the
absence of non-life insurance premiums following
the disposal of the HSBC and Hang Seng Bank
general insurance businesses in 2012 and lower
new business premiums. The growth in premiums
resulted in a corresponding increase in Net insurance
claims incurred and movement in liabilities to
policyholders.
105
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Hong Kong
Other operating income was US$131m lower
than in 2012 due to the non-recurrence of the gains
on sale of Global Payments Asia-Pacific Limited and
the non-life insurance businesses reported in 2012,
totalling US$375m on a reported basis. This more
than offset higher revaluation and disposal gains
on investment properties, which in part reflected
the strong commercial property market, and a larger
increase in the PVIF asset. The latter arose in 2013
due to favourable interest rate assumption updates,
although this was more than offset in Net insurance
claims incurred and movement in liabilities to
policyholders.
LICs were US$63m higher due to a revision
to the assumptions used in our collective assessment
models in RBWM and a rise in individual
impairment charges in CMB, although these
remained low. This was partly offset by collective
provision releases in CMB from lower historical loss
rates and individual impairment releases in GB&M.
Operating expenses rose by US$197m in 2013,
reflecting higher marketing spend, costs relating to
the introduction of updated payment cards and
information technology platforms as well as
increased property rental and maintenance costs. In
addition, staff costs increased as a result of changes
to the recognition of pension costs.
Share of profit from associates and joint
ventures was US$15m lower, primarily due to
the effect of the disposal of our interest in Global
Payments Asia-Pacific Ltd in 2012.
106
Profit/(loss) before tax and balance sheet data – Hong Kong
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
2013
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Profit before tax
Net interest income/(expense) ....
Net fee income ............................
3,177
2,030
1,729
963
Trading income/(expense)
excluding net interest
income ....................................
Net interest income on
trading activities .....................
Net trading income/(expense)44 ..
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income/(expense) from
other financial instruments
designated at fair value ...........
Net income/(expense) from
financial instruments
designated at fair value ...........
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Other operating income ..............
139
3
142
−
256
256
−
−
5,612
619
Total operating income ............
11,836
Net insurance claims50 ................
Net operating income4 ..............
(6,025)
5,811
Loan impairment (charges)/
recoveries and other credit
risk provisions ........................
Net operating income ...............
(137)
5,674
Total operating expenses ............
(1,999)
Operating profit ........................
3,675
Share of profit in associates
182
−
182
–
−
−
−
1
469
91
3,435
(545)
2,890
(16)
2,874
(764)
2,110
1,338
697
779
307
1,086
–
7
7
42
6
−
78
3,254
−
3,254
20
3,274
(1,304)
1,970
and joint ventures ...................
67
−
1
Profit before tax ........................
3,742
2,110
1,971
%
16.6
34.4
%
9.4
26.4
%
8.7
40.1
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
124
179
134
−
134
–
−
−
10
−
−
9
456
−
456
(4)
452
(244)
208
−
208
%
0.9
53.5
Inter-
segment
elimination49
US$m
Other
US$m
(347)
8
(28)
−
(17)
15
(2)
−
(5)
(5)
1
143
−
1,302
1,100
−
1,100
−
28
28
–
−
−
−
−
−
(308)
(308)
−
(308)
Total
US$m
5,993
3,877
1,217
353
1,570
−
258
258
53
150
6,081
1,791
19,773
(6,570)
13,203
−
−
(137)
(308)
13,066
308
−
−
−
1,100
(1,042)
58
−
58
%
0.3
94.7
(5,045)
8,021
68
8,089
%
35.9
38.2
US$m
195,547
555,413
365,993
US$m
US$m
US$m
US$m
US$m
64,990
103,816
213,471
74,125
84,143
97,191
48,117
311,771
35,617
6,928
8,020
19,428
1,387
59,970
286
(12,307)
107
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Hong Kong / Rest of Asia-Pacific
Profit/(loss) before tax and balance sheet data – Hong Kong (continued)
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
Global
Banking
and
Markets
US$m
2012
Global
Private
Banking
US$m
Profit/(loss) before tax
Net interest income/(expense) ....
Net fee income ............................
2,851
1,769
1,629
850
Trading income/(expense)
excluding net interest
income ....................................
Net interest income on
trading activities .....................
Net trading income44 ...................
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income/(expense) from
other financial instruments
designated at fair value ...........
Net income/(expense) from
financial instruments
designated at fair value ...........
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance
premiums ................................
Other operating income ..............
Total operating income ...............
11,322
Net insurance claims50 ................
Net operating income4 ................
(5,757)
5,565
Loan impairment (charges)/
recoveries and other credit
risk provisions ........................
Net operating income .................
Total operating expenses ............
Operating profit/(loss) ................
Share of profit in associates
(97)
5,468
(1,819)
3,649
176
10
186
163
2
165
–
–
511
(53)
511
(53)
–
–
5,294
711
–
1
655
253
3,500
(602)
2,898
3
2,901
(719)
2,182
1,087
548
666
352
1,018
–
23
23
2
5
8
77
2,768
(7)
2,761
17
2,778
(1,263)
1,515
149
155
170
–
170
–
–
–
7
–
–
13
494
–
494
3
497
(248)
249
–
249
%
1.2
50.2
(2)
8
6
–
(34)
(34)
313
18
–
1,152
986
–
986
–
986
(1,081)
(95)
28
(67)
%
(0.3)
109.6
Inter-
segment
elimination49
US$m
Other
US$m
(482)
13
82
–
Total
US$m
5,316
3,335
–
1,173
(82)
(82)
290
1,463
–
–
–
–
–
–
(282)
(282)
–
(282)
–
(282)
282
–
–
–
–
447
447
322
24
5,957
1,924
18,788
(6,366)
12,422
(74)
12,348
(4,848)
7,500
82
7,582
%
36.7
39.0
US$m
173,613
518,334
346,208
and joint ventures ...................
45
6
3
Profit/(loss) before tax ................
3,694
2,188
1,518
%
17.9
32.7
%
10.6
24.8
%
7.3
45.7
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
For footnotes, see page 132.
US$m
US$m
US$m
US$m
US$m
62,533
96,185
201,649
62,944
72,056
90,152
40,223
256,295
34,171
6,464
20,705
19,566
1,449
81,085
670
(7,992)
108
Rest of Asia-Pacific
Economic background
We offer a full range of banking and financial
services in mainland China, mainly through our
local subsidiary, HSBC Bank (China) Company
Limited. We also participate indirectly in
mainland China through our associate, Bank
of Communications.
Outside mainland China, we conduct
business in 18 countries and territories in the
Rest of Asia-Pacific region, primarily through
branches and subsidiaries of The Hongkong
and Shanghai Banking Corporation, with
particularly strong coverage in Australia,
India, Indonesia, Malaysia and Singapore.
Net interest income ...........
Net fee income ..................
Net trading income ...........
Other income ....................
2013
US$m
5,439
2,059
456
4,024
2012
US$m
5,391
2,083
1,053
5,057
2011
US$m
5,102
2,111
1,658
1,842
Net operating income4 ....
11,978
13,584
10,713
LICs42 ................................
(361)
(436)
(267)
Net operating income .....
11,617
13,148
10,446
Total operating expenses ..
(5,640)
(5,806)
(5,806)
Operating profit ..............
5,977
Income from associates43 ..
1,787
7,342
3,106
Profit before tax ..............
7,764
10,448
Cost efficiency ratio .........
RoRWA36 ..........................
47.1%
2.7%
42.7 %
3.5%
4,640
2,831
7,471
54.2%
3.1%
Year-end staff numbers ....
85,334
85,024
91,051
13%
growth in customer lending balances
on a constant currency basis
Market leader in mainland China’s
state-owned enterprise bond issuances
Domestic Bond House of the Year
(IFR Asia)
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
109
In mainland China, the annual pace of GDP growth
was unchanged at 7.7% in 2013, above the official
GDP growth target of 7.5%. The rebound in activity
in the second half of the year was mainly due to
measures announced by the government during the
summer. Export growth remained moderate through
most of 2013, only accelerating in the final months.
Annual growth in fixed asset investment remained
steady at an annual rate of nearly 20% and consumer
spending remained resilient. Headline annual CPI
inflation rose modestly to 2.6%, remaining below the
government’s target of 3.5%. The People’s Bank of
China maintained a relatively restrictive credit policy
but overall liquidity conditions remained loose as the
‘M2’ measure of money growth expanded by 13.6%
on the year.
Economic activity in Japan picked up
considerably in 2013, thanks to large-scale stimuli
from both the government and the Bank of Japan.
Annualised growth slowed to just over 1% in the
third quarter although it accelerated in the final
months of the year as consumer spending rose in
advance of the sales tax increase due in April 2014.
During the course of the summer, there were
concerns in financial markets that global liquidity
may become more expensive and less abundant as
the US Federal Reserve Board indicated it may begin
to ‘taper’ its purchases of financial assets. Interest
rates on US Treasuries rose, attracting global capital
back to developed markets. Some emerging
economies suffered considerable capital outflows
with large declines in the value of their currencies
against the US dollar and central banks were forced
to raise interest rates to attract capital. This in turn
led to a slowdown in activity.
In Asia-Pacific, India and Indonesia were most
affected. The current account positions of both
economies had significantly deteriorated in recent
years, leaving them vulnerable to changes in external
financing conditions. In India, structural constraints
on growth, including infrastructure bottlenecks, also
contributed to a slowdown in activity. The central
bank tightened monetary policy during the second
half of 2013 in response to concerns over inflation.
Similar constraints in Indonesia saw GDP
growth slow in 2013. However, concerted measures
to reduce fuel subsidies and narrow the current
account deficit should make the economy more
resilient to any tightening in monetary conditions
in the West. Economic activity also reduced in
Malaysia as the boost to growth in 2012 from public
spending abated. In Thailand, the economy slowed
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Report of the Directors: Financial Review (continued)
Geographical regions > Rest of Asia-Pacific
Profit/(loss) before tax by country within global businesses
Retail
Banking
and Wealth
Management
US$m
Global
Banking
and
Markets
US$m
Commercial
Banking
US$m
Global
Private
Banking
US$m
Other
US$m
Total
US$m
2013
Australia ...............................................
India .....................................................
Indonesia ..............................................
Mainland China ...................................
Malaysia ...............................................
Singapore .............................................
Taiwan .................................................
Vietnam.................................................
Other ....................................................
2012
Australia ...............................................
India .....................................................
Indonesia ..............................................
Mainland China ...................................
Malaysia ...............................................
Singapore .............................................
Taiwan .................................................
Vietnam.................................................
Other ....................................................
2011
Australia ...............................................
India .....................................................
Indonesia ..............................................
Mainland China ...................................
Malaysia ...............................................
Singapore .............................................
Taiwan .................................................
Vietnam.................................................
Other ....................................................
Analysis of mainland China
2013
Industrial Bank ....................................
Ping An ................................................
Other associates ...................................
Other mainland China ..........................
2012
Industrial Bank ....................................
Ping An ................................................
Other associates ...................................
Other mainland China ..........................
2011
Industrial Bank ....................................
Ping An ................................................
Other associates ...................................
Other mainland China ..........................
100
(21)
12
223
148
147
7
86
(25)
677
97
41
29
838
183
201
62
9
57
1,517
88
(14)
6
1,112
173
183
45
–
48
1,641
131
113
106
1,536
105
120
30
(34)
241
2,348
38
89
124
1,724
131
139
36
45
276
2,602
106
122
89
1,340
118
133
23
51
264
2,246
189
418
126
842
236
262
158
25
448
2,704
184
497
146
1,257
242
296
136
57
510
3,325
108
539
157
1,116
228
189
130
79
543
3,089
−
7
−
(4)
−
74
−
−
(1)
76
–
7
–
(4)
–
97
–
–
59
159
–
5
–
(4)
1
97
–
–
(8)
91
Retail
Banking
and Wealth
Management
US$m
Global
Banking
and
Markets
US$m
Commercial
Banking
US$m
Global
Private
Banking
US$m
–
–
247
(24)
223
54
622
214
(52)
838
52
946
181
(67)
–
–
1,360
176
1,536
273
82
1,193
176
1,724
229
–
921
190
–
–
284
558
842
343
60
248
606
1,257
190
63
276
587
1,112
1,340
1,116
–
–
–
(4)
(4)
–
–
–
(4)
(4)
–
–
–
(4)
(4)
110
26
136
36
1,644
25
22
5
(12)
77
1,959
(44)
175
7
2,525
8
(65)
–
9
230
2,845
5
161
7
117
9
(7)
12
24
76
404
Other
US$m
1,089
553
(38)
40
1,644
–
2,459
–
66
2,525
–
117
–
–
117
446
653
280
4,241
514
625
200
65
740
7,764
275
809
306
6,340
564
668
234
120
1,132
10,448
307
813
259
3,681
529
595
210
154
923
7,471
Total
US$m
1,089
553
1,853
746
4,241
670
3,223
1,655
792
6,340
471
1,126
1,378
706
3,681
following the rapid post-flood recovery in 2012 and,
more recently, political uncertainty. Elsewhere in the
ASEAN region GDP growth improved during 2013.
Singapore's economic recovery gathered pace,
led by net external demand, and the Philippines
continued to grow robustly in the year, led by
household spending. The devastating typhoon that
hit the country in November disrupted activity in the
fourth quarter, but will also induce reconstruction
spending in 2014.
Growth in South Korea stabilised in 2013
supported by a monetary and fiscal stimulus
package delivered at the start of the year. Exports
remained resilient. Taiwan’s trade-dependent
economy was weak in the first half of 2013, but
strengthened in the second half as global trade
improved.
Australian GDP growth slowed to an annual
rate of around 2.5% in 2013 and unemployment rose
to 5.7% towards the end of the year. This reflected
a slowdown in mining investment after years of
strong growth. To stimulate growth elsewhere, the
Reserve Bank of Australia cut its cash rate from
3.0% to 2.5% during the year. Low interest rates
drove a strong rise in housing prices. The Australian
dollar remained well above its long run average
levels in 2013, but fell towards the end of the year.
Review of performance
In Rest of Asia-Pacific, reported profit before tax
was US$7.8bn compared with US$10.4bn in 2012.
On a constant currency basis, profit before
tax decreased by US$2.5bn.
The decrease in reported profits was mainly due
to the gain on disposal of our shareholding in Ping
An in 2012 of US$3.0bn and a reduction in our share
of profit from associates of US$1.4bn due to the
disposal of Ping An and the reclassification of
Industrial Bank as a financial investment following
its issue of share capital to third parties. These
items were partly offset by the accounting gain
of US$1.1bn in 2013 on the reclassification of
Industrial Bank.
On an underlying basis, which excludes
the items above as well as other disposals and the
results of disposed of operations, profit before tax
increased by 20% due to the net gain of US$553m
on completion of the sale of our investment in Ping
An in 2013, compared with adverse fair value
movements of US$553m on the Ping An contingent
forward sale contract recorded in 2012. Excluding
these items, underlying profit before tax was
marginally lower as increased operating expenses
and lower revenues were offset by reduced loan
111
impairment charges and increased income from
associates.
The implementation of our strategy to reduce
fragmentation across the region continued, leading
to the disposal of non-core insurance businesses
in Vietnam, South Korea, Taiwan and Singapore,
and we announced the closure of a retail brokerage
in India and our retail banking operations in South
Korea. We also completed the sale of our investment
in Ping An.
In mainland China, where we continued to
expand our branch network, we had 162 HSBC
outlets, 23 HSBC rural bank outlets and 48
Hang Seng Bank outlets at the end of the year. We
expanded our wealth management capabilities, and
were one of the first foreign banks to be approved
to distribute domestic funds to retail investors. We
were the market leader in mainland China’s state-
owned enterprise bond issuances and we were
awarded Best Foreign Commercial Bank in China
by FinanceAsia.
We continued to promote the internationalisation
of the renminbi as regulations developed. We
were the first foreign bank in mainland China to
implement a customised renminbi cross-border
centralised settlement solution and were also the first
foreign bank to complete a two-way cross-border
renminbi lending transaction.
In India, we revised our Wealth Management
product offering to ensure customers’ needs were
being met and to improve customer satisfaction
levels. In Payments and Cash Management, we were
awarded the ‘Best Domestic Cash Management
Bank’ in 2013 by Euromoney. Our strength in debt
capital markets (‘DCM’) continued, acting as a joint
lead manager and bookrunner for the largest US
dollar-denominated single tranche bond issuance by
an Indian corporate in 2013.
In Singapore, we led the market in foreign
currency DCM issuance, continuing to demonstrate
our ability to structure DCM transactions. In CMB,
we began to offer a renminbi settlement service.
We continued to develop our Payments and
Cash Management product offering across the
region and were awarded the ‘Best Cash
Management House in Asia’ by Euromoney. We
also strengthened our Project and Export Finance
capabilities and were named the Best Project
Finance House in Asia by Euromoney for the third
consecutive year. Our strength in DCM continued
we were the No.1 bookrunner in Asia-ex Japan
bonds. We were awarded the Domestic Bond House
of the Year by IFR Asia.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Rest of Asia-Pacific
Net interest income increased by US$167m
from balance sheet growth, partly offset by spread
compression in many countries from competition
and increased liquidity.
Average residential mortgage balances grew,
primarily in mainland China and Australia, as we
focused on secured lending and in Singapore
reflecting lending growth in 2012. Term and trade-
related lending in CMB rose, notably in mainland
China, Singapore and Indonesia, from continued
client demand. Increased average loan balances
were broadly offset by lending spread compression,
notably on trade finance lending, reflecting
competitive pressures and increased liquidity in
the market.
We grew average deposit balances in both
Payments and Cash Management and RBWM,
though the benefit of this growth was partly offset
by narrower liability spreads in many countries
following central bank interest rate cuts and
increased liquidity.
Net fee income rose by US$53m, primarily
in GB&M, in part from increased activity in bond
sales in Singapore and in CMB from increased credit
facilities, notably in mainland China. These factors
were partly offset by reductions in RBWM, notably
in India, from lower Wealth Management sales as
we revised our product offerings.
Net trading income was US$541m lower, in
part from further adverse fair value movements on
the Ping An contingent forward sale contract of
US$682m, compared with US$553m in 2012. Rates
revenues decreased, largely from reduced bond
holdings in a number of countries and revaluation
losses as bond yields rose, notably in mainland
China. Foreign Exchange revenues also fell as
market conditions in 2012 were not repeated.
Net income from financial instruments
designated at fair value was US$56m compared
with US$108m in 2012 from lower gains on assets
held by the insurance business in Singapore driven
by rising bond yields.
Gains less losses from financial investments
were US$1.2bn higher, due to the gain on disposal
of our investment in Ping An of US$1.2bn, which
was partly offset by the adverse fair value movement
of US$682m on the contingent forward sale contract
included in ‘Net trading income’ leading to a net
gain of US$553m.
We reported a gain on disposal of Ping An of
US$3.0bn in 2012.
Other operating income increased by US$1.0bn.
We recorded an accounting gain of US$1.1bn on
the reclassification of Industrial Bank as a financial
investment following its issue of additional share
capital to third parties and a gain on the disposal of
our investment in Bao Viet Holdings of US$104m.
In 2012, we recorded gains totalling US$305m on a
reported basis on the sale of our RBWM business in
Thailand, our GPB business in Japan and our interest
in a property company in the Philippines.
LICs decreased by US$63m as 2012 included
a large individually assessed impairment of a
corporate exposure in Australia and a credit risk
provision on an available-for-sale debt security in
GB&M. These factors were partly offset by an
increase in individually assessed impairments in
GB&M and CMB in a number of countries across
the region.
Operating expenses increased by US$38m.
Costs rose in India from increased use of the
service centres and in mainland China from
wage inflation, higher staff numbers and branch
expansion. These increases were offset by the partial
write back of a litigation provision in Singapore
and Australia compared with a charge in 2012. In
addition, in 2013 there were lower restructuring and
other related costs, including termination benefits,
than in 2012, and the non-recurrence of costs
following the sale or closure of operations.
Share of profit from associates and joint
ventures reduced by US$1.4bn following the
disposal of Ping An, the reclassification of Industrial
Bank as a financial investment and an impairment
charge of US$106m on our banking associate in
Vietnam. Excluding these factors, income from
associates rose, primarily in BoCom as a result
of balance sheet growth and increased fee income,
partly offset by higher operating expenses and a
rise in loan impairment charges.
112
Profit before tax and balance sheet data – Rest of Asia-Pacific
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
2013
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
Profit before tax
Net interest income .....................
Net fee income/(expense) ...........
1,718
728
Trading income/(expense)
excluding net interest income .
Net interest income/(expense)
on trading activities ................
Net trading income/(expense)44 ..
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income/(expense) from
other financial instruments
designated at fair value ...........
Net income/(expense) from
financial instruments
designated at fair value ...........
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Other operating income ..............
Total operating income ............
Net insurance claims50 ................
Net operating income4 ...............
Loan impairment charges and
other credit risk provisions .....
Net operating income ...............
99
(19)
80
−
59
59
(1)
−
651
145
3,380
(584)
2,796
(210)
2,586
Total operating expenses ............
(2,139)
Operating profit ........................
Share of profit/(loss) in
associates and joint ventures ..
Profit before tax ........................
447
230
677
%
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
3.0
76.5
1,374
555
195
(6)
189
−
−
−
−
−
185
6
2,309
(142)
2,167
(128)
2,039
(1,022)
1,017
1,331
2,348
%
10.4
47.2
1,907
722
704
301
1,005
−
−
−
16
−
1
85
3,736
−
3,736
(23)
3,713
(1,256)
2,457
247
2,704
%
12.0
33.6
81
70
41
−
41
−
−
−
4
−
−
3
199
−
199
−
199
(123)
76
−
76
%
0.3
61.8
223
(16)
(722)
(1)
(723)
(1)
(2)
(3)
1,203
2
−
2,569
3,255
−
3,255
−
3,255
(1,275)
1,980
(21)
1,959
%
8.7
39.2
136
−
−
(136)
(136)
−
−
−
−
−
−
(175)
(175)
−
−
(175)
175
−
−
−
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
US$m
US$m
US$m
US$m
US$m
46,808
54,640
64,921
48,757
62,755
44,767
48,023
203,252
61,065
3,976
4,974
11,822
233
22,483
51
(12,167)
113
Total
US$m
5,439
2,059
317
139
456
(1)
57
56
1,222
2
837
2,633
12,704
(726)
(361)
11,617
(5,640)
5,977
1,787
7,764
%
34.4
47.1
US$m
147,797
335,937
182,626
(175)
11,978
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Rest of Asia-Pacific / Middle East and North Africa
Profit before tax and balance sheet data – Rest of Asia-Pacific (continued)
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
Global
Banking
and
Markets
US$m
2012
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
Profit before tax
Net interest income .....................
Net fee income/(expense) ...........
1,787
854
1,396
499
Trading income/(expense)
excluding net interest income .
Net interest income/(expense)
on trading activities ................
Net trading income/(expense)44 ..
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income/(expense) from
other financial instruments
designated at fair value ...........
Net income/(expense) from
financial instruments
designated at fair value ...........
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Gain on disposal of Ping An .......
Other operating income ..............
Total operating income ...............
Net insurance claims50 ................
Net operating income4 .................
Loan impairment charges and
other credit risk provisions .....
Net operating income .................
96
(6)
90
–
109
109
(1)
–
569
–
211
3,619
(523)
3,096
(234)
2,862
Total operating expenses ............
(2,238)
Operating profit ..........................
624
893
1,517
%
7.3
72.3
Share of profit in associates
and joint ventures ...................
Profit before tax ..........................
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
For footnotes, see page 132.
2,156
666
1,002
100
1,102
–
(3)
(3)
(10)
1
–
–
82
3,994
–
3,994
(48)
3,946
(1,279)
2,667
658
3,325
%
16.1
32.0
102
71
67
–
67
–
–
–
–
–
–
–
68
308
–
308
–
308
(149)
159
–
159
%
0.8
48.4
137
(7)
(592)
14
(578)
(4)
3
(1)
25
4
–
3,012
1,571
4,163
–
(187)
–
–
187
187
–
–
–
–
–
–
–
(172)
(172)
–
–
(172)
172
–
–
–
–
4,163
(1,319)
2,844
1
2,845
%
13.8
31.7
188
(3)
185
–
1
1
2
–
243
–
64
2,390
(195)
2,195
(154)
2,041
(993)
1,048
1,554
2,602
%
12.6
45.2
4,163
(172)
13,584
Total
US$m
5,391
2,083
761
292
1,053
(4)
110
106
16
5
812
3,012
1,824
14,302
(718)
(436)
13,148
(5,806)
7,342
3,106
10,448
%
50.6
42.7
US$m
138,119
342,269
183,621
US$m
US$m
US$m
US$m
US$m
46,027
55,509
63,230
43,968
59,123
44,865
44,721
201,774
64,392
3,238
12,142
11,095
165
24,534
39
(10,813)
114
Middle East and North Africa
Economic background
The network of branches of HSBC Bank Middle
East Limited, together with HSBC’s subsidiaries
and associates, gives us the widest coverage
in the region. Our associate in Saudi Arabia,
The Saudi British Bank (40% owned), is the
Kingdom’s fifth largest bank by total assets.
Net interest income ..........
Net fee income .................
Net trading income ..........
Other income ...................
Net operating income4 ...
LICs42 ...............................
2013
US$m
1,486
622
357
38
2,503
42
2012
US$m
1,470
595
390
(25)
2,430
(286)
Net operating income ....
2,545
2,144
2011
US$m
1,432
627
482
66
2,607
(293)
2,314
Total operating expenses ..
(1,289)
(1,166)
(1,159)
Operating profit .............
1,256
Income from associates43 .
438
978
372
1,155
337
Profit before tax .............
1,694
1,350
1,492
Cost efficiency ratio ........
RoRWA36 .........................
51.5%
2.7%
48.0%
2.2%
44.5%
2.6%
Year-end staff numbers ...
8,618
8,765
8,373
Best Regional
Cash Management
Provider in the
Middle East
(Euromoney)
Fifth consecutive year
Best Trade
Bank in the
Middle East
(Trade and Forfaiting
Review Excellence
awards 2013)
Improvement in the financial position of key
customers and loan portfolios contributed
to lower loan impairment charges
Approximately
US$40m
of sustainable cost savings from our
organisational effectiveness programmes
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
Real GDP in the Middle East and North Africa
grew by an estimated 4.0% in 2013, led by the
Gulf Cooperation Council (‘GCC’) and Saudi
Arabia’s expansionary fiscal policy and
infrastructure investment programme. With oil
prices steady in the US$100-110 per barrel range
throughout the year, revenues were more than
sufficient to fund this spending, and the region ended
2013 with both current and fiscal accounts amply in
surplus. The UAE saw an accelerating recovery in
2013 led by real estate and services, but boosted
towards the end of the year by an increasingly
expansionary fiscal policy. Despite strong demand
and loose fiscal policy, inflation remained very
subdued across the region throughout 2013, apart
from UAE real estate.
For Egypt, political uncertainty gave rise
to a third year of sub-par growth and rising
unemployment. Real GDP grew by 2.2% in the
2012/13 fiscal year, while the budget deficit widened
to 14% of GDP. The country’s external position
improved substantially in July, following the receipt
of concessionary financing from the GCC. However,
while reserves and the currency stabilised, stringent
exchange rate and capital controls were still in place
at the end of December 2013.
Review of performance
Our operations in the Middle East and North Africa
reported a profit before tax of US$1.7bn, an increase
of 25% compared with 2012. On a constant currency
basis, pre-tax profits increased by 29%.
Our reported results in 2013 included adverse
movements of US$4m on our own debt designated at
fair value resulting from tightening of credit spreads.
Our reported results in 2012 included an investment
loss on a subsidiary of US$85m and adverse
movements of US$12m on our own debt designated
at fair value resulting from tightening credit spreads,
partly offset by gains recognised on acquisitions
totalling US$21m. On an underlying basis, excluding
the items noted above and the results of a
deconsolidated subsidiary and the Private Equity
business disposed of in 2012, profit before tax
increased by 26%, mainly due to lower loan
impairment charges and higher income from our
associate, The Saudi British Bank.
115
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Middle East and North Africa
Profit/(loss) before tax by country within global businesses
2013
Egypt ....................................................
Qatar ....................................................
United Arab Emirates ..........................
Other ....................................................
MENA (excluding Saudi Arabia) ........
Saudi Arabia ........................................
2012
Egypt ....................................................
Qatar ....................................................
United Arab Emirates ..........................
Other ....................................................
MENA (excluding Saudi Arabia) ........
Saudi Arabia ........................................
2011
Egypt ....................................................
Qatar ....................................................
United Arab Emirates ..........................
Other ....................................................
MENA (excluding Saudi Arabia) ........
Saudi Arabia ........................................
Retail
Banking
and Wealth
Management
US$m
Global
Banking
and
Markets
US$m
Commercial
Banking
US$m
Global
Private
Banking
US$m
Other
US$m
Total
US$m
31
10
142
(7)
176
82
258
67
9
143
(27)
192
60
252
43
(4)
134
17
190
57
247
37
37
290
135
499
146
645
71
36
235
125
467
120
587
55
35
240
109
439
98
537
166
62
275
178
681
188
869
157
84
141
29
411
170
581
129
81
200
93
503
140
643
−
−
1
−
1
15
16
–
–
1
–
1
9
10
–
–
(6)
–
(6)
4
(2)
(29)
−
(72)
−
(101)
7
(94)
(5)
–
(56)
(37)
(98)
18
(80)
(2)
–
7
–
5
62
67
205
109
636
306
1,256
438
1,694
290
129
464
90
973
377
1,350
225
112
575
219
1,131
361
1,492
In the UAE, we inaugurated a new strategic plan
for growth with investment committed across all
businesses, and with commensurate investment in
the risk management functions including Regulatory
and Financial Crime Compliance. In RBWM, we
focused on improving our retail customer experience
through the new ‘Customer at the Heart’ campaign
and were ranked number one in the Customer
Recommendation Index for banks in the UAE. We
also invested in mobile and digital technologies to
enhance our Wealth Management offering and to
grow our retail foreign exchange revenues.
In CMB, our fourth international trade fund
for SMEs of AED1bn (US$272m) was launched
to support new and existing customers with cross-
border trading requirements or with aspirations to
grow internationally.
In GB&M, there was a focus on cross-border
connectivity and CMB collaboration, with tailored
risk management solutions. We supported sovereign
wealth funds and government-related entities and
won several Euromoney awards including ‘The Best
Investment Bank in Middle East’, ‘The Best Risk
Advisor in Middle East’, ‘Best Cash Management
House in the Middle East’ and ‘No 1 Debt House
for MENA and GCC issuer bonds’.
116
We were awarded the ‘Best Trade Bank in the
MENA region’ by GTR Leaders in Trade 2013 and
we enhanced Global Trade and Receivables Finance
by investing in sales staff and giving priority to
commodity structured trade finance and receivables
finance. The level of service provided by our
Payments and Cash Management business was
reflected in our fifth consecutive Euromoney award.
In Egypt, we continued to manage risk in the
uncertain political and economic environment.
Surplus liquidity levels in Egyptian pounds, which
arose following the introduction of foreign currency
restrictions at the end of 2012, were managed through
the downward re-pricing of deposits. Despite these
difficult operating conditions, we continued to invest
in the business, through the deployment of new
automated teller machines (‘ATMs’) and the launch
of a new mobile banking application. Our RBWM
business was ranked number 1 in the Customer
Recommendation Index while our CMB business
launched an Egypt SME Fund for EGP300m
(US$44m) targeting international SME growth
and trade customers.
We renewed our primary dealer licence for
trading in Government of Egypt treasury bills and
bonds, ranking as one of the largest primary dealers
in the Egyptian market.
In Oman, following the completion of the merger
in June 2012 with OIB, we completed the conversion
to HSBC systems of our merged operation. We made
a number of improvements to our mobile banking and
internet banking applications, introducing enhanced
security features including the HSBC secure key for
internet banking. We also upgraded our e-platform for
cash management services for our corporate banking
customers. HSBC Bank Oman won Euromoney’s
‘Best Domestic Cash Management Bank’ in Oman
award for the second consecutive year.
In Saudi Arabia, our associate, The Saudi British
Bank, won The Banker magazine’s award as ‘The
Best Bank in Saudi Arabia, 2013’ and achieved a
record net profit before tax exceeding US$1bn.
In line with our commitment to drive growth
and improve returns in businesses that do not meet
our six filters criteria (see page 15), we entered into an
agreement to sell our operation in Jordan.
The transaction is expected to complete in 2014.
Net interest income rose by 4%, mainly in Egypt
in GB&M, driven by higher yields and balances on
available-for-sale investment portfolios and higher
balances on corporate deposits as more liquid assets
were held in the volatile political environment. In
Oman, net interest income increased, notably in
RBWM, following the merger with OIB in June 2012.
The higher net interest income in the UAE from
growth in GB&M in the Credit and Lending portfolio
and in RBWM from the Lloyds business acquired in
2012, was more than offset by a decline in CMB,
where the business was repositioned to lower risk
segments.
Net fee income increased by 7%, primarily in
the UAE in GB&M due to an increase in advisory
mandates in Capital Financing and higher institutional
equities fee income from increased deal volumes,
partially offset by lower fees from reduced volumes
on Global Trade and Receivables Finance products in
CMB. In Egypt, net fee income increased, notably in
RBWM from cards and consumer loan fees.
Net trading income decreased by 6%, notably
in Egypt from lower foreign exchange revenues,
reflecting the political instability, and lower Rates
trading income driven by a reduction in deal volumes.
The decrease in trading income also reflected the
deconsolidation of a subsidiary in 2012. These
factors were partly offset by CVA releases on trading
positions relating to a small number of exposures in
the UAE in GB&M, compared with charges in 2012.
Gains less losses from financial investments
decreased by US$27m, driven by losses on the
disposal of the available-for-sale debt securities in
Egypt in the first half of 2013 as we adjusted our risk
positions.
Other operating income increased by US$76m,
due to the non-recurrence of an US$85m investment
loss on a subsidiary in 2012.
A net loan impairment release of US$42m
was recorded in 2013 compared with a charge of
US$282m in 2012. There were provision releases,
mainly in GB&M, for a small number of UAE related
exposures, reflecting an overall improvement in the
loan portfolio compared with charges in 2012. In
addition, loan impairment charges declined, due
to lower individually assessed loan impairments in
the UAE in CMB and lower provisions in RBWM on
residential mortgages following a repositioning of the
book towards higher quality lending and improved
property prices.
Operating expenses increased by 13%, mainly
in the UAE from the Lloyds business acquired in
2012, expenses for regulatory projects, operational
losses and charges from a customer redress
programme in RBWM relating to fees charged on
overseas credit card transactions. Expenses also
increased in Egypt from changes in the interpretation
of tax regulations and in Oman following the merger
with OIB. These factors were partly offset by
approximately US$40m of sustainable savings
from our organisational effectiveness programmes.
Share of profits from associates and joint
ventures increased by 18%, mainly from The Saudi
British Bank. This was driven by higher revenue
resulting from strong balance sheet growth, and
the effective management of costs.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Middle East and North Africa
Profit/(loss) before tax and balance sheet data – Middle East and North Africa
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
2013
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
Profit/(loss) before tax
Net interest income .....................
Net fee income/(expense) ...........
Trading income excluding net
interest income .......................
Net interest income/(expense)
on trading activities ................
Net trading income44 ...................
Net income from financial
instruments designated at
fair value .................................
Gains less losses from
financial investments ..............
Dividend income ........................
Other operating income ..............
Total operating income ............
Net insurance claims50 ................
Net operating income4 ..............
Loan impairment (charges)/
recoveries and other credit
risk provisions ........................
Net operating income ...............
Total operating expenses ............
Operating profit/(loss) ..............
Share of profit in associates
and joint ventures ...................
Profit/(loss) before tax ..............
585
161
59
−
59
−
−
−
25
830
−
830
(49)
781
(606)
175
83
258
%
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
1.1
73.0
486
269
85
−
85
−
−
−
30
870
−
870
(20)
850
(350)
500
145
645
%
2.9
40.2
390
197
220
14
234
−
(18)
9
15
827
−
827
110
937
(256)
681
188
869
%
3.8
31.0
−
−
−
−
−
−
−
−
−
−
−
−
1
1
−
1
15
16
%
0.1
–
4
(5)
−
−
−
21
–
–
(21)
(21)
(2)
−
−
−
(120)
(120)
−
−
(120)
120
−
−
−
−
−
99
96
−
96
−
96
(197)
(101)
7
(94)
%
(0.4)
205.2
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
US$m
US$m
US$m
US$m
US$m
6,152
7,016
18,771
11,814
13,776
12,402
9,241
39,302
7,432
−
64
1
4
3,340
77
(2,688)
118
(120)
2,503
Total
US$m
1,486
622
364
(7)
357
(2)
(18)
9
49
2,503
−
42
2,545
(1,289)
1,256
438
1,694
%
7.5
51.5
US$m
27,211
60,810
38,683
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
Global
Banking
and
Markets
US$m
2012
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
Profit/(loss) before tax
Net interest income .....................
Net fee income/(expense) ...........
Trading income excluding net
interest income .......................
Net interest income/(expense)
on trading activities ................
Net trading income44 ...................
Net income from financial
instruments designated at
fair value .................................
Gains less losses from
financial investments ..............
Dividend income ........................
Other operating income/
(expense) ................................
Total operating income ...............
Net insurance claims50 ................
Net operating income4 ................
Loan impairment charges and
other credit risk provisions .....
Net operating income .................
Total operating expenses ............
Operating profit/(loss) ................
Share of profit in associates
and joint ventures ...................
Profit/(loss) before tax ................
597
164
68
–
68
–
–
–
(16)
813
–
813
(55)
758
(561)
197
55
252
%
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
1.2
69.0
492
279
94
2
96
–
–
–
21
888
–
888
(110)
778
(311)
467
120
587
%
2.8
35.0
367
160
208
30
238
–
9
5
14
793
–
793
(119)
674
(264)
410
171
581
%
2.8
33.3
(29)
–
–
29
29
–
–
–
(94)
(94)
–
(94)
–
(94)
94
–
–
–
1
1
–
–
–
–
–
–
1
3
–
3
(2)
1
–
1
9
10
%
–
–
42
(9)
3
(44)
(41)
(12)
–
–
47
27
–
27
–
27
(124)
(97)
17
(80)
%
(0.3)
459.3
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
For footnotes, see page 132.
US$m
US$m
US$m
US$m
US$m
5,828
6,562
19,802
13,559
15,651
12,826
8,699
36,582
6,880
–
50
3
–
6,840
72
(3,080)
Total
US$m
1,470
595
373
17
390
(12)
9
5
(27)
2,430
–
2,430
(286)
2,144
(1,166)
978
372
1,350
%
6.5
48.0
US$m
28,086
62,605
39,583
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Report of the Directors: Financial Review (continued)
Geographical regions > North America
North America
Economic background
Our North American businesses are located in
the US, Canada and Bermuda. Operations in
the US are primarily conducted through HSBC
Bank USA, N.A., and HSBC Finance, a national
consumer finance company. HSBC Markets
(USA) Inc. is the intermediate holding company
of, inter alia, HSBC Securities (USA) Inc. HSBC
Bank Canada and HSBC Bank Bermuda operate
in their respective countries.
2013
US$m
5,742
2,143
2012
US$m
8,117
2,513
2011
US$m
11,480
3,308
Net interest income ..........
Net fee income .................
Net trading income/
(expense) .......................
948
507
(362)
Gains on disposals of US
branch network and
cards business ................
Other income/(expense) ..
–
(30)
4,012
(456)
–
1,574
Net operating income4 ....
8,803
14,693
16,000
LICs42 ...............................
(1,197)
(3,457)
(7,016)
Net operating income ....
7,606
11,236
8,984
Total operating expenses .
(6,416)
(8,940)
(8,919)
Operating profit .............
1,190
2,296
Income from associates43 ..
31
3
Profit before tax .............
1,221
2,299
65
35
100
Cost efficiency ratio ........
RoRWA36 .........................
72.9%
0.5%
60.8%
0.8%
55.7%
–
Year-end staff numbers ...
20,871
22,443
30,981
14%
growth in revenues from collaboration
between CMB and GB&M
Completed sales:
US$5.7bn of real estate secured loans;
US$3.7bn non-real estate
personal loan portfolio; and
US$1.6bn US insurance business
Best Regional Cash Manager
in North America
(Euromoney Awards for Excellence 2013)
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
120
In the US, real GDP rose by 1.9% in 2013, after
2.8% growth in 2012. Both consumer spending and
business fixed investment grew at a moderate pace in
2013. Residential investment rose by 12.1% in 2013,
following 12.9% growth in 2012. Sales of new and
existing homes increased in 2013, and average
national home prices rose over the course of the
year. Export growth slowed to 2.8% in 2013 from
3.5% in 2012. Budgetary caps on federal spending
contributed to a 5.1% decline in federal government
expenditure in 2013, in real terms. State and local
government expenditure also contracted, though by
less than in 2012. The unemployment rate fell during
the year reaching 6.7% in December although, in
part, this reflected the long-term unemployed leaving
the labour market rather than job creation. Both
headline and core CPI inflation moderated in 2013
as subdued growth in hourly wages continued to
constrain labour costs. A lack of consensus between
the main political parties about how best to reduce
the US fiscal deficit led to a government ‘shutdown’
on 1 October. An agreement was finally reached on
16 October which allowed the US debt ceiling to be
raised and ended the shutdown. The Federal Reserve
Board continued to pursue a highly accommodative
monetary policy in 2013, keeping the Federal Funds
rate in a zero to 0.25% range. It continued with
monthly purchases of longer-term treasury securities
and agency mortgage-backed securities but
announced in December that it would begin to
‘taper’ asset purchases from January 2014.
The Canadian economy grew by 1.6% during
the first three quarters of 2013, down from 1.9% in
the comparable period in 2012. Led by auto sales,
consumer spending rose by 1.8%, contributing 1.2
percentage points to the expansion in 2013. Exports
grew by 1.0% in 2013, which was well below the 3%
export growth in 2012. Housing starts fell by 14% in
2013 though the level of activity improved during
the year after a very weak start. The annual rate of
CPI inflation remained close to 1% throughout the
year, well below the Bank of Canada’s 2% inflation
target. The Bank of Canada’s policy rate has
remained at 1% since September 2010.
Review of performance
Our operations in North America reported a profit
before tax of US$1.2bn in 2013, compared with
US$2.3bn in 2012 on both a reported and constant
currency basis.
Reported profits in both years included gains
and losses on disposal of businesses not aligned to
our long-term strategy, notably gains in the US of
Profit/(loss) before tax by country within global businesses
2013
US ........................................................
Canada .................................................
Bermuda ...............................................
2012
US ........................................................
Canada .................................................
Bermuda ...............................................
2011
US ........................................................
Canada .................................................
Bermuda ...............................................
Other ....................................................
Retail
Banking
and Wealth
Management
US$m
Global
Banking
and
Markets
US$m
Commercial
Banking
US$m
Global
Private
Banking
US$m
Other
US$m
Total
US$m
(358)
131
20
(207)
2,746
207
42
2,995
(2,861)
147
49
–
(2,665)
296
506
(16)
786
637
577
(15)
1,199
431
545
26
–
1,002
633
280
16
929
661
314
(18)
957
567
265
43
–
875
53
−
4
57
72
(1)
1
72
83
–
7
–
90
(350)
(3)
9
(344)
(2,901)
(16)
(7)
(2,924)
782
8
9
(1)
798
274
914
33
1,221
1,215
1,081
3
2,299
(998)
965
134
(1)
100
US$3.1bn and US$864m following the sales of the
CRS business and 195 non-strategic retail branches,
respectively, in 2012.
On an underlying basis, pre-tax profit was
US$1.6bn in 2013 compared with a pre-tax loss
of US$1.5bn in 2012. This was mainly due to
a decline in loan impairment charges in 2013 in
the US, primarily in the CML portfolio, and a
reduction in operating expenses, as 2012 included
a US$1.5bn expense as part of the settlement of
investigations into inadequate compliance with AML
laws in the past. These were partly offset by losses
on certain portfolio disposals described further
below.
Underlying profit before tax in Canada reduced
due to the closure to new business in 2012 of the
Canadian consumer finance company and lower
revenues, reflecting spread compression due to the
low interest rate environment and competitive
market. These were partly offset by lower costs
following cost control and sustainable savings from
organisational effectiveness initiatives.
We continued to make progress in our strategy
to accelerate the run-off and sales of our CML
portfolio, and simplify operations. We completed
the sale of the CML non-real estate personal loan
portfolio with an unpaid principal balance of
US$3.7bn on 1 April 2013 and recognised a loss on
sale of US$271m. We completed the sales of several
tranches of real estate secured accounts with an
aggregate unpaid principal balance of US$5.7bn
during 2013 and recognised a cumulative loss on
sale of US$153m. Gross lending balances in the
CML portfolio, including loans held for sale, at
31 December 2013 were US$30.4bn, a decline
of US$12.3bn from 31 December 2012.
We identified real estate secured loan balances
with unpaid principal of US$3.5bn that we plan to
actively market in multiple transactions over the next
15 months. The carrying value of these loans was
approximately US$230m greater than their estimated
fair value at 31 December 2013.
In the US, we made progress on re-engineering
our processes, such as account opening and customer
information management, creating standardisation
and alignment with our target business and operating
models and a simpler relationship experience for our
customers. The US has been at the forefront of
foundational work to implement Global Standards.
We also launched a US$1bn SME fund in CMB to
support those businesses that trade or aspire to trade
internationally.
In Canada, we continued to deliver
internationally oriented organic business growth and
streamlined processes and procedures. In CMB, we
focused on positioning ourselves as the leading
international trade and business bank, and deployed
several new Global Trade products to assist
international clients with working capital
management. In GB&M, we launched Project and
Export Financing and had a strong pipeline of
business going into 2014. In RBWM, we continued
to work on increasing the Premier customer base,
resulting in 3% growth.
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Report of the Directors: Financial Review (continued)
Geographical regions > North America
Net earned insurance premiums decreased
by US$159m due to the sale of our US insurance
business. The reduction in net earned insurance
premiums resulted in a corresponding decrease in
Net insurance claims incurred and movement in
liabilities to policyholders.
Other operating expense was US$108m in 2013
compared with income of US$408m in 2012. This
was primarily due to the loss of US$424m on the
sales of the CML non-real estate personal loan
portfolio and several tranches of real estate secured
loans. In addition, the decrease reflected the sale of
our US insurance business and the non-recurrence
of the gain on sale of the full service retail brokerage
business in Canada in 2012.
LICs decreased by US$2.3bn to US$1.2bn,
mainly in the US due in part to improvements in
housing market conditions. In addition, the decrease
reflected lower lending balances from continued
run-off and loan sales, and reduced levels of new
impaired loans and delinquency in the CML
portfolio. US$322m of the decline in loan
impairment charges was due to the sale of the CRS
business in 2012. These factors were partly offset by
an increase of US$130m relating to a rise in the
estimated average period of time from a loss event
occurring to writing off real estate loans to 12
months (previously a period of 10 months was used).
In CMB, loan impairment charges increased by
US$77m, reflecting higher collectively assessed
charges in the US as a result of increased lending
balances in key growth markets and higher
individually assessed impairments on a small
number of exposures mainly in Canada.
Operating expenses were US$2.5bn, 28%
lower than in 2012, primarily due to the non-
recurrence of a US$1.5bn settlement of
investigations into inadequate compliance with AML
laws in the past, lower average staff numbers and
costs following business disposals in the US and
Canada, and a reduction in litigation provisions and
consultancy expenses in relation to US mortgage
foreclosure servicing matters. Resources working on
the independent foreclosure review were no longer
required following the February 2013 Independent
Foreclosure Review Settlement Agreement. We
also achieved over US$330m of sustainable cost
savings, primarily reflecting organisational
effectiveness initiatives.
Net interest income decreased by 29% to
US$5.7bn, primarily due to the sale of the CRS
business and retail branches, lower average lending
balances from the continued run-off of the CML
portfolio and other portfolio disposals during the
year, lower reinvestment rates in Balance Sheet
Management and the closure of the Canada
consumer finance company to new business in 2012.
Net fee income decreased by 14% to US$2.1bn,
primarily due to the sale of the CRS business and
the retail branches in 2012 and the expiry of the
majority of the Transition Servicing Agreements
with the buyer of the CRS business. This was
partly offset by favourable adjustments to mortgage
servicing rights valuations as a result of interest rate
increases in 2013.
Net trading income was US$948m, an increase
of 89%, primarily due to favourable fair value
movements on non-qualifying hedges in HSBC
Finance of US$315m in 2013 due to a rise in
interest rates (compared with adverse movements
of US$227m in 2012) and lower provisions for
mortgage loan repurchase obligations related to
loans previously sold. The increase was partly
offset by a loss of US$199m arising from the early
termination of qualifying accounting hedges in
2013 as a result of expected changes in funding.
Net trading income increased in GB&M as
a result of favourable fair value movements on
structured liabilities, in addition to higher Credit
trading revenue from revaluation gains on securities,
monoline reserve releases in the legacy portfolio and
reduced losses from credit default swaps. Net trading
income also benefited from the performance of
economic hedges used to manage interest rate risk,
which was positively affected by favourable interest
rate movements. This was partly offset by lower
Foreign Exchange revenue as a result of reduced
trading volumes, and lower Rates trading revenue
due to a decline in trading activities.
Net expense from financial instruments
designated at fair value was US$288m compared
with US$1.2bn in 2012. The increase was due to
lower adverse fair value movements on our own debt
designated at fair value as credit spreads tightened
to a lesser extent in 2013 than in 2012.
Gains less losses from financial investments
increased by 18% as Balance Sheet Management
recognised higher gains on sales of available-for-sale
debt securities as a result of the continued re-
balancing of the portfolio for risk management
purposes in the low interest rate environment.
122
Profit/(loss) before tax and balance sheet data – North America
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking53
US$m
2013
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
Profit/(loss) before tax
Net interest income .....................
Net fee income ............................
3,483
605
1,430
593
Trading income excluding net
interest income .......................
Net interest income on trading
activities ..................................
Net trading income44 ...................
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income from other financial
instruments designated at
fair value .................................
Net expense from financial
instruments designated at
fair value .................................
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Other operating income/
(expense) ................................
Total operating income ............
Net insurance claims50 ................
Net operating income4 ..............
48
11
59
−
−
−
4
12
34
(454)
3,743
(39)
3,704
Loan impairment charges and
other credit risk provisions .....
(950)
Net operating income ...............
2,754
40
1
41
–
−
−
−
9
–
−
2,073
−
2,073
(223)
1,850
Total operating expenses ............
(2,960)
(1,096)
Operating profit/(loss) ..............
(206)
Share of profit/(loss) in
associates and joint ventures ..
Profit/(loss) before tax ..............
(1)
(207)
%
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
(0.9)
79.9
754
32
786
%
3.5
52.9
582
741
613
172
785
–
−
−
282
48
–
229
2,667
−
2,667
(20)
2,647
(1,718)
929
−
929
%
4.1
64.4
195
125
19
−
19
–
−
−
−
4
–
1
344
−
344
(4)
340
(283)
57
−
57
%
0.3
82.3
89
79
7
−
7
(288)
−
(288)
8
4
–
1,829
1,728
−
(37)
−
−
37
37
–
−
−
−
−
–
(1,713)
(1,713)
−
1,728
(1,713)
−
−
1,728
(1,713)
1,713
−
−
−
(2,072)
(344)
−
(344)
%
(1.6)
119.9
Balance sheet data40
Loans and advances to
customers (net)34 ....................
Total assets .................................
Customer accounts reported in:
– customer accounts34 .............
US$m
US$m
US$m
US$m
US$m
66,192
82,530
37,735
45,706
51,746
313,701
5,956
8,542
−
13,211
(31,655)
53,600
49,225
79,799
13,871
−
Total
US$m
5,742
2,143
727
221
948
(288)
−
(288)
294
77
34
(108)
8,842
(39)
8,803
(1,197)
7,606
(6,416)
1,190
31
1,221
%
5.4
72.9
US$m
161,629
432,035
196,495
123
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > North America/Latin America
Profit/(loss) before tax and balance sheet data – North America (continued)
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking53
US$m
Global
Banking
and
Markets
US$m
2012
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
Profit/(loss) before tax
Net interest income .....................
5,481
1,443
Net fee income ............................
923
562
Trading income/(expense)
excluding net interest income
(216)
Net interest income on trading
activities ..................................
Net trading income/(expense)44 ..
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income from other financial
instruments designated at
fair value .................................
Net expense from financial
instruments designated at
fair value .................................
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance
premiums ................................
Gains on disposal of US branch
network and cards business ....
Other operating income ..............
17
(199)
–
–
–
27
15
193
3,735
173
47
1
48
–
–
–
–
11
–
277
149
Total operating income ...............
10,348
2,490
Net insurance claims50 ................
(148)
–
Net operating income4 ................
10,200
2,490
Loan impairment (charges)/
recoveries and other
credit risk provisions ..............
(3,241)
(148)
Net operating income .................
6,959
2,342
Total operating expenses ............
(3,966)
(1,144)
Operating profit/(loss) ................
2,993
1,198
Share of profit in associates
and joint ventures ...................
2
1
Profit/(loss) before tax ................
2,995
1,199
%
14.5
38.9
%
5.8
45.9
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts reported in:
948
716
466
91
557
–
–
–
223
32
–
–
191
2,667
–
2,667
(71)
2,596
(1,639)
957
–
957
%
4.6
61.5
192
124
20
–
20
–
–
–
(7)
3
–
–
5
337
–
337
3
340
(268)
72
–
72
%
0.3
79.5
118
188
16
–
16
(1,219)
–
(1,219)
8
–
–
–
1,787
898
–
898
–
898
(3,822)
(2,924)
–
(2,924)
%
(14.2)
425.6
(65)
–
–
65
65
–
–
–
–
–
–
–
(1,899)
(1,899)
–
1,899
–
–
–
(1,899)
14,693
–
(3,457)
(1,899)
11,236
Total
US$m
8,117
2,513
333
174
507
(1,219)
–
(1,219)
251
61
193
4,012
406
14,841
(148)
(8,940)
2,296
3
2,299
%
11.1
60.8
US$m
140,756
490,247
149,037
US$m
US$m
US$m
US$m
US$m
76,414
101,103
36,387
48,604
22,498
345,040
5,457
8,828
–
12,659
(25,987)
– customer accounts ...............
57,758
48,080
29,595
13,553
51
For footnotes, see page 132.
124
Latin America
Economic background
Our operations in Latin America principally
comprise HSBC Bank Brasil S.A.-Banco
Múltiplo, HSBC México, S.A. and HSBC Bank
Argentina S.A. In addition to banking services,
we operate insurance businesses in Brazil,
Mexico and Argentina.
Net interest income ..........
Net fee income .................
Net trading income ..........
Other income ...................
2013
US$m
6,186
1,701
936
1,745
2012
US$m
6,984
1,735
971
1,261
2011
US$m
6,956
1,781
1,378
1,338
Net operating income4 ...
10,568
10,951
11,453
LICs42 ...............................
(2,666)
(2,137)
(1,883)
Net operating income ....
7,902
8,814
9,570
Total operating expenses ..
(5,930)
(6,430)
(7,255)
Operating profit .............
1,972
2,384
2,315
Income from associates43 .
−
–
–
Profit before tax .............
1,972
2,384
2,315
Cost efficiency ratio ........
RoRWA36 .........................
56.1%
2.0%
58.7%
2.4%
63.3%
2.3%
Year-end staff numbers ...
42,542
46,556
54,035
Best Infrastructure Bank
in Latin America
(LatinFinance Awards, 2013)
Gain of
US$1.1bn
on the sale of our
operations in Panama
Over
US$200m
of sustainable cost savings
For footnotes, see page 132.
The commentary is on a constant currency basis unless stated
otherwise, while tables are on a reported basis.
125
In Latin America, average GDP growth fell to 2.4%
in 2013 from 2.9% in 2012. Brazil’s GDP growth
accelerated from 1% in 2012 to above 2% by the end
of 2013. However, this was the third year of below-
trend growth. Brazil’s growing current account
deficit raised concerns during the summer. The
resulting capital flight and decline in the currency
served to put further upward pressure on prices,
pushing CPI inflation above the mid-point of the
central bank’s target for the fourth consecutive year.
Mexico saw a material slowdown in economic
activity in 2013, with GDP growth likely to have
slowed to 1.3% from 3.9% in 2012. Inflationary
pressures remained subdued and Banco de México
cut its key policy rate to 3.5% from 4.5% at the start
of the year. However, a significant number of
structural reforms should aid the long-term
performance of the Mexican economy.
The Argentinian economy accelerated in 2013
following a good agricultural harvest and a modest
recovery in the Brazilian economy. Structural
problems became increasingly evident with high
inflation and, eventually, currency weakness.
Review of performance
In Latin America, reported profit before tax of
US$2.0bn was US$412m lower than in 2012,
and US$239m lower on a constant currency basis.
On an underlying basis, which excludes the
US$1.1bn gain on the sale of our operations in
Panama and the effect of other non-strategic
business disposals, pre-tax profits decreased by
US$1.2bn. This was driven by a US$714m rise
in loan impairment charges and a decline in revenue
of US$348m, in part reflecting adverse movements
in the PVIF asset compared with 2012.
We made significant progress on repositioning
our business in the region, with a particular focus
on our priority growth markets of Brazil, Mexico
and Argentina. We also completed the disposal of
operations in Panama, Peru and Paraguay, along
with the sale of a portfolio of our non-life insurance
assets and liabilities and a non-strategic business
in Mexico. We expect to complete the sale of our
operations in Colombia and Uruguay in 2014,
subject to regulatory approvals.
While our performance was affected by slower
economic growth and inflationary pressures, we
continued to implement the Group’s strategy in our
core priority markets in order to reposition our
portfolios. We made significant progress in exiting
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Latin America
Profit/(loss) before tax by country within global businesses
2013
Argentina .............................................
Brazil ....................................................
Mexico .................................................
Panama .................................................
Other ....................................................
2012
Argentina .............................................
Brazil ....................................................
Mexico .................................................
Panama .................................................
Other ....................................................
2011
Argentina .............................................
Brazil ....................................................
Mexico .................................................
Panama .................................................
Other ....................................................
Retail
Banking
and Wealth
Management
US$m
Global
Banking
and
Markets
US$m
Commercial
Banking
US$m
Global
Private
Banking
US$m
Other
US$m
Total
US$m
97
(114)
154
335
(46)
426
209
94
338
29
(62)
608
91
241
403
23
(55)
703
142
(43)
(160)
522
3
464
169
359
176
62
(15)
751
107
566
129
59
6
867
170
514
115
362
6
1,167
174
696
201
48
34
1,153
148
515
268
52
66
1,049
−
5
(3)
2
(3)
1
–
17
2
2
(1)
20
–
13
4
3
–
20
(1)
(11)
11
(37)
(48)
(86)
(46)
(43)
(18)
–
(41)
(148)
(2)
(105)
(178)
(9)
(30)
(324)
408
351
117
1,184
(88)
1,972
506
1,123
699
141
(85)
2,384
344
1,230
626
128
(13)
2,315
certain businesses and products, strengthening
transaction monitoring and account opening, and
investing in improved compliance across the region.
tightened credit origination criteria and strengthened
our collections capabilities in Business Banking and
RBWM.
In Brazil, we focused on growing secured
lending balances for corporates and Premier
customers in order to increase connectivity and
reduce our risk exposure. We tightened origination
criteria in unsecured lending in RBWM, resulting in
slower loan growth, and in Business Banking, where
volumes declined. We were awarded ‘Best Debt
House in Brazil’ by Euromoney, and received the
‘Best Infrastructure Financing in Brazil’ award from
LatinFinance in GB&M.
In Mexico, we increased our market share
in personal lending, and launched a successful
residential mortgage campaign in RBWM. In
CMB, we launched a new US$1bn SME fund to
support businesses that trade or aspire to trade
internationally, and approved lending of US$274m.
We grew revenue from collaboration between CMB
and GB&M by 11%, were awarded the ‘Best
Domestic Cash Manager’ award by Euromoney and
won two awards for Infrastructure Financing from
LatinFinance.
In Argentina, we continued to manage
our business conservatively as the economic
environment remained challenging. We focused
on GB&M and corporate CMB customers, and
Net interest income decreased by US$358m,
driven by the effect of the disposal of non-strategic
businesses and a decline in Brazil, partly offset by
growth in Argentina.
Net interest income decreased in Brazil due to
a shift to lower yielding assets in CMB with reduced
lending balances in Business Banking as we focused
on growing secured balances for corporates. The
reduction in net interest income in RBWM reflected
lower average lending balances as a result of more
restrictive origination criteria, which included
reducing credit limits where appropriate, the
rundown of non-strategic portfolios and a change
in the product mix towards more secured assets. In
addition, spreads were narrower in CMB reflecting
competition, notably in working capital products.
Net interest income also decreased in Balance Sheet
Management due to lower reinvestment rates.
In Argentina, higher net interest income was
driven by increased average credit card and personal
lending balances, coupled with higher deposits in
RBWM and CMB, both reflecting successful sales
and marketing campaigns launched during 2013.
In Mexico, net interest income remained broadly
unchanged. It decreased in CMB reflecting large
126
prepayments relating to a small number of
corporates, and in GB&M as maturing investments
were renewed at lower reinvestment rates. These
falls were offset by an increase in RBWM as the
launch of successful sales campaigns resulted in
higher average lending balances, notably in payroll
and personal lending.
Net fee income increased by 4%, mainly in
Argentina. This was driven by business growth,
notably in Payments and Cash Management, and
the sale of the non-life insurance business which
resulted in the non-recurrence of sales commissions
previously paid to third party distribution channels.
In Brazil and Mexico, fees rose, mainly in RBWM,
where higher volumes and re-pricing initiatives
drove fee increases in current accounts and credit
cards.
Net trading income increased by US$39m,
primarily reflecting favourable results in GB&M
in Argentina and Brazil. This was partly offset by
lower average trading assets as maturing investments
in Brazil were not renewed.
Net income from financial instruments
designated at fair value decreased by US$274m,
notably in Brazil, as a result of lower investment
gains due to market movements. To the extent
that these investment gains were attributed to
policyholders there was a corresponding movement
in Net insurance claims incurred and movement in
liabilities to policyholders.
Gains less losses from financial investments
fell by 62% due to lower gains on disposal of
available-for-sale government debt securities in
Balance Sheet Management and the non-recurrence
of the gain on sale of shares in a non-strategic
investment in 2012.
Net earned insurance premiums decreased by
19%, driven by lower sales of unit-linked pension
products in Brazil. Premiums also fell in Argentina
as a result of the sale of the non-life insurance
business in 2012. The reduction in net earned
insurance premiums resulted in a corresponding
decrease in Net insurance claims incurred and
movement in liabilities to policyholders.
Other operating income increased by US$910m,
driven by the US$1.1bn gain on the sale of our
operations in Panama. This was partly offset by a
significant reduction in the PVIF asset due to an
increase in lapse rates and interest rate movements
in Brazil and Mexico, and the non-recurrence of the
favourable effect of the recognition of a PVIF asset
in Brazil in 2012.
LICs increased by US$693m, primarily in
Mexico due to specific impairments in CMB relating
to homebuilders from a change in the public housing
policy, and higher collective impairments in RBWM
as a result of increased volumes and higher
delinquency in our unsecured lending portfolio.
In Brazil, LICs increased due to changes to the
impairment model and assumption revisions for
restructured loan account portfolios in RBWM and
CMB, following a realignment of local practices to
Group standard policy. LICs were also adversely
affected by higher specific impairments in CMB
across a number of corporate exposures. These
factors were partly offset by improvements in credit
quality in Brazil following the modification of credit
strategies in previous years to mitigate rising
delinquency rates.
Operating expenses decreased by US$112m
as a result of business disposals, continued strict
cost control and progress with our organisational
effectiveness programmes which resulted in
sustainable cost savings of over US$200m.
The decrease was largely offset by the effect of
inflationary pressures, union-agreed salary increases
in Brazil and Argentina, and higher compliance
and risk costs from the implementation of Global
Standards and portfolio repositioning, notably in
Mexico.
127
t
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a
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a
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o
G
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o
p
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a
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Geographical regions > Latin America
Profit/(loss) before tax and balance sheet data – Latin America
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
2013
Global
Banking
and
Markets
US$m
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
−
326
Total
US$m
6,186
1,701
711
225
936
−
326
82
9
1,830
1,115
12,185
(1,617)
10,568
(2,666)
7,902
(5,930)
1,972
−
1,972
%
8.7
56.1
US$m
43,920
113,999
54,199
Profit/(loss) before tax
Net interest income/(expense) ....
Net fee income ............................
3,776
952
1,828
548
Trading income/(expense)
excluding net interest
income ....................................
Net interest income on
trading activities .....................
Net trading income/(expense)44 ..
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income from other financial
instruments designated at
fair value .................................
Net income from financial
instruments designated at
fair value .................................
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Other operating income ..............
Total operating income ............
Net insurance claims50 ................
Net operating income4 ..............
Loan impairment charges and
138
−
138
−
264
264
−
5
1,464
312
6,911
(1,323)
5,588
117
−
117
−
61
61
1
3
360
485
3,403
(291)
3,112
other credit risk provisions .....
(1,552)
(1,062)
Net operating income ...............
4,036
2,050
Total operating expenses ............
(3,610)
(1,586)
Operating profit/(loss) ..............
Share of profit in associates
and joint ventures ...................
Profit/(loss) before tax ..............
426
−
426
%
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
1.9
64.6
464
−
464
%
2.0
51.0
775
168
456
20
476
−
1
1
81
1
6
310
1,818
(3)
1,815
(52)
1,763
(596)
1,167
−
1,167
%
5.2
32.8
24
32
(12)
1
4
−
4
−
−
−
−
−
−
1
61
−
61
−
61
(60)
1
−
1
%
−
98.4
(4)
−
(4)
−
−
−
−
−
−
196
181
−
181
−
181
(267)
(86)
−
(86)
%
(0.4)
147.5
(205)
−
−
205
205
−
−
−
−
−
(189)
(189)
−
(189)
−
(189)
189
−
−
−
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
US$m
US$m
US$m
US$m
US$m
13,616
30,584
23,943
19,923
30,001
16,593
10,306
52,977
11,804
75
337
1,859
−
634
−
(534)
128
Retail
Banking
and Wealth
Management
US$m
Commercial
Banking
US$m
Global
Banking
and
Markets
US$m
2012
Global
Private
Banking
US$m
Inter-
segment
elimination49
US$m
Other
US$m
Profit/(loss) before tax
Net interest income/(expense) ....
Net fee income ............................
4,145
873
2,173
622
Trading income excluding
net interest income .................
Net interest income on
trading activities .....................
Net trading income44 ...................
Changes in fair value of long-
term debt issued and related
derivatives ..............................
Net income from other financial
instruments designated at
fair value .................................
Net income from financial
instruments designated at
fair value .................................
Gains less losses from
financial investments ..............
Dividend income ........................
Net earned insurance premiums .
Other operating income/
(expense) ................................
Total operating income ...............
Net insurance claims50 ................
Net operating income4 ................
Loan impairment charges and
85
–
85
–
99
–
99
–
503
163
503
75
9
1,985
309
7,984
(1,875)
6,109
163
21
5
450
(9)
3,524
(469)
3,055
(581)
2,474
other credit risk provisions .....
(1,541)
Net operating income .................
4,568
Total operating expenses ............
(3,960)
(1,723)
Operating profit/(loss) ................
608
Share of profit in associates
and joint ventures ...................
Profit/(loss) before tax ................
–
608
%
Share of HSBC’s profit
before tax ................................
Cost efficiency ratio ...................
2.9
64.8
751
–
751
%
3.6
56.4
993
207
398
29
427
–
1
1
131
1
17
6
1,783
(9)
1,774
(13)
1,761
(608)
1,153
–
1,153
%
5.6
34.3
30
33
3
–
3
–
–
–
–
–
–
3
69
–
69
(2)
67
(47)
20
–
20
%
0.1
68.1
(355)
–
–
355
355
–
–
–
–
–
–
(190)
(190)
–
(190)
–
(190)
190
–
–
–
(2)
–
1
1
2
–
–
–
–
–
–
134
134
–
134
–
134
(282)
(148)
–
(148)
%
(0.7)
210.4
Balance sheet data40
Loans and advances to
customers (net) .......................
Total assets .................................
Customer accounts ......................
For footnotes, see page 132.
US$m
US$m
US$m
US$m
US$m
17,236
36,141
28,688
25,379
35,507
20,834
10,903
58,272
12,604
91
570
4,430
–
1,110
–
(323)
129
Total
US$m
6,984
1,735
586
385
971
–
667
667
227
15
2,452
253
13,304
(2,353)
10,951
(2,137)
8,814
(6,430)
2,384
–
2,384
%
11.6
58.7
US$m
53,609
131,277
66,556
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Other information > FuM / Property / EDTF
Other information
Funds under management and assets
held in custody54
Funds under management
Funds under management
At 1 January ................................
Net new money ...........................
Value change ..............................
Exchange and other ....................
At 31 December ..........................
Funds under management by
business
Global Asset Management .........
Global Private Banking ..............
Affiliates .....................................
Other ...........................................
For footnote, see page 132.
2013
US$bn
2012
US$bn
910
(18)
34
(5)
921
847
5
49
9
910
At 31 December
2013
US$bn
2012
US$bn
420
282
5
214
921
425
288
3
194
910
Funds under management (‘FuM’) at 31 December
2013 amounted to US$921bn, marginally higher than
at 31 December 2012, reflecting favourable market
movements which were largely offset by net outflows
and adverse foreign exchange movements.
Global Asset Management funds of US$420bn
at 31 December 2013 were marginally down on
31 December 2012 due to net outflows from liquidity
funds, notably in the US and Europe as a result of
continued low interest rate; adverse foreign exchange
movements reflecting the strengthening of the US
dollar against emerging market currencies; and other
movements, including the amortisation and maturity
of assets in an asset-backed securities mandate
managed on behalf of GB&M. These factors were
partly offset by strong inflows in fixed income
products from our customers in Europe and Rest of
Asia-Pacific and favourable movements in developed
equity markets.
GPB funds decreased by 2% compared with
31 December 2012 to US$282bn. This was mainly
due to negative net new money in Europe, which
was driven by actions taken to refocus our client base
towards higher net worth relationships, the adoption
of new compliance and tax transparency standards
and a large number of client withdrawals, particularly
in Switzerland. These factors were partly offset by
favourable market movements, notably in Europe,
and positive net new money in Asia.
130
Other FuM increased by 10% to US$214bn,
primarily due to favourable equity market
movements.
Assets held in custody and under
administration
Custody is the safekeeping and servicing of securities
and other financial assets on behalf of clients. At
31 December 2013, we held assets as custodian of
US$6.2 trillion, 3% higher than the US$6.0 trillion
held at 31 December 2012. This was mainly driven
by increased new business and favourable market
movements, partly offset by adverse foreign
exchange movements.
Our assets under administration business,
which includes the provision of bond and loan
administration services as well as the valuation of
portfolios of securities and other financial assets on
behalf of clients, complements the custody business.
At 31 December 2013, the value of assets held
under administration by the Group amounted to
US$3.1 trillion, which was 6% higher than at
31 December 2012. This was mainly driven by
increased new business and favourable market
movements.
Property
At 31 December 2013, we operated from some
8,230 operational properties worldwide, of which
approximately 2,110 were located in Europe, 2,515
in Hong Kong and Rest of Asia-Pacific, 500 in North
America, 2,770 in Latin America and 335 in the
Middle East and North Africa. These properties had
an area of approximately 56.6m square feet (2012:
59.7m square feet).
Our freehold and long leasehold properties,
together with all our leasehold land in Hong Kong,
were valued in 2013. The value of these properties
was US$10.3bn (2012: US$9.7bn) in excess of their
carrying amount in the consolidated balance sheet
on a historical cost based measure. In addition,
properties with a net book value of US$1.9bn (2012:
US$1.3bn) were held for investment purposes.
Our operational properties are stated at cost,
being historical cost or fair value at the date of
transition to IFRSs (their deemed cost) less any
impairment losses, and are depreciated on a basis
calculated to write off the assets over their estimated
useful lives. Properties owned as a consequence of
an acquisition are recognised initially at fair value.
Further details are included in Note 23 on the Financial
Statements.
Detailed list of disclosures in this report arising from EDTF recommendations
Type of risk
Recommendation Disclosure
General
Risk governance, risk
management and
business model
Capital adequacy and
risk-weighted assets
Liquidity
Funding
Market risk
Credit risk
Other risks
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
The risks to which the business is exposed.
Our risk appetite and stress testing.
Top and emerging risks, and the changes during the reporting period.
Discussion of future regulatory developments affecting our business
model and Group profitability, and its implementation in Europe.
Group Risk Committee, and their activities.
Risk culture and risk governance and ownership.
Diagram of the risk exposure by global business segment.
Stress testing and the underlying assumptions.
Pillar 1 capital requirements.
For calculation of Pillar 1 capital requirements,
see pages 10 to 14 of Pillar 3 Disclosures 2012.
Reconciliation of the accounting balance sheet to the regulatory
balance sheet.
Flow statement of the movements in regulatory capital since the
previous reporting period, including changes in core tier 1, tier 1
and tier 2 capital.
Page
135 to 139
139 to 141
141 to 147
142 and 309 to 317
352 to 358
134
37
139 to 141
320 to 322
307
304
Discussion of targeted level of capital, and the plans on how to
299 and 314 to 320
establish this.
Analysis of risk-weighted assets by risk type, global business and
299 to 300
geographical region, and market risk RWAs.
For analysis of the capital requirements for each Basel asset class,
see pages 10 to 14, 23, 58 and 61 of Pillar 3 Disclosures 2012.
For analysis of credit risk for each Basel asset class,
see pages 23 to 28 and 32 to 38 of Pillar 3 Disclosures 2012.
Flow statements reconciling the movements in risk-weighted assets for
302 to 303
each risk-weighted asset type.
For discussion of Basel credit risk model performance,
see pages 39 to 41 of the Pillar 3 Disclosures 2012 document.
Analysis of the Group’s liquid asset buffer.
Encumbered and unencumbered assets analysed by balance sheet
category.
Consolidated total assets, liabilities and off-balance sheet commitments
analysed by remaining contractual maturity at the balance sheet date.
215 to 216
224 to 226
533 to 541
Analysis of the Group’s sources of funding and a description of our
219 to 221
funding strategy.
Relationship between the market risk measures for trading and
non-trading portfolios and the balance sheet, by business segment.
Discussion of significant trading and non-trading market risk factors.
VaR assumptions, limitations and validation.
Discussion of stress tests, reverse stress tests and stressed VaR.
Analysis of the aggregate credit risk exposures, including details of
both personal and wholesale lending.
236 to 237
232 to 235
282 to 284
284
152 to 154
Discussion of the policies for identifying impaired loans, defining
185 and 268 to 273
impairments and renegotiated loans, and explaining loan forbearance
policies.
Reconciliations of the opening and closing balances of impaired loans
186 and 191
and impairment allowances during the year.
Analysis of counterparty credit risk that arises from derivative
158
transactions.
Discussion of credit risk mitigation, including collateral held for all
179 to 184
sources of credit risk.
Quantified measures of the management of operational risk.
Discussion of publicly known risk events.
245 to 248
141 to 147
The 32 recommendations listed above were made in the report ‘Enhancing the Risk Disclosures of Banks’ issued by the Enhanced Disclosure
Task Force of the Financial Stability Board in October 2012.
131
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Report of the Directors: Financial Review (continued)
Footnotes
Footnotes to pages 47 to 131
Reconciliations of reported and underlying profit/(loss) before tax
1 ‘Currency translation adjustment’ is the effect of translating the results of subsidiaries and associates for the previous year at the average
rates of exchange applicable in the current year.
2 Positive numbers are favourable: negative numbers are unfavourable.
3 Changes in fair value due to movements in own credit spread on long-term debt issued. This does not include the fair value changes due to
own credit risk in respect of trading liabilities or derivative liabilities.
4 Net operating income before loan impairment charges and other credit risk provisions, also referred to as revenue.
5 The operating results of these disposals were removed from underlying results in addition to disposal gains and losses.
6 The operating results of these disposals and acquisitions were not removed from underlying results as they were not significant.
7 Other income in this context comprises where applicable net trading income, net income/(expense) from other financial instruments
designated at fair value, gains less losses from financial investments, dividend income, net earned insurance premiums and other
operating income less net insurance claims incurred and movement in liabilities to policyholders.
Financial summary
8 The effect of the bonus element of the rights issue in 2009 has been included within the basic and diluted earnings per share.
9 Dividends recorded in the financial statements are dividends per ordinary share declared in a year and are not dividends in respect of, or
for, that year. For further information, see footnote 3 on page 46.
10 Dividends per ordinary share expressed as a percentage of basic earnings per share.
11 The accounting for the disposal of our interest in Ping An is described on page 521. In the first half of 2013, we recognised a net gain on
the completion of the Ping An disposal of US$553m which offset the US$553m loss on the contingent forward sale contract recognised in
the second half of 2012. The gain of US$553m represented the net effect of the US$1,235m gain on derecognition of the Ping An equity
securities classified as available-for-sale investments and recorded in ‘Gains less losses from financial investments’, offset by the
US$682m adverse change in fair value of the contingent forward sale contract in the period to the point of delivery of the equity securities
recorded in ‘Net trading income’.
12 Net interest income includes the cost of internally funding trading assets, while the related external revenues are reported in ‘Trading
income’. In our global business results, the cost of funding trading assets is included with Global Banking and Market’s net trading
income as interest expense.
13 Gross interest yield is the average annualised interest rate earned on average interest-earning assets (‘AIEA’).
14 Net interest spread is the difference between the average annualised interest rate earned on AIEA, net of amortised premiums and loan
fees, and the average annualised interest rate paid on average interest-bearing funds.
15 Net interest margin is net interest income expressed as an annualised percentage of AIEA.
16 Interest income on trading assets is reported as ‘Net trading income’ in the consolidated income statement.
17 Interest income on financial assets designated at fair value is reported as ‘Net income from financial instruments designated at fair value’
in the consolidated income statement.
18 Including interest-bearing bank deposits only.
19 Interest expense on financial liabilities designated at fair value is reported as ‘Net income on financial instruments designated at fair
value’ in the consolidated income statement, other than interest on own debt which is reported in ‘Interest expense’.
20 Including interest-bearing customer accounts only.
21 Trading income also includes movements on non-qualifying hedges. These hedges are derivatives entered into as part of a documented
interest rate management strategy for which hedge accounting was not, nor could be, applied. They are principally cross-currency and
interest rate swaps used to economically hedge fixed rate debt issued by HSBC Holdings and floating rate debt issued by HSBC Finance.
The size and direction of the changes in the fair value of non-qualifying hedges that are recognised in the income statement can be volatile
from year-to-year, but do not alter the cash flows expected as part of the documented interest rate management strategy for both the
instruments and the underlying economically hedged assets and liabilities if the derivative is held to maturity.
22 Net trading income includes an unfavourable movement of US$66m (2012: unfavourable movement of US$629m; 2011: favourable
movement of US$458m), associated with changes in the fair value of issued structured notes and other hybrid instrument liabilities
arising from movements in HSBC issuance spreads.
23 Other changes in fair value include gains and losses arising from changes in the fair value of derivatives that are managed in conjunction
with HSBC’s long-term debt issued.
24 Discretionary participation features.
25 Net insurance claims incurred and movement in liabilities to policyholders arise from both life and non-life insurance business. For
non-life business, amounts reported represent the cost of claims paid during the year and the estimated cost of incurred claims. For life
business, the main element of claims is the liability to policyholders created on the initial underwriting of the policy and any subsequent
movement in the liability that arises, primarily from the attribution of investment performance to savings-related policies. Consequently,
claims rise in line with increases in sales of savings-related business and with investment market growth.
26 The cost efficiency ratio is defined as total operating expenses divided by net operating income before loan impairment charges and other
credit risk provisions.
Consolidated balance sheet
27 Net of impairment allowances.
28 The calculation of capital resources, capital ratios and risk-weighted assets on a Basel 2.5 basis.
29 Capital resources are total regulatory capital, the calculation of which is set out on page 305.
30 Including perpetual preferred securities, details of which can be found in Note 32 on the Financial Statements.
132
31 The definition of net asset value per share is total shareholders’ equity, less non-cumulative preference shares and capital securities,
divided by the number of ordinary shares in issue.
32 ‘Currency translation adjustment’ is the effect of translating the assets and liabilities of subsidiaries and associates for the previous
year-end at the rates of exchange applicable at the current year-end.
33 Balance included in disposal groups, per note 25 on the Financial Statements.
34 In 2013, GB&M changed the way it manages repo and reverse repo activities in the Credit and Rates businesses as set out on page 68.
This led to an increase in the amount of reverse repo and repo agreements classified as ‘Loans and advances to customers’ at amortised
cost and ‘Customer accounts’ at amortised cost in the balance sheet, respectively. The increase in amortised cost balances primarily
occurred in Europe and North America, specifically in the UK and the US and the Global Banking and Markets global business.
35 France primarily comprises the domestic operations of HSBC France, HSBC Assurances Vie and the Paris branch of HSBC Bank plc.
Reconciliation of RoRWA measures
36 Risk-weighted assets (‘RWA’s) and pre-tax return on average risk-weighted assets (‘RoRWA’).
37 Underlying RoRWA is calculated using underlying pre-tax return and reported average RWAs at constant currency and adjusted for the
effects of business disposals.
38 ‘Other’ includes treasury services related to the US Consumer and Mortgage Lending business and commercial operations in run-off.
US CML includes loan portfolios within the run-off business that are designated held for sale.
Global businesses and geographical regions
39 The main items reported under ‘Other’ are the results of HSBC’s holding company and financing operations, which includes net interest
earned on free capital held centrally, operating costs incurred by the head office operations in providing stewardship and central
management services to HSBC, along with the costs incurred by the Group Service Centres and Shared Service Organisations and
associated recoveries. The results also include fines and penalties as part of the settlement of investigations into past inadequate
compliance with anti-money laundering and sanctions laws, the UK bank levy together with unallocated investment activities, centrally
held investment companies, gains arising from the dilution of interests in associates and joint ventures and certain property transactions.
In addition, ‘Other’ also includes part of the movement in the fair value of long-term debt designated at fair value (the remainder of the
Group’s movement on own debt is included in GB&M).
40 Assets by geographical region and global businesses include intra-HSBC items. These items are eliminated, where appropriate, under the
heading ‘Intra-HSBC items’ or ‘inter-segment elimination’, as appropriate.
41 For divested businesses, this includes the gain or loss on disposal and material results of operations as described on page 47.
42 Loan impairment charges and other credit risk provisions.
43 Share of profit in associates and joint ventures.
44 In the analysis of global businesses, net trading income/(expense) comprises all gains and losses from changes in the fair value of
financial assets and financial liabilities classified as held for trading, related external and internal interest income and interest expense,
and dividends received; in the statutory presentation internal interest income and expense are eliminated.
45 In 2013, funding costs that had previously been reported within ‘Other’ were allocated to their respective business lines. For comparative
purposes, 2012 data have been re-presented to reflect this change.
46 In 2013, Markets included an adverse fair value movement of US$66m on the widening of credit spreads on structured liabilities (2012:
adverse fair value movement of US$629m; 2011: favourable fair value movement of US$458m).
47 ‘Other’ in GB&M includes net interest earned on free capital held in the global business not assigned to products, allocated funding costs
and gains resulting from business disposals. Within the management view of total operating income, notional tax credits are allocated to
the businesses to reflect the economic benefit generated by certain activities which is not reflected within operating income, for example
notional credits on income earned from tax-exempt investments where the economic benefit of the activity is reflected in tax expense. In
order to reflect the total operating income on an IFRS basis, the offset to these tax credits are included within ‘Other’.
48 ‘Client assets’ are translated at the rates of exchange applicable for their respective period-ends, with the effects of currency translation
reported separately. The main components of client assets are funds under management, which are not reported on the Group’s balance
sheet, and customer deposits, which are reported on the Group’s balance sheet.
49 Inter-segment elimination comprises (i) the costs of shared services and Group Service Centres included within ‘Other’ which are
recovered from global businesses, and (ii) the intra-segment funding costs of trading activities undertaken within GB&M. HSBC’s
Balance Sheet Management business, reported within GB&M, provides funding to the trading businesses. To report GB&M’s ‘Net trading
income’ on a fully funded basis, ‘Net interest income’ and ‘Net interest income/(expense) on trading activities’ are grossed up to reflect
internal funding transactions prior to their elimination in the inter-segment column.
50 Net insurance claims incurred and movement in liabilities to policyholders.
51 ‘Employee expenses’ comprise costs directly incurred by each global business. The reallocation and recharging of employee and other
expenses directly incurred in the ‘Other’ category are shown in ‘Other operating expenses’.
52 RWAs are non-additive across geographical regions due to market risk diversification effects within the Group.
53 In 2012 CMB results include US$128m of net operating income and US$43m of profit before tax, related to low income housing tax credit
investments in the US which are offset within the ‘Other’ segment.
54 Funds under management and assets held in custody are not reported on the Group’s balance sheet, except where it is deemed that we
are acting as principal rather than agent in our role as investment manager, and these assets are consolidated as Structured entities (see
Note 42 on the Financial Statements).
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Report of the Directors: Financial Review (continued)
Risk > Risk profile / Managing risk
Risk profile
(Unaudited)
Managing our risk profile
• A strong balance sheet remains core to our
philosophy.
• Our portfolios continue to be aligned to our risk
appetite and strategy.
• Our risk management framework is supported
by strong forward-looking risk identification.
Maintaining capital strength and
strong liquidity position
• Our core tier 1 and common equity tier 1 capital
ratios remain strong at 13.6% and 10.9%.
• We have sustained our strong liquidity position
throughout 2013.
• The ratio of customer advances to deposits
remains significantly below 90%.
Strong governance
• Robust risk governance and accountability is
embedded across the Group.
• The Board, advised by the Group Risk
Committee, approves our risk appetite.
• The Compliance function has been restructured
into the Financial Crime Compliance and
Regulatory Compliance functions to provide
more in-depth focus on these areas.
• Our global risk operating model supports
adherence to globally consistent standards and
risk management policies across the Group.
Our top and emerging risks
• Macroeconomic and geopolitical risk.
• Macro-prudential, regulatory and legal risks
to our business model.
• Risks related to our business operations,
governance and internal control systems.
Risk
Risk profile2 .................................................... 134
Risk governance ..............................................
266
Page
App1
Managing risk2 ............................................... 135
Risk factors ...................................................... 135
Risks managed by HSBC ................................ 136
Stress testing .................................................... 139
Top and emerging risks2 ............................... 141
Macroeconomic and geopolitical risk ............. 141
Macro-prudential, regulatory and legal risks
to our business model .................................. 142
Risks related to our business operations,
governance and internal control systems .... 146
Areas of special interest2 ............................... 147
Financial crime compliance and regulatory
147
compliance ...................................................
Commercial real estate .................................... 147
Eurozone crisis ................................................. 148
Exposures to Egypt .......................................... 148
Personal lending – US lending ......................... 148
Credit risk4 ..................................................... 150
Eurozone exposures4 ........................................ 210
266
Liquidity and funding4 .................................. 213
276
Market risk4 .................................................... 230
281
Operational risk2 ............................................ 244
Compliance risk ............................................... 247
Legal risk .........................................................
Global security and fraud risk .........................
Systems risk .....................................................
Vendor risk management .................................
Fiduciary risk ................................................... 248
287
287
288
288
289
289
289
Risk management of insurance operations3 249
290
Other material risks2 ..................................... 260
Reputational risk .............................................. 260
Pension risk ...................................................... 260
Sustainability risk ............................................ 263
294
294
295
297
1 Appendix to Risk – risk policies and practices.
2 Unaudited. 3 Audited. 4 Audited where indicated.
For details of HSBC’s policies and practices
regarding risk management and governance
see the Appendix to Risk on page 266.
134
Managing risk
(Unaudited)
As a provider of banking and financial
services, we actively manage risk as a
core part of our day-to-day activities.
Our risk management and risk governance
frameworks, which are employed at all levels of
the organisation, are described on page 39.
The growth in our business during 2013 was
achieved while risks were assumed in a measured
manner in line with our risk appetite and risks,
particularly reputational and operational, were
mitigated when they exceeded our risk appetite.
On a reported basis, total assets decreased by
1% while our credit risk-weighted assets (‘RWA’s)
decreased by 4% during the year.
We continue to maintain a very strong liquidity
position and are well positioned for the changing
regulatory landscape.
Risks faced by HSBC
All of our activities involve, to varying degrees, the
analysis, evaluation, acceptance and management
of risks or combinations of risks.
Risk factors
We have identified a comprehensive suite of risk
factors which covers the broad range of risks our
businesses are exposed to.
A number of the risk factors have the potential
to affect the results of our operations or financial
condition, but may not necessarily be deemed as
top or emerging risks. They inform the ongoing
assessment of our top and emerging risks which
may result in our risk appetite being revised. The
risk factors are:
Macroeconomic and geopolitical risk
• Current economic and market conditions may
adversely affect our results.
Macro-prudential, regulatory and legal risks
to our business model
• Failure to implement our obligations under the
deferred prosecution agreements could have a
material adverse effect on our results and
operations.
• Failure to comply with certain regulatory
requirements would have a material adverse
effect on our results and operations.
• Failure to meet the requirements of regulatory
stress tests could have a material adverse effect
on our capital plan, operations, results and future
prospects.
• We are subject to a number of legal and
regulatory actions and investigations, the
outcomes of which are inherently difficult to
predict, but unfavourable outcomes could have a
material adverse effect on our operating results
and brand.
• Unfavourable legislative or regulatory
developments, or changes in the policy of
regulators or governments, could generate model
risk and could have a material adverse effect on
our operations, financial condition and prospects.
• The UK Government has passed legislation to
implement banking reforms based on the
recommendations of the Independent Commission
on Banking (‘ICB’). Additional banking reform
proposals are being considered in France, Germany
and the EU and any resulting structural changes
could have a material adverse effect on us.
• We are subject to tax-related risks in the countries
in which we operate which could have a material
adverse effect on our operating results.
Risks related to our business operations,
governance and internal control systems
• Our risk management measures may not be
successful.
• Operational risks are inherent in our business.
• We have exposure to the ongoing economic crisis
• Our operations are subject to the threat of
in the eurozone.
fraudulent activity.
• We are subject to political and economic risks in
the countries in which we operate, including the
risk of government intervention.
• Changes in foreign currency exchange rates may
affect our results.
• Our operations are subject to disruption from the
external environment.
• Our operations utilise third-party suppliers.
• Our operations are highly dependent on our
information technology systems.
• We may not be able to meet regulatory requests
for data.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Managing risk
• Our operations have inherent reputational risk.
• We may suffer losses due to employee
misconduct.
• We rely on recruiting, retaining and developing
appropriate senior management and skilled
personnel.
• Our financial statements are based in part on
judgements, estimates and assumptions which are
subject to uncertainty.
• Third parties may use us as a conduit for illegal
activities without our knowledge, which could
have a material adverse effect on us.
• We may not achieve all the expected benefits
of our strategic initiatives.
• We have significant exposure to counterparty
risk within the financial sector and to other risk
concentrations.
• Market fluctuations may reduce our income or
the value of our portfolios.
• Liquidity, or ready access to funds, is essential
to our businesses.
• Any reduction in the credit rating assigned to
HSBC Holdings, any subsidiaries of HSBC
Holdings or any of their respective debt securities
could increase the cost or decrease the availability
of our funding and adversely affect our liquidity
position and interest margins.
• Risks concerning borrower credit quality are
inherent in our businesses.
• Our insurance business is subject to risks relating
to insurance claim rates and changes in insurance
customer behaviour.
• HSBC Holdings is a holding company and, as
a result, is dependent on loan payments and
dividends from its subsidiaries to meet its
obligations, including obligations with respect to
its debt securities, and to provide profits for
payment of future dividends to shareholders.
• We may be required to make substantial
contributions to our pension plans.
Risks managed by HSBC
The principal risks associated with our banking and
insurance manufacturing operations are described in
the tables below.
Description of risks – banking operations
Risks
Arising from
Measurement, monitoring and management of risk
Credit risk (page 150)
The risk of financial loss if a
customer or counterparty fails
to meet an obligation under a
contract.
Credit risk arises principally
from direct lending, trade
finance and leasing business,
but also from certain other
products such as guarantees
and derivatives.
Credit risk is:
• measured as the amount which could be lost if a customer or
counterparty fails to make repayments. In the case of derivatives, the
measurement of exposure takes into account the current mark-to-
market value to HSBC of the contract and the expected potential
change in that value over time caused by movements in market rates;
• monitored within limits, approved by individuals within a framework
of delegated authorities. These limits represent the peak exposure or
loss to which HSBC could be subjected should the customer or
counterparty fail to perform its contractual obligations; and
• managed through a robust risk control framework which outlines
clear and consistent policies, principles and guidance for risk
managers.
Liquidity and funding risk (page 213)
The risk that we do not have
sufficient financial resources
to meet our obligations as they
fall due or that we can only do
so at excessive cost.
Liquidity risk arises from
mismatches in the timing of
cash flows.
Funding risk arises when the
liquidity needed to fund
illiquid asset positions cannot
be obtained at the expected
terms and when required.
Liquidity and funding risk is:
• measured using internal metrics including stressed operational cash
flow projections, coverage ratio and advances to core funding ratios;
• monitored against the Group’s liquidity and funding risk framework
and overseen by regional Asset and Liability Management
Committees (‘ALCO’s), Group ALCO and the Risk Management
Meeting; and
• managed on a stand-alone basis with no reliance on any Group entity
(unless pre-committed) or central bank unless this represents routine
established business as usual market practice.
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Risks
Arising from
Measurement, monitoring and management of risk
Market risk (page 230)
The risk that movements in
market factors, including
foreign exchange rates and
commodity prices, interest
rates, credit spreads and
equity prices, will reduce our
income or the value of our
portfolios.
Operational risk (page 244)
The risk of loss resulting from
inadequate or failed internal
processes, people and systems
or from external events,
including legal risk (along
with accounting, tax, security
and fraud, people, systems,
projects, operations and
organisational change risk).
Compliance risk (page 247)
The risk that we fail to observe
the letter and spirit of all
relevant laws, codes, rules,
regulations and standards of
good market practice, and
incur fines and penalties and
suffer damage to our business
as a consequence.
Fiduciary risk (page 248)
The risk of breaching our
fiduciary duties.
Exposure to market risk is
separated into two portfolios:
• trading portfolios comprise
positions arising from
market-making and
warehousing of customer-
derived positions.
• non-trading portfolios
comprise positions that
primarily arise from the
interest rate management of
our retail and commercial
banking assets and
liabilities, financial
investments designated as
available for sale and held
to maturity, and exposures
arising from our insurance
operations (page 258).
Operational risk arises from
day to day operations or
external events, and is relevant
to every aspect of our
business.
Compliance risk and fiduciary
risk are discussed below.
Other operational risks are
covered in the Appendix to
Risk (page 266).
Compliance risk is part of
operational risk, and arises
from rules, regulations, other
standards and Group policies,
including those relating to
anti-money laundering, anti-
bribery and corruption,
counter-terrorist and
proliferation financing,
sanctions compliance, conduct
of business and market
conduct.
The DPA is discussed in Top
and Emerging Risks on page
144 and the Monitor on
page 24.
Fiduciary risk is part of
operational risk, and arises
from our business activities
where we act in a fiduciary
capacity as Trustee,
Investment Manager or
as mandated by law or
regulation.
Market risk is:
• measured in terms of value at risk, which is used to estimate potential
losses on risk positions as a result of movements in market rates and
prices over a specified time horizon and to a given level of confidence,
augmented with stress testing to evaluate the potential impact on
portfolio values of more extreme, though plausible, events or
movements in a set of financial variables;
• monitored using measures including the sensitivity of net interest
income and the sensitivity of structural foreign exchange which are
applied to the market risk positions within each risk type; and
• managed using risk limits approved by the GMB for HSBC Holdings
and our various global businesses. These units are allocated across
business lines and to the Group’s legal entities.
Operational risk is:
• measured using both the top risk analysis process and the risk
and control assessment process, which assess the level of risk and
effectiveness of controls;
• monitored using key indicators and other internal control activities;
and
• managed primarily by global business and functional managers. They
identify and assess risks, implement controls to manage them and
monitor the effectiveness of these controls utilising the operational
risk management framework. Global Operational Risk is responsible
for the framework and for overseeing the management of operational
risks within businesses and functions.
Compliance risk is:
• measured by reference to identified metrics, incident assessments
(whether affecting HSBC or the wider industry), regulatory feedback
and the judgement and assessment of the managers of our global
businesses and functions;
• monitored against our compliance risk assessments and metrics, the
results of the monitoring and control activities of the second line of
defence functions, including the Financial Crime Compliance and
Regulatory Compliance functions, and the results of internal and
external audits and regulatory inspections; and
• managed by establishing and communicating appropriate policies and
procedures, training employees in them, and monitoring activity to
assure their observance. Proactive risk control and/or remediation
work is undertaken where required.
Fiduciary risk is:
• measured by monitoring against risk appetite;
• monitored through the use of key indicators; and
• managed within the designated businesses via a comprehensive
policy framework.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Managing risk
Description of risks – banking operations (continued)
Risks
Arising from
Measurement, monitoring and management of risk
Other material risks
Reputational risk (page 260)
The risk that illegal, unethical
or inappropriate behaviour
by the Group itself, members
of staff or clients or
representatives of the
Group will damage HSBC’s
reputation, leading potentially
to a loss of business, fines or
penalties.
Reputational risk encompasses
negative reaction not only to
activities which may be illegal
or against regulations, but
also to activities that may be
counter to societal standards,
values and expectations. It
arises from a wide variety of
causes, including how we
conduct our business and the
way in which clients to whom
we provide financial services,
and bodies who represent
HSBC, conduct themselves.
Reputational risk is:
• measured by reference to our reputation as indicated by our dealings
with all relevant stakeholders, including media, regulators, customers
and employees;
• monitored through a reputational risk management framework, taking
into account the results of the compliance risk monitoring activity
outlined above; and
• managed by every member of staff and is covered by a number of
policies and guidelines. There is a clear structure of committees and
individuals charged with mitigating reputational risk, including the
Group Reputational Risk Policy Committee and regional/business
equivalents.
Pension risk (page 260)
The risk that contributions
from Group companies and
members fail to generate
sufficient funds to meet the
cost of accruing benefits for
the future service of active
members, and the risk that the
performance of assets held in
pension funds is insufficient
to cover existing pension
liabilities.
Pension risk arises from
investments delivering an
inadequate return, economic
conditions leading to
corporate failures, adverse
changes in interest rates or
inflation, or members living
longer than expected
(longevity risk). Pension risk
includes operational risks
listed above.
Sustainability risk (page 263)
The risk that the
environmental and social
effects of providing financial
services outweigh the
economic benefits.
Sustainability risk arises from
the provision of financial
services to companies or
projects which run counter
to the needs of sustainable
development.
Pension risk is:
• measured in terms of the schemes’ ability to generate sufficient funds
to meet the cost of their accrued benefits;
• monitored through the specific risk appetite that has been developed
at both Group and regional levels; and
• managed locally through the appropriate pension risk governance
structure and globally through the Risk Management Meeting.
Sustainability risk is:
• measured by assessing the potential sustainability effect of a
customer’s activities and assigning a Sustainability Risk Rating to
all high risk transactions;
• monitored quarterly by the Risk Management Meeting and monthly
by Group Sustainability Risk management; and
• managed using sustainability risk policies covering project finance
lending and sector-based sustainability polices for sectors with high
environmental or social impacts.
Our insurance manufacturing subsidiaries are
separately regulated from our banking operations.
Risks in the insurance entities are managed using
methodologies and processes appropriate to
insurance activities, but remain subject to oversight
at Group level. Our insurance operations are also
subject to the operational risks and the other material
risks presented above in relation to the banking
operations, and these are covered by the Group’s risk
management processes.
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Description of risks – insurance manufacturing operations
Risks
Arising from
Measurement, monitoring and management of risk
Financial risks (page 253)
Our ability to effectively
match the liabilities arising
under insurance contracts
with the asset portfolios that
back them are contingent on
the management of financial
risks such as market, credit
and liquidity risks, and the
extent to which these risks are
borne by the policyholders.
Liabilities to policyholders
under unit-linked contracts
move in line with the value of
the underlying assets, and as
such the policyholder bears
the majority of the financial
risks.
Contracts with DPF share the
performance of the underlying
assets between policyholders
and the shareholder in line
with the type of contract and
the specific contract terms.
Insurance risk (page 258)
The risk that, over time,
the cost of acquiring and
administering a contract,
claims and benefits may
exceed the aggregate amount
of premiums received and
investment income.
Exposure to financial risks
arises from:
• market risk of changes in
the fair values of financial
assets or their future cash
flows from fluctuations in
variables such as interest
rates, foreign exchange
rates and equity prices;
• credit risk and the potential
for financial loss following
the default of third parties
in meeting their obligations;
and
• liquidity risk of entities
not being able to make
payments to policyholders
as they fall due as there are
insufficient assets that can
be realised as cash.
Financial risks are:
• measured separately for each type of risk:
− market risk is measured in terms of exposure to fluctuations in key
financial variables;
− credit risk is measured as the amount which could be lost if a
customer or counterparty fails to make repayments; and
− liquidity risk is measured using internal metrics including stressed
operational cash flow projections.
• monitored within limits approved by individuals within a framework
of delegated authorities; and
• managed through a robust risk control framework which outlines
clear and consistent policies, principles and guidance for risk
managers. Subsidiaries manufacturing products with guarantees are
usually exposed to falls in market interest rates and equity prices to
the extent that the market exposure cannot be managed by utilising
any discretionary participation (or bonus) features within the policy
contracts they issue.
The cost of claims and
benefits can be influenced
by many factors, including
mortality and morbidity
experience, lapse and
surrender rates and, if the
policy has a savings element,
the performance of the assets
held to support the liabilities.
Insurance risk is:
• measured in terms of life insurance liabilities;
• monitored by the RBWM Risk Management Committee, which
checks the risk profile of the insurance operations against a
risk appetite for insurance business agreed by the GMB; and
• managed both centrally and locally using product design,
underwriting, reinsurance and claims-handling procedures.
Stress testing
Our stress testing and scenario analysis programme
examines the sensitivities of our capital plans and
demand for regulatory capital under a number
of scenarios and ensures that top and emerging risks
have been appropriately considered. The governance
and management of enterprise-wide stress testing,
including model development, validation and use,
is overseen by the Group Risk Committee.
The development of macroeconomic scenarios is
a critical part of the process. Potential scenarios are
defined and generated by an expert panel comprising
Global Risk, Global Finance and external economic
advisers. Variables and assumptions underpinning the
scenarios, including economic indicators such as
yield curves, exchange rates and volatilities, are tested
through internal and external research and circulated
to our businesses, along with instructions and
methodologies for specific risk types.
Stress test results are subject to a review and
challenge process at regional and Group levels and
action plans are developed to mitigate identified risks.
The extent to which those action plans are
implemented will depend on senior management’s
evaluation of the risks and their potential
consequences, taking into account HSBC’s risk
appetite.
During 2013, the results of a number of
macroeconomic stress scenarios were presented to
senior management. These included an assessment
of the 2013 annual operating plan under two
macroeconomic scenarios: a worsening eurozone
crisis and a US ‘fiscal cliff’ scenario. We also ran a
PRA core programme stress testing exercise based
on a global slow growth scenario, which factored in
a China hard landing scenario specified by the PRA
based on a pronounced economic slowdown in
mainland China and Hong Kong. The slow growth
component was developed internally and stipulated
a period of reduced inflation across the world. The
results of these stress tests demonstrated that HSBC
would remain satisfactorily capitalised after taking
account of assumed management actions to mitigate
the results.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Managing risk / Top and emerging risks
The macroeconomic stress scenarios are
described below.
Stress scenario assumptions – 2013 annual operating plan
Scenario
Assumptions
Worsening eurozone crisis scenario
US ‘fiscal cliff’ scenario
• Greece, Ireland, Portugal, Spain and Italy exit the
eurozone in the first quarter of 2013;
• debt is re-denominated in new national currencies,
which depreciate sharply (from 15% to 50%);
• equity prices fall by around 50% in the exiting
countries and initially by 30% elsewhere in the
eurozone;
• exiting countries experience large-scale capital
outflows, rising inflation and interest rates;
• government bond spreads rise significantly in
exiting countries (from 700 to 1,200bps);
• banking sectors in both the exiting countries and
the eurozone suffer significant losses and credit
standards tighten dramatically; and
• the residual euro exchange rate initially depreciates
by around 15% against the US dollar.
• Tightening of fiscal policy;
• effective federal corporate and personal tax rates are
increased back towards their 2001 levels;
• federal spending reduces by around US$95bn;
• US dollar depreciates by around 5% as economic
prospects for the US deteriorate;
• Federal Reserve supports the economy with
additional quantitative easing, boosting its balance
sheet by another US$500bn (around 3% of GDP)
and maintaining that level for one year before
beginning to unwind;
• government spending cuts and tax increases lead to
lower consumer spending and business investment;
• US GDP falls by around 7% below the pre-crisis
baseline; and
• lower US demand dampens exports from the rest of
the world, leading to a slowdown in global GDP
growth.
Stress scenario assumptions – 2013 PRA core programme
Scenario
Assumptions
Global slow growth scenario
• Mainland China suffers a 50% reduction in property prices as an intitial modest price decline becomes self-
reinforcing through a deterioration in investor sentiment;
• mainland China equity prices fall by around 25% and unemployment doubles to 7%;
• mainland China GDP growth averages 3% per annum in the two years following the crisis;
• the tightening of monetary policy in mainland China to prevent capital flight leads to liquidity issues;
• Hong Kong exports to mainland China decline rapidly and significantly;
• Hong Kong GDP contracts by around 4% in 2013 and 2014 and unemployment rises to 10%;
• Hong Kong property and equity prices fall by about 50%;
• weak macro-economic outlook currently facing major advanced economies persists over the next five years;
• substantial fall in commodity prices triggered by continued slow growth, leading to a reduction in inflation,
domestic demand and economic growth across commodity exporting countries;
• deflation, or 0% inflation, in advanced economies as energy prices decline; and
• reduction in exports from advanced economies due to reduced demand from emerging markets.
In addition to the Group-wide risk scenarios,
each major HSBC subsidiary conducts regular
macroeconomic and event-driven scenario analyses
specific to their region. They may also participate in
local regulatory stress testing programmes.
We also examined the effect on our businesses
and our capital position of other macroeconomic
and geopolitical events at Group or major subsidiary
levels. These included a possible US default, renminbi
internationalisation, the conflict in Syria and tensions
between mainland China and Japan.
Stress testing is used across risk categories such
as market risk, liquidity and funding risk and credit
risk to evaluate the potential effect of stress scenarios
on portfolio values, structural long-term funding
positions, income or capital.
We also conduct reverse stress testing, which is a
process of working backwards from the event of non-
viability of the business model to the identification
of a range of occurrences that could bring that event
about. Non-viability might occur before the bank’s
capital is depleted, and could result from a variety of
events. These include idiosyncratic or systemic events
or combinations thereof, and/or could imply failure
of the Group’s holding company or one of its major
subsidiaries. They would not necessarily mean the
simultaneous failure of all the major subsidiaries. We
use reverse stress testing to strengthen resilience by
helping to inform early-warning triggers, management
actions and contingency plans to mitigate against
140
potential stresses and vulnerabilities which the Group
might face.
HSBC participate, where appropriate, in scenario
analyses requested by regulatory bodies.
The Group is taking part in the Bank of England
concurrent stress test exercise in 2014. This
programme will include common base and stress
scenarios applied across all major UK banks. The
exercise will be supported by a complementary
programme of data provision to the Bank of England
under its Firm Data Submission Framework (‘FDSF’).
The PRA is considering a range of disclosure options
related to the stress test exercise.
HSBC North America Holdings Inc. (‘HNAH’)
and HSBC Bank USA NA (‘HBUS’) are subject to
the CCAR and Dodd-Frank Stress Testing
programmes of the Federal Reserve and the Office of
the Comptroller of the Currency. HNAH and HBUS
made submissions under these programmes on
6 January 2014. Disclosure by the Federal Reserve
and by HNAH and HBUS of the results of these
exercises will be made in March 2014.
HSBC will be included in the next round of
European stress test exercises, scheduled for 2014.
HSBC France and HSBC Malta will participate in
the ECB’s Asset Quality Review, run as part of the
ECB’s comprehensive assessment prior to inception
of the Single Supervisory Mechanism. They will then
be subject to the ECB’s stress testing process. The
Group will take part in the related exercise run by
European Banking Authority (‘EBA’). Disclosures of
the results of these exercises are planned in late 2014.
Top and emerging risks /
(Unaudited)
T
E
Our approach to identifying and monitoring top
and emerging risks is described on page 38.
During 2013, senior management paid particular
attention to a number of top and emerging risks, and
our current ones are as follows:
Macroeconomic and geopolitical risks
E
E
Emerging markets’ slowdown.
Increased geopolitical risk.
Emerging markets’ slowdown
E
Growth in a number of emerging markets
decelerated during 2013. Weak demand for
commodities and raw materials due to subdued
economic growth and limited investment activity in
mature markets and in mainland China affected all
exporting countries. Emerging markets continued
to face the risks of fiscal decline and increasing
financing requirements. In addition, capital flows
were volatile, particularly during the second half of
the year, and in several cases lead to a tightening of
monetary policy to counter capital outflows. Any
consequent rise in interest rates, however, could put
growth at risk and increase the risk of a liquidity
crisis.
Mature economies are depending on stronger
trade growth with emerging markets to help them
through difficult economic times domestically.
A number of them have implemented austerity
measures in order to reduce their deficits and public
debt. While austerity is expected to help resolve the
sovereign and banking crisis in the medium term, it
is limiting growth, increasing unemployment and
restricting taxation revenues severely in the short
term. This, in turn, is affecting the rest of the world
through lower trade.
Potential impact on HSBC
• Global trade and capital flows may contract
as a result of weaker economic growth in
some emerging markets, banks deleveraging,
expectations of tapering of quantitative easing,
the introduction of protectionist measures in
certain markets, the emergence of geopolitical
risks or increasing redenomination risk. The
contraction might curtail our profitability.
• While growth in emerging markets as a whole
has been constrained by lower world demand
and commodity prices, some countries are
struggling with domestic issues and could
trigger a new crisis of confidence with the
potential for increased volatility. In Egypt, an
uncertain future is affecting the economy and
the country’s ability to attract the necessary
financial support. In Brazil, middle class
protests have highlighted concerns regarding the
political and economic choices made by the
authorities, while in Turkey the situation has
been aggravated by internal conflict in the ruling
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Top and emerging risks
party. In Argentina, the unresolved dispute with
‘hold out’ bondholders is fuelling the risk of
new defaults. Emerging markets have been
supported during the last two years by
significant capital inflows from advanced
economies but a reverse of these capital flows,
as happened in mid-2013, would create
difficulties for all countries having to finance
current account deficits, government debt
or both. Finally, while economic growth in
mainland China appears to be in line with its
government’s expectations, structural issues
remain and a sharper than expected slowdown
could occur with implications for all other
emerging markets. We closely watch
developments in all markets to ensure insights
are shared and appropriate mitigating action is
taken as circumstances evolve.
•
E
Increased geopolitical risk
Our operations are exposed to risks arising from
political instability and civil unrest in a number of
countries which may have a wider effect on regional
stability and regional and global economies.
Geopolitical risk remains high in the Middle
East as a result of the continued violence and unrest
in Egypt and the civil war in Syria, which may spill
over into neighbouring countries. Tensions between
Israel and Iran add to the risks in the region,
although diplomatic contacts with Iran’s new
administration may engender an improvement in
relations.
In Asia, continued tensions over maritime
sovereignty disputes involving mainland China
and Japan may escalate to include military action,
while actions by the government of the Democratic
People’s Republic of Korea risk destabilising the
region.
In other emerging markets such as Turkey
and Brazil, demonstrations have taken place as
the population has become increasingly critical
of prevailing economic policies. In Turkey, there is
significant political uncertainty and the government
is struggling to maintain a credible policy in order to
maintain creditors’ confidence.
Potential impact on HSBC
• Our results are subject to the risk of loss from
unfavourable political developments, currency
fluctuations, social instability and changes in
government policies on matters such as
expropriation, authorisations, international
ownership, interest-rate caps, foreign exchange
transferability and tax in the jurisdictions in
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which we operate. Actual conflict could put our
staff in harm’s way and bring physical damage
to our assets.
• We have increased our monitoring of the
geopolitical and economic outlook, in particular
in countries where we have material exposures
and a physical presence. Our internal credit risk
rating of sovereign counterparties takes these
factors into account and drives our appetite for
conducting business in those countries. Where
necessary, we adjust our country limits and
exposures to reflect our appetite and mitigate
these risks as appropriate.
Macro-prudential, regulatory and legal risks
to our business model
• Regulatory developments affecting our
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business model and Group profitability.
• Regulatory investigations, fines,
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sanctions, commitments and consent
orders and requirements relating to
conduct of business and financial crime
negatively affecting our results and
brand.
• Dispute risk.
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Financial service providers face increasingly
stringent and costly regulatory and supervisory
requirements, particularly in the areas of capital
and liquidity management, conduct of business,
operational structures and the integrity of financial
services delivery. Increased government intervention
and control over financial institutions, together with
measures to reduce systemic risk, may significantly
alter the competitive landscape. These measures may
be introduced as formal requirements in a supra-
equivalent manner and to variable timetables by
different regulatory regimes.
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Regulatory developments affecting our
business model and Group profitability
Several regulatory changes are likely to affect our
activities, both of the Group as a whole and of some
or all of our principal subsidiaries. These changes
include:
•
the publication on 27 June 2013 of CRD IV,
which introduced in the EU the Basel III
measures that came into effect on 1 January
2014, together with the publication by the PRA
on 19 December 2013 of its final rules on
implementing CRD IV which apply to firms
regulated by the PRA in the UK;
•
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the introduction of new regulatory bodies
and powers in Europe comprising, in the UK,
the FPC, the PRA and the FCA; and, in the
eurozone, the granting to the European Central
Bank (‘ECB’) of supervisory powers from
November 2014;
the designation of the Group by the Financial
Stability Board as a global systemically
important bank and resultant application
of higher loss absorbency and other
requirements;
finalisation of the Financial Services (Banking
Reform) Act 2013 in the UK to give effect
to the recommendations of the Independent
Commission on Banking (‘ICB’) in relation to
the future ‘ring-fencing’ of our UK retail
banking business from wholesale banking
activities, the structural separation of certain
activities envisaged in legislation and rules
adopted in the US (including the final Volcker
Rule adopted in December 2013 under the
Dodd-Frank Act) and potential legislative
changes across the EU;
changes in the regime for the operation of
capital markets with increasing standardisation,
central clearing, reporting and margin
requirements through a number of regulatory
initiatives including European Market
Infrastructure Regulation, Dodd Frank and the
revised Markets in Financial Instruments
Directive/Regulation (‘MiFID2’);
requirements flowing from arrangements for
the recovery and resolution of the Group and
its main operating entities;
continued changes in the manner and standards
for the conduct of business, including the
effects of the recommendations made by the
Parliamentary Commission on Banking
Standards (which will be given effect through
Part 4 of the Financial Services (Banking
Reform) Act 2013);
the forthcoming ECB Asset Quality Review
(‘AQR’), which may reveal that substantial
recapitalisation is needed among eurozone
banks;
the tightening of credit controls by regulators in
a number of countries on mortgage lending and
unsecured portfolios; and
the continued risk of further changes to regulation
relating to remuneration and other taxes.
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Potential impact on HSBC
• Proposed changes in regulation relating to
capital and liquidity requirements, remuneration
and/or taxes could increase our cost of doing
business, reducing future profitability.
• Proposed changes in and the implementation
of regulations for derivatives including
mandatory central clearing, the ICB ring-
fencing proposals, recovery and resolution
plans, the Volcker Rule and the Foreign
Account Tax Compliance Act (known as
FATCA) may affect the manner in which we
conduct our activities and how the Group is
structured. These measures have the potential to
increase our cost of doing business and curtail
the types of business we can carry out, with the
consequent risk of decreased profitability.
Because the development and implementation of
many of these various regulations are in their
early stages, it is not possible to estimate the
effect on our operations.
• Mandatory central clearing of derivatives also
brings new risks to HSBC in our role as a
clearing member, as we will be required to
underwrite losses incurred by central clearing
counterparties from the default of other clearing
members and their clients. Hence central
clearing brings with it a new element of
interconnectedness between clearing members
and clients which we believe may increase
rather than reduce our exposure to systemic risk.
• Potential market disruption as a result of the
AQR, including a possible re-emergence of the
eurozone crisis, may affect us directly through
our exposure to eurozone banks and sovereigns,
and indirectly should there be any diminution
in economic activity in the eurozone.
• While the tightening by regulators of credit
controls limits consumer indebtedness and will
benefit credit markets and our portfolios in the
longer term, it may reduce our growth prospects
and affect our business strategy in certain
countries.
• We are closely engaged with governments and
regulators in the countries in which we operate
to help ensure that the new requirements are
properly considered and can be implemented in
an effective manner. We are also ensuring that
our capital and liquidity plans take into account
the potential effects of the changes. Capital
allocation and liquidity management disciplines
have been expanded to incorporate future
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Top and emerging risks
increased capital and liquidity requirements
and drive appropriate risk management and
mitigating actions.
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Regulatory investigations, fines,
sanctions, commitments and consent
orders and requirements relating to
conduct of business and financial crime
negatively affecting our results and
brand
Financial service providers are at risk of regulatory
sanctions or fines related to conduct of business
and financial crime. The incidence of regulatory
proceedings and other adversarial proceedings
against financial service firms is increasing.
Regulatory commitments and consent orders
In December 2012, HSBC Holdings, HNAH and
HSBC Bank USA, N.A. (‘HSBC Bank USA’)
entered into agreements with US and UK authorities
in relation to investigations regarding past
inadequate compliance with anti-money laundering
and sanctions laws. Among these agreements, HSBC
Holdings and HSBC Bank USA entered into a five-
year deferred prosecution agreement (‘US DPA’)
with the US Department of Justice (‘DoJ’) and
HSBC Holdings entered into a two-year DPA
with the New York County District Attorney (the
‘DANY DPA’). HSBC Holdings also entered into
an undertaking with the FSA (revised as the ‘FCA
Direction’) to comply with certain forward-looking
obligations with respect to anti-money laundering
and sanctions requirements.
Under the settlement agreements, HSBC
Holdings, HNAH and HSBC Bank USA made
payments totalling US$1.9bn to US authorities
and undertook to continue cooperating fully with US
and UK regulatory and law enforcement authorities
and take further action to strengthen our compliance
policies and procedures. The agreements with the
DoJ and the US Federal Reserve Board and the FCA
Direction require us to retain an independent monitor
(who is, for FCA purposes, a ‘skilled person’ under
section 166 of the Financial Services and Markets
Act) to evaluate our progress in fully implementing
our obligations and produce regular assessments of
the effectiveness of our Compliance function.
On 1 July 2013, the US District Court for the
Eastern District of New York approved the US DPA
and retained authority to oversee implementation
of the same. Michael Cherkasky began his work as
Monitor on 22 July 2013, charged with evaluating
and reporting upon, the effectiveness of the Group’s
internal controls, policies and procedures as they
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relate to ongoing compliance with applicable anti-
money laundering and sanctions laws. His work is
proceeding as anticipated consistent with the
timelines and requirements set forth in relevant
agreements.
As reflected in the agreement entered into with
the OCC in December 2012 (the ‘the Gramm-Leach-
Bliley Act (‘GLBA’) Agreement’), the OCC
has determined that HSBC Bank USA is not in
compliance with the requirements which provide
that a national bank and each depository institution
affiliate of the national bank must be both well-
capitalised and well-managed in order to own or
control a financial subsidiary. As a result, HSBC
Bank USA and its parent holding companies,
including HSBC, no longer meet the qualification
requirements for financial holding company status,
and may not engage in any new types of financial
activities without the prior approval of the Federal
Reserve Board. In addition, HSBC Bank USA may
not directly or indirectly acquire control of or hold
an interest in any new financial subsidiary, nor
commence a new activity in its existing financial
subsidiary, unless it receives prior approval from
the OCC.
Potential impact on HSBC
•
It is difficult to predict the outcome of the
regulatory proceedings involving our
businesses. Unfavourable outcomes may have
a material adverse effect on our reputation,
brand and results, including loss of business
and withdrawal of funding.
• Our significant involvement in facilitating
international capital flows and trade exposes
the Group to the risk of financial crime or
inadvertently breaching restrictions and
sanctions imposed by OFAC and other
regulators. Through our Global Standards
programme, we are implementing consistent
procedures and controls to detect, deter and
protect against financial crime.
•
In relation to the DPAs, HSBC Holdings and
HSBC Bank USA have committed to take or
continue to adhere to a number of remedial
measures. Breach of the US DPA at any time
during its term may allow the DoJ to prosecute
HSBC Holdings or HSBC Bank USA in relation
to the matters which are the subject of the US
DPA. Breach of the DANY DPA may allow the
New York County District Attorney’s Office to
prosecute HSBC Holdings in relation to the
matters which are the subject of that DPA.
•
In relation to the GLBA Agreement, if all of
our affiliate depositary institutions are not in
compliance with these requirements within the
time periods specified in the GLBA Agreement,
HSBC could be required either to divest HSBC
Bank USA or to divest or terminate any
financial activities conducted in reliance on the
GLBA. Similar consequences under the GLBA
Agreement could result for subsidiaries of
HSBC Bank USA that engage in financial
activities in reliance on expanded powers
provided for in the GLBA. Any such divestiture
or termination of activities would have a
material adverse effect on the consolidated
results and operation of HSBC. The GLBA
Agreement requires HSBC Bank USA to take
all steps necessary to correct the circumstances
and conditions resulting from non-compliance
with the requirements referred to above. We
have initiated steps to satisfy the requirements
of the GLBA Agreement.
Steps to address many of the requirements
of the DPAs, the FCA Direction and the GLBA
Agreement have either already been taken or are
under way. These include simplifying the Group’s
control structure, strengthening the governance
structure with new leadership appointments, revising
key policies and establishing bodies to implement
single Global Standards shaped by the highest or
most effective standards available in any location
where the Group operates, as well as substantially
increasing spending and staffing in the anti-money
laundering and regulatory compliance areas in the
past few years. There can be no assurance that these
steps will be effective or that HSBC will not have to
take additional remedial measures in the future to
comply with the terms of the DPAs, the FCA
Direction or the GLBA Agreement.
Conduct of business
Regulators in the UK and other countries have
continued to increase their focus on ‘conduct risk’
including paying attention to sales processes and
incentives, product and investment suitability and
more general conduct of business concerns. In the
UK, the FCA is making increasing use of existing
and new powers of intervention and enforcement,
including powers to consider past business
undertaken and implement customer compensation
and redress schemes or other, potentially significant,
remedial work. Additionally, the FCA and other
regulators increasingly take actions in response
to customer complaints which may be amplified
through customers’ use of social media channels,
either specific to an institution or more generally
145
in relation to a particular product. There have been
recent examples of this approach by regulators in the
context of the possible mis-selling of payment
protection insurance (‘PPI’), of interest rate hedging
products to SMEs and of wealth management
products.
The Group also remains subject to a number
of other regulatory proceedings involving
investigations and reviews by various national
regulatory, competition and enforcement authorities
including in the UK, the US, Canada, the EU,
Switzerland and Asia that are conducting
investigations and reviews relating to certain past
submissions made by panel banks and the process
for making submissions in connection with the
setting of London interbank offered rates (‘Libor’),
European interbank offered rates (‘Euribor’)
and other benchmark interest rates. In addition,
regulators in the UK, the US, Hong Kong and certain
other jurisdictions are conducting investigations
relating to trading on foreign exchange markets. As
certain HSBC entities are members of these panels
and participate in the foreign exchange market,
HSBC and/or its subsidiaries have been the subject
of regulatory demands for information and are
cooperating with those investigations and reviews.
In addition, HSBC Holdings, HSBC Bank plc,
HSBC Bank USA and other panel banks have been
named as defendants in private lawsuits filed in the
US with respect to the setting of Libor, including
putative class action lawsuits which have been
consolidated before the US District Court for the
Southern District of New York. HSBC and other
panel banks have also been named as defendants
in putative class action lawsuits in New York and
Chicago relating to credit default swap pricing. The
complainants in those actions assert claims against
HSBC and other panel banks under various US laws
including US antitrust laws, the US Commodities
Exchange Act and state law (see Note 43 on the
Financial Statements for further information).
Potential impact on HSBC
• Regulators in the UK and other countries may
identify future industry-wide mis-selling, market
conduct or other issues that could affect the
Group. This may lead from time to time to:
(i) significant direct costs or liabilities; and
(ii) changes in the practices of such businesses.
Also, decisions taken in the UK by the Financial
Ombudsman Service in relation to customer
complaints (or any overseas equivalent with
jurisdiction) could, if applied to a wider class
or grouping of customers, have a material
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Report of the Directors: Financial Review (continued)
Risk > Top and emerging risks / Areas of special interest
adverse effect on the operating results, financial
condition and prospects of the Group.
They can have both financial and reputational
implications.
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Dispute risk
The current economic environment has increased the
Group’s exposure to actual and potential litigation.
Further details are provided in Note 43 on the
Financial Statements.
Potential impact on HSBC
• Dispute risk gives rise to potential financial loss
and significant reputational damage which could
adversely affect customer and investor
confidence.
Risks related to our business operations,
governance and internal control systems
Internet crime and fraud.
• Heightened execution risk.
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• Data management.
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• Model risk.
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Information security risk.
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Heightened execution risk
There are a number of factors which may affect the
successful delivery of our strategy. These include
the increasing regulatory pressures and demands and
the challenging macroeconomic environment, which
may affect our ability to achieve planned earnings
growth. The implementation of our strategy to
simplify our business, which involves withdrawing
from certain markets, presents disposal risks
which must be carefully managed. Implementing
organisational changes to support the Group’s
strategy, including the restructuring of our
Compliance function into two distinct sub-functions:
Financial Crime Compliance and Regulatory
Compliance, also requires close management
oversight.
Potential impact on HSBC
• Our annual planning and stress testing processes
consider the effect of potential risks from the
external environment on our earnings and
capital position and actions by management
to mitigate them.
• The potential risks of disposals include
regulatory breaches, industrial action, loss of
key personnel and interruption to systems and
processes during business transformation.
146
• The size and scope of the change to our
Compliance function could generate heightened
execution and people risk (including significant
resourcing demands) and are subject to close
management oversight.
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Internet crime and fraud
With the ever-growing acceptance of and demand
for internet and mobile services by customers, HSBC
is increasingly exposed to fraudulent and criminal
activities via these channels. Internet crime could
result in financial loss and/or customer data and
sensitive information being compromised. Along
with internet fraud, the overall threat of external
fraud may increase during adverse economic
conditions, particularly in retail and commercial
banking.
We also face the risk of breakdowns in
processes or procedures and systems failure or
unavailability, and our business is subject to
disruption from events that are wholly or partially
beyond our control, such as internet crime and acts
of terrorism.
Potential impact on HSBC
•
Internet crime and fraud may give rise to losses
in service to customers and/or economic loss to
HSBC. These threats also exist when we rely
on external suppliers or vendors for services
provided to the Group and our customers.
• We have increased our defences through
enhanced monitoring and have implemented
additional controls such as two-factor
authentication to reduce the possibility of
losses from fraud. We continually assess the
threats from internet crime and fraud as they
evolve and adapt our controls to mitigate them.
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Information security risk
The security of our information and technology
infrastructure is crucial for maintaining our banking
applications and processes while protecting our
customers and the HSBC brand.
Potential impact on HSBC
•
Information security risk gives rise to potential
financial loss and reputational damage which
could adversely affect customer and investor
confidence. Loss of customer data would also
trigger regulatory breaches which could result in
fines and penalties being incurred.
• We have invested significantly in addressing
this risk through increased training to raise staff
awareness of the requirements and enhanced
multi-layered controls protecting our
information and technical infrastructure.
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Data management
We have received feedback from external
stakeholders that we need a clear data strategy to
meet the volume, granularity, frequency and scale
of regulatory reporting requirements as well as
other internal and external information demands.
In addition, we are required to comply with the
principles for effective risk data aggregation and
risk reporting as set out by the Basel Committee on
Banking Supervision (‘BCBS’) by the end of 2015.
Potential impact on HSBC
• Financial institutions that fail to meet their
BCBS data obligations by the required deadline
may face supervisory measures. Senior
management recognise the importance of data
management and therefore established a Data
Strategy Board in 2012 to define our data
strategy and ensure consistent data aggregation,
reporting and mananagement across the Group.
Key initiatives and projects to deliver our
strategy and work towards meeting our data
obligations are now in progress.
• Regulators are evaluating the industry on its
ability to provide accurate information and may
use the industry-developed data maturity model
to assess financial services firms.
• Model risk
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Increasingly stringent regulatory requirements
governing the development of parameters applied
to models used for measuring risk and controls
over the models can have implications for the
modelled outcomes, including increases in capital
requirements. This risk extends more broadly to
the use of models across HSBC, for example those
used in financial reporting, stress testing or pricing.
The evolving external economic and legislative
environment and changes in customer behaviour
can lead also to the assumptions in our models
becoming invalid.
• We continue to address these risks through
enhanced model development, independent
review and model oversight to ensure our
models remain fit for purpose.
Areas of special interest
(Unaudited)
Financial crime compliance and regulatory
compliance
In recent years, we have experienced increasing
levels of compliance risk as regulators and other
agencies pursued investigations into historical
activities and we continued to work with them in
relation to existing issues. This has included the
matters giving rise to the DPAs reached with US
authorities in relation to investigations regarding
inadequate compliance with anti-money laundering
and sanctions law, and the related undertaking
with the FSA (revised as the ‘FCA Direction’
following the UK regulatory restructuring in April
2013). The work of the Monitor, who has been
appointed to assess our progress against our various
obligations, including the DPAs, is discussed on
page 24.
We have also responded to a number of
investigations by the FCA into the possible mis-
selling in the UK of certain products, including PPI
and interest rate hedging products sold to SMEs.
In addition, we have been involved in investigations
and reviews by various regulators and competition
enforcement authorities relating to certain past
submissions made by panel banks and the process
for making submissions in connection with the
setting of Libor, Euribor and other benchmark
interest and foreign exchange rates.
It is clear from both our own and wider industry
experience that the level of activity among regulators
and law enforcement agencies in investigating
possible breaches of regulations has increased, and
that the direct and indirect costs of such breaches
can be significant. Coupled with a substantial rise
in the volume of new regulation, much of which
has some element of extra-territorial reach, and the
geographical spread of our businesses, we believe
that the level of inherent compliance risk that we
face as a Group will continue to remain high for the
foreseeable future.
Potential impact on HSBC
Commercial real estate
• These model risks have the potential to
increase our capital requirement and/or
make our capital requirement more volatile
Details of our exposure to commercial real estate
lending are set out on page 168.
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Report of the Directors: Financial Review (continued)
Risk > Areas of special interest
Eurozone crisis
Eurozone countries are members of the EU and
part of the euro single currency bloc. The peripheral
eurozone countries are those which exhibited levels
of market volatility that exceeded other eurozone
countries, demonstrating persistent fiscal or political
uncertainty in 2013. In spite of austerity measures
and structural reform throughout 2012 and 2013,
the peripheral eurozone countries of Greece, Ireland,
Italy, Portugal, Spain and Cyprus continued to
exhibit a high ratio of sovereign debt to GDP or
short to medium-term maturity concentration of
their liabilities. However, some of these peripheral
eurozone countries showed improvements with
Ireland able to access the long-term bond markets
and Spain experiencing lower borrowing costs. In
March 2013, Cyprus sought assistance from the
Troika (the European Commission, European
Central Bank and International Monetary Fund),
which ultimately agreed a bailout under conditions
requiring a consolidation of banking assets and
the ‘bail-in’ of larger depositors’ monies. Capital
controls led to some minor disruption of payments
from Cyprus. However, HSBC has limited exposure
to the country and no impairments were recorded.
The European Central Bank brought interest
rates to record low levels in order to support growth
in the eurozone but the very low level of inflation in
the region is limiting the impact of such measures.
These measures are putting additional stress on the
profitability of the European banking sector.
Net exposure
At 31 December 2013, our net exposure to the
peripheral eurozone countries was US$37.5bn
(2012: US$38.8bn), including net exposure to
sovereign borrowers, agencies and banks of
US$10.1bn (2012: US$11.6bn).
Our businesses in peripheral eurozone countries
are funded from a mix of local deposits, local
wholesale sources and intra-Group loans extended
from HSBC operations with surplus funds. Intra-
Group funding carries the risk that a member
country might exit the eurozone and redenominate
its national currency, which could result in a
significant currency devaluation. A description
of redenomination risk in the event of the exit of
a eurozone member is provided on page 211.
Our exposure to eurozone countries is analysed in the table on
page 210.
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Risk management and contingency planning
We have a well-developed framework for dealing
with counterparty and systemic crisis situations, both
regionally and globally, which is complemented by
regular specific and enterprise-wide stress testing
and scenario planning. The framework functions
before, during and after crises and ensures that we
have detailed and evolving operational plans in
the event of an adverse situation materialising. It
was applied throughout 2013 to ensure that pre-crisis
preparation remained apposite and robust. A Cyprus
Major Incident Group was effective in dealing with
the Group’s response to the Cyprus sovereign debt
crisis.
Exposures to Egypt
Since the onset of the Arab Spring we have actively
managed our exposure within Egypt. During 2013,
our systemic crisis management processes
were reinstigated in response to the unfolding
constitutional crisis, and we continued to monitor
developments closely. The most material risk to our
overall portfolio in Egypt is the economic instability
that could be caused by a further significant
deterioration in the security situation.
At 31 December 2013, our total net lending
exposure to Egypt was US$10.9bn. Just under half
of our exposure was to other financial institutions
and corporates (US$5.4bn), almost all of which
was onshore lending by HSBC in Egypt to corporate
entities. Of this exposure, US$3.4bn was off-balance
sheet, principally undrawn committed facilities.
This corporate exposure was diversified with nearly
half spread across a broad range of manufacturing
activities and the remainder covering a range of
other industry sectors.
The sovereign and agencies exposure, including
exposure to the central bank, was US$4.1bn. This
exposure was almost wholly in the form of local
currency denominated treasury bills and central
bank deposits.
Exposure to banks was US$0.4bn, largely
comprising off-balance sheet commitments
consisting of trade lines to Egyptian banks for
the confirmation of their letters of credit.
Personal lending – US lending
Economic conditions in the US continued to improve
in 2013, supported by improvements in the housing
sector and increases in consumer spending. The
unemployment rate declined during the year amid
signs that the labour market is becoming more
stable.
We remained focused on managing the run-off
of balances in our HSBC Finance portfolio and
completed the sale within our CML portfolio
of US$3.7bn of personal unsecured loans and
US$5.7bn of real estate loans. We transferred a
further US$0.1bn of real estate loans to ‘Assets
held for sale’ during 2013. The sale of these assets
will accelerate portfolio wind-down, reduce risk,
and alleviate some of the operational burden given
that these receivables are demanding to service and
subject to foreclosure delays.
Total lending balances within HSBC Finance
were US$30bn at 31 December 2013 including loans
held for sale, a decline of US$13bn compared with
the end of 2012. The rate at which balances in the
CML portfolio are declining continues to be affected
by the lack of refinancing opportunities available to
customers. By 31 December 2013, we had resumed
processing suspended foreclosure activities in
substantially all states and had referred the majority
of the backlog of loans for foreclosure. We also
began initiating new foreclosure activities in all
states. Our loan modification programmes, which
are designed to improve cash collections and avoid
foreclosures, continued to slow the rate of
repayment.
Total mortgage lending in the US was US$47bn
at 31 December 2013, a decline of 15% compared
with the end of 2012, mainly due to the continued
run-off of the CML portfolio.
149
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk
Credit risk
Credit risk management .........................................
Page
App1
266
Summary of credit risk in 2013 .......................... 152
Tables
Page
Maximum exposure to credit risk ..........................................
Loans and advances excluding held for sale: total
exposure, impairment allowances and charges ................
Personal lending ...................................................................
Wholesale lending .................................................................
Credit quality of gross loans and advances ..........................
Loan impairment charges by geographical region ...............
Loan impairment charges by industry ..................................
Loans and advances to customers and banks measured at
amortised cost ...................................................................
Loan impairment charges and other credit risk provisions .
Counterparty analysis of notional contract amounts of
derivatives by product type ...............................................
Maximum exposure to credit risk ..........................................
Loan and other credit-related commitments .........................
Total personal lending ..........................................................
Mortgage lending products ...................................................
HSBC Finance US CML – residential mortgages ................
Trends in two months and over contractual delinquency
in the US ............................................................................
HSBC Finance: foreclosed properties in the US ..................
152
152
153
154
155
155
155
156
157
158
159
160
160
162
163
163
164
Total wholesale lending ........................................................
166
267 Credit quality classification ..................................................
Distribution of financial instruments by credit quality .........
Past due but not impaired loans and advances to
customers and banks by geographical region ..................
Ageing analysis of days for past due but not impaired
gross financial instruments ...............................................
Renegotiated loans and advances to customers ...................
Renegotiated loans and advances to customers by
geographical region ..........................................................
Movement in renegotiated loans by geographical region ....
Gross loan portfolio of HSBC Finance real estate
secured balances ...............................................................
Movement in HSBC Finance renegotiated real estate
balances .............................................................................
Number of renegotiated real estate secured accounts
remaining in HSBC Finance’s portfolio ...........................
Residential mortgage loans including loan commitments
by level of collateral ..........................................................
Commercial real estate loans and advances including loan
commitments by level of collateral ...................................
Other corporate, commercial and financial (non-bank)
loans and advances including loan commitments by
collateral rated CRR/EL8 to 10 only ................................
Loans and advances to banks including loan commitments
by level of collateral ..........................................................
184
Carrying amount of assets obtained ..................................... 185
267
170
172
173
174
174
175
178
178
178
179
181
182
Impairment of loans and advances ........................ 155
Assets held for sale ................................................ 156
Credit exposure .................................................... 157
Maximum exposure to credit risk .......................... 157
Personal lending ................................................... 160
Mortgage lending ................................................... 161
Mortgage lending in the US .................................. 162
Credit quality of personal lending in the US ......... 164
Non-US mortgage lending ..................................... 164
Other personal lending ........................................... 165
Wholesale lending ................................................ 165
Financial (non-bank) .............................................. 167
Loans and advances to banks ................................ 167
Corporate and commercial .................................... 168
Credit quality of financial instruments ............. 169
2013 compared with 2012 ..................................... 169
Past due but not impaired gross financial
instruments ........................................................ 172
Renegotiated loans and forbearance ...................... 173
268
HSBC Finance loan modifications and re-age
programmes ....................................................... 176
Corporate and commercial renegotiated loans ...... 178
Collateral .............................................................. 178
Collateral and other credit enhancements held ..... 178
Collateral and other credit enhancements obtained 185
150
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App1
Tables
Page
Impaired loans ..................................................... 185
Impairment of loans and advances ........................ 187
2013 compared with 2012 ..................................... 189
Further analysis of impairment .............................. 191
Refinance risk .........................................................
Impairment assessment ..........................................
Concentration of exposure .................................. 197
Financial investments ............................................ 197
Trading assets ......................................................... 197
Derivatives ............................................................. 197
Loans and advances ............................................... 197
272
272
273
Movement in impaired loans by geographical region .......... 186
Impairment allowances on loans and advances to
customers by geographical region .................................... 188
Net loan impairment charge to the income statement by
geographical region .......................................................... 189
Movement in impairment allowances by industry sector
and geographical region ................................................... 192
Movement in impairment allowances over 5 years .............. 193
Movement in impairment allowances on loans and
advances to customers and banks ..................................... 194
Individually and collectively assessed impairment charge
to the income statement by industry sector ....................... 194
Net loan impairment charge to the income statement .......... 195
Charge for impairment losses as a percentage of average
gross loans and advances to customers by geographical
region ................................................................................ 195
Charge for impairment losses as a percentage of average
gross loans and advances to customers ............................ 195
Reconciliation of reported and constant currency changes
by geographical region ..................................................... 196
Reconciliation of reported and constant currency
impairment charge to the income statement ..................... 196
Trading assets ........................................................................ 197
Gross loans and advances by industry sector ........................ 198
Gross loans and advances to customers by industry sector
and by geographical region .............................................. 199
Loans and advances to banks by geographical region ......... 200
Gross loans and advances to customers by country ............. 201
HSBC Holdings .................................................... 203
HSBC Holdings – maximum exposure to credit risk ............ 203
Securitisation exposures and other structured
products ............................................................ 203
Exposure in 2013 ................................................... 204
274
Securities investment conduits .............................. 205
Impairment methodologies .................................... 205
Overall exposure of HSBC .................................................... 204
Movement in the available-for-sale reserve ......................... 205
Available-for-sale reserve and economic first loss
protection in SICs, excluding Solitaire ............................. 205
Impairment charges/(write-backs) ........................................ 205
Carrying amount of HSBC’s consolidated holdings of ABSs,
and direct lending held at fair value through profit or loss 206
Transactions with monoline insurers ..................... 208
HSBC’s exposure to derivative transactions entered into
directly with monoline insurers ........................................ 208
Leveraged finance transactions .......................... 209
HSBC’s exposure to leveraged finance transactions ............ 209
Representations and warranties related to
mortgage sales and securitisation activities .. 209
Eurozone exposures ............................................. 210
Exposures to countries in the eurozone ................. 210
Redenomination risk .............................................. 211
1 Appendix to Risk – risk policies and practices.
Summary of exposures to peripheral eurozone countries .....
210
In country funding exposure ................................................... 212
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Summary of 2013
Credit risk is the risk of financial loss if a
customer or counterparty fails to meet
an obligation under a contract. It arises
principally from direct lending, trade finance
and leasing business, but also from other
products such as guarantees and credit
derivatives and from holding assets in the
form of debt securities.
There were no material changes to our policies and
practices for the management of credit risk in 2013.
A summary of our current policies and
practices regarding credit risk is provided in
the Appendix to Risk on page 266.
Summary of credit risk in 2013
(Unaudited)
Maximum exposure to credit risk
At 31 December
Trading assets ................................
– other trading assets .................
– reverse repos ...........................
Financial assets designated at
fair value ....................................
Derivatives .....................................
Loans and advances to banks ........
– loans and other receivables ....
– reverse repos ...........................
2013
US$m
239,301
229,181
10,120
12,719
282,265
211,521
120,046
91,475
Loans and advances to customers . 1,080,304
992,089
88,215
– loans and other receivables ....
– reverse repos ...........................
Financial investments ....................
Assets held for sale ........................
Other assets ....................................
Off-balance sheet exposures ..........
416,785
3,306
231,858
633,903
– financial guarantees and
2012
US$m
367,177
248,496
118,681
12,714
357,450
152,546
117,085
35,461
997,623
962,972
34,651
415,312
9,292
203,561
624,462
similar contracts ....................
46,300
44,993
– loan and other credit-related
commitments .........................
587,603
579,469
3,111,962
3,140,137
Total exposure to credit risk remained broadly
unchanged in 2013 with loans and advances
remaining the largest element. While the total
exposure to credit risk remained broadly stable,
there was an increase in the amount of reverse
repos classified as ‘Loans and advances to banks’
and ‘Loans and advances to customers’, with a
corresponding reduction in the amount classified as
‘Trading assets’. This followed a change in the way
GB&M manages reverse repo activities during the
year, as set out on page 220.
For a detailed analysis of our maximum exposure to credit
risk, see page 157.
In 2013, we successfully weathered the imposition of
capital controls in Cyprus and we continued to
monitor events in the eurozone. We also continued
to monitor our portfolio in Egypt as the
constitutional crisis unfolded.
More details of the specific political and macroeconomic risks
associated with these countries, and our management
response, are provided on page 148.
Loans and advances excluding held for sale: total
exposure, impairment allowances and charges
(Unaudited)
2013
2012
US$bn US$bn
At 31 December
Total gross loans and advances (A) ..
1,307.0
1,166.3
Impairment allowances (a) .............
15.2
16.2
(a) as a percentage of A ..................
1.16%
1.39%
Loans and advances net of
impairment allowances ..................
1,291.8
1,150.2
Year ended 31 December
Impairment charges ........................
6.0
8.2
After excluding reverse repo balances, (a) as a percentage of
A was 1.35% at 31 December 2013 (2012: 1.47%).
Impairment allowances as a percentage of gross
loans and advances decreased to 1.16% in 2013 from
1.39% in 2012. This reduction was mainly in North
America due to the run-off and loan sales in our
CML portfolio.
For further details on our loan impairment allowances, see
page 188.
152
Personal lending
(Unaudited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
Latin
North
America
Total
America
US$m US$m US$m
2013
First lien residential mortgages
Gross amount (A) .................................................
Impairment allowances .........................................
– as a percentage of A ...........................................
140,474
439
0.3%
Other personal lending1
Gross amount (B) ..................................................
Impairment allowances .........................................
– as a percentage of B ...........................................
51,633
959
1.9%
Total personal lending
Gross amount (C) ..................................................
Impairment allowances .........................................
– as a percentage of C ...........................................
192,107
1,398
0.7%
2012
First lien residential mortgages
Gross amount (D) .................................................
Impairment allowances .........................................
– as a percentage of D ...........................................
135,172
489
0.4%
Other personal lending1
Gross amount (E) ..................................................
Impairment allowances .........................................
– as a percentage of E ...........................................
51,102
977
1.9%
Total personal lending
Gross amount (F) ..................................................
Impairment allowances .........................................
– as a percentage of F ...........................................
186,274
1,466
0.8%
For footnote, see page 263.
The following commentary is on a constant
currency basis.
Total personal lending of US$411bn at
31 December 2013 was broadly in line with 2012.
Balances decreased in North America from
the continued run-off and loan sales in our CML
portfolio, including the disposal of our non-real
estate loan portfolio and several tranches
of real estate loan balances. In addition, in Latin
America, we disposed of our operations in Panama.
These reductions were broadly offset by increases
in residential mortgage balances in Rest of Asia-
Pacific, the UK and Hong Kong.
Impairment allowances declined by 18% to
US$7bn at 31 December 2013 from US$8bn
at the end of 2012, primarily in North America
53,762
–
–
19,794
78
0.4%
73,556
78
0.1%
52,296
4
0.0%
18,045
57
0.3%
70,341
61
0.1%
38,285
57
0.1%
12,688
144
1.1%
50,973
201
0.4%
36,906
66
0.2%
12,399
143
1.2%
49,305
209
0.4%
2,451
124
5.1%
4,033
169
4.2%
6,484
293
4.5%
2,144
136
6.3%
4,088
189
4.6%
6,232
325
5.2%
60,955
2,886
4.7%
3,948
32
0.8%
299,875
3,538
1.2%
11,735
532
4.5%
10,970
1,182
10.8%
110,853
3,064
2.8%
72,690
3,418
4.7%
14,918
1,214
8.1%
410,728
6,602
1.6%
70,133
4,163
5.9%
5,211
47
0.9%
301,862
4,905
1.6%
14,221
684
4.8%
13,376
1,257
9.4%
113,231
3,307
2.9%
84,354
4,847
5.7%
18,587
1,304
7.0%
415,093
8,212
2.0%
reflecting the continued run-off and loan sales in
our CML portfolio and an improvement in the
housing market. In Hong Kong and Rest of Asia-
Pacific, impairment allowances remained at low
levels throughout 2013. Impairment allowances as
a percentage of total personal lending reduced to
1.6% from 2.0% in 2012. This was driven by North
America for the reasons noted above. In Europe,
they declined as a percentage of gross personal
lending balances to 0.7% compared with 0.8% in
2012.
During the year we reviewed the impairment
allowance methodology used for retail banking
across the Group (see page 72).
For a more detailed analysis of our personal lending, see
page 160.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Summary of 2013
Wholesale lending
(Unaudited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
Latin
North
America
Total
America
US$m US$m US$m
2013
Corporate and commercial
Gross amount (A) .................................................
Impairment allowances .........................................
– as a percentage of A ...........................................
242,107
3,821
1.58%
114,832
361
0.31%
Financial2
Gross amount (B) ..................................................
Impairment allowances .........................................
– as a percentage of B ...........................................
149,454
379
0.25%
42,760
10
0.02%
2012
Corporate and commercial
Gross amount (C) ..................................................
Impairment allowances .........................................
– as a percentage of C ...........................................
226,755
3,537
1.56%
Financial2
Gross amount (D) .................................................
Impairment allowances .........................................
– as a percentage of D ...........................................
101,052
358
0.35%
99,199
383
0.39%
28,046
29
0.10%
89,066
557
0.63%
59,159
7
0.01%
85,305
526
0.62%
48,847
11
0.02%
19,760
1,212
6.13%
8,975
78
0.87%
22,452
1,312
5.84%
10,394
174
1.67%
50,585
769
1.52%
30,188
1,339
4.44%
546,538
8,059
1.47%
72,755
55
16,657
11
0.08%
0.07%
349,760
540
0.15%
48,083
732
1.52%
35,590
856
2.41%
517,384
7,346
1.42%
27,400
37
0.14%
18,122
2
0.01%
233,861
611
0.26%
For footnote, see page 263.
Total wholesale lending increased to US$896bn
at 31 December 2013 from US$747bn at the end of
2012 due to increased reverse repo loans to banks
and customers resulting from the change in the way
GB&M manages these activities (see page 220).
Total reverse repos to customers increased by
US$53bn and to banks by US$56bn.
Excluding reverse repos, total balances rose due
to higher international trade and services lending,
mainly in Hong Kong and, to a lesser extent, in Rest
of Asia-Pacific as we capitalised on trade and capital
flows. Commercial real estate and other property
related balances increased, mainly in Hong Kong
as a result of demand for financing in the property
investment and development sectors. Other
commercial balances increased, notably in GB&M
in the UK, on corporate overdraft balances which did
not meet the netting criteria. In addition, loans and
advances to banks rose as a result of increased trade
re-finance and central bank lending in Hong Kong.
This was partly offset by a decline in Latin America
following the disposal of our operations in Panama.
Impairment allowances increased to US$9bn
at 31 December 2013 from US$8bn at the end of
2012. In Latin America, they rose as a proportion of
gross corporate and commercial lending to 4.44%
(2012: 2.33%). This was principally in Mexico from
higher individually assessed impairments in CMB
relating to homebuilders resulting from a change in
public housing policy. In Brazil, there were increases
in CMB due to model changes and assumption
revisions on restructured loan account portfolios,
which were partly offset by an improvement in the
quality of the portfolio. In addition there were higher
specific impairments across a number of corporate
exposures. In the Middle East and North Africa,
impairment allowances as a proportion of gross
financial lending fell from 1.70% to 0.87%, mainly
due to a release on an individually assessed
impairment in 2013.
For a more detailed analysis of our wholesale lending, see
page 165.
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Credit quality of gross loans and advances
(Unaudited)
2013
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
Latin
North
America
Total
America
US$m US$m US$m
Neither past due nor impaired ...................................
– of which renegotiated ........................................
568,040
2,534
229,202
248
195,299
172
32,194
1,021
174,455
4,882
55,862 1,255,052
9,400
543
Past due but not impaired ..........................................
– of which renegotiated ........................................
Impaired ....................................................................
– of which renegotiated ........................................
2,399
748
13,228
6,474
1,499
9
445
86
2,723
31
1,178
221
757
146
2,285
927
6,453
3,002
15,123
10,905
1,640
11
4,244
2,215
15,471
3,947
36,503
20,828
2012
Neither past due nor impaired ...................................
– of which renegotiated ........................................
500,599
3,871
200,110
275
179,337
199
35,628
1,300
127,457
6,061
65,520 1,108,651
12,815
1,109
Past due but not impaired ..........................................
– of which renegotiated ........................................
2,339
371
Impaired ....................................................................
– of which renegotiated ........................................
11,145
5,732
1,311
8
477
109
2,974
35
1,147
318
975
168
2,474
921
7,721
3,104
20,345
16,997
3,591
133
3,188
1,516
18,911
3,819
38,776
25,593
On a reported basis at 31 December 2013,
US$1,255bn of gross loans and advances were
classified as neither past due nor impaired, an
increase of 13% on the end of 2012, mainly in
Europe and North America, resulting from higher
reverse repo balances due to the change in the way
GB&M manages these activities (see page 220).
At 31 December 2013, US$15bn of gross loans
and advances were classified as past due but not
impaired compared with US$19bn at the end of
2012, a reduction of 18%. The largest concentration
of these balances was in HSBC Finance. The
decrease was mainly in Latin America where we
repositioned our portfolio in Brazil and disposed
of our operations in Panama, and in North America,
due to the continued run-off and loan sales in the
CML portfolio.
Gross loans and advances classified as impaired
decreased by 6% to US$37bn, mainly in North
America due to the continued run-off and loan sales
in the CML portfolio.
Renegotiated loans totalled US$34bn at
31 December 2013 compared with US$42bn at
the end of 2012. The reduction was primarily due
to the continued run-off and loan sales in the CML
portfolio. North America accounted for the largest
volume of renegotiated loans, at US$19bn or 55%
of the total at 31 December 2013 (2012: US$26bn
or 62%), most of which were first lien residential
mortgages held by HSBC Finance. US$11bn of the
renegotiated loans in North America were impaired
at 31 December 2013 (2012: US$17bn).
For a more detailed analysis of the credit quality of financial
instruments, see page 169.
Impairment of loans and advances
(Unaudited)
Loan impairment charges by geographical region
2013
2012
US$m
4,000
3,000
2,000
1,000
0
Europe
Hong
Kong
Rest of
Asia-
Pacific
MENA
North
America
Latin
America
Loan impairment charges by industry
2013
2012
US$m
4,000
3,000
2,000
1,000
0
First lien
residential
mortgages
Other
personal
lending
Corporate
commercial
Commercial
real estate
Financial
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Summary of 2013 / Credit exposure
Loan impairment charges in 2013 decreased to
US$6.0bn from US$8.2bn in 2012 on a reported
basis. On a constant currency basis they were 24%
lower. The reduction was primarily in RBWM in
North America, due to improvements in housing
market conditions and lower delinquency levels,
along with the continued run-off and loan disposals
in the CML portfolio and the sale of the CRS
business in 2012. This decline was partly offset by
increases in Latin America, principally in Mexico,
where there were higher specific impairments in
CMB which primarily related to homebuilders due
to a change in public housing policy, and collective
impairment provisions in RBWM. In Brazil, loan
impairment charges increased, reflecting impairment
model changes and assumption revisions for
restructured loan account portfolios in RBWM
and CMB and higher specific impairments across a
number of corporate exposures. This rise was partly
offset by improvements in the quality of the portfolio
in Brazil as the modification of credit strategies in
previous years helped to mitigate rising delinquency
rates.
For a more detailed analysis of the impairment of loans and
advances, see page 187.
Assets held for sale
During 2013, the growth in gross loans and advances
was affected by a reclassification of certain lending
balances to ‘Assets held for sale’. Disclosures
relating to assets held for sale are provided in the
following credit risk management tables, primarily
where the disclosure is relevant to the measurement
of these financial assets:
•
•
•
‘Maximum exposure to credit risk’ (page 159);
‘Distribution of financial instruments by credit
quality’ (page 170); and
‘Ageing analysis of days past due but not
impaired gross financial instruments’
(page 173).
Although gross loans and advances held for sale
and related impairment allowances are reclassified
from ‘Loans and advances to customers’ and ‘Loans
and advances to banks’ in the balance sheet, there is
no equivalent income statement reclassification. As a
result, charges for loan impairment losses shown in
the credit risk disclosures include loan impairment
charges relating to financial assets classified as
‘Assets held for sale’.
Loans and advances to customers and banks measured at amortised cost
(Audited)
Reported in ‘Loans and advances to customers and banks’ ........
Reported in ‘Assets held for sale’ ................................................
At 31 December 2013
At 31 December 2012
Gross
loans and
advances
US$m
1,307,026
1,970
1,308,996
Impairment
allowances
on loans and
advances
US$m
15,201
111
15,312
Gross
loans and
advances
US$m
1,166,338
7,350
1,173,688
Impairment
allowances
on loans and
advances
US$m
16,169
718
16,887
The lending balances in ‘Assets held for sale’
at the end of 2013 included balances associated
with the disposal of our operations in Colombia,
Uruguay and Jordan, net of impairment allowances.
fair value. Any difference between the carrying
amount and the sales price, which is the fair value
at the time of sale, would be recognised as a gain
or a loss.
We continue to measure lending balances
held for sale at amortised cost less allowances for
impairment; such carrying amounts may differ from
The table below analyses the amount of loan
impairment charges and other credit risk provisions
(‘LIC’s) arising from assets held for sale.
156
Loan impairment charges and other credit risk
provisions
(Unaudited)
LICs arising from:
– disposals and assets held for sale .........
– assets not held for sale ..........................
2013
US$m
197
5,652
5,849
See Note 16 on the Financial Statements for the carrying
amount and the fair value at 31 December 2013 of loans and
advances to banks and customers classified as held for sale.
Credit exposure
Maximum exposure to credit risk
(Audited)
The table on page 159 provides information
on balance sheet items, offsets and loan and other
credit-related commitments. Commentary on balance
sheet movements is provided on page 66.
‘Maximum exposure to credit risk’ table (page 159)
The table presents our maximum exposure to credit risk from
balance sheet and off-balance sheet financial instruments
before taking account of any collateral held or other credit
enhancements (unless such enhancements meet accounting
offsetting requirements). For financial assets recognised on
the balance sheet, the maximum exposure to credit risk equals
their carrying amount; for financial guarantees and similar
contracts granted, it is the maximum amount that we would
have to pay if the guarantees were called upon. For loan
commitments and other credit-related commitments that are
irrevocable over the life of the respective facilities, it is
generally the full amount of the committed facilities.
Loans and advances
For details of our maximum exposure to loans and advances,
see Personal lending on page 160 (unaudited); Wholesale
lending on page 165 (unaudited); Credit quality of financial
instruments on page 169; and Concentration of exposure on
page 197 (unaudited).
The loans and advances offset in the table on
page 159 relates to customer loans and deposits and
balances where there is a legally enforceable right of
offset in the event of counterparty default and where,
as a result, there is a net exposure for credit risk
purposes. However, as there is no intention to settle
these balances on a net basis under normal
circumstances, they do not qualify for net
presentation for accounting purposes.
Derivatives
Our maximum exposure to derivatives decreased,
primarily reflecting a reduction in the fair value of
interest rate derivative contracts in Europe due to
upward movements in yield curves in major
currencies. Over half of all trades were exchange
traded or otherwise settled centrally, the majority of
these being interest rate derivatives.
The derivatives offset amount in the table
on page 159 relates to exposures where the
counterparty has an offsetting derivative exposure
with HSBC, a master netting arrangement is in place
and the credit risk exposure is managed on a net
basis, or the position is specifically collateralised,
normally in the form of cash.
At 31 December 2013, the total amount of such
offsets was US$252bn (2012: US$311bn), of which
US$209bn (2012: US$270bn) were offsets under a
master netting arrangement, US$36bn (2012:
US$39bn) was collateral received in cash and
US$7bn (2012: US$1.8bn) was other collateral. The
decline in the total offset reflects the reduction in the
fair value of derivative contracts in the year resulting
from an upward shift in major yield curves. These
amounts do not qualify for offset for accounting
purposes as either there is no legally enforceable
right to offset or it is not intended for settlement to
be on a net basis.
Loan and other credit-related commitments
Loan and other credit-related commitments largely
consist of corporate and commercial off-balance
sheet commitments including term and trade-related
lending balances and overdrafts, and retail off-
balance sheet commitments including overdrafts,
residential mortgages, personal loans and credit card
balances. They remained well diversified across
geographical regions.
At 31 December 2013, loan and other credit-
related commitments rose to US$588bn (2012:
US$579bn), driven by increased undrawn corporate
facilities in Europe, mainly in France, the UK and
Germany, and in North America reflecting our focus
on growing in target commercial segments in the
US. These increases were partly offset by a decline
in Latin America following the disposal of our
operations in Panama.
For details of our loans and other credit-related commitments,
see page 160 (unaudited).
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Credit exposure
Other credit risk mitigants
While not disclosed as an offset in the ‘Maximum
exposure to credit risk’ table, other arrangements are
in place which reduce our maximum exposure to
credit risk. These include short positions in securities
and financial assets held as part of linked insurance/
investment contracts where the risk is predominantly
borne by the policyholder. In addition, we hold
collateral in the form of financial instruments that
are not recognised on the balance sheet.
See page 178 and Note 34 on the Financial Statements for
further details on collateral in respect of certain loans and
advances.
Counterparty analysis of notional contract amounts of derivatives by product type
(Unaudited)
Traded on
recognised
exchanges
US$m
Traded over the counter
Settled by
central
counterparties
US$m
counterparties
US$m
Not settled
by central
Total
US$m
At 31 December 2013
HSBC
Foreign exchange ..........................................................................
Interest rate ...................................................................................
Equity ............................................................................................
Credit ............................................................................................
Commodity and other ...................................................................
At 31 December 2012
HSBC
Foreign exchange ..........................................................................
Interest rate ...................................................................................
Equity ............................................................................................
Credit ............................................................................................
Commodity and other ...................................................................
41,384
857,562
274,880
−
6,531
16,869
18,753,836
−
104,532
−
5,232,750
7,736,520
315,023
573,724
71,311
5,291,003
27,347,918
589,903
678,256
77,842
1,180,357
18,875,237
13,929,328
33,984,922
27,869
837,604
225,452
−
19,006
11,156
12,316,673
−
73,281
−
4,413,532
8,459,665
270,216
828,226
61,213
4,452,557
21,613,942
495,668
901,507
80,219
1,109,931
12,401,110
14,032,852
27,543,893
The purposes for which HSBC uses derivatives are described in Note 18 on the Financial Statements.
158
Maximum exposure to credit risk
(Audited)
At 31 December 2013
At 31 December 2012
Cash and balances at central banks ....................
Items in the course of collection from other
Maximum
exposure
US$m
166,599
banks ...............................................................
6,021
Hong Kong Government certificates of
indebtedness ...................................................
25,220
Trading assets .....................................................
Treasury and other eligible bills .....................
Debt securities ................................................
Loans and advances to banks .........................
Loans and advances to customers ..................
Financial assets designated at fair value ............
Treasury and other eligible bills .....................
Debt securities ................................................
Loans and advances to banks .........................
Loans and advances to customers ..................
239,301
21,584
141,644
27,885
48,188
12,719
50
12,589
76
4
Maximum
Offset
US$m
Net
US$m
exposure
US$m
Offset
US$m
–
–
–
166,599
141,532
6,021
7,303
25,220
22,743
–
–
–
(19,700)
–
–
–
(19,700)
–
–
–
–
–
367,177
26,282
144,677
78,271
117,947
12,714
54
12,551
55
54
(1,777)
–
–
–
(1,777)
–
–
–
–
–
237,524
21,584
141,644
27,885
46,411
12,719
50
12,589
76
4
29,921
963,627
402,778
448,264
112,585
Net
US$m
141,532
7,303
22,743
347,477
26,282
144,677
78,271
98,247
12,714
54
12,551
55
54
46,591
905,777
405,277
431,388
69,112
Derivatives ..........................................................
282,265
(252,344)
Loans and advances to customers held at
amortised cost3 ...............................................
– personal .......................................................
– corporate and commercial ...........................
– financial (non-bank financial institutions) ..
1,080,304
404,126
538,479
137,699
(116,677)
(1,348)
(90,215)
(25,114)
357,450
(310,859)
997,623
406,881
510,038
80,704
(91,846)
(1,604)
(78,650)
(11,592)
Loans and advances to banks held at amortised
cost3 .................................................................
Financial investments .........................................
Treasury and other similar bills ......................
Debt securities ................................................
Assets held for sale .............................................
– disposal groups ............................................
– non-current assets held for sale ...................
Other assets .........................................................
Endorsements and acceptances ......................
Other ...............................................................
211,521
416,785
78,111
338,674
3,306
2,647
659
34,018
11,624
22,394
Financial guarantees and similar contracts ........
Loan and other credit-related commitments4 .....
46,300
587,603
(2,903)
208,618
152,546
(3,732)
148,814
–
–
–
(22)
(22)
–
–
–
–
–
–
416,785
78,111
338,674
3,284
2,625
659
34,018
11,624
22,394
415,312
87,550
327,762
9,292
5,359
3,933
31,983
12,032
19,951
46,300
587,603
44,993
579,469
–
–
–
(164)
(164)
–
–
–
–
–
–
415,312
87,550
327,762
9,128
5,195
3,933
31,983
12,032
19,951
44,993
579,469
3,111,962
(373,723)
2,738,239
3,140,137
(426,301)
2,713,836
For footnotes, see page 263.
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Personal lending
Loan and other credit-related commitments
(Unaudited)
At 31 December 2013
Personal .................................................
Corporate and commercial ...................
Financial ...............................................
At 31 December 2012
Personal .................................................
Corporate and commercial ...................
Financial ...............................................
Europe
US$m
92,148
91,895
18,930
Hong
Kong
US$m
50,306
50,128
4,517
202,973
104,951
80,596
91,957
15,080
47,617
58,082
2,958
187,633
108,657
Rest of
Asia-
Pacific
US$m
24,139
69,956
3,960
98,055
26,133
64,618
6,919
97,670
North
Latin
MENA
US$m
America
America
US$m
US$m
Total
US$m
2,940
19,045
705
15,647
92,837
17,478
9,774
21,956
1,242
194,954
345,817
46,832
22,690
125,962
32,972
587,603
5,271
17,197
453
22,921
17,424
87,631
18,099
123,154
14,142
22,770
2,522
39,434
191,183
342,255
46,031
579,469
Personal lending
(Unaudited)
We provide a broad range of secured and unsecured
personal lending products to meet customer needs.
Given the diversity of the markets in which
we operate, the range is not standard across
all countries but is tailored to meet the demands
of individual markets.
Total personal lending
(Unaudited)
Personal lending includes advances to customers
for asset purchases such as residential property,
where the loans are typically secured by the assets
being acquired. We also offer loans secured on
existing assets, such as first and second liens on
residential property and unsecured lending products
such as overdrafts, credit cards and payroll loans.
At 31 December 2013
First lien residential mortgages (A) ......
Other personal lending (B) ...................
– motor vehicle finance ....................
– credit cards ....................................
– second lien residential mortgages .
– other ...............................................
UK
US$m
132,174
22,913
–
11,480
–
11,433
Rest of
Europe
US$m
8,300
28,720
11
3,016
–
25,693
Hong
Kong
US$m
53,762
19,794
–
6,428
–
13,366
Rest of
North
America
US$m
18,638
5,478
20
411
251
4,796
US5
US$m
42,317
6,257
–
734
5,010
513
Other
regions6
US$m
44,684
27,691
2,662
8,287
93
16,649
Total
US$m
299,875
110,853
2,693
30,356
5,354
72,450
Total personal lending (C) ....................
155,087
37,020
73,556
48,574
24,116
72,375
410,728
Impairment allowances on personal
lending
First lien residential mortgages (a) ..
Other personal lending (b) ...............
– motor vehicle finance ....................
– credit cards ....................................
– second lien residential mortgages .
– other ...............................................
Total (c) .............................................
368
450
–
132
–
318
818
71
509
3
271
–
235
580
–
78
–
40
–
38
78
2,834
470
–
39
421
10
3,304
52
62
–
8
5
49
213
1,495
90
365
–
1,040
3,538
3,064
93
855
426
1,690
114
1,708
6,602
(a) as a percentage of A ........................
(b) as a percentage of B ........................
(c) as a percentage of C ........................
0.3%
2.0%
0.5%
0.9%
1.8%
1.6%
–
0.4%
0.1%
6.7%
7.5%
6.8%
0.3%
1.1%
0.5%
0.5%
5.4%
2.4%
1.2%
2.8%
1.6%
160
At 31 December 2012
First lien residential mortgages (E) ......
Other personal lending (F) ...................
– motor vehicle finance ....................
– credit cards ....................................
– second lien residential mortgages .
– other ...............................................
UK
US$m
127,024
23,446
–
11,369
508
11,569
Rest of
Europe
US$m
8,148
27,656
24
3,060
–
24,572
Hong
Kong
US$m
52,296
18,045
–
5,930
–
12,115
Rest of
North
America
US$m
20,716
6,839
20
735
363
5,721
US5
US$m
49,417
7,382
–
821
5,959
602
Other
regions6
US$m
44,261
29,863
3,871
8,881
131
16,980
Total
US$m
301,862
113,231
3,915
30,796
6,961
71,559
Total personal lending (G) ....................
150,470
35,804
70,341
56,799
27,555
74,124
415,093
Impairment allowances on personal
lending
First lien residential mortgages (e) ..
Other personal lending (f) ................
– motor vehicle finance ....................
– credit cards ....................................
– second lien residential mortgages .
– other ...............................................
Total (g) ............................................
(e) as a percentage of E .........................
(f) as a percentage of F .........................
(g) as a percentage of G ........................
For footnotes, see page 263.
425
576
–
150
44
382
1,001
0.3%
2.5%
0.7%
64
401
4
184
–
213
465
0.8%
1.4%
1.3%
4
57
–
28
–
29
61
–
0.3%
0.1%
4,133
590
–
40
542
8
4,723
8.4%
8.0%
8.3%
30
94
1
14
6
73
249
1,589
144
385
–
1,060
124
1,838
0.1%
1.4%
0.5%
0.6%
5.3%
2.5%
4,905
3,307
149
801
592
1,765
8,212
1.6%
2.9%
2.0%
Total personal lending was US$411bn at
31 December 2013, down from US$415bn at the end
of 2012 (US$412bn on a constant currency basis).
The decrease on a constant currency basis reflected
the continued run-off and loan sales in the CML
portfolio in the US and the disposal of our operations
in Panama. This was mostly offset by an increase in
mortgage lending in Rest of Asia-Pacific, the UK
and Hong Kong.
For further analysis of the impairment of loans and
allowances, see page 187.
Mortgage lending
(Unaudited)
We offer a wide range of mortgage products
designed to meet customer needs, including capital
repayment, interest-only, affordability and offset
mortgages.
Group credit policy prescribes the range of
acceptable residential property loan-to-value
(‘LTV’) thresholds with the maximum upper limit
for new loans set between 75% and 95%. Specific
LTV thresholds and debt-to-income ratios are
managed at regional and country levels and,
although the parameters must comply with Group
policy, strategy and risk appetite, they differ in the
various locations in which we operate to reflect the
local economic and housing market conditions,
regulations, portfolio performance, pricing and
other product features.
The commentary that follows is on a constant
currency basis.
At 31 December 2013, total mortgage lending
was US$305bn, a reduction of US$3bn on 2012.
Balances declined in North America due to
the continued run-off and loan sales in the CML
portfolio, and in Latin America following the
disposal of our operations in Panama. This was
largely offset by increases in Rest of Asia-Pacific
and Hong Kong which reflected our focus on
secured lending, although the rate of growth in the
latter began to slow as transaction volumes in the
property market declined in 2013. Balances also
grew in the UK due to our competitive offering.
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Personal lending
Mortgage lending products
(Unaudited)
At 31 December 2013
First lien residential mortgages ............
Second lien residential mortgages ........
UK
US$m
132,174
–
Rest of
Europe
US$m
8,300
–
Hong
Kong
US$m
53,762
–
Total mortgage lending (A) ..................
132,174
8,300
53,762
Second lien as a percentage of A .........
Impairment allowances on mortgage
lending ..............................................
First lien residential mortgages ........
Second lien residential mortgages ...
–
368
368
–
Interest-only (including offset)
mortgages .........................................
48,907
Affordability mortgages, including
adjustable-rate mortgages ...................
Other .....................................................
2
95
–
71
71
–
553
506
–
Total interest-only, affordability
mortgages and other (a) ....................
49,004
1,059
– (a) as a percentage of A ..................
37.1%
12.8%
–
–
–
–
6
12
–
18
–
Rest
of North
America
US$m
Other
regions6
US$m
Total
US$m
18,638
251
44,684
93
299,875
5,354
18,889
44,777
305,229
1.3%
0.2%
1.8%
57
52
5
213
213
–
3,964
3,538
426
US5
US$m
42,317
5,010
47,327
10.6%
3,255
2,834
421
–
352
1,109
50,927
16,274
–
16,274
34.4%
–
–
5,581
159
22,375
254
352
6,849
73,556
1.9%
15.3%
24.1%
At 31 December 2012
First lien residential mortgages ............
Second lien residential mortgages ........
Total mortgage lending (B) ..................
127,024
508
8,148
–
52,296
–
49,417
5,959
20,716
363
44,261
131
301,862
6,961
127,532
8,148
52,296
55,376
21,079
44,392
308,823
Second lien as a percentage of B ..........
0.4%
Impairment allowances on mortgage
lending ..............................................
First lien residential mortgages ........
Second lien residential mortgages ...
469
425
44
Interest-only (including offset)
mortgages .........................................
49,650
Affordability mortgages, including
adjustable-rate mortgages ...................
Other .....................................................
6
99
Total interest-only, affordability
mortgages and other (b) ...................
49,755
–
64
64
–
372
532
–
904
–
4
4
–
30
19
–
10.8%
1.7%
0.3%
2.3%
4,675
4,133
542
36
30
6
249
249
–
5,497
4,905
592
–
531
1,146
51,729
18,456
–
–
–
5,135
204
24,148
303
49
18,456
531
6,485
76,180
– (b) as a percentage of B ..................
39.0%
11.1%
0.1%
33.3%
2.5%
14.6%
24.7%
HSBC Finance
The CML portfolio continued to be affected by
economic conditions in the US, where the housing
market improved but unemployment remained high
despite levels declining during 2013. In addition,
liquidation rates continued to be affected by declines
in loan prepayment rates as fewer refinancing
opportunities for our customers existed.
For footnotes, see page 263.
Mortgage lending in the US
(Unaudited)
In the US, total mortgage lending balances were
US$47bn at 31 December 2013, a decrease of 15%
compared with the end of 2012. Overall, US
mortgage lending comprised 12% of our total
personal lending and 16% of our total mortgage
lending.
Mortgage lending balances at 31 December
2013 in HSBC Finance were US$30bn, a decrease of
22% compared with the end of 2012 due to
the continued run-off and loan sales in the CML
portfolio. In HSBC Bank USA, mortgage lending
balances were US$18bn at 31 December 2013,
broadly in line with 2012.
162
HSBC Finance US Consumer and Mortgage
Lending7 – residential mortgages
(Unaudited)
At 31 December
2013
US$m
2012
US$m
Residential mortgages
First lien .......................................
Second lien ..................................
27,305
3,014
Total (A) ......................................
30,319
Impairment allowances ................
– as a percentage of A .............
3,028
10.0%
35,092
3,651
38,743
4,480
11.6%
For footnote, see page 263.
For first lien residential mortgages in our CML
portfolio, two months and over delinquent balances
were US$4.6bn at 31 December 2013 compared with
US$7.6bn at 31 December 2012. The decline in
delinquent balances mainly reflected the continued
portfolio run-off and loan sales as well as
the improved conditions in the housing market.
Second lien residential mortgage balances in our
CML portfolio two months and over delinquent
declined by 21% to US$276m at 31 December 2013,
as a result of the continued run-off and loan sales in
the CML portfolio.
HSBC Bank USA
In HSBC Bank USA we continued to sell a portion
of new originations to the secondary market as a
means of managing our interest rate risk and
improving structural liquidity and focused on our
strategy to grow the HSBC Premier customer base.
First lien residential mortgage balances two months
and over delinquent, rose in 2013 to US$1.3bn
as they continued to be affected by a lengthy
foreclosure process which has resulted in higher
balances remaining delinquent. The delinquency
ratio fell over the same period.
Second lien mortgages in the US
The majority of second lien residential mortgages are taken
up by customers who hold a first lien mortgage issued by a
third party. Second lien residential mortgage loans have a
risk profile characterised by higher LTV ratios, because in
the majority of cases the loans were taken out to complete
the refinancing of properties. Loss severity on default of
second liens has typically approached 100% of the amount
outstanding, as any equity in the property is consumed
through the repayment of the first lien loan.
Impairment allowances for these loans are determined
by applying a roll-rate migration analysis which captures the
propensity of these loans to default based on past experience.
Once we believe that a second lien residential mortgage loan
is likely to progress to write-off, the loss severity assumed in
establishing our impairment allowance is close to 100% in the
CML portfolios, and more than 80% in HSBC Bank USA.
Trends in two months and over contractual delinquency in the US
(Unaudited)
In personal lending in the US
First lien residential mortgages ..................................................................................
– Consumer and Mortgage Lending .....................................................................
– other mortgage lending ......................................................................................
Second lien residential mortgages ..............................................................................
– Consumer and Mortgage Lending .....................................................................
– other mortgage lending ......................................................................................
Credit card ..................................................................................................................
Private label ................................................................................................................
Personal non-credit card .............................................................................................
Total ............................................................................................................................
As a percentage of the relevant loans and receivables balances
First lien residential mortgages ..................................................................................
Second lien residential mortgages ..............................................................................
Credit card ..................................................................................................................
Private label ................................................................................................................
Personal non-credit card .............................................................................................
Total ............................................................................................................................
At 31 December
2012
US$m
8,926
7,629
1,297
477
350
127
27
–
335
2011
US$m
9,065
7,922
1,143
674
501
173
714
316
513
9,765
11,282
%
18.1
8.0
3.3
–
7.4
16.1
%
17.1
8.5
3.8
2.5
8.3
11.4
2013
US$m
5,931
4,595
1,336
406
276
130
25
–
25
6,387
%
14.0
8.1
3.4
–
4.9
13.1
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Personal lending / Wholesale lending
HSBC Finance: foreclosed properties in the US
(Unaudited)
Number of foreclosed properties at end of period .........................................................................................
Number of properties added to foreclosed inventory in the period .......................................................................
Average loss on sale of foreclosed properties8 ..............................................................................................
Average total loss on foreclosed properties9 ..................................................................................................
Average time to sell foreclosed properties (days) ..........................................................................................
Year ended 31 December
2013
4,254
9,752
1%
51%
154
2012
2,973
6,827
6%
54%
172
For footnotes, see page 263.
Credit quality of personal lending in the US
(Unaudited)
The increase in foreclosed residential properties was
due to the suspension of foreclosure activities at the
end of 2011 and during the first half of 2012. We
have resumed processing suspended foreclosure
actions in all states and have referred the majority
of the backlog of loans for foreclosure. We
also began initiating new foreclosure activities in
all states. As a consequence, although the number of
foreclosed properties sold increased and the time to
sell these properties accelerated, the number of new
properties added to the foreclosed inventory at
HSBC Finance in 2013 increased to 9,752. This
number will continue to be affected by refinements
to our foreclosure processes. The number of real
estate owned properties adding to inventory during
2014 will be affected by our receivable sale
programme. We expect many of the properties
currently in foreclosure to be sold prior to taking
title.
Valuation of foreclosed properties in the US
We obtain real estate by foreclosing on the collateral pledged
as security for residential mortgages. Prior to foreclosure,
carrying amounts of the loans in excess of fair value less costs
to sell are written down to the discounted cash flows expected
to be recovered, including from the sale of the property.
Broker price opinions are obtained and updated every
180 days and real estate price trends are reviewed quarterly
to reflect any improvement or additional deterioration. Our
methodology is regularly validated by comparing the
discounted cash flows expected to be recovered based on
current market conditions (including estimated cash flows
from the sale of the property) to the updated broker price
opinion, adjusted for the estimated historical difference
between interior and exterior appraisals. The fair values of
foreclosed properties are initially determined on the basis of
broker price opinions. Within 90 days of foreclosure, a more
detailed property valuation is performed reflecting information
obtained from a physical interior inspection of the property
and additional allowances or write-downs are recorded as
appropriate. Updates to the valuation are performed no less
than once every 45 days until the property is sold, with
declines or increases recognised through changes to
allowances.
The significant backlog of foreclosures and
additional delays in the processing of foreclosures
could have an adverse effect on housing prices,
which in turn may result in higher loss severities while
foreclosures are delayed. The number of foreclosed
properties at 31 December 2013 increased to 4,254
from 2,973 at the end of December 2012, reflecting
the higher volume of properties added to the
foreclosed inventory. The average total loss and the
average loss on sale of foreclosed properties improved
during 2013, reflecting improvements in home prices
during the year.
For further information on renegotiated loans in North
America, see page 174.
Non-US mortgage lending
(Unaudited)
The commentary that follows is on a constant
currency basis.
Total non-US mortgage lending was US$258bn
at 31 December 2013, an increase of US$5bn on 2012.
Our most significant concentrations of mortgage
lending were in the UK and Hong Kong.
The Group’s largest concentration of mortgage
exposure was in the UK. At 31 December 2013 it
was US$132bn, up by 1% on the end of 2012.
The credit performance of our UK mortgage portfolio
was stable, reflecting actions taken in previous years
which included restrictions on lending to purchase
residential property for the purpose of rental.
Impairment allowances on first lien mortgages as a
proportion of total first lien mortgage loan balances
remained low. Almost all lending was originated
through our own sales force, and the self-certification
of income was not permitted. The majority of our
mortgage lending in the UK was to existing customers
who held current or savings accounts with HSBC. The
average LTV ratio for new business was 60% during
2013 (2012: 59%). Loan impairment charges and
delinquency levels in our UK mortgage book
declined, aided by the low interest rate environment.
164
Interest-only mortgage products in the UK
totalled US$49bn or 37% of the UK mortgage
portfolio, down marginally on 2012. All interest-only
lending is assessed for affordability on a capital
repayment basis and, since March 2013, is only
available to Premier customers. Offset mortgage
products in the UK totalled US$22bn or 17% of the
UK mortgage portfolio. The offset mortgage product,
originated only by First Direct, is assessed for
affordability on a capital repayment basis. Offset
mortgage customers may make regular or one-off
capital repayments but are able to redraw additional
funds up to an agreed limit.
The underwriting criteria for interest-only
products are consistent with those for equivalent
capital repayment mortgages, and such products are
typically originated at more conservative LTV ratios.
We monitor specific risk characteristics within the
interest-only portfolio, such as LTV ratio, age at
expiry, current income levels and credit bureau scores.
There are currently no concentrations of higher risk
characteristics that cause the interest-only portfolio
to be considered as carrying unduly high credit risk,
and delinquency and impairment charges remain low,
demonstrating similar performance characteristics
to our capital repayment products. We run contact
programmes to ensure we build an informed
relationship with customers so that they receive
appropriate support in meeting the final repayment
of principal and understand the alternative repayment
options available.
Mortgage lending in Hong Kong was US$54bn,
an increase of 3% on the end of 2012, although the
rate of growth began to slow as transaction volumes
in the property market declined in 2013. The quality
of our mortgage book remained high with no new
impairment allowances in 2013. The average LTV
ratio on new mortgage lending was 44% compared
with an estimated 32% for the overall portfolio.
Mortgage lending in Rest of North America fell
by 5% to US$19bn. This included a reduction of
US$857m in Canada due to tightened regulatory
lending guidelines.
Mortgage lending in other regions rose by 7% to
US$45bn at 31 December 2013. Balances grew in
Rest of Asia-Pacific, resulting from our focus on
secured lending and supported by marketing
campaigns, mainly in mainland China and Australia.
This was partly offset by a reduction in Latin America
due to the disposal of our operations in Panama.
Other personal lending
(Unaudited)
Credit cards
Total credit card lending of US$30bn at
31 December 2013 was 2% higher than at the end of
2012, mainly in Hong Kong from marketing
campaigns and in Turkey from business expansion.
This was partly offset by the sale of the private label
credit card portfolio in Canada in 2013.
Other personal non-credit card lending
Other personal non-credit card lending balances
remained broadly in line with 2012 at US$80bn at
31 December 2013. There were reductions in North
America in the US on second lien mortgages as
noted above and in Canada, mainly due to client
deleveraging, high credit standards and tightened
regulatory lending guidelines. In Latin America,
there was a decline due to the disposal of our
operations in Panama, our focus on growing secured
lending and our more restrictive lending criteria in
Brazil. This was largely offset by increases in term
lending in France, second lien mortgages in
Singapore and personal loans in Mexico.
Wholesale lending
(Unaudited)
Wholesale lending covers the range of credit
facilities granted to sovereign borrowers, banks,
non-bank financial institutions, corporate entities
and commercial borrowers. Our wholesale portfolios
are well diversified across geographical and industry
sectors, with certain exposures subject to specific
portfolio controls.
During the year GB&M made a change to the
way it manages reverse repo activities (see
page 220), materially affecting loans and advances to
banks and financial (non-bank) balances.
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Wholesale lending
Total wholesale lending
(Unaudited)
At 31 December 2013
Corporate and commercial (A) .............
– manufacturing ................................
– international trade and services .....
– commercial real estate ...................
– other property-related ....................
– government ....................................
– other commercial10 ........................
Financial (non-bank financial
institutions) (B) ................................
Asset-backed securities reclassified .....
Loans and advances to banks (C) .........
Europe
US$m
239,529
55,920
77,113
31,326
7,308
3,340
64,522
75,550
2,578
73,904
Hong
Kong
US$m
114,832
11,582
43,041
25,358
19,546
739
14,566
7,610
–
35,150
Rest of
Asia-
Pacific
US$m
89,066
19,176
36,327
9,202
7,601
282
16,478
8,522
–
50,637
North
Latin
MENA
US$m
America
America
US$m
US$m
Total
US$m
19,760
3,180
8,629
639
1,333
1,443
4,536
2,532
–
6,443
50,447
11,853
11,676
5,900
8,716
564
11,738
42,591
138
30,164
30,188
12,214
8,295
2,421
328
974
5,956
1,376
–
15,281
543,822
113,925
185,081
74,846
44,832
7,342
117,796
138,181
2,716
211,579
Total wholesale lending (D) .................
391,561
157,592
148,225
28,735
123,340
46,845
896,298
Of which:
– reverse repos to customers ............
– reverse repos to banks ...................
48,091
49,631
1,991
2,473
4,457
10,500
–
24
33,676
23,744
–
5,103
88,215
91,475
Impairment allowances on wholesale
lending
Corporate and commercial (a) ..............
– manufacturing ................................
– international trade and services .....
– commercial real estate ...................
– other property-related ....................
– government ....................................
– other commercial ...........................
Financial (non-bank financial
institutions) (b) .................................
Loans and advances to banks (c) ..........
3,821
618
1,216
1,116
269
3
599
344
35
Total (d) ................................................
4,200
361
85
236
5
16
–
19
10
–
371
557
161
192
17
86
–
101
7
–
1,212
182
502
153
236
10
129
60
18
564
1,290
769
89
188
202
93
1
196
50
5
824
(a) as a percentage of A .........................
(b) as a percentage of B .........................
(c) as a percentage of C .........................
(d) as a percentage of D .........................
1.60%
0.46%
0.05%
1.07%
0.31%
0.13%
–
0.24%
0.63%
0.08%
–
0.38%
6.13%
2.37%
0.28%
4.49%
1.52%
0.12%
0.02%
0.67%
1,339
384
349
396
8
–
202
11
–
8,059
1,519
2,683
1,889
708
14
1,246
482
58
1,350
8,599
4.44%
0.80%
–
2.88%
1.48%
0.35%
0.03%
0.96%
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At 31 December 2012
Corporate and commercial (E) .............
– manufacturing ................................
– international trade and services .....
– commercial real estate ...................
– other property-related ....................
– government ....................................
– other commercial10 ........................
Financial (non-bank financial
institutions) (F) .................................
Asset-backed securities reclassified .....
Loans and advances to banks (G) .........
Hong
Kong
US$m
99,199
10,354
33,832
23,384
16,399
2,838
12,392
4,546
–
23,500
Rest of
Asia-
Pacific
US$m
85,305
19,213
32,317
9,286
6,641
1,136
16,712
4,255
–
44,592
MENA
US$m
22,452
3,373
9,115
865
2,103
1,662
5,334
1,196
–
9,198
Europe
US$m
223,061
56,690
70,954
33,279
7,402
2,393
52,343
55,732
3,694
45,320
Total wholesale lending (H) .................
327,807
127,245
134,152
32,846
Of which:
North
America
US$m
Latin
America
US$m
Total
US$m
47,886
9,731
13,419
6,572
7,607
774
9,783
13,935
197
13,465
75,483
35,590
12,788
9,752
3,374
380
1,982
7,314
1,594
–
16,528
53,712
513,493
112,149
169,389
76,760
40,532
10,785
103,878
81,258
3,891
152,603
751,245
– reverse repos to customers ............
– reverse repos to banks ...................
27,299
22,301
760
1,918
307
6,239
–
500
6,281
811
4
3,692
34,651
35,461
Impairment allowances on wholesale
lending
Corporate and commercial (e) ..............
– manufacturing ................................
– international trade and services .....
– commercial real estate ...................
– other property-related ....................
– government ....................................
– other commercial ...........................
Financial (non-bank financial
institutions) (f) ..................................
Loans and advances to banks (g) ..........
Total (h) ................................................
(e) as a percentage of E .........................
(f) as a percentage of F ..........................
(g) as a percentage of G .........................
(h) as a percentage of H .........................
For footnote, see page 263.
3,537
611
992
1,011
164
15
744
318
40
3,895
1.59%
0.57%
0.09%
1.19%
383
86
233
5
20
–
39
29
–
412
526
129
185
62
81
–
69
11
–
537
0.39%
0.64%
–
0.32%
0.62%
0.26%
–
0.40%
1,312
210
360
156
241
42
303
157
17
1,486
5.84%
13.13%
0.18%
4.52%
732
84
189
214
102
2
141
37
–
769
856
287
329
103
13
–
124
2
–
858
1.53%
0.27%
–
1.02%
2.41%
0.13%
–
1.60%
7,346
1,407
2,288
1,551
621
59
1,420
554
57
7,957
1.43%
0.68%
0.04%
1.06%
After excluding reverse repo balances, (d) as a percentage of D was 1.43% for Europe, 1.24% for North America and 1.2% in total at
31 December 2013. After excluding reverse repo balances, (h) as a percentage of H was 1.4% for Europe, 1.12% for North America and
1.17% in total at 31 December 2012.
On a reported basis, total wholesale lending
The commentary that follows is on a constant
increased by US$145bn to US$896bn at
31 December 2013. On a constant currency basis
balances grew by US$149bn, of which reverse
repo balances to customers increased by US$53bn
and to banks by US$56bn, driven by the change in
the way GB&M manages these activities (see
page 220). Excluding reverse repos, total balances
rose due to higher international trade and services
lending, mainly in Hong Kong and, to a lesser
extent, in Rest of Asia-Pacific, as we capitalised on
trade and capital flows. Other commercial balances
increased, notably in GB&M in the UK, on corporate
overdraft balances which did not meet the netting
criteria. In addition, loans and advances to banks
rose as a result of increased trade re-finance and
central bank lending in Hong Kong. This was partly
offset by a decline in Latin America following the
disposal of our operations in Panama.
For more detail on impairment allowances see page 187.
currency basis.
Financial (non-bank)
Financial (non-bank) lending increased from
US$82bn at 31 December 2012 to US$138bn at
31 December 2013. This was mainly in Europe and
North America due to increased reverse repo
balances, as discussed above.
Loans and advances to banks
Loans and advances to banks increased from
US$150bn at 31 December 2012 to US$212bn
at 31 December 2013. This was driven by higher
reverse repo balances due to the change in the way
GB&M manages these activities, mainly affecting
Europe and North America. In addition, there was a
rise in placements with financial institutions in
Hong Kong and Rest of Asia-Pacific.
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Wholesale lending / Credit quality of financial instruments
Corporate and commercial
Corporate and commercial lending increased by
US$33bn to US$544bn at 31 December 2013. This
was driven by a rise in international trade and
services lending balances, mainly in Hong Kong
and, to a lesser extent, Rest of Asia-Pacific as
we capitalised on trade and capital flows. Other
commercial balances increased, notably in GB&M in
the UK, on corporate overdraft balances which did
not meet the netting criteria, and in North America
from growth in lending to corporate customers,
reflecting our focus on target segments in the US.
This was partly offset in Latin America as a result
of the disposal of our operations in Panama and
tightened lending criteria across most of the region
coupled with a reduction of government loans in
Hong Kong following repayments in the year.
Total commercial real estate and other property-
related lending was US$120bn at 31 December
2013, marginally higher compared with 2012. Loan
balances grew in Hong Kong as a result of demand
for financing in the property investment and
development sectors. This was partly offset by
lower demand for lending in the UK and the disposal
of our operations in Panama.
Commercial real estate
Our exposure to commercial real estate lending
continued to be concentrated in Hong Kong, the
UK, Rest of Asia-Pacific and North America. The
markets in Hong Kong and Rest of Asia-Pacific
remained relatively strong throughout 2013 despite
cooling measures and the prospect of an end to
tapering in the US. In the UK, the commercial
property market steadily improved as demand for
commercial tenancies rose amid signs that the
benefits of the economic recovery were beginning
to filter to regional markets beyond London and the
South East, which had remained relatively strong
throughout the downturn. In North America, the US
market showed the benefits of a return to economic
growth with trends reflecting the recovery,
particularly in larger metropolitan markets, where
both commercial and residential demand improved.
In Canada, broader concerns regarding overheating
in the real estate markets did not affect the
commercial property market.
Refinance risk in commercial real estate
It is not untypical for commercial real estate lending
to require the repayment of a significant proportion
of the principal at maturity. Typically, a customer
will arrange repayment through the acquisition of a
new loan to settle the existing debt. Refinance risk is
the risk that a customer, being unable to repay their
debt on maturity, is unable to refinance the debt at
commercial rates. Refinance risk is described in
more detail on page 272. This risk is subject to close
scrutiny in key commercial real estate markets
because it can arise, in particular, when a loan is
serviced exclusively by the property to which it
relates, i.e. when the bank does not, or is not able to,
place principal reliance on other cash flows available
to the borrower. We monitor our commercial real
estate portfolio closely, assessing those drivers that
may indicate potential issues with refinancing. The
principal driver is the vintage of the loan, when
origination reflected previous market norms which
no longer apply in the current market. Examples
might be higher LTV ratios and/or lower interest
cover ratios. The range of refinancing sources in the
local market is also an important consideration, with
risk increasing when lenders are restricted to banks
and when bank liquidity is limited. In addition,
underlying fundamentals such as the reliability of
tenants, the ability to let and the condition of the
property are important, as they influence property
values.
For the Group’s commercial real estate
portfolios as a whole, the behaviour of markets and
the quality of assets did not cause undue concern in
2013. While the commercial real estate market in
the UK has taken some time to recover, the drivers
described above are not currently causing sufficient
concern regarding our sensitivity to the risk of
refinancing to warrant enhanced management
attention. Stronger liquidity in 2013, as a wider
range of international financiers returned to the
market, significantly eased pressure on the options
for refinance.
At 31 December 2013, we had US$22bn
of commercial real estate loans in the UK of which
US$7bn were due to be refinanced within the next
12 months. Of these balances, cases subject to close
monitoring in our Loan Management unit amounted
to US$2bn. US$2bn were disclosed as impaired with
impairment allowances of US$650m. Where these
loans are not considered impaired it is because there
is sufficient evidence to indicate that the associated
contractual cash flows will be recovered or that the
loans will not need to be refinanced on terms we
would consider below market norms.
168
Credit quality of financial instruments
(Audited)
A summary of our current policies and
practices regarding the credit quality of
financial instruments is provided in the
Appendix to Risk on page 267.
The five classifications describing the credit
quality of our lending, debt securities portfolios
and derivatives are defined on page 267 (unaudited).
Additional credit quality information in respect
of our consolidated holdings of ABSs is provided
on page 275.
For the purpose of the following disclosure,
retail loans which are past due up to 89 days and are
not otherwise classified as impaired in accordance
with our disclosure convention (see page 267
(unaudited)), are not disclosed within the expected
loss (‘EL’) grade to which they relate, but are
separately classified as past due but not impaired.
2013 compared with 2012
(Unaudited)
We assess credit quality on all financial instruments
which are subject to credit risk, as shown in the
table on page 170.
On a reported basis, the balance of financial
instruments bearing credit risk at 31 December 2013
was US$2,478bn, of which US$1,650bn or 67% was
classified as ‘strong’ (31 December 2012: 67%).
The proportion of financial instruments classified as
‘good’ and ‘satisfactory’ remained broadly stable at
17% and 13%, respectively. The proportion of
‘sub-standard’ financial instruments remained low
at 2% at 31 December 2013.
Loans and advances held at amortised cost
increased to US$1,292bn from US$1,150bn at
31 December 2012. At 31 December 2013, 77%
of these balances were classified as either ‘strong’
or ‘good’, broadly in line with the end of 2012.
The majority of the Group’s exposure to
financial investments was in the form of available-
for-sale debt securities issued by governments and
government agencies classified as ‘strong’. This
proportion was broadly unchanged in 2013 at 87%.
Trading assets on which credit quality has
been assessed decreased by 35% from 31 December
2012 to US$239bn due to lower reverse repo
balances following a change to the way GB&M
manages these activities. The proportion of balances
classified as ‘strong’ rose marginally from 65% at
31 December 2012 to 68% at 31 December 2013.
This was due to the reduction in reverse repo
balances as noted above, with most of these balances
previously being spread across the ‘strong’, ‘good’
and ‘satisfactory’ classifications. In addition, there
was a reduction in our holdings of government bonds
in Hong Kong and Rest of Asia-Pacific.
The proportion of derivative assets classified as
‘strong’ fell marginally from 79% at the end of 2012
to 78% at 31 December 2013 as a result of a decrease
in the fair value of interest rate derivatives classified
as ‘strong’ in Europe. The proportion of ‘satisfactory’
balances fell to 5% from 7% for the same reason.
Cash and balances at central banks rose by
18% to US$167bn, mainly in Europe due to
the placement of surplus funds from deposit growth
exceeding lending growth and, to a lesser extent in
North America. Substantially all of the Group’s cash
and balances at central banks were classified as
‘strong’, with the most significant concentrations in
Europe and North America.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Credit quality of financial instruments
Distribution of financial instruments by credit quality
(Audited)
Neither past due nor impaired
Strong
US$m
Good Satisfactory
US$m
US$m
Sub-
standard
US$m
Past due
but not
impaired
US$m
Impair-
ment
allowances11
US$m
Impaired
US$m
At 31 December 2013
Cash and balances at central
banks ....................................
162,017
2,877
Items in the course of
collection from other banks..
5,590
Hong Kong Government
certificates of indebtedness .
25,220
66
–
265
286
–
1,440
79
–
Trading assets12 ........................
163,444
39,475
34,868
1,514
– treasury and other
eligible bills ..................
– debt securities ...................
– loans and advances:
17,235
107,831
to banks ........................
to customers .................
15,804
22,574
3,585
16,498
5,546
13,846
758
16,167
6,342
11,601
Financial assets designated
at fair value12 .......................
– treasury and other
eligible bills ..................
– debt securities ...................
– loans and advances:
to banks ........................
to customers .................
6,608
5,183
50
6,490
–
5,179
68
–
–
4
671
–
664
7
–
6
1,148
193
167
257
–
256
1
–
Derivatives12 ............................
220,711
47,004
13,425
1,125
Total
US$m
166,599
6,021
25,220
239,301
21,584
141,644
27,885
48,188
12,719
50
12,589
76
4
282,265
Loans and advances to
customers held at
amortised cost13 ...................
– personal ............................
– corporate and commercial
– financial (non-bank
535,947
326,269
133,355
262,698
39,024
194,970
220,970
14,882
175,046
23,944
1,580
21,281
15,460
10,175
5,009
36,428
18,798
16,877
(15,143)
(6,602)
(8,059)
1,080,304
404,126
538,479
financial institutions) ....
76,323
28,704
31,042
1,083
276
753
(482)
137,699
of which:
– reverse repos .....................
47,443
19,621
21,149
2
Loans and advances to banks
held at amortised cost ..........
155,598
39,388
13,382
3,125
of which:
– reverse repos .....................
64,100
18,257
7,116
Financial investments ..............
– treasury and other similar
bills ...............................
– debt securities ...................
Assets held for sale ..................
– disposal groups .................
– non-current assets held
362,799
27,833
17,556
69,364
293,435
1,129
1,093
5,595
22,238
642
642
–
1,856
15,700
1,050
496
554
for sale ..........................
36
Other assets ..............................
11,372
7,386
13,798
– endorsements and
acceptances ...................
1,976
4,824
4,562
– accrued income and
other ..............................
9,396
2,562
9,236
–
11
–
–
–
–
89
86
3
218
19
199
–
75
–
2,508
–
2,508
156
90
66
436
18
418
–
88,215
(58)
211,521
–
91,475
(111)
(111)
–
416,785
78,111
338,674
3,306
2,647
659
34,018
11,624
22,394
2,002
6,089
1,296
4,793
351
351
–
808
225
583
1,650,435
432,552
316,271
38,732
15,778
39,603
(15,312)
2,478,059
170
Neither past due nor impaired
Strong
US$m
Good Satisfactory
US$m
US$m
Sub-
standard
US$m
Past due
but not
impaired
US$m
Impair-
ment
allowances11
US$m
Impaired
US$m
At 31 December 2012
Cash and balances at central
banks ....................................
138,124
3,235
147
26
Items in the course of
collection from other
banks ....................................
Hong Kong Government
6,661
203
439
certificates of indebtedness ..
22,743
–
–
–
–
Trading assets12 ........................
237,078
60,100
66,537
3,462
– treasury and other
eligible bills ..................
– debt securities ...................
– loans and advances:
20,793
106,453
to banks ........................
to customers .................
49,133
60,699
4,108
16,685
21,018
18,289
1,340
20,931
7,418
36,848
Financial assets designated
at fair value12 .......................
– treasury and other
eligible bills ..................
– debt securities ...................
– loans and advances:
to banks ........................
to customers .................
6,186
5,884
54
6,089
43
–
–
5,830
–
54
401
–
391
10
–
41
608
702
2,111
243
–
241
2
–
Derivatives12 ............................
284,115
46,214
24,877
2,244
Total
US$m
141,532
7,303
22,743
367,177
26,282
144,677
78,271
117,947
12,714
54
12,551
55
54
357,450
Loans and advances to
customers held at
amortised cost13 ....................
– personal ............................
– corporate and commercial
– financial (non-bank
507,871
321,887
137,139
222,402
39,533
166,338
202,666
16,225
172,457
23,224
1,430
20,920
18,901
12,267
6,437
38,671
23,751
14,093
(16,112)
(8,212)
(7,346)
997,623
406,881
510,038
financial institutions) ....
48,845
16,531
13,984
of which:
– reverse repos .....................
29,324
4,944
381
874
2
197
–
827
(554)
80,704
–
–
34,651
Loans and advances to banks
held at amortised cost ..........
117,220
23,921
10,575
772
10
105
(57)
152,546
of which:
– reverse repos .....................
29,483
3,509
2,467
2
Financial investments ..............
– treasury and other similar
357,452
27,428
21,143
6,759
bills ...............................
– debt securities ...................
80,320
277,132
Assets held for sale ..................
– disposal groups .................
– non-current assets held
2,425
2,033
3,818
23,610
3,287
1,118
1,957
19,186
2,311
1,789
for sale ..........................
392
2,169
522
1,455
5,304
314
268
46
Other assets ..............................
9,679
6,007
13,845
1,759
– endorsements and
acceptances ...................
1,995
4,344
5,195
483
– accrued income and
other ..............................
7,684
1,663
8,650
1,276
–
–
–
–
387
118
269
231
7
224
–
2,530
–
2,530
1,286
82
1,204
462
8
454
–
35,461
415,312
87,550
327,762
9,292
5,359
(718)
(49)
(669)
3,933
31,983
12,032
19,951
1,689,554
398,681
342,941
38,803
19,529
43,054
(16,887)
2,515,675
For footnotes, see page 263.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Credit quality of financial instruments
Past due but not impaired gross financial
instruments
(Audited)
Past due but not impaired loans are those in respect
of which the customer is in the early stages of
delinquency and has failed to make a payment or a
partial payment in accordance with the contractual
terms of the loan agreement. This is typically when
a loan is less than 90 days past due and there are no
other indicators of impairment.
Further examples of exposures past due but not
impaired include individually assessed mortgages
that are in arrears more than 90 days for which there
are no other indicators of impairment and the value
of collateral is sufficient to repay both the principal
debt and all potential interest for at least one year,
or short-term trade facilities past due more than
90 days for technical reasons such as delays in
documentation but there is no concern over the
creditworthiness of the counterparty. When groups
of loans are collectively assessed for impairment,
collective impairment allowances are recognised
for loans classified as past due but not impaired.
At 31 December 2013, US$15.5bn of loans and
advances held at amortised cost were classified as
past due but not impaired (2012: US$18.9bn). The
largest concentration of these balances was in HSBC
Finance, where they decreased by 13% compared
with the end of 2012 due to the continued run-off
and loan sales in the CML portfolio. In Latin
America, balances decreased by 54% to US$1.6bn,
primarily in Brazil as we reposition our portfolio. In
addition, we disposed of our operations in Panama.
Past due but not impaired loans and advances to customers and banks by geographical region
(Audited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-Pacific MENA
US$m
US$m
31 December 2013
Banks ..............................................................
Customers .......................................................
– personal ..................................................
– corporate and commercial ......................
– financial (non-bank financial
–
2,399
1,287
1,092
11
1,488
882
410
–
2,723
1,882
787
institutions) ........................................
20
196
54
–
757
174
580
3
North
America
US$m
Latin
America
US$m
–
1,640
1,133
505
Total
US$m
11
15,460
10,175
5,009
–
6,453
4,817
1,635
1
2
276
2,399
1,499
2,723
757
6,453
1,640
15,471
31 December 2012
Banks ..............................................................
Customers .......................................................
– personal ..................................................
– corporate and commercial ......................
– financial (non-bank financial
–
2,339
1,416
909
–
1,311
638
579
10
2,964
1,961
953
institutions) ........................................
14
94
50
–
975
248
726
1
–
7,721
5,806
1,910
–
10
3,591
2,198
1,360
18,901
12,267
6,437
5
33
197
2,339
1,311
2,974
975
7,721
3,591
18,911
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Ageing analysis of days for past due but not impaired gross financial instruments
(Audited)
At 31 December 2013
Loans and advances to customers held at amortised cost ....
– personal ........................................................................
– corporate and commercial ............................................
– financial (non-bank financial institutions) ...................
Loans and advances to banks held at amortised cost ...........
Up to 29
days
US$m
11,689
7,170
4,290
229
11
30-59
days
US$m
2,587
2,124
418
45
–
60-89
days
US$m
1,057
865
190
2
–
Loans and advances ..............................................................
11,700
2,587
1,057
Assets held for sale ...............................................................
– disposal groups .............................................................
– non-current assets held for sale ....................................
Other assets ...........................................................................
– endorsements and acceptances .....................................
– other ..............................................................................
61
61
–
142
13
129
12
11
1
43
3
40
8
8
–
18
–
18
90-179
days
US$m
180 days
and over
US$m
76
16
60
–
–
76
6
5
1
6
1
5
51
–
51
–
–
51
2
1
1
9
2
7
Total
US$m
15,460
10,175
5,009
276
11
15,471
89
86
3
218
19
199
11,903
2,642
1,083
88
62
15,778
At 31 December 2012
Loans and advances to customers held at amortised cost ....
– personal ........................................................................
– corporate and commercial ............................................
– financial (non-bank financial institutions) ....................
14,226
8,718
5,384
124
Loans and advances to banks held at amortised cost ...........
10
3,189
2,441
675
73
–
1,262
1,058
204
–
–
Loans and advances ..............................................................
14,236
3,189
1,262
Assets held for sale ...............................................................
– disposal groups .............................................................
– non-current assets held for sale ....................................
Other assets ...........................................................................
– endorsements and acceptances .....................................
– other ..............................................................................
251
87
164
122
6
116
84
17
67
37
1
36
48
11
37
24
–
24
200
42
158
–
–
200
2
1
1
12
–
12
24
8
16
–
–
24
2
2
–
36
–
36
18,901
12,267
6,437
197
10
18,911
387
118
269
231
7
224
14,609
3,310
1,334
214
62
19,529
Renegotiated loans and forbearance
(Audited)
Current policies and procedures regarding
renegotiated loans and forbearance are
described in the Appendix to Risk on
page 268.
The contractual terms of a loan may be modified for
a number of reasons, including changes in market
conditions, customer retention and other factors not
related to the current or potential credit deterioration
of a customer. ‘Forbearance’ describes concessions
made on the contractual terms of a loan in response
to an obligor’s financial difficulties. We classify
and report loans on which concessions have been
granted under conditions of credit distress as
‘renegotiated loans’ when their contractual payment
terms have been modified, because we have
significant concerns about the borrowers’ ability to
meet contractual payments when due. Concessions
on loans made to customers which do not affect the
payment structure or basis of repayment, such as
waivers of financial or security covenants, do not
directly provide concessionary relief to customers in
terms of their ability to service obligations as they
fall due and are therefore not included in this
classification.
There were no material changes to our group
standard policies and procedures regarding
renegotiated loans in 2013. In Brazil, we realigned
local practices to meet Group standard policy and
reviewed the impairment allowance methodology
used for our retail banking and Business Banking
mass portfolios to ensure that it better reflected the
level of restructuring that is taking place and the
performance of these restructured accounts.
The following tables show the gross carrying
amounts of the Group’s holdings of renegotiated
loans and advances to customers by industry sector,
geography and credit quality classification.
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Credit quality of financial instruments
Renegotiated loans and advances to customers
(Audited)
At 31 December 2013
At 31 December 2012
Neither
past
due nor
impaired
US$m
Past due
but not
impaired
US$m
Impaired
US$m
Total
US$m
Neither
past
due nor
impaired
US$m
Past due
but not
impaired Impaired
US$m
US$m
Total
US$m
Personal ......................................
5,895
3,585
12,092
21,572
7,952
3,524
18,279
29,755
– first lien residential
mortgages ......................
– other personal1 ...................
Corporate and commercial .........
– manufacturing and
international trade
services ..........................
– commercial real estate and
other property-related ...
– governments ......................
– other commercial10 ............
Financial ....................................
4,881
1,014
3,147
1,529
1,050
274
294
358
3,219
366
10,857
1,235
18,957
2,615
362
8,493
12,002
5,861
2,091
4,608
2,828
696
15,459
2,820
24,148
5,607
295
6,892
11,795
163
113
–
86
4,178
5,870
2,381
154
3,012
5,547
3,385
43
887
4,548
317
1,267
–
243
601
1,796
177
254
255
10
–
131
–
3,484
–
396
422
5,290
177
781
677
9,400
3,947
20,828
34,175
12,815
3,819
25,593
42,227
4.2%
Total
US$m
21,572
18,957
2,615
Total renegotiated loans and advances to customers as a percentage
of total gross loans and advances to customers ....................................
3.1%
For footnotes, see page 263.
Renegotiated loans and advances to customers by geographical region
(Audited)
31 December 2013
Personal ...........................................................
– first lien residential mortgages ...............
– other personal1 ........................................
Corporate and commercial .............................
– manufacturing and international
Europe
US$m
2,251
1,820
431
7,270
trade services .....................................
3,709
– commercial real estate and other
property-related ..................................
– governments ...........................................
– other commercial10 .................................
Financial .........................................................
Total impairment allowances on
renegotiated loans .......................................
– individually assessed ..............................
– collectively assessed ...............................
2,940
–
621
235
9,756
1,867
1,821
46
Rest of
Asia-
Pacific
US$m
Hong
Kong
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
217
65
152
205
85
36
–
84
2
149
91
58
18,130
16,853
1,277
607
76
531
1,583
658
2,161
12,002
489
662
137
295
362
198
446
–
14
1
1,371
5,870
461
180
149
1
4,548
317
1,267
601
424
2,094
18,789
2,769
34,175
88
66
22
460
460
–
2,285
98
2,187
1,014
464
550
5,727
2,921
2,806
218
52
166
125
18
3
–
104
–
343
13
12
1
174
31 December 2012
Personal ...........................................................
– first lien residential mortgages ...............
– other personal1 ........................................
Corporate and commercial .............................
– manufacturing and international
Europe
US$m
2,817
1,896
921
6,829
trade services .....................................
3,002
– commercial real estate and other
property-related ..................................
– governments ...........................................
– other commercial10 .................................
Financial .........................................................
Total impairment allowances on
renegotiated loans .......................................
– individually assessed ..............................
– collectively assessed ...............................
For footnotes, see page 263.
3,641
–
186
328
9,974
1,547
1,545
2
Rest of
Asia-
Pacific
US$m
Hong
Kong
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
781
98
683
Total
US$m
29,755
24,148
5,607
190
112
78
25,474
21,896
3,578
1,859
685
1,975
11,795
659
899
2
299
340
191
1,480
5,547
486
–
8
3
202
175
118
2
5,290
177
781
677
248
78
170
300
193
37
–
70
4
552
2,389
26,162
2,758
42,227
96
63
33
546
543
3
3,864
39
3,825
485
213
272
6,554
2,418
4,136
245
68
177
147
22
25
–
100
–
392
16
15
1
Movement in renegotiated loans by geographical region
(Unaudited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
Latin
Total
America
US$m US$m US$m
Renegotiated loans at 1 January 2013 ......................
– personal ............................................................
– corporate and commercial ................................
– financial ............................................................
Loans renegotiated in the year without
derecognition ........................................................
– personal ............................................................
– corporate and commercial ................................
– financial ............................................................
Loans renegotiated in the year resulting in
recognition of a new loan ......................................
– personal ............................................................
– corporate and commercial ................................
– financial ............................................................
Repayments ..............................................................
– personal ............................................................
– corporate and commercial ................................
– financial ............................................................
Amounts written off .................................................
– personal ............................................................
– corporate and commercial ................................
– financial ............................................................
Other .........................................................................
– personal ............................................................
– corporate and commercial ................................
– financial ............................................................
At 31 December 2013 ..............................................
– personal ............................................................
– corporate and commercial ................................
– financial ............................................................
For footnote, see page 263.
9,974
2,817
6,829
328
2,807
264
2,541
2
105
17
88
–
(2,139)
(489)
(1,574)
(76)
(426)
(99)
(303)
(24)
(565)
(259)
(311)
5
9,756
2,251
7,270
235
392
245
147
–
–
–
–
–
47
46
1
–
(99)
(71)
(28)
–
(2)
(2)
–
–
5
–
5
–
343
218
125
–
552
248
300
4
49
8
41
–
66
30
36
–
(134)
(40)
(93)
(1)
(23)
(18)
(5)
–
(86)
(11)
(74)
(1)
424
217
205
2
2,389
190
1,859
340
101
16
85
–
14
14
–
–
(541)
(64)
(477)
–
(38)
(9)
(29)
–
169
2
145
22
2,094
149
1,583
362
26,162
25,474
685
3
1,727
1,335
391
1
–
–
–
–
(1,759)
(1,387)
(370)
(2)
(1,035)
(995)
(40)
–
(6,306)
(6,297)
(8)
(1)
18,789
18,130
658
1
2,758
781
1,975
2
1,311
507
803
1
62
25
37
–
(707)
(353)
(354)
–
(409)
(233)
(175)
(1)
(246)
(120)
(125)
(1)
42,227
29,755
11,795
677
5,995
2,130
3,861
4
294
132
162
–
(5,379)
(2,404)
(2,896)
(79)
(1,933)
(1,356)
(552)
(25)
(7,029)
(6,685)
(368)
24
2,769
607
2,161
1
34,175
21,572
12,002
601
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Credit quality of financial instruments
The above table shows the movement in
renegotiated loans for the year. During the year
there were US$6.3bn of new loans classified as
renegotiated, of which US$294m resulted in the
derecognition of the original loan and recognition
of a new loan. The majority of the movement during
the year was in ‘Other’, which included a reduction
in North America of US$5.6bn due to loan sales in
the CML portfolio and transfers to other assets upon
foreclosure and repossession of the real estate
collateral of US$668m. In addition, there were
refinements in data collection to personal and
corporate and commercial, which resulted in
improved renegotiated loan identification and led
to a decrease in Turkey of US$523m.
See page 270 for further details on the types of restructures
that may result in derecognition accounting.
2013 compared with 2012
(Unaudited)
The following commentary is on a reported basis.
Renegotiated loans totalled US$34.2bn at
31 December 2013 (2012: US$42.2bn). The most
significant portfolio remained in North America
at US$18.8bn or 55% of the total at 31 December
2013 (2012: US$26.2bn or 62%), substantially all
of which were retail loans held by HSBC Finance
Further commentary is provided below for retail and
corporate and commercial renegotiated loans.
Retail renegotiated loans
(Unaudited)
The following commentary is on a reported basis.
Renegotiated loans to retail customers totalled
US$21.6bn at 31 December 2013, a reduction of
US$8.2bn compared with the end of 2012. This was
due to the continued run-off and loan sales in the
CML portfolio. The most significant portfolio of
renegotiated retail loans remained in North America
and amounted to US$18.1bn or 84% of the Group’s
total, substantially all of which were retail loans held
by HSBC Finance.
The next largest portfolio of renegotiated
retail loans was in Europe and amounted to
US$2.3bn, a reduction of US$566m compared with
the end of 2012. The decrease was mainly due to
repayments and write-offs on renegotiated loans in
the UK.
In Latin America, renegotiated retail loans
decreased by US$174m to US$607m, mainly
resulting from more restrictive conditions being
required for the approval of renegotiations.
176
Renegotiated retail loans in Hong Kong, Rest of
Asia-Pacific and the Middle East and North Africa
remained low.
HSBC Finance loan modifications and re-age
programmes
HSBC Finance maintains loan modification and
re-age (‘loan renegotiation’) programmes in order to
manage customer relationships, improve collection
opportunities and, if possible, avoid foreclosure.
Since 2006, HSBC Finance has implemented
an extensive loan renegotiation programme, and a
significant portion of its loan portfolio has been
subject to renegotiation at some stage in the life of
the customer relationship as a consequence of the
economic conditions in the US and the nature of
HSBC Finance’s customer base.
The volume of loans that qualify for modification
has reduced significantly in recent years. We expect
this trend to continue as HSBC Finance believes the
percentage of its customers with unmodified loans
who would benefit from loan modification in a way
that would avoid non-payment of future cash flows
is decreasing. In addition, volumes of new loan
modifications are expected to decrease due to gradual
improvements in economic conditions, the cessation
of new real estate secured and personal non-credit
card receivables originations, and the continued run-
off and loan sales in the CML portfolio.
Qualifying criteria
For an account to qualify for renegotiation it must
meet certain criteria. However, HSBC Finance
retains the right to decline a renegotiation. The
extent to which HSBC Finance renegotiates
accounts that are eligible under its existing policies
varies according to its view of prevailing economic
conditions and other factors which may change from
year to year. In addition, exceptions to policies and
practices may be made in specific situations in
response to legal or regulatory agreements or orders.
Renegotiated real estate secured and personal
lending receivables are not eligible for a subsequent
renegotiation for twelve and six months, respectively,
with a maximum of five renegotiations permitted
within a five-year period. Borrowers must be
approved for a modification and generally make
two minimum qualifying monthly payments within
60 days to activate a modification. In certain
circumstances where the debt has been restructured
in bankruptcy proceedings, fewer or no payments
may be required. Accounts whose borrowers are
subject to a Chapter 13 plan filed with a bankruptcy
court generally may be re-aged upon receipt of one
2013 compared with 2012
At 31 December 2013, renegotiated real estate
secured accounts in HSBC Finance represented 91%
(2012: 86%) of North America’s total renegotiated
loans. US$10bn (2012: US$14bn) of renegotiated
real estate secured loans were classified as impaired.
A significant portion of HSBC Finance’s
renegotiated portfolio has received multiple
renegotiations. Consequently, a significant
proportion of loans included in the table below have
undergone multiple re-ages or modifications. In
this regard, multiple modifications have remained
consistent at 75% to 80% of total modifications.
During 2013, the aggregate number of
renegotiated loans reduced, due to the run-off
and loan sales in the CML portfolio, despite
renegotiation activity continuing. Within the
constraints of our Group credit policy, HSBC
Finance’s policies allow for multiple renegotiations
under certain circumstances, and a significant
number of accounts received second or subsequent
renegotiations during the year which do not appear
in the statistics presented. These statistics treat a loan
as an addition to the volume of renegotiated loans on
its first renegotiation only. At 31 December 2013,
renegotiated loans were 57% (2012: 58%) of the
total portfolio of HSBC Finance’s real estate secured
accounts.
qualifying payment, while accounts whose borrowers
have filed for Chapter 7 bankruptcy protection may
be re-aged upon receipt of a signed reaffirmation
agreement. In addition, for some products accounts
may be re-aged without receipt of a payment in
certain special circumstances (e.g. in the event of a
natural disaster or a hardship programme).
Types of loan renegotiation programme in HSBC Finance
• A temporary modification is a change to the contractual
terms of a loan that results in HSBC Finance giving up a
right to contractual cash flows over a pre-defined period.
With a temporary modification the loan is expected to revert
back to the original contractual terms, including the interest
rate charged, after the modification period. An example is
reduced interest payments.
A substantial number of HSBC Finance modifications
involve interest rate reductions, which lower the amount of
interest income HSBC Finance is contractually entitled to
receive in future periods. Historically, modifications have
generally been for six months, although extended
modification periods are now more common.
Loans that have been re-aged are classified as impaired
with the exception of first-time loan re-ages that were less
than 60 days past due at the time of re-age. These remain
classified as impaired until they have demonstrated a history
of payment performance against their original contracted
terms for at least 12 months.
• A permanent modification is a change to the contractual
terms of a loan that results in HSBC Finance giving up a
right to contractual cash flows over the life of the loan.
An example is a permanent reduction in the interest rate
charged.
Permanent or long-term modifications which are due to an
underlying hardship event remain classified as impaired for
their full life.
• The term ‘re-age’ describes a renegotiation by which the
contractual delinquency status of a loan is reset to current
after demonstrating payment performance. The overdue
principal and/or interest is deferred and paid at a later date.
Loan re-ageing enables customers who have been unable
to make a small number of payments to have their loan
delinquency status reset to current so that their credit score
is not affected by the overdue balances.
Loans that have been re-aged remain classified as impaired
until they have demonstrated a history of payment
performance against the original contractual terms for at
least 12 months.
A temporary or permanent modification may also lead to a
re-ageing of a loan although a loan may be re-aged without
any modification to its original terms and conditions.
Where loans have been granted multiple concessions,
subject to the qualifying criteria discussed above, the
concession is deemed to have been made due to concern
regarding the borrower’s ability to pay, and the loan is
disclosed as impaired. The loan remains disclosed as
impaired from that date forward until the borrower has
demonstrated a history of repayment performance for the
period of time required for either modifications or re-ages,
as described above.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Credit quality of financial instruments / Collateral
Gross loan portfolio of HSBC Finance real estate secured balances
(Unaudited)
Modified
Re-aged14
US$m
and re-aged Modified
US$m
US$m
Total re-
negotiated
loans
US$m
Total non-
renegotiated
loans
US$m
At 31 December 2013 ...
At 31 December 2012 ....
8,167
9,640
8,213
11,660
768
1,121
17,148
22,421
13,171
16,261
Total
gross
loans
US$m
30,319
38,743
Total
impair-
ment
allowances
US$m
Impair-
ment
allowances/
gross loans
%
3,028
4,481
10
12
For footnote, see page 263.
Movement in HSBC Finance renegotiated real estate balances
(Unaudited)
At 1 January ..............................................................................................................................................
Additions ..................................................................................................................................................
Payments ...................................................................................................................................................
Write-offs ..................................................................................................................................................
Transfer to ‘Assets held for sale’ and ‘Other assets’ ...............................................................................
At 31 December ........................................................................................................................................
Number of renegotiated real estate secured accounts remaining in HSBC Finance’s portfolio
(Unaudited)
Number of renegotiated loans (000s)
Re-aged
Modified
and re-aged
Modified
At 31 December 2013 ..................................................
At 31 December 2012 ...................................................
102
117
78
107
8
11
2013
US$m
22,421
967
(1,540)
(1,122)
(3,578)
17,148
2012
US$m
24,588
1,221
(1,133)
(1,796)
(459)
22,421
Total
number of
loans (000s)
352
427
Total
188
235
Corporate and commercial renegotiated
loans
(Unaudited)
For the current policies and procedures
regarding renegotiated loans in the corporate
and commercial sector, see the Appendix to
Risk on page 271.
On a reported basis, there was a US$207m increase
in renegotiated loans in the corporate and
commercial sector in 2013 to US$12bn. Higher
balances in Europe US$441m and Latin America
US$186m, were partly offset by reductions across
the other regions.
In Europe, there were higher balances in
manufacturing and international trade services of
US$707m, mainly in the UK due to a small number
of significant individual restructurings, and in other
commercial balances of US$435m, principally in
Spain. This was partly offset by lower balances in
the commercial real estate and other property-related
sector of US$701m, mainly in the UK due to net
loan repayments.
In the Middle East and North Africa, the
majority of the fall of US$276m was due to loan
repayments in both manufacturing and international
trade services and commercial real estate and other
property-related sectors, mainly in the UAE.
In Rest of Asia-Pacific, the majority of the
US$95m reduction in renegotiated loan balances was
in the manufacturing and international trade services
sector as well as the commercial real estate and other
property-related sector.
Renegotiated balances in Latin America
increased by US$186m compared with the end
of 2012, primarily due to a small number of large
renegotiations in the commercial real estate and
other property-related sector in Mexico, related to
homebuilders resulting from a change in public
housing policy.
Collateral
Collateral and other credit enhancements
held
(Audited)
Loans and advances held at amortised cost
It is the Group’s practice to lend on the basis of
customers’ ability to meet their obligations out of
cash flow resources rather than rely on the value
of security offered. Depending on a customer’s
standing and the type of product, facilities may
178
be provided without security. For other lending, a
charge over collateral is obtained and considered in
determining the credit decision and pricing. In the
event of default, the bank may utilise the collateral
as a source of repayment. Depending on its form,
collateral can have a significant financial effect in
mitigating our exposure to credit risk.
The tables below provide a quantification of
the value of fixed charges we hold over borrowers’
specific assets where we have a history of enforcing,
and are able to enforce, collateral in satisfying a
debt in the event of the borrower failing to meet its
contractual obligations, and where the collateral is
cash or can be realised by sale in an established
market. The collateral valuation in the tables below
excludes any adjustments for obtaining and selling
the collateral.
We may also manage our risk by employing
other types of collateral and credit risk
enhancements such as second charges, other liens
and unsupported guarantees, but the valuation of
such mitigants is less certain and their financial
effect has not been quantified. In particular, loans
shown in the tables below as not collateralised or
partially collateralised may benefit from such credit
mitigants.
Certain credit mitigants are used strategically
in portfolio management activities. While single
name concentrations arise in portfolios managed
by GB&M and CMB, it is only in the former that
their size requires the use of portfolio level credit
mitigants. Across GB&M risk limits and utilisations,
maturity profiles and risk quality are monitored
and managed pro-actively. This process is key to
determining our risk appetite for these larger, more
complex, geographically distributed customer
groups. While the principal form of risk management
continues to be at the point of exposure origination
through the lending decision-making process,
GB&M also utilises loan sales and credit default
swap (‘CDS’) hedges to manage concentrations and
reduce risk. These transactions are the responsibility
of a dedicated GB&M portfolio management team.
Hedging activity is carried out within agreed credit
parameters, and is subject to market risk limits and a
robust governance structure. CDS mitigants are held
at portfolio level and are not reported in the
presentation below.
Personal lending
Residential mortgage loans including loan commitments by level of collateral
(Audited)
At 31 December 2013
Non-impaired loans and
advances
Fully collateralised .....................
Loan to value (‘LTV’) ratio:
– less than 25% .......................
– 25% to 50% .........................
– 51% to 75% .........................
– 76% to 90% .........................
– 91% to 100% .......................
Partially collateralised:
– greater than 100% LTV (A)
– collateral value on A ............
Impaired loans and advances
Fully collateralised .....................
LTV ratio:
– less than 25% .......................
– 25% to 50% .........................
– 51% to 75% .........................
– 76% to 90% .........................
– 91% to 100% .......................
Partially collateralised:
– greater than 100% LTV (B) .
– collateral value on B ............
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
Latin
America
US$m
US$m
Total
US$m
146,326
54,432
43,900
2,235
44,125
3,749
294,767
11,438
43,590
66,452
21,603
3,243
1,410
852
8,496
29,508
13,726
1,887
815
4,270
13,205
20,644
4,949
832
14
14
348
293
149
600
1,095
348
43
42
37
3,339
9,833
20,751
6,933
3,269
4,150
3,681
219
1,118
1,715
606
91
59
49
27,911
97,854
124,383
36,326
8,293
6,023
4,926
147,736
54,446
44,248
2,277
48,275
3,808
300,790
1,369
47
197
452
320
353
104
91
1,473
33
15
11
7
–
–
–
–
33
221
90
10,128
160
12,001
17
57
89
49
9
17
4
238
2
13
31
34
10
6
6
96
128
1,265
4,250
2,809
1,676
2,548
2,272
12,676
60,951
4
93
47
13
3
8
4
213
1,636
4,876
3,225
2,051
2,683
2,377
168
14,684
3,976
315,474
149,209
54,479
44,486
2,373
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Collateral
Residential mortgage loans including loan commitments by level of collateral (continued)
(Audited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
Latin
America
US$m
US$m
Total
US$m
At 31 December 2012
Non-impaired loans and
advances
Fully collateralised .....................
LTV ratio:
– less than 25% .......................
– 25% to 50% .........................
– 51% to 75% .........................
– 76% to 90% .........................
– 91% to 100% .......................
Partially collateralised:
– greater than 100% LTV (C) .
– collateral value on C ............
Impaired loans and advances
Fully collateralised .....................
LTV ratio:
– less than 25% .......................
– 25% to 50% .........................
– 51% to 75% .........................
– 76% to 90% .........................
– 91% to 100% .......................
Partially collateralised:
– greater than 100% LTV (D)
– collateral value on D ...........
139,769
53,431
43,399
1,955
46,312
5,035
289,901
11,569
35,557
59,702
26,768
6,173
2,748
2,445
8,076
30,132
12,760
1,931
532
4,419
12,665
19,534
6,144
637
2
1
366
315
117
579
929
172
158
72
64
3,546
9,365
20,755
8,437
4,209
6,330
5,514
308
1,468
2,222
855
182
15
11
28,035
89,766
115,902
44,307
11,891
9,533
8,350
142,517
53,433
43,765
2,027
52,642
5,050
299,434
1,904
164
481
693
350
216
219
120
2,123
47
14
23
10
–
–
–
–
47
263
151
13,487
158
16,010
19
87
91
51
15
10
8
273
8
44
72
17
10
13
12
157
1,569
5,827
3,870
2,064
3,880
3,170
11
54
73
16
4
1
1
373
2,258
6,766
4,304
2,309
4,123
3,311
164
2,191
17,367
70,009
159
20,133
5,209
319,567
144,640
53,480
44,038
The above table shows residential mortgage
lending including off-balance sheet loan commitments
by level of collateral. Off-balance sheet commitments
include loans that have been approved but which the
customer has not yet drawn, and the undrawn portion
of loans that have a flexible drawdown facility such as
the offset mortgage product. The collateral included in
the table above consists of first charges on real estate.
The LTV ratio is calculated as the gross on-
balance sheet carrying amount of the loan and any off-
balance sheet loan commitment at the balance sheet
date divided by the value of collateral. The
methodologies for obtaining residential property
collateral values vary throughout the Group, but
are typically determined by using a combination
of professional appraisals, house price indices and
statistical analysis. Valuations must be updated
on a regular basis and, as a minimum, at intervals
of every three years. They are conducted more
frequently when market conditions or portfolio
performance are subject to significant change or when
a loan is identified and assessed as impaired.
The LTV ratio bandings are consistent with
our internal risk management reporting. While we
do have mortgages in the higher LTV bands, our
appetite for such lending is restricted and the larger
portion of our portfolio is concentrated in the lower
risk LTV bandings of 75% and below.
Other personal lending
Other personal lending consists primarily of overdrafts,
credit cards and second lien mortgage portfolios.
Second lien lending is supported by collateral but the
claim on the collateral is subordinate to the first lien
charge. The majority of our second lien portfolios were
originated in North America where loss experience on
defaulted second lien loans has typically approached
100%; consequently, we do not generally attach any
significant financial value to this type of collateral.
Credit cards and overdrafts are usually unsecured.
Corporate, commercial and financial (non-bank)
lending
Collateral held is analysed separately below for
commercial real estate and for other corporate,
commercial and financial (non-bank) lending.
This reflects the difference in collateral held on
the portfolios. In each case, the analysis includes
off-balance sheet loan commitments, primarily
undrawn credit lines.
180
Commercial real estate loans and advances including loan commitments by level of collateral
(Audited)
MENA
US$m
North
America
Latin
America
US$m
US$m
Europe
US$m
At 31 December 2013
Rated CRR/EL 1 to 7
Not collateralised ....................
Fully collateralised .................
Partially collateralised (A) ......
– collateral value on A .......
4,865
24,154
2,664
1,827
Hong
Kong
US$m
10,186
18,895
1,552
1,278
Rest of
Asia-
Pacific
US$m
3,978
6,422
825
410
31,683
30,633
11,225
Rated CRR/EL 8
Not collateralised ....................
Fully collateralised .................
LTV ratio:
– less than 25% ..................
– 25% to 50% .....................
– 51% to 75% .....................
– 76% to 90% .....................
– 91% to 100% ...................
Partially collateralised (B) .....
– collateral value on B .......
Rated CRR/EL 9 to 10
Not collateralised ....................
Fully collateralised .................
LTV ratio:
– less than 25% ..................
– 25% to 50% .....................
– 51% to 75% .....................
– 76% to 90% .....................
– 91% to 100% ...................
Partially collateralised (C) .....
– collateral value on C .......
At 31 December 2012
Rated CRR/EL 1 to 7
Not collateralised ........................
Fully collateralised .....................
Partially collateralised (A) ...........
– collateral value on A ................
Rated CRR/EL 8 to 10
Not collateralised ........................
Fully collateralised .....................
LTV ratio:
– less than 25% .......................
– 25% to 50% .........................
– 51% to 75% .........................
– 76% to 90% .........................
– 91% to 100% .......................
Partially collateralised (B) ..........
– collateral value on B ................
109
793
13
126
367
173
114
360
281
1,262
564
1,079
46
229
436
209
159
1,815
1,284
3,458
–
–
–
–
–
–
–
–
–
–
–
6
–
2
3
1
–
–
–
6
10
–
–
–
–
–
–
2
1
12
–
6
–
–
3
2
1
5
5
11
36,403
30,639
11,248
7,068
23,450
3,088
2,780
10,790
17,355
1,476
1,179
3,647
6,106
1,150
464
33,606
29,621
10,903
418
1,261
34
119
437
501
170
1,585
938
3,264
–
2
–
1
–
–
1
–
–
2
–
60
1
55
2
1
1
51
15
111
36,870
29,623
11,014
181
Total
US$m
20,293
59,847
6,368
4,134
137
8,627
704
303
935
1,728
484
292
9,468
3,147
86,508
1
68
4
11
49
4
–
13
11
82
4
233
1
38
110
62
22
240
115
477
10,027
181
9,054
1,063
401
3
1
–
–
1
–
–
–
–
4
521
286
5
27
57
62
135
56
34
863
4,014
2,083
1,846
903
423
123
934
17
137
489
177
114
375
293
1,432
1,096
1,641
52
303
616
353
317
2,297
1,527
5,034
92,974
24,338
57,903
7,713
5,276
10,298
4,832
89,954
34
408
25
86
69
58
170
377
265
819
105
141
10
8
28
63
32
24
13
571
1,880
70
276
536
623
375
2,241
1,342
270
4,692
11,117
5,102
94,646
192
21
139
24
352
–
72
–
–
72
–
–
–
–
72
7
31
–
7
7
17
–
181
89
219
643
569
92
33
29
694
14
8
–
7
–
–
1
204
111
226
920
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Collateral
The collateral used in the assessment of the
above lending consists of fixed first charges on
real estate and charges over cash for commercial
real estate. These facilities are disclosed as not
collateralised if they are unsecured or benefit from
credit risk mitigation from guarantees, which are not
quantified for the purposes of this disclosure. In
Hong Kong, market practice is typically for lending
to major property companies to be secured by
guarantees or unsecured. In Europe, facilities of
a working capital nature are generally not secured
by a first fixed charge and are therefore disclosed
as not collateralised.
The value of commercial real estate collateral is
determined by using a combination of professional
and internal valuations and physical inspections.
Due to the complexity of valuing collateral for
commercial real estate, local valuation policies
determine the frequency of review on the basis of
local market conditions. Revaluations are sought
with greater frequency when, as part of the regular
credit assessment of the obligor, material concerns
arise in relation to the transaction which may affect
the underlying performance of the collateral, or the
obligor’s credit quality declines sufficiently to raise
questions over whether the principal source of
payment can fully meet the obligation (i.e. the
obligor’s credit quality classification indicates it is at
the lower end, that is sub-standard, or approaching
impaired). Where such concerns exist the revaluation
method selected will depend upon the LTV
relationship, the direction in which the local
commercial real estate market has moved since the
last valuation and, most importantly, the specific
characteristics of the underlying commercial real
estate which is of concern. Collateral values held
for customers rated CRR 9 to 10 (i.e. classified as
impaired) are separately disclosed above, starting
with 2013.
For further details on cross-collateralisation and LTV
calculations for commercial real estate and other corporate
and commercial, see page 183.
Other corporate, commercial and financial (non-bank) loans and advances including loan commitments by level of
collateral rated CRR/EL 8 to 10 only
(Audited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
Latin
America
US$m
US$m
Total
US$m
At 31 December 2013
Rated CRR/EL 8
Not collateralised ....................
Fully collateralised .................
LTV ratio:
– less than 25% ..................
– 25% to 50% .....................
– 51% to 75% .....................
– 76% to 90% .....................
– 91% to 100% ...................
Partially collateralised (A) .....
– collateral value on A .......
Rated CRR/EL 9 to 10
Not collateralised ....................
Fully collateralised .................
LTV ratio:
– less than 25% ..................
– 25% to 50% .....................
– 51% to 75% .....................
– 76% to 90% .....................
– 91% to 100% ...................
Partially collateralised (B) .....
– collateral value on B .......
2,411
259
15
50
103
25
66
435
17
3,105
1,467
1,121
36
88
161
156
680
1,192
606
3,780
6,885
37
1
–
1
–
–
–
528
398
566
1,089
49
2
–
47
–
–
770
102
1,908
2,474
328
227
7
77
47
31
65
345
89
900
26
309
7
17
29
46
210
359
149
694
1,594
456
70
7
4
10
5
44
73
18
3,417
608
45
154
164
69
176
1,404
527
599
5,429
1,615
266
4,882
1,906
42
117
49
43
15
290
131
2,171
2,770
94
272
307
298
935
2,915
1,138
9,703
15,132
5
16
1
15
–
–
–
14
3
35
229
47
1
7
10
24
5
53
33
329
364
180
35
15
7
4
8
1
9
2
224
456
114
6
43
11
29
25
251
117
821
1,045
182
At 31 December 2012
Rated CRR/EL 8 to 10
Not collateralised ....................
Fully collateralised .................
LTV ratio:
– less than 25% ..................
– 25% to 50% .....................
– 51% to 75% .....................
– 76% to 90% .....................
– 91% to 100% ...................
Partially collateralised (A) ......
– collateral value on A .......
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
5,110
1,463
77
192
290
196
708
1,106
628
260
82
3
4
39
24
12
84
41
7,679
426
572
146
11
62
31
11
31
251
89
969
MENA
US$m
1,186
132
–
6
33
18
75
828
124
North
America
Latin
America
US$m
US$m
Total
US$m
533
478
11
49
131
96
191
753
359
1,023
284
68
84
61
17
54
273
108
8,684
2,585
170
397
585
362
1,071
3,295
1,349
2,146
1,764
1,580
14,564
The collateral used in the assessment of the
above lending primarily includes first legal charges
over real estate and charges over cash in the
commercial and industrial sector, and charges over
cash and marketable financial instruments in the
financial (non-bank) sector. Government sector
lending is generally unsecured.
It should be noted that the above table excludes
other types of collateral which are commonly taken
for corporate and commercial lending such as
unsupported guarantees and floating charges over
the assets of a customer’s business. While such
mitigants have value, often providing rights in
insolvency, their assignable value is not sufficiently
certain and they are assigned no value for disclosure
purposes.
As with commercial real estate, the value of
real estate collateral included in the table above is
generally determined by using a combination of
professional and internal valuations and physical
inspections. The frequency of revaluation is similar
to commercial real estate loans and advances;
however, for financing activities in corporate and
commercial lending that are not predominantly
commercial real estate-oriented, collateral value is
not as strongly correlated to principal repayment
performance. Collateral values are generally
refreshed when an obligor’s general credit
performance deteriorates and we have to assess
the likely performance of secondary sources of
repayment should it prove necessary to rely on them.
For this reason, the table above reports values only
for customers with CRR 8 to 10, recognising that
these loans and advances generally have valuations
which are comparatively recent. Starting with 2013,
collateral values held for customers rated CRR 9
to 10 (i.e. classified as impaired) are separately
disclosed. For the above table, cash is valued at its
nominal value and marketable securities at their
183
fair value. The LTV ratios presented are calculated
by directly associating loans and advances with the
collateral that individually and uniquely supports
each facility. Where collateral assets are shared by
multiple loans and advances, whether specifically or,
more generally, by way of an all monies charge, the
collateral value is pro-rated across the loans and
advances protected by the collateral.
In both the commercial real estate and other
corporate and commercial collateral tables the
difference between the collateral value and the value
of partially collateralised lending cannot be directly
compared with any impairment allowances
recognised in respect of impaired loans, as the
loans may be performing in accordance with their
contractual terms. When loans are not performing
in accordance with their contractual terms, the
recovery of cash flows may be affected by other
cash resources of the customer, or other credit risk
enhancements not quantified for the tables above.
The values in the tables represent the expected
market value on an open market basis; no adjustment
has been made to the collateral for any expected
costs of recovery. When a loan is considered for
impairment, the value used in the impairment
allowance calculation takes such costs into
consideration and might also reflect any deviation
from an open market value arising from the expected
conditions for sale, such as a forced sale within a
specified timetable. While the values reported are
therefore expected to be closely aligned to the values
used in impairment assessment, they will not be the
same. The existence or otherwise of specific
collateral is not taken into account in the modeling
of wholesale impairment allowances for loss events
which are incurred but not reported. These models
operate on portfolio level observations of current
loss in each portfolio to which they are applied as
described on page 272. As current loss estimates are
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Collateral / Impaired loans
derived from adjusted historical observations, the
contribution of collateral is indirectly reflected in the
loss history.
Our policy for determining impairment allowances, including
the effect of collateral on these impairment allowances, is
described on page 272.
Loans and advances to banks
The following table shows loans and advances to
banks, including off-balance sheet loan
commitments by level of collateral.
Loans and advances to banks including loan commitments by level of collateral
(Audited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-Pacific
US$m
MENA
US$m
North
America
Latin
America
US$m
US$m
At 31 December 2013
Rated CRR/EL 1 to 8
Not collateralised ....................
Fully collateralised .................
Partially collateralised (A) .....
– collateral value on A .......
22,356
52,114
68
3
31,462
2,260
1,866
1,696
41,524
8,168
2,616
2,516
6,374
24
–
–
7,211
23,744
–
–
10,481
4,724
–
–
Total
US$m
119,408
91,034
4,550
4,215
74,538
35,588
52,308
6,398
30,955
15,205
214,992
Rated CRR/EL 9 to 10
Not collateralised ....................
153
–
–
74,691
35,588
52,308
At 31 December 2012
Rated CRR/EL 1 to 10
Not collateralised ....................
Fully collateralised .................
Partially collateralised (C) .....
– collateral value on C .......
36,043
25,496
62
61
24,622
2,294
1,459
1,452
40,694
5,667
1,207
1,135
312
6,710
7,290
–
–
–
14
–
479
30,969
15,205
215,471
9,050
811
–
–
12,838
3,691
–
–
130,537
37,959
2,728
2,648
61,601
28,375
47,568
7,290
9,861
16,529
171,224
The collateral used in the assessment of
the above lending relates primarily to cash and
marketable securities. Loans and advances to banks
are typically unsecured. Certain products such as
reverse repos and stock borrowing are effectively
collateralised and have been included in the
above as fully or partly collateralised. The fully
collateralised loans and advances to banks in Europe
consist primarily of reverse repo agreements
and stock borrowing. Collateral values held for
customers rated CRR 9 to 10 (i.e. classified as
impaired) are separately disclosed above, starting
with 2013.
Derivatives
The International Swaps and Derivatives Association
(‘ISDA’) Master Agreement is our preferred
agreement for documenting derivatives activity.
It provides the contractual framework within
which dealing activity across a full range of over-
the-counter (‘OTC’) products is conducted, and
contractually binds both parties to apply close-out
netting across all outstanding transactions covered
by an agreement if either party defaults or another
pre-agreed termination event occurs. It is common,
and our preferred practice, for the parties to execute
a Credit Support Annex (‘CSA’) in conjunction
with the ISDA Master Agreement. Under a CSA,
collateral is passed between the parties to mitigate
the counterparty risk inherent in outstanding
positions. The majority of our CSAs are with
financial institutional clients.
We manage the counterparty exposure arising
from market risk on our OTC derivative contracts
by using collateral agreements with counterparties
and netting agreements. Currently, we do not
actively manage our general OTC derivative
counterparty exposure in the credit markets,
although we may manage individual exposures
in certain circumstances.
For a description of how the derivative offset amount in the
‘Maximum exposure to credit risk’ table is derived, see
page 159.
Other credit risk exposures
In addition to collateralised lending, other credit
enhancements are employed and methods used to
mitigate credit risk arising from financial assets.
These are described in more detail below:
•
some securities issued by governments, banks
and other financial institutions benefit from
184
additional credit enhancement provided by
government guarantees that cover the assets.
Details of government guarantees are included in Notes 6, 10
and 12 on the Financial Statements.
• debt securities issued by corporates are
primarily unsecured;
• debt securities issued by banks and financial
institutions include ABSs and similar
instruments which are supported by underlying
pools of financial assets. Credit risk associated
with ABSs is reduced through the purchase of
CDS protection.
Disclosure of the Group’s holdings of ABSs and associated
CDS protection is provided on page 204.
•
trading assets include loans and advances held
with trading intent. These mainly consist of
cash collateral posted to satisfy margin
requirements on derivatives, settlement
accounts, reverse repos and stock borrowing.
There is limited credit risk on cash collateral
posted since in the event of default of the
counterparty these would be set off against the
related liability. Reverse repos and stock
borrowing are by their nature collateralised.
Carrying amount of assets obtained
Nature of assets
Residential property .....................
Commercial and industrial
property ....................................
Other ............................................
At 31 December
2013
US$m
2012
US$m
408
43
2
453
353
88
3
444
The increase in foreclosed residential properties
was due to the suspension of foreclosure activities at
the end of 2011 and during the first half of 2012. In
the US we have resumed processing suspended
foreclosure actions in all states and have referred the
majority of the backlog of loans for foreclosure. We
have also begun initiating new foreclosure activities
in all states (see page 164 (unaudited)).
We make repossessed properties available for
sale in an orderly fashion, with the proceeds used
to reduce or repay the outstanding indebtedness. If
excess funds arise after the debt has been repaid,
they are made available to repay other secured
lenders with lower priority or are returned to the
customer. We do not generally occupy repossessed
properties for our business use.
Collateral accepted as security that the Group is permitted to
sell or repledge under these arrangements is described in
Note 36 on the Financial Statements.
Impaired loans
(Audited)
The Group’s maximum exposure to credit
risk includes financial guarantees and similar
arrangements that we issue or enter into, and loan
commitments that we are irrevocably committed to.
Depending on the terms of the arrangement, we may
have recourse to additional credit mitigation in the
event that a guarantee is called upon or a loan
commitment is drawn and subsequently defaults.
For further information on these arrangements, see
Note 40 on the Financial Statements.
Collateral and other credit enhancements
obtained
(Audited)
The carrying amount of assets obtained by taking
possession of collateral held as security, or calling
upon other credit enhancements, is as follows:
Impaired loans and advances are those that meet
any of the following criteria:
• wholesale loans and advances classified as
Customer Risk Rating (‘CRR’) 9 or CRR 10.
These grades are assigned when the bank
considers that either the customer is unlikely
to pay its credit obligations in full, without
recourse to security, or when the customer is
past due 90 days or more on any material credit
obligation to HSBC.
•
retail loans and advances classified as Expected
Loss (‘EL’) 9 or EL 10. These grades are
assigned to retail loans and advances greater
than 90 days past due unless individually they
have been assessed as not impaired.
For further details of the CRR and the EL scales see page 267
(unaudited);
185
t
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Impaired loans
•
renegotiated loans and advances that have been
subject to a change in contractual cash flows as
a result of a concession which the lender would
not otherwise consider, and where it is probable
that without the concession the borrower would
be unable to meet the contractual payment
obligations in full, unless the concession is
insignificant and there are no other indicators
of impairment. Renegotiated loans remain
classified as impaired until there is sufficient
evidence to demonstrate a significant reduction
in the risk of non-payment of future cash flows,
and there are no other indicators of impairment.
For loans that are assessed for impairment
on a collective basis, the evidence to support
reclassification as no longer impaired typically
comprises a history of payment performance against
the original or revised terms, depending on the
nature and volume of renegotiation and the credit
Movement in impaired loans by geographical region
(Unaudited)
risk characteristics surrounding the renegotiation.
For loans that are assessed for impairment on an
individual basis, all available evidence is assessed
on a case-by-case basis.
In HSBC Finance, where a significant majority
of HSBC’s loan forbearance activity occurs, the
history of payment performance is assessed with
reference to the original terms of the contract,
reflecting the higher credit risk characteristics of
this portfolio. The payment performance periods are
monitored to ensure they remain appropriate to the
levels of relapse observed within the portfolio.
For further disclosure on loans subject to forbearance, see
page 268.
Renegotiated loans and forbearance disclosures
are subject to evolving industry practice and
regulatory guidance.
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
Latin
North
America
Total
America
US$m US$m US$m
Impaired loans at 1 January 2013 .............................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
Classified as impaired during the year .....................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
Transferred from impaired to unimpaired
during the year ......................................................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
Amounts written off .................................................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
Net repayments and other ..........................................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
At 31 December 2013 ..............................................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
11,145
2,466
8,058
621
4,952
1,176
3,726
50
(1,215)
(265)
(804)
(146)
(1,411)
(423)
(927)
(61)
(243)
(16)
(339)
112
13,228
2,938
9,714
576
477
172
267
38
371
224
144
3
(33)
(27)
(6)
–
(182)
(149)
(30)
(3)
(188)
(76)
(84)
(28)
445
144
291
10
1,147
439
700
8
1,053
574
479
–
(112)
(110)
(2)
–
(356)
(295)
(61)
–
(554)
(226)
(325)
(3)
1,178
382
791
5
2,474
368
1,872
234
419
107
306
6
(166)
(68)
(85)
(13)
(165)
(79)
(75)
(11)
(277)
(11)
(253)
(13)
2,285
317
1,765
203
20,345
18,726
1,592
27
6,168
5,319
837
12
(3,198)
(3,172)
(24)
(2)
(1,706)
(1,433)
(270)
(3)
(6,486)
(5,771)
(708)
(7)
15,123
13,669
1,427
27
3,188
1,580
1,604
4
4,333
1,872
2,453
8
(642)
(266)
(375)
(1)
(1,957)
(1,456)
(499)
(2)
(678)
(382)
(294)
(2)
4,244
1,348
2,889
7
38,776
23,751
14,093
932
17,296
9,272
7,945
79
(5,366)
(3,908)
(1,296)
(162)
(5,777)
(3,835)
(1,862)
(80)
(8,426)
(6,482)
(2,003)
59
36,503
18,798
16,877
828
186
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Asia-
Pacific
US$m
Hong
Kong
US$m
MENA
US$m
North
America
Latin
Total
America
US$m US$m US$m
608
190
372
46
292
169
123
–
(47)
(38)
(5)
(4)
(217)
(127)
(90)
–
(159)
(22)
(133)
(4)
477
172
267
38
1,070
388
667
15
924
549
375
–
(85)
(69)
(15)
(1)
(564)
(373)
(191)
–
(198)
(56)
(136)
(6)
1,147
439
700
8
2,445
428
1,798
219
648
73
531
44
(321)
(32)
(289)
–
(264)
(96)
(143)
(25)
(34)
(5)
(26)
(3)
2,474
368
1,872
234
22,758
21,094
1,517
147
8,130
7,363
739
28
(4,223)
(4,124)
(99)
–
(3,514)
(3,227)
(202)
(85)
(2,806)
(2,380)
(363)
(63)
20,345
18,726
1,592
27
3,039
1,646
1,391
2
4,507
2,807
1,696
4
(1,765)
(1,124)
(640)
(1)
(2,112)
(1,521)
(590)
(1)
(481)
(228)
(253)
–
3,188
1,580
1,604
4
41,739
26,543
13,858
1,338
17,983
11,894
5,945
144
(7,605)
(5,666)
(1,906)
(33)
(8,562)
(5,976)
(2,428)
(158)
(4,779)
(3,044)
(1,377)
(358)
38,776
23,751
14,093
932
Europe
US$m
11,819
2,797
8,113
909
3,482
933
2,481
68
(1,164)
(279)
(858)
(27)
(1,891)
(632)
(1,212)
(47)
(1,101)
(353)
(466)
(282)
11,145
2,466
8,058
621
assessed or collectively assessed, and collective
impairment allowances on loans and advances
classified as not impaired.
During 2013, we reviewed the impairment
allowance methodology used for retail banking and
small business portfolios across the Group (see
page 72).
Impaired loans at 1 January 2012 .............................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
Classified as impaired during the year .....................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
Transferred from impaired to unimpaired
during the year ......................................................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
Amounts written off .................................................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
Net repayments and other ..........................................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
At 31 December 2012 ...............................................
Personal ................................................................
Corporate and commercial ...................................
Financial2 ..............................................................
For footnote, see page 263.
Impairment of loans and advances
(Audited)
A summary of our current policies and
practices regarding impairment assessment
is provided in the Appendix to Risk on
page 272.
The tables below analyse by geographical region
the impairment allowances recognised for impaired
loans and advances that are either individually
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Impaired loans
Impairment allowances on loans and advances to customers by geographical region
(Audited)
Rest of
Asia-
Pacific
US$m
Hong
Kong
US$m
MENA
US$m
Europe
US$m
North
America
US$m
Latin
America
US$m
Total
US$m
At 31 December 2013
Gross loans and advances to customers
Individually assessed impaired loans15 (A) ....
11,497
377
1,073
2,117
1,736
2,595
19,395
Collectively assessed16 (B) .............................
– impaired loans15 ......................................
– non-impaired loans17 ..............................
498,267
1,690
496,577
195,621
68
195,553
147,488
105
147,383
26,659
148
26,511
164,130
13,373
150,757
43,887
1,649
42,238
1,076,052
17,033
1,059,019
Total (C) .........................................................
509,764
195,998
148,561
28,776
165,866
46,482
1,095,447
Impairment allowances (c) .............................
– individually assessed (a) ........................
– collectively assessed (b) .........................
5,563
4,019
1,544
449
174
275
765
460
305
1,565
1,131
434
4,237
410
3,827
2,564
878
1,686
15,143
7,072
8,071
Net loans and advances ..................................
504,201
195,549
147,796
27,211
161,629
43,918
1,080,304
Of which:
– reverse repos to customers .....................
48,091
1,991
4,457
–
33,676
–
88,215
(a) as a percentage of A ..................................
(b) as a percentage of B ..................................
(c) as a percentage of C ..................................
35.0%
0.3%
1.1%
46.2%
0.1%
0.2%
42.9%
0.2%
0.5%
53.4%
1.6%
5.4%
23.6%
2.3%
2.6%
33.8%
3.8%
5.5%
36.5%
0.8%
1.4%
At 31 December 2012
Gross loans and advances to customers
Individually assessed impaired loans15 (D) ....
9,959
398
1,019
2,251
1,849
1,295
16,771
US$m
US$m
US$m
US$m
US$m
US$m
US$m
Collectively assessed16 (E) .............................
– impaired loans15 ......................................
– non-impaired loans17 ..............................
458,802
1,121
457,681
173,688
79
173,609
137,846
128
137,718
27,629
197
27,432
144,523
18,482
126,041
54,476
1,893
52,583
996,964
21,900
975,064
Total (F) ..........................................................
468,761
174,086
138,865
29,880
146,372
55,771
1,013,735
Impairment allowances (f) ..............................
– individually assessed (d) ........................
– collectively assessed (e) .........................
5,321
3,781
1,540
473
192
281
746
442
304
1,794
1,323
471
5,616
428
5,188
2,162
406
1,756
16,112
6,572
9,540
Net loans and advances ..................................
463,440
173,613
138,119
28,086
140,756
53,609
997,623
Of which:
– reverse repos to customers .....................
27,299
760
307
–
6,281
4
34,651
(d) as a percentage of D ..................................
(e) as a percentage of E ..................................
(f) as a percentage of F ...................................
38.0%
0.3%
1.1%
48.2%
0.2%
0.3%
43.4%
0.2%
0.5%
58.8%
1.7%
6.0%
23.1%
3.6%
3.8%
31.4%
3.2%
3.9%
39.2%
1.0%
1.6%
For footnotes, see page 263.
After excluding reverse repo balances, (c) as a percentage of C was 1.21% for Europe, 3.21% for North America and 1.5% in total at
31 December 2013. After excluding reverse repos, (f) as a percentage of F was 1.21% for Europe, 4.01% for North America and 1.65% in
total at 31 December 2012.
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Net loan impairment charge to the income statement by geographical region
(Unaudited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
Total
US$m
written off ...............................................
(587)
(27)
(114)
2013
Individually assessed impairment
allowances .................................................
– new allowances ......................................
– release of allowances no longer
1,376
1,828
required ..................................................
(402)
– recoveries of amounts previously
written off ...............................................
(50)
Collectively assessed impairment
allowances18 ...............................................
– new allowances net of allowance
releases ...................................................
– recoveries of amounts previously
356
943
13
65
(44)
(8)
122
149
Total charge for impairment losses ................
– banks ......................................................
– customers ...............................................
1,732
–
1,732
2012
Individually assessed impairment
allowances .................................................
– new allowances ......................................
– release of allowances no longer
1,387
1,960
required ..................................................
(516)
– recoveries of amounts previously
written off ...............................................
(57)
135
–
135
(8)
32
(34)
(6)
Collectively assessed impairment
allowances18 ...............................................
– new allowances net of allowance
487
92
releases ...................................................
839
117
– recoveries of amounts previously
132
251
(86)
196
(101)
(235)
(18)
(47)
262
398
(98)
(38)
623
702
(31)
(48)
2,320
3,440
(911)
(209)
216
330
348
–
348
42
82
(40)
(44)
–
(44)
973
2,019
3,728
1,058
2,253
4,815
(85)
(234)
(1,087)
1,235
5
1,230
2,642
–
2,642
6,048
5
6,043
97
239
205
369
(117)
(133)
(25)
(31)
243
368
50
94
258
380
(85)
(37)
200
292
(49)
(43)
2,139
3,272
(934)
(199)
3,204
1,945
6,021
3,296
2,254
6,968
written off ...............................................
(352)
(25)
(125)
(44)
(92)
(309)
(947)
Total charge for impairment losses ................
– customers ...............................................
1,874
1,874
84
84
340
340
255
255
3,462
3,462
2,145
2,145
8,160
8,160
For footnote, see page 263.
2013 compared with 2012
(Unaudited)
On a reported basis, loan impairment allowances
were US$15bn at 31 December 2013, a 6% decrease
compared with the end of 2012. Impaired loans and
advances were US$37bn, a decrease of 6% from the
end of 2012.
The following commentary is on a constant
currency basis.
Loan impairment allowances fell by 5% to
US$15bn. The reduction was mainly in North
America, driven by the continued run-off and loan
sales in the US CML portfolio and improvements
in housing market conditions.
Impaired loans decreased by 5% compared with
the end of 2012 to US$37bn, reflecting the continued
run-off and loan sales in the US CML portfolio.
Releases and recoveries of US$2.2bn were
higher than in 2012, mainly in Europe on
collectively assessed recoveries in RBWM following
debt sales in the UK in 2013 and, in the Middle East
and North Africa, due to a small number of
individual releases, mainly in GB&M on UAE-
related exposures.
Regional analysis
In Europe, new loan impairment allowances
decreased marginally to US$3bn, primarily due to
lower new individual allowances in GB&M and in
CMB, mainly in France and on Greek exposures,
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Impaired loans
reflecting improvements to the challenging economic
conditions in 2012. This was largely offset by higher
new collective allowances in the UK, mainly in the
retail sector.
by lower new collectively assessed allowances as a
result of improvements in housing market conditions
and the continued run-off and loan sales in the CML
portfolio.
Impaired loans increased by 16% compared
with the end of 2012 to US$13bn, resulting from
a small number of individually assessed corporate
and commercial loans in the UK and France and
portfolio growth in Turkey.
Releases and recoveries in Europe were
US$1bn, a rise of 13% compared with the end of
2012, mainly due to higher recoveries from debt
sales in the UK in 2013. This was partly offset by
lower releases, mainly in France in GB&M and
CMB.
In Hong Kong and Rest of Asia-Pacific new
loan impairment allowances and impaired loans
remained at low levels.
In the Middle East and North Africa, new loan
impairment allowances were US$278m, a decrease
of US$180m. This was due to a reduction in new
individually assessed allowances as a result of the
overall improvement in the loan portfolio compared
with 2012, and improved property prices in the
UAE.
Impaired loans of US$2bn at 31 December 2013
were 7% lower than in 2012, mainly in the UAE due
to recoveries and an improvement in credit quality.
Releases and recoveries in the region rose by
US$114m on 2012 to US$322m due to a small
number of individual releases, mainly in GB&M
on UAE-related exposures.
In North America, new loan impairment
allowances decreased by 60% to US$1.5bn, driven
Impaired loans fell by 25% to US$15bn
compared with the end of 2012 due to the continued
run-off and loan sales in the CML portfolio.
Releases and recoveries in North America were
broadly in line with 2012.
In Latin America, new loan impairment
allowances increased by 25% to US$3bn, primarily
in Mexico from higher specific impairments in
CMB relating to homebuilders due to a change in
the public housing policy, and higher collective
provisions in RBWM. In Brazil, collectively
assessed new allowances increased as a result of
impairment methodology changes and assumption
revisions for restructured loan account portfolios
in RBWM and CMB as well as higher specific
impairments across a number of corporate
exposures. This was partly offset by improvements
in credit quality in Brazil as modifications to credit
strategies in previous years to mitigate rising
delinquency rates took effect.
Impaired loans increased by 47% from the
end of 2012 to US$4bn, mainly relating to
homebuilders in Mexico and from methodology
changes and higher individually assessed
impairments in CMB in Brazil across a number
of corporate exposures.
Releases and recoveries in Latin America
reduced to US$313m compared with 2012, mainly
in RBWM in Brazil and Mexico.
For an analysis of loan impairment charges and other credit
risk provisions by global business, see page 94.
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Further analysis of impairment
Movement in impairment allowances by industry sector and by geographical region
(Unaudited)
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
Impairment allowances at 1 January 2013 ...............
5,361
Amounts written off .................................................
Personal ..................................................................
– first lien residential mortgages ........................
– other personal1 .................................................
(2,180)
(876)
(83)
(793)
Corporate and commercial ....................................
(1,264)
– manufacturing and international trade
473
(187)
(152)
–
(152)
(32)
and services ......................................................
(680)
(30)
– commercial real estate and other property-
related ...............................................................
– other commercial10 ...........................................
Financial2 ...............................................................
Recoveries of amounts written off in previous
years .......................................................................
Personal ..................................................................
– first lien residential mortgages ........................
– other personal1 .................................................
Corporate and commercial ....................................
– manufacturing and international trade
and services ......................................................
– commercial real estate and other property-
related ...............................................................
– other commercial10 ...........................................
Financial2 ...............................................................
Charge to income statement .....................................
Personal ..................................................................
– first lien residential mortgages ........................
– other personal1 .................................................
Corporate and commercial ....................................
– manufacturing and international trade
and services ......................................................
– commercial real estate and other property-
related ...............................................................
– other commercial10 ...........................................
Financial2 ...............................................................
Exchange and other movements19 ............................
(289)
(295)
(40)
637
584
25
559
52
19
6
27
1
1,732
320
(11)
331
1,467
800
432
235
(55)
48
At 31 December 2013 ..............................................
5,598
Impairment allowances against banks:
– individually assessed .........................................
35
Impairment allowances against customers:
– individually assessed .........................................
– collectively assessed18 .......................................
At 31 December 2013 ..............................................
4,019
1,544
5,598
–
(2)
(3)
35
31
3
28
4
4
–
–
–
135
140
(8)
148
8
33
(4)
(21)
(13)
(7)
449
–
174
275
449
746
(373)
(309)
(7)
(302)
(64)
(43)
(7)
(14)
–
132
122
1
121
10
3
4
3
–
348
205
1
204
144
101
2
41
(1)
(88)
765
–
460
305
765
MENA
US$m
Latin
North
America
Total
America
US$m US$m US$m
1,811
5,616
2,162
16,169
(195)
(107)
(2)
(105)
(78)
(64)
(2)
(12)
(10)
87
41
–
41
46
2
–
44
–
(44)
46
(13)
59
(13)
37
(5)
(45)
(77)
(76)
(1,610)
(1,330)
(779)
(551)
(2,110)
(1,593)
(25)
(1,568)
(6,655)
(4,367)
(896)
(3,471)
(277)
(514)
(2,229)
(80)
(386)
(1,283)
(141)
(56)
(3)
(23)
(105)
(3)
123
82
67
15
41
6
18
17
–
1,235
963
647
316
253
125
79
49
19
282
237
23
214
45
27
1
17
–
2,642
1,522
11
1,511
1,115
594
322
199
5
(462)
(484)
(59)
1,296
1,097
119
978
198
61
29
108
1
6,048
3,196
627
2,569
2,974
1,690
826
458
(122)
(1,122)
(412)
(1,657)
1,583
4,242
2,564
15,201
18
5
–
58
1,131
434
1,583
410
3,827
4,242
878
1,686
7,072
8,071
2,564
15,201
191
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Impaired loans
Movement in impairment allowances by industry sector and by geographical region (continued)
(Unaudited)
U
Rest of
Asia-
Pacific
US$m
Hong
Kong
US$m
Europe
US$m
MENA
US$m
North
America
Latin
Total
America
US$m US$m US$m
Impairment allowances at 1 January 2012 ...............
5,292
Amounts written off .................................................
Personal ..................................................................
– first lien residential mortgages ........................
– other personal1 .................................................
(2,375)
(828)
(28)
(800)
Corporate and commercial ....................................
(1,428)
– manufacturing and international trade
581
(219)
(128)
–
(128)
(91)
782
(540)
(347)
(7)
(340)
(193)
1,731
7,239
2,011
17,636
(305)
(126)
(2)
(124)
(154)
(4,181)
(3,862)
(1,952)
(1,910)
(2,192)
(1,614)
(70)
(1,544)
(9,812)
(6,905)
(2,059)
(4,846)
(234)
(577)
(2,677)
and services ......................................................
(661)
(91)
(164)
(137)
(59)
(498)
(1,610)
– commercial real estate and other property-
related ...............................................................
– other commercial10 ...........................................
Financial2 ...............................................................
Recoveries of amounts written off in previous
years .......................................................................
Personal ..................................................................
– first lien residential mortgages ........................
– other personal1 .................................................
Corporate and commercial ....................................
– manufacturing and international trade
and services ......................................................
– commercial real estate and other property-
related ...............................................................
– other commercial10 ...........................................
Financial2 ...............................................................
Charge to income statement .....................................
Personal ..................................................................
– first lien residential mortgages ........................
– other personal1 .................................................
Corporate and commercial ....................................
– manufacturing and international trade
and services ......................................................
– commercial real estate and other property-
related ...............................................................
– other commercial10 ...........................................
Financial2 ...............................................................
Exchange and other movements19 ............................
(377)
(390)
(119)
409
354
34
320
51
16
9
26
4
1,874
348
(56)
404
1,547
670
444
433
(21)
161
–
–
–
31
30
4
26
1
1
–
–
–
84
96
(11)
107
(14)
(12)
7
(9)
2
(4)
At 31 December 2012 ...............................................
5,361
473
Impairment allowances against banks:
– individually assessed .........................................
40
Impairment allowances against customers:
– individually assessed .........................................
– collectively assessed18 .......................................
At 31 December 2012 ...............................................
3,781
1,540
5,361
–
192
281
473
For footnotes, see page 263.
(8)
(21)
–
150
132
2
130
18
5
11
2
–
340
234
14
220
102
32
55
15
4
14
746
–
442
304
746
(6)
(11)
(25)
75
50
5
45
25
2
–
23
–
255
57
7
50
169
80
62
27
29
(97)
(78)
(85)
129
88
46
42
38
7
19
12
3
3,462
3,228
1,986
1,242
252
62
94
96
(18)
(18)
(61)
(1)
352
312
49
263
39
28
2
9
1
2,145
1,399
(30)
1,429
746
(506)
(561)
(230)
1,146
966
140
826
172
59
41
72
8
8,160
5,362
1,910
3,452
2,802
625
1,457
28
93
–
690
655
(4)
55
(1,033)
(154)
(961)
1,811
5,616
2,162
16,169
17
–
–
57
1,323
471
1,811
428
5,188
5,616
406
1,756
6,572
9,540
2,162
16,169
192
Movement in impairment allowances over 5 years
(Unaudited)
Impairment allowances at 1 January ...........................................
16,169
17,636
20,241
25,649
23,972
2013
US$m
2012
US$m
2011
US$m
2010
US$m
2009
US$m
Amounts written off ....................................................................
Personal ...................................................................................
– first lien residential mortgages .........................................
– other personal1 ..................................................................
Corporate and commercial ......................................................
– manufacturing and international trade and services ........
– commercial real estate and other property-related ..........
– other commercial10 ...........................................................
Financial2 .................................................................................
Recoveries of amounts written off in previous years ..................
Personal ...................................................................................
– first lien residential mortgages .........................................
– other personal1 ..................................................................
Corporate and commercial ......................................................
– manufacturing and international trade and services ........
– commercial real estate and other property-related ..........
– other commercial10 ...........................................................
Financial2 .................................................................................
Charge to income statement ........................................................
Personal ...................................................................................
– first lien residential mortgages .........................................
– other personal1 ..................................................................
Corporate and commercial ......................................................
– manufacturing and international trade and services ........
– commercial real estate and other property-related ..........
– other commercial10 ...........................................................
Financial2 .................................................................................
Exchange and other movements19 ...............................................
(6,655)
(4,367)
(896)
(3,471)
(2,229)
(1,283)
(462)
(484)
(59)
1,296
1,097
119
978
198
61
29
108
1
6,048
3,196
627
2,569
2,974
1,690
826
458
(122)
(1,657)
(9,812)
(6,905)
(2,059)
(4,846)
(2,677)
(1,610)
(506)
(561)
(230)
1,146
966
140
826
172
59
41
72
8
8,160
5,362
1,910
3,452
2,802
1,457
690
655
(4)
(961)
(12,480)
(10,431)
(2,662)
(7,769)
(2,009)
(1,137)
(392)
(480)
(40)
1,426
1,175
86
1,089
242
135
20
87
9
11,505
9,318
4,103
5,215
2,114
901
764
449
73
(3,056)
(19,300)
(16,458)
(4,163)
(12,295)
(2,789)
(1,050)
(1,280)
(459)
(53)
1,020
846
93
753
156
92
21
43
18
13,548
11,187
3,461
7,726
2,198
909
660
629
163
(676)
(24,840)
(22,703)
(4,704)
(17,999)
(1,984)
(1,093)
(327)
(564)
(153)
890
712
61
651
170
123
9
38
8
24,942
19,781
4,185
15,596
4,711
2,392
1,492
827
450
685
At 31 December ...........................................................................
15,201
16,169
17,636
20,241
25,649
Impairment allowances against banks:
– individually assessed ............................................................
58
57
125
158
107
Impairment allowances against customers:
– individually assessed ............................................................
– collectively assessed .............................................................
7,072
8,071
6,572
9,540
At 31 December ...........................................................................
15,201
16,169
6,537
10,974
17,636
6,457
13,626
20,241
6,494
19,048
25,649
For footnotes, see page 263.
193
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Impaired loans
Movement in impairment allowances on loans and advances to customers and banks
(Audited)
Banks
individually
assessed
US$m
Customers
Individually
assessed
US$m
Collectively
assessed
US$m
At 1 January 2013 .........................................................................
Amounts written off .....................................................................
Recoveries of loans and advances previously written off ............
Charge to income statement .........................................................
Exchange and other movements19 ................................................
At 31 December 2013 ..................................................................
Impairment allowances on loans and advances to customers ......
– personal ................................................................................
– corporate and commercial ....................................................
– financial ................................................................................
As a percentage of loans and advances20,21 ..............................
At 1 January 2012 .........................................................................
Amounts written off .....................................................................
Recoveries of loans and advances previously written off ............
Charge to income statement .........................................................
Exchange and other movements19 ................................................
At 31 December 2012 ...................................................................
Impairment allowances on loans and advances to customers ......
– personal ................................................................................
– corporate and commercial ....................................................
– financial ................................................................................
As a percentage of loans and advances20,21 ..............................
For footnotes, see page 263.
57
(4)
–
5
–
58
%
0.05
US$m
125
(70)
–
–
2
57
%
0.05
6,572
(1,937)
209
2,315
(87)
7,072
7,072
589
6,096
387
%
0.70
US$m
6,537
(2,361)
199
2,139
58
6,572
6,572
685
5,407
480
%
0.67
9,540
(4,714)
1,087
3,728
(1,570)
8,071
8,071
6,013
1,963
95
%
0.80
US$m
10,974
(7,381)
947
6,021
(1,021)
9,540
9,540
7,527
1,939
74
%
0.98
Individually and collectively assessed impairment charge to the income statement by industry sector
(Unaudited)
Individually
assessed
2012
Collectively
assessed
US$m
US$m
–
96
40
56
2,029
910
604
515
14
–
5,266
1,870
3,396
773
547
1,457
86
140
(18)
690
655
(4)
2,139
6,021
8,160
Individually
assessed
US$m
2013
Collectively
assessed
US$m
Banks ..................................................................
Personal ...............................................................
– first lien residential mortgages ...................
– other personal1 ............................................
5
49
27
22
Corporate and commercial .................................
2,414
– manufacturing and international trade
and services ............................................
1,265
– commercial real estate and other
property-related ......................................
– other commercial10 .....................................
Financial .............................................................
Total charge to income statement .......................
791
358
(148)
2,320
For footnotes, see page 263.
–
3,147
600
2,547
560
425
35
100
21
3,728
Total
US$m
5
3,196
627
2,569
2,974
1,690
826
458
(127)
6,048
194
Total
US$m
16,169
(6,655)
1,296
6,048
(1,657)
15,201
15,143
6,602
8,059
482
%
1.35
US$m
17,636
(9,812)
1,146
8,160
(961)
16,169
16,112
8,212
7,346
554
%
1.48
Total
US$m
–
5,362
1,910
3,452
2,802
Net loan impairment charge to the income statement
(Unaudited)
Individually assessed impairment allowances ............................
– new allowances ...................................................................
– release of allowances no longer required ............................
– recoveries of amounts previously written off .....................
Collectively assessed impairment allowances ............................
– new allowances net of allowance releases ..........................
– recoveries of amounts previously written off .....................
Total charge for impairment losses .............................................
– banks ...................................................................................
– customers ............................................................................
At 31 December
Impaired loans .............................................................................
Impairment allowances ................................................................
2013
US$m
2,320
3,440
(911)
(209)
3,728
4,815
(1,087)
6,048
5
6,043
2012
US$m
2,139
3,272
(934)
(199)
6,021
6,968
(947)
8,160
–
8,160
2011
US$m
2010
US$m
1,915
2,904
(798)
(191)
9,590
10,825
(1,235)
11,505
(16)
11,521
2,625
3,617
(847)
(145)
10,923
11,798
(875)
13,548
12
13,536
2009
US$m
4,458
5,173
(581)
(134)
20,484
21,240
(756)
24,942
70
24,872
36,503
15,201
38,776
16,169
41,739
17,636
47,064
20,241
30,845
25,649
Charge for impairment losses as a percentage of average gross loans and advances to customers by
geographical region22
(Unaudited)
Europe
%
Hong
Kong
%
Rest of
Asia-
Pacific
%
MENA
%
North
America
%
Latin
America
%
2013
New allowances net of allowance releases ..............
Recoveries ................................................................
Total charge for impairment losses ..........................
Amount written off net of recoveries .......................
2012
New allowances net of allowance releases ..............
Recoveries ................................................................
0.59
(0.16)
0.09
(0.02)
0.34
(0.09)
0.15
(0.29)
0.91
(0.08)
5.93
(0.57)
0.43
0.39
0.07
0.08
0.25
0.17
(0.14)
0.83
5.36
0.38
1.00
3.68
0.58
(0.10)
0.07
(0.02)
0.37
(0.11)
1.16
(0.26)
2.31
(0.08)
4.36
(0.62)
Total charge for impairment losses ..........................
Amount written off net of recoveries .......................
0.48
0.50
0.05
0.11
0.26
0.30
0.90
0.81
2.23
3.74
2.57
3.21
Charge for impairment losses as a percentage of average gross loans and advances to customers22
(Unaudited)
New allowances net of allowance releases .................................
Recoveries ...................................................................................
Total charge for impairment losses .............................................
Amount written off net of recoveries ..........................................
For footnote, see page 263.
2013
%
0.78
(0.14)
0.64
0.56
2012
%
1.00
(0.12)
0.88
0.93
2011
%
1.34
(0.15)
1.19
1.14
2010
%
1.65
(0.12)
1.53
2.08
Total
%
0.78
(0.14)
0.64
0.56
1.00
(0.12)
0.88
0.93
2009
%
2.92
(0.10)
2.82
2.71
195
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Impaired loans / Concentration of exposure
Reconciliation of reported and constant currency changes by geographical region
(Unaudited)
31 Dec 12
as reported
US$m
Currency
translation
adjustment23
US$m
31 Dec 12
at 31 Dec 13
exchange
rates
US$m
Movement
- constant
currency
basis
US$m
Reported
31 Dec 13
as reported
US$m
Impaired loans
Europe .........................................
Hong Kong .................................
Rest of Asia-Pacific ....................
Middle East and North Africa ....
North America ............................
Latin America .............................
Impairment allowances
Europe .........................................
Hong Kong .................................
Rest of Asia-Pacific ....................
Middle East and North Africa ....
North America ............................
Latin America .............................
For footnotes, see page 263.
11,145
477
1,147
2,474
20,345
3,188
38,776
5,361
473
746
1,811
5,616
2,162
16,169
231
–
(78)
(6)
(54)
(291)
(198)
82
–
(56)
(10)
(27)
(236)
(247)
11,376
477
1,069
2,468
20,291
2,897
38,578
5,443
473
690
1,801
5,589
1,926
1,852
(32)
109
(183)
(5,168)
1,347
(2,075)
155
(24)
75
(218)
(1,347)
638
13,228
445
1,178
2,285
15,123
4,244
36,503
5,598
449
765
1,583
4,242
2,564
15,922
(721)
15,201
Reconciliation of reported and constant currency impairment charge to the income statement
(Unaudited)
31 Dec 12
as reported
US$m
Currency
translation
adjustment23
US$m
31 Dec 12
at 31 Dec 13
exchange
rates
US$m
Movement
- constant
currency
basis
US$m
Reported
31 Dec 13
as reported
US$m
Charge for impairment losses .
Europe .........................................
– new allowances ..................
– releases ...............................
– recoveries ...........................
Hong Kong .................................
– new allowances ..................
– releases ...............................
– recoveries ...........................
Rest of Asia-Pacific ....................
– new allowances ..................
– releases ...............................
– recoveries ...........................
Middle East and North Africa ....
– new allowances ..................
– releases ...............................
– recoveries ...........................
North America ............................
– new allowances ..................
– releases ...............................
– recoveries ...........................
Latin America .............................
– new allowances ..................
– releases ...............................
– recoveries ...........................
1,874
3,043
(760)
(409)
84
224
(109)
(31)
340
677
(187)
(150)
255
580
(250)
(75)
3,462
3,889
(298)
(129)
2,145
2,581
(84)
(352)
Total ............................................
– new allowances ..................
– releases ...............................
– recoveries ...........................
8,160
10,994
(1,688)
(1,146)
For footnotes, see page 263.
(8)
(30)
11
11
–
(1)
1
–
(14)
(22)
5
3
(5)
(4)
–
(1)
(5)
(5)
1
(1)
(165)
(188)
5
18
(197)
(250)
23
30
1,866
3,013
(749)
(398)
84
223
(108)
(31)
326
655
(182)
(147)
250
576
(250)
(76)
3,457
3,884
(297)
(130)
1,980
2,393
(79)
(334)
7,963
10,744
(1,665)
(1,116)
(134)
69
36
(239)
51
75
(20)
(4)
22
–
7
15
(294)
(168)
(115)
(11)
(2,222)
(2,244)
15
7
662
869
(259)
52
(1,915)
(1,399)
(336)
(180)
1,732
3,082
(713)
(637)
135
298
(128)
(35)
348
655
(175)
(132)
(44)
408
(365)
(87)
1,235
1,640
(282)
(123)
2,642
3,262
(338)
(282)
6,048
9,345
(2,001)
(1,296)
196
Constant
currency
change24
%
16
(7)
10
(7)
(25)
46
(5)
3
(5)
11
(12)
(24)
33
(5)
Constant
currency
change24
%
(7)
2
(5)
60
61
34
19
13
7
–
(4)
(10)
(29)
46
14
(64)
(58)
(5)
(5)
33
36
328
(16)
(24)
(13)
20
16
change24
%
19
(7)
3
(8)
(26)
33
(6)
4
(5)
3
(13)
(24)
19
(6)
change24
%
(8)
1
(6)
56
61
33
17
13
2
(3)
(6)
(12)
(30)
46
16
(64)
(58)
(5)
(5)
23
26
302
(20)
(26)
(15)
19
13
Concentration of exposure
(Unaudited)
Concentrations of credit risk are described
in the Appendix to Risk on page 273.
The geographical diversification of our lending
portfolio and our broad range of global businesses
and products ensured that we did not overly depend
on a few markets to generate growth in 2013. This
diversification also supported our strategy for
growth in faster-growing markets and in those
with international connectivity.
An analysis of credit quality is provided on page 169.
Trading securities remained the largest concentration
within trading assets at 68% compared with 47% in
2012. This increase was due to a change in the way
GB&M manage reverse repo activities, which led to
a significant reduction in these balances in loans and
advances to banks and customers. The largest
concentration within the trading securities portfolio
was in government and government agency debt
securities. We had significant exposures to US
Treasury and government agency debt securities
(US$23bn) and UK (US$12bn) and Hong Kong
(US$6bn) government debt securities.
For an analysis of debt and equity securities held for trading,
see Note 14 on the Financial Statements.
Financial investments
Derivatives
Our holdings of available-for-sale government and
government agency debt securities, corporate debt
securities, ABSs and other securities were spread
across a wide range of issuers and geographical
regions in 2013, with 13% invested in securities
issued by banks and other financial institutions and
73% in government or government agency debt
securities. We also held assets backing insurance and
investment contracts.
For an analysis of financial investments, see Note 19 on the
Financial Statements.
Trading assets
Trading assets
(Unaudited)
2013
2012
US$bn US$bn
163
28
48
239
171
78
118
367
Trading securities25 ..........................
Loans and advances to banks .........
Loans and advances to customers ..
For footnote, see page 263.
Derivative assets were US$282bn at 31 December
2013 (2012: US$357bn), of which the largest
concentrations were interest rate and, to a lesser
extent, foreign exchange derivatives. Our exposure
to derivatives decreased by 21% as upward
movements in yield curves in major currencies led to
a decline in the fair value of interest rate contracts,
largely in Europe, although this was partly offset by
a reduction in netting.
For an analysis of derivatives, see Note 18 on the Financial
Statements.
Loans and advances
Gross loans and advances to customers (excluding
the financial sector) of US$957bn at 31 December
2013 increased by US$25bn or 3% compared with
the end of 2012 on a reported basis. On a constant
currency basis they were US$30bn higher.
The following tables analyse loans and advances
by industry sector and by the location of the principal
operations of the lending subsidiary or, in the case
of the operations of The Hongkong and Shanghai
Banking Corporation, HSBC Bank, HSBC Bank
Middle East and HSBC Bank USA, by the location
of the lending branch.
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Concentration of exposure
Gross loans and advances by industry sector
(Unaudited)
Personal .................................................
– first lien residential mortgages26 ..
– other personal1 ..............................
Corporate and commercial ...................
– manufacturing ...............................
– international trade and services ....
– commercial real estate ..................
– other property-related ...................
– government ...................................
– other commercial10 .......................
Financial ...............................................
– non-bank financial institutions .....
– settlement accounts ......................
2013
US$m
410,728
299,875
110,853
543,822
113,925
185,081
74,846
44,832
7,342
117,796
138,181
136,195
1,986
Currency
effect
US$m
Move-
ment
US$m
(2,949)
(735)
(2,214)
(2,758)
(1,070)
(993)
189
(222)
(81)
(581)
1,009
1,076
(67)
(1,416)
(1,252)
(164)
33,087
2,846
16,685
(2,103)
4,522
(3,362)
14,499
55,914
55,302
612
2012
US$m
415,093
301,862
113,231
513,493
112,149
169,389
76,760
40,532
10,785
103,878
81,258
79,817
1,441
2011
US$m
393,625
278,963
114,662
472,816
96,054
152,709
73,941
39,539
11,079
99,494
86,219
85,275
944
2010
US$m
425,320
268,681
156,639
445,512
91,121
146,573
71,880
34,838
8,594
92,506
101,725
100,163
1,562
2009
US$m
434,206
260,669
173,537
383,090
80,487
115,641
69,389
30,520
6,689
80,364
96,650
95,237
1,413
Asset-backed securities reclassified .....
2,716
84
(1,259)
3,891
5,280
5,892
7,827
Total gross loans and advances to
customers (A) ...................................
1,095,447
Gross loans and advances to banks ......
211,579
Total gross loans and advances ............
Of which:
1,307,026
(4,614)
(2,421)
(7,035)
86,326
1,013,735
957,940
978,449
921,773
61,397
152,603
181,112
208,429
179,888
147,723
1,166,338
1,139,052
1,186,878
1,101,661
– reverse repos to customers ...........
– reverse repos to banks ..................
88,215
91,475
799
(388)
52,765
56,402
34,651
35,461
41,419
41,909
60,519
66,402
58,913
63,332
Impaired loans and advances to
customers ..........................................
– as a percentage of A .....................
36,428
3.3%
(198)
(2,045)
38,671
3.8%
41,584
4.3%
46,871
4.8%
30,606
3.3%
Impairment allowances on loans and
advances to customers ......................
– as a percentage of A .....................
Charge for impairment losses ...............
– new allowances net of allowance
releases .....................................
– recoveries .....................................
15,143
1.4%
6,048
7,344
(1,296)
For footnotes, see page 263.
The following commentary is on a constant
currency basis.
Personal lending balances of US$411bn
represented 38% of gross lending to customers
at 31 December 2013. This was a reduction of
US$1.4bn compared with 31 December 2012.
First lien residential mortgage lending continued
to represent our largest concentration in a single
exposure type, the most significant balances being
in the UK (44%), Hong Kong (18%) and the
US (14%).
Corporate and commercial lending was 50%
of gross lending to customers at 31 December
2013, representing our largest lending category.
International trade and services, which comprised
the largest portion of the corporate and commercial
lending category, increased by 10% compared with
(246)
(723)
16,112
1.6%
17,511
20,083
1.8%
2.1%
25,542
2.8%
(197)
(1,915)
8,160
11,505
13,548
24,942
(227)
30
(1,735)
(180)
9,306
(1,146)
12,931
(1,426)
14,568
(1,020)
25,832
(890)
31 December 2012. This was due to continued
demand for financing by customers in Hong Kong
and, to a lesser extent, in Rest of Asia-Pacific.
Commercial real estate lending was 7% of total
gross lending to customers, broadly unchanged from
31 December 2012. The main concentrations of
commercial real estate lending were in the UK and
Hong Kong.
Lending to non-bank financial institutions
was US$138bn, an increase of US$56bn compared
with 31 December 2012 mainly due to a change in
the way GB&M manages reverse repo activities,
and increased lending to other financial services
companies in Hong Kong. Our exposure was
spread across a range of institutions, with the most
significant exposures being in the UK, France and
the US.
198
Loans and advances to banks were widely
distributed across many countries and increased
by 41% from 31 December 2012. This was driven
by a change in the way GB&M manage reverse
repo activities, and higher placements with financial
institutions in Hong Kong.
The tables that follow provide information
on loans and advances by geographical region and
by country. The commentary on these loans and
advances can be found under ‘Personal lending’ and
‘Wholesale lending’ on pages 160 and 165,
respectively.
Gross loans and advances to customers by industry sector and by geographical region
(Audited)
Gross loans and advances to customers
Hong
Europe
Kong
US$m US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
Total
US$m
As a %
of total
gross
loans
At 31 December 2013
Personal ..............................................
– first lien residential mortgages26
– other personal1 ...........................
Corporate and commercial ................
– manufacturing ............................
– international trade and services .
– commercial real estate ...............
– other property-related ................
– government ................................
– other commercial10 ....................
Financial ............................................
– non-bank financial institutions ..
– settlement accounts ...................
192,107
140,474
51,633
239,529
55,920
77,113
31,326
7,308
3,340
64,522
75,550
73,993
1,557
Asset-backed securities reclassified ..
2,578
73,556
53,762
19,794
114,832
11,582
43,041
25,358
19,546
739
14,566
7,610
7,353
257
–
50,973
38,285
12,688
89,066
19,176
36,327
9,202
7,601
282
16,478
8,522
8,449
73
–
6,484
2,451
4,033
19,760
3,180
8,629
639
1,333
1,443
4,536
2,532
2,532
–
72,690
60,955
11,735
50,447
11,853
11,676
5,900
8,716
564
11,738
42,591
42,591
–
14,918
3,948
10,970
30,188
12,214
8,295
2,421
328
974
5,956
1,376
1,277
99
410,728
299,875
110,853
543,822
113,925
185,081
74,846
44,832
7,342
117,796
138,181
136,195
1,986
–
138
–
2,716
37.5
27.4
10.1
49.7
10.4
16.9
6.8
4.1
0.7
10.8
12.6
12.4
0.2
0.2
Total gross loans and advances to
customers (A) ................................
Of which:
– reverse repos ..............................
Percentage of A by geographical
509,764
195,998
148,561
28,776
165,866
46,482
1,095,447
100.0
48,091
1,991
4,457
–
33,676
–
88,215
8.1
region .............................................
46.5%
17.9%
13.6%
2.6%
15.2%
4.2% 100.0%
Impaired loans ...................................
13,187
– as a percentage of A ...................
2.6%
Total impairment allowances ............
– as a percentage of A ...................
5,563
1.1%
445
0.2%
449
0.2%
1,178
0.8%
765
0.5%
2,265
7.9%
1,565
5.4%
15,109
9.1%
4,237
2.6%
4,244
9.1%
2,564
5.5%
36,428
3.3%
15,143
1.4%
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Concentration of exposure
Gross loans and advances to customers by industry sector and by geographical region (continued)
(Audited)
Gross loans and advances to customers
Hong
Europe
Kong
US$m US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
Total
US$m
At 31 December 2012
Personal ..............................................
– first lien residential mortgages26
– other personal1 ...........................
Corporate and commercial ................
– manufacturing ............................
– international trade and services .
– commercial real estate ...............
– other property-related ................
– government ................................
– other commercial10 ....................
Financial ............................................
– non-bank financial institutions ..
– settlement accounts ...................
186,274
135,172
51,102
223,061
56,690
70,954
33,279
7,402
2,393
52,343
55,732
55,262
470
Asset-backed securities reclassified ..
3,694
70,341
52,296
18,045
99,199
10,354
33,832
23,384
16,399
2,838
12,392
4,546
4,070
476
–
49,305
36,906
12,399
85,305
19,213
32,317
9,286
6,641
1,136
16,712
4,255
3,843
412
–
6,232
2,144
4,088
22,452
3,373
9,115
865
2,103
1,662
5,334
1,196
1,194
2
84,354
70,133
14,221
47,886
9,731
13,419
6,572
7,607
774
9,783
13,935
13,935
–
18,587
5,211
13,376
35,590
12,788
9,752
3,374
380
1,982
7,314
1,594
1,513
81
415,093
301,862
113,231
513,493
112,149
169,389
76,760
40,532
10,785
103,878
81,258
79,817
1,441
–
197
–
3,891
As a %
of total
gross
loans
41.0
29.8
11.2
50.6
11.1
16.6
7.6
4.0
1.1
10.2
8.0
7.9
0.1
0.4
Total gross loans and advances to
customers (B) ................................
Of which:
– reverse repos ..............................
Percentage of B by geographical
468,761
174,086
138,865
29,880
146,372
55,771
1,013,735
100.0
27,299
760
307
–
6,281
4
34,651
3.4
region .............................................
46.3%
17.2%
13.7%
2.9%
14.4%
5.5%
100.0%
Impaired loans ...................................
11,080
– as a percentage of B ...................
2.4%
Total impairment allowances ............
– as a percentage of B ...................
5,321
1.1%
477
0.3%
473
0.3%
1,147
0.8%
746
0.5%
2,448
8.2%
1,794
6.0%
20,331
13.9%
5,616
3.8%
3,188
5.7%
2,162
3.9%
38,671
3.8%
16,112
1.6%
For footnotes, see page 263.
Loans and advances to banks by geographical region
(Unaudited)
Hong
Europe
Kong
US$m US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
Loans and
advances
to banks
US$m
Impair-
ment
allowances27
US$m
At 31 December 2013 ......................
At 31 December 2012 .......................
At 31 December 2011 .......................
At 31 December 2010 .......................
At 31 December 2009 .......................
73,904
45,320
54,406
78,239
65,614
35,150
23,500
35,159
33,585
36,197
50,637
44,592
47,309
40,437
35,648
6,443
9,198
8,571
9,335
8,435
30,164
13,465
14,831
19,479
15,386
15,281
16,528
20,836
27,354
18,608
211,579
152,603
181,112
208,429
179,888
(58)
(57)
(125)
(158)
(107)
For footnote, see page 263.
200
Gross loans and advances to customers by country
(Unaudited)
First lien
residential
mortgages
US$m
Other
personal
US$m
Property-
related
US$m
Commercial,
international
trade and other
US$m
At 31 December 2013
Europe ............................................................
UK28 ................................................................
France .............................................................
Germany .........................................................
Malta ...............................................................
Switzerland .....................................................
Turkey .............................................................
Other ...............................................................
Hong Kong .....................................................
Rest of Asia-Pacific .......................................
Australia ..........................................................
India ................................................................
Indonesia .........................................................
Mainland China ..............................................
Malaysia ..........................................................
Singapore ........................................................
Taiwan ............................................................
Vietnam ...........................................................
Other ...............................................................
Middle East and North Africa
(excluding Saudi Arabia) ...........................
Egypt ...............................................................
Qatar ...............................................................
UAE ................................................................
Other ...............................................................
North America ..............................................
US28 .................................................................
Canada ............................................................
Bermuda ..........................................................
Latin America ...............................................
Argentina ........................................................
Brazil ...............................................................
Mexico ............................................................
Other ...............................................................
140,474
132,174
2,661
7
2,007
364
833
2,428
53,762
38,285
9,468
1,080
69
4,880
5,140
10,283
3,797
55
3,513
2,451
1
13
2,082
355
60,955
42,317
17,036
1,602
3,948
20
1,811
2,117
–
51,633
22,913
13,840
218
526
8,616
4,002
1,518
19,794
12,688
1,236
297
447
300
1,994
5,754
660
264
1,736
4,033
477
377
1,842
1,337
11,735
6,257
5,116
362
10,970
1,425
6,466
3,079
–
38,634
28,127
8,442
127
434
269
305
930
44,904
16,803
2,511
425
78
5,808
1,997
3,953
158
53
1,820
1,972
146
261
1,331
234
14,616
10,174
3,912
530
2,749
62
1,268
1,398
21
279,023
219,248
38,333
6,361
1,627
320
4,059
9,075
77,538
80,785
7,138
4,732
5,361
22,178
5,420
12,188
5,198
1,464
17,106
20,320
2,232
1,245
12,344
4,499
78,560
59,150
18,557
853
28,815
2,103
17,132
8,994
586
Total
US$m
509,764
402,462
63,276
6,713
4,594
9,569
9,199
13,951
195,998
148,561
20,353
6,534
5,955
33,166
14,551
32,178
9,813
1,836
24,175
28,776
2,856
1,896
17,599
6,425
165,866
117,898
44,621
3,347
46,482
3,610
26,677
15,588
607
299,875
110,853
119,678
565,041
1,095,447
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Report of the Directors: Financial Review (continued)
Risk > Credit risk > Concentration of exposure / HSBC Holdings / Securitisation exposures and other structured products
Gross loans and advances to customers by country (continued)
(Unaudited)
At 31 December 2012
Europe .............................................................
UK ...................................................................
France .............................................................
Germany .........................................................
Malta ...............................................................
Switzerland .....................................................
Turkey .............................................................
Other ...............................................................
Hong Kong .....................................................
Rest of Asia-Pacific ........................................
Australia ..........................................................
India ................................................................
Indonesia .........................................................
Mainland China ..............................................
Malaysia ..........................................................
Singapore ........................................................
Taiwan ............................................................
Vietnam ...........................................................
Other ...............................................................
Middle East and North Africa
(excluding Saudi Arabia) ...........................
Egypt ...............................................................
Qatar ...............................................................
UAE ................................................................
Other ...............................................................
North America ................................................
US ...................................................................
Canada ............................................................
Bermuda ..........................................................
Latin America .................................................
Argentina ........................................................
Brazil ...............................................................
Mexico ............................................................
Panama ............................................................
Other ...............................................................
First lien
residential
mortgages
US$m
135,172
127,024
2,643
9
1,821
298
1,062
2,315
52,296
36,906
10,037
1,000
83
3,539
5,025
10,123
3,323
50
3,726
2,144
2
11
1,743
388
70,133
49,417
19,040
1,676
5,211
28
1,745
1,989
1,402
47
Other
personal
US$m
Property-
related
US$m
Commercial,
international
trade and other
US$m
51,102
23,446
10,960
284
563
9,403
4,084
2,362
18,045
12,399
1,490
394
508
302
2,175
4,812
597
252
1,869
4,088
479
385
1,822
1,402
14,221
7,382
6,444
395
13,376
1,532
8,042
2,756
1,023
23
40,681
30,342
8,465
126
454
66
317
911
39,783
15,927
2,311
521
95
5,078
1,813
3,938
120
60
1,991
2,968
124
484
1,533
827
14,179
9,449
4,136
594
3,754
85
1,287
1,280
1,049
53
241,806
179,799
42,891
5,212
1,631
191
3,356
8,726
63,962
73,633
7,208
5,389
5,349
19,083
5,880
9,854
5,180
1,710
13,980
20,680
2,600
1,082
12,264
4,734
47,839
29,315
17,369
1,155
33,430
2,465
18,022
9,447
2,405
1,091
Total
US$m
468,761
360,611
64,959
5,631
4,469
9,958
8,819
14,314
174,086
138,865
21,046
7,304
6,035
28,002
14,893
28,727
9,220
2,072
21,566
29,880
3,205
1,962
17,362
7,351
146,372
95,563
46,989
3,820
55,771
4,110
29,096
15,472
5,879
1,214
301,862
113,231
117,292
481,350
1,013,735
202
HSBC Holdings
(Audited)
Risk in HSBC Holdings is overseen by the HSBC
Holdings Asset and Liability Management
Committee (‘ALCO’). The major risks faced by
HSBC Holdings are credit risk, liquidity risk and
market risk (in the form of interest rate risk and
foreign exchange risk), of which the most significant
is credit risk.
Credit risk in HSBC Holdings primarily arises
from transactions with Group subsidiaries and from
guarantees issued in support of obligations assumed
by certain Group operations in the normal conduct
of their business. It is reviewed and managed within
regulatory and internal limits for exposures by our
HSBC Holdings – maximum exposure to credit risk
(Audited)
Global Risk function, which provides high-level
centralised oversight and management of credit risks
worldwide.
HSBC Holdings’ maximum exposure to credit
risk at 31 December 2013 is shown below. Its
financial assets principally represent claims on
Group subsidiaries in Europe and North America.
All of the derivative transactions are with HSBC
undertakings that are banking counterparties (2012:
100%) and for which HSBC Holdings has in place
master netting arrangements. Since 2012, the credit
risk exposure has been managed on a net basis and
the remaining net exposure is specifically
collateralised in the form of cash.
At 31 December 2013
At 31 December 2012
Cash at bank and in hand:
– balances with HSBC undertakings ..............
Derivatives ..........................................................
Loans and advances to HSBC undertakings ......
Financial investments .........................................
Financial guarantees and similar contracts ........
Loan and other credit-related commitments ......
Maximum
exposure
US$m
407
2,789
53,344
1,210
52,836
1,245
Offset
US$m
–
(2,755)
–
–
–
–
Exposure to
credit risk
(net)
US$m
Maximum
exposure
US$m
407
34
53,344
1,210
52,836
1,245
353
3,768
41,675
1,208
49,402
1,200
97,606
Exposure to
credit risk
(net)
US$m
353
–
41,675
1,208
49,402
1,200
93,838
Offset
US$m
–
(3,768)
–
–
–
–
(3,768)
111,831
(2,755)
109,076
The credit quality of the loans and advances to
HSBC undertakings is assessed as ‘strong’ or ‘good’,
with 100% of the exposure being neither past due
nor impaired (2012: 100%). The financial
investments held by HSBC Holdings have a
Standard and Poor’s (‘S&P’) rating of A– (2012: A–).
Securitisation exposures and other
structured products
(Audited)
This section contains information about our exposure
to the following:
•
asset-backed securities (‘ABS’s), including
mortgage-backed securities (‘MBS’s) and
related collateralised debt obligations (‘CDO’s);
direct lending at fair value through profit or
loss;
•
• monoline insurance companies (‘monolines’);
•
•
leveraged finance transactions; and
representations and warranties related to
mortgage sales and securitisation activities.
Within the above is included information on
the GB&M legacy credit activities in respect of
Solitaire Funding Limited (‘Solitaire’), the securities
investment conduits (‘SIC’s), ABS trading portfolios
and derivative transactions with monolines.
Further information in respect of Solitaire and the SICs is
provided in Note 42 on the Financial Statements.
Accounting policies
Our accounting policies for the classification and measurement
of financial instruments are in accordance with the
requirements of IAS 32 ‘Financial Instruments: Presentation’,
IAS 39 ‘Financial Instruments: Recognition and Measurement’
and IFRS 13 ‘Fair Value Measurement’, as described in Note 2
on the Financial Statements, and the use of assumptions and
estimates in respect of the valuation of financial instruments is
described in Note 15 on the Financial Statements.
203
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Securitisation exposures and other structured products
Balance Sheet Management holds ABSs
primarily issued by government agency and
sponsored enterprises as part of our investment
portfolios.
For further information on Balance Sheet Management, see
page 238
Exposure in 2013
(Audited)
2013 saw an improvement in US macro-economic
indicators and continued market appetite for
structured products. Following the mid-year market
response to the expectation that the scale of
government repurchase schemes and quantitative
measures may decrease, which led to depreciation in
the value of MBSs issued by government agencies
Overall exposure of HSBC
(Audited)
and sponsored enterprises, the second half of the
year saw the market for these securities moderate
and they traded with less volatility in this period.
Spreads modestly tightened across the rest of the
structured product market in the year, with a notable
appreciation in US Alt-A RMBS prices as a result
of the improved view on the US housing market.
Within the following table are assets held in
the GB&M legacy credit portfolio with a carrying
value of US$28bn (2012: US$31.6bn).
A summary of the nature of HSBC’s
exposures is provided in the Appendix to Risk
on page 274.
At 31 December 2013
At 31 December 2012
Carrying
amount29
US$bn
Including
sub-prime
and Alt-A
US$bn
Carrying
amount29
US$bn
Including
sub-prime
and Alt-A
US$bn
Asset-backed securities (ABSs) ................................................................
– fair value through profit or loss .......................................................
– available for sale30 ............................................................................
– held to maturity30 ..............................................................................
– loans and receivables ........................................................................
Direct lending at fair value through profit or loss ....................................
Total ABSs and direct lending at fair value
through profit or loss ............................................................................
Less securities subject to risk mitigation from credit derivatives
with monolines and other financial institutions ...................................
Leveraged finance loans ...........................................................................
– loans and receivables ........................................................................
50.1
3.1
42.7
1.1
3.2
0.1
50.2
(1.5)
48.7
1.4
1.4
50.1
Exposure including securities mitigated by credit derivatives with
monolines and other financial institutions ............................................
51.6
7.2
0.2
6.5
–
0.5
0.1
59.0
3.4
49.6
1.6
4.4
1.0
7.3
60.0
(0.2)
7.1
–
–
7.1
7.3
(1.9)
58.1
2.8
2.8
60.9
62.8
7.0
0.2
6.1
0.1
0.6
0.6
7.6
(0.2)
7.4
–
–
7.4
7.6
For footnotes, see page 263.
ABSs classified as available for sale
Our principal holdings of available-for-sale ABSs
are held in GB&M structured entities (‘SE’s)
established from the outset with the benefit of
external investor first loss protection support, and
positions held directly and by Solitaire, where we
provide first loss protection of US$1.2bn through
credit enhancement and a liquidity facility.
204
Movement in the available-for-sale reserve
(Audited)
Available-for-sale reserve at 1 January ..............
Increase/(decrease) in fair value of securities ....
Effect of impairments32 ......................................
Repayment of capital ..........................................
Other movements ................................................
Available-for-sale reserve at 31 December ........
For footnotes, see page 263.
Securities investment conduits
(Unaudited)
The total carrying amount of ABSs held through
SEs in the overleaf table represents holdings in
which significant first loss protection is provided
through capital notes issued by SICs, excluding
Solitaire.
At each reporting date, we assess whether
there is any objective evidence of impairment in
the value of the ABSs held by SEs. Impairment
charges incurred on these assets are offset by a
2013
2012
Directly
held/
Solitaire31
US$m
(1,473)
(442)
101
38
262
(1,514)
SEs
US$m
(720)
599
61
85
(154)
(129)
Directly
held/
Solitaire31
US$m
(3,085)
1,195
339
164
(86)
(1,473)
Total
US$m
(2,193)
157
162
123
108
(1,643)
SEs
US$m
(2,061)
914
394
174
(141)
(720)
Total
US$m
(5,146)
2,109
733
338
(227)
(2,193)
credit to the impairment line for the amount of
the loss allocated to capital note holders, subject
to the carrying amount of the capital notes being
sufficient to offset the loss. Where the aggregate
impairment charges exceeded the carrying value
of the capital notes, liability write-backs of
US$20m (2012: a charge of US$119m) were
attributed to HSBC as shown in the table below.
In respect of the SICs, the capital notes held by
third parties are expected to absorb the cash losses
in the vehicles.
Available-for-sale reserve and economic first loss protection in SICs, excluding Solitaire
(Unaudited)
Available-for-sale reserve ..............................................................................................................................
– related to asset-backed securities ...........................................................................................................
Economic first loss protection ........................................................................................................................
Carrying amount of capital notes liability ......................................................................................................
Impairment (write-backs)/charge for the year:
– allocated to HSBC ..................................................................................................................................
– allocated to capital note holders .............................................................................................................
2013
US$m
(37)
(129)
2,286
457
(20)
(96)
2012
US$m
(787)
(720)
2,286
249
119
–
Impairment methodologies
(Audited)
The accounting policy for impairment and
indicators of impairment is set out in Note 2 on the
Financial Statements.
Impairment charges/(write-backs)
(Unaudited)
A summary of our impairment
methodologies is provided in the Appendix
to Risk on page 272.
Year ended 31 December 2013
Year ended 31 December 2012
Directly
held/
Solitaire31
US$m
SEs
US$m
Total
US$m
Directly
held/
Solitaire31
US$m
Sub-prime residential ..........................................
US Alt-A residential ...........................................
Commercial property ..........................................
Other assets .........................................................
Total impairment charge/(write-back) ...............
(16)
(156)
10
(11)
(173)
(100)
(20)
6
(2)
(116)
(116)
(176)
16
(13)
(289)
23
(209)
125
74
13
For footnote, see page 263.
SEs
US$m
Total
US$m
(67)
190
–
(4)
119
(44)
(19)
125
70
132
205
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Carrying amount of HSBC’s consolidated holdings of ABSs, and direct lending held at fair value through profit or loss29
(Audited)
Trading
US$m
Available
for sale
US$m
Held to
maturity
US$m
Designated
at fair value
through
profit or loss
US$m
Loans and
receivables
US$m
Total
US$m
Of which
held through
consolidated
SEs
US$m
Gross
principal
exposure33
US$m
Credit
default
swap
protection34
US$m
Net
principal
exposure35
US$m
2
0
6
At 31 December 2013
Mortgage-related assets:
Sub-prime residential ...................................
Direct lending ...........................................
MBSs and MBS CDOs ............................
US Alt-A residential .....................................
Direct lending ...........................................
MBSs ........................................................
US Government agency and sponsored
enterprises:
MBSs ........................................................
Other residential ...........................................
Direct lending ...........................................
MBSs ........................................................
Commercial property
MBSs and MBS CDOs ............................
Leveraged finance-related assets:
ABSs and ABS CDOs ..................................
Student loan-related assets:
ABSs and ABS CDOs ..................................
Other assets:
ABSs and ABS CDOs ..................................
178
46
132
101
10
91
178
618
–
618
133
1,208
294
196
1,271
2,969
2,977
–
2,977
3,538
–
3,538
–
–
18
–
18
18,661
1,110
1,925
–
1,925
5,667
32,768
5,011
3,705
1,265
42,749
–
–
–
–
1,128
–
–
–
1,128
–
–
–
–
–
–
–
–
–
104
104
–
–
34
138
403
–
403
134
–
134
–
399
–
399
669
1,605
251
121
1,186
3,163
3,558
46
3,512
3,791
10
3,781
19,949
2,942
–
2,942
6,573
36,813
5,556
4,022
3,756
50,147
2,782
–
2,782
2,926
–
2,926
4,504
106
4,398
5,692
14
5,678
–
19,812
1,513
–
1,513
5,146
12,367
4,310
3,495
989
21,161
3,981
–
3,981
7,188
41,177
5,841
4,897
4,805
56,720
112
–
112
100
–
100
–
53
–
53
–
265
365
199
1,010
1,839
4,392
106
4,286
5,592
14
5,578
19,812
3,928
–
3,928
7,188
40,912
5,476
4,698
3,795
54,881
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Trading
US$m
Available
for sale
US$m
Held to
maturity
US$m
Designated
at fair value
through
profit or loss
US$m
Loans and
receivables
US$m
Total
US$m
Of which
held through
consolidated
SEs
US$m
Gross
principal
exposure33
US$m
Credit
default
swap
protection34
US$m
Net
principal
exposure35
US$m
At 31 December 2012
Mortgage-related assets:
Sub-prime residential ...................................
Direct lending ...........................................
MBSs and MBS CDOs ............................
US Alt-A residential .....................................
Direct lending ...........................................
MBSs ........................................................
US Government agency and sponsored
enterprises:
MBSs ........................................................
Other residential ...........................................
Direct lending ...........................................
MBSs ........................................................
Commercial property
698
566
132
157
71
86
369
695
322
373
2,455
–
2,455
3,658
–
3,658
–
–
–
118
–
118
23,341
1,455
2,084
–
2,084
–
–
–
–
MBSs and MBS CDOs ............................
164
6,995
Leveraged finance-related assets:
ABSs and ABS CDOs ..................................
Student loan-related assets:
ABSs and ABS CDOs ..................................
Other assets:
ABSs and ABS CDOs ..................................
2,083
38,533
1,573
450
179
1,511
4,223
5,330
4,219
1,553
49,635
–
–
–
1,573
For footnotes, see page 263.
The above table excludes leveraged finance transactions, which are shown separately on page 209.
2
0
7
–
–
–
–
–
–
–
–
–
–
109
109
–
–
49
158
435
–
435
157
–
157
–
499
–
499
1,319
2,410
284
156
1,537
4,387
3,588
566
3,022
4,090
71
4,019
25,165
3,278
322
2,956
2,723
482
2,241
2,994
–
2,994
5,483
1,221
4,262
6,992
77
6,915
–
23,438
1,459
–
1,459
3,888
322
3,566
8,587
5,959
9,489
44,708
13,135
49,290
6,064
4,554
4,650
59,976
4,303
3,722
1,140
22,300
6,726
5,826
5,769
67,611
130
–
130
100
–
100
–
87
–
87
–
317
717
199
1,318
2,551
5,353
1,221
4,132
6,892
77
6,815
23,438
3,801
322
3,479
9,489
48,973
6,009
5,627
4,451
65,060
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Securitisation exposures / Leveraged finance transactions / Representations and warranties
Transactions with monoline insurers
(Audited)
HSBC’s exposure to derivative transactions
entered into directly with monolines
Our principal exposure to monolines is through a
number of OTC derivative transactions, mainly
CDSs. We entered into these CDSs primarily to
purchase credit protection against securities held
in the trading portfolio at the time.
During 2013, the notional value of contracts
with monolines and our overall credit exposure to
monolines decreased as a result of commutations,
contract expiries and amortisations, and narrowing
credit spreads. The table below sets out the fair
value, of the derivative transactions at 31 December
2013, and hence the amount at risk if the CDS
protection purchased were to be wholly ineffective
because, for example, the monoline insurer was
unable to meet its obligations. In order to further
analyse that risk, the value of protection purchased
is shown subdivided between those monolines
that were rated by S&P at ‘BBB- or above’ at
31 December 2013, and those that were ‘below
BBB-’ (BBB- is the S&P cut-off for an investment
grade classification). The ‘Credit valuation
adjustment’ column indicates the valuation
adjustment taken against the net exposures, and
reflects our best estimate of the likely loss of
value on purchased protection arising from the
deterioration in creditworthiness of the monolines.
These valuation adjustments, which reflect a
measure of the irrecoverability of the protection
purchased, have been charged to the income
statement.
Market prices are generally not readily available
for CDSs, so their value is based on the market
prices of the referenced securities.
HSBC’s exposure to derivative transactions entered into directly with monoline insurers
(Audited)
At 31 December 2013
Derivative transactions with monoline counterparties
Monolines – investment grade (BBB– or above) ............
Monolines – sub-investment grade (below BBB–) .........
At 31 December 2012
Derivative transactions with monoline counterparties
Monolines – investment grade (BBB– or above) ............
Monolines – sub-investment grade (below BBB–) .........
For footnotes, see page 263.
Credit valuation adjustments for monolines
For monolines, the standard CVA methodology (as described
on page 350) applies, with the exception that the future
exposure profile is deemed to be constant (equal to the current
market value) over the weighted average life of the referenced
security.
HSBC’s exposure to debt securities which benefit
from guarantees provided by monolines
Within both the trading and available-for-sale
portfolios, we hold bonds that are ‘wrapped’ with a
credit enhancement from a monoline. As the bonds
Net exposure
before credit
valuation
adjustment
US$m
Notional
amount
US$m
Credit
valuation
adjustment36
US$m
Net exposure
after credit
valuation
adjustment
US$m
3,297
523
3,820
4,191
957
5,148
299
190
489
606
303
909
(61)
(110)
(171)
(121)
(158)
(279)
238
80
318
485
145
630
are traded explicitly with the benefit of this
enhancement, any deterioration in the credit profile
of the monoline is reflected in market prices and,
therefore, in the carrying amount of these securities
at 31 December 2013. For wrapped bonds held in
the trading portfolio, the mark-to-market movement
has been reflected through the income statement.
For wrapped bonds held in the available-for-sale
portfolio, the mark-to-market movement is reflected
in equity unless there is objective evidence of
impairment, in which case the impairment loss
is reflected in the income statement.
208
Leveraged finance transactions
(Audited)
Leveraged finance transactions include sub-
investment grade acquisition or event-driven
financing. The following table shows our exposure
to leveraged finance transactions arising from
primary transactions. Our additional exposure to
leveraged finance loans through holdings of ABSs
HSBC’s exposure to leveraged finance transactions
(Audited)
from our trading and investment activities is shown
in the table on page 206.
We held leveraged finance commitments of
US$1.4bn at 31 December 2013 (2012: US$2.8bn),
of which US$1.3bn (2012: US$2.6bn) were funded.
At 31 December 2013, our principal exposure
was to companies in the communications and
infrastructure sector.
Exposures at 31 December 2013
Exposures at 31 December 2012
Funded37 Unfunded38
US$m
US$m
1,256
–
1,256
1,256
–
176
–
176
176
–
Total
US$m
1,432
–
1,432
1,432
–
Funded37 Unfunded38
US$m
US$m
2,108
414
2,522
2,522
–
162
92
254
252
2
Total
US$m
2,270
506
2,776
2,774
2
Europe ..................................................
North America .....................................
Held within:
– loans and receivables ....................
– fair value through profit or loss ...
For footnotes, see page 263.
Representations and warranties related to
mortgage sales and securitisation activities
(Unaudited)
We have been involved in various activities related
to the sale and securitisation of residential mortgages
that are not recognised on our balance sheet. These
activities include:
•
the purchase of US$24bn of third-party
originated mortgages by HSBC Bank USA and
their securitisation by HSBC Securities (USA)
Inc. (‘HSI’) between 2005 and 2007;
• HSI acting as underwriter for the third-party
issuance of private label MBSs with an original
issuance value of US$37bn, most of which were
sub-prime; and
•
the origination and sale by HSBC Bank USA
of mortgage loans, primarily to government-
sponsored entities.
In selling and securitising mortgage loans,
various representations and warranties may be
made to purchasers of the mortgage loans and
MBSs. When purchasing and securitising mortgages
originated by third parties and underwriting third-
party MBSs, the obligation to repurchase loans in
the event of a breach of loan level representations
and warranties resides predominantly with the
organisation that originated the loan.
Participants in the US mortgage securitisation
market that purchased and repackaged whole loans,
such as servicers, originators, underwriters, trustees
or sponsors of securitisations, have been the subject
of lawsuits and governmental and regulatory
investigations and inquiries.
At 31 December 2013, a liability of US$99m
(2012: US$219m) was recognised in respect of
various representations and warranties regarding
the origination and sale by HSBC Bank USA of
mortgage loans, primarily to government sponsored
entities. These relate to, among other things, the
ownership of the loans, the validity of the liens,
the loan selection and origination process and
compliance with the origination criteria established
by the agencies. In the event of a breach of its
representations and warranties, HSBC Bank
USA may be obliged to repurchase the loans
with identified defects or to indemnify the buyers.
The estimated liability was based on the level
of outstanding repurchase demands, the level of
outstanding requests for loan files and the expected
future repurchase demands in respect of mortgages
sold to date which were either two or more payments
delinquent or might become delinquent at an
estimated conversion rate. Repurchase demands of
US$44m were outstanding at 2013 (2012: US$89m).
For further information on legal proceedings and regulatory
matters, see Note 43 on the Financial Statements.
209
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Eurozone exposures
Eurozone exposures
(Unaudited)
Exposures to countries in the eurozone
The disclosure in this section is limited to the
peripheral eurozone countries of Spain, Ireland,
Italy, Greece, Portugal and Cyprus, which exhibited
levels of market volatility that exceeded other
eurozone countries, demonstrating fiscal or
political uncertainty that persisted throughout 2013.
During the year, core eurozone countries such as
Germany and the Netherlands demonstrated an
improvement in economic fundamentals, and the
risk of contagion leading to a broadly based failure
of the euro abated considerably. Should a
Summary of exposures to peripheral eurozone countries
(Audited)
peripheral country need to leave the euro it is
now expected to be on a managed basis that is
less likely to present a risk to the eurozone itself.
The tables in this section summarise our
selected eurozone country exposures, including to:
•
governments, central banks and quasi
government agencies;
banks;
other financial institutions and corporates; and
personal lending.
•
•
•
Exposures to banks, other financial institutions,
other corporates and personal lending are based on
the counterparty’s country of domicile.
On-
balance
sheet
Off-
balance
sheet
Total
gross
exposures
exposures
exposures
US$bn US$bn US$bn
Risk
miti-
gation
US$bn
Total
net
exposure
US$bn
Sovereign
and
agencies
US$bn
Total net exposure
Other
financial
institutions
and
Banks
corporates Personal
US$bn US$bn US$bn
At 31 December 2013
Spain ..............................
Ireland ............................
Italy ................................
Greece ............................
Portugal ..........................
Cyprus ............................
At 31 December 2012
Spain ..............................
Ireland ............................
Italy ................................
Greece ............................
Portugal ..........................
Cyprus ............................
Basis of preparation
(Audited)
13.4
9.1
13.4
6.5
1.0
0.3
3.6
2.2
3.5
1.2
0.3
−
43.7
10.8
15.3
20.7
12.6
5.9
1.1
0.3
55.9
3.2
1.3
3.0
0.7
0.3
0.1
8.6
17.0
11.3
16.9
7.7
1.3
0.3
54.5
18.5
22.0
15.6
6.6
1.4
0.4
64.5
(5.8)
(1.9)
(8.7)
(0.4)
(0.2)
−
(17.0)
(6.4)
(12.1)
(6.0)
(0.8)
(0.4)
–
(25.7)
11.2
9.4
8.2
7.3
1.1
0.3
37.5
12.1
9.9
9.6
5.8
1.0
0.4
38.8
0.8
0.1
1.4
0.1
0.3
−
2.7
1.0
0.4
2.7
0.1
0.2
–
4.4
2.6
0.9
1.4
2.2
0.3
−
7.4
2.8
1.8
1.6
0.6
0.4
–
7.2
7.7
8.3
5.2
4.0
0.5
0.2
25.9
8.3
7.6
5.2
4.1
0.4
0.4
26.0
0.1
0.1
0.2
1.0
−
0.1
1.5
–
0.1
0.1
1.0
–
–
1.2
•
collateral received on derivative assets.
Short positions managed together with trading
assets mitigate the risk to which we are exposed at
the balance sheet date when, in the event of default,
the trading assets and related short positions
crystallise gains and losses simultaneously. When
such relationships exist, an element of the risk will
remain if the short and long positions do not match
exactly, for example, if the maturity of the short
position is less than the trading asset or the short
position is not identical to the security. The
remaining risk is reflected in the gross balance
sheet exposure shown before risk mitigation.
However, as the net position best reflects the
effects of a credit event should it occur at the
In the above table, ‘Total gross exposure’ represents
the on-balance sheet carrying amounts recorded
in accordance with IFRSs and off-balance sheet
exposures.
‘Total net exposure’ is stated after taking into
account mitigating offsets that are incorporated into
the risk management view of the exposure but do
not meet accounting offset requirements. These risk
mitigating offsets include:
•
•
short positions managed together with trading
assets;
derivative liabilities for which a legally
enforceable right of offset with derivative
assets exists; and
210
balance sheet date, we consider that this measure is
a key view of risk at that date.
Credit risk mitigation includes derivative
liabilities with the same counterparty when a
master netting arrangement is in place and the
credit risk exposure is managed on a net basis or
the position is specifically collateralised, normally
in the form of cash. These amounts do not qualify
for net presentation for accounting purposes as
settlement may not actually be made on a net basis,
though we consider the net presentation more
accurately reflects the risk exposure.
The effect of the transfer of risk to
policyholders under unit linked insurance contracts
and trading assets which represent collateral to
support associated liabilities are not deducted from
the total net exposure.
‘Off-balance sheet exposures’ mainly relate to
commitments to lend and the amounts shown in the
table represent the amounts that could be drawn
down by the counterparties. In the majority of
cases, we are bound to fulfil these commitments.
In some instances, limitations are imposed on a
counterparty’s ability to draw down on a facility.
These limitations are governed by the
documentation, which differs from counterparty
to counterparty.
Commentary on exposures
At 31 December 2013, our net exposure to the
peripheral eurozone countries was US$37.5bn,
US$1.3bn lower than at the end of 2012. This
was primarily due to a reduction in exposure to
sovereign borrowers and agencies in Italy, to banks
in Ireland and to other financial institutions and
corporates in Spain. These were partly offset by
an increase in exposure to banks in Greece due to
reverse repo activity backed by high quality bonds.
Redenomination risk
(Unaudited)
Despite some improvements, the peripheral
eurozone countries continue to exhibit distress,
and there is the continuing possibility of a member
state exiting from the eurozone. There remains no
established legal framework within the European
treaties to facilitate such an event; consequently, it
is not possible to accurately predict the course of
events and legal consequences that would ensue.
Based on our assessment of the likelihood of
a each country leaving the euro, and the related
materiality of our exposures subject to the risk
of redenomination it is our view that the greatest
estimated impact of a eurozone exit is presented by
211
Greece, Italy or Spain. As a result, only exposures
in Greece, Italy and Spain (described as ‘in-
country’) are reported in the table below.
Key risks associated with an exit by a eurozone
member include:
Foreign exchange losses: an exit would
probably be accompanied by the passing of laws
in the country concerned establishing a new local
currency and providing for a redenomination
of euro assets into the new local currency. The
value of assets and liabilities in the country would
immediately fall assuming the value of the
redenominated currency is less than the original
euros when translated into the carrying amounts.
It is not possible to predict what the total
consequential loss might be as it is uncertain
which assets and liabilities would be legally re-
denominated or the extent of the devaluation. These
assets and liabilities predominantly comprise loans
and deposits arising from our commercial banking
operations in these countries, and the net assets
represent our net funding exposure. The table also
identifies in-country off-balance sheet exposures as
these are at risk of redenomination should they be
called, giving rise to a balance sheet exposure. It
is to be noted that this analysis can only be an
indication as it does not include euro-denominated
exposures booked by HSBC outside the countries at
risk which are connected with those countries (see
‘external contracts’ below).
External contracts redenomination risk:
contracts entered into between HSBC businesses
based outside a country exiting the euro with in-
country counterparties or those otherwise closely
connected with the relevant country may be
affected by redenomination. The effect remains
subject to a high level of uncertainty. Factors such
as the country law under which the contract is
documented, the HSBC entity involved and the
payment mechanism may all be relevant to this
assessment, as will the precise exit scenario as the
consequences for external contracts of a disorderly
exit may differ from one sanctioned under EU law.
In addition, capital controls could be introduced
which may affect our ability to repatriate funds
including currencies not affected by the
redenomination event.
We continue to identify and monitor potential
redenomination risks and, where possible, take
steps to mitigate them and/or reduce our overall
exposure to losses that might arise in the event
of a redenomination. We recognise, however, that
a euro exit could take different forms, depending
on the scenario. These could have distinct legal
consequences which could significantly alter the
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Credit risk > Eurozone exposures // Liquidity and funding
potential effectiveness of any mitigation initiatives,
and it is accordingly not possible to predict how
effective particular measures may be until they are
tested against the precise circumstances of a
redenomination event.
In-country funding exposure
(Unaudited)
At 31 December 2013
Greece
In-country assets ...................................................
In-country liabilities ..............................................
Italy
Spain
Net in-country funding exposure ..........................
Off-balance sheet exposure ..................................
In-country assets ...................................................
In-country liabilities39 ...........................................
Net in-country funding exposure ..........................
Off-balance sheet exposure ..................................
In-country assets ...................................................
In-country liabilities ..............................................
Net in-country funding exposure ..........................
Off-balance sheet exposure ..................................
At 31 December 2012
Greece
In-country assets ...................................................
In-country liabilities ..............................................
Italy
Spain
Net in-country funding exposure ..........................
Off-balance sheet exposure ..................................
In-country assets ...................................................
In-country liabilities39 ...........................................
Net in-country funding exposure ..........................
Off-balance sheet exposure ..................................
In-country assets ...................................................
In-country liabilities ..............................................
Net in-country funding exposure ..........................
Off-balance sheet exposure ..................................
For footnote, see page 263.
Denominated in:
Euros
US$bn
US dollars
US$bn
Other
currencies
US$bn
Total
US$bn
1.5
(1.4)
0.1
(0.2)
0.9
(1.9)
(1.0)
1.0
1.5
(1.0)
0.5
0.5
2.1
(1.5)
0.6
(0.3)
1.0
(2.0)
(1.0)
0.8
2.4
(1.7)
0.7
0.7
0.1
(0.6)
(0.5)
–
–
–
–
–
0.8
(0.2)
0.6
0.4
0.1
(0.8)
(0.7)
0.2
–
–
–
–
0.8
(0.1)
0.7
0.2
–
(0.1)
(0.1)
0.3
–
–
–
–
–
–
–
–
–
(0.1)
(0.1)
0.2
–
–
–
–
–
–
–
–
1.6
(2.1)
(0.5)
0.1
0.9
(1.9)
(1.0)
1.0
2.3
(1.2)
1.1
0.9
2.2
(2.4)
(0.2)
0.1
1.0
(2.0)
(1.0)
0.8
3.2
(1.8)
1.4
0.9
212
Liquidity and funding
Page
App1
Tables
Page
Liquidity and funding .........................................
Primary sources of funding ...................................
276
276
Liquidity and funding in 2013 ............................ 214
Customer deposit markets ..................................... 214
Wholesale funding market ..................................... 214
Liquidity regulation ............................................. 215
Management of liquidity and funding risk ....... 215
Inherent liquidity risk categorisation .....................
Core deposits .........................................................
Advances to core funding ratio .............................. 215
Stressed coverage ratios ........................................ 215
Stressed scenario analysis ......................................
Liquid assets of HSBC’s principal operating
entities ................................................................ 216
Net contractual cash flows ..................................... 217
Wholesale debt monitoring ....................................
Liquidity behaviouralisation ..................................
276
276
277
277
277
277
278
279
280
Advances to core funding ratios ............................................
Stressed one-month and three-month coverage ratios ..........
215
216
Liquid assets of HSBC’s principal entities ............................
Net cash flows for inter-bank loans and intra-group deposits
and reverse repo, repo and short positions .......................
217
218
Contingent liquidity risk arising from
committed lending facilities ............................ 218
280
The Group’s contractual undrawn exposures monitored under
the contingent liquidity risk limit structure .....................
219
Sources of funding ............................................... 219
Repos and stock lending ........................................ 219
Cross-border intra-Group and cross-currency
Funding sources and uses ..................................................... 221
Wholesale funding cash flows payable by HSBC under
liquidity and funding risk .................................. 221
financial liabilities by remaining contractual maturities . 222
Encumbered and unencumbered assets ............ 223
Summary of assets available to support potential future
funding and collateral needs (on and off-balance sheet) .. 223
The effect of active collateral management .......... 224
Off-balance sheet collateral received and
pledged for reverse repo and stock
borrowing transactions ...................................... 224
Off-balance sheet non-cash collateral received
and pledged for derivative transactions ............ 224
Analysis of on-balance sheet encumbered and
Analysis of on-balance sheet encumbered and
unencumbered assets ......................................... 224
Additional contractual obligations ........................ 226
Additional information .......................................... 227
unencumbered assets ......................................................... 225
Contractual maturity of financial liabilities ..... 227
Cash flows payable by HSBC under financial liabilities
by remaining contractual maturities ................................. 228
Management of cross-currency liquidity
and funding risk .................................................
280
HSBC Holdings .................................................... 229
281 Cash flows payable by HSBC Holdings under financial
liabilities by remaining contractual maturities ................ 229
1 Appendix to Risk – risk policies and practices.
213
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Liquidity and funding > In 2013 / Liquidity regulation / Management of liquidity and funding risk
Liquidity risk is the risk that the Group does
not have sufficient financial resources to
meet its obligations as they fall due, or will
have to do so at an excessive cost. The risk
arises from mismatches in the timing of cash
flows.
There were no material changes to our policies and
practices for the management of liquidity and funding
risks in 2013.
A summary of our current policies and practices
regarding liquidity and funding is provided in the
Appendix to Risk on page 276.
Our liquidity and funding risk management framework
The objective of our liquidity framework is to allow us to
withstand very severe liquidity stresses. It is designed to be
adaptable to changing business models, markets and
regulations.
Our liquidity and funding risk management framework
requires:
• liquidity to be managed by operating entities on a stand-alone
basis with no implicit reliance on the Group or central banks;
• all operating entities to comply with their limits for the
advances to core funding ratio; and
• all operating entities to maintain a positive stressed cash flow
position out to three months under prescribed Group stress
scenarios.
Liquidity and funding in 2013
(Unaudited)
The liquidity position of the Group strengthened
in 2013, and we continued to enjoy strong inflows
of customer deposits and maintained good access
to wholesale markets. During 2013, customer
accounts grew by 11% (US$143bn) while loans
and advances to customers increased by 8%
(US$83bn), leading to a small decrease in our
advances to deposits ratio to 73% (2012: 74%).
HSBC UK recorded a decrease in its advances to
core funding (‘ACF’) ratio to 100% at 31 December
2013 (2012: 106%) mainly because core deposits
increased more than advances.
The Hongkong and Shanghai Banking
Corporation recorded a decrease in its ACF ratio
to 72% at 31 December 2013 (2012: 73%) mainly
because core deposits increased more than advances.
HSBC USA recorded an increase in its ACF ratio
to 85% at 31 December 2013 (2012: 78%). This
increase was mainly because surplus core deposits
were deployed into loans and advances to customers.
HSBC UK, The Hongkong and Shanghai Banking Corporation
and HSBC USA are defined in footnotes 41 to 43 on pages 264
and 265. The ACF ratio is discussed on page 215.
214
Customer deposit markets
Customer accounts increased by 11% in 2013. After
excluding repo balances, the year-on-year increase
was 4% (US$50bn).
Retail Banking and Wealth Management
RBWM customer account balances grew by 3% with
significant growth in our home markets partly offset
by reductions in deposit balances in certain markets
either due to surplus funding requirements or disposal
of our operations.
Commercial Banking
Customer accounts rose by 5% in 2013, mainly
from increases in Payments and Cash Management
accounts. The growth in these customer accounts and
the strong growth in payment volumes was evidence
of the correlation between this funding source and the
operational services that HSBC provides to the CMB
customer base.
Global Banking and Markets
Customer accounts increased by 36% in 2013.
After excluding repo balances with customers,
GB&M deposits rose by 8% year on year, with
the majority resulting from increases in Payments
and Cash Management accounts.
Global Private Banking
GPB customer account balances decreased by 9% as
we continued to reposition our business from offshore
to domestic banking and refocus our client base
towards higher net worth relationships. Outflows
from the adoption of stricter compliance and tax
transparency standards also contributed to the overall
decline.
Wholesale funding markets
Conditions in the bank wholesale debt markets were
generally positive in 2013, supported by strong
investor demand and improvements in the economic
outlook in developed markets, although there was
some volatility caused by interest rate uncertainty.
Subordinated debt issuance volumes increased as
investor confidence grew and further regulatory
clarity emerged. While there was some regional
variation, the overall volume of term debt issued
by banks globally decreased from previous years,
primarily due to reduced issuance in the UK and
Europe.
In 2013, we issued the equivalent of US$15.6bn
(2012: US$10.5bn) of term debt securities in the
public capital markets in a range of currencies and
maturities from a number of Group entities.
ACF limits set for principal operating entities at
31 December 2013 ranged between 80% and 115%.
Liquidity regulation
(Unaudited)
The European adoption of the Basel Committee
framework via CRD IV was published in June 2013.
They require the reporting of the liquidity coverage
ratio (‘LCR’) and the net stable funding ratio (‘NSFR’)
from March 2014. The regulatory LCR outlined in the
regulation document has been initially set at 60% from
January 2015, increasing to 100% by January 2018,
although individual member states are able to set a
higher standard. We expect the PRA to set an 80%
LCR requirement from January 2015. During 2013,
additional guidance was given on the definition of
the LCR, much of which takes the form of an impact
assessment and recommendations that have been
submitted to the European Commission by the EBA.
We expect these recommendations to be materially
adopted by the Commission into the final LCR
delegated act on 30 June 2014. Regarding the
finalisation of the NSFR metric, in January 2014 the
Basel Committee on Banking Supervision issued a
consultation document on a revised framework. This is
intended to be implemented as a minimum standard at
the beginning of January 2018.
Management of liquidity and funding risk
(Audited)
Our liquidity and funding risk management
framework (‘LFRF’) employs two key measures to
define, monitor and control the liquidity and funding
risk of each of our operating entities. The advances to
core funding ratio is used to monitor the structural
long-term funding position, and the stressed coverage
ratio, incorporating Group-defined stress scenarios,
is used to monitor the resilience to severe liquidity
stresses.
The three principal entities listed in the tables
below represented 66% (2012: 62%) of the Group’s
customer accounts (excluding repos). Including the
other principal entities, the percentage was 94%
(2012: 94%).
Advances to core funding ratio
The table below shows the extent to which loans
and advances to customers in our principal banking
entities were financed by reliable and stable sources
of funding.
Advances to core funding ratios40
(Audited)
HSBC UK41
Year-end ..................................
Maximum ................................
Minimum .................................
Average ....................................
The Hongkong and Shanghai
Banking Corporation42
Year-end ..................................
Maximum ................................
Minimum .................................
Average ....................................
HSBC USA43
Year-end ..................................
Maximum ................................
Minimum .................................
Average ....................................
Total of HSBC’s other
principal entities44
Year-end ..................................
Maximum ................................
Minimum .................................
Average ....................................
For footnotes, see page 264.
At 31 December
2013
%
100
107
100
104
2012
%
106
106
100
103
72
77
70
74
85
85
78
82
93
93
89
91
73
75
71
73
78
86
68
78
91
92
85
88
Core funding represents the core component of
customer deposits and any term professional funding
with a residual contractual maturity beyond one year.
Capital is excluded from our definition of core
funding.
Stressed coverage ratios
The ratios tabulated below express stressed cash
inflows as a percentage of stressed cash outflows
over both one-month and three-month time horizons.
Operating entities are required to maintain a ratio of
100% or greater out to three months.
Inflows included in the numerator of the stressed
coverage ratio are generated from liquid assets net of
assumed haircuts, and cash inflows related to assets
contractually maturing within the time period.
In general, customer advances are assumed to be
renewed and as a result do not generate a cash inflow.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Liquidity and funding > Management of liquidity and funding risk
Stressed one-month and three-month coverage ratios40
(Audited)
HSBC UK41
Year-end ...................................................................................
Maximum .................................................................................
Minimum ..................................................................................
Average ....................................................................................
The Hongkong and Shanghai Banking Corporation42
Year-end ...................................................................................
Maximum .................................................................................
Minimum ..................................................................................
Average ....................................................................................
HSBC USA43
Year-end ...................................................................................
Maximum .................................................................................
Minimum ..................................................................................
Average ....................................................................................
Total of HSBC’s other principal entities44
Year-end ...................................................................................
Maximum .................................................................................
Minimum ..................................................................................
Average ....................................................................................
For footnotes, see page 264.
The one-month stressed coverage ratio for HSBC
UK decreased due to higher contractual repos on
level 3 assets maturing beyond one month and higher
cash outflows modelled for non-core deposits. The
three-month stressed coverage ratio increased due to
the reclassification of equities that qualify as level 3
liquid assets under LFRF.
The stressed coverage ratios for The Hongkong
and Shanghai Banking Corporation decreased as a
result of a methodology change with regards to
intraday liquidity requirements.
The stressed coverage ratios for HSBC USA
decreased as the surplus liquidity was deployed
into loans and advances to customers.
The stressed coverage ratios for the total of
HSBC’s other principal entities remained broadly
unchanged.
Liquid assets of HSBC’s principal operating
entities
The table below shows the estimated liquidity value
(before assumed haircuts) of assets categorised
as liquid used for the purposes of calculating the
Stressed one-month coverage
ratios at 31 December
Stressed three-month coverage
ratios at 31 December
2013
%
2012
%
2013
%
2012
%
106
114
100
106
119
131
113
119
114
126
110
115
121
128
113
120
114
117
108
112
129
134
123
129
126
137
115
127
127
127
117
121
109
109
101
103
114
126
109
114
110
119
109
112
114
119
109
113
103
103
101
102
126
126
118
123
119
130
113
123
117
117
108
111
three-month stressed coverage ratios, as defined
under the LFRF.
Unencumbered assets held as a consequence of
a reverse repo transaction with a residual contractual
maturity within the stressed coverage ratio time
period and unsecured interbank loans maturing within
three months are not included in liquid assets, but
are treated as contractual cash inflows.
Liquid assets are held and managed on a
stand-alone operating entity basis. Most of the liquid
assets shown are held directly by each operating
entity’s Balance Sheet Management function,
primarily for the purpose of managing liquidity
risk, in line with the LFRF.
Liquid assets also include any unencumbered
liquid assets held outside Balance Sheet Management
for any other purpose. The LFRF gives ultimate
control of all unencumbered assets and sources of
liquidity to Balance Sheet Management.
For a summary of our liquid asset policy and
definitions of the classifications shown in the table
below, see the Appendix to Risk on page 278.
216
Liquid assets of HSBC’s principal entities
(Audited)
Estimated liquidity value45
31 December
31 December
2012
US$m
2013
US$m
HSBC UK41
Level 1 ..................................................................................................................................................
Level 2 ..................................................................................................................................................
Level 3 ..................................................................................................................................................
The Hongkong and Shanghai Banking Corporation42
Level 1 ..................................................................................................................................................
Level 2 ..................................................................................................................................................
Level 3 ..................................................................................................................................................
HSBC USA43
Level 1 ..................................................................................................................................................
Level 2 ..................................................................................................................................................
Level 3 ..................................................................................................................................................
Other .....................................................................................................................................................
Total of HSBC’s other principal entities44
Level 1 ..................................................................................................................................................
Level 2 ..................................................................................................................................................
Level 3 ..................................................................................................................................................
Other .....................................................................................................................................................
168,877
1,076
63,509
233,462
108,713
5,191
7,106
121,010
43,446
12,709
5,044
8,000
69,199
144,774
12,419
13,663
–
170,856
138,812
374
27,656
166,842
112,167
5,740
3,968
121,875
60,981
15,609
5,350
6,521
88,461
154,445
18,048
6,468
2,447
181,408
For footnotes, see page 264.
All assets held within the liquid asset portfolio
Net contractual cash flows
are unencumbered.
Liquid assets held by HSBC UK increased as
a result of a rise in customer accounts, which led to
an increase in the level of non-core deposits and,
consequently, liquid assets. Liquid assets also
increased due to the reclassification of equities
qualifying as liquid assets under LFRF.
Liquid assets held by The Hongkong and
Shanghai Banking Corporation remained broadly
unchanged.
Liquid assets held by HSBC USA decreased
as a result of the increase in loans and advances to
customers.
The following table quantifies the contractual cash
flows from interbank and intra-Group loans and
deposits, and reverse repo, repo (including
intra-Group transactions) and short positions for the
principal entities shown. These contractual cash
inflows and outflows are reflected gross in the
numerator and denominator, respectively, of the one
and three-month stressed coverage ratios and should
be considered alongside the level of liquid assets.
Outflows included in the denominator of the
stressed coverage ratios include the principal
outflows associated with the contractual maturity
of wholesale debt securities reported in the table
headed ‘Wholesale funding cash flows payable
by HSBC under financial liabilities by remaining
contractual maturities’ on page 222.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Liquidity and funding > Management of liquidity and funding risk / Contingent liquidity risk / Sources of funding
Net cash inflows/(outflows) for interbank and intra-Group loans and deposits and reverse repo, repo and short positions
(Audited)
Interbank and intra-Group loans and deposits
HSBC UK41 ..................................................................................
The Hongkong and Shanghai Banking Corporation42 .................
HSBC USA43 ................................................................................
Total of HSBC’s other principal entities44 ...................................
Reverse repo, repo, stock borrowing, stock lending and
outright short positions (including intra-Group)
HSBC UK41 ..................................................................................
The Hongkong and Shanghai Banking Corporation42 .................
HSBC USA43 ................................................................................
Total of HSBC’s other principal entities44 ...................................
For footnotes, see page 264.
Net cash flow arising from interbank and
intragroup loans and deposits
Under the LFRF, a net cash inflow within three
months arising from interbank and intragroup loans
and deposits will give rise to a lower liquid asset
requirement. Conversely, a net cash outflow within
three months arising from interbank and intra-Group
loans and deposits will give rise to a higher liquid
assets requirement.
Net cash flow arising from reverse repo, repo,
stock borrowing, stock lending and outright short
positions (including intra-Group)
A net cash inflow represents liquid resources in
addition to liquid assets because any unencumbered
asset held as a consequence of a reverse repo
transaction with a residual contractual maturity
within the stressed coverage ratio time period is
not reflected as a liquid asset.
The impact of net cash outflow depends on
whether the underlying collateral encumbered as a
result will qualify as a liquid asset when released at
the maturity of the repo. The majority of the Group’s
repo transactions are collateralised by liquid assets
and, as such, any net cash outflow shown is offset by
the return of liquid assets, which are excluded from
the liquid asset table above.
At 31 December 2013
At 31 December 2012
Cash flows
within
one month
US$m
Cash flows
from one to
three months
US$m
Cash flows
within
one month
US$m
Cash flows
from one to
three months
US$m
(19,033)
2,314
(24,268)
4,295
(39,064)
12,662
(11,001)
(40,223)
(5,272)
7,487
729
10,149
149
4,297
–
9,551
(16,464)
4,402
(30,269)
5,419
(4,184)
13,672
(4,003)
(31,951)
(1,429)
9,685
(473)
10,511
(13,776)
2,501
62
(231)
Contingent liquidity risk arising from
committed lending facilities
(Audited)
The Group’s operating entities provide commitments
to various counterparties. In terms of liquidity risk,
the most significant risk relates to committed lending
facilities which, whilst undrawn, give rise to
contingent liquidity risk as they could be drawn
during a period of liquidity stress. Commitments are
given to customers and committed lending facilities
are provided to consolidated multi-seller conduits
established to enable clients to access flexible
market-based sources of finance (see page 550),
consolidated securities investment conduits and
third-party sponsored conduits.
The consolidated securities investment conduits
includes Solitaire and Mazarin Funding Limited
(‘Mazarin’) (see page 551). They issue asset-backed
commercial paper secured against the portfolio of
securities held by them. At 31 December 2013,
HSBC UK had undrawn committed lending facilities
to these conduits of US$15bn (2012: US$18bn), of
which Solitaire represented US$11bn (2012:
US$13bn) and the remaining US$4bn (2012:
US$5.1bn) pertained to Mazarin. Although HSBC
UK provides a liquidity facility, Solitaire and
Mazarin have no need to draw on it so long as HSBC
purchases the CP issued, which it intends to do for the
foreseeable future. At 31 December 2013, the
commercial paper issued by Solitaire and Mazarin
was entirely held by HSBC UK. Since HSBC controls
the size of the portfolio of securities held by these
conduits, no contingent liquidity risk exposure arises
as a result of these undrawn committed lending
facilities.
218
The table below shows the level of undrawn
commitments to customers outstanding for the five
largest single facilities and the largest market sector,
and the extent to which they are undrawn.
The Group’s contractual undrawn exposures at 31 December monitored under the contingent liquidity risk
limit structure
(Audited)
HSBC UK41
2013
HSBC USA43
2013
US$bn US$bn US$bn
2012
HSBC Canada
2013
US$bn US$bn
2012
The Hongkong and
Shanghai Banking
Corporation42
2013
2012
2012
US$bn US$bn US$bn
Commitments to conduits
Consolidated multi-seller
conduits
– total lines ...........................
– largest individual lines ......
Consolidated securities
investment conduits
– total lines ............................
Third party conduits
10.1
0.7
7.8
0.7
14.8
18.1
– total lines ............................
–
–
Commitments to customers
– five largest46 ......................
– largest market sector47 .......
For footnotes, see page 264.
Sources of funding
(Audited)
4.4
9.5
6.0
11.0
Our primary sources of funding are customer current
accounts and customer savings deposits payable
on demand or at short notice. We issue wholesale
securities (secured and unsecured) to supplement
our customer deposits and change the currency
mix, maturity profile or location of our liabilities.
The ‘Funding sources and uses’ table below,
which provides a consolidated view of how our
balance sheet is funded, should be read in the light
of the LFRF, which requires operating entities to
manage liquidity and funding risk on a stand-alone
basis.
The table analyses our consolidated balance
sheet according to the assets that primarily arise
from operating activities and the sources of funding
primarily supporting these activities. The assets and
liabilities that do not arise from operating activities
are presented as a net balancing source or deployment
of funds.
The level of customer accounts continued to
exceed the level of loans and advances to customers.
Excluding the effect of repos from customer accounts
and reverse repos from loans and advances to
customers, the advances to deposits ratio at
31 December 2013 was 73% (2012: 73%). The
positive funding gap was predominantly deployed in
liquid assets; cash and balances with central banks
and financial investments, as required by the LFRF.
2.5
0.5
–
0.7
6.3
8.2
2.3
0.5
–
0.8
6.0
7.5
1.0
0.7
–
–
1.5
3.4
1.0
0.8
–
–
–
–
–
–
–
–
–
–
1.7
4.5
2.4
2.7
2.1
2.4
Loans and other receivables due from banks
continued to exceed deposits taken from banks.
The Group remained a net unsecured lender to the
banking sector.
Repos and stock lending
GB&M provides collateralised security financing
services to its clients, providing them with cash
financing or specific securities. When cash is
provided to clients against collateral in the form of
securities, the cash provided is recognised on the
balance sheet as a reverse repo. When securities are
provided to clients against cash collateral the cash
received is recognised on the balance sheet as a repo
or, if the securities are equity securities, as stock
lending.
Each operating entity manages its collateral
through a central collateral pool, in line with the
LFRF. When specific securities need to be delivered
and the entity does not have them currently available
within the central collateral pool, the securities are
borrowed on a collateralised basis. When securities
are borrowed against cash collateral the cash
provided is recognised on the balance sheet as a
reverse repo or, if the securities are equity securities,
as stock borrowing.
Operating entities may also borrow cash against
collateral in the form of securities, using the securities
available in the central collateral pool. Repos and
stock lending can be used in this way to fund the cash
requirement arising from securities owned outright by
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Liquidity and funding > Sources of funding
Markets to facilitate client business, and the net cash
requirement arising from financing client securities
activity.
Reverse repos, stock borrowing, repos and stock
lending are reported net when the IFRSs offsetting
criteria are met. In some cases transactions to borrow
or lend securities are collateralised using securities.
These transactions are off-balance sheet.
Securities reflected on the balance sheet that are
pledged as collateral against an existing liability or
lent are reflected as encumbered for the duration
of the transaction. When securities are received as
collateral or borrowed, and when we have the right
to sell or re-pledge these securities, they are reflected
as available and unencumbered for the duration of
the transaction, unless re-pledged or sold. Further
analysis regarding the encumbrance of securities
resulting from repos and stock lending and available
unencumbered assets arising from reverse repos and
stock borrowing is provided under the heading
‘Encumbered and unencumbered assets’ starting
on page 223.
In the normal course of business we do not seek
to utilise repo financing as a source of funding to
finance customer assets, beyond the collateralised
security financing activities within Global Markets
described above.
The original contractual maturity of reverse repo,
stock borrowing, repo and stock lending is short term
with the vast majority of transactions being for less
than 90 days.
The residual contractual maturity profile of the balance sheet is
set out on in Note 33 on the Financial Statements.
Any security accepted as collateral for a reverse
repo or stock borrowing transaction must be of very
high quality and its value subject to an appropriate
haircut. Securities borrowed under reverse repo or
stock borrowing transactions can only be recognised
as part of the liquidity asset buffer for the duration of
the transactions and only if the security received is
eligible under the liquid asset policy within the LFRF.
Credit controls are in place to ensure that the fair
value of any collateral received remains appropriate to
collateralise the cash or fair value of securities given.
In 2013, GB&M changed the way it manages repo
and reverse repo activities in the Credit and Rates
businesses, which were previously being managed in
a trading environment. During the year, the repo and
reverse repo business activities were organised into
trading and non-trading portfolios, with separate risk
management procedures. As demonstrated in the
‘Funding sources and uses’ table below, this resulted in
an increase in the amount of reverse repos classified as
‘Loans and advances to customers’ and ‘Loans and
advances to banks’, and a decline in the amount
classified as ‘Trading assets’ at 31 December 2013,
compared with previous year-ends. Similarly, at
31 December 2013 there was an increase in the amount
of repos classified as ‘Customer accounts’ and
‘Deposits by banks’ with a decline in the amount
classified as ‘Trading liabilities’, compared with
previous year-ends.
220
Funding sources and uses
(Audited)
Sources
Customer accounts .......................
– repos ..........................................
– cash deposits .............................
2013
US$m
2012
US$m
1,482,812
121,515
1,361,297
1,340,014
28,618
1,311,396
Uses
Loans and advances to customers
– reverse repos ..............................
– stock borrowing .........................
– loans and other receivables .......
Deposits by banks ........................
– repos ..........................................
– cash deposits .............................
129,212
42,705
86,507
107,429
11,949
95,480
Loans and advances to banks .......
– reverse repos ..............................
– loans and other receivables .......
2013
US$m
2012
US$m
1,080,304
88,215
65
992,024
211,521
91,475
120,046
997,623
34,651
13
962,959
152,546
35,461
117,085
Debt securities issued ..................
104,080
119,461
Assets held for sale .......................
4,050
19,269
Liabilities of disposal groups
held for sale ...............................
Subordinated liabilities ................
Financial liabilities designated
2,804
28,976
5,018
29,479
at fair value ..............................
89,084
87,720
Trading assets ...............................
– reverse repos ..............................
– stock borrowing .........................
– settlement accounts ...................
– other trading assets ....................
303,192
10,120
10,318
19,435
263,319
408,811
118,681
16,071
14,510
259,549
Liabilities under insurance
Financial investments ...................
425,925
421,101
contracts ....................................
74,181
68,195
Trading liabilities .........................
– repos ..........................................
– stock lending .............................
– settlement accounts ...................
– other trading liabilities ..............
207,025
17,421
12,218
17,428
159,958
304,563
130,223
6,818
17,108
150,414
Cash and balances with
central banks ..............................
166,599
141,532
Net deployment in other
balance sheet assets and
liabilities ....................................
117,042
104,126
2,308,633
2,245,008
Total equity ..................................
190,459
183,129
2,308,633
2,245,008
Cross-border, intra-Group and
cross-currency liquidity and funding risk
(Unaudited)
The stand-alone operating entity approach to liquidity
and funding mandated by the LFRF restricts the
exposure of our operating entities to the risks that can
arise from extensive reliance on cross-border funding.
Operating entities manage their funding sources locally,
focusing predominantly on the local customer deposit
base. The RBWM, CMB and GPB customer
relationships that give rise to core deposits within an
operating entity generally reflect a local customer
relationship with that operating entity. Access to public
debt markets is co-ordinated globally by the Global
Head of Balance Sheet Management and the Group
Treasurer with Group ALCO monitoring all planned
public debt issuance on a monthly basis. As a general
principle, operating entities are only permitted to issue
in their local currency and are encouraged to focus on
local private placements. The public issuance of debt
instruments in foreign currency is tightly controlled and
generally restricted to HSBC Holdings and HSBC
Bank.
A central principle of our stand-alone approach to
LFRM is that operating entities place no future reliance
on other Group entities. However, operating entities
may, at their discretion, utilise their respective
committed facilities from other Group entities if
221
necessary. In addition, intra-Group large exposure
limits are applied by national regulators to individual
legal entities locally, which restricts the unsecured
exposures of legal entities to the rest of the Group
to a percentage of the lender’s regulatory capital.
Our LFRF also considers the ability of each entity
to continue to access foreign exchange markets under
stress when a surplus in one currency is used to meet
a deficit in another currency, for example, by using the
foreign currency swap markets. Where appropriate,
operating entities are required to monitor stressed
coverage ratios and ACF ratios for non-local currencies
and set limits for them. Foreign currency swap markets
in currency pairs settled through the Continuous Link
Settlement Bank are considered to be extremely deep
and liquid and it is assumed that capacity to access these
markets is not exposed to idiosyncratic risks.
For the majority of operating entities within
the Group, the only material non-local currency
(exceeding 10% of balance sheet liabilities) is the US
dollar. The euro is in an additional material non-local
currency for HSBC UK and offshore renminbi is
material for The Hongkong and Shanghai Banking
Corporation. Singapore dollars and Indian rupees
are also material currencies for The Hongkong and
Shanghai Banking Corporation, but these currencies
are managed onshore within the local country branch
operations on a stand-alone branch basis.
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Wholesale funding cash flows payable by HSBC under financial liabilities by remaining contractual maturities
(Unaudited)
At 31 December 2013
Debt securities issued ...............................
– unsecured CDs and CP .....................
– unsecured senior MTNs ...................
– unsecured senior structured notes ....
– secured covered bonds .....................
– secured ABCP ..................................
– secured ABS .....................................
– others ................................................
Subordinated liabilities .............................
– subordinated debt securities ..............
– preferred securities ...........................
At 31 December 2012
Debt securities issued ...............................
– unsecured CDs and CP .....................
– unsecured senior MTNs ...................
– unsecured senior structured notes ....
– secured covered bonds .....................
– secured ABCP ..................................
– secured ABS .....................................
– others ................................................
Subordinated liabilities .............................
– subordinated debt securities .............
– preferred securities ...........................
2
2
2
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due over
6 months
but not
more than
9 months
US$m
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
Due over
2 years
but not
more than
5 years
US$m
9,752
7,206
71
1,423
−
−
1,052
−
28
28
−
17,942
9,867
5,448
1,952
−
−
675
−
1,171
1,171
−
11,659
3,239
4,221
1,689
1,250
−
1,260
−
144
144
−
10,587
5,043
3,062
1,718
−
−
764
−
6
6
−
31,839
4,449
21,428
3,712
225
−
1,861
164
1,460
460
1,000
46,934
2,749
33,091
6,036
2,747
−
2,311
−
3,374
3,374
−
Due not
more than
1 month
US$m
25,426
7,589
6,284
987
−
10,383
74
109
−
−
−
Due over
5 years
US$m
31,066
−
21,433
5,021
3,317
−
−
1,295
41,801
34,899
6,902
Total
US$m
185,205
40,142
95,038
22,538
7,539
10,383
7,997
1,568
47,984
40,082
7,902
25,426
9,780
19,113
11,803
10,593
33,299
50,308
72,867
233,189
19,280
3,736
201
487
–
14,583
104
169
7
7
–
20,724
12,176
5,360
1,112
–
1,891
175
10
44
44
–
22,479
6,707
12,655
1,694
1,133
–
211
79
–
–
–
10,269
1,632
6,772
1,075
422
–
339
29
–
–
–
14,934
1,709
10,411
897
758
–
633
526
10
10
–
27,716
3,502
15,318
2,584
3,578
–
1,677
1,057
1,296
1,296
–
56,543
763
41,381
5,779
4,557
–
2,072
1,991
2,550
1,550
1,000
25,970
–
17,299
6,208
826
–
525
1,112
43,949
36,005
7,944
197,915
30,225
109,397
19,836
11,274
16,474
5,736
4,973
47,856
38,912
8,944
19,287
20,768
22,479
10,269
14,944
29,012
59,093
69,919
245,771
H
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Measured in terms of consolidated total liabilities
excluding capital, only four currencies (US dollar,
sterling, euro and Hong Kong dollar) represent more
than 5% of total liabilities.
Wholesale term debt maturity profile
(Unaudited)
The maturity profile of our wholesale term debt
obligations is set out above in the table headed
‘Wholesale funding principal cash flows payable
by HSBC under financial liabilities by remaining
contractual maturities’.
The balances in the table do not agree directly
with those in the consolidated balance sheet as the
table presents gross cash flows relating to principal
payments and not the balance sheet carrying value,
which includes debt securities and subordinated
liabilities measured at fair value.
The basis of preparation of this table has changed
from that presented in the Annual Report and
Accounts 2012, which included future coupon
payments in addition to the principal amounts. The
disclosure of principal amounts only is consistent
with how we manage the associated liquidity and
funding risk.
Encumbered and unencumbered assets
(Unaudited)
The table on page 225, ‘Analysis of on-balance sheet
encumbered and unencumbered assets’, summarises
the total on and off-balance sheet assets that are
capable of supporting future funding and
collateral needs and shows the extent to which
these assets are currently pledged for this purpose.
The objective of this disclosure is to facilitate
an understanding of available and unrestricted assets
that are valued on a liquidity and funding risk basis
and could be used to support potential future funding
and collateral needs.
The disclosure is not designed to identify assets
which would be available to meet the claims of
creditors or to predict assets that would be available
to creditors in the event of a resolution or bankruptcy.
An asset is defined as encumbered if it has been
pledged as collateral against an existing liability,
and as a result is no longer available to the Group
to secure funding, satisfy collateral needs or be
sold to reduce the funding requirement. An asset
is therefore categorised as unencumbered if it
has not been pledged against an existing liability.
Unencumbered assets are further analysed into four
separate sub-categories; ‘readily realisable assets’,
‘other realisable assets’, ‘reverse repo/stock
borrowing receivables and derivative assets’ and
‘cannot be pledged as collateral’.
At 31 December 2013, the Group held
US$1,824bn of unencumbered assets that could
be used to support potential future funding and
collateral needs, representing 83% of the total assets
that can support funding and collateral needs (on
and off-balance sheet). Of this amount, US$754bn
(US$723bn on-balance sheet) were assessed to be
readily realisable.
Summary of assets available to support potential future funding and collateral needs (on and off-balance sheet)
(Unaudited)
Total on-balance sheet assets ..................................................................................................................
Less:
Reverse repo/stock borrowing receivables and derivative assets ......................................................
Other assets that cannot be pledged as collateral ...............................................................................
Total on-balance sheet assets that can support funding and collateral needs ........................................
Add off-balance sheet assets:
Fair value of collateral received from reverse repo/stock borrowing that is available to sell or
repledge ..........................................................................................................................................
Fair value of collateral received from derivatives that is available to sell or repledge .....................
Total assets that can support funding and collateral needs (on and off-balance sheet) .........................
Less:
On-balance sheet assets pledged ........................................................................................................
Off-balance sheet collateral received from reverse repo/stock borrowing which has been
repledged or sold ............................................................................................................................
Off-balance sheet collateral received from derivative transactions which has been
repledged or sold ............................................................................................................................
Assets available to support future funding and collateral needs ............................................................
2013
US$bn
2,671
(481)
(257)
1,933
260
5
2,198
(187)
(186)
(1)
1,824
2012
US$bn
2,693
(562)
(247)
1,884
296
6
2,186
(233)
(203)
(1)
1,749
223
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Liquidity and funding > Encumbered and unencumbered assets
The effect of active collateral management
Collateral is managed on an operating entity basis,
consistent with the approach adopted in managing
liquidity and funding. Available collateral held by
each operating entity is managed as a single collateral
pool. In deciding which collateral to pledge, each
operating entity seeks to optimise the use of the
available collateral pool within the confines of the
LFRF, irrespective of whether the collateral pledged
is recognised on-balance sheet or was received in
respect of reverse repo, stock borrowing or derivative
transactions.
Managing collateral in this manner affects
the presentation of asset encumbrance in that we
may encumber on-balance sheet holdings while
maintaining available unencumbered off-balance
sheet holdings, even though we are not seeking to
directly finance the on-balance sheet holdings
pledged.
In quantifying the level of encumbrance of
negotiable securities, the encumbrance is analysed
by individual security. When a particular security is
encumbered and we hold the security both on-balance
sheet and off-balance sheet with the right to repledge,
we assume for the purpose of this disclosure that the
off-balance sheet holding is encumbered ahead of the
on-balance sheet holding.
An on-balance sheet encumbered and off-balance
sheet unencumbered asset will occur, for example, if
we receive a specific security as a result of a reverse
repo/stock borrowing transaction, but finance the
cash lent by pledging a generic collateral basket, even
if the security received is eligible for the collateral
basket pledged. It will also occur if we receive a
generic collateral basket as a result of a reverse repo
transaction but finance the cash lent by pledging
specific securities, even if the securities pledged
are eligible for the collateral basket.
Off-balance sheet collateral received and
pledged for reverse repo and stock
borrowing transactions
The fair value of assets accepted as collateral that
we are permitted to sell or repledge in the absence
of default was US$260bn at 31 December 2013
(2012: US$296bn). The fair value of any such
collateral sold or repledged was US$186bn
(2012: US$203bn). We are obliged to return
equivalent securities. These transactions are
conducted under terms that are usual and customary
to standard reverse repo and stock borrowing
transactions.
The fair value of collateral received and
repledged in relation to reverse repos and stock
borrowing is reported on a gross basis. The related
balance sheet receivables and payables are reported
on a net basis where required under IFRSs netting
criteria.
As a consequence of reverse repo and stock
borrowing transactions where the collateral received
could be but had not been sold or re-pledged, we
held US$74bn (2012: US$93bn) of unencumbered
collateral available to support potential future funding
and collateral needs at 31 December 2013.
Off-balance sheet non-cash collateral
received and pledged for derivative
transactions
The fair value of assets accepted as collateral related
to derivative transactions that we are permitted to sell
or repledge in the absence of default was US$5bn
(2012: US$6bn). The fair value of any such collateral
sold or repledged was US$1bn (2012: US$1bn).
We are obliged to return equivalent securities.
These transactions are conducted under terms that
are usual and customary to derivative transactions.
Analysis of on-balance sheet encumbered
and unencumbered assets
The table below presents an analysis of on-balance
sheet holdings only, and shows the amounts of
balance sheet assets on a liquidity and funding basis
that are encumbered. The table therefore excludes
any available off-balance sheet holdings received
in respect of reverse repos, stock borrowing or
derivatives.
224
Analysis of on-balance sheet encumbered and unencumbered assets
(Unaudited)
Encumbered
Unencumbered
At 31 December 2013
Cash and balances at central banks ............
Items in the course of collection from
other banks .............................................
Hong Kong Government certificates of
indebtedness ...........................................
Trading assets .............................................
– Treasury and other eligible bills ........
– debt securities .....................................
– equity securities .................................
– loans and advances to banks ..............
– loans and advances to customers .......
Financial assets designated at fair value ....
– Treasury and other eligible bills ........
– debt securities .....................................
– equity securities .................................
– loans and advances to banks ..............
– loans and advances to customers .......
Derivatives ..................................................
Loans and advances to banks .....................
Loans and advances to customers ..............
Financial investments .................................
– Treasury and other eligible bills ........
– debt securities .....................................
– equity securities .................................
Assets held for sale .....................................
Other assets .................................................
Current tax assets ........................................
Prepayments and accrued income ..............
Interest in associates and joint ventures .....
Goodwill and intangible assets ...................
Property, plant and equipment ....................
Deferred tax ................................................
Assets
pledged as
collateral
US$m
–
–
–
99,326
3,402
83,563
8,373
1,796
2,192
19
–
19
–
–
–
–
162
32,218
54,473
2,985
51,488
–
–
990
–
–
–
–
38
–
Readily
realisable
assets
US$m
161,240
–
–
142,211
17,976
57,850
55,156
2,813
8,416
2,706
–
826
1,874
6
–
–
8,342
102,203
289,093
72,849
210,516
5,728
–
16,134
–
–
12
–
654
–
Other
realisable
assets
US$m
269
–
–
14,654
206
–
363
6,151
7,934
1,883
–
776
1,103
4
–
–
80,231
854,724
31,096
2,052
25,720
3,324
4,050
14,216
–
–
16,356
–
6,353
–
Reverse
repos/stock
borrowing
receivables
& derivative
Cannot
be pledged
as collateral
US$m
assets
US$m
Total
US$m
–
–
–
20,438
–
–
–
5,263
15,175
–
–
–
–
–
–
282,265
91,475
86,346
–
–
–
–
–
–
–
–
–
–
–
–
5,090
166,599
6,021
6,021
25,220
26,563
–
231
–
11,861
14,471
33,822
50
10,968
22,734
66
4
–
31,311
4,813
51,263
226
50,949
88
–
19,599
985
11,006
272
29,918
3,802
7,456
25,220
303,192
21,584
141,644
63,892
27,884
48,188
38,430
50
12,589
25,711
76
4
282,265
211,521
1,080,304
425,925
78,112
338,673
9,140
4,050
50,939
985
11,006
16,640
29,918
10,847
7,456
187,226
722,595
1,023,832
480,524
257,141
2,671,318
225
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Liquidity and funding > Encumbered and unencumbered assets / Contractural maturity of financial liabilities
Analysis of on-balance sheet encumbered and unencumbered assets (continued)
Encumbered
Unencumbered
At 31 December 2012
Cash and balances at central banks ............
Items in the course of collection from
other banks .............................................
Hong Kong Government certificates of
indebtedness ...........................................
Trading assets .............................................
– Treasury and other eligible bills ........
– debt securities .....................................
– equity securities .................................
– loans and advances to banks ..............
– loans and advances to customers .......
Financial assets designated at fair value ....
– Treasury and other eligible bills ........
– debt securities .....................................
– equity securities .................................
– loans and advances to banks ..............
– loans and advances to customers .......
Derivatives ..................................................
Loans and advances to banks .....................
Loans and advances to customers ..............
Financial investments .................................
– Treasury and other eligible bills ........
– debt securities .....................................
– equity securities .................................
Assets held for sale .....................................
Other assets .................................................
Current tax assets ........................................
Prepayments and accrued income ..............
Interest in associates and joint ventures .....
Goodwill and intangible assets ...................
Property, plant and equipment ....................
Deferred tax ................................................
Assets
pledged as
collateral
US$m
–
–
–
143,019
2,309
97,157
5,592
20,588
17,373
–
–
–
–
–
–
–
1,191
40,792
46,678
2,024
44,654
–
–
1,600
–
–
–
–
–
–
Readily
realisable
assets
US$m
139,963
–
–
116,395
23,973
47,311
35,420
1,909
7,782
447
14
431
2
–
–
–
4,722
85,626
300,255
84,991
214,545
719
–
18,601
–
–
–
–
–
–
Other
realisable
assets
US$m
220
–
–
10,330
–
205
622
2,582
6,921
610
–
128
482
–
–
–
81,802
827,903
7,990
156
4,112
3,722
19,269
11,621
–
–
17,480
–
6,772
–
Reverse
repos/stock
borrowing
receivables
& derivative
Cannot
be pledged
as collateral
US$m
assets
US$m
Total
US$m
–
–
1,349
141,532
7,303
7,303
–
134,752
–
–
–
50,376
84,376
–
–
–
–
–
–
357,450
35,461
34,664
–
–
–
–
–
–
–
–
–
–
–
–
22,743
4,315
–
4
–
2,816
1,495
32,525
40
11,992
20,384
55
54
–
29,370
8,638
66,178
379
64,451
1,348
–
22,894
515
9,502
354
29,853
3,816
7,570
22,743
408,811
26,282
144,677
41,634
78,271
117,947
33,582
54
12,551
20,868
55
54
357,450
152,546
997,623
421,101
87,550
327,762
5,789
19,269
54,716
515
9,502
17,834
29,853
10,588
7,570
233,280
666,009
983,997
562,327
246,925
2,692,538
The US$32bn (2012: US$41bn) of loans and
advances to customers reported in the table above
as encumbered have been pledged predominantly to
support the issuance of secured debt instruments such
as covered bonds and ABSs, including asset-backed
commercial paper issued by consolidated multi-seller
conduits. It also includes those pledged in relation to
any other form of secured borrowing.
In total, the Group pledged US$150bn (2012:
US$152bn) of negotiable securities, predominantly
as a result of market-making in securities financing
to our clients.
Additional contractual obligations
Under the terms of our current collateral obligations
under derivative contracts (which are ISDA
compliant CSA contracts and contracts entered for
pension obligations, and exclude the contracts entered
for SPVs and ATEs) and based on the positions at
31 December 2013, we estimate that we could
be required to post additional collateral of up to
US$0.7bn (2012: US$1.5bn) in the event of a
one-notch downgrade in credit ratings, which would
increase to US$1.2bn (2012: US$2.5bn) in the event
of a two-notch downgrade.
226
Definitions of the categories included in the table ‘Analysis
of on-balance sheet encumbered and unencumbered assets’:
• Encumbered assets are assets on our balance sheet which
have been pledged as collateral against an existing liability,
and as a result are assets which are unavailable to the bank to
secure funding, satisfy collateral needs or be sold to reduce
potential future funding requirements.
• Unencumbered – readily realisable assets are assets regarded
by the bank to be readily realisable in the normal course of
business to secure funding, meet collateral needs, or be sold
to reduce potential future funding requirements, and are not
subject to any restrictions on their use for these purposes.
• Unencumbered – other realisable assets are assets where
there are no restrictions on their use to secure funding, meet
collateral needs, or be sold to reduce potential future funding
requirements, but they are not readily realisable in the normal
course of business in their current form.
• Unencumbered – reverse repo/stock borrow receivables and
derivative assets are assets related specifically to reverse
repo, stock borrowing and derivative transactions. They are
shown separately as these on-balance sheet assets cannot be
pledged but often give rise to the receipt of non-cash assets
which are not recognised on the balance sheet, and can
additionally be used to raise secured funding, meet additional
collateral requirements or be sold.
• Unencumbered – cannot be pledged as collateral are assets
that have not been pledged and which we have assessed could
not be pledged and therefore could not be used to secure
funding, meet collateral needs, or be sold to reduce potential
future funding requirements. An example is assets held by
the Group’s insurance subsidiaries that back liabilities to
policyholders and support the solvency of these entities.
Historically, the Group has not recognised any contingent
liquidity value for assets other than those assets defined under
the LFRF as being liquid assets, and any other negotiable
instruments that under stress are assumed to be realisable after
three months, even though they may currently be realisable.
This approach has generally been driven by our risk appetite not
to place any reliance on central banks. In a few cases, we have
recognised the contingent value of discrete pools of assets, but
the amounts involved are insignificant. As a result, we have
reported the majority of our loans and advances to customers
and banks in the category ‘Other realisable assets’ as
management would need to perform additional actions in
order to make the assets transferable and readily realisable.
Additional information
The amount of assets pledged to secure liabilities
reported in Note 36 on the Financial Statements may
be greater than the book value of assets reported as
being encumbered in the table on page 225. Examples
of where such differences occur are:
• ABSs and covered bonds, where the amount of
liabilities issued plus the required mandatory
•
•
over-collateralisation is lower than the book
value of assets pledged to the pool. Any
difference is categorised in the table above
as ‘Unencumbered – readily realisable assets’;
negotiable securities held by custodians or
settlement agents, where a floating charge has
been given over the entire holding to secure
intra-day settlement liabilities, are only reported
as encumbered to the extent that we have a
liability to the custodian or settlement agent at
the reporting date, with the balance reported as
‘Unencumbered – readily realisable assets’; and
assets pre-positioned with central banks or
government agencies are only reported as
encumbered to the extent that we have secured
funding with the collateral. The unutilised
pre-positioned collateral is reported as
‘Unencumbered – readily realisable assets’.
Contractual maturity of financial liabilities
(Audited)
The balances in the table below do not agree directly
with those in our consolidated balance sheet as the
table incorporates, on an undiscounted basis, all
cash flows relating to principal and future
coupon payments (except for trading liabilities
and derivatives not treated as hedging derivatives).
Undiscounted cash flows payable in relation to
hedging derivative liabilities are classified according
to their contractual maturities. Trading liabilities and
derivatives not treated as hedging derivatives are
included in the ‘On demand’ time bucket and not
by contractual maturity.
A maturity analysis of repos and debt securities in issue
included in trading liabilities is presented in Note 33 on the
Financial Statements.
In addition, loan and other credit-related
commitments and financial guarantees and similar
contracts are generally not recognised on our balance
sheet. The undiscounted cash flows potentially
payable under financial guarantees and similar
contracts are classified on the basis of the earliest
date they can be called.
227
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Liquidity and funding > Contractual maturity of financial liabilities / HSBC Holdings
Cash flows payable by HSBC under financial liabilities by remaining contractual maturities
(Audited)
At 31 December 2013
Deposits by banks .......................................................
Customer accounts ......................................................
Trading liabilities ........................................................
Financial liabilities designated at fair value ...............
Derivatives ..................................................................
Debt securities in issue ...............................................
Subordinated liabilities ...............................................
Liabilities of disposal groups held for sale ................
Other financial liabilities ............................................
Loan and other credit-related commitments ..............
Financial guarantees and similar contracts ................
At 31 December 2012
Deposits by banks .......................................................
Customer accounts ......................................................
Trading liabilities ........................................................
Financial liabilities designated at fair value ...............
Derivatives ..................................................................
Debt securities in issue ...............................................
Subordinated liabilities ...............................................
Liabilities of disposal groups held for sale ................
Other financial liabilities ............................................
Loan and other credit-related commitments ..............
Financial guarantees and similar contracts ................
On
demand
US$m
Due within
3 months
US$m
Due between
3 and 12
months
US$m
Due between
1 and 5 years
US$m
Due after
5 years
US$m
65,839
1,124,635
207,025
18,689
269,554
2,528
55
1,011
30,985
1,720,321
377,352
18,039
2,115,712
45,290
1,035,636
304,564
7,778
351,367
64
7
1,416
26,963
1,773,085
375,818
14,321
2,163,224
54,175
277,459
–
1,967
456
35,401
391
241
30,465
400,555
79,599
4,796
484,950
51,321
229,642
–
1,211
355
37,938
386
993
31,557
353,403
76,394
5,506
435,303
5,612
69,542
–
3,223
1,684
33,695
2,687
229
6,335
123,007
55,124
12,040
190,171
4,495
62,650
–
7,825
995
37,167
1,149
707
5,381
120,369
51,330
12,104
183,803
2,819
15,520
–
39,554
6,099
46,141
11,871
66
2,310
124,380
59,747
7,479
191,606
11,718
17,508
–
42,683
4,785
45,433
9,058
201
3,467
134,853
57,506
9,266
201,625
686
726
–
64,144
1,638
6,526
44,969
5
1,295
119,989
16,872
3,988
140,849
789
720
–
62,279
1,855
6,034
46,322
24
829
118,852
18,421
3,796
141,069
228
HSBC Holdings
(Audited)
Liquidity Risk in HSBC Holdings is overseen by the
HSBC Holdings Asset and Liability Committee
(‘HALCO’). Liquidity Risk arises because of HSBC
Holdings’ obligation to make payments to debt
holders as they fall due. The liquidity risk related to
these cashflows is managed by matching debt
obligations with internal loan cashflows and by
maintaining an appropriate liquidity buffer that is
monitored by HALCO. During 2013, HSBC
Holdings issued US$2bn (2012: nil) of debt securities
that qualify as capital in the UK but did not issue any
senior debt (2012: US$2bn).
The balances in the table below do not
agree directly with those on the balance sheet
of HSBC Holdings as the table incorporates, on
an undiscounted basis, all cash flows relating to
principal and future coupon payments (except for
derivatives not treated as hedging derivatives).
Undiscounted cash flows payable in relation to
hedging derivative liabilities are classified according
to their contractual maturities. Derivatives not treated
as hedging derivatives are included in the ‘On
demand’ time bucket.
In addition, loan commitments and financial
guarantees and similar contracts are generally not
recognised on our balance sheet. The undiscounted
cash flows potentially payable under financial
guarantees and similar contracts are classified on
the basis of the earliest date on which they can
be called.
Cash flows payable by HSBC Holdings under financial liabilities by remaining contractual maturities
(Audited)
On
Due within
demand
US$m
3 months
US$m
Due between
3 and 12
months
US$m
Due between
1 and 5 years
US$m
Due after
5 years
US$m
1,759
299
–
37
225
885
3,205
–
–
2,315
671
–
1,780
676
284
5,726
–
–
857
4,921
–
279
5,699
–
11,756
–
–
5,654
26,518
–
1,451
24,812
–
58,435
–
–
3,205
5,726
11,756
58,435
604
269
–
36
205
394
1,508
–
–
1,096
807
–
107
614
211
2,835
–
–
1,918
5,345
–
1,946
3,273
–
12,482
–
–
7,570
31,970
–
1,487
25,049
–
66,076
–
–
1,508
2,835
12,482
66,076
At 31 December 2013
Amounts owed to HSBC undertakings ...................
Financial liabilities designated at fair value ............
Derivatives ...............................................................
Debt securities in issue ............................................
Subordinated liabilities ............................................
Other financial liabilities .........................................
Loan commitments ..................................................
Financial guarantees and similar contracts .............
At 31 December 2012
Amounts owed to HSBC undertakings ...................
Financial liabilities designated at fair value ............
Derivatives ...............................................................
Debt securities in issue ............................................
Subordinated liabilities ............................................
Other financial liabilities .........................................
Loan commitments ..................................................
Financial guarantees and similar contracts .............
2,053
–
704
–
–
–
2,757
1,245
52,836
56,838
3,032
–
760
–
–
–
3,792
1,200
49,402
54,394
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Market risk > In 2013 / Trading and non-trading portfolios
Market risk
Page
App1
Tables
Page
Market risk in 2013 ............................................. 231
Overview of market risk in global businesses .......
Monitoring and limiting market risk exposures ....
Sensitivity analysis ...............................................
Value at risk and stressed value at risk ..................
Stress testing ..........................................................
281
281
282
282
283
Trading and non-trading portfolios ................... 231
Market risk reporting measures ............................. 232
Types of risk by global business ............................................ 231
Overview of risk reporting .................................................... 232
Trading portfolios ................................................ 232
Value at risk of the trading portfolios .................... 232
284
Stressed value at risk of the trading portfolios ...... 234
Gap risk ..................................................................
ABS/MBS exposures .............................................
Non-trading portfolios ......................................... 234
Value at risk of the non-trading portfolios ............ 234
284
285
285
Trading value at risk ............................................................. 232
Daily VaR (trading portfolios) .............................................. 232
VaR by risk type for trading activities ................................... 233
Backtesting of trading intent VaR against hypothetical
profit and loss for the Group ............................................. 234
Stressed value at risk (one-day equivalent) .......................... 234
Non-trading value at risk ...................................................... 234
Daily VaR (non-trading portfolios) ....................................... 234
VaR by risk type for non-trading activities ........................... 235
Credit spread risk for available-for-sale debt
securities ............................................................ 235
Equity securities classified as available for sale ... 235
Market risk balance sheet linkages .................... 236
285
Fair value of equity securities ............................................... 235
Market risk linkages to the accounting balance sheet .......... 236
Balances included and not included in trading VaR ............. 237
Structural foreign exchange exposures ............. 237
285
Non-trading interest rate risk ............................. 237
Interest rate risk behaviouralisation ...................... 238
Balance Sheet Management ................................ 238
Analysis of third-party assets in Balance Sheet
Sensitivity of net interest income ........................ 239
286
Management ...................................................................... 239
Sensitivity of projected net interest income ........................... 240
Sensitivity of reported reserves to interest rate movements . 240
Defined benefit pension schemes ........................ 241
286 HSBC’s defined benefit pension schemes .............................. 241
Additional market risk measures
applicable only to the parent company ......... 241
Foreign exchange risk ............................................ 241
Sensitivity of net interest income .......................... 241
286
Interest rate repricing gap table ............................. 242
1 Appendix to Risk – risk policies and practices.
HSBC Holdings – foreign exchange VaR .............................. 241
Sensitivity of HSBC Holdings net interest income to
interest rate movements .................................................... 242
Repricing gap analysis of HSBC Holdings ........................... 243
230
Market risk is the risk that movements in
market factors, including foreign exchange
rates and commodity prices, interest rates,
credit spreads and equity prices, will reduce
our income or the value of our portfolios.
There were no material changes to our policies
and practices for the management of market risk
in 2013 other than the introduction of Model
Oversight Committees. These govern model risk at
the regional and global levels of wholesale credit
and market risk and are described in more detail on
page 282.
A summary of our current policies and practices
regarding market risk is provided in the Appendix
to Risk on page 281.
Exposure to market risk
Exposure to market risk is separated into two portfolios:
• Trading portfolios comprise positions arising from
market-making and warehousing of customer-derived
positions.
• Non-trading portfolios comprise positions that primarily
arise from the interest rate management of our retail and
commercial banking assets and liabilities, financial
investments designated as available for sale and held
to maturity, and exposures arising from our insurance
operations (see page 234).
Monitoring and limiting market risk exposures
Our objective is to manage and control market risk exposures
while maintaining a market profile consistent with our risk
appetite.
We use a range of tools to monitor and limit market risk
exposures, including:
• sensitivity analysis measures the impact of individual market
factor movements on specific instruments or portfolios
including interest rates, foreign exchange rates and equity
prices for example the impact of a one basis point change in
yield;
• value at risk (‘VaR’) is a technique that estimates the
potential losses that could occur on risk positions as a result
of movements in market rates and prices over a specified
time horizon and to a given level of confidence; and
• in recognition of VaR’s limitations we augment it with stress
testing to evaluate the potential impact on portfolio values of
more extreme, though plausible, events or movements in a
set of financial variables. Examples of scenarios reflecting
current market concerns are the slowdown of mainland China
and the potential effects of a sovereign debt default,
including its wider contagion effects.
Market risk in 2013
(Audited)
Global financial markets generally continued to be
supported by the accommodative monetary policies
followed by leading central banks in 2013. However,
the year was dominated by discussions around when
and how quickly the US Federal Reserve would taper
off its asset purchase programme. In addition, market
sentiment worsened due to fears of negative
spillovers for some emerging markets that had
experienced slower economic growth and continued
external imbalances. This led to interest rates
climbing rapidly and volatile markets across most
asset classes.
The delay by the US Federal Reserve in
implementing the tapering process, coupled with the
resolution of concerns around the US fiscal policy
and the improving economic outlook in some
developed countries, provided support for major
equity markets reaching recent highs, credit spreads
narrowing further and lower interest rates.
Against this backdrop, the defensive risk profile
of the equity and foreign exchange businesses lead to
lower trading VaR. Non-trading VaR increased during
the period mainly as a result of an extension of the
asset profile in the non-trading book.
Trading and non-trading portfolios
(Audited)
The following table provides an overview of the types
of risks within our different global businesses.
Types of risk by global business
Risk types
Global businesses
GB&M including Balance
Sheet Management (‘BSM’)
Trading risk
– Foreign exchange
and commodities
– Interest rate
– Equities
– Credit spread
Non-trading risk
GB&M including BSM,
– Foreign exchange (structural) RBWM, CMB and GPB
– Interest rate
– Credit spread
The vast majority of trading risk arises from
GB&M businesses. The market risk for insurance
operations is reported separately on page 254.
231
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Market risk > Trading and non-trading portfolios / Trading portfolios
Market risk reporting measures
The following table provides an overview of the
reporting of risks within this section:
The interest rate risk on the fixed-rate securities
issued by HSBC Holdings is not included in the
Group VaR. The management of this risk is described
on page 286.
Overview of risk reporting
Risk type
Foreign exchange and
commodity ..........................
Interest rate .............................
Equity ......................................
Credit spread ...........................
Structural foreign exchange ....
Portfolio
Trading Non-trading
VaR
VaR
VaR
VaR
n/a
VaR
VaR/
Sensitivity
Sensitivity
VaR
Sensitivity
The use of VaR is integrated into market risk
management and is calculated for all trading positions
regardless of how we capitalise those exposures.
Where there is not an approved internal model, we
use the appropriate local rules to capitalise exposures.
In addition, we calculate VaR for non-trading
portfolios in order to have a complete picture of risk.
Our models are predominantly based on historical
simulation. VaR is calculated at a 99% confidence
level for a one-day holding period.
Where we do not calculate VaR explicitly, we
use alternative tools as described in the table above.
Structural foreign exchange risk is monitored using
sensitivity analysis (see page 285).
Daily VaR (trading portfolios) (US$m)
(Unaudited)
For a description of the parameters used in
calculating VaR, see the ‘Appendix to Risk’ on
page 282.
Trading portfolios
(Audited)
Value at risk of the trading portfolios
Our Group trading VaR for the year is shown in the
graph below.
Trading value at risk
At 31 December .......................
Average ....................................
Minimum .................................
Maximum .................................
2013
US$m
52.1
49.9
38.6
81.3
2012
US$m
78.8
74.2
47.3
130.9
The daily levels of total trading VaR and trading
VaR by risk type over the course of 2013 are set out in
the graph below. The corresponding period-end levels
and statistics for 2013 are illustrated in the table ‘VaR
by risk type for trading activities’ below.
90
70
50
30
10
-10
-30
-50
Dec-12
Feb-13
Apr-13
Jun-13
Jul-13
Sep-13
Nov-13
Dec-13
232
Trading VaR
IR trading
FX trading
CS trading
Equity trading
Diversification
Almost all trading VaR resides within Markets.
The VaR for trading activity at 31 December 2013
was lower than at 31 December 2012 due primarily
to the defensive risk profile of the equity and foreign
exchange businesses. These contributions and a
higher diversification benefit across asset classes led
to VaR trending lower during the year, even though
a less defensive profile towards the end of the year
resulted in a rising VaR. The spike observed during
September was due to a syndicated underwriting
undertaken by the Rates business and the risk was
placed with investors.
VaR by risk type for trading activities48
(Audited)
Foreign
exchange and
commodity
US$m
Interest
rate
US$m
At 31 December 2013 ......
Average .............................
Minimum ..........................
Maximum ..........................
At 31 December 2012 .......
Average .............................
Minimum ..........................
Maximum ..........................
For footnotes, see page 265.
16.0
15.2
6.5
26.4
20.5
23.5
6.9
46.0
33.4
33.4
22.8
71.9
37.5
42.7
29.5
60.0
Equity
US$m
9.2
5.1
2.2
14.1
17.7
9.3
2.7
24.9
Credit
spread
US$m
Portfolio
diversification49
US$m
14.2
16.5
11.2
25.5
16.1
26.8
12.2
77.9
(20.7)
(20.3)
–
–
(12.9)
(28.1)
–
–
Total50
US$m
52.1
49.9
38.6
81.3
78.8
74.2
47.3
130.9
We routinely validate the accuracy of our VaR
We back-test our Group VaR at various levels
models by back-testing them against the hypothetical
profit and loss that excludes non-modelled items
such as fees, commissions and revenues of intra-day
transactions from the actual reported profit and loss.
The VaR (and hypothetical profit and loss) presented
here is used for internal management purposes and
differs from that used for managing our regulatory
exposures.
We would expect on average to see two to three
profits, and two or three losses, in excess of VaR at
the 99% confidence level over a one-year period. The
actual number of profits or losses in excess of VaR
over this period can therefore be used to gauge how
well the models are performing. To ensure a
conservative approach to calculating our risk
exposures, it is important to note that profits in excess
of VaR are only considered when back-testing the
accuracy of our models and are not used to calculate
the VaR numbers used for risk management or capital
purposes.
which reflect a full legal entity scope of HSBC,
including entities that do not have local permission
to use VaR for regulatory purposes. In 2013, there
were no loss exceptions for the Group and major
entities within the Group, including the Hongkong
and Shanghai Banking Corporation, HSBC Bank and
HNAH. However, there was one profit exception for
the Group. There is no evidence of model errors or
control failures. The exception was due primarily to
gains from exposures to major interest rates and some
emerging markets, positions on peripheral European
sovereigns and client-driven trading positions in
currency options.
The graph below shows the daily trading VaR
against hypothetical profit and loss for the Group
during 2013. On a case by case basis, the PRA may
allow loss exceptions to be exempted for regulatory
capital purposes.
233
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Market risk > Trading portfolios / Non-trading portfolios
Backtesting of trading VaR against hypothetical profit and loss for the Group (US$m)
(Unaudited)
150
100
50
0
-50
-100
-150
02-Jan-13
11-Feb-13
21-Mar-13
02-May-13
13-Jun-13
23-Jul-13
02-Sep-13
10-Oct-13
19-Nov-13
31-Dec-13
Hypothetical profit and loss
VaR (99%)
Backtesting exception
Stressed value at risk of the trading portfolios
(Unaudited)
Stressed VaR is primarily used for regulatory capital
purposes and is integrated into the risk management
process to facilitate efficient capital management
and to highlight potentially risky positions based
on previous market volatility. Stressed VaR
complements other risk measures by providing
the potential losses arising from market turmoil.
Calculations are based on a continuous one-year
period of stress for the trading portfolio, based on
the assessment at the Group level of the most volatile
period in recent history.
Stressed value at risk (one-day equivalent)
(Unaudited)
2013
US$m
2012
US$m
At 31 December .......................
92.7
172.4
Stressed VaR reduced significantly, mainly
due to defensive positions taken by the Equity and
Foreign Exchange businesses at the start of 2013. As
Daily VaR (non-trading portfolios) (US$m)
(Unaudited)
280
a result, the overall risk profile minimised the losses
from highly volatile periods and led to a relatively
low stressed VaR compared with trading VaR.
Stressed VaR increased towards the end of the year
due to a less defensive profile in these businesses.
Non-trading portfolios
(Audited)
Value at risk of the non-trading portfolios
Non-trading value at risk
At 31 December .......................
Average ....................................
Minimum .................................
Maximum .................................
2013
US$m
154.6
170.2
114.7
252.3
2012
US$m
119.2
197.9
118.1
322.5
The daily levels of non-trading total VaR and
non-trading VaR by risk type over the course of 2013
are set out in the graph below. The corresponding
period-end levels and statistics for 2013 are
illustrated in the table ‘VaR by risk type for
non-trading activities’ below.
240
200
160
120
80
40
0
-40
-80
-120
Dec-12
Non-trading VaR
IR non-trading
CS non-trading
Diversification
Feb-13
Apr-13
Jun-13
Jul-13
Sep-13
Nov-13
Dec-13
234
VaR by risk type for non-trading activities
(Unaudited)
At 31 December
Interest
rate
US$m
Credit
spread
US$m
Portfolio
divers-
ification
US$m
2013 .................
Average ............
Minimum .........
Maximum .........
2012 .................
Average ............
Minimum .........
Maximum .........
150.6
145.7
84.6
221.7
89.6
103.7
81.1
122.8
80.4
106.6
80.4
135.7
113.4
179.9
111.3
322.1
(76.4)
(82.1)
(83.7)
(85.7)
Total
US$m
154.6
170.2
114.7
252.3
119.2
197.9
118.1
322.5
Most of the Group non-trading VaR relates to
Balance Sheet Management (‘BSM’) or local treasury
management functions. Contributions to Group
non-trading VaR are driven by interest rates and
credit spread risks arising from all global businesses,
as illustrated on page 234. The increase of
non-trading VaR during 2013 was due primarily to the
extension of the asset profile in the non-trading book.
This was partially offset by the reduced contribution
of credit spread risks, as a result of lower volatilities
and credit spread baselines utilised in the VaR
calculations. This movement included the reduction
in credit spread risks relating to the Group’s holdings
of available-for-sale debt securities (excluding those
held in insurance operations), which is discussed
further in the following section.
Non-trading VaR also includes the interest
rate risk of non-trading financial instruments held
by the global businesses and transferred into
portfolios managed by BSM or local treasury
functions. In measuring, monitoring and managing
risk in our non-trading portfolios, VaR is just one of
the tools used. The management of interest rate risk in
the banking book is described further in ‘Non-trading
interest rate risk’ below, including the role of BSM.
Non-trading VaR excludes equity risk on
available-for-sale securities, structural foreign
exchange risk, and interest rate risk on fixed
rate securities issued by HSBC Holdings, the scope
and management of which are described in the
relevant sections below.
Credit spread risk for available-for-sale
debt securities
Credit spread VaR for available-for-sale debt
securities, excluding those held in insurance
operations, is included in the Group non-trading
VaR. However, SICs are not included.
Movements in credit spreads can lead to losses
in excess of those borne by the SICs capital note
holders, which will impact our equity capital. At
31 December 2013, the sensitivity of equity capital
to the effect of movements in credit spreads on our
available-for-sale debt securities, including the
gross exposure for the SICs consolidated within
our balance sheet, based on credit spread VaR, was
US$113m (2012: US$150m). This sensitivity was
calculated before taking into account losses which
would have been absorbed by the capital note holders.
Excluding the gross exposure for SICs consolidated
in our balance sheet, this exposure reduced to
US$83m (2012: US$119m).
The decrease in this sensitivity at 31 December
2013 compared with 31 December 2012 was due
mainly to the effect of lower volatilities and credit
spread baselines observed during the year.
At 31 December 2013, the capital note holders
would absorb the first US$2.3bn (2012: US$2.3bn) of
any losses incurred by the SICs before we incur any
equity losses.
Equity securities classified as available
for sale
The fair value of the constituents of equity securities
classified as available for sale can fluctuate
considerably. The table below sets out the maximum
possible loss on shareholders’ equity from
available-for-sale equity securities. The increase
in other strategic investments is largely due to the
reclassification of our investment in Industrial Bank.
Fair value of equity securities
(Audited)
2013
US$bn
2012
US$bn
Private equity holdings51 .............
Funds invested for short-term
2.7
cash management ...................
–
Investment to facilitate
ongoing business52 ..................
Other strategic investments ........
1.2
5.2
9.1
2.9
0.2
1.1
1.6
5.8
For footnotes, see page 265.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Market risk > Balance sheet linkages / Structured FX exposures / Non-trading interest rate risk
Market risk balance sheet linkages
(Unaudited)
The information below aims to facilitate the
understanding of linkages between line items in the
Market risk linkages to the accounting balance sheet
Trading assets and liabilities
The Group’s trading assets and liabilities are in substantially all
cases originated by GB&M. The assets and liabilities are classified
as held for trading if they have been acquired or incurred
principally for the purpose of selling or repurchasing in the near
term, or form part of a portfolio of identified financial instruments
that are managed together and for which there is evidence of a
recent pattern of short-term profit-taking. These assets and
liabilities are treated as traded risk for the purposes of market risk
management, other than a limited number of exceptions, primarily
in Global Banking where the short-term acquisition and disposal of
the assets are linked to other non-trading related activities such as
loan origination.
Financial assets designated at fair value
Financial assets designated at fair value within HSBC are
predominantly held within the Insurance entities. The majority
of these assets are linked to policyholder liabilities for either
unit-linked or insurance and investment contracts with DPF. The
risks of these assets largely offset the market risk on the liabilities
under the policyholder contracts, and are risk managed on
a non-trading basis.
Financial liabilities designated at fair value
Financial liabilities designated at fair value within HSBC are
primarily fixed-rate securities issued by HSBC entities for
funding purposes. An accounting mismatch would arise if the
debt securities were accounted for at amortised cost because
the derivatives which economically hedge market risks on the
securities would be accounted for at fair value with changes
recognised in the income statement. The market risks of these
liabilities are treated as non-traded risk, the principal risks being
interest rate and/or foreign exchange risks. We also incur liabilities
to customers under investment contracts, where the liabilities on
unit-linked contracts are based on the fair value of assets within the
unit-linked funds. The exposures on these funds are treated as
non-traded risk and the principal risks are those of the underlying
assets in the funds.
Derivative assets and liabilities
We undertake derivative activity for three primary purposes; to
create risk management solutions for clients, to manage the
portfolio risks arising from client business and to manage and
For information on the accounting policies applied to financial
instruments at fair value, see Note 2l on the Financial
Statements.
Market risk for insurance operations is discussed on page 254.
balance sheet and positions included in our market
risk disclosures, in line with recommendations made
by the Enhanced Disclosure Task Force.
hedge our own risks. Most of our derivative exposures arise from
sales and trading activities within GB&M and are treated as traded
risk for market risk management purposes.
Within derivative assets and liabilities there are portfolios of
derivatives which are not risk managed on a trading intent basis
and are treated as non-traded risk for VaR measurement purposes.
These arise when the derivative was entered into in order to
manage risk arising from non-traded exposures. They include
non-qualifying hedging derivatives and derivatives qualifying
for fair value and cash flow hedge accounting. The use of
non-qualifying hedges whose primary risks relate to interest rate
and foreign exchange exposure is described on page 285. Details
of derivatives in fair value and cash flow hedge accounting
relationships are given in Note 18 on the Financial Statements.
Our primary risks in respect of these instruments relate to interest
rate and foreign exchange risks.
Loans and advances to customers
The primary risk on assets within loans and advances to customers
is the credit risk of the borrower. The risk of these assets is treated
as non-trading risk for market risk management purposes.
Financial investments
Financial investments include assets held on an available-for-sale
and held-to-maturity basis. An analysis of the Group’s holdings
of these securities by accounting classification and issuer type is
provided in Note 19 on the Financial Statements and by business
activity on page 69. The majority of these securities are mainly
held within Balance Sheet Management in GB&M. The positions
which are originated in order to manage structural interest rate and
liquidity risk are treated as non-trading risk for the purposes of
market risk management. Available-for-sale security holdings
within insurance entities are treated as non-trading risk and are
largely held to back non-linked insurance policyholder liabilities.
The other main holdings of available-for-sale assets are the
ABSs within GB&M’s legacy credit business, which are treated
as non-trading risk for market risk management purposes, the
principal risk being the credit risk of the obligor.
The Group’s held-to-maturity securities are principally held
within the Insurance business. Risks of held-to-maturity assets
are treated as non-trading for risk management purposes.
236
Balances included and not included in trading VaR
(Unaudited)
Assets
Cash and balances at central banks .............................................
Trading assets ..............................................................................
Financial assets designated at fair value .....................................
Derivatives ...................................................................................
Loans and advances to banks ......................................................
Loans and advances to customers ...............................................
Financial investments ..................................................................
Assets held for sale ......................................................................
Liabilities
Deposits by banks ........................................................................
Customer accounts .......................................................................
Trading liabilities .........................................................................
Financial liabilities designated at fair value ................................
Derivatives ...................................................................................
Debt securities in issue ................................................................
Liabilities of disposal groups held for sale .................................
At 31 December 2013
Balances
included in
trading VaR
US$m
Balances not
included in
trading VaR
US$m
Primary
market risk
sensitivities
283,390
274,881
189,929
269,657
166,599
19,802
38,430
7,384
211,521
1,080,304
425,925
4,050
129,212
1,482,812
17,096
89,084
4,627
104,080
2,804
B
A
A
A
B
B
A
C
B
B
A
A
A
C
C
Balance
sheet
US$m
166,599
303,192
38,430
282,265
211,521
1,080,304
425,925
4,050
129,212
1,482,812
207,025
89,084
274,284
104,080
2,804
The table represents account lines where there is some exposure to market risk according to the following asset classes:
A Foreign exchange, interest rate, equity and credit spread.
B Foreign exchange and interest rate.
C Foreign exchange, interest rate and credit spread.
The table above splits the assets and liabilities
into two categories:
•
•
those that are included in the trading book and
measured by VaR; and
those that are not in the trading book and/or
measured by VaR.
The breakdown of financial instruments included
and not included in trading VaR provides a linkage
with market risk to the extent that it is reflected in our
risk framework. However, it is important to highlight
that the table does not reflect how we manage market
risk, since we do not discriminate between assets and
liabilities in our VaR model.
The assets and liabilities included in trading VaR
give rise to a large proportion of the income included
in net trading income. As disclosed in the income
statement on page 51, HSBC’s net trading income in
2013 was US$8,690m (2012: US$7,091m).
Adjustments to trading income such as valuation
adjustments do not feed the trading VaR model.
Structural foreign exchange exposures
(Unaudited)
For our policies and procedures for managing
structural foreign exchange exposures, see
page 285 of the Appendix to Risk.
For details of structural foreign exchange exposures see
Note 35 on the Financial Statements.
Non-trading interest rate risk
(Unaudited)
For our policies regarding the funds transfer
pricing process for non-traded interest rate risk
and liquidity and funding risk, see page 280 and
page 276, respectively, of the Appendix to Risk.
Asset, Liability and Capital Management (‘ALCM’)
is responsible for measuring and controlling
non-trading interest rate risk under the supervision
of the Risk Management Meeting. Its primary
responsibilities are:
•
•
•
•
to define the rules governing the transfer of
non-traded interest rate risk from the global
businesses to BSM;
to define the rules governing the interest rate risk
behaviouralisation applied to non-trading
assets/liabilities (see below);
to ensure that all market interest rate risk that
can be neutralised is transferred from the global
businesses to BSM; and
to define the rules and metrics for monitoring the
residual interest rate risk in the global businesses,
including any market risk that can be neutralised.
The different types of non-trading interest rate
risk and the controls which we use to quantify and
limit exposure to these risks can be categorised as
follows:
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Market risk > Non-trading interest rate risk / BSM / Sensitivity of NII
•
•
the assessed duration of non-interest bearing
balances, typically capital and current accounts;
and
the base case expected prepayment behaviour or
pipeline take-up rate for fixed rate balances with
embedded optionality.
Interest rate behaviouralisation policies have to be
formulated in line with the Group’s behaviouralisation
policies and approved at least annually by local ALCO,
regional ALCM and Group ALCM, in conjunction with
local, regional and Group market risk monitoring
teams.
The extent to which balances can be
behaviouralised is driven by:
•
•
•
the amount of the current balance that can be
assessed as ‘stable’ under business-as-usual
conditions; and
for managed rate balances the historic market
interest rate re-pricing behaviour observed; or
for non-interest bearing balances the duration for
which the balance is expected to remain under
business-as-usual conditions. This assessment is
often driven by the re-investment tenors
available to BSM to neutralise the risk through
the use of fixed rate government bonds or interest
rate derivatives, and for derivatives the
availability of cash flow hedging capacity.
Balance Sheet Management
(Unaudited)
Effective governance across BSM is supported by the
dual reporting lines it has to the CEO of GB&M and
to the Group Treasurer. In each operating entity, BSM
is responsible for managing liquidity and funding
under the supervision of the local ALCO. It also
manages the non-trading interest rate positions
transferred to it within a Global Markets limit
structure.
In executing the management of the liquidity risk
on behalf of ALCO, and managing the non-trading
interest rate positions transferred to it, BSM invests
in highly-rated liquid assets in line with the Group’s
liquid asset policy. The majority of the liquidity is
invested in central bank deposits and government,
supranational and agency securities with most of the
remainder held in short-term interbank and central
bank loans.
•
•
•
risk which is transferred to BSM and managed
by BSM within a defined market risk mandate,
predominantly through the use of fixed rate
liquid assets (government bonds) held in
available-for-sale portfolios and/or interest rate
derivatives which are part of fair value hedging
or cash flow hedging relationships. This non-
traded interest rate risk is reflected in non-traded
VaR, as well as in our net interest income or
economic value of equity (‘EVE’) sensitivity
(see below);
risk which remains outside BSM because it
cannot be hedged or which arises due to our
behaviouralised transfer pricing assumptions.
This risk is not reflected in non-traded VaR, but
is captured by our net interest income or EVE
sensitivity and corresponding limits are part of
our global and regional risk appetite statements
for non-trading interest rate risk. A typical
example would be margin compression created
by unusually low rates in key currencies;
basis risk which is transferred to BSM when it
can be hedged. Any residual basis risk remaining
in the global businesses is reported to ALCO.
This risk is not reflected in non-traded VaR, but
is captured by our net interest income or EVE
sensitivity. A typical example would be a
managed rate savings product transfer-priced
using a Libor-based interest rate curve; and
• model risks which cannot be captured by
non-traded VaR, net interest income or EVE
sensitivity, but are controlled by our stress
testing framework. A typical example would
be prepayment risk on residential mortgages
or pipeline risk.
Interest rate risk behaviouralisation
Unlike liquidity risk which is assessed on the basis
of a very severe stress scenario, non-traded market
interest rate risk is assessed and managed on the basis
of ‘business-as-usual’. In many cases the contractual
profile of non-traded assets/liabilities arising from
assets/liabilities created outside Markets or BSM
does not reflect the behaviour observed under
business-as-usual conditions. Behaviouralisation is
therefore used to assess the market interest rate risk of
non-traded assets/liabilities and this assessed market
risk is transferred to BSM, in accordance with the
rules governing the transfer of interest rate risk from
the global businesses to BSM.
Behaviouralisation is applied in three key areas:
•
the assessed re-pricing frequency of managed
rate balances;
238
Analysis of third-party assets in Balance Sheet
Management
(Unaudited)
Cash and balances at central
banks ....................................
Trading assets ..........................
Financial assets designated
at fair value ..........................
Loans and advances:
– to banks ................................
– to customers .........................
Financial investments ..............
Other ........................................
At 31 December
2013
US$m
134,086
5,547
2012
US$m
93,946
8,724
72
74
86,406
34,063
314,427
3,700
72,771
22,052
293,421
2,948
578,301
493,936
Withdrawable central bank deposits are
accounted for as cash balances. Interbank loans,
statutory central bank reserves and loans to central
banks are accounted for as loans and advances to
banks. BSM’s holdings of securities are accounted for
as available-for-sale or, to a lesser extent, held-to-
maturity assets.
Statutory central bank reserves are not recognised
as liquid assets. The statutory reserves that would be
released in line with the Group’s stressed customer
deposit outflow assumptions are reflected as stressed
inflows.
Third-party assets in BSM increased by 17%
during 2013, reflecting an increase in commercial
surplus which is reinvested by BSM. Deposits with
central banks grew by US$40bn, driven by the
placement of surplus funds in Europe and North
America. Financial investments rose by 7% with an
increase in Hong Kong due to the deployment of funds,
partially offset by a reduction in North America due to
net sales and maturities of government debt securities.
Loans and advances to banks increased with higher
levels of placements in Hong Kong and Rest of
Asia-Pacific along with an increase in reverse repos in
Europe.
BSM is permitted to use derivatives as part of
its mandate to manage interest rate risk. Derivative
activity is predominantly through the use of vanilla
interest rate swaps which are part of cash flow
hedging and fair value hedging relationships.
Credit risk in BSM is predominantly limited
to short-term bank exposure created by interbank
lending, exposure to central banks and high quality
sovereigns, supranationals or agencies which
constitute the majority of BSM’s liquidity portfolio.
BSM does not manage the structural credit risk of any
Group entity balance sheets.
239
BSM is permitted to enter into single name and
index credit derivatives activity, but it does so to
manage credit risk on the exposure specific to its
securities portfolio in limited circumstances only.
The risk limits are extremely limited and closely
monitored. At 31 December 2013 and 31 December
2012 BSM had no open credit derivative index risk.
VaR is calculated on both trading and
non-trading positions held in BSM. It is calculated
by applying the same methodology used for the
Markets business and utilised as a tool for market
risk control purposes.
BSM holds trading portfolio instruments in
only very limited circumstances. Positions and the
associated VaR were not significant during 2013
and 2012.
Sensitivity of net interest income
(Unaudited)
The table below sets out the effect on our future net
interest income of an incremental 25 basis points
parallel rise or fall in all yield curves worldwide at the
beginning of each quarter during the 12 months from
1 January 2014. The sensitivities shown represent the
change in the base case projected net interest income
that would be expected under the two rate scenarios
assuming that all other non-interest rate risk variables
remain constant, and there are no management
actions. In deriving our base case net interest income
projections the re-pricing rate of assets and liabilities
used is derived from current yield curves.
A sequence of four parallel 25bps rises at the
beginning of each quarter during the 12 months from
1 January 2014 (up-shock) would increase planned
net interest income for 2014 by US$938m (2013:
US$1,403m), while a sequence of four 25bps declines
(down-shock) would decrease planned net interest
income by US$1,734m (2013: US$1,550m).
The up-shock sensitivity declined in 2013,
mostly as a result of a partial reversal of the margin
compression experienced as rates dropped near to
zero. This was partly due to the steepening of the
yield curves in 2013 reflected in a higher base case
net interest income projection, and partly due to an
enhancement in our up-shock assumptions around
customer managed rate re-pricing in the UK.
Net interest income and its associated sensitivity
include the expense of funding trading assets, while
related revenue is reported in ‘Net trading income’.
The asymmetry observed between the
year-on-year change in the up-shock and the
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Market risk > Sensitivity of NII / DBS Scheme / Parent company
down-shock is driven to some extent by the increase
in repos recognised at amortised cost used to fund
trading assets, following the change in the way
GB&M manage repo and reverse repo activities.
These repos were previously recognised as trading
liabilities.
These figures incorporate the effect of any option
features in the underlying exposures.
The interest rate sensitivities set out below
are indicative and based on simplified scenarios.
The limitations of this analysis are discussed in
the Appendix to Risk on page 286.
Sensitivity of projected net interest income53
(Unaudited)
US dollar
bloc
US$m
Rest of
Americas
bloc
US$m
Hong Kong
dollar
bloc
US$m
Rest of
Asia
bloc
US$m
Sterling
bloc
US$m
Euro
bloc
US$m
Total
US$m
Change in 2014 projected net
interest income arising from
a shift in yield curves of:
+25 basis points at the
beginning of each quarter .....
–25 basis points at the
beginning of each quarter .....
Change in 2013 projected net
interest income arising from
a shift in yield curves of:
+25 basis points at the
(107)
(291)
beginning of each quarter .....
133
–25 basis points at the
beginning of each quarter .....
(366)
For footnote, see page 265.
12
(23)
64
(52)
We monitor the sensitivity of reported reserves
to interest rate movements on a monthly basis by
assessing the expected reduction in valuation of
available-for-sale portfolios and cash flow hedges
due to parallel movements of plus or minus 100bps
Sensitivity of reported reserves to interest rate movements
(Unaudited)
327
(412)
236
(233)
598
(128)
938
(761)
(14)
(1,734)
246
(305)
237
(168)
679
44
1,403
(602)
(57)
(1,550)
in all yield curves. The table below describes
the sensitivity of our reported reserves to these
movements and the maximum and minimum
month-end figures during the year.
At 31 December 2013
+ 100 basis point parallel move in all yield curves ....................................................
As a percentage of total shareholders’ equity ............................................................
– 100 basis point parallel move in all yield curves ....................................................
As a percentage of total shareholders’ equity ............................................................
At 31 December 2012
+ 100 basis point parallel move in all yield curves ....................................................
As a percentage of total shareholders’ equity ............................................................
– 100 basis point parallel move in all yield curves ....................................................
As a percentage of total shareholders’ equity ............................................................
Maximum
impact
US$m
Minimum
impact
US$m
(5,992)
(3.3%)
5,786
3.2%
(5,748)
(3.3%)
5,418
3.1%
(5,507)
(3.0%)
4,910
2.7%
(5,166)
(2.9%)
4,734
2.7%
US$m
(5,762)
(3.2%)
5,634
3.1%
(5,602)
(3.2%)
4,996
2.9%
240
The sensitivities above are indicative and based
on simplified scenarios. The table shows the potential
sensitivity of reported reserves to valuation changes
in available-for-sale portfolios and from cash flow
hedges following the specified shifts in yield curves.
These particular exposures form only a part of our
overall interest rate exposures. The accounting
treatment of our remaining interest rate exposures,
while economically largely offsetting the exposures
shown in the above table, does not require revaluation
movements to go to reserves.
Defined benefit pension schemes
(Audited)
Market risk arises within our defined benefit pension
schemes to the extent that the obligations of the
schemes are not fully matched by assets with
determinable cash flows.
HSBC’s defined benefit pension schemes
(Audited)
2013
US$bn
2012
US$bn
Liabilities (present value) ........
40.5
38.1
Assets:
Equities ....................................
Debt securities .........................
Other (including property) .......
%
18
70
12
%
18
71
11
100
100
For details of our defined benefit schemes, see Note 7 on the
Financial Statements, and for pension risk management see
page 295.
Additional market risk measures applicable
only to the parent company
(Audited)
The principal tools used in the management of market
risk are VaR for foreign exchange rate risk and the
projected sensitivity of HSBC Holdings’ net interest
income to future changes in yield curves and interest
rate gap re-pricing tables for interest rate risk.
Foreign exchange risk
Total foreign exchange VaR arising within HSBC
Holdings in 2013 was as follows:
HSBC Holdings – foreign exchange VaR
(Audited)
At 31 December ..............................
Average ...........................................
Minimum ........................................
Maximum ........................................
2013
US$m
2012
US$m
54.1
51.1
46.7
64.1
69.9
51.4
39.2
69.9
The foreign exchange risk largely arises from
loans to subsidiaries of a capital nature that are not
denominated in the functional currency of either the
provider or the recipient and which are accounted
for as financial assets. Changes in the carrying
amount of these loans due to foreign exchange rate
differences are taken directly to HSBC Holdings’
income statement. These loans, and most of the
associated foreign exchange exposures, are
eliminated on a Group consolidated basis.
Sensitivity of net interest income
(Audited)
HSBC Holdings monitors net interest income
sensitivity over a 5-year time horizon reflecting
the longer-term perspective on interest rate risk
management appropriate to a financial services
holding company. The table below sets out the effect
on HSBC Holdings’ future net interest income over
a 5-year time horizon of incremental 25 basis point
parallel falls or rises in all yield curves worldwide at
the beginning of each quarter during the 12 months
from 1 January 2014.
Assuming no management actions, a sequence
of such rises would increase planned net interest
income for the next five years by US$602m (2012:
increase of US$532m), while a sequence of such
falls would decrease planned net interest income
by US$464m (2012: decrease of US$329m). These
figures incorporate the effect of any option features
in the underlying exposures.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Market risk > Parent company
Sensitivity of HSBC Holdings’ net interest income to interest rate movements53
(Audited)
US dollar
bloc
US$m
Sterling
bloc
US$m
Euro
bloc
US$m
Total
US$m
Change in projected net interest income as at 31 December
arising from a shift in yield curves
2013
of + 25 basis points at the beginning of each quarter
0-1 year ................................................................................
2-3 years ...............................................................................
4-5 years ...............................................................................
of – 25 basis points at the beginning of each quarter
0-1 year ................................................................................
2-3 years ...............................................................................
4-5 years ...............................................................................
2012
of + 25 basis points at the beginning of each quarter
0-1 year ................................................................................
2-3 years ...............................................................................
4-5 years ...............................................................................
of – 25 basis points at the beginning of each quarter
0-1 year ................................................................................
2-3 years ...............................................................................
4-5 years ...............................................................................
For footnote, see page 265.
The interest rate sensitivities tabulated above
are indicative and based on simplified scenarios. The
figures represent hypothetical movements in net
interest income based on our projected yield curve
scenarios, HSBC Holdings’ current interest rate risk
profile and assumed changes to that profile during the
next five years. Changes to assumptions concerning
the risk profile over the next five years can have a
significant impact on the net interest income sensitivity
for that period. However, the figures do not take into
104
382
245
(53)
(300)
(243)
83
303
319
(34)
(139)
(306)
(14)
(93)
(101)
13
91
101
(23)
(108)
(120)
21
65
118
2
38
38
(2)
(33)
(38)
4
37
37
(2)
(17)
(35)
92
327
182
(42)
(242)
(180)
64
232
236
(15)
(91)
(223)
account the effect of actions that could be taken to
mitigate this interest rate risk.
Interest rate repricing gap table
The interest rate risk on the fixed-rate securities
issued by HSBC Holdings is not included within the
Group VaR but is managed on a repricing gap basis.
The interest rate repricing gap table below analyses
the full-term structure of interest rate mismatches
within HSBC Holdings’ balance sheet.
242
Repricing gap analysis of HSBC Holdings
(Audited)
At 31 December 2013
Cash at bank and in hand:
– balances with HSBC undertakings ..............
Derivatives ..........................................................
Loans and advances to HSBC undertakings ......
Financial investments .........................................
Investments in subsidiaries .................................
Other assets .........................................................
Total
US$m
407
2,789
53,344
1,210
92,695
391
Total assets ..........................................................
150,836
Amounts owed to HSBC undertakings ..............
Financial liabilities designated at fair values .....
Derivatives ..........................................................
Debt securities in issue .......................................
Other liabilities ...................................................
Subordinated liabilities .......................................
Total equity .........................................................
(11,685)
(21,027)
(704)
(2,791)
(1,375)
(14,167)
(99,087)
Up to
1 year
US$m
357
–
49,979
300
–
–
50,636
(10,865)
(1,928)
–
(1,722)
–
–
–
Total liabilities and equity ..................................
(150,836)
(14,515)
Off-balance sheet items attracting interest
rate sensitivity ................................................
Net interest rate risk gap .....................................
Cumulative interest rate gap ...............................
–
–
–
(18,620)
17,501
17,501
At 31 December 2012
Cash at bank and in hand:
– balances with HSBC undertakings ..............
Derivatives ..........................................................
Loans and advances to HSBC undertakings ......
Financial investments .........................................
Investments in subsidiaries .................................
Other assets .........................................................
353
3,768
41,675
1,208
92,234
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Total assets ..........................................................
139,484
Amounts owed to HSBC undertakings ..............
Financial liabilities designated at fair values .....
Derivatives ..........................................................
Debt securities in issue .......................................
Other liabilities ...................................................
Subordinated liabilities .......................................
Total equity .........................................................
(12,856)
(23,195)
(760)
(2,691)
(1,048)
(11,907)
(87,027)
312
–
38,473
–
–
–
38,785
(12,259)
(1,654)
–
–
–
–
–
Total liabilities and equity ..................................
(139,484)
(13,913)
Off-balance sheet items attracting interest
rate sensitivity ................................................
Net interest rate risk gap .....................................
Cumulative interest rate gap ...............................
–
–
–
(18,583)
6,289
6,289
From
over 1
to 5 years
US$m
From
over 5
to 10 years
US$m
More than
10 years
US$m
Non-interest
bearing
US$m
–
–
290
–
–
–
290
–
(4,655)
–
–
–
(3,030)
–
(7,685)
4,382
(3,013)
14,488
–
–
–
300
–
–
300
–
(6,334)
–
(1,648)
–
(808)
–
(8,790)
6,348
(2,142)
4,147
–
–
1,239
731
–
–
1,970
–
(7,810)
–
–
–
(2,066)
–
–
–
645
–
–
–
645
–
(4,325)
–
(1,069)
–
(8,912)
–
50
2,789
1,191
179
92,695
391
97,295
(820)
(2,309)
(704)
–
(1,375)
(159)
(99,087)
(9,876)
(14,306)
(104,454)
9,876
1,970
4,421
(59)
(9,240)
(7,218)
16,458
7,218
–
–
–
1,477
731
–
–
2,208
–
(7,708)
–
–
–
(2,110)
–
–
–
630
–
–
–
630
–
(4,301)
–
(1,051)
–
(8,828)
–
41
3,768
1,095
177
92,234
246
97,561
(597)
(3,198)
(760)
8
(1,048)
(161)
(87,027)
(9,818)
(14,180)
(92,783)
7,341
(269)
3,878
4,325
(9,225)
(5,347)
569
5,347
–
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Operational risk > Management framework / In 2013
Operational risk
(Unaudited)
Page App1
Tables
Page
Operational risk ...................................................
287
Operational risk management framework ....... 244
Three lines of defence ............................................................ 244
Operational risk management framework ............................ 245
Operational risk in 2013 ..................................... 245
Frequency and amount of operational risk losses . 246
Frequency of operational risk incidents by risk category .... 247
Distribution of operational risk losses in US dollars by
risk category ...................................................................... 247
Compliance risk ................................................... 247
Legal risk ..............................................................
Global security and fraud risk ...........................
Systems risk ..........................................................
Vendor risk management ....................................
287
288
288
289
289
Fiduciary risk ....................................................... 248
289
1 Appendix to Risk – risk policies and practices.
Operational risk is relevant to every aspect
of our business and covers a wide spectrum
of issues, in particular legal, compliance,
security and fraud. Losses arising from
breaches of regulation and law, unauthorised
activities, error, omission, inefficiency, fraud,
systems failure or external events all fall
within the definition of operational risk.
Responsibility for minimising operational risk lies
with HSBC’s management and staff. Each regional,
global business, country, business unit and functional
head is required to maintain oversight over the
operational risks and internal controls of the business
and operational activities for which they are
responsible.
A summary of our current policies and practices
regarding operational risk is provided in the
Appendix to Risk on page 287.
244
Operational risk management framework
The Group Operational Risk function and the
operational risk management framework (‘ORMF’)
directs business management in discharging their
responsibilities.
The ORMF defines minimum standards
and processes, and the governance structure for
operational risk and internal control across the Group.
To implement the ORMF a ‘three lines of defence’
model is used for the management of risk, as
described below:
Three lines of defence
First
line of
defence
Every employee at HSBC is responsible for the
risks that are a part of their day to day jobs.
The first line of defence ensures all key risks
within their operations are identified, mitigated
and monitored by appropriate internal controls
within an overall control environment.
Second
line of
defence
Consists of the Global Functions such as Global
Risk, Finance and HR who are responsible for
providing assurance, challenge and oversight
of the activities conducted by the first line.
Third
line of
defence
Internal Audit provides independent assurance
over the first and second lines of defence.
A diagrammatic representation of the ORMF is
presented below:
Operational risk management framework
Operational risks
• Operations
• Accounting
• Compliance
• Fiduciary
• Internal fraud
• External fraud
• Physical
• Business continuity
• Information
• Legal
• Tax
• Technology
• People
• Project
• Political
1
Risk and Control Assessment (‘RCA’)
2
Key indicators (‘KI’s)
3
Internal incidents
4
External events
Capital Modelling
Top Risk
Analysis
(‘TRA’)
Action
Governance
Identify
Set risk
appetite
Assess
Control
Report
• RCAs are used to inform the evaluation of the effectiveness of controls over top risks.
• KIs are used to help monitor the risks and controls.
• TRAs (scenarios) provide management with a quantified view of our top and emerging operational risks.
•
• External sources are used to inform the assessment of extreme TRAs.
Internal incidents are used to forecast typical losses.
We continued to refine our ORMF policies and
procedures in 2013 and undertook various activities
such as a global training programme to further embed
the use of the framework in the management of the
Group.
Articulating our risk appetite for material
operational risks helps the organisation understand
the level of risk HSBC is willing to accept. A Group
Operational Risk appetite statement is approved
annually by the Board under advice from the GRC.
Monitoring operational risk exposure against risk
appetite on a regular basis and implementing our
risk acceptance process drives risk awareness in a
forward-looking manner. It assists management in
determining whether further action is required.
Operational risk and control assessments are
performed by individual business units and functions.
The risk and control assessment process is designed
to provide business areas and functions with a
forward looking view of operational risks and an
assessment of the effectiveness of controls, and a
tracking mechanism for action plans so that they
can proactively manage operational risks within
acceptable levels. Risk and control assessments
are reviewed and updated at least annually.
Appropriate means of mitigation and controls are
considered. These include:
• making specific changes to strengthen the
internal control environment;
•
•
investigating whether cost-effective insurance
cover is available to mitigate the risk; and
other means of protecting us from loss.
In addition, an enhanced Top Risk Analysis
process is being implemented across material
legal entities to improve the quantification and
management of material risks through scenario
analysis.
Operational risk in 2013
During 2013, our operational top and emerging risk
profile continued to be dominated by compliance and
legal risks as referred to in the ‘Top and emerging
risks’ section and Note 43 on the Financial
Statements. Losses were realised relating to events
that occurred in previous years, albeit at a lower level
than in 2012. These events included the possible
historical mis-selling of payment protection insurance
(‘PPI’) and interest rate protection products in the UK
(see Note 31 on the Financial Statements). A number
of mitigating actions continued to be taken to prevent
future mis-selling incidents, including enhanced new
product approval processes.
The incidence of regulatory proceedings and
other adversarial proceedings against financial
service firms is increasing. Proposed changes relating
to capital and liquidity requirements, remuneration
and/or taxes could increase our cost of doing business,
reducing future profitability. Various regulators and
competition authorities around the world are also
245
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Operational risk > In 2013 / Compliance risk
investigating and reviewing certain past submissions
made by panel banks and the process for making
submissions in connection with the setting of Libor,
Euribor and other benchmark interest and foreign
exchange rates. In response, we have undertaken a
number of initiatives which seek to address the issues
identified, including creating a Global management
structure, enhancing our governance and oversight,
increasing our compliance function resource,
emphasising HSBC Values and designing and
implementing new Global Standards as described
on page 23. For further information, see Note 43 on
the Financial Statements.
Other operational risks included:
•
•
•
fraud risks: the threat of fraud perpetrated by or
against our customers, especially in retail and
commercial banking, may grow during adverse
economic conditions. We have increased
monitoring, analysed root causes and reviewed
internal controls to enhance our defences against
external attacks and reduce the level of loss in
these areas. In addition, Group Security and
Fraud Risk worked closely with the global
businesses to continually assess these threats as
they evolve and adapt our controls to mitigate
these risks;
level of change creating operational complexity:
management and the Risk function are engaged
in business transformation initiatives to ensure
robust internal controls are maintained. This
includes Risk participating in all relevant
management committees. The Global
Transactions team has developed a framework to
be applied to the management of disposal risks;
information security: the security of our
information and technology infrastructure is
crucial for maintaining our banking applications
and processes while protecting our customers
and the HSBC brand. A failure of our defences
against such attacks could result in financial loss
and the loss of customer data and other sensitive
information which could undermine both our
reputation and our ability to retain the trust of
our customers.
In common with other banks and multinational
organisations, we continue to be target of
distributed denial of service (‘DDoS’) attacks
which impact the availability of customer-facing
websites. No evidence of customer data being
breached was discovered as a result of these
attacks.
This area will continue to be a focus of ongoing
initiatives to strengthen the control environment.
246
Significant investment has already been made in
enhancing controls, including increased training
to raise staff awareness of the requirements,
improved controls around data access and
heightened monitoring of potential DDoS
attacks. The Cyber Intelligence and Threat
team continues to pro-actively develop our
intelligence-driven responses to these attacks
based on lessons learnt from previous attacks and
through information sharing with other financial
institutions, government agencies and external
intelligence providers. We continue to refine our
operational processes and contingency plans:
vendor risk management: we remain focused on
the management of vendor risks and a pilot has
commenced with our most critical suppliers to
introduce a global performance tracking process;
and
compliance with regulatory agreements and
orders: in relation to the DPAs, the Group has
committed to take or continue to adhere to a
number of remedial measures. Breach of the
DPAs at any time during its term may allow
the DoJ or the New York County District
Attorney’s Office to prosecute HSBC in relation
to the matters which are the subject of the DPAs.
For further details see Note 43 on the Financial
Statements.
•
•
Other operational risks are also monitored and
managed through the use of the ORMF, including
investments made to further improve the resilience
of our payments infrastructure.
Further information on the nature of these risks is provided in
‘Top and emerging risks’ on page 141.
Frequency and amount of operational risk
losses
The profile of operational risk incidents and
associated losses is summarised below, showing the
distribution of operational risk incidents in terms of
their frequency of occurrence and total loss amount in
US dollars.
As in 2012, the operational risk incident profile
in 2013 comprised both high frequency, low impact
events and high impact events that occurred much less
frequently. For example, losses due to external fraud
incidents such as credit card fraud occurred more often
than other types of event, but the amounts involved
were often small in value. By contrast, operational risk
incidents in the compliance category were relatively
low frequency events, but the total cost was
significant.
The number of fraud cases decreased in the past
year due to the strengthening of the fraud control
environment including transaction fraud monitoring
capabilities. The total amount of fraud losses
increased due to Madoff-related litigation costs.
Losses due to significant historical events
including the possible mis-selling of PPI and interest
rate protection products in the UK and the incidence
of regulatory matters described in Note 43 on the
Financial Statements remained substantial, but were
significantly reduced from 2012.
Frequency of operational risk incidents by
risk category (individual loss >US$10k)
Compliance
Fraud
Legal
Operations
and
Systems
People
Other
5%
5%
7%
7%
6%
4%
4%
21%
24%
25%
38%
54%
2013
2012
Distribution of operational risk losses in US dollars
by risk category
Compliance
Fraud
Legal
Operations
and
Systems
15%
13%
4%
5%
23%
9%
People
2%
0%
Other
5%
4%
Compliance risk
(Unaudited)
42%
78%
2013
2012
Compliance risk is the risk that we fail to
observe the letter and spirit of all relevant
laws, codes, rules, regulations and standards
of good market practice, and incur fines and
penalties and suffer damage to our business
as a consequence.
All Group companies and employees are required
to observe the letter and spirit of all relevant laws,
codes, rules, regulations and standards of good
market practice.
247
In line with our ambition to be the world’s
leading international bank, we have committed to
adopt and adhere to industry-leading compliance
standards across the Group. One of the ways to
achieve this is to ensure that we put in place a
robust compliance risk management infrastructure.
In December 2012, we appointed a Global Head
of Financial Crime Compliance with particular
expertise and experience in US law and regulation.
When we appointed a Global Head of Regulatory
Compliance in April 2013, we restructured our
previous Compliance sub-function within Global
Risk into two new sub-functions: Financial Crime
Compliance and Regulatory Compliance, jointly
supported by Compliance Shared Services. This
restructuring allows us to:
• manage different types of regulatory and
financial crime compliance risk more effectively;
•
•
focus our efforts appropriately in addressing the
issues highlighted by regulatory investigations
and reviews, internal audits and risk assessments
of our past business activities; and
ensure we have in place clear, robust
accountability and appropriate expertise and
processes for all areas of compliance risk.
Financial Crime Compliance sets policy and
manages risks in the following areas:
•
•
•
anti-money laundering, counter terrorist
financing and proliferation finance;
sanctions; and
anti-bribery and corruption.
Regulatory Compliance sets policy and manages
risks in the following areas:
•
conduct of business;
• market conduct; and
•
other applicable laws, rules and regulations.
We continue to invest in the Compliance sub-
functions to ensure that, through their operation
and the execution of the Group strategy, including
measures to implement Global Standards, we are
well positioned to meet increased levels of regulation
and scrutiny from regulators and law enforcement
agencies. In addition, the measures we have put in
place are designed to ensure we have the appropriate
people, processes and procedures to manage evolving
markets, emerging risks and new products and
business.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Operational risk > Fiduciary risk // Insurance operations > Bancassurance model
The Group’s focus on compliance and conduct
issues is further reinforced by the Financial System
Vulnerabilities Committee which reports to the Board
on matters relating to financial crime and financial
system abuse and provides a forward-looking
perspective on financial crime risk (see page 358). In
addition, the Conduct & Values Committee which
was established in January 2014, will report to the
Board on matters relating to responsible business
conduct and adherence to HSBC’s Values (see
page 25).
It is clear that the level of inherent compliance
risk that we face will continue to remain high for the
foreseeable future. However, we consider that good
progress is being made and will continue to be made
in ensuring that we are well placed to effectively
manage those risks.
Fiduciary risk
(Unaudited)
Fiduciary risk is the risk to the Group of
breaching our fiduciary duties when we act in
a fiduciary capacity as trustee or investment
manager or as mandated by law or regulation.
A fiduciary duty is one where HSBC holds, manages,
oversees or has responsibility for assets for a third
party that involves a legal and/or regulatory duty to
act with a high standard of care and with good faith.
A fiduciary must make decisions and act in the
interests of the third party and must place the wants
and needs of the client first, above the needs of the
Group.
We may be held liable for damages or other
penalties caused by failure to act in accordance with
these duties. Fiduciary duties may also arise in other
circumstances, such as when we act as an agent for a
principal, unless the fiduciary duties are specifically
excluded (e.g. under the agency appointment
contract).
Our principal fiduciary businesses (the
‘designated businesses’) have developed fiduciary
risk appetite statements for their various fiduciary
roles and have put in place key indicators to monitor
their related risks.
Following a joint review between Global
Operational Risk and RBWM, an appropriate
governance structure is now in place to monitor
fiduciary risk in the non-designated businesses
conducting fiduciary activity within RBWM.
248
Risk management of insurance operations
(Audited)
Page
App1
Tables
Page
HSBC’s bancassurance model ............................ 249
Overview of insurance products ............................
Nature and extent of risks ......................................
290
290
Risk management of insurance operations
in 2013 ............................................................... 250
290
Balance sheet of insurance manufacturing
subsidiaries ....................................................... 250
Balance sheet of insurance manufacturing subsidiaries:
– by type of contract ............................................................ 250
– by geographical region .................................................... 252
Movement in total equity of insurance operations .............. 253
Financial risks ...................................................... 253
291
Financial assets held by insurance manufacturing
Market risk ............................................................. 254
291
subsidiaries ...................................................................... 253
Financial return guarantees ................................................ 255
Sensitivity of HSBC’s insurance manufacturing
subsidiaries to market risk factors .................................. 255
Credit risk .............................................................. 255
293
Treasury bills, other eligible bills and debt securities in
Liquidity risk ......................................................... 257
293
Insurance risk ....................................................... 258
294
1 Appendix to Risk – policies and practices.
HSBC’s insurance manufacturing subsidiaries .............. 256
Reinsurers’ share of liabilities under insurance contracts . 257
Expected maturity of insurance contract liabilities ............ 257
Remaining contractual maturity of investment contract
liabilities .......................................................................... 258
Analysis of insurance risk – liabilities under insurance
contracts ................................................................................ 258
Sensitivity analysis ............................................................... 259
The majority of the risk in our insurance
business derives from manufacturing
activities and can be categorised as
insurance risk and financial risk. Insurance
risk is the risk, other than financial risk,
of loss transferred from the holder of the
insurance contract to the issuer (HSBC).
Financial risks include market risk, credit
risk and liquidity risk.
There were no material changes during 2013 to our
policies and practices for the management of risks
arising in the insurance operations, including the
risks relating to different life and non-life products.
The RBWM Risk Management Committee assumed
the responsibilities of the Group Insurance Risk
Management Committee.
A summary of our policies and practices
regarding the risk management of insurance
operations, and the main contracts we
manufacture, are provided in the Appendix
to Risk on page 290 (unaudited).
HSBC’s bancassurance model
We operate an integrated bancassurance model
which provides insurance products principally for
customers with whom we have a banking
relationship. Insurance products are sold through all
global businesses, but predominantly by RBWM and
CMB through our branches and direct channels
worldwide.
The insurance contracts we sell relate to the
underlying needs of our banking customers, which
we can identify from our point-of-sale contacts and
customer knowledge. The majority of sales are of
savings and investment products and term and credit
life contracts. By focusing largely on personal and
SME lines of business we are able to optimise
volumes and diversify individual insurance risks.
Where we have operational scale and risk
appetite, mostly in life insurance, these insurance
products are manufactured by HSBC subsidiaries.
Manufacturing insurance allows us to retain the
risks and rewards associated with writing insurance
contracts by keeping part of the underwriting profit,
investment income and distribution commission
within the Group.
Where we do not have the risk appetite or
operational scale to be an effective insurance
manufacturer, we engage with a handful of leading
external insurance companies in order to provide
insurance products to our customers through our
banking network and direct channels. These
arrangements are generally structured with our
exclusive strategic partners and earn the Group a
249
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Insurance operations > In 2013 / Risk management / Balance sheet of insurance manufacturing subsidiaries
combination of commissions, fees and a share of
profits.
US$656m). At the reporting date substantially all
remaining manufacturing business was life business.
We distribute insurance products in all of our
geographical regions. We have core life insurance
manufacturing entities, the majority of which are
direct subsidiaries of legal banking entities, in
seven countries (Argentina, Brazil, Mexico, France,
UK, Hong Kong and Singapore). There are also
manufacturing subsidiaries in mainland China,
Malaysia, Malta and Ireland. The majority of our
non-life insurance manufacturing entities and
portfolios were disposed of between 2011 and 2013.
Risk management of insurance operations
in 2013
The risk profile of our life insurance manufacturing
businesses did not change materially during 2013
despite the increase in liabilities to policyholders on
these contracts to US$74bn (2012: US$68bn). This
growth in liabilities largely resulted from new
premiums received during 2013 and market value
gains on underlying financial assets.
The disposals of the remaining non-core non-
life insurance manufacturing businesses were
completed during the year. Net written non-life
premiums therefore declined to US$84m (2012:
Balance sheet of insurance manufacturing
subsidiaries
(Audited)
A principal tool used to manage exposures to both
financial and insurance risk, in particular for life
insurance contracts, is asset and liability matching.
In many markets in which we operate it is neither
possible nor appropriate to follow a perfect asset
and liability matching strategy. For long-dated
non-linked contracts, in particular, this results in
a duration mismatch between assets and liabilities.
We therefore structure portfolios to support
projected liabilities from non-linked contracts.
In the absence of insurable events occurring,
unit-linked contracts match assets more directly with
liabilities. This results in the policyholder bearing
the majority of the financial risk exposure.
The tables below show the composition of assets
and liabilities by contract and by geographical region
and demonstrate that there were sufficient assets to
cover the liabilities to policyholders in each case at
the end of 2013.
Balance sheet of insurance manufacturing subsidiaries by type of contract
(Audited)
Insurance contracts
Investment contracts
With
DPF
US$m
Unit-
linked
US$m
Annu-
ities
Other
long
term54
US$m US$m
26,382
–
13,348
–
1,651
3
4,703
–
3,850
1
19,491
3,040
13,131
3
–
214
182
–
757
291
–
284
532
–
959
157
522
–
23
753
–
3,769
181
436
–
113
At 31 December 2013
Financial assets ..................
– trading assets ................
– financial assets
designated at fair value
– derivatives ....................
– financial investments ...
– other financial assets ....
Reinsurance assets .............
PVIF57 ................................
Other assets and
investment properties ......
Non-life
US$m
With
DPF55
US$m
Unit-
linked
US$m
Non-
linked
US$m
Other
assets56 Total
US$m
US$m
25
–
8
–
11
6
3
–
–
25,676
–
6,867
215
16,556
2,038
–
–
791
9,720
–
9,293
5
–
422
–
–
19
4,375
–
1,706
–
1,853
816
–
–
5,846
–
1,757
55
3,745
289
2
5,335
91,726
3
37,897
279
46,384
7,163
1,436
5,335
31
546
2,564
Total assets .........................
27,321
13,923
2,196
5,252
28
26,467
9,739
4,406
11,729
101,061
Liabilities under investment
contracts:
– designated at fair value
– carried at amortised cost
Liabilities under
–
–
–
–
–
–
–
–
insurance contracts .........
Deferred tax58 .....................
Other liabilities ..................
26,920
12
–
13,804
–
–
2,158
17
–
4,848
–
–
Total liabilities ...................
26,932
13,804
2,175
4,848
Total equity ........................
–
–
–
–
–
–
24
1
–
25
–
–
–
9,730
–
3,761
448
–
–
13,491
448
26,427
–
–
–
–
–
–
–
–
–
1,163
2,048
74,181
1,193
2,048
26,427
9,730
4,209
3,211
91,361
–
–
–
9,700
9,700
Total equity and
liabilities59 ......................
26,932
13,804
2,175
4,848
25
26,427
9,730
4,209
12,911
101,061
250
Insurance contracts
Investment contracts
With
DPF
US$m
Unit-
linked
US$m
Annu-
ities
Other
long
term54
US$m US$m
Non-life
US$m
With
DPF55
US$m
Unit-
linked
US$m
Non-
linked
US$m
Other
assets56
US$m
Total
US$m
At 31 December 2012
Financial assets ..................
– trading assets ................
– financial assets
designated at fair value .
– derivatives ....................
– financial investments ...
– other financial assets ....
Reinsurance assets .............
PVIF57 ................................
Other assets and
investment properties ......
24,288
–
12,619
–
1,785
4
2,333
40
18,283
3,632
12,440
4
–
175
124
–
448
593
–
7
571
–
932
278
494
–
34
4,350
–
756
6
3,315
273
320
–
110
356
–
196
–
73
87
14
–
11
23,620
–
6,043
117
16,022
1,438
–
–
754
8,780
–
8,206
13
–
561
–
–
24
4,315
–
4,692
–
84,805
4
1,486
86
1,853
890
–
–
987
69
2,928
708
22
4,847
33,018
335
43,406
8,042
1,567
4,847
28
2,420
3,836
Total assets .........................
24,860
13,219
2,313
4,780
381
24,374
8,804
4,343
11,981
95,055
Liabilities under investment
contracts:
– designated at fair value
– carried at amortised cost
Liabilities under
–
–
–
–
–
–
–
–
insurance contracts .........
Deferred tax58 .....................
Other liabilities ..................
24,477
13
–
13,056
–
–
2,287
13
–
3,920
12
–
Total liabilities ...................
24,490
13,056
2,300
3,932
Total equity ........................
–
–
–
–
Total equity and
–
–
81
1
–
82
–
–
–
8,691
–
3,765
455
–
–
12,456
455
24,374
–
–
–
–
–
–
–
–
–
1,161
2,760
68,195
1,200
2,760
24,374
8,691
4,220
3,921
85,066
–
–
–
9,989
9,989
liabilities59 ......................
24,490
13,056
2,300
3,932
82
24,374
8,691
4,220
13,910
95,055
For footnotes, see page 265.
Our exposure to financial risks arising in the
above balance sheet varies depending on the type
of contract issued. For unit-linked contracts, the
policyholder bears the majority of the exposure to
financial risks whereas, for non-linked contracts,
the majority of financial risks are borne by the
shareholder (HSBC). For contracts with DPF, the
shareholder is exposed to financial risks to the extent
that the exposure cannot be managed by utilising any
discretionary participation (or bonus) features within
the policy contracts issued.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Insurance operations > Balance sheet of insurance manufacturing subsidiaries / Financial risks
Balance sheet of insurance manufacturing subsidiaries by geographical region60
(Audited)
North
Latin
America61
America
US$m
US$m
Total
US$m
91,726
3
37,897
279
46,384
7,163
1,436
5,335
2,564
7,817
3
5,735
–
1,799
280
17
449
595
8,878
101,061
–
448
6,776
141
203
7,568
1,310
8,878
9,254
4
6,702
–
1,998
550
35
557
201
13,491
448
74,181
1,193
2,048
91,361
9,700
101,061
84,805
4
33,018
335
43,406
8,042
1,567
4,847
3,836
10,047
95,055
–
455
7,639
177
327
8,598
1,449
12,456
455
68,195
1,200
2,760
85,066
9,989
10,047
95,055
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,573
1,573
–
–
–
–
1,037
1,037
536
1,573
At 31 December 2013
Financial assets ...................................................
– trading assets ...............................................
– financial assets designated at fair value ......
– derivatives ...................................................
– financial investments ...................................
– other financial assets ...................................
Reinsurance assets ..............................................
PVIF57 .................................................................
Other assets and investment properties ..............
Hong
Kong
US$m
39,338
–
9,824
7
25,247
4,260
586
3,455
1,058
Rest of
Asia-
Pacific
US$m
3,014
–
1,596
–
1,258
160
10
275
43
Europe
US$m
41,557
–
20,742
272
18,080
2,463
823
1,156
868
Total assets .........................................................
44,404
44,437
3,342
Liabilities under investment contracts:
– designated at fair value ................................
– carried at amortised cost .............................
Liabilities under insurance contracts ..................
Deferred tax58 ......................................................
Other liabilities ...................................................
Total liabilities ....................................................
Total equity .........................................................
8,760
–
31,786
407
1,474
42,427
1,977
4,731
–
32,941
581
282
38,535
5,902
Total equity and liabilities59 ...............................
44,404
44,437
At 31 December 2012
Financial assets ...................................................
– trading assets ...............................................
– financial assets designated at fair value ......
– derivatives ...................................................
– financial investments ...................................
– other financial assets ...................................
Reinsurance assets ..............................................
PVIF57 .................................................................
Other assets and investment properties ..............
37,325
–
17,590
203
17,139
2,393
809
1,140
849
35,632
–
7,356
126
23,275
4,875
715
2,846
983
–
–
2,678
64
89
2,831
511
3,342
2,594
–
1,370
6
994
224
8
304
230
Total assets .........................................................
40,123
40,176
3,136
Liabilities under investment contracts:
– designated at fair value ................................
– carried at amortised cost .............................
Liabilities under insurance contracts ..................
Deferred tax58 ......................................................
Other liabilities ...................................................
Total liabilities ....................................................
Total equity .........................................................
7,783
–
28,954
403
782
37,922
2,201
4,673
–
29,402
532
347
34,954
5,222
Total equity and liabilities59 ...............................
40,123
40,176
–
–
2,200
88
267
2,555
581
3,136
For footnotes, see page 265.
252
Movement in total equity of insurance operations
(Audited)
Total equity
2013
US$m
At 1 January ..............................................................................................................................................
9,989
Change in PVIF of long-term insurance business57 .................................................................................
Return on net assets ..................................................................................................................................
Capital transactions ..................................................................................................................................
Disposals of subsidiaries/portfolios .........................................................................................................
Exchange differences and other ...............................................................................................................
525
848
(590)
(675)
(397)
At 31 December ........................................................................................................................................
9,700
2012
US$m
10,629
737
1,232
(1,525)
(382)
(702)
9,989
For footnote, see page 265.
Financial risks
(Audited)
Details on the nature of financial risks and
how they are managed are provided in the
Appendix to Risk on page 290.
Financial risks can be categorised into:
• market risk – risk arising from changes in the fair
values of financial assets or their future cash flows
from fluctuations in variables such as interest
rates, foreign exchange rates and equity prices;
•
credit risk – the risk of financial loss following
the failure of third parties to meet their
obligations; and
Financial assets held by insurance manufacturing subsidiaries
(Audited)
•
liquidity risk – the risk of not being able to make
payments to policyholders as they fall due as
there are insufficient assets that can be realised
as cash.
The following table analyses the assets held
in our insurance manufacturing subsidiaries at
31 December 2013 by type of contract, and provides
a view of the exposure to financial risk. For
unit-linked contracts, which pay benefits to
policyholders determined by reference to the value
of the investments supporting the policies, we
typically designate assets at fair value; for non-
linked contracts, the classification of the assets is
driven by the nature of the underlying contract.
Unit-linked
Non-linked
contracts62
US$m
contracts63
US$m
Other
assets56
US$m
At 31 December 2013
Trading assets
Debt securities ..........................................................................
Financial assets designated at fair value ......................................
Treasury bills ............................................................................
Debt securities ..........................................................................
Equity securities .......................................................................
Financial investments
Held-to-maturity: debt securities ..................................................
Available-for-sale: ........................................................................
– debt securities ........................................................................
– equity securities .....................................................................
Derivatives ....................................................................................
Other financial assets64 .................................................................
–
22,424
–
7,809
14,615
–
–
–
–
8
636
Total financial assets59 ..................................................................
23,068
3
13,716
–
3,910
9,806
21,784
20,855
20,855
–
216
6,238
62,812
–
1,757
50
546
1,161
2,142
1,603
1,594
9
55
289
5,846
Total
US$m
3
37,897
50
12,265
25,582
23,926
22,458
22,449
9
279
7,163
91,726
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Insurance operations > Financial risks
Financial assets held by insurance manufacturing subsidiaries (continued)
(Audited)
Unit-linked
Non-linked
contracts62
US$m
contracts63
US$m
Other
assets56
US$m
At 31 December 2012
Trading assets
Debt securities ..........................................................................
Financial assets designated at fair value ......................................
Treasury bills ............................................................................
Debt securities ..........................................................................
Equity securities .......................................................................
Financial investments
Held-to-maturity: debt securities ..................................................
Available-for-sale: ........................................................................
– debt securities ........................................................................
– equity securities .....................................................................
Derivatives ....................................................................................
Other financial assets64 .................................................................
–
20,646
–
8,028
12,618
–
–
–
–
17
736
Total financial assets59 ..................................................................
21,399
4
11,385
39
3,803
7,543
20,245
20,233
20,226
7
249
6,598
58,714
–
987
–
408
579
1,548
1,380
1,354
26
69
708
4,692
Total
US$m
4
33,018
39
12,239
20,740
21,793
21,613
21,580
33
335
8,042
84,805
For footnotes, see page 265.
Approximately 64% of financial assets were
invested in debt securities at 31 December 2013
(2012: 66%) with 28% (2012: 25%) invested
in equity securities.
Under unit-linked contracts, premium income
less charges levied is invested in a portfolio of
assets. We manage the financial risks of this
product on behalf of the policyholders by holding
appropriate assets in segregated funds or portfolios
to which the liabilities are linked. These assets
represented 25% (2012: 25%) of the total financial
assets of our insurance manufacturing subsidiaries
at the end of 2013.
The remaining financial risks are managed
either solely on behalf of the shareholder, or jointly
on behalf of the shareholder and policyholders where
DPF exist.
Market risk
(Audited)
Market risk arises when mismatches occur between
product liabilities and the investment assets which
back them. For example, mismatches between asset
and liability yields and maturities give rise to interest
rate risk.
Long-term insurance or investment products
may incorporate benefits that are guaranteed. Fixed
guaranteed benefits, for example for annuities in
payment, are reserved for as part of the calculation
of liabilities under insurance contracts.
In the case of products that offer guaranteed
financial returns, if mismatches exist as a result of
current yields falling below guaranteed levels for a
prolonged period, the risk that shareholder capital
is required to meet liabilities to policyholders
increases. The table below shows the total reserve
held for the stochastically modelled cost of
guarantees under products manufactured by our
insurance subsidiaries that offer a guaranteed level
of financial return. The cost of guarantees is reserved
for through policyholder liabilities to the extent that
local reserving requirements require liabilities to
be held, with the remainder accounted for as a
deduction to PVIF on the relevant product. The
table also shows the range of investment returns on
the assets supporting these products and the implied
investment returns that would enable the business
to meet the guarantees.
The only portfolios of contracts where current
investment returns are below guaranteed rates are
reported in the nominal annual return 4.1-5.0%
category in the table below. These relate to closed
portfolios in Hong Kong (guaranteed rate 5.0%,
current yield 4.1%) and France (guaranteed rate
4.5%, current yield 4.4%).
254
Financial return guarantees59,65
(Audited)
Capital ................................................
Nominal annual return .......................
Nominal annual return .......................
Nominal annual return .......................
Real annual return66 ...........................
For footnotes, see page 265.
2013
2012
Investment
returns
implied by
guarantee
%
0.0
0.1 – 2.0
2.1 – 4.0
4.1 – 5.0
0.0 – 6.0
Investment
returns
implied by
guarantee
%
0.0
0.1 – 2.0
2.1 – 4.0
4.1 – 5.0
0.0 – 6.0
Current
yields
%
Cost of
guarantees
US$m
0.0 – 4.4
4.1 – 4.1
4.2 – 4.4
4.1 – 4.4
6.4 – 6.4
57
9
471
25
13
575
Current
yields
%
Cost of
guarantees
US$m
0.0 – 3.3
3.1 – 3.1
3.3 – 4.3
3.3 – 4.1
7.3 – 7.3
83
10
503
22
20
638
In addition to the above a deduction from PVIF
of US$134m (2012: US$214m) is made in respect
of the modelled cost of guaranteed annuity options
attached to certain unit-linked pension products.
The following table illustrates the effects of
selected interest rate, equity price, foreign exchange
rate and credit spread scenarios on our profit for the
year and the total equity of our insurance
manufacturing subsidiaries.
Where appropriate, we include the impact of
the stress on the PVIF in the results of the sensitivity
tests. The relationship between the profit and
total equity and the risk factors is non-linear
and, therefore, the results disclosed should not be
extrapolated to measure sensitivities to different
levels of stress. The sensitivities are stated before
allowance for management actions which may
mitigate the effect of changes in market rates. The
sensitivities presented allow for adverse changes in
policyholder behaviour that may arise in response to
changes in market rates.
Sensitivity of HSBC’s insurance manufacturing subsidiaries to market risk factors
(Audited)
2013
2012
Effect on
profit
after tax
US$m
Effect on
total
equity
US$m
Effect on
profit
after tax
US$m
Effect on
total
equity
US$m
+ 100 basis points parallel shift in yield curves .......................................
– 100 basis points parallel shift in yield curves .......................................
10% increase in equity prices ...................................................................
10% decrease in equity prices ..................................................................
10% increase in US dollar exchange rate compared to all currencies .....
10% decrease in US dollar exchange rate compared to all currencies ....
Sensitivity to credit spread increases .......................................................
151
(230)
149
(129)
21
(21)
(21)
(199)
139
149
(129)
21
(21)
(46)
125
(208)
91
(92)
40
(40)
(18)
(263)
205
91
(92)
40
(40)
(50)
Credit risk
(Audited)
Credit risk can give rise to losses through default
and can lead to volatility in our income statement
and balance sheet figures through movements
in credit spreads, principally on the US$51bn
(2012: US$48bn) bond portfolio supporting non-
linked contracts and shareholders’ funds.
As tabulated above, the sensitivity of the net
profit after tax of our insurance subsidiaries to the
effects of increases in credit spreads has increased
since 2012 due to portfolio growth during 2013. The
balance and related movement are small because
about 90% of the debt securities held by our
insurance subsidiaries are classified as either held
to maturity or available for sale, and consequently
any changes in the fair value of these financial
investments, absent impairment, would have no
effect on the profit after tax. We calculate the
sensitivity using simplified assumptions based on a
one-day movement in credit spreads over a two-year
period. A confidence level of 99%, consistent with
our Group VaR, is applied.
Credit quality
(Audited)
The following table presents an analysis of treasury
bills, other eligible bills and debt securities within
our insurance business by measures of credit quality.
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Report of the Directors: Financial Review (continued)
Risk > Insurance operations > Financial risks
Only assets supporting liabilities under non-
linked insurance and investment contracts and
shareholders’ funds are included in the table as
financial risk on assets supporting unit-linked
liabilities is predominantly borne by the
policyholder. 83.4% (2012: 83.5%) of the assets
included in the table are invested in investments
rated as ‘strong’.
For a definition of the five credit quality classifications, see
page 267 (unaudited).
Treasury bills, other eligible bills and debt securities in HSBC’s insurance manufacturing subsidiaries
(Audited)
Neither past due nor impaired
Strong
US$m
Good
US$m
Satisfactory Sub-standard
US$m
US$m
Total
US$m
–
691
691
4,596
5,287
298
–
298
176
474
–
989
–
989
–
224
224
1,699
1,923
73
–
73
139
212
–
297
–
297
4,772
5,761
1,838
2,135
–
638
–
638
4,265
4,903
146
353
499
–
784
–
784
4,618
5,402
3
219
–
219
1,627
1,849
13
131
144
3
232
–
232
1,758
1,993
–
215
215
231
446
34
–
34
65
99
–
249
–
249
296
545
–
178
–
178
187
365
20
62
82
–
198
–
198
249
447
3
3,910
3,910
42,639
46,552
596
50
546
3,736
4,332
3
4,506
50
4,456
46,375
50,884
4
3,842
39
3,803
40,471
44,317
408
2,902
3,310
4
4,250
39
4,211
43,373
47,627
At 31 December 2013
Supporting liabilities under non-linked
insurance and investment contracts
Trading assets – debt securities ......................................
Financial assets designated at fair value ........................
– debt securities ..........................................................
Financial investments – debt securities ..........................
Supporting shareholders’ funds67
Financial assets designated at fair value ........................
– treasury and other eligible bills ...............................
– debt securities ..........................................................
Financial investments – debt securities ..........................
Total59
Trading assets – debt securities ......................................
Financial assets designated at fair value ........................
– treasury and other eligible bills ...............................
– debt securities ..........................................................
Financial investments – debt securities ..........................
At 31 December 2012
Supporting liabilities under non-linked
insurance and investment contracts
Trading assets – debt securities ....................................
Financial assets designated at fair value ......................
– treasury and other eligible bills .............................
– debt securities ........................................................
Financial investments – debt securities ........................
Supporting shareholders’ funds67
Financial assets designated at fair value – debt
securities ...................................................................
Financial investments – debt securities ........................
Total59
Trading assets – debt securities ....................................
Financial assets designated at fair value ......................
– treasury and other eligible bills .............................
– debt securities ........................................................
Financial investments – debt securities ........................
For footnotes, see page 265.
3
2,780
2,780
36,113
38,896
191
50
141
3,356
3,547
3
2,971
50
2,921
39,469
42,443
1
2,807
39
2,768
34,392
37,200
229
2,356
2,585
1
3,036
39
2,997
36,748
39,785
256
Credit risk also arises when assumed insurance
risk is ceded to reinsurers. The split of liabilities
ceded to reinsurers and outstanding reinsurance
recoveries, analysed by credit quality, is shown
Reinsurers’ share of liabilities under insurance contracts
(Audited)
below. Our exposure to third parties under the
reinsurance agreements described in the Appendix
to Risk on page 293 is included in this table.
Neither past due nor impaired
Strong
US$m
Good
US$m
Satisfactory
US$m
Sub-
standard
US$m
Past due
but not
impaired
US$m
At 31 December 2013
Unit-linked insurance ..........................................
Non-linked insurance68 .......................................
Total59 .................................................................
Reinsurance debtors ............................................
At 31 December 2012
Unit-linked insurance ..........................................
Non-linked insurance 68 ......................................
Total59 .................................................................
Reinsurance debtors ............................................
72
1,103
1,175
17
55
936
991
19
218
8
226
1
400
4
404
133
–
7
7
–
–
6
6
–
–
–
–
–
–
–
–
–
–
–
–
10
–
6
6
8
Total
US$m
290
1,118
1,408
28
455
952
1,407
160
For footnotes, see page 265.
Liquidity risk
(Audited)
The following tables show the expected
undiscounted cash flows for insurance contract
liabilities and the remaining contractual maturity of
investment contract liabilities at 31 December 2013.
The liquidity risk exposure is borne in conjunction
Expected maturity of insurance contract liabilities
(Audited)
with policyholders for the majority of our business,
and wholly borne by the policyholder in the case of
unit-linked business.
The profile of the expected maturity of the
insurance contracts at 31 December 2013 remained
comparable with 2012.
At 31 December 2013
Unit-linked insurance .....................................
Non-linked insurance68 ...................................
Total59 .............................................................
At 31 December 2012
Unit-linked insurance .....................................
Non-linked insurance68 ...................................
Total59 .............................................................
For footnotes, see page 265.
Expected cash flows (undiscounted)
Within 1 year
US$m
1-5 years
US$m
5-15 years
US$m
1,106
3,977
5,083
1,243
4,254
5,497
3,609
11,731
15,340
3,761
12,202
15,963
9,757
26,848
36,605
10,446
23,420
33,866
Over 15 years
US$m
13,725
31,306
45,031
13,497
27,836
41,333
Total
US$m
28,197
73,862
102,059
28,947
67,712
96,659
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Insurance operations > Insurance risk
Remaining contractual maturity of investment contract liabilities
(Audited)
Liabilities under investment contracts issued
by insurance manufacturing subsidiaries59
Unit-linked
investment
contracts
US$m
Investment
contracts
with DPF
US$m
Other
investment
contracts
US$m
232
778
852
2,254
5,614
9,730
195
675
731
2,061
5,029
8,691
–
–
–
–
26,427
26,427
4
–
–
–
24,370
24,374
454
–
–
–
3,755
4,209
458
–
–
–
3,762
4,220
Total
US$m
686
778
852
2,254
35,796
40,366
657
675
731
2,061
33,161
37,285
can be influenced by many factors, including
mortality and morbidity experience, lapse and
surrender rates and, if the policy has a savings
element, the performance of the assets held to
support the liabilities.
The following tables analyse our insurance risk
exposures by geographical region and by type of
business. The insurance risk profile and related
exposures remained largely consistent with those
observed at 31 December 2012.
At 31 December 2013
Remaining contractual maturity:
– due within 1 year ...................................................................
– due over 1 year to 5 years .....................................................
– due over 5 years to 10 years ..................................................
– due after 10 years ..................................................................
– undated69 ................................................................................
At 31 December 2012
Remaining contractual maturity:
– due within 1 year ...................................................................
– due over 1 year to 5 years .....................................................
– due over 5 years to 10 years ..................................................
– due after 10 years ..................................................................
– undated69 ................................................................................
For footnotes, see page 265.
Insurance risk
Following disposals of non-life entities and
portfolios in 2012 and 2013, substantially all
remaining manufacturing business is life business.
Insurance risk is principally measured in terms of
liabilities under the contracts.
A principal risk we continue to face is that,
over time, the cost of acquiring and administering
a contract, claims and benefits may exceed the
aggregate amount of premiums received and
investment income. The cost of claims and benefits
Analysis of insurance risk – liabilities under insurance contracts60,61
(Audited)
At 31 December 2013
Non-linked insurance68 ................................................
Insurance contracts with DPF70 ...............................
Credit life .................................................................
Annuities .................................................................
Term assurance and other long-term contracts .......
Non-life insurance ...................................................
Unit-linked insurance ..................................................
Investment contracts with DPF55,70 ..............................
Liabilities under insurance contracts ...........................
Hong
Kong
US$m
28,588
25,964
–
–
2,624
–
4,353
–
32,941
Rest of
Asia-
Pacific
US$m
1,966
576
74
129
1,171
16
712
–
2,678
Latin
America
US$m
2,013
–
–
1,407
599
7
4,763
–
6,776
Total
US$m
33,950
26,920
204
2,158
4,644
24
13,804
26,427
74,181
Europe
US$m
1,383
380
130
622
250
1
3,976
26,427
31,786
258
At 31 December 2012
Non-linked insurance68 ................................................
Insurance contracts with DPF70 ...............................
Credit life .................................................................
Annuities .................................................................
Term assurance and other long-term contracts .......
Non-life insurance ...................................................
Unit-linked insurance .................................................
Investment contracts with DPF55,70 ..............................
Liabilities under insurance contracts ...........................
For footnotes, see page 265.
Hong
Kong
US$m
25,615
23,685
–
–
1,930
–
3,786
–
29,401
Rest of
Asia-
Pacific
US$m
1,602
439
61
122
965
15
594
4
2,200
Latin
America
US$m
2,214
–
–
1,579
584
51
5,427
–
7,641
Total
US$m
30,765
24,477
221
2,287
3,699
81
13,056
24,374
68,195
Europe
US$m
1,334
353
160
586
220
15
3,249
24,370
28,953
Our most significant life insurance products
are investment contracts with DPF issued in France,
insurance contracts with DPF issued in Hong Kong
and unit-linked contracts issued in Latin America,
Hong Kong and the UK.
Sensitivities to non-economic assumptions
(Audited)
Policyholder liabilities and PVIF for life
manufacturers are determined by reference to non-
economic assumptions including mortality and/or
morbidity, lapse rates and expense rates. The table
below shows the sensitivity of profit for 2013 and
total equity at 31 December 2013 to reasonably
possible changes in these non-economic assumptions
at that date across all our insurance manufacturing
subsidiaries, with comparatives for 2012.
Mortality and morbidity risk is typically
associated with life insurance contracts. The effect
on profit of an increase in mortality or morbidity
depends on the type of business being written. Our
largest exposures to mortality and morbidity risk
exist in Brazil, France and Hong Kong.
Sensitivity to lapse rates depends on the type
of contracts being written. For insurance contracts,
claims are funded by premiums received and income
earned on the investment portfolio supporting the
liabilities. For a portfolio of term assurance, an
increase in lapse rates typically has a negative effect
on profit due to the loss of future premium income
on the lapsed policies. However, some contract
lapses have a positive effect on profit due to the
existence of policy surrender charges. Brazil, France,
Hong Kong and the UK are where we are most
sensitive to a change in lapse rates.
Expense rate risk is the exposure to a change in
the cost of administering insurance contracts. To the
extent that increased expenses cannot be passed on
to policyholders, an increase in expense rates will
have a negative effect on our profits.
Sensitivity analysis
(Audited)
Effect on profit after tax and
total equity at 31 December
10% increase in mortality and/or
2013
US$m
2012
US$m
morbidity rates ............................
(76)
(88)
10% decrease in mortality and/or
morbidity rates ............................
10% increase in lapse rates71 ..........
10% decrease in lapse rates71 ..........
10% increase in expense rates ........
10% decrease in expense rates .......
For footnote, see page 265.
79
(119)
133
(101)
100
92
(130)
145
(106)
107
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Reputational risk / Pension risk
Other material risks
Page
App1
Tables
Page
Reputational risk ................................................. 260
Pension risk .......................................................... 260
Pension plans in the UK ........................................
The principal plan .................................................. 261
Future developments .............................................. 262
Pension plans in Hong Kong .................................
The HSBC Group Hong Kong Local Staff
Retirement Benefit Scheme ............................... 262
Pension plans in North America ............................
The HSBC North America (US) Retirement
Income Plan ....................................................... 263
294
295
296
296
296
Sustainability risk ................................................ 263
297
1 Appendix to Risk – risk policies and practices.
Reputational risk
(Unaudited)
Reputational risk can arise from issues,
activities and associations that might pose a
threat to the reputation of the Group locally,
regionally or internationally.
We have continued to take steps to tackle the root
causes of the deficiencies that, amongst other things,
led to the Group entering into DPAs with various US
authorities in relation to investigations regarding
inadequate compliance with anti-money laundering
and sanctions law in December 2012.
A number of measures to address the requirements
of the DPAs and otherwise to enhance our anti-money
laundering and sanctions compliance framework have
been taken and are ongoing. These measures, which
should also serve over time to enhance our reputational
risk management, include the following:
•
•
•
•
simplifying our business through the ongoing
implementation of our Group strategy, including
the adoption of a global risk filter which is helping
to standardise our approach to doing business in
higher risk countries;
a substantial increase in resources and investment
allocated to the Compliance function, and its
reorganisation into two sub-functions (see
‘Compliance risk’ on page 247);
an increase in dedicated reputational risk resources
centrally and in each region in which we operate
and the introduction of a central case management
and tracking process for reputational risk and
client relationship matters;
the continued roll-out of training and
communication about the HSBC Values
260
The principal plan – target asset allocation ......................... 261
Benefit payments (US$m) ...................................................... 261
programme that defines the way everyone in
the Group should act and seeks to ensure that
the Values are embedded into our business as
usual operations; and
•
the ongoing development and implementation
of the Global Standards by which we conduct
our businesses. This includes ensuring there is
a globally consistent approach to knowing and
retaining our customers and enforcing a uniform
global sanctions policy.
Detecting and preventing illicit actors’ access
to the global financial system calls for constant
vigilance and we will continue to cooperate closely
with all governments to achieve success. This is
integral to the execution of our strategy, to our
core values and to preserving and enhancing our
reputation.
Pension risk
(Audited)
We operate a number of pension plans
throughout the world. Some are defined
benefit plans, of which the largest is the
HSBC Bank (UK) Pension Scheme (‘the
principal plan’).
There were no material changes to our policies and
procedures for the management of pension risk in
2013.
During 2013, the Group’s defined benefit
pension plans increased from a net asset of US$32m
to a net asset of US$125m. This was mainly due
to reductions in plan liabilities outside the UK
exceeding the deterioration in the UK principal
plan net balance sheet position.
The principal plan
(Audited)
In 2006 the principal plan’s assets consisted of a
portfolio which reflected a largely equity-based
strategy. At the time, HSBC and the Trustee of the
principal plan agreed to change the investment
strategy in order to reduce the investment risk and
also to reduce the interest rate inflation risk of the
principal plan. The target asset allocations for this
strategy at that time, as revised in 2012 and at this
year-end are shown below, demonstrating the
ongoing evolution of the strategy. The strategy is
to hold the majority of assets in bonds, with the
remainder in a more diverse range of investments,
and includes a portfolio of interest rate and inflation
swaps (see Note 44 on the Financial Statements)
by which the principal plan makes Libor-related
interest payments in exchange for the receipt of
cash flows which are based on projected future
benefit payments to be made from the principal plan.
HSBC and the Trustee have developed a general
framework, which, over time, will see the Scheme’s
asset strategy evolve to be less risky: this is
described in further detail below.
The principal plan – target asset allocation
2013
%
2012
%
19.4
64.5
10.6
5.5
–
15.5
60.5
9.5
9.0
5.5
2006
%
15.0
50.0
10.0
10.0
15.0
100.0
100.0
100.0
Equities72 .........................
Bonds ..............................
Alternative assets73 .........
Property ...........................
Cash74 ..............................
For footnotes, see page 265.
As a result of a special contribution to
the principal plan in June 2010 of £1,760m
(US$2,638m), a cash generating portfolio was
established. The portfolio comprised supra-national,
agency and government-guaranteed securities,
ABSs, corporate subordinated debt and auction
rate securities. A further special contribution in
December 2011 of £184m (US$286m) added to
this portfolio. The contribution was used to
purchase ABSs from HSBC at an arm’s length
value determined by the principal plan’s independent
third-party advisers. However, these assets may be
supplemented with other assets from time to time.
The latest actuarial valuation of the principal
plan was made as at 31 December 2011 by
C G Singer, Fellow of the Institute of Actuaries, of
Towers Watson Limited. At that date, the market
value of the HSBC Bank (UK) Pension Scheme’s
assets was £18.3bn (US$28.3bn) (including assets
relating to the defined benefit plan, the defined
contribution plan and additional voluntary
contributions). The market value of the plan assets
represented 100% of the amount expected to be
required, on the basis of the assumptions adopted,
to provide the benefits accrued to members after
allowing for expected future increases in earnings.
There was therefore no resulting surplus/deficit.
The method adopted for this valuation was the
projected unit method.
The expected cash flows from the principal plan
were projected by reference to the Retail Price Index
(‘RPI’) swap break-even curve at 31 December
2011. Salary increases were assumed to be 0.5%
per annum above RPI and inflationary pension
increases, subject to a minimum of 0% and
a maximum of 5% (maximum of 3% per annum in
respect of service accrued since 1 July 2009), were
assumed to be in line with RPI. The projected cash
flows were discounted at the Libor swap curve at
31 December 2011 plus a margin for the expected
return on the investment strategy of 160bps per
annum. The mortality experience of the principal
plan’s pensioners over the six-year period (2006-
2011) was analysed and, on the basis of this analysis,
the mortality assumptions were set, based on the
SAPS S1 series of tables adjusted to reflect the
pensioner experience. Allowance was made for
future improvements to mortality rates in line
with the Continuous Mortality Investigation core
projections with a long run improvement rate set at
2% for males and 1.5% for females. The benefits
payable from the defined benefit plan from 2014
are expected to be as shown in the chart below.
Benefit payments (US$m)
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
4
1
0
2
0
2
0
2
6
2
0
2
2
3
0
2
8
3
0
2
4
4
0
2
0
5
0
2
6
5
0
2
2
6
0
2
8
6
0
2
4
7
0
2
0
8
0
2
6
8
0
2
2
9
0
2
8
9
0
2
As part of the 31 December 2011 valuation,
calculations were also made of the amount of assets
that might be needed to meet the liabilities if the
principal plan was discontinued and the members’
benefits bought out with an insurance company
(although in practice this may not be possible for
a plan of this size) or the Trustee continued to run
the plan without the support of HSBC. The amount
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Report of the Directors: Financial Review (continued)
Risk > Pension risk / Sustainability risk > Footnotes to Risk
required under this approach was estimated to be
£26.2bn (US$40.6bn) as at 31 December 2011.
In arriving at this estimation, a more prudent
assumption about future mortality was made than
for the assessment of the ongoing position and it was
assumed that the Trustee would alter the investment
strategy to be an appropriately matched portfolio
of UK government bonds. An explicit allowance
for expenses was also included.
Based on the latest valuation as at 31 December
2011 and there being no deficit, no technical
provisions recovery plan is required and the schedule
of future funding payments agreed after the 2008
actuarial valuation was dissolved.
HSBC and the Trustee have developed a general
framework which, over time, will see the principal
plan’s asset strategy evolve to be less risky and
further aligned to the expected future cash-flows,
referred to as the Target Matching Portfolio
(‘TMP’). The TMP would therefore contain
sufficient assets, the majority of which will be bond-
like in nature, which are more closely aligned to the
liability profile. Progress towards the TMP can be
achieved by asset returns in excess of that assumed
and/or additional funding. In 2013, HSBC agreed to
make general framework contributions of £64m
(US$103m) in each of the calendar years 2013, 2014
and 2015 as well as £128m (US$212m) in 2016.
Contingent upon the continued implementation of
the general framework, further contributions have
been agreed to be made in future years.
After the 2008 valuation, HSBC considered that
the agreed recovery plan payments, together with
investment returns (at an expected level of 240 basis
points above the Libor swap curve), would be
sufficient to meet the deficit as at 31 December 2008
over the agreed period. HSBC also agreed with the
Trustee that at each subsequent actuarial valuation
any shortfall in investment returns relative to this
expected level, subject to a maximum of 50 basis
points per annum, would be eliminated by payment
of equal cash instalments over the remaining years
to the end of the recovery plan period.
Although the 2011 triennial valuation disclosed
no deficit and therefore no technical provisions
recovery plan is required, HSBC and the Trustee
have agreed to maintain this investment performance
underwriting agreement. The investment
performance will be assessed every three years,
with an end date of 31 December 2017. Any
payments due would only be payable if a technical
provisions deficit is present at the reference date.
HSBC Bank is also making contributions to the
principal plan in respect of the accrual of benefits of
262
defined benefit section members. Since April 2010,
after completion of the 2008 valuation, HSBC has
paid contributions at the rate of 34% of pensionable
salaries (less member contributions).
Following completion of the 2011 triennial
valuation, HSBC will pay contributions at the
rate of 43% of pensionable salaries (less member
contributions) from 1 April 2013. An additional
employer contribution was paid in April 2013 equal
to 9% of pensionable salaries, in respect of the
period 1 January 2012 to 31 March 2013.
Future developments
(Unaudited)
In June 2013, following consultation on various
employee benefit proposals, HSBC announced to
employees in the UK that the future service accrual
for active members of the Defined Benefit Section
(‘DBS’) would cease with effect from 30 June 2015.
As a result, defined benefit pensions based on
service to 30 June 2015 will continue to be linked to
final salary on retirement (underpinned by increases
in CPI) but all active members of the DBS will
become members of the Defined Contribution
Section from 1 July 2015. As part of these
amendments, the HSBC Bank (UK) Pension Scheme
(‘the Scheme’) will cease to deliver ill-health
benefits to active members of the DBS, and these
benefits will, instead, be covered via insurance
policies from 1 January 2015, consistent with other
UK employees. This resulted in a reduction in the
defined benefit obligation of the Scheme and a
corresponding gain of US$430m, recorded in ‘Past
service cost and (gains)/losses on settlements’.
The HSBC Group Hong Kong Local Staff
Retirement Benefit Scheme
(Audited)
The scheme mainly invests in bonds with a smaller
portion in equities and each investment manager
has been assigned an investment mandate with the
targeted asset allocation. The ranges of target asset
allocations for the portfolio are as follows: bonds
and cash 55-100%, equity 0-25% and alternative
investments 0-20%. Alternative investments refer
to high-return and high-risk alternatives including,
but not limited to, private equity funds, hedge funds,
energy, gold, agriculture, commodities and
distressed assets.
The latest actuarial valuation of the defined
benefit scheme was made at 31 December 2012
by Wing Lui, Fellow of the Society of Actuaries,
of Towers Watson Hong Kong Limited. At that
valuation date, the market value of the defined
benefit scheme’s assets was US$1,087m. On an
The most recent actuarial valuation of the plan
to determine compliance with US statutory funding
requirements was made at 1 January 2013 by Daniel
Ropp, Fellow of the Society of Actuaries, Enrolled
Actuary, member of the American Academy of
Actuaries, formerly of Mercer. At that date, the
market value of the plan’s assets was US$3,614m.
The assets represented 122% of the benefits accrued
to members as valued under the provisions of the
Pension Protection Act of 2006 that was effective
for the plan year beginning 1 January 2008. The
resulting surplus amounted to US$646m. The
method employed for this valuation was the
traditional unit credit method and the discount rate
was determined using a segment rate method as
selected by HSBC under the relevant regulations,
which resulted in an effective interest rate of 6.42%
per annum.
Sustainability risk
(Unaudited)
Assessing the environmental and social
impacts of providing finance to our
customers is integral to our overall risk
management processes.
In 2013, we implemented several changes to
our policies and procedures to streamline the
management of sustainability risks. This ranged
from producing guidelines on how we extend the
Equator Principles beyond project finance into
corporate loans, to technical improvements in our
systems to improve the accuracy of our management
information.
A summary of our current policies and
practices regarding reputational risk, pension
risk and sustainability risk is provided in the
Appendix to Risk on page 297.
ongoing basis, the defined benefit scheme’s assets
represented 100% of the actuarial present value of
the benefits accrued to members, after allowing for
expected future increases in salaries. On a wind-up
basis, the scheme’s assets represented 107% of the
members’ vested benefits, based on current salaries,
and the resulting surplus amounted to US$68m.
The attained age method has been adopted for the
valuation and the major assumptions used in this
valuation were a discount rate of 5% per annum
and long-term salary increases of 4% per annum.
The recommended employer contribution rate as a
percentage of scheme salaries is 15% over the period
1 January 2013 to 31 December 2013, and 16.1%
(local staff category) and 20% (senior staff category)
over the period 1 January 2014 to 31 December
2015. No additional special contributions have
been agreed.
The HSBC North America (US) Retirement
Income Plan
(Audited)
In 2010, the Investment Committee (the ‘Committee’)
unanimously agreed to transition the retirement
income plan’s target asset allocation mix to 40%
equity securities, 59% fixed income securities and
1% cash over a 24-month period. In 2011, the
Committee decided to accelerate this shift to the
2011 year-end and the target asset allocation mix
was maintained during 2012. Should interest
rates rise faster than currently projected by the
Committee, a further shift to a higher percentage
of fixed income securities may be made.
In the third quarter of 2012, it was agreed to
cease all future contributions under the cash balance
formula and freeze the plan with effect from
1 January 2013. The participants no longer accrue
benefits, though those with existing balances
continue to receive interest credits until the account
is distributed.
Footnotes to Risk
Credit risk
1 ‘Other personal lending’ includes second lien mortgages and other property-related lending.
2 ‘Financial’ includes loans and advances to banks.
3 The loans and advances offset relates to customer loans and deposits and balances where there is a legally enforceable right of offset
in the event of counterparty default and where, as a result, there is a net exposure for credit risk management purposes. However, as
there is no intention to settle these balances on a net basis under normal circumstances, they do not qualify for net presentation for
accounting purposes. The effects of collateral held are not taken into account.
4 The amount of the loan commitments reflects, where relevant, the expected level of take-up of pre-approved loan offers made by
mailshots to personal customers. In addition to those amounts, there is a further maximum possible exposure to credit risk of US$34bn
(2012: US$28bn), reflecting the full take-up of such irrevocable loan commitments. The take-up of such offers is generally at modest
levels.
5 Includes residential mortgages of HSBC Bank USA and HSBC Finance.
6 Comprising Rest of Asia-Pacific, Middle East and North Africa, and Latin America.
7 HSBC Finance lending is shown on a management basis and includes loans transferred to HSBC USA Inc. which are managed by
HSBC Finance.
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Report of the Directors: Financial Review (continued)
Risk > Footnotes to Risk
8 Property acquired through foreclosure is initially recognised at the lower of the carrying amount of the loan or its fair value less
estimated costs to sell (‘initial foreclosed property carrying amount’). The average loss on sale of foreclosed properties is calculated
as cash proceeds less the initial foreclosed properties carrying amount divided by the unpaid loan principal balance prior to write-
down (excluding any accrued finance income) plus certain other ancillary disbursements that, by law, are reimbursable from the cash
proceeds (e.g. real estate tax advances) and were incurred prior to our taking title to the property. This ratio represents the portion of
our total loss on foreclosed properties that occurred after we took title to the property.
9 The average total loss on foreclosed properties includes both the loss on sale of the foreclosed property as discussed in footnote 8 and
the cumulative write-downs recognised on the loans up to the time we took title to the property.
10 ‘Other commercial loans and advances’ include advances in respect of agriculture, transport, energy and utilities.
11 Impairment allowances are not reported for financial instruments, for which the carrying amount is reduced directly for impairment
and not through the use of an allowance account.
12 Impairment is not measured for assets held in trading portfolios or designated at fair value as assets in such portfolios are managed
according to movements in fair value, and the fair value movement is taken directly to the income statement. Consequently, we report
all such balances under ‘Neither past due nor impaired’.
13 ‘Loans and advances to customers’ includes asset-backed securities that have been externally rated as strong (2013: US$1.7bn; 2012:
US$2.3bn), good (2013: US$255m; 2012: US$457m), satisfactory (2013: US$200m; 2012: US$390m), sub-standard (2013:
US$283m; 2012: US$422m) and impaired (2013: US$252m; 2012: US$259m).
14 Included in this category are loans of US$1.9bn (2012: US$2.3bn) that have been re-aged once and were less than 60 days past due at
the point of re-age. These loans are not classified as impaired following re-age due to the overall expectation that these customers will
perform on the original contractual terms of their borrowing in the future.
15 ‘Individually assessed impaired loans and advances’ are those classified as CRR 9, CRR 10, EL 9 or EL 10, loans and advances 90
days or more past due, unless individually they have been assessed as not impaired (see page 172, ‘Past due but not impaired gross
financial instruments’) and renegotiated loans and advances meeting the criteria to be disclosed as impaired (see page 185).
16 ‘Collectively assessed loans and advances’ comprise homogeneous groups of loans that are not considered individually significant,
and loans subject to individual assessment where no impairment has been identified on an individual basis, but on which a collective
impairment allowance has been calculated to reflect losses which have been incurred but not yet identified.
17 ‘Collectively assessed loans and advances not impaired’ are those classified as CRR1 to CRR8 and EL1 to EL8 but excluding loans
and advances 90 days or more past due and renegotiated loans and advances meeting the criteria to be disclosed as impaired.
18 ‘Collectively assessed impairment allowances’ are allocated to geographical segments based on the location of the office booking
the allowances or provisions. Consequently, the collectively assessed impairment allowances booked in Hong Kong may cover assets
booked in branches located outside Hong Kong, principally in Rest of Asia-Pacific, as well as those booked in Hong Kong.
19 Included within ‘Exchange and other movements’ is US$0.2bn of impairment allowances reclassified to held for sale (2012:
US$0.8bn).
20 Net of repo transactions, settlement accounts and stock borrowings.
21 As a percentage of loans and advances to banks and loans and advances to customers, as applicable.
22 Loans and advances to customers are excluded from balances when reclassified to ‘Assets held for sale’.
23 ‘Currency translation’ is the effect of translating the results of subsidiaries and associates for the previous year at the average rates of
exchange applicable in the current year.
24 Negative numbers are favourable: positive numbers are unfavourable.
25 Equity securities not included.
26 ‘First lien residential mortgages’ include Hong Kong Government Home Ownership Scheme loans of US$3.2bn at 31 December 2013
(2012: US$3.2bn). Where disclosed, earlier comparatives were 2011: US$3.3bn; 2010: US$3.5bn; 2009: US$3.5bn.
27 The impairment allowances on loans and advances to banks in 2013 relate to the geographical regions, Europe, North America, and
Middle East and North Africa; (2012: Europe and Middle East and North Africa).
28 In 2013, GB&M changed the way it manages repo and reverse repo activities in the Credit and Rates businesses as set out on
page 219. This led to an increase in the amount of reverse repo agreements classified as ‘Loans and advances to customers’ at
amortised cost. The increase in amortised cost balances primarily occurred in Europe and North America, specifically in the UK and
the US.
29 Carrying amount of the net principal exposure.
30 Total includes holdings of ABSs issued by The Federal Home Loan Mortgage Corporation (‘Freddie Mac’) and The Federal National
Mortgage Association (‘Fannie Mae’).
31 ‘Directly held’ includes assets held by Solitaire where we provide first loss protection and assets held directly by the Group.
32 ‘Effect of impairments’ represents the reduction or increase in the reserve on initial impairment and subsequent reversal of
impairment of the assets.
33 The gross principal is the redemption amount on maturity or, in the case of an amortising instrument, the sum of the future redemption
amounts through the residual life of the security.
34 Credit default swap gross protection is the gross principal of the underlying instrument that is protected by CDSs.
35 Net principal exposure is the gross principal amount of assets that are not protected by CDSs. It also includes assets that benefit from
monoline protection.
36 Cumulative fair value adjustment recorded against exposures to OTC derivative counterparties to reflect their creditworthiness.
37 Funded exposures represent the loan amounts advanced to the customer, net of fees held on deposit.
38 Unfunded exposures represent the contractually committed loan facility amount not yet drawn down by the customer, less any fair
value write-downs, net of fees held on deposit.
39 ‘In-country liabilities’ in Italy include liabilities issued under local law but booked outside the country.
Liquidity and funding
40 The most favourable metrics are a smaller advances to core funding and larger stressed one-month and three-month coverage ratios.
41 The HSBC UK entity shown comprises five legal entities; HSBC Bank plc (including all overseas branches, and SPEs consolidated by
HSBC Bank plc for Financial Statement purposes), Marks and Spencer Financial Services Limited, HSBC Private Bank (UK) Ltd,
HFC Bank Ltd and HSBC Trust Company (UK) Limited, managed as a single operating entity, in line with the application of UK
liquidity regulation as agreed with the UK PRA.
42 The Hongkong and Shanghai Banking Corporation represents the bank in Hong Kong including all overseas branches. Each branch is
monitored and controlled for liquidity and funding risk purposes as a stand-alone operating entity.
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43 The HSBC USA principal entity shown represents the HSBC USA Inc consolidated group; predominantly HSBC USA Inc and HSBC
Bank USA, NA. The HSBC USA Inc consolidated group is managed as a single operating entity.
44 The total shown for other principal HSBC operating entities represents the combined position of all the other operating entities
overseen directly by the Risk Management Meeting of the GMB.
45 Estimated liquidity value represents the expected realisable value of assets prior to management assumed haircuts.
46 The undrawn balance for the five largest committed liquidity facilities provided to customers other than facilities to conduits.
47 The undrawn balance for the total of all committed liquidity facilities provided to the largest market sector, other than facilities to
conduits.
Market risk
48 Trading portfolios comprise positions arising from the market-making and warehousing of customer-derived positions.
49 Portfolio diversification is the market risk dispersion effect of holding a portfolio containing different risk types. It represents the
reduction in unsystematic market risk that occurs when combining a number of different risk types, for example, interest rate, equity
and foreign exchange, together in one portfolio. It is measured as the difference between the sum of the VaR by individual risk type
and the combined total VaR. A negative number represents the benefit of portfolio diversification. As the maximum and minimum
occur on different days for different risk types, it is not meaningful to calculate a portfolio diversification benefit for these measures.
50 The total VaR is non-additive across risk types due to diversification effects.
51 Investments in private equity are primarily made through managed funds that are subject to limits on the amount of investment. Potential
new commitments are subject to risk appraisal to ensure that industry and geographical concentrations remain within acceptable levels
for the portfolio as a whole. Regular reviews are performed to substantiate the valuation of the investments within the portfolio.
52 Investments held to facilitate ongoing business include holdings in government-sponsored enterprises and local stock exchanges.
53 Instead of assuming that all interest rates move together, we group our interest rate exposures into currency blocs whose rates are
considered likely to move together. See ‘Cautionary statement regarding forward-looking statements’ on page 574.
Risk management of insurance operations
54 Other long-term includes term assurance, credit life insurance, and universal life insurance.
55 Although investment contracts with discretionary participation features (‘DPF’) are financial investments, HSBC continues to account
for them as insurance contracts as permitted by IFRS 4.
56 No assets and liabilities are classified as held for sale in the current period. In the comparative period assets and liabilities that were
classified as held for sale were reported in the ‘Other assets’ column together with shareholder assets. The majority of these assets
(which totalled US$2.0bn) were debt securities with a ‘strong’ credit rating and were reported as ‘Other assets and investment
properties’. All liabilities for insurance businesses classified as held for sale were reported in ‘Other liabilities’ and totalled
US$1.2bn. The majority of these liabilities were life and non-life policyholder liabilities expected to mature after five years.
57 Present value of in-force long-term insurance contracts and investment contracts with DPF.
58 Deferred tax includes the deferred tax liabilities arising on recognition of PVIF.
59 Does not include associated insurance company SABB Takaful Company or joint venture insurance company Canara HSBC Oriental
Bank of Commerce Life Insurance Company Limited.
60 HSBC has no insurance manufacturing subsidiaries in the Middle East and North Africa.
61 The life insurance business in North America previously reported as held-for-sale was disposed of in the first half of 2013.
62 Comprise unit-linked life insurance contracts and linked long-term investment contracts.
63 Comprise non-linked insurance contracts and non-linked long-term investment contracts.
64 Comprise mainly loans and advances to banks, cash and intercompany balances with other non-insurance legal entities.
65 The cost of guarantees figure presented comprises the modelled cost of guarantees under products manufactured by our insurance
subsidiaries, including both the cost of guarantees reserved for through policyholder liabilities and the amount accounted for as a
deduction to PVIF. This is considered to provide more relevant information than the total liabilities to policyholders established for
guaranteed products manufactured by our insurance subsidiaries as disclosed in prior periods.
66 Real annual return guarantees provide the policyholder a guaranteed return in excess of the rate of inflation, and are supported by
inflation-linked debt securities with yields that are also expressed in real terms.
67 Shareholders’ funds comprise solvency and unencumbered assets.
68 Non-linked insurance includes remaining non-life business.
69 In most cases, policyholders have the option to terminate their contracts at any time and receive the surrender values of their policies.
These may be significantly lower than the amounts shown.
70 Insurance contracts and investment contracts with DPF can give policyholders the contractual right to receive, as a supplement to
their guaranteed benefits, additional benefits that may be a significant portion of the total contractual benefits, but whose amount and
timing are determined by HSBC. These additional benefits are contractually based on the performance of a specified pool of contracts
or assets, or the profit of the company issuing the contracts.
71 Sensitivity to lapse rates has been updated to show the effect of a ±10% stress compared to the effect of a ±50% stress disclosed
in prior periods since this is considered to provide more relevant information which is better aligned to the severity of the other
sensitivities to non-economic assumptions disclosed.
Pension risk
72 Option overlay strategies which are expected to improve the risk/return profile of the equity allocation will be targeted.
73 In 2012 and 2013, alternative assets included ABSs, MBSs and infrastructure assets. In 2006, alternative assets included loans and
infrastructure assets.
74 Whilst there is no target cash allocation, the amount of cash is expected to vary between 0-5% depending upon the liquidity
requirements of the scheme, which will affect the actual allocation of bonds correspondingly.
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Risk governance / Credit risk
Appendix to Risk
Risk policies and practices
This appendix describes the significant policies and practices employed by HSBC in managing our credit risk,
liquidity and funding, market risk, operational risk (including compliance risk, legal risk and fiduciary risk),
insurance risk, reputational risk, pension risk and sustainability risk.
Risk governance
(Unaudited)
Our strong risk governance reflects the importance placed by the Board and the Group Risk Committee (‘GRC’) on
shaping the Group’s risk strategy and managing risks effectively. It is supported by a clear policy framework of risk
ownership, a risk appetite process through which the types and levels of risk that we are prepared to accept in
executing our strategy are articulated and monitored, performance scorecards cascaded from the Group Management
Board (‘GMB’) that align business and risk objectives, and the accountability of all staff for identifying, assessing
and managing risks within the scope of their assigned responsibilities. This personal accountability, reinforced by the
governance structure, experience and mandatory learning, helps to foster a disciplined and constructive culture of risk
management and control throughout HSBC.
Credit risk
Credit risk management
(Audited)
The role of an independent credit control unit is fulfilled by the Global Risk function. Credit approval authorities
are delegated by the Board to certain executive officers of HSBC Holdings. Similar credit approval authorities
are delegated by the boards of subsidiary companies to executive officers of the relevant subsidiaries. In each
major subsidiary, a Chief Risk Officer reports to the local Chief Executive Officer on credit-related issues, while
maintaining a direct functional reporting line to the Group Chief Risk Officer in Global Risk. Details of the roles
and responsibilities of the credit risk management function and the policies and procedures for managing credit risk
are set out below. Apart from the creation of a new Group Models Oversight Committee and supportive framework,
there were no significant changes in 2013.
The high-level oversight and management of credit risk provided globally by the Credit Risk function in Global Risk
• to formulate Group credit policy. Compliance, subject to approved dispensations, is mandatory for all operating companies which must
develop local credit policies consistent with Group policies;
• to guide operating companies on our appetite for credit risk exposure to specified market sectors, activities and banking products and
controlling exposures to certain higher-risk sectors;
• to undertake an independent review and objective assessment of risk. Global Risk assesses all commercial non-bank credit facilities and
exposures over designated limits, prior to the facilities being committed to customers or transactions being undertaken;
• to monitor the performance and management of portfolios across the Group;
• to control exposure to sovereign entities, banks and other financial institutions, as well as debt securities which are not held solely for the
purpose of trading;
• to set Group policy on large credit exposures, ensuring that concentrations of exposure by counterparty, sector or geography do not
become excessive in relation to our capital base, and remain within internal and regulatory limits;
• to control our cross-border exposures (see page 274);
• to maintain and develop our risk rating framework and systems, the governance of which is under the general oversight of the Group
Model Oversight Committee (‘MOC’). The Group MOC meets bi-monthly and reports to the Risk Management Meeting. It is chaired by
the risk function and its membership is drawn from Global Risk and global businesses;
• to report to the Risk Management Meeting, the GRC and the Board on high risk portfolios, risk concentrations, country limits and
cross-border exposures, large impaired accounts, impairment allowances, stress testing results and recommendations and retail portfolio
performance; and
• to act on behalf of HSBC Holdings as the primary interface, for credit-related issues, with the Bank of England, the PRA, local
regulators, rating agencies, analysts and counterparts in major banks and non-bank financial institutions.
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Principal objectives of our credit risk management
•
•
•
to maintain across HSBC a strong culture of responsible lending and a robust risk policy and control framework;
to both partner and challenge our businesses in defining, implementing and continually re-evaluating our risk
appetite under actual and scenario conditions; and
to ensure there is independent, expert scrutiny of credit risks, their costs and their mitigation.
Credit quality of financial instruments
(Audited)
Our credit risk rating systems and processes differentiate exposures in order to highlight those with greater risk
factors and higher potential severity of loss. In the case of individually significant accounts that are predominantly
within our wholesale businesses, risk ratings are reviewed regularly and any amendments are implemented promptly.
Within our retail businesses, risk is assessed and managed using a wide range of risk and pricing models to generate
portfolio data.
Our risk rating system facilitates the internal ratings-based (‘IRB’) approach under Basel II adopted by the Group
to support calculation of our minimum credit regulatory capital requirement. Our credit quality classifications are
defined below.
Special attention is paid to problem exposures in order to accelerate remedial action. When appropriate, our operating
companies use specialist units to provide customers with support to help them avoid default wherever possible.
Group and regional Credit Review and Risk Identification teams regularly review exposures and processes in order
to provide an independent, rigorous assessment of credit risk across the Group, reinforce secondary risk management
controls and share best practice. Internal audit, as a tertiary control function, focuses on risks with a global
perspective and on the design and effectiveness of primary and secondary controls, carrying out oversight audits via
the sampling of global/regional control frameworks, themed audits of key or emerging risks and project audits to
assess major change initiatives.
The five credit quality classifications defined below each encompass a range of granular internal credit rating grades
assigned to wholesale and retail lending businesses and the external ratings attributed by external agencies to debt
securities. There is no direct correlation between the internal and external ratings at granular level, except to the
extent each falls within a single quality classification.
Credit quality classification
(Unaudited)
Debt securities
and other bills
Wholesale lending
and derivatives
External
credit rating
Internal
credit rating
12 month
probability of
default %
Retail lending
Internal
credit rating1
Expected
loss %
Quality classification
Strong ...........................
Good ............................
Satisfactory ..................
Sub-standard ................
Impaired .......................
A– and above CRR21 to CRR2
CRR3
BBB+ to BBB–
BB+ to B+ and
unrated
CRR4 to CRR5
B to C
CRR6 to CRR8
Default CRR9 to CRR10
0 – 0.169
0.170 – 0.740
EL31 to EL2
EL3
0 – 0.999
1.000 – 4.999
0.741 – 4.914
4.915 – 99.999
100
5.000 – 19.999
EL4 to EL5
EL6 to EL8
20.000 – 99.999
EL9 to EL10 100+ or defaulted4
1 We observe the disclosure convention that, in addition to those classified as EL9 to EL10, retail accounts classified EL1 to EL8 that are
delinquent by 90 days or more are considered impaired, unless individually they have been assessed as not impaired (see page 172,
‘Past due but not impaired gross financial instruments’).
2 Customer risk rating.
3 Expected loss.
4 The EL percentage is derived through a combination of PD and LGD, and may exceed 100% in circumstances where the LGD is above
100% reflecting the cost of recoveries.
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Credit risk
Quality classification definitions
• ‘Strong’ exposures demonstrate a strong capacity to meet financial commitments, with negligible or low probability of default and/or
low levels of expected loss. Retail accounts operate within product parameters and only exceptionally show any period of delinquency.
• ‘Good’ exposures require closer monitoring and demonstrate a good capacity to meet financial commitments, with low default risk.
Retail accounts typically show only short periods of delinquency, with any losses expected to be minimal following the adoption of
recovery processes.
• ‘Satisfactory’ exposures require closer monitoring and demonstrate an average to fair capacity to meet financial commitments, with
moderate default risk. Retail accounts typically show only short periods of delinquency, with any losses expected to be minor following
the adoption of recovery processes.
• ‘Sub-standard’ exposures require varying degrees of special attention and default risk is of greater concern. Retail portfolio segments
show longer delinquency periods of generally up to 90 days past due and/or expected losses are higher due to a reduced ability to
mitigate these through security realisation or other recovery processes.
• ‘Impaired’ exposures have been assessed as impaired. Wholesale exposures where the bank considers that either the customer is unlikely
to pay its credit obligations in full, without recourse by the bank to the actions such as realising security if held, or the customer is past
due more than 90 days on any material credit obligation. Retail loans and advances greater than 90 days past due unless individually they
have been assessed as not impaired. Renegotiated loans that have met the requirements to be disclosed as impaired and have not yet met
the criteria to be returned to the unimpaired portfolio (see below).
The customer risk rating (‘CRR’) 10-grade scale summarises a more granular underlying 23-grade scale of obligor
probability of default (‘PD’). All HSBC customers are rated using the 10 or 23-grade scale, depending on the degree
of sophistication of the Basel II approach adopted for the exposure.
The expected loss (‘EL’) 10-grade scale for retail business summarises a more granular underlying EL scale for this
customer segment; this combines obligor and facility/product risk factors in a composite measure.
For debt securities and certain other financial instruments, external ratings have been aligned to the five quality
classifications. The ratings of S&P are cited, with those of other agencies being treated equivalently. Debt securities
with short-term issue ratings are reported against the long-term rating of the issuer of those securities. If major rating
agencies have different ratings for the same debt securities, a prudent rating selection is made in line with regulatory
requirements.
Renegotiated loans and forbearance
(Audited)
A range of forbearance strategies is employed in order to improve the management of customer relationships,
maximise collection opportunities and, if possible, avoid default, foreclosure or repossession. They include extended
payment terms, a reduction in interest or principal repayments, approved external debt management plans, debt
consolidations, the deferral of foreclosures and other forms of loan modifications and re-ageing.
Our policies and practices are based on criteria which enable local management to judge whether repayment is likely
to continue. These typically provide a customer with terms and conditions that are more favourable than those
provided initially. Loan forbearance is only granted in situations where the customer has showed a willingness to
repay their loan and is expected to be able to meet the revised obligations.
For retail lending our credit risk management policy sets out restrictions on the number and frequency of
renegotiations, the minimum period an account must have been opened before any renegotiation can be considered
and the number of qualifying payments that must be received. The application of this policy varies according to the
nature of the market, the product and the management of customer relationships through the occurrence of
exceptional events.
Identifying renegotiated loans
The contractual terms of a loan may be modified for a number of reasons including changing market conditions,
customer retention and other factors not related to the current or potential credit deterioration of a customer. When
the contractual payment terms of a loan are modified because we have significant concerns about the borrower’s
ability to meet contractual payments when due, these loans are classified as ‘renegotiated loans’.
For retail lending, when considering whether there is significant concern regarding a customer’s ability to meet
contractual loan repayments when due, we assess the customer’s delinquency status, account behaviour, repayment
history, current financial situation and continued ability to repay. If the customer is not meeting contractual
repayments or it is evident that they will be unable to do so without the renegotiation, there will be a significant
268
concern regarding their ability to meet contractual payments, and the loan will be disclosed as impaired, unless the
concession granted is insignificant as discussed below.
For loan restructurings in wholesale lending, indicators of significant concerns regarding a borrower’s ability to pay
include:
•
•
•
•
•
•
the debtor is currently in default on any of its debt;
the debtor has declared or is in the process of declaring bankruptcy or entering into a similar process;
there is significant doubt as to whether the debtor will continue to be a going concern;
currently, the debtor has securities that have been delisted, are in the process of being delisted, or are under
threat of being delisted from an exchange as a result of trading or financial difficulties;
based on estimates and projections that only encompass current business capabilities, the bank forecasts that
the debtor’s entity-specific cash flows will be insufficient to service the debt (both interest and principal) in
accordance with the contractual terms of the existing agreement through maturity. In this instance, actual
payment default may not yet have occurred; and
absent the modification, the debtor cannot obtain funds from sources other than its existing creditors at an
effective interest rate equal to the current market interest rate for similar debt for a non-distressed debtor.
Where the modification of a loan’s contractual payment terms represents a concession for economic or legal reasons
relating to the borrower’s financial difficulty, and is a concession that we would not otherwise consider, then the
renegotiated loan is disclosed as impaired in accordance with our impaired loan disclosure convention described
in more detail on page 185, unless the concession is insignificant and there are no other indicators of impairment.
Insignificant concessions are primarily restricted to our CML portfolio in HSBC Finance, where loans which are in
the early stages of delinquency (less than 60 days delinquent) and typically have the equivalent of two payments
deferred for the first time are excluded from our impaired loan classification, as the contractual payment deferrals are
deemed to be insignificant compared with payments due on the loan as a whole. For details of HSBC Finance’s loan
renegotiated programmes and portfolios, see pages 176 to 178.
Credit quality classification of renegotiated loans
(Audited)
Under IFRSs, an entity is required to assess whether there is objective evidence that financial assets are impaired
at the end of each reporting period. A loan is impaired and an impairment allowance is recognised when there is
objective evidence of a loss event that has an effect on the cash flows of the loan which can be reliably estimated.
Granting a concession to a customer that we would not otherwise consider, as a result of their financial difficulty,
is objective evidence of impairment and impairment losses are measured accordingly.
A renegotiated loan is presented as impaired when:
•
•
there has been a change in contractual cash flows as a result of a concession which the lender would otherwise
not consider, and
it is probable that without the concession, the borrower would be unable to meet contractual payment obligations
in full.
This presentation applies unless the concession is insignificant and there are no other indicators of impairment.
The renegotiated loan will continue to be disclosed as impaired until there is sufficient evidence to demonstrate a
significant reduction in the risk of non-payment of future cash flows, and there are no other indicators of impairment.
For loans that are assessed for impairment on a collective basis, the evidence typically comprises a history of
payment performance against the original or revised terms, as appropriate to the circumstances. For loans that
are assessed for impairment on an individual basis, all available evidence is assessed on a case-by-case basis.
For retail lending the minimum period of payment performance required depends on the nature of loans in the
portfolio, but is typically not less than six months. Where portfolios have more significant levels of forbearance
activity, such as that undertaken by HSBC Finance, the minimum repayment performance period required may
be substantially more (for further details on HSBC Finance see page 176). Payment performance periods are
monitored to ensure they remain appropriate to the levels of recidivism observed within the portfolio. These
performance periods are in addition to a minimum of two payments which must be received within a 60-day period
for the customer to initially qualify for the renegotiation (in the case of HSBC Finance, in certain circumstances,
for example where debt has been restructured in bankruptcy proceedings, fewer or no qualifying payments may be
required). The qualifying payments are required in order to demonstrate that the renegotiated terms are sustainable
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Credit risk
for the borrower. For corporate and commercial loans, which are individually assessed for impairment and where
non-monthly payments are more commonly agreed, the history of payment performance will depend on the
underlying structure of payments agreed as part of the restructuring.
Renegotiated loans are classified as unimpaired where the renegotiation has resulted from significant concern about
a borrower’s ability to meet their contractual payment terms but the renegotiated terms are based on current market
rates and contractual cash flows are expected to be collected in full following the renegotiation. Unimpaired
renegotiated loans also include previously impaired renegotiated loans that have demonstrated satisfactory
performance over a period of time or have been assessed based on all available evidence as having no remaining
indicators of impairment.
Loans that have been identified as renegotiated retain this designation until maturity or derecognition. When a loan is
restructured as part of a forbearance strategy and the restructuring results in derecognition of the existing loan, such
as in some debt consolidations, the new loan is disclosed as renegotiated.
When determining whether a loan that is restructured should be derecognised and a new loan recognised, we consider
the extent to which the changes to the original contractual terms result in the renegotiated loan, considered as a
whole, being a substantially different financial instrument. The following are examples of circumstances that are
likely to result in this test being met and derecognition accounting being applied:
•
an uncollateralised loan becomes fully collateralised;
•
the addition or removal of cross-collateralisation provisions;
• multiple facilities are consolidated into a single new facility;
•
•
•
•
removal or addition of conversion features attached to the loan agreement;
a change in the currency in which the principal or interest is denominated;
a change in the liquidation preference or ranking of the instrument; or
the contract is altered in any other manner so that the terms under the new or modified contract are substantially
different from those under the original contract.
The following are examples of factors that we consider may indicate that the revised loan is a substantially different
financial instrument, but are unlikely to be conclusive in themselves:
•
•
•
changes in guarantees or loan covenants provided;
less significant changes to collateral arrangements; or
the addition of repayment provisions or prepayment premium clauses.
Renegotiated loans and recognition of impairment allowances
(Audited)
For retail lending, renegotiated loans are segregated from other parts of the loan portfolio for collective impairment
assessment to reflect the higher rates of losses often encountered in these segments. When empirical evidence
indicates an increased propensity to default and higher losses on such accounts, such as for re-aged loans in the US,
the use of roll-rate methodology ensures these factors are taken into account when calculating impairment allowances
by applying roll rates specifically calculated on the pool of loans subject to forbearance. When the portfolio size is
small or when information is insufficient or not reliable enough to adopt a roll-rate methodology, a basic formulaic
approach based on historical loss rate experience is used. As a result of our roll-rate methodology, we recognise
collective impairment allowances on homogeneous groups of loans, including renegotiated loans, where there is
historical evidence that there is a likelihood that loans in these groups will progress through the various stages of
delinquency, and ultimately prove irrecoverable as a result of events occurring before the balance sheet date. This
treatment applies irrespective of whether or not those loans are presented as impaired in accordance with our
impaired loans disclosure convention. When we consider that there are additional risk factors inherent in the
portfolios that may not be fully reflected in the statistical roll rates or historical experience, these risk factors are
taken into account by adjusting the impairment allowances derived solely from statistical or historical experience.
For further details of the risk factor adjustments see ‘Critical accounting policies’ on page 72.
In the corporate and commercial sectors, renegotiated loans are typically assessed individually. Credit risk ratings are
intrinsic to the impairment assessment. A distressed restructuring is classified as an impaired loan. The individual
impairment assessment takes into account the higher risk of the non-payment of future cash flows inherent in
renegotiated loans.
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Corporate and commercial forbearance
(Unaudited)
In the corporate and commercial sectors, forbearance activity is undertaken selectively where it has been identified
that repayment difficulties against the original terms already have, or are very likely to, materialise. These cases are
treated as impaired loans where:
•
•
the customer is experiencing, or is very likely to experience, difficulty in meeting a payment obligation to the
Group (i.e. due to current credit distress); and
the Group is offering to the customer revised payment arrangements which constitute a concession (i.e. it is
offering terms it would not normally be prepared to offer).
These cases are described as distressed restructurings. The agreement of a restructuring which meets the criteria
above requires all loans, advances and counterparty exposures to the customer to be treated as impaired. Against the
background of this requirement, as a customer approaches the point at which it becomes clear that there is an
increasing risk that a restructuring of this kind might be necessary, the exposures will typically be regarded as sub-
standard to reflect the deteriorating credit risk profile and will be graded as impaired when the restructure is proposed
for approval, or sooner if there is sufficient concern regarding the customer’s likeliness to pay.
For the purposes of determining whether changes to a customer’s agreement should be treated as a distressed
restructuring the following types of modification are regarded as concessionary:
•
•
transfers from the customer of receivables from third parties, real estate, or other assets to satisfy fully or
partially a debt;
issuance or other granting of an equity interest to satisfy fully or partially a debt unless the equity interest is
granted pursuant to existing terms for converting the debt into an equity interest; and
• modification of the terms of a debt, such as one or more of the following:
–
–
–
–
reduction (absolute or contingent) of the stated interest rate for the remaining original life of the debt;
extension of the maturity date or dates at a stated interest rate lower than the current market rate for new
debt with similar risk;
reduction (absolute or contingent) of the face amount or maturity amount of the debt; and
reduction (absolute or contingent) of accrued interest.
Modifications that are unrelated to payment arrangements, such as the restructuring of collateral or security
arrangements or the waiver of rights under covenants within documentation, are not regarded by themselves to be
evidence of credit distress affecting payment capacity. Typically, covenants are in place to give the Group rights of
repricing or acceleration, but they are frequently set at levels where payment capacity has yet to be affected providing
rights of action at earlier stages of credit deterioration. Such concessions do not directly affect the customer’s ability
to service the original contractual debt and are not reported as renegotiated loans. However, where a customer
requests a non-payment related covenant waiver, the significance of the underlying breach of covenant will be
considered together with any other indicators of impairment, and where there is a degree of severity of credit distress
evidencing uncertainty of payment, all available evidence will be considered in determining whether a loss event has
occurred. The waiver will not, however, trigger classification as a renegotiated loan as payment terms have not been
modified.
When both payment-related and non-payment related modifications are made together as a result of significant
concerns regarding the payment of contractual cash flows, the loan is treated as a distressed restructuring and
disclosed as a renegotiated loan.
Within corporate and commercial business segments, modifications of several kinds are frequently agreed for a
customer contemporaneously. Transfer to an interest-only arrangement is the most common type of modification
granted in the UK, whether in isolation or in combination with other concessions. Throughout the rest of the world
term extensions occur more frequently with other types of concession such as interest rate changes occurring less
often across all jurisdictions.
In assessing whether payment-related forbearance is a satisfactory and sustainable strategy, the customer’s entire
exposure and facilities will be reviewed and the customer’s ability to meet the terms of both the revised obligation
and other credit facilities not amended in the renegotiation is assessed. Should this assessment identify that a
renegotiation will not deal with a customer’s payment capacity issues satisfactorily, other special management
options may be applied. This process may identify the need to provide assistance to a customer specifically to
restructure their business operations and activities so as to restore satisfactory payment capacity. When considering
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Credit risk
acceptable restructuring terms we consider the ability of the customer to be able to service the revised interest
payments as a necessity. When principal payment modifications are considered, again we require the customer to be
able to comply with the revised terms as a necessary pre-condition for the restructuring to proceed. When principal
payments are modified resulting in permanent forgiveness, or when it is otherwise considered that there is no longer
a realistic prospect of recovery of outstanding principal, the affected balances are written off. When principal
repayments are postponed, it is expected that the customer will be capable of paying in line with the renegotiated
terms, including instances when the postponed principal repayment is expected from refinancing. In all cases, a loan
renegotiation is only granted when the customer is expected to be able to meet the revised terms.
Modifications may be made on a temporary basis when time is needed for the customer to make arrangements for
payment, when deterioration in payment capacity is expected to be acute but short lived, or when more time is
needed to accommodate discussions regarding a more permanent accommodation with other bankers, for example
in syndicated facilities where multilateral negotiation commonly features.
If a restructuring proceeds and the customer demonstrates satisfactory performance over a period of time, the case
may be returned to a non-impaired grade (CRR1-8) provided no other indicators of impairment remain. Such a case
cannot be returned to a non-impaired grade when a specific impairment allowance remains against any of the
customer’s credit facilities. The period of performance will vary depending on the frequency of payments to be made
by the customer under the amended agreement and the extent to which the customer’s financial position is considered
to have improved.
Refinance risk
(Unaudited)
Many types of lending require the repayment of a significant proportion of the principal at maturity. Typically,
the mechanism of repayment for the customer is through the acquisition of a new loan to settle the existing debt.
Refinance risk arises where a customer is unable to repay such term debt on maturity, or to refinance debt at
commercial rates. When there is evidence that this risk may apply to a specific contract, HSBC may need to refinance
the loan on concessionary terms that it would not otherwise have considered, in order to recoup the maximum
possible cash flows from the contract and potentially avoid the customer defaulting on the repayment of principal.
When there is sufficient evidence that borrowers, based on their current financial capabilities, may fail at maturity to
repay or refinance their loans, these loans are disclosed as impaired with recognition of a corresponding impairment
allowance where appropriate.
Impairment assessment
(Audited)
It is our policy that each operating company in HSBC creates impairment allowances for impaired loans promptly
and appropriately.
For details of our impairment policies on loans and advances and financial investments, see Notes 2g and 2j on the
Financial Statements.
Impairment and credit risk mitigation
The existence of collateral has an effect when calculating impairment on individually assessed impaired loans. When
we no longer expect to recover the principal and interest due on a loan in full or in accordance with the original terms
and conditions, it is assessed for impairment. If exposures are secured, the current net realisable value of the
collateral will be taken into account when assessing the need for an impairment allowance. No impairment allowance
is recognised in cases where all amounts due are expected to be settled in full on realisation of the security.
Personal lending portfolios are generally assessed for impairment on a collective basis as the portfolios typically
consist of large groups of homogeneous loans. Two methods are used to calculate allowances on a collective basis:
a roll-rate methodology or a more basic formulaic approach based on historical losses. In 2013, we reviewed the
impairment allowance methodology used for retail banking and small business portfolios across the Group to ensure
that the assumptions used in our collective assessment models continued to appropriately reflect the period of time
between a loss event occurring and the account proceeding to delinquency and eventual write-off.
• The historical loss methodology is typically used to calculate collective impairment allowances for secured or
low default portfolios such as mortgages until the point at which they are individually identified and assessed as
impaired. For loans which are collectively assessed using historical loss methodology, the historical loss rate is
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derived from the average contractual write-off net of recoveries over a defined period. The net contractual write-
off rate is the actual amount of loss experienced after the realisation of collateral and receipt of recoveries.
• A roll-rate methodology is more commonly adopted for unsecured portfolios when there are sufficient volumes
of empirical data to develop robust statistical models. In certain circumstances mortgage portfolios have a
statistically significant number of defaults and losses available, enabling reliable roll rates to be generated. In
these cases a roll-rate methodology is applied until the point at which the loans are individually identified and
assessed as impaired, and the average loss rate for each delinquency bucket is adjusted to reflect the average loss
expected following realisation of security and receipt of recoveries. The average loss expected is derived from
average historical collateral realisation values.
The nature of the collective allowance assessment prevents individual collateral values or LTV ratios from being
included within the calculation. However, the loss rates used in the collective assessment are adjusted for the
collateral realisation experiences which will vary depending on the LTV composition of the portfolio. For example
mortgage portfolios under a historical loss rate methodology with lower LTV ratios will typically experience lower
loss history and consequently a lower net contractual write-off rate.
For wholesale collectively assessed loans, historical loss methodologies are applied to measure loss event
impairments which have been incurred but not reported. Loss rates are derived from the observed contractual write-
off net of recoveries over a defined period, typically no lower than 60 months. The net contractual write-off rate is
the actual or expected amount of loss experienced after realisation of collateral and receipt of recoveries. These
historical loss rates are adjusted by an economic factor which adjusts the historical averages to better represent
current economic conditions affecting the portfolio. In order to reflect the likelihood of a loss event not being
identified and assessed an emergence period assumption is applied which reflects the period between a loss occurring
and its identification. The emergence period is estimated by local management for each identified portfolio. The
factors that may influence this estimation include economic and market conditions, customer behaviour, portfolio
management information, credit management techniques and collection and recovery experiences in the market. A
fixed range for the period between a loss occurring and its identification is not defined across the Group and as it is
assessed empirically on a periodic basis it may vary over time as these factors change. Given that credit management
policies require all customers to be reviewed at least annually, we expect this estimated period would be at most 12
months in duration
Write-off of loans and advances
For details of our policy on the write-off of loans and advances, see Note 2g on the Financial Statements.
In HSBC Finance, the carrying amounts of residential mortgage and second lien loans in excess of net realisable
value are written off at or before the time foreclosure is completed or settlement is reached with the borrower. If there
is no reasonable expectation of recovery, and foreclosure is pursued, the loan is normally written off no later than the
end of the month in which the loan becomes 180 days contractually past due. We regularly obtain new appraisals for
loans (every 180 days) and adjust carrying value to the most recent appraisal whether it has increased or decreased as
the best estimate of the cash flows that will be received on the disposal of the collateral for these collateral dependent
loans.
Unsecured personal facilities, including credit cards, are generally written off at between 150 and 210 days past due,
the standard period being the end of the month in which the account becomes 180 days contractually delinquent.
Write-off periods may be extended, generally to no more than 360 days past due but, in very exceptional
circumstances, to longer than that figure in a few countries where local regulation or legislation constrain earlier
write-off or where the realisation of collateral for secured real estate lending takes this time.
In retail lending, final write-off should occur within 60 months of the default at the latest.
In the event of bankruptcy or analogous proceedings, write-off may occur earlier than at the periods stated above.
Collections procedures may continue after write-off.
Concentration of exposure
(Audited)
Concentrations of credit risk arise when a number of counterparties or exposures have comparable economic
characteristics or such counterparties are engaged in similar activities or operate in the same geographical areas or
industry sectors so that their collective ability to meet contractual obligations is uniformly affected by changes in
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Credit risk
economic, political or other conditions. We use a number of controls and measures to minimise undue concentration
of exposure in our portfolios across industry, country and global business. These include portfolio and counterparty
limits, approval and review controls, and stress testing.
Wrong-way risk occurs when a counterparty’s exposures are adversely correlated with its credit quality. There are
two types of wrong-way risk:
•
•
general wrong-way risk occurs when the probability of counterparty default is positively correlated with general
risk factors such as, for example, where the counterparty is resident and/or incorporated in a higher-risk country
and seeks to sell a non-domestic currency in exchange for its home currency; and
specific wrong-way risk occurs when the exposure to a particular counterparty is positively correlated with the
probability of counterparty default such as a reverse repo on the counterparty’s own bonds. It is HSBC policy
that specific wrong-way transactions are approved on a case-by-case basis.
We use a range of tools to monitor and control wrong-way risk, including requiring the business to obtain prior
approval before undertaking wrong-way risk transactions outside pre-agreed guidelines.
Cross-border exposures
We assess the vulnerability of countries to foreign currency payment restrictions, including economic and political
factors, when considering impairment allowances on cross-border exposures. Impairment allowances are assessed in
respect of all qualifying exposures within vulnerable countries unless these exposures and the inherent risks are:
performing, trade-related and of less than one year’s maturity;
•
• mitigated by acceptable security cover which is, other than in exceptional cases, held outside the country
•
•
concerned;
in the form of securities held for trading purposes for which a liquid and active market exists, and which are
measured at fair value daily; and
performing facilities with a principal (excluding security) of US$1m or below and/or with maturity dates shorter
than three months.
Nature of HSBC’s securitisation and other structured exposures
(Audited)
Mortgage-backed securities (‘MBS’s) are securities that represent interests in groups of mortgages and provide
investors with the right to receive cash from future mortgage payments (interest and/or principal). An MBS which
references mortgages with different risk profiles is classified according to the highest risk class.
Collateralised debt obligations (‘CDO’s) are securities backed by a pool of bonds, loans or other assets such as asset-
backed securities (‘ABS’s). CDOs may include exposure to sub-prime or Alt-A mortgage assets where these are part
of the underlying assets or reference assets. As there is often uncertainty surrounding the precise nature of the
underlying collateral supporting CDOs, all CDOs supported by residential mortgage-related assets are classified as
sub-prime. Our holdings of ABSs and CDOs and direct lending positions, and the categories of mortgage collateral
and lending activity, are described overleaf.
Our exposure to non-residential mortgage-related ABSs and direct lending includes securities with collateral relating
to commercial property mortgages, leveraged finance loans, student loans, and other assets such as securities with
other receivable-related collateral.
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Definition
Classification
Definitions and classifications of ABSs and CDOs
Categories of
ABSs and CDOs
Sub-prime
US Home Equity Lines
of Credit (‘HELoC’s)
US Alt-A
Loans to customers who have limited credit histories,
modest incomes or high debt-to-income ratios or have
experienced credit problems caused by occasional
delinquencies, prior charge-offs, bankruptcy or other
credit-related actions.
A form of revolving credit facility provided to
customers, which is supported in the majority of
circumstances by a second lien or lower ranking charge
over residential property.
Lower risk loans than sub-prime, but they share higher
risk characteristics than lending under fully conforming
standard criteria.
US Government agency
and sponsored
enterprises mortgage-
related assets
Securities that are guaranteed by US Government
agencies such as the Government National Mortgage
Association (‘Ginnie Mae’), or by US Government
sponsored entities including the Federal National
Mortgage Association (‘Fannie Mae’) and the Federal
Home Loan Mortgage Corporation (‘Freddie Mac’).
UK non-conforming
mortgages
UK mortgages that do not meet normal lending criteria.
Examples include mortgages where the expected level
of documentation is not provided (such as income with
self-certification), or where poor credit history
increases risk and results in pricing at a higher than
normal lending rate.
For US mortgages, a FICO score of 620 or less has
primarily been used to determine whether a loan is sub-
prime. For non-US mortgages, management judgement
is used.
Holdings of HELoCs are classified as sub-prime.
US credit scores and the completeness of
documentation held (such as proof of income), are
considered when determining whether an Alt-A
classification is appropriate. Non sub-prime mortgages
in the US are classified as Alt-A if they are not eligible
for sale to the major US Government mortgage
agencies or sponsored entities.
Holdings of US Government agency and US
Government sponsored enterprises’ mortgage-related
assets are classified as prime exposures.
UK non-conforming mortgages are treated as sub-
prime exposures.
Other mortgages
Residential mortgages, including prime mortgages, that
do not meet any of the classifications described above.
Prime residential mortgage-related assets are included
in this category.
Impairment methodologies
(Audited)
To identify objective evidence of impairment for available-for-sale ABSs, an industry standard valuation model is
normally applied which uses data with reference to the underlying asset pools and models their projected future cash
flows. The estimated future cash flows of the securities are assessed at the specific financial asset level to determine
whether any of them are unlikely to be recovered as a result of loss events occurring on or before the reporting date.
The principal assumptions and inputs to the models are typically the delinquency status of the underlying loans, the
probability of delinquent loans progressing to default, the prepayment profiles of the underlying assets and the loss
severity in the event of default. However, the models utilise other variables relevant to specific classes of collateral to
forecast future defaults and recovery rates. Management uses externally available data and applies judgement when
determining the appropriate assumptions in respect of these factors. We use a modelling approach which incorporates
historically observed progression rates to default to determine if the decline in aggregate projected cash flows from
the underlying collateral will lead to a shortfall in contractual cash flows. In such cases, the security is considered to
be impaired.
In respect of CDOs, expected future cash flows for the underlying collateral are assessed to determine whether there
is likely to be a shortfall in the contractual cash flows of the CDO.
When a security benefits from a contract provided by a monoline insurer that insures payments of principal and
interest, the expected recovery on the contract is assessed in determining the total expected credit support available
to the ABS.
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Liquidity and funding
Liquidity and funding
(Audited)
The management of liquidity and funding is primarily undertaken locally (by country) in our operating entities in
compliance with the Group’s liquidity and funding risk management framework (the ‘LFRF’), and with practices
and limits set by the GMB through the Risk Management Meeting and approved by the Board. These limits vary
according to the depth and the liquidity of the markets in which the entities operate. Our general policy is that each
defined operating entity should be self-sufficient in funding its own activities. Where transactions exist between
operating entities, they are reflected symmetrically in both entities.
As part of our Asset, Liability and Capital Management (‘ALCM’) structure, we have established ALCOs at Group
level, in the regions and in operating entities. The terms of reference of all ALCOs include the monitoring and
control of liquidity and funding.
The primary responsibility for managing liquidity and funding within the Group’s framework and risk appetite
resides with the local operating entities’ ALCOs. Our most significant operating entities are overseen by regional
ALCOs, Group ALCO and the Risk Management Meeting. The remaining smaller operating entities are overseen
by regional ALCOs, with appropriate escalation of significant issues to Group ALCO and the Risk Management
Meeting.
Operating entities are predominately defined on a country basis to reflect our local management of liquidity and
funding. Typically, an operating entity will be defined as a single legal entity. However, to take account of the
situation where operations in a country are booked across multiple subsidiaries or branches:
•
•
an operating entity may be defined as a wider sub-consolidated group of legal entities if they are incorporated
in the same country, liquidity and funding are freely fungible between the entities and permitted by local
regulation, and the definition reflects how liquidity and funding are managed locally; or
an operating entity may be defined more narrowly as a principal office (branch) of a wider legal entity operating
in multiple countries, reflecting the local country management of liquidity and funding.
The Risk Management Meeting reviews and agrees annually the list of entities it directly oversees and the
composition of these entities.
Primary sources of funding
(Audited)
Customer deposits in the form of current accounts and savings deposits payable on demand or at short notice form
a significant part of our funding, and we place considerable importance on maintaining their stability. For deposits,
stability depends upon maintaining depositor confidence in our capital strength and liquidity, and on competitive and
transparent pricing.
We also access wholesale funding markets by issuing senior secured and unsecured debt securities (publically and
privately) and borrowing from the secured repo markets against high quality collateral, in order to obtain funding for
non-banking subsidiaries that do not accept deposits, to align asset and liability maturities and currencies and to
maintain a presence in local wholesale markets.
The management of funding and liquidity risk
(Audited)
Inherent liquidity risk categorisation
We place our operating entities into one of three categories (low, medium and high) to reflect our assessment of their
inherent liquidity risk considering political, economic and regulatory factors within the host country and factors
specific to the operating entities themselves, such as their local market, market share and balance sheet strength. The
categorisation involves management judgement and is based on the perceived liquidity risk of an operating entity
relative to other entities in the Group. The categorisation is intended to reflect the possible impact of a liquidity
event, not the probability of an event, and forms part of our risk appetite. It is used to determine the prescribed stress
scenario that we require our operating entities to be able to withstand and manage to.
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Core deposits
A key element of our internal framework is the classification of customer deposits into core and non-core based on
our expectation of their behaviour during periods of liquidity stress. This characterisation takes into account the
inherent liquidity risk categorisation of the operating entity originating the deposit, the nature of the customer and
the size and pricing of the deposit. No deposit is considered to be core in its entirety unless it is contractually
collateralising a loan. The core deposit base in each operating entity is considered to be a long-term source of funding
and therefore is assumed not to be withdrawn in the liquidity stress scenario that we use to calculate our principal
liquidity risk metrics.
The three filters considered in assessing whether a deposit in any operating entity is core are:
•
•
•
price: any deposit priced significantly above market or benchmark rates is generally treated as entirely non-core;
size: depositors with total funds above certain monetary thresholds are excluded. Thresholds are established by
considering the business line and inherent liquidity risk categorisation; and
line of business: the element of any deposit remaining after the application of the price and size filters is
assessed on the basis of the line of business with which the deposit is associated. The proportion of any customer
deposit that can be considered core under this filter is between 35% and 90%.
Repo transactions and bank deposits cannot be classified as core deposits.
Advances to core funding ratio
Core customer deposits are an important source of funding to finance lending to customers, and militate against
reliance on short-term wholesale funding. Limits are placed on operating entities to restrict their ability to increase
loans and advances to customers without corresponding growth in core customer deposits or long-term debt funding
with a residual maturity beyond one year; this measure is referred to as the ‘advances to core funding’ ratio.
Advances to core funding ratio limits are set by the Risk Management Meeting for the most significant operating
entities, and by regional ALCOs for smaller operating entities, and are monitored by ALCM teams. The ratio
describes current loans and advances to customers as a percentage of the total of core customer deposits and term
funding with a remaining term to maturity in excess of one year. In general, customer loans are assumed to be
renewed and are included in the numerator of the ratio, irrespective of the contractual maturity date. Reverse repo
arrangements are excluded from the advances to core funding ratio.
Stressed coverage ratios
Stressed coverage ratios are derived from stressed cash flow scenario analyses and express stressed cash inflows as a
percentage of stressed cash outflows over one-month and three-month time horizons.
The stressed cash inflows include:
•
•
inflows (net of assumed haircuts) expected to be generated from the realisation of liquid assets; and
contractual cash inflows from maturing assets that are not already reflected as a utilisation of liquid assets.
In line with the approach adopted for the advances to core funding ratio, customer loans are generally assumed not to
generate any cash inflows under stress scenarios and are therefore excluded from the numerator of the stressed
coverage ratio, irrespective of the contractual maturity date.
A stressed coverage ratio of 100% or higher reflects a positive cumulative cash flow under the stress scenario being
monitored. Group operating entities are required to maintain a ratio of 100% or greater out to three months under the
combined market-wide and HSBC-specific stress scenario defined by the inherent liquidity risk categorisation of the
operating entity concerned.
Compliance with operating entity limits is monitored by ALCM teams and reported monthly to the Risk Management
Meeting for the main operating entities and to regional ALCOs for the smaller operating entities.
Stressed scenario analysis
(Unaudited)
We use a number of standard Group stress scenarios designed to model:
combined market-wide and HSBC-specific liquidity crisis scenarios; and
•
• market-wide liquidity crisis scenarios.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Liquidity and funding
These scenarios are modelled by all operating entities. The appropriateness of the assumptions for each scenario is
reviewed by ALCM regularly and formally approved by the Risk Management Meeting and the Board annually as
part of the liquidity and funding risk appetite approval process.
Stressed cash outflows are determined by applying a standard set of prescribed stress assumptions to the Group’s
cash flow model. Our framework prescribes the use of two market-wide scenarios and three further combined
market-wide and HSBC-specific stress scenarios of increasing severity. In addition to our standard stress scenarios,
individual operating entities are required to design their own scenarios to reflect specific local market conditions,
products and funding bases.
The three combined market-wide and HSBC-specific scenarios model a more severe scenario than the two market-
wide scenarios. The relevant combined market-wide and HSBC-specific stress scenario that an operating entity
manages to is based upon its inherent liquidity risk categorisation. The key assumptions factored into the three
combined market-wide and HSBC-specific stress scenarios are summarised as follows:
•
•
•
•
•
•
•
•
•
all non-core deposits are deemed to be withdrawn within three months (80% within one month), with the level
of non-core deposits dependent on the operating entity’s inherent liquidity risk categorisation;
the ability to access interbank funding and unsecured term debt markets ceases for the duration of the scenario;
the ability to generate funds from illiquid asset portfolios (securitisation and secured borrowing) is restricted to
25-75% of the lower of issues in the last six months or expected issues in the next six months. The restriction is
based on current market conditions and is dependent on the operating entity’s inherent liquidity risk
categorisation;
the ability to access repo funding ceases for any asset not classified as liquid under our liquid asset policy for
the duration of the scenario;
drawdowns on committed lending facilities must be consistent with the severity of the market stress being
modelled and dependent on the inherent liquidity risk categorisation of the operating entity;
outflows are triggered by a defined downgrade in long-term ratings. We maintain an ongoing assessment
of the appropriate number of notches to reflect;
customer loans are assumed to be renewed at contractual maturity;
interbank loans and reverse repos are assumed to run off contractually; and
assets defined as liquid assets are assumed to be realised in cash ahead of their contractual maturity, after
applying a defined stressed haircut of up to 20%.
Liquid assets of HSBC’s principal operating entities
(Audited)
Stressed scenario analysis and the numerator of the coverage ratio include the assumed cash inflows that would be
generated from the realisation of liquid assets, after applying the appropriate stressed haircut. These assumptions are
made on the basis of management’s expectation of when an asset is deemed to be realisable.
Liquid assets are unencumbered assets that meet the Group’s definition of liquid assets and are either held outright
or as a consequence of a reverse repo transaction with a residual contractual maturity beyond the time horizon of the
stressed coverage ratio being monitored. Any unencumbered asset held as a result of reverse repo transactions with a
contractual maturity within the time horizon of the stressed coverage ratio being monitored is excluded from the
stock of liquid assets and is instead reflected as a contractual cash inflow.
Our framework defines the asset classes that can be assessed locally as high quality and realisable within one month
and between one month and three months. Each local ALCO has to be satisfied that any asset which may be treated
as liquid in accordance with the Group’s liquid asset policy will remain liquid under the stress scenario being
managed to.
Inflows from the utilisation of liquid assets within one month can generally only be based on confirmed
withdrawable central bank deposits, gold or the sale or repo of government and quasi-government exposures
generally restricted to those denominated in the sovereign’s domestic currency. High quality ABSs (predominantly
US MBSs) and covered bonds are also included but inflows assumed for these assets are capped.
Inflows after one month are also reflected for high quality non-financial and non-structured corporate bonds and
equities within the most liquid indices.
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Internal categorisation
Cash inflow recognised
Asset classes
Level 1
Within one month
Central government
Central bank (including confirmed withdrawable reserves)
Supranationals
Multilateral development banks
Coins and banknotes
Level 2
Within one month but capped
Local and regional government
Public sector entities
Secured covered bonds and pass-through ABSs
Gold
Level 3
From one to three months
Unsecured non-financial entity securities
Equities listed on recognised exchanges and within liquid indices
Any entity owned and controlled by central or local/regional government but not explicitly guaranteed is treated as a
public sector entity.
Any exposure explicitly guaranteed is reflected as an exposure to the ultimate guarantor.
In terms of the criteria used to ensure liquid assets are of a high quality, the Group’s liquid asset policy sets out the
following additional criteria:
1. Central bank and central government exposures denominated in the domestic currency of the related sovereign
and held onshore in the domestic banking system qualify as level 1 liquid assets.
2. Central bank and central government exposures denominated in the domestic currency of the related sovereign
and held offshore must be risk weighted 20% or lower under the Basel standardised risk weighting methodology
to qualify as level 1 liquid assets.
3. Central bank and central government exposures denominated in a currency other than the currency of the related
sovereign (i.e. foreign currency) must be risk weighted 20% or lower under the Basel standardised risk
weighting methodology and issued in a limited number of major currencies to qualify as level 1 liquid assets.
The treatment of eurozone countries using the euro as their domestic currency depends on whether the exposures
are held onshore in the domestic banking system or offshore. Central bank and central government exposures
held onshore in the domestic banking system qualify as level 1 liquid assets under criteria 1, but central bank and
central government exposures held offshore are considered to be denominated in a foreign currency under
criteria 3.
4. Local/regional government exposures held onshore and considered by the local regulator to be the same risk as
central government exposures can be considered central government exposures.
5. Supranationals and multilateral development banks must be 0% risk weighted under the Basel standardised risk-
weighting methodology to qualify as level 1 liquid assets.
6. To qualify as a level 2 liquid asset, the exposure must be risk weighted 20% or lower under the Basel
standardised risk-weighting methodology.
7. To qualify as a level 3 liquid asset, an unsecured non-financial corporate debt exposure must satisfy a minimum
internal rating requirement.
On a case-by-case basis operating entities are permitted to treat other assets as liquid if these assets are realistically
assessed to be liquid under stress. These liquid assets are reported as ‘Other’ separately from level 1, level 2 and
level 3 liquid assets.
Wholesale debt monitoring
(Unaudited)
Where wholesale debt term markets are accessed to raise funding, ALCO is required to establish cumulative rolling
three-month and 12-month debt maturity limits to ensure no concentration of maturities within these timeframes.
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Liquidity and funding / Market risk
Liquidity behaviouralisation
(Unaudited)
Liquidity behaviouralisation is applied to reflect our assessment of the expected period for which we are confident
that we will have access to our liabilities, even under a severe liquidity stress scenario, and the expected period for
which we must assume that we will need to fund our assets. Behaviouralisation is applied when the contractual terms
do not reflect the expected behaviour. Liquidity behaviouralisation is reviewed and approved by local ALCO in
compliance with policies set by the Risk Management Meeting. Our approach to liquidity risk management will often
mean different approaches are applied to assets and liabilities. For example, management may assume a shorter life
for liabilities and a longer-term funding requirement for assets. All core deposits are assumed under the Group’s
core/non-core and advances to core funding frameworks to have a liquidity behaviouralised life beyond one year and
to represent a homogeneous source of core funding. The behaviouralisation of assets is far more granular and seeks to
differentiate the period for which we must assume that we will need to fund the asset.
Contingent liquidity risk
(Unaudited)
Operating entities provide customers with committed facilities and committed backstop lines to the conduit vehicles
we sponsor. These commitments increase our funding requirements when customers draw down. The liquidity risk
associated with the potential drawdown on non-cancellable commitments is factored into our stressed scenarios and
limits are set for these facilities.
Management of cross-currency liquidity and funding risk
(Unaudited)
Our liquidity and funding risk framework also considers the ability of each entity to continue to access foreign
exchange markets under stress when a surplus in one currency is used to meet a deficit in another currency, for
example, by the use of the foreign currency swap markets. Where appropriate, operating entities are required to
monitor stressed coverage ratios and advances to core funding ratios for non-local currencies.
Funds transfer pricing
(Unaudited)
Our funds transfer pricing policies give rise to a two-stage funds transfer pricing approach, reflecting the fact that
we separately manage interest rate risk and liquidity and funding risk under different assumptions. They have been
developed to be consistent with our risk management frameworks. Each operating entity is required to apply the
Group’s transfer pricing policy framework to determine for each material currency the most appropriate interest rate
risk transfer pricing curve, a liquidity premium curve (which is the spread over the interest rate risk transfer pricing
curve) and a liquidity recharge assessment (which is the spread under or over the interest rate risk transfer pricing
curve).
The interest rate risk transfer pricing policy seeks to ensure that all market interest rate risk arising structurally from
non-trading (banking book) assets and liabilities, which is capable of being neutralised externally in the market or
neutralised internally by off-setting transfers, is transferred to BSM to be managed centrally as non-traded market
risk. For each material currency each operating entity employs a single interest rate risk transfer pricing curve. The
transfer price curve used for this purpose reflects how BSM in each operating entity is best able to neutralise the
interest rate risk in the market at the point of transfer. Where basis risk can be identified between the re-pricing basis
of an external asset or external liability and the re-pricing basis of the interest rate risk transfer pricing curve, this
basis risk may be transferred to BSM provided it can neutralise the basis risk in the market.
Liquidity and funding risk is transfer priced independently from interest rate risk because the liquidity and funding
risk of an operating entity is transferred to ALCO to be managed centrally. ALCO monitors and manages the
advances to core funding ratio and delegates the management of the liquid asset portfolio and execution of the
wholesale term debt funding plan to BSM, requiring BSM to ensure the Group’s stressed coverage ratios remain
above 100% out to three months.
The liquidity and funding risk transfer price consists of two components:
• Liquidity recharge: the cost of holding the benchmark liquid asset (the yield under the transfer price) to meet
stressed cash outflows. The benchmark liquid asset is decided by ALCO and based on the weighted average
duration that can be achieved by investing in level 1 liquid assets, with a residual duration of up to one year.
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• Liquidity premium: the assessed cost/value of term funding (the yield over the transfer price) to pay for term
debt and core deposits.
The assessed cost of holding liquid assets is allocated to the outflows modelled by the Group’s internal stressed
coverage ratio framework.
Liquidity premium is charged to any asset that affects our three-month stressed coverage ratios based on the assessed
behaviouralised liquidity life of the asset, with any asset affecting the Group’s advances to core funding metric
required to have a minimum behaviouralised life of at least one year, and the prevailing liquidity premium curve rate
set by ALCO and calibrated in line with Group’s calibration principles. Core deposits therefore share equally in the
liquidity premiums charged to the assets they support, after deducting the cost of any term funding.
HSBC Holdings
(Audited)
HSBC Holdings’ primary sources of cash are dividends received from subsidiaries, interest on and repayment of
intra-group loans and interest earned on its own liquid funds. HSBC Holdings also raises ancillary funds in the debt
capital markets through subordinated and senior debt issuance. Cash is primarily used for the provision of capital to
subsidiaries, interest payments to debt holders and dividend payments to shareholders.
HSBC Holdings is also subject to contingent liquidity risk by virtue of loan and other credit-related commitments and
guarantees and similar contracts issued. Such commitments and guarantees are only issued after due consideration of
HSBC Holdings’ ability to finance the commitments and guarantees and the likelihood of the need arising.
HSBC Holdings actively manages the cash flows from its subsidiaries to optimise the amount of cash held at the
holding company level. The ability of subsidiaries to pay dividends or advance monies to HSBC Holdings depends
on, among other things, their respective regulatory capital requirements, statutory reserves, and financial and
operating performance. The wide range of our activities means that HSBC Holdings is not dependent on a single
source of profits to fund its dividend payments to shareholders.
Market risk
Overview of market risk in global businesses
The diagram below illustrates the main business areas where trading and non-trading market risks reside.
Trading risk
Non-trading risk
Risk
types
– Interest rates
– Foreign exchange and commodities
– Credit spreads
– Equities
– Interest rates
– Credit spreads
– Foreign exchange (structural)
– GB&M
Global
businesses
(including Balance Sheet Management
(‘BSM’))
GB&M
(including
BSM)
GPB
CMB
RBWM
Monitoring and limiting market risk exposures
(Audited)
We employ a range of tools to monitor and limit market risk exposures. These include sensitivity analysis, value at
risk (‘VaR’), stressed VaR and stress testing. While VaR provides the GMB with a measure of the market risk in the
Group, sensitivity analysis and VaR are more commonly utilised for the management of the business units. Stress
testing and stressed VaR complement these measures with estimates of potential losses arising from market turmoil.
Market risk is managed and controlled through limits approved by the GMB for HSBC Holdings and our
various global businesses. These limits are allocated across business lines and to the Group’s legal entities.
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Market risk
HSBC Holdings Board
Chairman / CEO
Group Management Board
Risk Management Meeting
Group Traded Risk
Entity Risk
Management Committee
Principal Office Manager
Business / Desk / Trader
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The management of market risk is principally
undertaken in Markets, where 85% of the total value
at risk of HSBC Holdings (excluding insurance) and
almost all trading VaR resides, using risk limits
approved by the GMB. Limits are set for portfolios,
products and risk types, with market liquidity being
a primary factor in determining the level of limits
set. Group Risk, an independent unit within Group
Head Office, is responsible for our market risk
management policies and measurement techniques.
Each major operating entity has an independent
market risk management and control function which
is responsible for measuring market risk exposures
in accordance with the policies defined by Group
Risk, and monitoring and reporting these exposures
against the prescribed limits on a daily basis. The
risk appetite is governed according to the framework
illustrated to the left.
Each operating entity is required to assess the market
risks arising on each product in its business and to
transfer them to either its local Markets unit for
management, or to separate books managed under
the supervision of the local ALCO. Our aim is to
ensure that all market risks are consolidated within
operations that have the necessary skills, tools,
management and governance to manage them
professionally. In certain cases where the market risks cannot be fully transferred, we identify the impact of varying
scenarios on valuations or on net interest income resulting from any residual risk positions. Further details on the
control and management process for residual risks are provided on page 284.
Model risk is governed through Model Oversight Committees (‘MOC’s) at the regional and global Wholesale Credit
and Market Risk (‘WCMR’) levels. They have direct oversight and approval responsibility for all traded risk models
utilised for risk measurement and management and stress testing. The Committees prioritise the development of
models, methodologies and practices used for traded risk management within the Group and ensure that they remain
within our risk appetite and business plans. The Global WCMR MOC reports into the Group MOC, which oversees
all risk types at Group level. Group MOC informs the Group Risk Management Meeting (‘RMM’) about material
issues at least on a bi-annual basis. The RMM is the Group’s ‘Designated Committee’ according to the regulatory
rules and it has delegated day-to-day governance of all traded risk models to the Global WCMR MOC.
Sensitivity analysis
(Unaudited)
We use sensitivity measures to monitor the market risk positions within each risk type, for example, the present value
of a basis point movement in interest rates for interest rate risk. Sensitivity limits are set for portfolios, products and
risk types, with the depth of the market being one of the principal factors in determining the level of limits set.
Value at risk and stressed value at risk
(Audited)
VaR is a technique that estimates the potential losses on risk positions as a result of movements in market rates
and prices over a specified time horizon and to a given level of confidence. Stressed VaR is primarily used for
regulatory capital purposes but is integrated into the risk management process to facilitate efficient capital
management and to highlight possible high-risk positions based on previous market volatility.
Both the VaR and stressed VaR models we use are based predominantly on historical simulation. These models
derive plausible future scenarios from past series of recorded market rates and prices, taking into account inter-
relationships between different markets and rates such as interest rates and foreign exchange rates. The models also
incorporate the effect of option features on the underlying exposures.
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The historical simulation models used incorporate the following features:
•
•
•
historical market rates and prices are calculated with reference to foreign exchange rates and commodity prices,
interest rates, equity prices and the associated volatilities;
potential market movements utilised for VaR are calculated with reference to data from the past two years,
potential market movements employed for stressed VaR calculations are based on a continuous one-year period
of stress for the trading portfolio; the choice of period (March 2008 to February 2009) is based on the assessment
at the Group level of the most volatile period in recent history; and
• VaR measures are calculated to a 99% confidence level and use a one-day holding period scaled to 10 days,
whereas stressed VaR uses a 10-day holding period.
The nature of the VaR models means that an increase in observed market volatility will lead to an increase in VaR
without any changes in the underlying positions.
We routinely validate the accuracy of our VaR models by back-testing the actual daily profit and loss results,
adjusted to remove non-modelled items such as fees and commissions, against the corresponding VaR numbers.
We expect on average to see losses in excess of VaR 1% of the time over a one-year period.
Although a valuable guide to risk, VaR should always be viewed in the context of its limitations. For example:
•
•
•
the use of historical data as a proxy for estimating future events may not encompass all potential events,
particularly those which are extreme in nature;
the use of a holding period assumes that all positions can be liquidated or the risks offset during that period.
This may not fully reflect the market risk arising at times of severe illiquidity, when the holding period may be
insufficient to liquidate or hedge all positions fully;
the use of a 99% confidence level by definition does not take into account losses that might occur beyond this
level of confidence;
• VaR is calculated on the basis of exposures outstanding at the close of business and therefore does not
necessarily reflect intra-day exposures; and
• VaR is unlikely to reflect loss potential on exposures that only arise under conditions of significant market
movement.
Our VaR model is designed to capture significant basis risks such as CDS versus bond, asset swap spreads and cross-
currency basis. Other basis risks which are not completely covered in VaR, such as the Libor tenor basis, are
complemented by our risk-not-in-VaR (‘RNIV’) (unaudited) calculations and are integrated into our capital
framework. Stress testing is also used as one of the market risk tools for managing basis risks.
The RNIV framework aims to capture and capitalise material market risks that are not adequately covered in the VaR
model. Risks covered by RNIV represent 14% of market risk RWAs for models with regulatory approval and include
those resulting from underlying risk factors which are not observable on a daily basis across asset classes and
products, such as dividend risk and correlation risks. Risk factors are reviewed on a regular basis and either
incorporated directly in the VaR models, where possible, or quantified through the VaR-based RNIV approach or a
stress test approach within the RNIV framework. The severity of the scenarios is calibrated to be in line with the
capital adequacy requirements. The outcome of the VaR-based RNIV is included in the VaR calculation and back-
testing; a stressed VaR RNIV is also computed for the risk factors considered in the VaR-based RNIV approach.
The fair value of Level 3 assets in trading portfolios, comprising trading securities and derivatives, is immaterial.
Market risk arising from Level 3 assets is managed by various market risk techniques such as stress testing and
notional limits to limit our exposure. We generally do not hold Level 3 assets within our trading portfolios. The table
on page 489 shows the movement in Level 3 financial instruments.
Stress testing
(Audited)
In recognition of the limitations of VaR, we augment it with stress testing as an integrated risk management tool to
evaluate the potential impact on portfolio values of more extreme, although plausible, events or movements in a set
of financial variables.
Stress testing is implemented at the legal entity, regional and overall Group levels. A standard set of scenarios is
utilised consistently across all regions within the Group. Scenarios are tailored in order to capture the relevant events
or market movements at each level. The risk appetite around potential stress losses for the Group is set and monitored
against referral limits.
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Market risk
The process is governed by the Stress Testing Review Group forum which, in conjunction with regional risk
management, determines the scenarios to be applied at portfolio and consolidated levels, as follows:
•
•
•
•
single risk factor stress scenarios that are unlikely to be captured within the VaR models, such as the break of a
currency peg;
technical scenarios consider the largest move in each risk factor without consideration of any underlying market
correlation;
hypothetical scenarios consider potential macroeconomic events, for example, the slowdown in mainland China
and the potential effects of a sovereign debt default, including its wider contagion effects; and
historical scenarios incorporate historical observations of market movements during previous periods of stress
which would not be captured within VaR.
Representative scenarios utilised for stress testing at the regional and global levels include the following:
• China hard landing: This scenario is designed to capture the effect of an economic slowdown in mainland China
and in other emerging markets. The objective of this scenario is to quantify the impact of market reactions to an
economic deterioration in Asia followed by Latin America. Under such an event, investors’ risk aversion and
drops in commodity prices are assumed to affect a range of market factors. Credit spreads and yield curves
would rise while stock prices would fall, particularly in the regions of focus. Emerging currencies would mostly
depreciate against the US dollar.
• US selective default: This scenario assumes that the US debt ceiling cannot be raised any higher and the US
government defaults on a specific set of treasury bonds. This type of event is considered in two stages. A direct
impact is assessed from missing coupons and bond principals. A secondary impact captures wider market
reactions such as a sharp rise of short-term US interest rates, a widening of credit spreads, a flight to alternative
safe havens to the US debt and the US dollar and a general risk aversion in emerging markets.
• Currency de-peg: The managed peg of the Hong Kong dollar, renminbi and Middle Eastern currencies to the US
dollar is assumed to break down. Wide and sudden exchange rate shocks for each currency pair are designed to
capture the impact on our exposures.
Stress testing results are submitted to the GMB and Risk Management Committee (‘RMC’) meetings in order to
provide senior management with an assessment of the financial effect such events would have. Risk management
either provides recommendations to maintain exposures which are deemed to be acceptable or proposes mitigating
actions that bring risk within our appetite.
In addition, reverse stress tests are undertaken, based upon the premise that there is a fixed loss. The stress test
process identifies which scenarios lead to this loss. The rationale behind the reverse stress test is to understand
scenarios which are beyond normal business settings that could have contagion and systemic implications.
Stressed VaR and stress testing, together with reverse stress testing and the management of gap risk, provide
management with insights regarding the ‘tail risk’ beyond VaR. HSBC appetite for tail risk is limited.
Trading portfolios
(Audited)
Our control of market risk in the trading portfolios is based on a policy of restricting individual operations to trading
within a list of permissible instruments authorised for each site by Group Risk, of enforcing new product approval
procedures, and of restricting trading in the more complex derivative products only to offices with appropriate levels
of product expertise and robust control systems.
Gap risk
Certain transactions are structured to render the risk to HSBC negligible under a wide range of market conditions or
events. However, there exists a remote possibility that a gap event could lead to loss. A gap event could arise from a
significant change in market price with no accompanying trading opportunity, with the result that the threshold is
breached beyond which the risk profile changes from no risk to full exposure to the underlying structure. Such
movements may occur, for example, when, in reaction to an adverse event or unexpected news announcement, the
market for a specific investment becomes illiquid, making hedging impossible.
Given their characteristics, these transactions make little or no contribution to VaR or to traditional market risk
sensitivity measures. We capture their risks within our stress testing scenarios and monitor gap risk on an ongoing
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basis. We regularly consider the probability of gap loss, and fair value adjustments are booked against this risk where
significant.
Gap risk derived from certain transactions in legacy portfolios remained immaterial and limits continued to be
managed down during 2013. We did not incur any material gap loss in 2013.
ABS/MBS exposures
The ABS/MBS exposures within the trading portfolios are managed within sensitivity and VaR limits as described on
page 232, and are included within the stress testing scenarios described above.
Non-trading portfolios
(Audited)
The principal objective of market risk management of non-trading portfolios is to optimise net interest income.
Interest rate risk in non-trading portfolios arises principally from mismatches between the future yield on assets
and their funding cost, as a result of interest rate changes. Analysis of this risk is complicated by having to make
assumptions on embedded optionality within certain product areas such as the incidence of mortgage prepayments,
and from behavioural assumptions regarding the economic duration of liabilities which are contractually repayable
on demand such as current accounts, and the re-pricing behaviour of managed rate products.
Our control of market risk in the non-trading portfolios is based on transferring the assessed market risk of non-
trading assets and liabilities created outside BSM or Markets, to the books managed by BSM, provided the market
risk can be neutralised. The net exposure is typically managed by BSM through the use of fixed rate government
bonds (liquid assets held in available-for-sale books) and interest rate swaps. The interest rate risk arising from fixed
rate government bonds held within available-for-sale portfolios is reflected within the Group’s non-traded VaR.
Interest rate swaps used by BSM are typically classified as either a fair value hedge or a cash flow hedge and are
included within the Group’s non-traded VaR. Any market risk that cannot be neutralised in the market is managed
by local ALCO in segregated ALCO books.
Our funds transfer pricing policies give rise to a two stage funds transfer pricing approach. For details see page 280.
Credit spread risk for available-for-sale debt instruments
The risk associated with movements in credit spreads is primarily managed through sensitivity limits, stress testing
and VaR. The VaR shows the effect on income from a one-day movement in credit spreads over a two-year period,
calculated to a 99% confidence interval.
Available-for-sale equity securities
Potential new commitments are subject to risk appraisal to ensure that industry and geographical concentrations
remain within acceptable levels for the portfolio. Regular reviews are performed to substantiate the valuation of the
investments within the portfolio and investments held to facilitate ongoing business, such as holdings in government-
sponsored enterprises and local stock exchanges.
Structural foreign exchange exposures
(Unaudited)
Structural foreign exchange exposures represent net investments in subsidiaries, branches and associates, the
functional currencies of which are currencies other than the US dollar. An entity’s functional currency is that of
the primary economic environment in which the entity operates.
Exchange differences on structural exposures are recognised in ‘Other comprehensive income’. We use the US dollar
as our presentation currency in our consolidated financial statements because the US dollar and currencies linked
to it form the major currency bloc in which we transact and fund our business. Our consolidated balance sheet is,
therefore, affected by exchange differences between the US dollar and all the non-US dollar functional currencies
of underlying subsidiaries.
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Market risk / Operational risk
We hedge structural foreign exchange exposures only in limited circumstances. Our structural foreign exchange
exposures are managed with the primary objective of ensuring, where practical, that our consolidated capital ratios
and the capital ratios of individual banking subsidiaries are largely protected from the effect of changes in exchange
rates. This is usually achieved by ensuring that, for each subsidiary bank, the ratio of structural exposures in a given
currency to risk-weighted assets denominated in that currency is broadly equal to the capital ratio of the subsidiary in
question.
We may also transact hedges where a currency in which we have structural exposures is considered likely to revalue
adversely, and it is possible in practice to transact a hedge. Any hedging is undertaken using forward foreign
exchange contracts which are accounted for under IFRSs as hedges of a net investment in a foreign operation, or
by financing with borrowings in the same currencies as the functional currencies involved.
Sensitivity of net interest income
(Unaudited)
A principal part of our management of market risk in non-trading portfolios is to monitor the sensitivity of projected
net interest income under varying interest rate scenarios (simulation modelling). We aim, through our management
of market risk in non-trading portfolios, to mitigate the effect of prospective interest rate movements which could
reduce future net interest income, while balancing the cost of such hedging activities on the current net revenue
stream.
Entities apply a combination of scenarios and assumptions relevant to their local businesses, and standard scenarios
which are required throughout HSBC. The latter are consolidated to illustrate the combined pro forma effect on our
consolidated net interest income.
Projected net interest income sensitivity figures represent the effect of the pro forma movements in net interest
income based on the projected yield curve scenarios and the Group’s current interest rate risk profile. This effect,
however, does not incorporate actions which would probably be taken by BSM or in the business units to mitigate the
effect of interest rate risk. In reality, BSM seeks proactively to change the interest rate risk profile to minimise losses
and optimise net revenues. The net interest income sensitivity calculations assume that interest rates of all maturities
move by the same amount in the ‘up-shock’ scenario. Rates are not assumed to become negative in the ‘down-shock’
scenario which may, in certain currencies, effectively result in non-parallel shock. In addition, the net interest income
sensitivity calculations take account of the effect on net interest income of anticipated differences in changes between
interbank interest rates and interest rates over which the entity has discretion in terms of the timing and extent of rate
changes.
Defined benefit pension schemes
(Audited)
Market risk arises within our defined benefit pension schemes to the extent that the obligations of the schemes are
not fully matched by assets with determinable cash flows. Pension scheme obligations fluctuate with changes in
long-term interest rates, inflation, salary levels and the longevity of scheme members. Pension scheme assets include
equities and debt securities, the cash flows of which change as equity prices and interest rates (and credit risk) vary.
There is a risk that market movements in equity prices and interest rates could result in asset values which, taken
together with regular ongoing contributions, are insufficient over time to cover the level of projected obligations
and these, in turn, could increase with a rise in inflation and members living longer. Management, and in certain
instances trustees (who act on behalf of the pension schemes’ beneficiaries), assess these risks using reports prepared
by independent external consultants, take action and, where appropriate, adjust investment strategies and contribution
levels accordingly.
HSBC Holdings
(Audited)
As a financial services holding company, HSBC Holdings has limited market risk activity. Its activities
predominantly involve maintaining sufficient capital resources to support the Group’s diverse activities; allocating
these capital resources across our businesses; earning dividend and interest income on its investments in our
businesses; providing dividend payments to HSBC Holdings’ equity shareholders and interest payments to providers
of debt capital; and maintaining a supply of short-term capital resources for deployment under extraordinary
circumstances. It does not take proprietary trading positions.
The main market risks to which HSBC Holdings is exposed are interest rate risk and foreign currency risk. Exposure
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to these risks arises from short-term cash balances, funding positions held, loans to subsidiaries, investments in long-
term financial assets and financial liabilities including debt capital issued. The objective of HSBC Holdings’ market
risk management strategy is to reduce exposure to these risks and minimise volatility in capital resources, cash flows
and distributable reserves. Market risk for HSBC Holdings is monitored by HSBC Holdings ALCO in accordance
with its risk appetite statement.
HSBC Holdings uses interest rate swaps and cross currency interest rate swaps to manage the interest rate risk and
foreign currency risk arising from its long-term debt issues.
Operational risk
(Unaudited)
The objective of our operational risk management is to manage and control operational risk in a cost effective
manner within targeted levels of operational risk consistent with our risk appetite, as defined by the GMB.
Operational risk is organised as a specific risk discipline within Global Risk, and a formal governance structure
provides oversight over its management. The Global Operational Risk function reports to the Group Chief Risk
Officer and supports the Global Operational Risk and Control Committee. It is responsible for establishing and
maintaining the operational risk management framework (‘ORMF’), monitoring the level of operational losses and
the effectiveness of the control environment. It is also responsible for operational risk reporting at Group level,
including the preparation of reports for consideration by the Risk Management Meeting and Group Risk Committee.
The Global Operational Risk and Control Committee meets at least quarterly to discuss key risk issues and review
the effective implementation of the ORMF.
The ORMF defines minimum standards and processes and the governance structure for the management of
operational risk and internal control in our geographical regions, global businesses and global functions. The ORMF
has been codified in a high level standards manual supplemented with detailed policies which describe our approach
to identifying, assessing, monitoring and controlling operational risk and give guidance on mitigating action to be
taken when weaknesses are identified.
Business managers throughout the Group are responsible for maintaining an acceptable level of internal control
commensurate with the scale and nature of operations, and for identifying and assessing risks, designing controls and
monitoring the effectiveness of these controls. The ORMF helps managers to fulfil these responsibilities by defining
a standard risk assessment methodology and providing a tool for the systematic reporting of operational loss data.
A centralised database is used to record the results of the operational risk management process. Operational risk
and control self-assessments are input and maintained by business units. Business and functional management and
Business Risk and Control Managers monitor the progress of documented action plans to address shortcomings. To
ensure that operational risk losses are consistently reported and monitored at Group level, all Group companies are
required to report individual losses when the net loss is expected to exceed US$10,000, and to aggregate all other
operational risk losses under US$10,000. Losses are entered into the operational risk system and are reported to the
Group Operational Risk function quarterly.
For further details, see the Pillar 3 Disclosures 2013 report, page 84.
Compliance risk
(Unaudited)
Compliance risk falls within the definition of operational risk. All Group companies are required to observe the
letter and spirit of all relevant laws, codes, rules, regulations and standards of good market practice. These rules,
regulations, standards and Group policies include those relating to anti-money laundering, anti-bribery and
corruption, counter-terrorist and proliferation financing, sanctions compliance, conduct of business, market conduct
and other financial regulations.
In 2013, HSBC transformed its existing Global Compliance team into two distinct sub-functions: Financial Crime
Compliance (‘FCC’) and Regulatory Compliance (‘RC’), jointly supported by Compliance Shared Services. These
are control functions working as part of our Global Risk function. They are responsible for functional resourcing
decisions, performance reviews, objectives, strategy, budget and accountability. They are empowered to set standards
and have the authority to ensure those standards are met. The Global Head of Financial Crime Compliance and the
Global Head of Regulatory Compliance both report to the Group Chief Risk Officer.
There are compliance teams in each of the countries where we operate and in all global businesses. These compliance
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Operational risk
teams are principally overseen by Heads of Financial Crime Compliance and Regulatory Compliance located in
Europe, the US, Canada, Latin America, Asia-Pacific and the Middle East and North Africa. There is an Assurance
team within Compliance Shared Services that reviews the effectiveness of the Regional and Global Business
Compliance teams.
Global policies and procedures require the prompt identification and escalation to Global Regulatory or Financial
Crime Compliance of all actual or suspected breaches of any law, rule, regulation, policy or other relevant
requirement. These escalation procedures are supplemented by a requirement for the submission of compliance
certificates at the half-year and year-end by all Group companies and functions detailing any known breaches as
above. The contents of these escalation and certification processes are used for reporting to the Risk Management
Meeting, the Group Risk Committee and the Board. They are disclosed in the Annual Report and Accounts and
Interim Report, as appropriate.
Legal risk
(Unaudited)
Each operating company is required to have processes and procedures in place to manage legal risk that conform to
Group standards.
Legal risk falls within the definition of operational risk and includes:
•
contractual risk, which is the risk that the rights and/or obligations of an HSBC company within a contractual
relationship are defective;
•
•
•
dispute risk, which is made up of the risks that an HSBC company is subject to when it is involved in or
managing a potential or actual dispute;
legislative risk, which is the risk that an HSBC company fails to adhere to the laws of the jurisdictions in which
it operates; and
non-contractual rights risk, which is the risk that an HSBC company’s assets are not properly owned or are
infringed by others, or an HSBC company infringes another party’s rights.
Our Global Legal function assists management in controlling legal risk. There are legal departments in 51 of the
countries in which we operate. In addition to the Group Legal function, there are regional legal functions in each
of Europe, North America, Latin America, the Middle East and North Africa and Asia-Pacific headed by Regional
General Counsels as well as a global General Counsel responsible for each of the global businesses.
Global security and fraud risk
(Unaudited)
Security and fraud risk issues are managed at Group level by Global Security and Fraud Risk. This unit, which
has responsibility for physical risk, fraud, information and contingency risk, and geopolitical risk and business
intelligence is fully integrated within Global Risk. This enables management to identify and mitigate the
permutations of these and other non-financial risks to its business lines across the jurisdictions in which we operate.
The Fraud Risk function is responsible for ensuring that effective protection measures are in place against all
forms of fraudulent activity, whether initiated internally or externally, and is available to support any part of the
business. To achieve that and to attain the level of integration needed to face the threat, the management of all types
of fraud (e.g. card fraud, non-card fraud and internal fraud, including investigations), is established within one
management structure and is part of the Global Risk function.
We use technology extensively to prevent and detect fraud. For example, customers’ credit and debit card spending
is monitored continuously and suspicious transactions are highlighted for verification, internet banking sessions are
reviewed and transactions monitored in a similar way and all new account applications are screened for fraud. We
have a fraud systems strategy which is designed to provide minimum standards and allow easier sharing of best
practices to detect fraud and minimise false alerts.
We have developed a holistic and effective anti-fraud strategy comprising fraud prevention policies and practices, the
implementation of strong internal controls, an investigations response team and liaison with law enforcement where
appropriate.
The Business Continuity Planning function is responsible for ensuring that the group’s critical systems, processes and
functions have the resilience to maintain continuity in the face of major disruptive events. Within this wider risk,
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Business Continuity Management covers the pre-planning for recovery, seeking to minimise the adverse effects of
major business disruption, either globally, regionally or within country, against a range of actual or emerging risks.
The pre-planning concentrates on the protection of customer services, our staff, revenue generation and the integrity
of data and documents.
Each business and function has its own recovery plans, which are developed following the completion of a Business
Impact Analysis. This determines how much time the business or function could sustain an outage before the level of
losses becomes unacceptable, i.e. its criticality. These plans are reviewed and tested every year. The planning is
undertaken against Group policy and standards and each business confirms in an annual compliance certificate that
all have been met. Should there be exceptions, these are raised and their short-term resolution is overseen by Group
and regional business continuity teams.
It is important that plans are dynamic and meet all risks, particularly those of an emerging nature such as possible
pandemics and the eurozone crisis. The ORMF is used to measure our resilience to these risks, and is confirmed to
Group and regional risk committees.
Resilience is managed through various risk mitigation measures. These include agreeing with IT acceptable recovery
times of systems, ensuring our critical buildings have the correct infrastructure to enable ongoing operations,
requiring critical vendors to have their own recovery plans and arranging with Group insurance appropriate cover
for business interruption costs.
Systems risk
(Unaudited)
Systems risk is the risk of failure or other deficiency in the automated platforms that support the Group’s daily
execution (application systems) and the systems infrastructure on which they reside (data centres, networks and
distributed computers).
The management of systems risk is overseen globally by the HTS organisation. Oversight is provided through
monthly risk management committee meetings that provide a comprehensive overview of existing top and emerging
risks.
HTS line management manages the control environment over systems risks using risk and control assessments and
top risk analysis. Key risk indicators are used to assure a consistent basis of risk evaluation across geographic and
line of business boundaries.
Business critical services have been identified through a central, global oversight body. Quantitative scorecards
called Risk Appetite Statements have been established for each of these services.
Service Resilience and Systems Continuity Planning functions are in place to ensure systems meet agreed target
service levels and in the event of major disruptive events, can be recovered within recovery time objectives agreed
with the business.
Vendor risk management
(Unaudited)
Our vendor risk management (‘VRM’) programme is a global framework for managing risk with third party vendors,
especially where we are reliant on outsourced agreements to provide critical services to our customers. VRM
contains a rigorous process to identify material contracts and their key risks and ensure controls are in place to
manage and mitigate these risks.
Fiduciary risk
(Unaudited)
Business activities in which fiduciary risk is inherent should only be undertaken within designated lines of business.
Fiduciary risk is managed within the designated businesses via a comprehensive policy framework and monitoring of
key indicators. The Group’s principal fiduciary businesses (‘designated businesses’) are:
• HSBC Securities Services, where it is exposed to fiduciary risk via its Funds Services and Corporate Trust and
loan agency activities;
• HSBC Global Asset Management, which is exposed to fiduciary risks via its investment management activities
on behalf of clients;
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Insurance operations
• HSBC Global Private Banking, which is exposed to fiduciary risks via its Private Wealth Services division and
discretionary investment management;
• HSBC Insurance, which is exposed to fiduciary risks via the investment management activities it undertakes
when providing insurance products and services; and
• RBWM Trust Investment Wrappers, required by regulation for the provision of normal RBWM Wealth
Management products and services.
The Group’s requirements for the management of fiduciary risk are laid down in the Fiduciary section of the Global
Risk Functional Instruction Manual, which is owned by Global Operational Risk. No business other than the
designated businesses may undertake fiduciary activities without notifying Global Operational Risk and receiving
specific dispensations from the relevant Fiduciary policy requirements.
Other policies around the provision of advice, including investment advice and corporate advisory, and the
management of potential conflicts of interest, also mitigate our fiduciary risks.
Risk management of insurance operations
Overview of insurance products
(Audited)
HSBC manufactures the following main classes of life insurance contracts:
•
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•
life insurance contracts with discretionary participation features (‘DPF’);
credit life insurance business;
annuities;
term assurance and critical illness policies;
linked life insurance;
investment contracts with DPF;
unit-linked investment contracts; and
other investment contracts (including pension contracts written in Hong Kong).
We additionally write a small amount of non-life insurance business primarily covering personal and commercial
property.
Nature and extent of risks
(Audited)
The majority of the risks in our Insurance business derive from manufacturing activities and can be categorised
between financial risks and insurance risk; financial risks include market risk, credit risk and liquidity risk.
Operational and sustainability risks are also present and are covered by the Group’s respective overall risk
management processes.
The following sections describe how financial risks and insurance risk are managed. The assets of insurance
manufacturing subsidiaries are included within the consolidated risk disclosures on pages 134 to 265, although
separate disclosures in respect of insurance manufacturing subsidiaries are provided in the ‘Risk management of
insurance operations’ section on pages 249 to 259.
Insurance manufacturers establish control procedures complying with the guidelines and requirements issued by
Group Insurance and local regulatory requirements. Country level oversight is exercised by local risk management
committees. Country Chief Risk Officers have direct reporting lines into local Insurance Chief Executive Officers
and functional reporting lines into the Group Insurance Chief Risk Officer, who has overall accountability for risk
management in insurance operations globally. The Group Insurance Executive Committee oversees the control
framework globally and is accountable to the RBWM Risk Management Committee on risk matters.
In addition, local ALCOs monitor and review the duration and cash flow matching of insurance assets and liabilities.
All insurance products, whether manufactured internally or by a third party, are subjected to a product approval
process prior to introduction.
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Financial risks
(Audited)
Our insurance businesses are exposed to a range of financial risks, including market risk, credit risk and liquidity
risk. Market risk includes interest rate, equity and foreign exchange risks. The nature and management of these risks
is described below.
Manufacturing subsidiaries are exposed to financial risks when, for example, the proceeds from financial assets
are not sufficient to fund the obligations arising from insurance and investment contracts. In many jurisdictions, local
regulatory requirements prescribe the type, quality and concentration of assets that these subsidiaries must maintain
to meet insurance liabilities. These requirements complement Group-wide policies.
Market risk
(Audited)
Description of market risk
The main features of products manufactured by our insurance manufacturing subsidiaries which generate market risk,
and the market risk to which these features expose the subsidiaries, are discussed below.
Interest rate risk arises to the extent that yields on the assets are lower than the investment returns implied by the
guarantees payable to policyholders by insurance manufacturing subsidiaries. When the asset yields are below
guaranteed yields, products may be discontinued, repriced or restructured. A list of the different types of guarantees
within our insurance contracts is outlined below.
Categories of guaranteed benefits
• annuities in payment;
• deferred/immediate annuities: these consist of two phases – the savings and investing phase and the retirement income phase;
• annual return: the annual return is guaranteed to be no lower than a specified rate. This may be the return credited to the policyholder
every year, or the average annual return credited to the policyholder over the life of the policy, which may occur on the maturity date or
the surrender date of the contract; and
• capital: policyholders are guaranteed to receive no less than the premiums paid plus declared bonuses less expenses.
The proceeds from insurance and investment products with DPF are primarily invested in bonds with a proportion
allocated to other asset classes in order to provide customers with the potential for enhanced returns. Subsidiaries
with portfolios of such products are exposed to the risk of falls in market prices which cannot be fully reflected in
the discretionary bonuses. An increase in market volatility could also result in an increase in the value of the
guarantee to the policyholder.
Long-term insurance and investment products typically permit the policyholder to surrender the policy or let it lapse
at any time. When the surrender value is not linked to the value realised from the sale of the associated supporting
assets, the subsidiary is exposed to market risk. In particular, when customers seek to surrender their policies when
asset values are falling, assets may have to be sold at a loss to fund redemptions.
A subsidiary holding a portfolio of long-term insurance and investment products, especially with DPF, may attempt
to reduce exposure to its local market by investing in assets in countries other than that in which it is based. These
assets may be denominated in currencies other than the subsidiary’s local currency. Where the foreign exchange
exposure associated with these assets is not hedged, for example because it is not cost effective to do so, this exposes
the subsidiary to the risk of its local currency strengthening against the currency of the related assets.
For unit-linked contracts, market risk is substantially borne by the policyholder, but market risk exposure typically
remains as fees earned for management are related to the market value of the linked assets.
Asset and liability matching
It is not always possible to match asset and liability durations, partly because there is uncertainty over policyholder
behaviour which introduces uncertainty over the receipt of all future premiums and the timing of claims, and partly
because the forecast payment dates of liabilities may exceed the duration of the longest dated investments available.
We use models to assess the effect of a range of future scenarios on the values of financial assets and associated
liabilities, and ALCOs employ the outcomes in determining how to best structure asset holdings to support liabilities.
The scenarios include stresses applied to factors which affect insurance risk such as mortality and lapse rates. Of
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Insurance risk
particular importance is assessing the expected pattern of cash inflows against the benefits payable on the underlying
contracts, which can extend for many years.
Our current portfolio of assets includes debt securities issued at a time when yields were higher than those observed in
the current market. As a result, yields on extant holdings of debt securities exceed those available on current issues. We
reduced short-term bonus rates paid to policyholders on certain participating contracts to manage the immediate strain
on the business. Should interest rates and yield curves remain low further reductions may be necessary.
How market risk is managed
All our insurance manufacturing subsidiaries have market risk mandates which specify the investment instruments in
which they are permitted to invest and the maximum quantum of market risk which they may retain. They manage
market risk by using some or all of the techniques listed below, depending on the nature of the contracts they write.
Techniques for managing market risk
• for products with DPF, adjusting bonus rates to manage the liabilities to policyholders. The effect is that a significant portion of the
market risk is borne by the policyholder;
• structuring asset portfolios to support projected liability cash flows;
• using derivatives, to a limited extent, to protect against adverse market movements or better match liability cash flows;
• for new products with investment guarantees, considering the cost when determining the level of premiums or the price structure;
• periodically reviewing products identified as higher risk, which contain investment guarantees and embedded optionality features linked
to savings and investment products;
• including features designed to mitigate market risk in new products, such as charging surrender penalties to recoup losses incurred when
policyholders surrender their policies;
• exiting, to the extent possible, investment portfolios whose risk is considered unacceptable; and
• repricing of premiums charged to policyholders.
In the product approval process, the risks embedded in new products are identified and assessed. When, for example,
options and guarantees are embedded in new products, the due diligence process ensures that complete and
appropriate risk management procedures are in place. For all but the simplest of guaranteed benefits the assessment is
undertaken by Group Insurance. Management reviews certain exposures more frequently when markets are more
volatile to ensure that any matters arising are dealt with in a timely fashion.
How the exposure to market risk is measured
Our insurance manufacturing subsidiaries monitor exposures against mandated limits regularly and report them to
Group Insurance. Exposures are aggregated and reported on a quarterly basis to senior risk management forums in
Group Insurance.
In addition, large insurance manufacturing subsidiaries perform a high-level monthly assessment of market risk
exposure against risk appetite. This is submitted to Group Insurance and a global assessment presented to the RBWM
Risk Management Committee.
Standard measures for quantifying market risks
• for interest rate risk, the sensitivities of the net present values of asset and expected liability cash flows, in total and by currency, to a
one basis point parallel shift in the discount curves used to calculate the net present values;
• for equity price risk, the total market value of equity holdings and the market value of equity holdings by region and country; and
• for foreign exchange risk, the total net short foreign exchange position and the net foreign exchange positions by currency.
The standard measures are relatively straightforward to calculate and aggregate, but they have limitations. The most
significant one is that a parallel shift in yield curves of one basis point does not capture the non-linear relationships
between the values of certain assets and liabilities and interest rates. Non-linearity arises, for example, from
investment guarantees and product features which enable policyholders to surrender their policies. We bear the
shortfall if the yields on investments held to support contracts with guaranteed benefits are less than the investment
returns implied by the guaranteed benefits.
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We recognise these limitations and augment our standard measures with stress tests which examine the effect of
a range of market rate scenarios on the aggregate annual profits and total equity of our insurance manufacturing
subsidiaries, after taking into consideration tax and accounting treatments where material and relevant. The results
of these tests are reported to Group Insurance and risk committees every quarter.
The table, ‘Sensitivity of HSBC’s insurance manufacturing subsidiaries to market risk factors’ on page 255),
indicates the sensitivity of insurance manufacturers profit and total equity to market risk factors.
Credit risk
(Audited)
Description of credit risk
Credit risk arises in two main areas for our insurance manufacturers:
(i) risk of default by debt security counterparties after investing premiums to generate a return for policyholders and
shareholders; and
(ii) risk of default by reinsurance counterparties and non-reimbursement for claims made after ceding insurance risk.
How credit risk is managed
Our insurance manufacturing subsidiaries are responsible for the credit risk, quality and performance of their
investment portfolios. Our assessment of the creditworthiness of issuers and counterparties is based primarily upon
internationally recognised credit ratings and other publicly available information.
Investment credit exposures are monitored against limits by our local insurance manufacturing subsidiaries, and are
aggregated and reported to Group Insurance Credit Risk and Group Credit Risk. Stress testing is performed by Group
Insurance on the investment credit exposures using credit spread sensitivities and default probabilities.
We use a number of tools to manage and monitor credit risk. These include a Credit Watch Report which contains a
watch-list of investments with current credit concerns and is circulated fortnightly to senior management in Group
Insurance and the individual Country Chief Risk Officers to identify investments which may be at risk of future
impairment.
Liquidity risk
(Audited)
Description of liquidity risk
It is an inherent characteristic of almost all insurance contracts that there is uncertainty over the amount of claims
liabilities that may arise and the timing of their settlement, and this creates liquidity risk.
There are three aspects to liquidity risk. The first arises in normal market conditions and is referred to as funding
liquidity risk; specifically, the capacity to raise sufficient cash when needed to meet payment obligations. Secondly,
market liquidity risk arises when the size of a particular holding may be so large that a sale cannot be completed
around the market price. Finally, standby liquidity risk refers to the capacity to meet payment terms in abnormal
conditions.
How liquidity risk is managed
Our insurance manufacturing subsidiaries primarily fund cash outflows arising from claim liabilities from the
following sources of cash inflows:
•
•
•
•
premiums from new business, policy renewals and recurring premium products;
interest and dividends on investments and principal repayments of maturing debt investments;
cash resources; and
the sale of investments.
They manage liquidity risk by utilising some or all of the following techniques:
• matching cash inflows with expected cash outflows using specific cash flow projections or more general asset
and liability matching techniques such as duration matching;
• maintaining sufficient cash resources;
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Insurance risk / Reputational risk / Pension risk
•
investing in good credit-quality investments with deep and liquid markets to the degree to which they exist;
• monitoring investment concentrations and restricting them where appropriate, for example, by debt issues or
issuers; and
establishing committed contingency borrowing facilities.
•
Each of these techniques contributes to mitigating the three types of liquidity risk described above.
Every quarter, our insurance manufacturing subsidiaries are required to complete and submit liquidity risk reports
to Group Insurance for collation and review. Liquidity risk is assessed in these reports by measuring changes in
expected cumulative net cash flows under a series of stress scenarios designed to determine the effect of reducing
expected available liquidity and accelerating cash outflows. This is achieved, for example, by assuming new business
or renewals are lower, and surrenders or lapses are greater, than expected.
Insurance risk
(Audited)
Insurance risk is the risk, other than financial risk, of loss transferred from the holder of the insurance contract to
the issuer (HSBC). The principal risk we face in manufacturing insurance contracts is that, over time, the cost of
acquiring and administering a contract, claims and benefits may exceed the aggregate amount of premiums received
and investment income.
The cost of claims and benefits can be influenced by many factors, including mortality and morbidity experience,
lapse and surrender rates and, if the policy has a savings element, the performance of the assets held to support the
liabilities.
Insurance risks are controlled by high-level policies and procedures set both centrally and locally, taking into account
where appropriate local market conditions and regulatory requirements. Formal underwriting, reinsurance and
claims-handling procedures designed to ensure compliance with regulations are applied, supplemented with stress
testing.
As well as exercising underwriting controls, we use reinsurance as a means of mitigating exposure to insurance risk.
Where we manage our exposure to insurance risk through the use of third-party reinsurers, the associated revenue
and manufacturing profit is ceded to the reinsurers. Although reinsurance provides a means of managing insurance
risk, such contracts expose us to credit risk, the risk of default by the reinsurer.
The principal drivers of our insurance risk are described below. The liabilities for long-term contracts are set by
reference to a range of assumptions around these drivers. These typically reflect the issuers’ own experiences. The
type and quantum of insurance risk arising from life insurance depends on the type of business, and varies
considerably.
• mortality and morbidity: the main contracts which generate exposure to these risks are term assurance, whole
life products, critical illness and income protection contracts and annuities. The risks are monitored on a regular
basis, and are primarily mitigated by underwriting controls and reinsurance and by retaining the ability in certain
cases to amend premiums in the light of experience;
•
•
lapses and surrenders: the risks associated with this are generally mitigated by product design, the application
of surrender charges and management actions, for example, managing the level of bonus payments to
policyholders. A detailed persistency analysis at a product level is carried out at least on an annual basis; and
expense risk is mitigated by pricing, for example, retaining the ability in certain cases to amend premiums
and/or policyholder charges based on experience, and cost management discipline.
Liabilities are affected by changes in assumptions (see ‘Sensitivity analysis’ on page 259).
Reputational risk
(Unaudited)
We regularly review our policies and procedures for safeguarding against reputational risk. This is an evolutionary
process which takes account of relevant developments, industry guidance, best practice and societal expectations.
We have always aspired to the highest standards of conduct and, as a matter of routine, take account of reputational
risks to our business. Reputational risks can arise from a wide variety of causes. As a banking group, our good
reputation depends not only upon the way in which we conduct our business, but also by the way in which clients,
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to whom we provide financial services, conduct themselves.
Group functions with responsibility for activities that attract reputational risk are represented at the Group
Reputational Risk Policy Committee (‘GRRPC’), which is chaired by the Group Chairman. The primary role of the
GRRPC is to consider areas and activities presenting significant reputational risk and, where appropriate, to make
recommendations to the Global Standards Steering Meeting for policy or procedural changes to mitigate such risk.
Each of the Group’s geographical regions is required to ensure that reputational risks are also considered at a regional
level, either through a special section of their respective Regional Risk Management Committee or a regional
Reputational Risk Policy Committee. Minutes from the regional meetings are tabled at GRRPC.
Each of the global businesses is required to have a procedure to assess and address reputational risks potentially
arising from proposed business transactions and client activity. These are supported by a central team which ensures
that issues are directed to the appropriate forum, that decisions taken are implemented and that management
information is collated and actions reported to senior management.
Standards on all major aspects of business are set for HSBC and for individual subsidiaries, businesses and functions.
Reputational risks, including environmental, social and governance matters, are considered and assessed by the
Board, the GMB, the Risk Management Meeting, the Global Standards Steering Meeting, subsidiary company
boards, Board committees and senior management during the formulation of policy and the establishment of
our standards. These policies, which form an integral part of the internal control system (see page 364), are
communicated through manuals and statements of policy and are promulgated through internal communications
and training. The policies set out our risk appetite and operational procedures in all areas of reputational risk,
including money laundering deterrence, counter-terrorist financing, environmental impact, anti-bribery and
corruption measures and employee relations. The policy manuals address risk issues in detail and co-operation
between Group departments and businesses is required to ensure a strong adherence to our risk management system
and our sustainability practices.
Pension risk
(Audited)
We operate a number of pension plans throughout the world, as described in Note 7 on the Financial Statements, the
Pension risk section on page 260 and below. Some of them are defined benefit plans, of which the largest is the
HSBC Bank (UK) Pension Scheme (‘the principal plan’).
In order to fund the benefits associated with these plans, sponsoring Group companies (and, in some instances,
employees) make regular contributions in accordance with advice from actuaries and in consultation with the
scheme’s trustees (where relevant). The defined benefit plans invest these contributions in a range of investments
designed to meet their long-term liabilities.
The level of these contributions has a direct impact on HSBC’s cash flow and would normally be set to ensure that
there are sufficient funds to meet the cost of the accruing benefits for the future service of active members. However,
higher contributions will be required when plan assets are considered insufficient to cover the existing pension
liabilities. Contribution rates are typically revised annually or triennially, depending on the plan. The agreed
contributions to the principal plan are revised triennially.
A deficit in a defined benefit plan may arise from a number of factors, including:
• investments delivering a return below that required to provide the projected plan benefits. This could arise, for example, when there is a
fall in the market value of equities, or when increases in long-term interest rates cause a fall in the value of fixed income securities held;
• the prevailing economic environment leading to corporate failures, thus triggering write-downs in asset values (both equity and debt);
• a change in either interest rates or inflation which causes an increase in the value of the scheme liabilities; and
• scheme members living longer than expected (known as longevity risk).
A plan’s investment strategy is determined after taking into consideration the market risk inherent in the investments
and its consequential impact on potential future contributions. The long-term investment objectives of both HSBC
and, where relevant and appropriate, the trustees are:
•
•
to limit the risk of the assets failing to meet the liabilities of the plans over the long-term; and
to maximise returns consistent with an acceptable level of risk so as to control the long-term costs of the defined
benefit plans.
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Report of the Directors: Financial Review (continued)
Risk > Appendix – Risk policies and practices > Pension risk / Sustainability risk
In pursuit of these long-term objectives, a benchmark is established for the allocation of the defined benefit plan
assets between asset classes. In addition, each permitted asset class has its own benchmarks, such as stock market or
property valuation indices and, where relevant, desired levels of out-performance. The benchmarks are reviewed
at least triennially within 18 months of the date at which an actuarial valuation is made, or more frequently if
required by local legislation or circumstances. The process generally involves an extensive asset and liability review.
Ultimate responsibility for investment strategy rests with either the trustees or, in certain circumstances, a
management committee. The degree of independence of the trustees from HSBC varies in different jurisdictions.
Pension plans in the UK
HSBC’s largest plan exists in the UK, where the HSBC Bank (UK) Pension Scheme (‘the Scheme’) covers
employees of HSBC Bank plc and certain other employees of HSBC. This comprises a funded final salary defined
benefit plan (‘the principal plan’), which is closed to new entrants, and a defined contribution plan which was
established in July 1996 for new employees.
The principal plan, which accounts for approximately 71% of the obligations of our defined benefit pension plans,
is overseen by a corporate trustee who has a fiduciary responsibility for the operation of the pension scheme. The
trustee is responsible for monitoring and managing the investment strategy and administration of scheme benefits.
The principal plan holds a diversified portfolio of investments to meet future cash flow liabilities arising from
accrued benefits as they fall due to be paid. The trustee of the principal plan is required to produce a written
Statement of Investment Principles which governs decision-making about how investments are made and the need
for adequate diversification is taken into account in the choice of asset allocation and manager structure in the
defined benefit section.
Longevity risk in the principal plan is assessed as part of the measurement of the pension liability and managed
through the funding process of the scheme.
Pension plans in Hong Kong
In Hong Kong, the HSBC Group Hong Kong Local Staff Retirement Benefit Scheme covers employees of The
Hongkong and Shanghai Banking Corporation and certain other employees of HSBC. The scheme comprises a
funded defined benefit scheme and a defined contribution scheme. The defined benefit section of the scheme is a
final salary lump sum scheme and therefore its exposure to longevity and interest rate risk is limited; it was closed
to new members from 1999.
The trustee assumes the overall responsibility for the scheme but a management committee and a number of sub-
committees have also been established. These committees have been established to broaden the governance and
manage the concomitant issues. The finance and investment sub-committee review and make recommendations
on the various issues in relation to both assets and liabilities of the scheme, to the management committee.
Pension plans in North America
The HSBC North America (US) Retirement Income Plan covers all employees of HSBC Bank USA, HSBC Finance
and other HSBC entities in the US who have reached the age of 21 and met the one year of service participation
requirement. The Retirement Income Plan is a funded defined benefit plan which provides final average pay benefits
to legacy participants and cash balance benefits to all other participants. Prior to 1 January 2013, all new employees
participated in the cash balance section of the plan. With effect from 1 January 2013, it was agreed to cease all future
contributions under the cash balance formula and freeze the plan. Whilst participants with existing balances will no
longer accrue benefits, they will continue to receive interest credits. In November 2009, the Board of Directors of
HSBC North America Holdings, Inc. (‘HNAH’) approved actions to cease all future benefit accruals for legacy
participants under the final average pay formula components of the HSBC North America Retirement Income Plan
with effect from 1 January 2011.
The Plan is governed by the Employee Retirement Security Act of 1974 (‘ERISA’), which regulations serve as
guidance for the management of plan assets. In this regard, an investment committee (the ‘committee’) for the
Plan has been established and its members have been appointed by the Chief Executive Officer as authorised by the
Board of Directors of HNAH. The committee is responsible for establishing the funding policy and investment
objectives supporting the Plan including allocating the assets of the Plan, monitoring the diversification of the Plan’s
296
investments and investment performance, assuring the Plan does not violate any provisions of ERISA and the
appointment, removal and monitoring of investment advisers and the trustee.
A key factor shaping the committee’s attitude towards risk is the generally long-term nature of the underlying benefit
obligations. The asset allocation decision reflects this long-term horizon as well as the ability and willingness to
accept some short-term variability in the performance of the portfolio in exchange for the expectation of competitive
long-term investment results for its participants.
Sustainability risk
(Unaudited)
Sustainability risks arise from the provision of financial services to companies or projects which run counter to the
needs of sustainable development; in effect this risk arises when the environmental and social effects outweigh
economic benefits. Within Group Head Office, a separate function, Global Corporate Sustainability, is mandated to
manage these risks globally working through local offices as appropriate. Sustainability Risk Managers have regional
or national responsibilities for advising on and managing environmental and social risks.
Global Corporate Sustainability’s risk management responsibilities include:
•
•
•
formulating sustainability risk policies. This includes overseeing our sustainability risk standards, our
implementation of the Equator Principles for project finance lending, and our sector-based sustainability policies
covering those sectors with high environmental or social impacts (forestry, freshwater infrastructure, chemicals,
energy, mining and metals, and defence-related lending); undertaking an independent review of transactions
where sustainability risks are assessed to be high; and supporting our operating companies to assess similar risks
of a lower magnitude;
building and implementing systems-based processes to ensure consistent application of policies, reduce the costs
of sustainability risk reviews and capture management information to measure and report on the effect of our
lending and investment activities on sustainable development; and
providing training and capacity building within our operating companies to ensure sustainability risks are
identified and mitigated consistently to either our own standards, international standards or local regulations,
whichever is higher.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Capital > Capital overview / RWAs
Capital
Capital overview .................................................. 299
Capital ratios ....................................................................... 299
Page
App1
Tables
Page
Capital management ............................................
Approach and policy ..............................................
Stress testing ..........................................................
Risks to capital .......................................................
Risk-weighted asset targets ...................................
Capital generation ..................................................
Capital measurement and allocation .................
Regulatory capital ..................................................
Pillar 1 capital requirements ..................................
Pillar 2 capital requirements ..................................
Pillar 3 disclosure requirements ............................
Risk-weighted assets ............................................ 299
319
319
319
319
319
320
320
320
320
322
322
RWAs by risk type ................................................................ 299
Market risk RWAs ................................................................ 300
RWAs by global businesses .................................................. 300
RWAs by geographical regions ........................................... 300
RWA movement by geographical regions by key driver –
Credit risk RWAs .................................................. 300
credit risk – IRB only ....................................................... 302
RWA movement by global businesses by key driver – credit
risk – IRB only ................................................................. 303
Counterparty credit risk and market risk RWAs ... 303
RWA movement by key driver – counterparty
credit risk – IRB only ....................................................... 303
RWA movement by key driver – market risk – internal
model based ..................................................................... 303
Operational risk RWAs ......................................... 304
RWA movement by key driver – basis of
preparation and supporting notes .................
Credit risk drivers – definitions .............................
Counterparty risk drivers – definitions ..................
Market risk drivers – definitions ...........................
322
322
324
324
Movement in total regulatory capital in 2013 ... 304
Source and application of total regulatory capital ............. 304
Capital structure .................................................. 305
Regulatory and accounting consolidations ............ 306
Basel III implementation and CRD IV .................. 309
Basis of preparation of the estimated effect
of the CRD IV end point applied to the
31 December 2013 position .............................
Key regulatory adjustments applied to core tier 1
in respect of amounts subject to CRD IV
treatment ............................................................
Key changes to capital requirements introduced by
CRD IV ..............................................................
Leverage ratio: basis of preparation .................
Leverage ratio ........................................................ 312
Future developments ........................................... 314
UK regulatory update ............................................ 314
Systemically important banks ................................ 314
Regulatory capital buffers ..................................... 314
RWA integrity ....................................................... 316
Structural banking reform ...................................... 316
1 Appendix to Capital.
Composition of regulatory capital ....................................... 305
Regulatory impact of management actions ......................... 306
Reconciliation of balance sheets – financial accounting to
regulatory scope of consolidation ................................... 307
Composition of regulatory capital on an estimated
324
CRD IV basis and Year 1 transitional basis ................... 310
Reconciliation of current rules to CRD IV end point rules .. 311
Estimated leverage ratio ...................................................... 313
325
327
328
298
Our objective in the management of Group
capital is to maintain appropriate levels of
capital to support our business strategy and
meet our regulatory requirements.
Capital highlights
• Core tier 1 capital ratio 13.6%, up
from 12.3% in 2012, as a result of capital
generation and management actions.
• Our end point CET1 ratio 10.9%, up
from 9.5% in 2012, as a result of similar
drivers.
Capital overview
Capital ratios
(Unaudited)
Core tier 1 ratio .........................
Tier 1 ratio ................................
Total capital ratio ......................
CRD IV
Common equity tier 1
ratio (end point)1 .....................
Common equity tier 1
ratio (Year 1 transition) ..........
For footnote, see page 318.
At 31 December
2012
%
12.3
13.4
16.1
9.5
2013
%
13.6
14.5
17.8
10.9
10.8
In November 2013, the Prudential Regulation
Authority (‘PRA’) published its expectations in
relation to capital ratios for major UK banks and
building societies. These were that from 1 January
2014, capital resources should be held equivalent to
at least 7% of risk-weighted assets using a CRD IV
end point definition of common equity tier 1
(‘CET1’) but after taking into account any
adjustments set by the PRA to reflect the Financial
Policy Committee’s (‘FPC’s) capital shortfall
exercise recommendations. These include an
assessment of expected future losses, future costs of
conduct redress and adjusting for a more prudent
calculation of risk weights.
In addition to the above, the PRA has established
a forward-looking Basel III end point CET1 target
ratio post-FPC adjustments for the Group to be met
by 2019. This effectively replaced the Capital
Resources Floor that was set by the FSA towards the
end of 2012.
In December 2013, the PRA issued its final rules
on CRD IV in Policy Statement (‘PS 7/13’). This
transposes the various areas of national discretion
within the final CRD IV legislation into UK law that
is applicable from 1 January 2014. In its final rules,
299
the PRA did not adopt most of the transitional
provisions available in CRD IV, thereby opting for an
acceleration of the CRD IV end point definition of
CET1. Notwithstanding this, the CRD IV transitional
provisions for unrealised gains have been applied, so
that unrealised gains on investment property are
derecognised until 1 January 2015. As a result, our
transitional ratio is slightly lower than end point.
Despite the final PRA rules, there remains
continued uncertainty around the amount of capital
that banks will be required to hold. This relates to the
quantification and interaction of capital buffers
and Pillar 2, where further PRA consultations are due
in 2014. Furthermore, there are a significant number
of draft and unpublished European Banking
Authority (‘EBA’) technical and implementation
standards due in 2014 which could potentially affect
our capital position and RWAs.
Our approach to managing Group capital is
designed to ensure that we exceed current regulatory
requirements, and are well placed to meet those
expected in the future.
In 2013 we managed our capital position to meet
an internal target ratio of 9.5 – 10.5% on a CET1
end-point basis, changing to greater than 10% from
1 January 2014. We continue to keep this under
review.
A summary of our policies and practices
regarding capital management, measurement
and allocation is provided in the Appendix to
Capital on page 319.
Risk-weighted assets
RWAs by risk type
(Unaudited)
Credit risk .................................
Standardised approach ..............
IRB foundation approach ..........
IRB advanced approach ............
Counterparty credit risk ............
Standardised approach2 .............
IRB approach ............................
At 31 December
2013
US$m
864,300
329,464
13,612
521,224
45,731
3,583
42,148
2012
US$m
898,416
374,469
10,265
513,682
48,319
2,645
45,674
Market risk ................................
Operational risk ........................
63,416
119,206
54,944
122,264
Total ..........................................
1,092,653
1,123,943
Of which:
Run-off portfolios .................
Legacy credit in GB&M ..
US CML and Other ..........
Card and Retail Services3 .....
104,869
26,348
78,521
1,143
145,689
38,587
107,102
6,858
For footnotes, see page 318.
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Capital > RWAs
Market risk RWAs
(Unaudited)
VaR ..........................................
Stressed VaR ............................
Incremental risk charge ...........
Comprehensive risk
measure ................................
Other VaR and stressed VaR .....
At 31 December
2013
US$m
4,870
9,402
23,088
2,626
12,231
2012
US$m
7,616
11,048
11,062
3,387
11,355
Internal model based ...................
52,217
44,468
PRA standard rules ..................
11,199
10,476
63,416
54,944
RWAs by global businesses
(Unaudited)
Retail Banking and Wealth
Management .........................
Commercial Banking ................
Global Banking and
Markets .................................
Global Private Banking ............
Other .........................................
At 31 December
2013
US$bn
2012
US$bn
233.5
391.7
422.3
21.7
23.5
276.6
397.0
403.1
21.7
25.5
Total ..........................................
1,092.7
1,123.9
RWAs by geographical regions4
(Unaudited)
At 31 December
2013
US$bn
2012
US$bn
Total ..........................................
1,092.7
1,123.9
300.1
138.3
292.4
62.5
223.8
89.5
314.7
111.9
302.2
62.2
253.0
97.9
Europe .......................................
Hong Kong ...............................
Rest of Asia-Pacific ..................
MENA .......................................
North America ..........................
Latin America ...........................
For footnote, see page 318.
Credit risk RWAs
(Unaudited)
Credit risk RWAs are calculated using three
approaches as permitted by the PRA. For
consolidated Group reporting we have adopted the
advanced IRB approach for the majority of our
business, with a small proportion on the foundation
IRB approach and the remaining portfolios being on
the standardised approach.
Standardised approach RWAs
For portfolios treated under the standardised
approach, credit risk RWAs reduced by US$45bn
of which US$2.7bn was due to foreign exchange
movements. The reduction was primarily due to the
300
reclassification of Industrial Bank from an associate
to a financial investment. As a result, the holding
was removed from the regulatory consolidation
of RWAs and the investment was deducted from
capital, resulting in a year-on-year reduction in
RWAs of US$39.2bn. This was partly offset by
loan growth in Bank of Communications, increasing
RWAs by US$14.5bn.
The disposal of operations in Latin America,
reduced RWAs by US$6.2bn, although this was
partly offset by RWA growth of US$3.7bn in Brazil,
mainly driven by corporate term lending and trade
finance growth in GB&M and CMB.
RWAs reduced by US$1.2bn in the Middle East
and North Africa, mainly driven by reductions in
CMB in the UAE and Oman of US$2.2bn, although
this was partly offset by growth in our associate, The
Saudi British Bank, of US$1.1bn.
During the year there were changes in approach
for several portfolios:
•
•
•
In Europe, income producing real estate
portfolios in CMB, GPB and GB&M were
moved from the standardised approach to the
IRB slotting approach, reducing RWAs on the
standardised approach by US$15.1bn and
increasing RWAs on the IRB approach by
US$13.4bn. In addition, as a result of a business
restructuring, a GB&M corporate portfolio was
moved to the IRB approach, reducing RWAs on
the standardised approach by US$3.8bn and
increasing RWAs on the IRB approach by
US$2.4bn.
In North America, commercial real estate
portfolios in CMB and GB&M were moved
from IRB to the standardised approach,
increasing RWAs on the standardised approach
by US$6.7bn and reducing RWAs on the IRB
approach by US$3.1bn.
In Hong Kong and Rest of Asia-Pacific,
corporate exposures in CMB and GB&M were
identified which did not meet full modelling
requirements and these were moved temporarily
to the standardised approach, increasing RWAs
on the standardised approach by US$7.0bn and
reducing RWAs on the IRB approach by
US$6.3bn.
IRB approach RWAs
Credit risk RWA movements by key driver for
portfolios treated under the IRB approach are set
out in the tables on pages 302 and 303. For the basis
of preparation, see the Appendix to Capital on
page 319.
Foreign exchange movements reduced RWAs
under the IRB approach by US$4.6bn; the discussion
of the remaining drivers excludes the effects of
foreign currency translation.
Acquisitions and disposals
Disposals reduced Group IRB RWAs by US$11.8bn.
In line with our objectives to accelerate the run-off
of the US CML portfolio there were sales of non-real
estate and personal homeowner loans with an RWA
reduction of US$8.2bn in North America RBWM.
Additional sales of defaulted mortgage exposures for
the US CML portfolio, which do not generate
RWAs, also had a beneficial impact on the capital
position through lower deductions for regulatory
expected losses in North America.
The sale of the HFC Bank UK secured loan
portfolio in Europe RBWM reduced RWAs by
US$1.4bn. In Latin America GB&M, the disposal of
our businesses in Panama, Peru and Paraguay,
reduced RWAs by US$1.7bn.
Book size
Movements in the size of the book increased Group
IRB RWAs by US$14.3bn. Growth in Hong Kong
and Rest of Asia-Pacific for CMB and GB&M,
mainly driven by corporate term and
trade-related lending and trade finance business,
resulted in an RWA increase of US$14.5bn, with a
further increase of US$1.8bn relating to higher
institutional exposures. In Hong Kong RBWM,
credit card and unsecured lending portfolio growth
resulted in an increase in RWAs of US$1.2bn.
Corporate exposure growth in Europe CMB and
GB&M increased RWAs by US$2.1bn, while
reductions for securitisation exposures resulted in a
reduction in RWAs of US$1.4bn in Europe,
reflecting sales and the amortisation of assets,
mainly in the GB&M legacy credit portfolio. North
America RBWM balance reductions reduced RWAs
by US$14bn, primarily from the continued run-off of
the US CML retail mortgage portfolio. In North
America CMB, corporate lending growth resulted in
an increase in RWAs of US$3.2bn.
Sovereign exposure growth increased RWAs by
US$4.3bn, mainly in Rest of Asia-Pacific, Middle
East and North Africa and Hong Kong.
Book quality
Movements in the quality of the book reduced Group
IRB RWAs by US$6.0bn. In the US CML retail
mortgage portfolio, accounts moving into default
reduced RWAs by US$4.2bn in RBWM. This was
301
accompanied by a rise in regulatory expected losses,
leading to higher deductions from capital.
Book quality movements in Europe GB&M
were mainly the result of credit quality changes for
securitisation exposures, reducing RWAs by
US$4.5bn and partly reflecting the effect of
exposures moving from RWAs to capital deductions.
There was a reduction in RWAs of US$3.2bn from
favourable shifts in corporate and institutional
portfolio quality in Europe GB&M. There were
further movements in book quality in Europe,
including a US$5.3bn RWA management overlay
applied for corporate exposures in CMB and GB&M
in response to increased loss rates and in advance of
model recalibration. In Europe RBWM, RWAs
reduced by US$1.7bn on retail mortgage and credit
card portfolios, mainly reflecting favourable changes
in customer risk and the risk distribution in these
portfolios.
In Hong Kong, changes in book quality for
GB&M and CMB corporate customers increased
RWAs by US$4.7bn, mainly due to adverse
movements in customer credit standing, partly offset
by favourable shifts in loss given default metrics and
the risk distribution of the portfolio. In Hong Kong
RBWM, improvements in the quality of the credit
card and unsecured lending portfolio reduced RWAs
by US$0.5bn.
RWA movements from adverse internal rating
changes for sovereign exposures in Middle East and
North Africa and Hong Kong were broadly offset by
favourable changes in North America.
Model updates
Model updates increased Group IRB RWAs by
US$11.5bn. In Europe, income producing real estate
portfolios in CMB, GPB and GB&M were moved on
to the IRB slotting approach, reducing RWAs on the
standardised approach by US$15.1bn and increasing
them on the IRB approach by US$13.4bn. This was
accompanied by a rise in regulatory expected losses,
leading to higher deductions from capital. Further
updates included the implementation of a new
corporate exposure model, reducing RWAs in
Europe GB&M by US$2.3bn, with lower credit
conversion factors that are more reflective of
historical experience.
Methodology and policy
Methodology and policy updates increased Group
IRB RWAs by US$7.5bn. In Hong Kong and Rest of
Asia-Pacific, corporate exposures in CMB and
GB&M were identified which did not meet full
modelling requirements, and these were moved
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Capital > RWAs
temporarily to the standardised approach, increasing
standardised RWAs by US$7.0bn and reducing
RWAs on the IRB approach by US$6.3bn. In
Europe CMB, business restructuring enabled the
application of a retail approach to the management
of a portfolio of SME customers, reducing RWAs by
US$0.8bn.
Sovereign exposures were a key driver of
external methodology and policy RWA movements
in GB&M across a number of regions. On
implementation of the PRA-determined 45% loss
given default floor, RWAs increased by US$19bn,
mainly in North America, Hong Kong and Rest of
Asia-Pacific.
In North America, commercial real estate
portfolios in CMB and GB&M were moved on to
the standardised approach as required by the PRA,
increasing standardised RWAs by US$6.7bn
and reducing RWAs on the IRB approach by
US$3.1bn, as reflected in external methodology
updates.
RWA movement by geographical regions by key driver – credit risk – IRB only5
(Unaudited)
Europe
US$bn
Hong
Kong
US$bn
Rest of
Asia-Pacific
US$bn
MENA
US$bn
North
America
US$bn
Latin
America
US$bn
Total
US$bn
RWAs at 1 January 2013 .............
150.7
Foreign exchange movement .......
Acquisitions and disposals ..........
Book size .....................................
Book quality ................................
Model updates ..............................
Portfolios moving onto
IRB approach ......................
New/updated models ...............
Methodology and policy ..............
Internal updates .......................
External updates ......................
3.3
(1.5)
2.1
(1.5)
11.6
13.4
(1.8)
2.2
(0.2)
2.4
Total RWA movement ................
16.2
RWAs at 31 December 2013 .......
166.9
70.2
–
–
11.0
5.6
–
–
–
(1.0)
(5.0)
4.0
15.6
85.8
RWAs at 1 January 2012 .............
156.5
68.0
Foreign exchange movement .......
Acquisitions and disposals ..........
Book size .....................................
Book quality ................................
Model updates ..............................
Portfolios moving onto
IRB approach ......................
New/updated models ...............
Methodology and policy ..............
Internal updates .......................
External updates ......................
4.7
–
(1.8)
(6.6)
0.4
1.4
(1.0)
(2.5)
(1.3)
(1.2)
Total RWA movement ................
(5.8)
RWAs at 31 December 2012 .......
150.7
For footnote, see page 318.
0.1
–
3.6
1.5
–
–
–
(3.0)
(3.0)
–
2.2
70.2
92.1
(4.5)
–
10.2
(0.3)
–
–
–
(0.4)
(2.8)
2.4
5.0
97.1
82.3
0.8
(0.1)
5.4
(1.1)
–
–
–
4.8
4.8
–
9.8
92.1
12.6
187.1
11.2
523.9
(0.5)
–
1.4
1.3
0.1
–
0.1
0.1
0.1
–
2.4
15.0
12.9
(0.2)
(0.7)
1.0
(0.3)
0.1
0.1
–
(0.2)
(0.2)
–
(1.9)
(8.6)
(10.6)
(10.8)
(0.2)
–
(0.2)
6.5
(0.6)
7.1
(25.6)
161.5
(1.0)
(1.7)
0.2
(0.3)
–
–
–
0.1
0.1
–
(4.6)
(11.8)
14.3
(6.0)
11.5
13.4
(1.9)
7.5
(8.4)
15.9
(2.7)
10.9
8.5
534.8
254.5
12.0
586.2
0.7
(40.3)
(7.6)
(17.9)
–
–
–
(2.3)
(2.3)
–
0.1
(0.9)
(0.6)
0.1
–
–
–
0.5
0.5
–
6.2
(42.0)
–
(24.3)
0.5
1.5
(1.0)
(2.7)
(1.5)
(1.2)
(0.3)
(67.4)
(0.8)
(62.3)
12.6
187.1
11.2
523.9
302
RWA movement by global businesses by key driver – credit risk – IRB only5
(Unaudited)
Retail
Banking and
Wealth
Management
US$bn
Commercial
Banking
US$bn
Global
Banking and
Markets
US$bn
Global Private
banking
US$bn
Other
US$bn
Total
US$bn
RWAs at 1 January 2013 ....................
Foreign exchange movement..............
Acquisitions and disposals ................
Book size ...........................................
Book quality ......................................
Model updates ....................................
Portfolios moving onto
IRB approach ............................
New/updated models .....................
Methodology and policy ....................
Internal updates .............................
External updates ............................
163.1
(0.4)
(10.1)
(12.7)
(6.4)
(0.2)
–
(0.2)
(2.3)
(2.3)
–
169.0
177.7
(1.5)
(0.1)
14.5
3.5
10.1
10.0
0.1
(6.0)
(3.4)
(2.6)
(2.7)
(1.6)
13.5
(3.4)
(1.0)
0.8
(1.8)
16.0
(0.6)
16.6
Total RWA movement ......................
(32.1)
RWAs at 31 December 2013 .............
131.0
20.5
189.5
20.8
198.5
9.6
0.1
–
(0.7)
0.3
2.6
2.6
–
(1.3)
(2.1)
0.8
1.0
10.6
4.5
(0.1)
–
(0.3)
–
–
–
–
1.1
–
1.1
0.7
5.2
523.9
(4.6)
(11.8)
14.3
(6.0)
11.5
13.4
(1.9)
7.5
(8.4)
15.9
10.9
534.8
For footnote, see page 318.
Counterparty credit risk and market risk
RWAs
(Unaudited)
RWA movement by key driver – market risk –
internal model based
(Unaudited)
Portfolio movements for the modelled approaches
to market risk and counterparty credit risk (‘CCR’)
RWAs are outlined in the tables below.
RWA movement by key driver – counterparty credit
risk – IRB only
(Unaudited)
2013
US$bn
2012
US$bn
RWAs at 1 January .....................
45.7
50.6
Book size ....................................
Book quality ...............................
Model updates .............................
Methodology and policy ..............
Internal updates ......................
External updates .....................
(0.9)
(2.7)
–
0.1
0.1
–
Total RWA movement ...............
(3.5)
RWAs at 31 December ...............
42.2
(0.8)
0.1
(0.2)
(4.0)
(4.0)
–
(4.9)
45.7
CCR RWAs calculated on the IRB approach
reduced by US$3.5bn in 2013. Book quality
movements drove a reduction in RWAs of US$2.7bn
due to an improvement in the credit standing of
counterparties. Book size decreased by US$0.9bn,
due to lower exposures across most regions as trades
matured and volumes reduced.
CCR RWAs on the standardised approach
increased by US$0.9bn, mainly due to higher
balance sheet exposures on foreign exchange
derivatives with corporate counterparties in Brazil.
303
2013
US$bn
2012
US$bn
RWAs at 1 January .....................
44.5
54.7
Foreign exchange movement
and other .................................
Movement in risk levels .............
Model updates .............................
Methodology and policy ..............
Internal updates ......................
External updates .....................
–
(14.5)
17.6
4.6
4.6
–
(0.4)
(7.4)
–
(2.4)
(2.4)
–
Total RWA movement ................
7.7
(10.2)
RWAs at 31 December ..............
52.2
44.5
Market risk RWA increases of US$7.7bn, for
internally modelled exposures, were mainly due to
model updates in relation to the incremental risk
charge (‘IRC’) which increased RWAs by
US$17.3bn. In 2013, the IRC model was updated
to account more explicitly for stressed conditions.
Key input parameters were calibrated to a stressed
period and further granularity in parameters were
introduced to better represent the risk profile. This
led to a one-off increase in the IRC requirement
which is reflected in the current year. As part of the
model oversight, the IRC model will be periodically
recalibrated to accurately capture the risk profile in
a stressed environment. Further RWA increases of
US$4.6bn were due to changes in the stressed VaR
period and internal methodology updates relating to
a change in the basis of consolidation for modelled
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Capital > RWAs / Movement in total regulatory capital in 2013 / Capital structure
market risk charges as a result of clarification of the
regulatory rules.
Operational risk RWAs
(Unaudited)
The movement in risk levels, reducing RWAs
by US$14.5bn, was due to reductions in positions
sensitive to the IRC and changes in the shape of the
trading portfolio due to defensive positions taken
by the Equity and Foreign Exchange businesses in
GB&M, leading to a lower stressed VaR and VaR.
Movement in total regulatory capital in 2013
(Audited)
Source and application of total regulatory capital
The reduction in Group-level operational risk RWAs
of US$3.1bn was driven by the decrease in North
America of US$6.4bn, mainly due to the
acceleration of the amortisation of the operational
risk RWAs for the US CRS portfolio disposed of in
May 2012. This was partly offset by RWA growth in
Hong Kong of US$1.5bn and Rest of Asia-Pacific of
US$1.2bn due to a higher three-year average
operating income from increased loans and
advances.
Movement in total regulatory capital
(Audited)
Opening core tier 1 capital .......................................................................................................................
Contribution to core tier 1 capital from profit for the year ..................................................................
Consolidated profits attributable to shareholders of the parent company .......................................
Removal of own credit spread net of tax .........................................................................................
Net dividends ........................................................................................................................................
Dividends .........................................................................................................................................
Add back: shares issued in lieu of dividends ...................................................................................
Decrease in goodwill and intangible assets deducted ..........................................................................
Ordinary shares issued .........................................................................................................................
Foreign currency translation differences .............................................................................................
Other, including regulatory adjustments ..............................................................................................
At 31 December
2013
US$m
2012
US$m
138,789
17,124
16,204
920
(6,987)
(9,510)
2,523
535
297
(1,294)
587
122,496
17,827
14,027
3,800
(5,613)
(8,042)
2,429
1,686
594
989
810
Closing core tier 1 capital ......................................................................................................................
149,051
138,789
Opening other tier 1 capital ......................................................................................................................
Hybrid capital securities redeemed ......................................................................................................
Unconsolidated investments .................................................................................................................
Other, including regulatory adjustments ..............................................................................................
12,259
(1,239)
(2,004)
88
17,094
(776)
(4,120)
61
Closing tier 1 capital ...............................................................................................................................
158,155
151,048
Opening tier 2 capital ...............................................................................................................................
Unconsolidated investments ................................................................................................................
Issued tier 2 capital securities net of redemptions ...............................................................................
Other, including regulatory adjustments ..............................................................................................
29,758
6,447
1,609
(1,960)
30,744
264
(1,483)
233
Closing total regulatory capital .............................................................................................................
194,009
180,806
We complied with the PRA’s capital adequacy
requirements throughout 2012 and 2013. Internal
capital generation contributed US$10.1bn to core
tier 1 capital, being profits attributable to
shareholders of the parent company after regulatory
adjustment for own credit spread and net of
dividends. The table below sets out the composition
of our capital under the regulatory requirements in
application at 31 December 2013.
304
Capital structure
Composition of regulatory capital
(Audited)
Tier 1 capital
Shareholders’ equity ......................................................................................................................
Shareholders’ equity per balance sheet6 ...................................................................................
Preference share premium .........................................................................................................
Other equity instruments ...........................................................................................................
Deconsolidation of special purpose entities7 ............................................................................
Non-controlling interests ...............................................................................................................
Non-controlling interests per balance sheet ..............................................................................
Preference share non-controlling interests ................................................................................
Non-controlling interests transferred to tier 2 capital ...............................................................
Non-controlling interests in deconsolidated subsidiaries .........................................................
Regulatory adjustments to the accounting basis ...........................................................................
Unrealised losses on available-for-sale debt securities8 ...........................................................
Own credit spread .....................................................................................................................
Defined benefit pension fund adjustment9 ................................................................................
Reserves arising from revaluation of property and unrealised gains on
available-for-sale equities .........................................................................................................
Cash flow hedging reserve ........................................................................................................
Deductions .....................................................................................................................................
Goodwill and intangible assets .................................................................................................
50% of securitisation positions .................................................................................................
50% of tax credit adjustment for expected losses .....................................................................
50% of excess of expected losses over impairment allowances ...............................................
Core tier 1 capital ........................................................................................................................
Other tier 1 capital before deductions ...........................................................................................
Preference share premium .........................................................................................................
Preference share non-controlling interests ................................................................................
Hybrid capital securities ............................................................................................................
Deductions .....................................................................................................................................
Unconsolidated investments10 ...................................................................................................
50% of tax credit adjustment for expected losses .....................................................................
Ref
a
b
c
a
d
e
f
d
g
h
i
b
e
j
At 31 December
2013
US$m
173,449
181,871
(1,405)
(5,851)
(1,166)
4,955
8,588
(2,388)
(488)
(757)
480
2,595
1,037
(518)
(2,755)
121
(29,833)
(25,198)
(1,684)
151
(3,102)
2012
US$m
167,360
175,242
(1,405)
(5,851)
(626)
4,348
7,887
(2,428)
(501)
(610)
(2,437)
1,223
112
(469)
(3,290)
(13)
(30,482)
(25,733)
(1,776)
111
(3,084)
149,051
138,789
16,110
1,405
2,388
12,317
(7,006)
(7,157)
151
17,301
1,405
2,428
13,468
(5,042)
(5,153)
111
Tier 1 capital ................................................................................................................................
158,155
151,048
Tier 2 capital
Total qualifying tier 2 capital before deductions ..........................................................................
Reserves arising from revaluation of property and unrealised gains on
available-for-sale equities .........................................................................................................
k
Collective impairment allowances ............................................................................................
Perpetual subordinated debt ......................................................................................................
l
Term subordinated debt ............................................................................................................. m
f
Non-controlling interests in tier 2 capital .................................................................................
Total deductions other than from tier 1 capital
Unconsolidated investments10 ...................................................................................................
50% of securitisation positions .................................................................................................
50% of excess of expected losses over impairment allowances ...............................................
Other deductions .......................................................................................................................
i
47,812
48,231
2,755
2,616
2,777
39,364
300
(11,958)
(7,157)
(1,684)
(3,102)
(15)
3,290
2,717
2,778
39,146
300
(18,473)
(13,604)
(1,776)
(3,084)
(9)
Total regulatory capital ..............................................................................................................
194,009
180,806
For footnotes, see page 318.
The references (a) – (m) identify balance sheet components on page 307 which are used in the calculation of regulatory capital.
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Report of the Directors: Financial Review (continued)
Capital > Capital structure
Regulatory impact of management actions
(Unaudited)
2012
Reported capital ratios before management actions ................................
Reported totals (US$m) ............................................................................
Management actions completed in 2013 (US$m) ....................................
Dilution of our shareholding in Industrial Bank and the subsequent
change in accounting treatment .......................................................
Completion of the second tranche of the sale of Ping An ...................
At 31 December
Risk-
weighted
assets
Core tier 1
capital
Tier 1
capital
Total
regulatory
capital
12.3%
13.4%
16.1%
1,123,943
138,789
151,048
180,806
(38,073)
–
981
553
(423)
4,637
(1,827)
7,984
Estimated total after management actions completed in 2013 (US$m) ..
1,085,870
140,323
155,262
186,963
Estimated capital ratios after management actions completed in 2013 ...
12.9%
14.3%
17.2%
Regulatory and accounting consolidations
(Unaudited)
The basis of consolidation for the purpose of
financial accounting under IFRSs, described in
Note 1 on the Financial Statements, differs from
that used for regulatory purposes as described in
‘Structure of the regulatory group’ on page 12 of the
Pillar 3 Disclosures 2013 report. The table below
provides a reconciliation of the balance sheet from
the financial accounting to the regulatory scope of
consolidation.
It is the regulatory balance sheet, and not
the financial accounting balance sheet, which forms
the basis for the calculation of regulatory capital
requirements.
Interests in associates are equity accounted in
the financial accounting consolidation, whereas
their exposures are proportionally consolidated for
regulatory purposes. Subsidiaries and associates
engaged in insurance and non-financial activities
are excluded from the regulatory consolidation and
deducted from regulatory capital. The regulatory
consolidation does not include Special Purpose
Entities (‘SPEs’) where significant risk has been
transferred to third parties. Exposures to these
SPEs are risk-weighted as securitisation positions
for regulatory purposes.
Entities in respect of which the basis of
consolidation for financial accounting purposes
differs from that used for regulatory purposes can
be found in table 3 of the Pillar 3 Disclosures 2013
report.
306
Reconciliation of balance sheets – financial accounting to regulatory scope of consolidation
(Unaudited)
Assets
Trading assets ...............................................................................
Loans and advances to customers ................................................
of which:
– impairment allowances on IRB portfolios ...........................
– impairment allowances on standardised portfolios .............
Financial investments ...................................................................
Capital invested in insurance and other entities ...........................
Interests in associates and joint ventures .....................................
of which:
– positive goodwill on acquisition ..........................................
Goodwill and intangible assets .....................................................
Other assets ...................................................................................
of which:
– goodwill and intangible assets of disposal groups
held for sale ..........................................................................
– retirement benefit assets .......................................................
– impairment allowances on assets held for sale ....................
of which:
– IRB portfolios ...................................................................
– standardised portfolios ......................................................
At 31 December 2013
Accounting
balance
sheet
US$m
Ref
Decon-
solidation
of insurance/
other entities
US$m
Consolidation
of banking
associates
US$m
Regulatory
balance
sheet
US$m
303,192
1,080,304
32
(13,182)
1,686
110,168
304,910
1,177,290
i
k
h
h
h
g
i
k
(9,476)
(5,667)
425,925
–
16,640
608
29,918
815,339
3
2,140
(111)
–
(111)
–
–
(52,680)
9,135
–
–
(2,465)
31,430
–
(15,982)
(9,476)
(8,132)
404,675
9,135
658
–
(593)
15
(5,369)
(37,634)
631
57,477
25,180
835,182
–
–
–
–
–
–
–
–
–
–
3
2,140
(111)
–
(111)
Total assets ...................................................................................
2,671,318
(99,698)
185,410
2,757,030
Liabilities and equity
Deposits by banks .........................................................................
Customer accounts ........................................................................
Trading liabilities ..........................................................................
Financial liabilities designated at fair value .................................
of which:
– term subordinated debt included in tier 2 capital ............... ..
– hybrid capital securities included in tier 1 capital .............. ..
Debt securities in issue .................................................................
Retirement benefit liabilities ........................................................
Subordinated liabilities .................................................................
m
j
g
of which:
– hybrid capital securities included in tier 1 capital. ..............
j
l
– perpetual subordinated debt included in tier 2 capital .........
– term subordinated debt included in tier 2 capital ............ … m
129,212
1,482,812
207,025
89,084
18,230
3,685
104,080
2,931
28,976
2,873
2,777
23,326
(193)
(711)
(129)
(13,471)
–
–
(9,692)
(11)
2
–
–
–
33,296
142,924
161
–
162,315
1,625,025
207,057
75,613
–
–
1,021
56
2,961
–
–
–
18,230
3,685
95,409
2,976
31,939
2,873
2,777
23,326
Other liabilities .............................................................................
436,739
(73,570)
4,991
368,160
of which:
– contingent liabilities and contractual commitments ............
of which:
– credit-related provisions on IRB portfolios .....................
– credit-related provisions on standardised portfolios .......
Total shareholders’ equity ............................................................
of which:
– other equity instruments included in tier 1 capital ..............
– preference share premium included in tier 1 capital ...........
Non-controlling interests ..............................................................
of which:
– non-cumulative preference shares issued by subsidiaries
included in tier 1 capital .......................................................
– non-controlling interests included in tier 2 capital,
cumulative preferred stock ...................................................
– non-controlling interests attributable to holders of
i
k
a
c, j
b
d
e
f
ordinary shares in subsidiaries included in tier 2 capital .....
f,m
177
155
22
–
–
–
181,871
(1,166)
5,851
1,405
8,588
2,388
300
188
–
–
(757)
–
–
–
–
–
–
–
–
–
–
–
–
–
177
155
22
180,705
5,851
1,405
7,831
2,388
300
188
Total liabilities and equity ............................................................
2,671,318
(99,698)
185,410
2,757,030
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Report of the Directors: Financial Review (continued)
Capital > Capital structure
Reconciliation of balance sheets – financial accounting to regulatory scope of consolidation (continued)
(Unaudited)
At 31 December 2012
Accounting
balance
sheet
US$m
Ref
Decon-
solidation
of insurance/
other entities
US$m
Consolidation
of banking
associates
US$m
Regulatory
balance
sheet
US$m
Assets
Trading assets ...............................................................................
Loans and advances to customers ................................................
of which:
– impairment allowances on IRB portfolios ...........................
– impairment allowances on standardised portfolios .............
Financial investments ...................................................................
Capital invested in insurance and other entities ...........................
Interests in associates and joint ventures .....................................
of which:
– positive goodwill on acquisition ..........................................
Goodwill and intangible assets .....................................................
Other assets ...................................................................................
of which:
– goodwill and intangible assets of disposal groups
held for sale ..........................................................................
– retirement benefit assets .......................................................
– impairment allowances on assets held for sale ....................
of which:
– IRB portfolios ...................................................................
– standardised portfolios ......................................................
i
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h
h
h
g
i
k
408,811
997,623
(10,255)
(5,857)
421,101
–
17,834
670
29,853
817,316
146
2,846
(703)
(691)
(12)
(144)
(11,957)
1,477
119,698
410,144
1,105,364
–
–
(50,256)
8,384
–
–
(2,726)
33,110
–
(17,127)
–
(640)
(4,983)
(34,672)
687
82,469
(117)
–
–
–
–
–
–
–
–
–
(10,255)
(8,583)
403,955
8,384
707
30
25,557
865,113
29
2,846
(703)
(691)
(12)
Total assets ...................................................................................
2,692,538
(93,628)
220,314
2,819,224
Liabilities and equity
Deposits by banks .........................................................................
Customer accounts ........................................................................
Trading liabilities ..........................................................................
Financial liabilities designated at fair value .................................
of which:
– term subordinated debt included in tier 2 capital ............... ..
– hybrid capital securities included in tier 1 capital .............. ..
Debt securities in issue .................................................................
Retirement benefit liabilities ........................................................
Subordinated liabilities .................................................................
m
j
g
of which:
j
– hybrid capital securities included in tier 1 capital. ..............
– perpetual subordinated debt included in tier 2 capital .........
l
– term subordinated debt included in tier 2 capital ............ … m
107,429
1,340,014
304,563
87,720
16,863
4,696
119,461
3,905
29,479
2,828
2,778
23,873
(202)
(652)
(131)
(12,437)
–
–
(11,390)
(21)
3
–
–
–
51,296
158,631
119
–
158,523
1,497,993
304,551
75,283
–
–
1,888
52
2,953
–
–
–
16,863
4,696
109,959
3,936
32,435
2,828
2,778
23,873
Other liabilities .............................................................................
516,838
(67,562)
5,375
454,651
of which:
– contingent liabilities and contractual commitments ............
of which:
– credit-related provisions on IRB portfolios .....................
– credit-related provisions on standardised portfolios .......
Total shareholders’ equity ............................................................
of which:
– other equity instruments included in tier 1 capital ..............
– preference share premium included in tier 1 capital ...........
Non-controlling interests ..............................................................
of which:
– non-cumulative preference shares issued by subsidiaries
included in tier 1 capital .......................................................
– non-controlling interests included in tier 2 capital,
cumulative preferred stock ...................................................
– non-controlling interests attributable to holders of
i
k
a
c, j
b
d
e
f
ordinary shares in subsidiaries included in tier 2 capital .....
f,m
301
267
34
–
–
–
175,242
(626)
5,851
1,405
7,887
2,428
300
201
–
–
(610)
–
–
–
–
–
–
–
–
–
–
–
–
–
301
267
34
174,616
5,851
1,405
7,277
2,428
300
201
Total liabilities and equity ............................................................
2,692,538
(93,628)
220,314
2,819,224
The references (a) – (m) identify balance sheet components which are used in the calculation of regulatory capital on page 305.
308
Basel III implementation and CRD IV
(Unaudited)
In June 2013, the European Commission published
the final Regulation and Directive, known
collectively as CRD IV, to give effect to the
Basel III framework in the EU. This came into effect
on 1 January 2014.
In December 2013, the PRA issued its final
rules on CRD IV in PS 7/13, which transposes the
various areas of national discretion within the final
CRD IV legislation in the UK. Despite these final
PRA rules further PRA consultations are due in 2014
for CRD IV capital buffers and Pillar 2.
In addition, many technical standards and
guidelines have been issued by the EBA in draft
form for consultation or are pending publication
in 2014. These must be adopted by the European
Commission to become legally enforceable, which
provides further uncertainty as to the capital
requirements under CRD IV.
Following publication of the final CRD IV rules
and UK national discretions, in order to provide
transparency to the way we manage our transition to
Basel III under CRD IV, we set out information for
investors on the estimated effects of these rules on our
CET1 capital position in the table on page 310.
This is supplemented by a table on page 311
which presents a reconciliation of our reported core
tier 1 capital and RWAs to our estimated CET1 end
point capital and estimated RWAs at 31 December
2013. The position at 31 December 2013 is
compared with that at 31 December 2012, where the
estimated effect was based on the earlier July 2011
draft CRD IV text. The capital position is presented
on an end-point definition of CET1 capital, applying
all deductions and regulatory adjustments to CET1
capital in full, as they would apply at the end of the
transitional period.
The tables quantify the capital and
RWA impacts currently known and are based on our
interpretation of the final CRD IV regulation and
final rules issued by PRA, as supplemented
by regulatory guidance.
The effects of draft EBA standards are not
captured in our numbers. These could have
additional, potentially significant effects on our
capital position and RWAs.
For the detailed basis of preparation, see the
Appendix to Capital, page 324.
309
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Report of the Directors: Financial Review (continued)
Capital > Capital structure
Composition of regulatory capital on an estimated CRD IV end point basis and Year 1 transitional basis
(Unaudited)
Shareholders’ equity ................................................................................................................................................................
Shareholders’ equity per balance sheet6 .............................................................................................................................
Foreseeable interim dividend .............................................................................................................................................
Preference share premium ..................................................................................................................................................
Other equity instruments ....................................................................................................................................................
Deconsolidation of special purpose entities7 .....................................................................................................................
Deconsolidation of insurance entities ................................................................................................................................
Non-controlling interests ........................................................................................................................................................
Non-controlling interests per balance sheet .......................................................................................................................
Preference share non-controlling interests .........................................................................................................................
Non-controlling interests transferred to tier 2 capital ........................................................................................................
Non-controlling interests in deconsolidated subsidiaries ..................................................................................................
Surplus non-controlling interest disallowed in CET1 ......................................................................................................
Regulatory adjustments to the accounting basis ....................................................................................................................
Own credit spread11 ............................................................................................................................................................
Debit valuation adjustment ................................................................................................................................................
Cash flow hedging reserve .................................................................................................................................................
Deductions ..............................................................................................................................................................................
Goodwill and intangible assets ..........................................................................................................................................
Deferred tax assets that rely on future profitability (excluding those arising from
temporary differences) ...................................................................................................................................................
Defined benefit pension fund assets ..................................................................................................................................
Additional valuation adjustment (referred to as PVA) ......................................................................................................
Investments in own shares through the holding of composite products of which HSBC is a component (exchange
traded funds, derivatives, and index stock) ...................................................................................................................
Excess of expected losses over impairment allowances ....................................................................................................
At 31 December
2013
US$m
164,057
181,871
(3,005)
(1,405)
(5,851)
(1,166)
(6,387)
3,644
8,588
(2,388)
(488)
(757)
(1,311)
782
1,112
(451)
121
(35,969)
(24,899)
(680)
(1,731)
(2,006)
(677)
(5,976)
Common equity tier 1 capital ..............................................................................................................................................
132,514
Transitional adjustment: .........................................................................................................................................................
Unrealised gains arising from revaluation of property ......................................................................................................
(1,281)
(1,281)
Common equity tier 1 capital on year 1 transitional basis ...............................................................................................
131,233
For footnotes, see page 318.
Whilst CRD IV allows for the majority of
regulatory adjustments and deductions from CET1 to
be implemented on a gradual basis from 1 January
2014 to 1 January 2018, the PRA has largely decided
not to make use of these transitional provisions. This
results in a cost to our transitional CET1 ratio,
corresponding to the treatment of unrealised gains on
investment property, which are only capable of being
recognised in CET1 capital from 1 January 2015.
For tier 1 and tier 2 capital, the PRA followed
the transitional provisions timing as set out in CRD
IV to apply the necessary regulatory adjustments and
deductions. The effect of these adjustments will be
phased in at 20% per annum from 1 January 2014
to 1 January 2018.
Furthermore, non-CRD IV compliant additional
tier 1 and tier 2 instruments benefit from a
grandfathering period. This progressively reduces
the eligible amount by 10% annually, following an
initial 20% on 1 January 2014, until they are fully
phased out by 1 January 2022.
Under CRD IV, banks should maintain a Pillar 1
tier 1 buffer of 1.5% of RWAs and a tier 2 buffer of
2.0% of RWAs. Going forward, as the grandfathering
provisions fall away, we intend to meet these buffers
in an economic manner by issuing non-equity capital
as necessary. At 31 December 2013, the Group had
US$11.7bn of CRD IV compliant, non-equity capital
instruments and US$37.8bn of non-equity capital
instruments qualifying as eligible capital under
CRD IV by virtue of application of the grandfathering
provisions, after applying the 20% reduction outlined
above.
For a full disclosure of the CET1, tier 1 and total capital
position on a ‘transitional basis’ at 31 December 2013,
see Appendix III of the Pillar 3 Disclosures 2013 report.
310
Reconciliation of current rules to CRD IV end point rules
(Unaudited)
Reported core tier 1 capital under the current regime .........................................
Regulatory adjustments applied to core tier 1 in respect of amounts subject
to CRD IV treatment
Foreseeable interim dividend ..........................................................................
Deconsolidation of insurance undertakings in reserves ..................................
Surplus non-controlling interest disallowed in CET1 ....................................
Debit valuation adjustment .............................................................................
Own credit spread on trading liabilities ..........................................................
Removal of filters under current regime:
– unrealised losses on available-for-sale debt securities ...............................
– unrealised gains on available-for-sale equities ............................................
– reserves arising from revaluation of property .............................................
Deferred tax liabilities on intangibles .............................................................
Deferred tax assets that rely on future profitability (excluding those
arising from temporary differences) ...........................................................
Defined benefit pension fund liabilities ..........................................................
Additional valuation adjustment (referred to as PVA) ...................................
Investments in own shares through the holding of composite products
of which HSBC is a component (exchange traded funds, derivatives,
and index stock) ..........................................................................................
Excess of expected losses over impairment allowances
deducted 100% from CET1 ........................................................................
Removal of 50% of tax credit adjustment for expected losses .......................
Securitisations positions risk-weighted under CRD IV ..................................
Deductions under threshold approach
Amount exceeding the 10% threshold:
– significant investments in CET1 capital of banks, financial
institutions and insurance .......................................................................
Amount in aggregate exceeding the 15% threshold:
– significant investments in CET1 capital of banks, financial
institutions and insurance .......................................................................
– deferred tax assets ...................................................................................
Final text
At 31 December 2013
July 2011 text1
At 31 December 2012
RWAs
US$m
Capital
US$m
149,051
RWAs
US$m
Capital
US$m
138,789
(3,005)
(6,387)
(1,311)
(451)
75
(2,595)
1,474
1,281
299
(680)
(1,213)
(2,006)
(677)
(2,874)
(151)
1,684
–
–
–
–
–
(2,299)
(372)
–
(1,223)
2,088
1,202
267
(456)
(1,596)
(1,720)
(1,322)
(3,084)
(111)
1,776
(6,097)
(2,029)
(1,310)
122,503
Estimated CET1 capital under CRD IV .........................................................
132,514
Reported total RWAs ..........................................................................................
1,092,653
1,123,943
Changes to capital requirements introduced by CRD IV
Amounts in aggregate below 15% threshold and therefore subject
to 250% risk weight ....................................................................................
Credit valuation adjustment ............................................................................
Securitisation positions and free deliveries risk-weighted under CRD IV ....
Other movements ............................................................................................
38,713
30,726
42,288
10,559
45,940
60,360
44,513
17,099
Estimated total RWAs under CRD IV ............................................................
1,214,939
1,291,855
Estimated CET1 ratio .......................................................................................
10.9%
9.5%
Estimated regulatory impact of management actions
Management actions completed in 2013:
Dilution of our shareholding in Industrial Bank and the subsequent
change in accounting treatment ..................................................................
Completion of the second tranche of the disposal of Ping An .......................
Estimated total after management actions completed in 2013 ...........................
Estimated CET1 ratio after management actions completed in 2013 .........
For footnote, see page 318.
(38,880)
3,522
(2,150)
9,393
1,256,497
129,746
10.3%
311
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H S B C H O L D I N G S P L C
Report of the Directors: Financial Review (continued)
Capital > Capital structure
The main effect of the CRD IV final rules
compared with those at 31 December 2012, when the
estimated impact was based on the earlier July 2011
draft text, is detailed below.
To effect the deduction of significant
investments in insurance companies from CET1,
consistent with the treatment in our Interim Report
2013, we have removed from the Group consolidated
reserves the contribution of our insurance business
and calculated the amount of the insurance holding
deduction, subject to threshold calculations, at cost.
The regulatory treatment of insurance holdings was
clarified in the final PRA rules set out in PS 7/13.
The change in treatment had a negative capital
impact of US$6.4bn on our reserves and resulted in
the value of our ‘significant investments in CET1
capital of banks, financial institutions and insurance’
falling below the threshold amounts for deduction.
The estimated amount of capital deduction for
non-significant (or ‘immaterial’) holdings of
financial sector entities has changed upon
finalisation of the CRD IV text.
At 31 December 2012, we quantified the effect
of management actions estimated to be necessary to
negate a capital deduction against this item. This
followed an interpretation of the draft July 2011
CRD IV text around the restriction in the rules for
netting of long and short positions held in the trading
book, whereby the maturity of the short position has
to match the maturity of the long position, or have a
residual maturity of no less than a year.
For our interim results, following confirmation
of the legislation, we changed the basis of
presentation of the CRD IV estimated capital
position, to reflect further regulatory clarification
and the anticipated impact of management actions
that while contemplated at that time, could not be
concluded ahead of final rules. Consequently, the
presentation of the capital position at 31 December
2012 was changed to take into account the effect of
those management actions on immaterial holdings.
At 31 December 2013, following evolving
regulatory discussions, as well as systems
enhancements, we have been able to more
effectively match our long and short positions
under one year maturity. In addition, we have now
executed selected management actions to optimise
our maturity profile and make best use of matching
opportunities. These measures have brought our net
long position below the deduction threshold.
The EBA’s publication of their final draft
regulatory technical standards (‘RTS’) on ‘Own
Funds – Part III’ on 13 December 2013 elaborates on
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the capital calculation of holdings of capital
instruments of financial sector entities. The draft
contains significant change from the initial
consultation and is still due for consideration and
adoption by the European Commission. We are
monitoring developments and depending upon the
final standard we will consider the effect, together
with any further management actions.
Our CET1 capital ratio at 31 December 2013
was reduced by US$3bn to reflect our prospective
fourth interim dividend declared, net of projected
scrip dividend, which will be paid in 2014. This
represents a change in our basis of preparation to
reflect CRD IV final rules.
A notable change compared with our
31 December 2012 estimates relates to the CVA risk
capital charge, which decreased to US$30.7bn,
mainly as a result of the introduction of exemptions
under the final CRD IV rules.
Other movements in our RWAs include residual
credit risk items following the finalisation of the
rules and their respective systems implementation.
The latter will continue as future regulatory
proposals are published in finalised form.
For a detailed description of the items above, see the Appendix
to Capital, page 324.
Leverage ratio
(Unaudited)
The leverage ratio was introduced into the Basel III
framework as a non-risk-based backstop limit, to
supplement risk-based capital requirements. It aims
to constrain the build-up of excess leverage in the
banking sector, introducing additional safeguards
against model risk and measurement errors. The ratio
is a volume-based measure calculated as Basel III
tier 1 capital divided by total on- and off-balance
sheet exposures.
Basel III provides for a transitional period for
the introduction of this ratio, comprising a supervisory
monitoring period that started in 2011 and a parallel
run period from January 2013 to January 2017.
The parallel run will be used to assess whether the
proposed minimum ratio of 3% is appropriate, with a
view to migrating to a Pillar 1 requirement from
1 January 2018.
In November 2013, the PRA issued a
supervisory statement on leverage and capital ratios
which requires major UK banks from 1 January 2014
to meet a 3% CRD IV end point tier 1 leverage ratio
but after taking deductions to reflect the FPC’s
assessment of expected future losses, future costs
of conduct redress and adjusting for a more prudent
calculation of risk weights, as published previously
in June 2013.
In January 2014, the Basel Committee published
its finalised leverage ratio framework, along with
the public disclosure requirements applicable from
1 January 2015. Under CRD IV, the final calibration
and legislative proposals are expected to be
determined following a review of the revised Basel
proposals and the basis of the EBA’s assessment
of the impact and effectiveness of the leverage ratio
during a monitoring period from 1 January 2014
until 30 June 2016.
Monitoring leverage has been part of HSBC’s
regulatory reporting since December 2010. From
the 2012 year end, ahead of the Basel III disclosure
timeline, UK banks were required by the PRA to
disclose an estimated leverage ratio at year-end and
mid-year, using a hybrid of Basel III and CRD IV
rules.
In January 2014, the PRA issued a letter to major
UK banks setting out the approach to be taken for
Estimated leverage ratio
(Unaudited)
calculating the leverage ratio for year-end 2013
Pillar 3 disclosures. This confirmed that the
calculation of the leverage ratio is conceptually
unchanged and will continue to be based on a hybrid
of Basel III and CRD IV basis. The numerator is now
calculated using the final CRD IV end point tier 1
(rather than draft) capital definition. The calculation of
the exposure measure will continue to be based on the
December 2010 Basel III text.
It should be noted that this PRA-prescribed
basis for disclosing the leverage ratio is not aligned
with the November 2013 supervisory statement, the
CRD IV final rules or the Basel Committee’s final
proposals on the Basel III leverage ratio. However,
the CRD IV basis is expected to be aligned to Basel
during 2014.
For a detailed basis of preparation of the
leverage ratio, see the Appendix to Capital,
page 328.
At 31 December 2013
Total assets per financial balance sheet .................................................................................................................................
Adjustment to reverse netting of loans and deposits allowable under IFRS .........................................................................
Reversal of the accounting values:
Derivatives .........................................................................................................................................................................
Repurchase agreement and Securities finance ...................................................................................................................
Replaced with regulatory values:
Derivatives .........................................................................................................................................................................
Repurchase agreement and Securities finance ...................................................................................................................
Addition of off balance sheet commitments and guarantees:
Guarantees and contingent liabilities .................................................................................................................................
Commitments .....................................................................................................................................................................
Other ...................................................................................................................................................................................
Exclusion of items already deducted from the capital measure .............................................................................................
Exposure measure after regulatory adjustments ..............................................................................................................
Tier 1 capital under CRD IV (end point) ...............................................................................................................................
Estimated leverage ratio (end point) ..................................................................................................................................
PRA-
prescribed
basis
US$bn
2,671
93
(482)
(282)
(200)
386
239
147
388
85
295
8
(28)
3,028
133
4.4%
Tier 1 capital under CRD IV (including instruments that will be ineligible for inclusion after
Basel III transitional period has fully elapsed) ..................................................................................................................
149
Estimated leverage ratio (including instruments that will be ineligible for inclusion after
Basel III transitional period has fully elapsed) .............................................................................................................
4.9%
At 31 December 2012
Estimated leverage ratio (end point) ......................................................................................................................................
4.2%
Estimated leverage ratio (including instruments that will be ineligible for inclusion after
Basel III transitional period has fully elapsed) ..................................................................................................................
4.8%
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Report of the Directors: Financial Review (continued)
Capital > Future developments
Future developments
(Unaudited)
UK regulatory update
The UK financial services regulatory structure has
undergone substantial reform following the abolition
of the FSA and the establishment of three new
regulatory bodies on 1 April 2013. These three
bodies comprise the FPC, a committee of the Bank
of England, the PRA, a subsidiary of the Bank of
England and the Financial Conduct Authority
(‘FCA’).
The PRA and the FCA are the supervisors
inheriting the majority of the FSA’s functions. The
FPC is responsible for macro-prudential supervision,
focusing on systemic risk that may affect the UK’s
financial stability.
UK authorities have a number of areas of
ongoing regulatory focus. A common theme is the
ability of banks’ internal models to adequately
capture the risk of the portfolio.
During 2013, the PRA proposed a wholesale
loss given default (‘LGD’) and exposure at default
(‘EAD’) framework to UK banks that includes the
treatment of low-default portfolios. This imposed
LGD and EAD floors based on the foundation
approach in the case of portfolios with data quality
shortcomings and also those with fewer than 20
events of default per country.
In December 2013, the PRA concluded its
review of HSBC and confirmed that the floors
should be implemented across a range of portfolios
by the end of March 2014. Work is underway to
implement the change, which is currently estimated
to have a negative impact on our CET1 ratio in the
range of 25bps to 35bps.
In December 2013, the PRA issued its
Supervisory Statement SS13/13 in relation to Market
Risk. This requires firms to identify risks not
adequately captured by models and to hold
additional funds against those under its Risks not in
VaR (‘RNIV’) framework. In assessing these risks,
no offsetting or diversification will be allowed
across risk factors. To align with this, we are
currently reviewing and revising our methodology.
In July 2013, the EBA published a consultation
paper on prudent valuation together with a
Quantitative Impact Study. We await the outcome
of the EBA consultation process and the finalised
standard during 2014.
Systemically important banks
In parallel with the Basel III proposals, the Basel
Committee issued a consultative document in July
2011, ‘Global systemically important banks:
assessment methodology and the additional loss
absorbency requirement’. In November 2011, it
published its rules and the Financial Stability Board
(‘FSB’) issued the initial list of global systemically
important banks (‘G-SIB’s). This list, which includes
HSBC and 28 other major banks from around the
world, will be re-assessed periodically through
annual re-scoring of the individual banks and a
triennial review of the methodology.
The banks included in the list, depending on
their relative ranking, will be required to hold a
buffer in the form of CET1 capital on a scale
between 1% and 2.5%.The requirements, initially for
those banks identified as G-SIBs in November 2014,
on the basis of end-2013 data, are envisaged to be
phased in from 1 January 2016, becoming fully
effective on 1 January 2019. However, national
regulators have discretion to introduce higher
thresholds than the minima.
In July 2013, the Basel Committee issued
updated final rules, ‘Global systemically important
banks: updated assessment methodology and the
additional loss absorbency requirement’. Based
on this, in November 2013 the FSB and the Basel
Committee updated the list of G-SIBs, using end-
2012 data. One more institution was added to the list
of 28 banking groups identified as G-SIBs in 2012,
increasing the overall number to 29. The add-on
of 2.5% previously assigned to HSBC was left
unchanged.
The EBA is currently consulting on the
implementation of the Basel methodology within the
EU.
Regulatory capital buffers
CRD IV, in addition to giving effect to the Basel
Committee’s surcharge for G-SIBs in the form of
a global systemically important institutions buffer
(‘G-SIIB’), establishes a number of additional
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capital buffers, to be met by CET1 capital, broadly
aligned with the Basel III framework. CRD IV
contemplates that these will be phased in from
1 January 2016, subject to national discretion.
These new capital requirements include a
capital conservation buffer designed to ensure banks
build up capital outside periods of stress that can be
drawn down when losses are incurred, set at 2.5% of
RWAs.
Additionally, CRD IV sets out a systemic risk
buffer (‘SRB’) for the financial sector as a whole, or
one or more sub-sectors, to be deployed as necessary
by each EU member state with a view to mitigate
structural macro-prudential risk. It is expected that,
if such a risk was found to be prevalent, the SRB
would be set at a minimum of 1% of the exposures
to which it would apply. This is not restricted to
exposures within the member state itself. To the
extent it would apply at a global level, it is expected
that the higher of the G-SIIB and the SRB would
apply.
To implement the CRD IV capital buffers in the
UK, in August 2013 the PRA issued a consultation
proposing changes to the Pillar 2 framework and
explaining its interaction with the buffers. Under the
Pillar 2 framework, banks are already required to hold
capital in respect of the internal capital adequacy
assessment and supervisory review which leads to a
final determination by the PRA of individual capital
guidance under Pillar 2A. This is currently met by
total capital, and in accordance with PS 7/13, is now
to be met 56% by CET1 from 1 January 2015.
The PRA also proposed to introduce a PRA
buffer, to replace the current capital planning add-on
(known as Pillar 2B), also to be held in the form of
CET1 capital.
The PRA buffer is intended to be calculated
independently and then compared to the extent to
which other CRD IV buffers may already cover the
same risks. Depending upon the business undertaken
by an individual firm, the PRA has stated its
expectation that the capital conservation buffer and
relevant systemic buffers should serve a similar
purpose to the PRA buffer and therefore be deducted
from it.
In PS 7/13, the PRA delayed the publication
of the remaining rules on capital buffers, pending
confirmation from HM Treasury of the UK authority
responsible for setting the systemic buffers. The
designated UK authority will have the discretion
to set the precise buffer rates above the CRD IV
minima and to accelerate the timetable for their
implementation.
CRD IV also contemplates a cyclical buffer
in line with Basel III, in the form of an institution-
specific countercyclical capital buffer (‘CCB’), to
protect against future losses where unsustainable
levels of leverage, debt or credit growth pose a
systemic threat. Should a CCB be required, it is
expected to be set in the range of 0-2.5%, whereby
the rate shall consist of the weighted average of the
CCB rates that apply in the jurisdictions where
relevant exposures are located.
In January 2014, the FPC issued a policy
statement on its powers to supplement capital
requirements, through use of the CCB and the
Sectoral Capital Requirements (‘SCR’) tools. The
CCB allows the FPC to raise capital requirements
above the micro-prudential level for all exposures to
borrowers in the UK. The SCR is a more targeted
tool which allows the FPC to increase capital
requirements above minimum regulatory standards
for exposures to three broad sectors judged to pose
a risk to the stability of the financial system as a
whole: residential and commercial property; and
other parts of the financial sector, potentially on a
global basis.
In October 2013, the Bank of England
published a discussion paper ‘A framework for
stress testing the UK banking system’. The
framework replaces the current stress testing for the
capital planning buffer with annual concurrent stress
tests, the results of which are expected to inform the
setting of the PRA buffer, the CCB, sectoral capital
requirements and other FPC recommendations to
the PRA. The PRA is expected to further consult
on Pillar 2, the transition to the PRA buffer and the
relationship between the PRA buffer and the stress
testing exercise in 2014.
Until outstanding consultations are published
and guidance issued, there remains uncertainty as
to the interaction between these buffers, the exact
buffer rate requirements and the ultimate capital
impact.
For a high-level representation of the proposed
buffers under the new regime, see figure below.
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Report of the Directors: Financial Review (continued)
Capital > Future developments
PRA buffer
Capital
conservation
buffer
Systemic
buffers
(SRB/G-SIIB)
(
C
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(
C
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(
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PRA buffer
assessment
(replaces CPB)
Macro prudential tools
(Countercyclical capital buffer/
sectoral capital requirements)
Pillar 2A/ICG
Pillar 1
(
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Potential effect of regulatory proposals on
HSBC’s capital requirements
Given the developments outlined above, it remains
uncertain what HSBC’s final capital requirement
will be. However, elements of the capital
requirements that are known to date are as follows:
Minimum CET112 ........................................
Capital conservation buffer12 .......................
G-SIIB buffer (to be phased in
up to 2019)13 .................................................
For footnotes, see page 318.
%
4.5
2.5
2.5
In December 2011, against the backdrop of
eurozone instability, the EBA recommended that
banks aim to reach a 9% EBA-defined core tier 1
ratio by the end of June 2012. In July 2013, the EBA
replaced the 2011 recapitalisation recommendation
with a new measure on capital preservation. This
equates for HSBC to US$104bn, compared with
actual core tier 1 capital held of US$141bn at
30 June 2013. To monitor this, banks submitted
additional reporting and capital plans in November
2013 to demonstrate that appropriate levels of capital
are being preserved. The EBA indicated they will
review this recommendation by December 2014.
RWA integrity
In July 2013, the Basel Committee published its
findings on the ‘Analysis of risk-weighted assets
for credit risk in the banking book’, reporting
that while the majority of RWA variability arises
from the underlying credit quality of a portfolio,
differences also arise from banks’ choices under
316
the IRB approach. One of its recommendations to
counteract this variance was the introduction of
new or increased capital floors.
In parallel with the above and as part of the
review of the Basel capital framework, also in July
2013, the Basel Committee published a discussion
paper on its findings, ‘The regulatory framework:
balancing risk sensitivity, simplicity and
comparability’. The Basel Committee proposed that
a range of measures should be considered, including
the possibility of additional floors, as a potential tool
to constrain the effect of variation in RWAs derived
from internal model outputs, to provide further
comfort that banks’ risks are adequately capitalised
and to make capital ratios more comparable.
In November 2013, the FPC postponed a
decision on whether to propose parallel RWA
disclosures by UK banks on the Basel standardised
approach, pending further assessment by the PRA of
the merits, cost and benefits of such a proposition.
In December 2013, the EBA published the final
results of its investigation into RWAs in the banking
book, aimed at identifying any material difference in
RWA outcomes between banks and understanding the
sources of such differences. The report concluded that
differences in implementation of the IRB approach
were linked to differences in practice on the part of
both supervisors and banks.
The EBA set out a number of policy
recommendations to address its findings. These
include enhancing the disclosure and transparency
of RWA-related information, supporting supervisors
in properly implementing the single rulebook with
the delivery of existing mandates set out in CRD IV
and developing additional guidance that specifically
addresses and facilitates consistency in supervisory
and bank practice.
We are reviewing these proposals and aim to
further develop the measures that have already been
taken to support and provide transparency to our
metrics, such as RWA flow analysis (on pages 302
and 303) and RWA density analysis (on page 36 of
the Pillar 3 Disclosures 2013 report), which reflects
our compliance with the EDTF framework.
Structural banking reform
The Independent Commission on Banking (‘ICB’)
published its final report in September 2011 and the
UK government expressed broad approval for the
principle of establishing a ring-fenced bank for retail
banking activities and greater loss absorbing
capacity.
In December 2013, the UK’s Financial Services
(Banking Reform) Act 2013 received Royal Assent,
becoming primary legislation. It implements
the recommendations of the ICB and of the
Parliamentary Commission on Banking Standards,
which inter alia establish a framework for ‘ring-
fencing’ the UK retail banking from trading
activities, and sets out requirements for loss
absorbency in the form of equity capital and loss
absorbing debt. The PRA, subject to the approval
of HM Treasury, is empowered to require banking
groups to restructure their operations if it considers
that the operation of the ring-fence in a group is
proving to be ineffective. The exercise of these
powers may lead to groups being required to split
their retail and investment banking operations into
separate corporate groups. A consultation has also
taken place on draft secondary legislation setting out
further details but the underlying rules from
supervisory authorities are not yet available.
The UK Financial Services (Banking Reform)
Act 2013 also creates a ‘bail-in’ mechanism as an
additional resolution tool alongside existing options
to transfer all or part of the bank to a private sector
purchaser, to transfer parts of the bank to a new
'bridge' bank which is later sold or takes the bank
into temporary public sector ownership. In a ‘bail-
in’, shareholders and creditors in the bank have their
investments written down in value or converted into
new interests (such as new shares) without the bank
being placed in liquidation. This allows the bank to
continue to provide its core banking services without
interruption and ensures that the solvency of the
bank is addressed without taxpayer support, while
also allowing the Bank of England to provide
temporary funding to this newly solvent bank.
Certain liabilities such as deposits protected by
the Financial Services Compensation Scheme are
excluded from bail-in. It is intended that these bail-in
provisions will be consistent with the European
Recovery and Resolution Directive once it comes
into force.
The UK government intends to complete the
legislative process by the end of this Parliament in
May 2015 and to have reforms in place by 2019.
In February 2012, the European Commission
appointed a High Level Expert Group under the
Governor of the Bank of Finland, Erkki Liikanen,
to consider potential structural changes in banks
within the EU. The group recommended, inter alia,
the ring-fencing of certain market-making and
trading activities from the deposit-taking and retail
payments activities of major banks and possible
amendments to the use of bail-in instruments as
a resolution tool, as well as a number of other
comments.
In January 2014, following a consultation
period, the European Commission published its
own legislative proposals on the structural reform
of the European banking sector which would
prohibit proprietary trading in financial instruments
and commodities, and enable supervisors to require
trading activities such as market-making, complex
derivatives and securitisation operations to be
undertaken in a separate subsidiary from deposit
taking activities.
The ring-fenced deposit taking entity would
be subject to separation from the trading entity
including capital and management structures,
issuance of own debt and arms-length transactions
between entities.
The proposals allow for derogation from these
requirements for super-equivalent national regimes.
On the current basis, it is understood that non-EU
subsidiaries of the Group which could be separately
resolved without a threat to the financial stability of
the EU would be excluded from the proposals.
The proposals will now be subject to discussion
in the European Parliament and the Council of
Ministers (representing the EU member states)
and are not expected to be finalised in 2014. The
implementation date for any separation under the
final rules would depend upon the date on which
the final legislation is agreed. The relationship
between the UK, French, German and any EU
proposals has still to be clarified (as does the
interactivity between any of these proposals and the
US Volcker Rule), although the G20 has asked the
FSB, in collaboration with the IMF and OECD, to
assess the cross-border consistency and global
financial stability implications of structural
measures, to be completed by the end of 2014.
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Report of the Directors: Financial Review (continued)
Capital > Footnotes to Capital // Appendix to Capital > Capital management
Footnotes to Capital
1 The basis of preparation for the calculation of the CET1 ratio is detailed on page 324. The CET1 ratio presented for 31 December 2012
has changed from the presentation in the Annual Report and Accounts 2012 and is shown post anticipated management actions to
mitigate capital deductions for non-significant holdings of financial sector entities, consistent with the Interim Report 2013. Selected
management actions have since been undertaken.
2 The value represents marked-to-market method only.
3 Operational risk RWAs, under the standardised approach, are calculated using an average of the last three years’ revenues. For
business disposals, the operational risk RWAs are not removed immediately on disposal, but diminish over a period of time. The RWAs
for the CRS business represent the remaining operational risk RWAs for the business.
4 RWAs are non-additive across geographical regions due to market risk diversification effects within the Group.
5 There has been a change to the calculation of the key drivers of RWA movements in 2013, which is now performed at a more granular
level to include global businesses. See page 322 for the basis of preparation and supporting notes.
6 Includes externally verified profits for the year ended 31 December 2013.
7 Mainly comprises unrealised gains/losses on available-for-sale debt securities related to SPEs.
8 Under PRA rules, unrealised gains/losses on debt securities net of tax must be excluded from capital resources.
9 Under PRA rules, any defined benefit asset is derecognised and a defined benefit liability may be substituted with the additional funding
that will be paid into the relevant schemes over the following five-year period.
10 Mainly comprise investments in insurance entities. Due to the expiry of the transitional provision, with effect from 1 January 2013,
material insurance holding companies acquired prior to 20 July 2006 are deducted 50% from tier 1 and 50% from total capital at
31 December 2013.
11 Includes own credit spread on trading liabilities.
12 In November 2013, the PRA published its expectations that from 1 January 2014, capital resources should be held equivalent to at least
7% of risk-weighted assets using a Basel III end point definition of CET1 but after taking into account any adjustments set by the PRA
to reflect the FPC’s capital shortfall exercise recommendations. We assume but it has not yet been confirmed that the 7% equates to the
4.5% minimum CET1and the 2.5% capital conservation buffer requirements.
13 The systemic buffers are still pending transposition in the UK.
318
Appendix to Capital
Capital management, capital measurement and RWA movement
Capital management
(Audited)
Approach and policy
Our approach to capital management is driven by our strategic and organisational requirements, taking into account
the regulatory, economic and commercial environment in which we operate. Pre-tax return on risk-weighted assets
(‘RoRWA’) is an operational metric by which the global businesses are managed on a day-to-day basis. The metric
combines return on equity and regulatory capital efficiency objectives. It is our objective to maintain a strong capital
base to support the risks inherent in our business and invest in accordance with our six filters framework, exceeding
both consolidated and local regulatory capital requirements at all times.
Our policy on capital management is underpinned by a capital management framework which enables us to
manage our capital in a consistent manner. The framework, which is approved by the GMB annually, incorporates
a number of different capital measures including market capitalisation, invested capital, economic capital and
regulatory capital. Whilst also monitoring capital at a Group level on a Basel II basis, we set our internal target on an
end point Basel III CET1 basis.
Capital measures
• market capitalisation is the stock market value of HSBC;
• invested capital is the equity capital invested in HSBC by our shareholders, adjusted for certain reserves and goodwill previously
amortised or written off;
• economic capital is the internally calculated capital requirement which we deem necessary to support the risks to which we are exposed;
and
• regulatory capital is the capital which we are required to hold in accordance with the rules established by the PRA for the consolidated
Group and by our local regulators for individual Group companies.
Our assessment of capital adequacy is aligned to our assessment of risks, including: credit, market, operational,
interest rate risk in the banking book, pension fund, insurance, structural foreign exchange risk and residual risks.
Stress testing
In addition to our internal stress tests, the Group is subject to supervisory stress testing in many jurisdictions.
Supervisory requirements are increasing in frequency and in the granularity with which the results are required.
These exercises include the programmes of the PRA, the Federal Reserve Board, The EBA, the ECB and the Hong
Kong Monetary Authority, as well as stress tests undertaken in many other jurisdictions. We take into account the
results of all such regulatory stress testing when assessing our internal capital requirements.
Risks to capital
Outside the stress-testing framework, a list of top and emerging risks is regularly evaluated for their effect on both
the core tier 1 and CET1 capital ratios. In addition, other risks may be identified which have the potential to affect
our RWAs and/or capital position. These risks are also included in the evaluation of risks to capital. The downside or
upside scenarios are assessed against our capital management objectives and mitigating actions are assigned as
necessary. The responsibility for global capital allocation principles and decisions rests with the GMB. Through our
internal governance processes, we seek to maintain discipline over our investment and capital allocation decisions
and seek to ensure that returns on investment are adequate after taking into account capital costs. Our strategy is to
allocate capital to businesses and entities on the basis of their ability to achieve established RoRWA objectives and
their regulatory and economic capital requirements.
Risk-weighted asset targets
RWA targets for our global businesses are established in accordance with the Group’s strategic direction and risk
appetite, and approved through the Group’s annual planning process. As these targets are deployed to lower levels of
management, action plans for implementation are developed. These may include growth strategies; active portfolio
management; restructuring; business and/or customer-level reviews; RWA efficiency and optimisation initiatives and
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Report of the Directors: Financial Review (continued)
Capital > Appendix to Capital > Capital measurement and allocation
risk-mitigation. Our capital management process is articulated in the annual Group capital plan which is approved by
the Board.
Business performance against RWA targets is monitored through regular reporting to the Group ALCO. The
management of capital deductions is also addressed in the RWA monitoring framework through additional notional
charges for these items.
Analysis is undertaken in the RWA monitoring framework to identify the key drivers of movements in the position,
such as book size and book quality. Particular attention is paid to identifying and segmenting items within the day-to-
day control of the business and those items that are driven by changes in risk models or regulatory methodology.
Capital generation
HSBC Holdings is the primary provider of equity capital to its subsidiaries and also provides them with non-equity
capital where necessary. These investments are substantially funded by HSBC Holdings’ own capital issuance and
profit retention. As part of its capital management process, HSBC Holdings seeks to maintain a prudent balance
between the composition of its capital and its investment in subsidiaries.
Capital measurement and allocation
(Unaudited)
The PRA supervises HSBC on a consolidated basis and therefore receives information on the capital adequacy of,
and sets capital requirements for, the Group as a whole. Individual banking subsidiaries are directly regulated by their
local banking supervisors, who set and monitor their capital adequacy requirements. In 2013, we calculated capital at
a Group level using the Basel II framework as amended for CRD III, commonly known as Basel 2.5, and on an end
point Basel III basis.
Our policy and practice in capital measurement and allocation at Group level is underpinned by the Basel II rules and
Basel III rules. However, local regulators are at different stages of implementation. In most jurisdictions, non-
banking financial subsidiaries are also subject to the supervision and capital requirements of local regulatory
authorities.
Basel II is structured around three ‘pillars’: minimum capital requirements, supervisory review process and market
discipline. The CRD implemented Basel II in the EU and, in the UK, the predecessor to the PRA then gave effect
to the CRD by including the latter’s requirements in its own rulebooks.
Regulatory capital
For regulatory purposes, our capital base is divided into three main categories, namely core tier 1, other tier 1 and
tier 2, depending on the degree of permanency and loss absorbency exhibited.
•
•
•
core tier 1 capital comprises shareholders’ equity and related non-controlling interests. The book values of
goodwill and intangible assets are deducted from core tier 1 capital and other regulatory adjustments are made
for items reflected in shareholders’ equity which are treated differently for the purposes of capital adequacy;
qualifying capital instruments such as non-cumulative perpetual preference shares and hybrid capital securities
are included in other tier 1 capital; and
tier 2 capital comprises qualifying subordinated loan capital, related non-controlling interests, allowable
collective impairment allowances and unrealised gains arising on the fair valuation of equity instruments held as
available for sale. Tier 2 capital also includes reserves arising from the revaluation of properties.
To ensure the overall quality of the capital base, the PRA’s rules set restrictions on the amount of hybrid capital
instruments that can be included in tier 1 capital relative to core tier 1 capital, and limits overall tier 2 capital to no
more than tier 1 capital.
Pillar 1 capital requirements
Pillar 1 covers the capital resources requirements for credit risk, market risk and operational risk. Credit risk includes
counterparty credit risk and securitisation requirements. These requirements are expressed in terms of RWAs.
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Credit risk capital requirements
Basel II applies three approaches of increasing sophistication to the calculation of Pillar 1 credit risk capital
requirements. The most basic, the standardised approach, requires banks to use external credit ratings to determine
the risk weightings applied to rated counterparties. Other counterparties are grouped into broad categories and
standardised risk weightings are applied to these categories. The next level, the internal ratings-based (‘IRB’)
foundation approach, allows banks to calculate their credit risk capital requirements on the basis of their internal
assessment of a counterparty’s probability of default (‘PD’), but their estimates of exposure at default (‘EAD’) and
loss given default (‘LGD’) are subject to standard supervisory parameters. Finally, the IRB advanced approach
allows banks to use their own internal assessment in both determining PD and quantifying EAD and LGD.
The capital resources requirement, which is intended to cover unexpected losses, is derived from a formula specified
in the regulatory rules which incorporates PD, LGD, EAD and other variables such as maturity and correlation.
Expected losses under the IRB approaches are calculated by multiplying PD by EAD and LGD. Expected losses
are deducted from capital to the extent that they exceed total accounting impairment allowances.
For credit risk we have adopted the IRB advanced approach for the majority of our portfolios, with the remainder on
either IRB foundation or standardised approaches.
Under our Basel II rollout plans, a number of our Group companies and portfolios are in transition to advanced IRB
approaches. At the end of 2013, the majority of our portfolios in Europe, Hong Kong, Rest of Asia-Pacific and North
America were on advanced IRB approaches. Others remain on the standardised or foundation approaches under Basel
II, pending definition of local regulations or model approval, or under exemptions from IRB treatment.
• Counterparty credit risk
CCR arises for OTC derivatives and securities financing transactions. It is calculated in both the trading and non-
trading books and is the risk that the counterparty to a transaction may default before completing the satisfactory
settlement of the transaction. Three approaches to calculating CCR and determining exposure values are defined
by Basel II: standardised, mark-to-market and internal model method. These exposure values are used to
determine capital requirements under one of the credit risk approaches: standardised, IRB foundation and IRB
advanced.
We use the mark-to-market and internal model method approaches for CCR. Our longer-term aim is to migrate
more positions from the mark-to-market to the internal model method approach.
•
Securitisation
Securitisation positions are held in both the trading and non-trading books. For non-trading book securitisation
positions, Basel II specifies two methods for calculating credit risk requirements, the standardised and the IRB
approaches. Both rely on the mapping of rating agency credit ratings to risk weights, which range from 7% to
1,250%. Positions that would otherwise be weighted at 1,250% are deducted from capital.
Within the IRB approach, we use the ratings-based method for the majority of our non-trading book
securitisation positions, and the internal assessment approach for unrated liquidity facilities and programme-wide
enhancements for asset-backed securitisations.
The majority of securitisation positions in the trading book are treated for capital purposes as if they are held in
the non-trading book under the standardised or IRB approaches. Other traded securitisation positions, known as
correlation trading, are treated under an internal model approach approved by the PRA.
Market risk capital requirement
The market risk capital requirement is measured using internal market risk models where approved by the PRA, or
the PRA’s standard rules. Our internal market risk models comprise VaR, stressed VaR, incremental risk charge and
correlation trading under the comprehensive risk measure.
Operational risk capital requirement
Basel II includes a capital requirement for operational risk, again utilising three levels of sophistication. The capital
required under the basic indicator approach is a simple percentage of gross revenues, whereas under the standardised
approach it is one of three different percentages of total operating income less insurance premiums allocated to each
of eight defined business lines. Both these approaches use an average of the last three financial years’ revenues.
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Report of the Directors: Financial Review (continued)
Capital > Appendix to Capital > Capital measurement and allocation / RWA movements by key driver
Finally, the advanced measurement approach uses banks’ own statistical analysis and modelling of operational risk
data to determine capital requirements. We have adopted the standardised approach in determining our operational
risk capital requirements.
Pillar 2 capital requirements
We conduct an Internal Capital Adequacy Assessment Process (‘ICAAP’) to determine a forward looking assessment
of our capital requirements given our business strategy, risk profile, risk appetite and capital plan. This process
incorporates the Group’s risk management processes and governance framework. A range of stress tests are applied
to our base capital plan. These, coupled with our economic capital framework and other risk management practices,
are used to assess our internal capital adequacy requirements.
The ICAAP is examined by the PRA as part of its Supervisory Review and Evaluation Process, which occurs
periodically to enable the regulator to define the individual capital guidance or minimum capital requirements for
HSBC and capital planning buffer where required.
Pillar 3 disclosure requirements
Pillar 3 of the Basel framework is related to market discipline. It aims to make firms more transparent by requiring
them to publish, at least annually, a report giving a comprehensive view of their risk profile including specific,
prescribed details of their risks, capital and the management of these. Our Pillar 3 Disclosures 2013 report is
published on the HSBC website, www.hsbc.com.
RWA movement by key driver – basis of preparation and supporting notes
(Unaudited)
Credit risk drivers – definitions and quantification
The causal analysis of RWA movements splits the total movement in IRB RWAs into six drivers, described below.
The first four relate to specific, identifiable and measurable changes. The remaining two, book size and book quality,
are derived after accounting for movements in the first four specific drivers.
1. Foreign exchange movements
This is the movement in RWAs as a result of changes in the exchange rate between the functional currency of the
HSBC company owning each portfolio and US dollars, being our presentation currency for consolidated reporting.
We hedge structural foreign exchange exposures only in limited circumstances. Our structural foreign exchange
exposures are managed with the primary objective of ensuring, where practical, that our consolidated capital ratios
and the capital ratios of individual banking subsidiaries are largely protected from the effect of changes in exchange
rates. This is usually achieved by ensuring that, for each subsidiary bank, the ratio of structural exposures in a given
currency to risk-weighted assets denominated in that currency is broadly equal to the capital ratio of the subsidiary in
question.
2. Acquisitions and disposals
This is the movement in RWAs as a result of the disposal or acquisition of business operations. This can be whole
businesses or parts of a business. The movement in RWAs is quantified based on the credit risk exposures as at the
end of the month preceding a disposal or following an acquisition.
3. Model updates
New/updated models
RWA movements arising from the implementation of new models and from changes to existing parameter models
are allocated to this driver. This figure will also include changes which arise following review of modelling
assumptions. Where a model recalibration reflects an update to more recent performance data, the resulting RWA
changes are not assigned here, but instead reported under book quality.
RWA changes are estimated based on the impact assessments made in the testing phase prior to implementation.
These values are used to simulate the impact of new or updated models on the portfolio at the point of
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implementation, assuming there were no major changes in the portfolio from the testing phase to implementation
phase.
Portfolios moving onto IRB approach
Where a portfolio moves from the standardised approach to the IRB approach, the RWA movement by key driver
statement shows the increase in IRB RWAs, but does not show the corresponding reduction in standardised approach
RWAs as its scope is limited to IRB only.
The movement in RWAs is quantified at the date at which the IRB approach is applied, and not during the testing
phase as with a new/updated model.
4. Methodology and policy
Internal regulatory updates
This captures the RWA impact resulting from changing the internal treatment of exposures. This may include, but is
not limited to, a portfolio or a part of one moving from an existing IRB model onto a standardised model,
identification of netting and credit risk mitigation.
External regulatory updates
This specifies the impact resulting from additional or changing regulatory requirements. This includes, but is not
limited to, regulatory-prescribed changes to the RWA calculation. The movement in RWAs is quantified by
comparing the RWAs calculated for that portfolio under the old and the new requirements.
5. Book size
RWA movements attributed to this driver are those we would expect to experience for the given movement in
exposure, as measured by EAD, assuming a stable risk profile. These RWA movements arise in the normal course of
business, such as growth in credit exposures or reduction in book size from run-offs and write-offs.
The RWA movement is quantified as follows:
• RWA and EAD changes captured in the four drivers above are excluded from the total movements to create an
adjusted movement in EAD and RWA for the period.
• The average RWA to EAD percentage is calculated for the opening position and is applied to the adjusted
movement in EAD. This results in an estimated book size RWA movement based on the assumption that the
EAD to RWA percentage is constant throughout the period.
As the calculation relies on averaging, the output is dependent upon the degree of portfolio aggregation and the
number of discrete time periods for which the calculation is undertaken. For each quarter of 2013 this calculation was
performed for each HSBC company with an IRB portfolio by global businesses, split by the main Basel categories of
credit exposures, as described in the table below:
Basel categories of IRB credit exposures within HSBC
Central governments and central banks
Corporate foundation IRB
Qualifying revolving retail exposures
Institutions
Corporate advanced IRB
Other advanced IRB
Retail mortgages
Retail SME
Other retail
The total of the results is shown in book size within the RWA movement by key driver table.
6. Book quality
This represents RWA movements resulting from changes in the underlying credit quality of customers. These are
caused by changes to IRB risk parameters which arise from actions such as, but not limited to, model recalibration,
change in counterparty external rating, or the influence of new lending on the average quality of the book. The
change in RWAs attributable to book quality is calculated as the balance of RWA movements after taking account of
all drivers described above.
The RWA movement by key driver statement includes only movements which are calculated under the IRB
approach. Certain classes of credit risk exposure are treated as capital deductions and therefore reductions are not
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Report of the Directors: Financial Review (continued)
Capital > Appendix to Capital > Capital measurement and allocation
shown in this statement. If the treatment of a credit risk exposure changes from RWA to capital deduction in the
period, then only the reduction in RWAs would appear in the RWA movement by key driver tables. In this instance,
a reduction in RWAs does not necessarily indicate an improvement in the capital position.
Counterparty risk drivers – definitions and quantification
The RWA movement by key driver for counterparty credit risk calculates the credit risk drivers 5 and 6 at a more
granular level, by using transaction level details provided by regional sites. ‘Foreign exchange movement’ is not a
reported layer for counterparty risk drivers, as there is cross currency netting across the portfolio.
Market risk drivers – definitions and quantification
The RWA movement by key driver for market risk combines the credit risk drivers 5 and 6 into a single driver called
‘Movements in risk levels’. The market risk RWA driver called ‘Foreign exchange movements and other’ includes
foreign exchange movements and additional items which cannot be reasonably assigned to any of the other drivers.
Basis of preparation of the estimated effect of the CRD IV end point applied to the 31 December
2013 position
(Unaudited)
The table on page 311 presents a reconciliation of our reported core tier 1 and RWA position at 31 December 2013
to the pro forma estimated CET1 and estimated RWAs based on the Group’s interpretation of the final CRD IV
legislation and final rules issued by the PRA, supplemented by ongoing regulatory guidance, as applicable. At
31 December 2012, we estimated the impact based on the July 2011 draft CRD IV text.
CRD IV was finalised in June 2013 and came into effect on 1 January 2014. The final text of the legislation contains
significant provisions for national discretion and in December 2013 the PRA published Policy Statement PS7/13
containing the final rules and supervisory statements implementing CRD IV in the UK.
Notwithstanding, there remains considerable areas of uncertainty in the legislation, with numerous formal regulatory
technical standards (‘RTS’) and implementing technical standards due for issue by the EBA still to be drafted and
finalised by the European Commission, leaving the CRD IV rules subject to significant uncertainty. We have not
incorporated the impact of those draft standards in our estimates. Furthermore, PRA consultations on capital buffers
and Pillar 2 have been delayed to 2014.
As the transposition of the CRD IV rules in the UK was only published in late December, we are still in the process
of upgrading our models and systems used to calculate capital numbers in a CRD IV environment. As a consequence,
the estimates include manual adjustments and are subject to change.
Given the above, the final CRD IV impact on the Group’s CET1 and RWAs may differ from our current estimates.
The detailed basis of preparation is described below for items that are different from the rules in application as at
31 December 2013 (‘Basel II/PRA old regime’). We have also outlined where the basis of preparation has changed
from our 31 December 2012 disclosures, principally as a result of publication of PRA’s final rules and ongoing
regulatory clarification of the rules as understanding evolves.
At 31 December 2013, our estimate of individual non-significant holdings in financial sector entities that are,
in aggregate, above 10% of the Group’s CET1 capital translates into a net long position amount that is below the
threshold for deduction, as a result of management actions executed to optimise our maturity profile and make best
use of matching opportunities. Our estimates are based on the CRD IV final rules and ongoing regulatory guidance.
The EBA’s publication of their final draft RTS on ‘Own Funds – Part III’ on 13 December 2013 elaborates on the
capital calculation of holdings of capital instruments of financial sector entities. The draft contains significant change
from initial consultation and still due for consideration and adoption by the European Commission. This is currently
under review and depending upon the final standard we will consider what, if any, further management actions will
be possible to mitigate any impact.
To effect the deduction of significant investments in insurance companies from CET1, we have removed from the
Group consolidated reserves the contribution of our insurance business and calculated the amount of the insurance
holding deduction, subject to threshold calculations, at cost. The regulatory treatment of insurance holdings was
clarified in the final PRA rules as set out in PS 7/13.
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Following regulatory guidance, our CET1 capital ratio as at 31 December 2013 reflects our prospective fourth
interim dividend declared, net of projected scrip dividend, which will be paid in 2014. This represents a change in
our basis of preparation.
Key regulatory adjustments applied to core tier 1 in respect of amounts subject to CRD IV treatment
Fourth interim dividend: we have deducted the prospective fourth interim dividend from our CET1 capital at
31 December 2013, following our interpretation of the final rules and regulatory clarification. The amount deducted
corresponds to the declared dividend, net of the scrip amount estimated based on our historic planning assumptions.
This follows CRD IV final rules and represents a change in the basis of preparation compared with 31 December
2012 as well as the current disclosed capital position under Basel II.
Deconsolidation of insurance undertakings in reserves: under the Basel II/PRA old regime, the Group
consolidated reserves include the post-acquisition reserves of our unconsolidated insurance businesses, which is then
reflected in the value of the Basel II deduction from tier 1 and tier 2 capital. The CRD IV rules do not consider such
a treatment. However, the PRA stated in PS 7/13 that the treatment contemplated under the PRA old regime was no
longer considered appropriate. In accordance with the PRA’s final rules, we have therefore excluded the post-
acquisition reserves from our CET1 reserves, leaving the investment to be deducted from CET1 (subject to
thresholds) valued at cost.
Investments in own shares through the holding of composite products of which HSBC is a component
(exchange traded funds, derivatives, and index stock): the value of our holdings of own CET1 instruments,
where it is not already deducted under IFRSs, is deducted from CET1. Under CRD IV, this deduction comprises
not only direct but also indirect and synthetic, actual and contingent, banking and trading book gross long positions.
Trading book positions are calculated net of short positions only where there is no counterparty credit risk on these
short positions (this restriction does not apply to short index positions being offset against other index positions).
The EBA’s publication of their final draft RTS on ‘Own Funds – Part III’ on 13 December 2013 elaborates on the
capital calculation of holdings of capital instruments of financial sector entities. The draft contains significant change
from initial consultation and still due for consideration and adoption by the European Commission. This is currently
under review and may change our estimates. Depending upon the final standard we will consider what, if any,
management actions will be possible to mitigate any impact.
Under Basel II/PRA old regime, there is no regulatory adjustment made to the amounts already deducted under IFRS
rules.
Surplus non-controlling interest disallowed in CET1: non-controlling interests arising from the issue of common
shares by our banking subsidiaries receive limited recognition. The excess over the minimum capital requirements
of the relevant subsidiary, calculated on the basis of its local reporting as well as its contribution to the parent
consolidated requirements, is not allowable in the Group’s CET1 capital to the extent it is attributable to minority
shareholders.
The final rules require a calculation of the surplus to be undertaken at the sub-consolidated level for each relevant
subsidiary. In addition, the calculation of the minimum requirements of the subsidiary includes any additional capital
requirements imposed by the local regulations, to the extent those are to be met by CET1 capital.
Under the Basel II/PRA old regime, there is no regulatory restriction applied to minority interests.
Unrealised gains/(losses) on available-for-sale debt securities: under CRD IV, there is no adjustment to remove
from CET1 capital unrealised gains and losses on available-for-sale debt securities. The final CRD IV text includes
a national discretion for competent authorities to retain a prudential filter for those unrealised gains or losses on
exposures to central governments. In PS 7/13, the PRA clarified that they were unlikely to apply such a filter and as a
consequence we have not applied such a filter in our estimates.
Under Basel II, both unrealised gains and losses are removed from capital (net of tax).
Unrealised gains on available-for-sale equities and reserves arising from revaluation of property: there is no
adjustment for unrealised gains and losses on reserves arising from the revaluation of property and on available-for-
sale equities. Under the Basel II/PRA old regime, unrealised net gains on these items are included in tier 2 capital
(net of deferred tax) and net losses are deducted from tier 1 capital.
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Report of the Directors: Financial Review (continued)
Capital > Appendix to Capital > Capital measurement and allocation
Defined benefit pension fund assets and liabilities: in line with the Basel II/PRA old regime, the amount of
retirement benefit assets as reported on the balance sheet is to be deducted from CET1. At 31 December 2013, the
amount of retirement benefit liabilities as reported on the balance sheet was fully recognised in CET1 rather than
being replaced by any commitment funding plans as allowed under the Basel II/PRA old regime.
Excess of expected losses over impairment allowances deducted 100% from CET1: the amount of excess of
expected losses over impairment allowances is deducted 100% from CET1. Under the Basel II/PRA old regime, this
amount is deducted 50% from core tier 1 and 50% from total capital.
Removal of 50% of tax credit adjustment for expected losses: the amount of expected losses in excess of
impairment allowances that is deducted from CET1 capital is not reduced for any related tax effects. Under the
Basel II/PRA old regime, any related tax credit offset is recognised 50% in core tier 1 and 50% in tier 1 capital.
Securitisation positions risk-weighted under CRD IV: securitisation positions that were deducted from core tier 1
under the Basel II/PRA old regime have been included in RWAs at 1,250%.
Deferred tax liabilities on intangibles: the amount of intangible assets deducted from CET1 has been reduced by
the related deferred tax liability. Under Basel II, the goodwill and intangible assets are deducted at their accounting
value.
Deferred tax assets that rely on future profitability (excluding those arising from temporary differences): the
deferred tax assets that rely on future profitability and do not arise from temporary differences are deducted 100%
from CET1. The deferred tax assets that rely on future profitability and arise from temporary differences are subject
to the separate threshold deduction approach detailed separately. Under Basel II, these items receive a risk weighting
of 100%.
Additional valuation adjustment (referred to as prudent valuation adjustment or ‘PVA’): under Basel II, banks
are required to comply with requirements for prudent and reliable valuation of any balance sheet position measured
at market or fair value. Under CRD IV, all assets and derivatives measured at fair value are subject to specified
standards for prudent valuation, covering uncertainty around the input factors into the fair value valuation models –
namely, uncertainty around the mark-to-market of positions, model risk, valuation of less liquid positions and credit
valuation adjustments.
Where the accounting fair value calculated under IFRSs is higher than the valuation amount resulting from the
application of the prudential adjustments, this would result in an additional valuation adjustment or PVA deduction
from CET1 capital.
Following PRA direction, we have included an estimate of the impact of PVA, on a tax-effected basis, based on
our current methodology. However, there is guidance outstanding following ongoing EBA consultation. A new
consultation paper was issued by the EBA in July 2013 and a Quantitative Impact Study was launched on 22 July
2013 to assess the effect of the proposals. Further clarity on the requirements following finalisation of the EBA
process and discussions with our regulator could potentially change this figure.
Debit valuation adjustment (‘DVA’): the amount of all fair value gains and losses on OTC derivative liabilities
that results from changes to our own credit spread are derecognised from CET1.
Individually non-significant holdings in CET1 capital of financial sector entities in aggregate above 10% of
HSBC CET1: under CRD IV, the investments in CET1 instruments of financial sector entities, where we have a
holding of not more than 10% of the CET1 instruments issued by those entities, are deducted from CET1 to the
extent the aggregate amount of such holdings exceeds 10% of our CET1 capital (calculated before any threshold
deductions).
At 31 December 2012 we had quantified the effect of management actions estimated to be necessary to negate a
capital deduction against this item. This followed an interpretation of the draft July 2011 CRD IV rules around the
restriction in the rules for netting of long and short positions held in the trading book, whereby the maturity of the
short position has to match the maturity of the long position, or have a residual maturity of no less than a year.
Consistent with our interim disclosures, we have changed the basis of presentation of the CRD IV estimated capital
position as at 31 December 2012 in the table on page 311 to reflect the effect of the management actions deemed
necessary at the time.
At 31 December 2013, following publication of CRD IV and evolving regulatory discussions, as well as systems
enhancements, we have been able to more effectively match our long and short positions under one year maturity. In
326
addition, we have now executed selected management actions to optimise our maturity profile and make best use of
matching opportunities which bring our net long position below the deduction threshold.
The EBA’s publication of their final draft RTS on ‘Own Funds – Part III’ on 13 December 2013 offers clarification
on the extent to which we are required to look through holdings in intermediate entities to identify indirect financial
sector exposures. This is currently under review and depending upon the final standard we will consider the impact
and what, if any, further management actions will be taken.
Deductions under threshold approach: under CRD IV, where we have a holding of more than 10% of the CET1
instruments issued by banks, financial institutions and insurance entities which is not part of our regulatory
consolidation, that holding is subject to a threshold deduction approach. Under the Basel II/PRA old regime, these
exposures are deducted 50% from tier 1 capital and 50% from total capital, except for certain insurance holdings
that met the requirements under the transitional provision of the current rules and until 31 December 2012 that were
allowed to be deducted 100% from total capital.
Deferred tax assets that rely on the future profitability of the bank to be realised and which arise from temporary
differences are also subject to this threshold deduction approach. Under the Basel II/PRA old regime, these assets
would be subject to 100% risk weighting.
Under CRD IV, the amount of such deferred tax assets and significant investments which individually and in
aggregate exceed 10% and 15% respectively of our CET1, are fully deducted from CET1 capital. Amounts falling
below the 10% and 15% thresholds are risk-weighted at 250%.
Key changes to capital requirements introduced by CRD IV
Credit valuation adjustment (‘CVA’) risk: introduced as a new requirement under CRD IV rules, this is a capital
charge to cover the risk of mark-to-market losses on expected counterparty risk, and is referred to as a regulatory
CVA risk capital charge.
Where we have both specific risk VAR approval and internal model method approval for a product, the CVA VAR
approach has been used to calculate the CVA capital charge. Where we do not hold both approvals, the standardised
approach has been applied. We have estimated our regulatory CVA risk capital charge calculated on a full range of
derivative counterparties on the basis of the final CRD IV text, which exempts from the calculation of the CVA risk
capital charge certain corporates, retirement benefits pension funds and specific sovereign bodies.
We have identified the counterparties falling under the corporates exemption in a manner consistent with their
categorisation for the purposes of related EU regulation concerning mandatory clearing of derivatives. We have also
exempted applicable sovereigns.
At 31 December 2012, we had estimated our regulatory CVA risk capital charge based on the draft July 2011 CRD IV
text, without any exemptions.
Amounts in aggregate below 15% threshold and therefore subject to 250% risk weight: as explained above,
items that fall under the threshold approach treatment under CRD IV, and which are below the 10% and 15%
thresholds, are risk-weighted at 250%.
Securitisation positions and free deliveries risk-weighted under CRD IV: securitisation positions which were
deducted 50% from core tier 1 and 50% from total capital, and free deliveries (i.e., transactions where payment has
been made for securities, foreign currencies or commodities, before receiving them, or where these have been
delivered before receiving payment) that were deducted from total capital under current rules, are now included in
RWAs at 1,250%.
Other movements: includes residual items following the finalisation of the rules and our continued systems
implementation of these.
Notable items relate to changes in counterparty credit risk, such as the increase in the asset value correlation
multiplier for financial counterparties, additional requirements for collateralised counterparties, margin period of risk
and new requirements for exposures to central counterparties.
Similarly for credit risk, this includes key items such as the increase in the multiplier for financial counterparties, the
change in the treatment of deferred tax assets and the confirmation of risk weights for immovable property following
PRA final rules.
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Report of the Directors: Financial Review (continued)
Capital > Appendix to Capital > Leverage ratio // Corporate Governance > Report / Letter from the Group Chairman
Leverage ratio: basis of preparation
(Unaudited)
The estimated tier 1 capital figure is based on an ‘end point Basel III’ definition of tier 1 capital applicable from
1 January 2022, applying the final CRD IV rules published in June 2013. We have calculated our tier 1 capital in
accordance with the basis of preparation outlined on page 324. We also disclose an estimated leverage ratio which
includes, in our tier 1 capital, instruments that will be ineligible for inclusion after the Basel III transitional period has
fully elapsed.
The total exposures are calculated according to the December 2010 Basel III rules text, the instructions for the
Basel III July 2012 Quantitative Impact Study, its related Frequently Asked Questions and the PRA’s guidance on
the methodologies used there. They are based on financial accounting rules for on- and off-balance exposures,
adjusted as follows:
•
•
•
•
•
the scope of netting for derivatives and securities financing transactions (‘SFTs’) is extended to all scenarios
where we would recognise a netting agreement for Basel II regulatory purposes, except for cross-product netting
which is not permitted. For SFTs, only cash payables and receivables are netted and not securities provided or
received;
the inclusion of potential future exposure add-ons for both OTC and exchange-traded derivatives;
off-balance sheet items are included in full except for commitments that are unconditionally cancellable at any
time by HSBC without prior notice, where only 10% of the exposures are included;
the exclusion of items deducted from the calculation of end point tier 1 capital; and
for investments in banking associates that are equity accounted in the financial accounting consolidation but
proportionally consolidated for regulatory purposes, the accounting treatment is used.
It should be noted that this PRA-prescribed basis for disclosing the leverage ratio is not at this time aligned with
the November 2013 supervisory statement, the CRD IV final rules or the Basel Committee’s final proposals on the
Basel III leverage ratio.
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H S B C H O L D I N G S P L C
Report of the Directors: Corporate Governance
Corporate Governance Report / Letter from the Group Chairman
Corporate Governance
Letter from the Group Chairman
Page App1
Dear Shareholder
Corporate Governance Report .................. 329
Letter from the Group Chairman ............. 329
Directors ....................................................... 330
Secretary ...................................................... 335
Group Managing Directors ........................ 336
Board of Directors ....................................... 338
Directors ........................................................ 338
Corporate governance codes ......................... 346
Board committees ........................................ 347
Group Management Board ............................ 347
Group Audit Committee ................................ 348
Group Risk Committee ................................. 352
Financial System Vulnerabilities
Committee ..................................................... 358
Group Remuneration Committee .................. 360
Nomination Committee ................................. 361
Corporate Sustainability Committee ............. 362
Internal control ............................................ 364
Statement on going concern ....................... 367
Employees .................................................... 367
Reward .......................................................... 367
Employee relations ........................................ 367
Diversity and inclusion ................................. 367
Employee development ................................. 368
Employment of disabled persons .................. 368
Health and safety ........................................... 368
Remuneration policy ..................................... 368
Employee share plans .................................... 369
Other required disclosures ......................... 371
Share capital ..................................................
Directors’ interests ........................................
Dividends and shareholders ..........................
372
375
376
2013 Annual General Meeting ................... 371
1 Appendix to Report of the Directors.
Corporate Governance Report
The statement of corporate governance practices
set out on pages 329 to 415 and information
incorporated by reference constitutes the Corporate
Governance Report of HSBC Holdings. The reports
of Board Committees are contained within the
Corporate Governance Report.
329
During 2013, your Board has taken positive
steps to enhance the Group’s corporate governance
framework globally, in part to reflect the heightened
expectations of all of our stakeholders.
We believe that a robust and transparent
corporate governance framework is vital to the
sustainable success of HSBC. The Board has a
critical role in overseeing the transformation agenda
which is underway to simplify the way we run the
Group, making it easier to manage and control.
Management’s focus on the transformation agenda
reflects HSBC’s three strategic priorities: to
implement Global Standards, grow the business and
to simplify and streamline processes. At each of its
meetings and through its Committees, the Board
reviews progress made on implementation of this
agenda and challenges management over the speed
of delivery and options considered. Strengthening
our corporate governance framework to support the
successful implementation of our Global Standards
programme, which includes enhancement of
compliance-related controls and standards relating
to financial crime risk, is a continuing priority focus
within the Board’s agenda.
As an early indication of the Board’s
commitment to support the transformation agenda, at
the start of 2013 we established the Financial System
Vulnerabilities Committee (‘FSVC’) chaired by
Rona Fairhead. Throughout the year this committee
has overseen our progress in achieving enhanced
standards and has provided valuable input in
connection with the controls and procedures adopted
to underpin them. It has also, with the support of its
advisers, worked to identify emerging risks, such
as cyber security, and challenged management on
its plans to address such risks. A key element of
its work in 2013 has been on bolstering ‘Know
Your Customer’ and ‘Enhanced Due Diligence’
procedures, recommending to the Board revisions
and enhancements to existing practices. In January
2014, the Board approved and adopted revised
Global Sanctions and Global Anti-Money
Laundering Programme Policies, to facilitate
implementation and assurance of globally consistent
practices. Adherence to these enhanced standards
is vital to ensure we adopt globally the high
behavioural and compliance standards consistent
with our brand and which meet all of our
commitments under the deferred prosecution
agreement entered into with the US Department
of Justice in December 2012 as well as associated
legal and regulatory undertakings.
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Report of the Directors: Corporate Governance (continued)
Letter from the Group Chairman > Directors
The emphasis we place on adhering to high
behavioural standards and ‘doing the right thing’ has
led us to establish a further new Board Committee,
the Conduct & Values Committee (‘CVC’), which
will be chaired by Rachel Lomax. The CVC, which
incorporates much of what was previously done in
the Corporate Sustainability Committee, will, with a
much expanded role, oversee the design and
application of our policies, procedures and standards
to ensure that we conduct business responsibly
and consistently adheres to HSBC Values. The
CVC will focus on the key themes that underpin our
commitment to meeting societal expectations of the
banking sector; treating customers fairly and openly,
doing business with the right clients, doing business
the right way, being a responsible employer, acting
responsibly towards the communities in which
HSBC operates and treating all stakeholders fairly.
We recognise, and are preparing for, the specific
challenges resulting from continuing regulatory and
legislative changes, such as the corporate
governance aspects of the EU’s Capital
Requirements Directive IV, proposals for a senior
persons regime now contained in the 2014 Banking
Reform Act and support for the establishment of a
professional standards body for banking in the UK.
Ensuring we have a diverse balance of skills,
knowledge and experience on the Board is a
fundamental aspect of successful corporate
governance. In my statement to shareholders on
pages 3 to 5, I welcomed Kathleen Casey, who will
join the Board on 1 March 2014, bringing extensive
experience of financial services regulation. Sir
Jonathan Evans, who joined the Board on 6 August
2013, has added considerable insight on emerging
risks and threats and will take over the chairmanship
of the FSVC during the second quarter of this year.
The Board has also been strengthened by the
appointment of Marc Moses, Group Chief Risk
Officer, as an executive Director with effect from
1 January 2014. This reflects the criticality of the
Risk function.
On behalf of the Board and with the very
capable leadership of its new and existing
committees, I can assure you that your Directors
remain committed to establishing and maintaining
the highest standards of corporate governance
wherever we operate. This is key to the Group’s
ability to capitalise on the opportunities arising from
successful implementation of our strategic priorities.
D J Flint, Group Chairman
24 February 2014
330
Directors
Douglas Flint, CBE, 58
Group Chairman
Skills and experience: Member of the Institute
of Chartered Accountants of Scotland and the
Association of Corporate Treasurers. Fellow of The
Chartered Institute of Management Accountants.
Extensive governance experience gained through
membership of the Boards of HSBC and BP p.l.c.;
considerable knowledge of finance and risk
management in banking, multinational financial
reporting, treasury and securities trading operations;
honoured with a CBE in recognition of his services
to the finance industry. Joined HSBC in 1995 as
Group Finance Director.
Appointed Group Chairman: 2010
Appointed to the Board: 1995
Current appointments include: A director of
The Hong Kong Association and Chairman of the
Institute of International Finance. A member of
the Mayor of Beijing’s International Business
Leaders’ Advisory Council as well as the Mayor of
Shanghai’s International Business Leaders’ Advisory
Council; a member of the International Advisory
Board of the China Europe International Business
School, Shanghai; an independent external member
of the UK Government’s Financial Services Trade
and Investment Board since 20 September 2013,
and by invitation from the Prime Minister a British
Business Ambassador from January 2014.
Former appointments include: Group Finance
Director; Chief Financial Officer and Executive
Director, Risk and Regulation. Co-Chairman of the
Counterparty Risk Management Policy Group III;
Chairman of the Financial Reporting Council’s
review of the Turnbull Guidance on Internal Control;
member of the Accounting Standards Board and
the Standards Advisory Council of the International
Accounting Standards Board; served on the Large
Business Forum on Tax and Competitiveness and
the Consultative Committee of the Large Business
Advisory Board of HM Revenue and Customs;
partner in KPMG; and non-executive director and
Chairman of the Audit Committee of BP p.l.c..
Stuart Gulliver, 54
Group Chief Executive
Chairman of the Group Management Board
Skills and experience: A career banker with over
30 years’ international experience with HSBC; has
held a number of key roles in the Group’s operations
worldwide, including in London, Hong Kong,
Tokyo, Kuala Lumpur and the United Arab Emirates;
played a leading role in developing and expanding
Global Banking and Markets. Joined HSBC in 1980
as International Officer Trainee.
Appointed Group Chief Executive: 2011
Appointed to the Board: 2008
Current appointments include: Chairman of The
Hongkong and Shanghai Banking Corporation
Limited and Chairman of the Group Management
Board. A member of the Monetary Authority of
Singapore International Advisory Panel and the
International Advisory Council of the China Banking
Regulatory Commission.
Former appointments include: Chairman, Europe,
Middle East and Global Businesses and Chairman of
HSBC Bank plc, HSBC Bank Middle East Limited
and HSBC Private Banking Holdings (Suisse) SA.
Head of Global Banking and Markets; Co-Head
of Global Banking and Markets; Head of Global
Markets; Head of Treasury and Capital Markets in
Asia-Pacific; Deputy Chairman of HSBC Trinkaus
& Burkhardt AG and a member of its Supervisory
Board; and Chairman of HSBC France.
Kathleen Casey†, 47
Member of the Group Audit Committee and
Financial System Vulnerabilities Committee with
effect from 1 March 2014.
Skills and experience: Extensive financial
regulatory policy experience. Formerly
Commissioner of the US Securities and Exchange
Commission, acting as the regulator’s principal
representative in multilateral and bilateral regulatory
dialogues, the G-20 Financial Stability Board and the
International Organisation of Securities
Commissions.
Appointed to the Board: 1 March 2014
Current appointments include: Chairman of the
Alternative Investment Management Association,
Senior Advisor of Patomak Global Partners, member
of the Board of Trustees of Pennsylvania State
University, the Trust Fund Board of the Library of
Congress and the Advisory Council of the Public
Company Accounting Oversight Board.
Former appointments include: Staff Director and
Counsel of the United States Senate Committee on
Banking, Housing, and Urban Affairs and
Legislative Director and Chief of Staff for a US
Senator.
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Safra Catz†, 52
Skills and experience: A background in
international business leadership, having helped
transform Oracle into the largest producer of
business management software and the world’s
leading supplier of software for information
management.
Appointed to the Board: 2008
Current appointments include: President and
Chief Financial Officer of Oracle Corporation.
Joined Oracle in 1999 and appointed to the board
of directors in 2001.
Former appointments include: Managing Director
of Donaldson, Lufkin & Jenrette.
Laura Cha†, GBS, 64
Chairman of the Corporate Sustainability Committee
from 1 January 2013 to 31 December 2013. Member
of the Conduct & Values Committee since
17 January 2014 and, with effect from the conclusion
of the 2014 Annual General Meeting, member of the
Nomination Committee.
Skills and experience: Extensive regulatory and
policy making experience in the finance and securities
sector in Hong Kong and mainland China; formerly
Vice Chairman of the China Securities Regulatory
Commission, being the first person outside mainland
China to join the Central Government of the People’s
Republic of China at vice-ministerial rank; awarded
Gold and Silver Bauhinia Stars by the Hong Kong
Government for public service; formerly Deputy
Chairman of the Securities and Futures Commission
in Hong Kong; and has worked in the US and Asia.
Appointed to the Board: 2011
Current appointments include: Non-executive
Deputy Chairman of The Hongkong and Shanghai
Banking Corporation Limited; non-official member
of the Executive Council of Hong Kong SAR; a
Hong Kong Deputy to the 12th National People’s
Congress of China; non-executive director of China
Telecom Corporation Limited; Senior International
Advisor for Foundation Asset Management Sweden
AB; member of the State Bar of California and
Chairman of the Financial Services Development
Council of Hong Kong SAR since 17 January 2013.
A non-executive director of Unilever PLC and
Unilever N.V. since 14 May 2013. Vice Chairman
of the China Securities Regulatory Commission’s
International Advisory Council since July 2004
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Report of the Directors: Corporate Governance (continued)
Directors
and a member of the China Banking Regulatory
Commission’s International Advisory Council since
12 July 2013. Hong Kong delegate for the 12th
National People’s Congress, People’s Republic of
China, since 5 March 2013.
Former appointments include: A non-executive
director of Bank of Communications Co. Ltd.,
Baoshan Iron and Steel Co. Limited, Johnson
Electric Holdings Limited and Chairman of the
University Grants Committee in Hong Kong. Non-
executive director of Hong Kong Exchanges and
Clearing Limited and Tata Consultancy Services
Limited; and Chairman of the ICAC Advisory
Committee on Corruption. Ceased to be a member
of the Advisory Board of the Yale School of
Management on 18 April 2013.
Marvin Cheung†, GBS, OBE, 66
Member of the Group Audit Committee.
Skills and experience: A background in
international business and financial accounting,
particularly in Greater China and the wider Asian
economy; retired from KPMG Hong Kong in 2003
after more than 30 years; awarded the Gold Bauhinia
Star by the Hong Kong Government. Fellow of the
Institute of Chartered Accountants in England and
Wales.
Appointed to the Board: 2009
Current appointments include: A non-executive
director of Hang Seng Bank Limited and HKR
International Limited; non-executive Chairman of
the Airport Authority Hong Kong and the Council
of the Hong Kong University of Science and
Technology; director of The Association of Former
Council Members of The Stock Exchange of Hong
Kong Limited and The Hong Kong International
Film Festival Society Ltd; Member of the Working
Group on Transportation under the Economic
Development Commission of the Hong Kong SAR
Government since 17 January 2013 and member of
the court of The Open University of Hong Kong
since 1 November 2013.
Former appointments include: A non-executive
director of Sun Hung Kai Properties Limited and
Hong Kong Exchanges and Clearing Limited;
Chairman and Chief Executive Officer of KPMG
Hong Kong; council member of the Open University
of Hong Kong; and non-official member of the
Executive Council of the Hong Kong SAR.
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John Coombe†, 68
Chairman of the Group Audit Committee and
member of the Group Risk Committee and Group
Remuneration Committee.
Skills and experience: A background in
international business, financial accounting and the
pharmaceutical industry. Formerly Chief Financial
Officer of GlaxoSmithKline plc with responsibility
for the group’s financial operations globally. Fellow
of the Institute of Chartered Accountants in England
and Wales.
Appointed to the Board: 2005. Due to retire at the
conclusion of the 2014 Annual General Meeting.
Current appointments include: Non-executive
Chairman of Hogg Robinson Group plc and Home
Retail Group plc.
Former appointments include: An executive
director and Chief Financial Officer of
GlaxoSmithKline plc; non-executive director of
GUS plc; member of the supervisory board of
Siemens AG; Chairman of The Hundred Group
of Finance Directors; member of the Accounting
Standards Board; and a council member of The
Royal Academy of Arts.
Sir Jonathan Evans†, 56
Member of the Financial System Vulnerabilities
Committee since 6 August 2013 and, with effect from
the conclusion of the 2014 Annual General Meeting,
Chairman. Member of the Conduct & Values
Committee since 17 January 2014.
Skills and experience: Extensive experience in
national security policy and operations. Formerly
Director General of MI5 with responsibility for
the leadership, policy and strategy of the Security
Service, including international and domestic
counter-terrorism, counter-espionage and counter-
proliferation activities and cyber security.
Responsibility for the oversight of the Joint Terrorist
Analysis Centre and the Centre for the Protection of
National Infrastructure and attended the National
Security Council.
Appointed to the Board: 6 August 2013.
Current appointments include: Senior Associate
of Accenture plc since 24 October 2013, a member
of the advisory board of Darktrace Limited since
16 September 2013 and a non-executive Director
of the UK National Crime Agency since 2 December
2013.
Former appointments include: Various positions
in the UK Security Service over a 30-year career,
including: Director General; Deputy Director
General; Director of International Counter-Terrorism;
and Head of the Security Service’s Secretariat.
Joachim Faber†, 63
Member and, since 24 May 2013, Chairman of the
Group Risk Committee.
Skills and experience: A background in banking
and asset management with significant international
experience, having worked in Germany, Tokyo, New
York and London. Former Chief Executive Officer
of Allianz Global Investors AG and member of
the management board of Allianz SE; 14 years’
experience with Citigroup Inc. holding positions in
Trading and Project Finance and as Head of Capital
Markets for Europe, North America and Japan. Has
a doctorate from the University of Administrative
Sciences in Speyer.
Appointed to the Board: 2012
Current appointments include: Chairman of the
supervisory board of Deutsche Börse AG; Chairman
of the Shareholder Committee of Joh A. Benckiser
SARL; independent director of Coty Inc.; director
of Allianz France S.A., Allianz Investment
Management GmbH and Allianz Climate Solutions
GmbH; member of the advisory boards of the
Siemens Group Pension Board, the European School
for Management and Technology; member of the
supervisory board and Chairman of the audit and risk
committee of OSRAM Licht AG since 5 July 2013;
and council member of The Hongkong – Europe
Business Council since 1 June 2013.
Former appointments include: Chairman of
Allianz Global Investors Kapitalanlagegesellschaft
and Allianz Global Investors Deutschland GmbH;
Chairman of the board of Allianz Global Investors
SGR; and member of the board of Allianz SpA and
of the supervisory board of Bayerische Bӧrse AG.
Ceased to be a member of the German Council for
Sustainable Development on 1 July 2013.
Rona Fairhead†, CBE, 52
Chairman of the Financial System Vulnerabilities
Committee since 18 January 2013. Will cease to be
Chairman with effect from the conclusion of
the 2014 Annual General Meeting. Ceased to be
Chairman of the Group Risk Committee and member
of the Nomination Committee and the Group Audit
Committee on 24 May 2013.
333
Skills and experience: A background in international
industry, publishing, finance and general management.
Formerly Chairman and CEO of the Financial
Times Group Limited responsible for the strategy,
management and operations of a global media and
information business and Finance Director of Pearson
plc with responsibility for overseeing the day-to-day
running of the finance function and direct
responsibility for global financial reporting and
control, tax and treasury. Has a Master’s in Business
Administration from the Harvard Business School.
Appointed to the Board: 2004.
Current appointments include: Chairman of
HSBC North America Holdings Inc. since 1 January
2014. A non-executive member of the board of the
UK Government’s Cabinet Office, a non-executive
director of The Economist Newspaper Limited and
by invitation from the Prime Minister a British
Business Ambassador from January 2014. Appointed
as a non-executive Director of PepsiCo Inc. with
effect from 13 March 2014.
Former appointments include: Executive Vice
President, Strategy and Group Control of Imperial
Chemical Industries plc; Finance Director of Pearson
plc and Chairman and director of Interactive Data
Corporation. Ceased to be Chairman and CEO
of Financial Times Group Limited and director of
Pearson plc on 27 April 2013.
Renato Fassbind†, 58
Member and, with effect from the conclusion of the
2014 Annual General Meeting, Chairman of the
Group Audit Committee (subject to regulatory
approval). Member of the Group Remuneration
Committee since 1 March 2013.
Skills and experience: A background in financial
accounting and international business. Formerly
Chief Financial Officer of Credit Suisse Group
AG and ABB Group. Has a Master’s in Business
Administration and a PhD in Economics from the
University of Zurich.
Appointed to the Board: 1 January 2013
Current appointments include: Vice Chairman of
the supervisory board and member of the audit and
compensation committees of Swiss Reinsurance
Company; member of the supervisory board and
audit committee of Kühne + Nagel International
AG; independent director of Oanda Corporation;
and member of the supervisory board of the Swiss
Federal Audit Oversight Authority.
Former appointments include: Chief Financial
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Report of the Directors: Corporate Governance (continued)
Directors / Secretary
Officer of Credit Suisse Group AG; Senior Advisor
to the Chief Executive, Credit Suisse Group AG;
Chief Executive Officer of Diethelm Keller Group;
Chief Financial Officer of ABB Group; Chairman
of ABB (Switzerland) AG and DKSH AG; and a
member of the supervisory board of Winterthur
Insurance Company.
James Hughes-Hallett†, CMG , SBS, 64
Member of the Nomination Committee and, since
1 January 2013, member of the Corporate
Sustainability Committee.
Skills and experience: A background in financial
accounting and experience of management of
a broad range of international businesses,
including aviation, insurance, property, shipping,
manufacturing and trading in the Far East, UK, US
and Australia. Awarded the Silver Bauhinia Star by
the Hong Kong Government. Fellow of the Institute
of Chartered Accountants in England and Wales.
Appointed to the Board: 2005. Due to retire at the
conclusion of the 2014 Annual General Meeting.
Current appointments include: Chairman of
John Swire & Sons Limited; non-executive director
of Cathay Pacific Airways Limited and Swire
Pacific Limited; Chairman of the Esmée Fairbairn
Foundation; member of The Hong Kong
Association; and Chairman of the Governing
Board of the Courtauld Institute of Art.
Former appointments include: A non-executive
director of The Hongkong and Shanghai Banking
Corporation Limited and a trustee of the Dulwich
Picture Gallery.
Sam Laidlaw†, 58
Member of the Group Remuneration Committee and
with effect from the conclusion of the 2014 Annual
General Meeting, member of the Nomination
Committee.
Skills and experience: Significant international
experience, particularly in the energy sector, having
had responsibility for businesses in four continents.
Qualified solicitor and Master’s in Business
Administration from INSEAD.
Appointed to the Board: 2008
Current appointments include: Chief Executive
Officer of Centrica plc; and Lead Non-executive
Board Member of the UK Department for Transport.
Former appointments include: Executive Vice
President of Chevron Corporation; non-executive
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director of Hanson PLC; Chief Executive Officer
of Enterprise Oil plc; President and Chief Operating
Officer of Amerada Hess Corporation; and a member
of the UK Prime Minister’s Business Advisory
Group.
John Lipsky†, 67
Member of the Group Risk Committee, the
Nomination Committee and, with effect from the
conclusion of the 2014 Annual General Meeting,
member of the Group Remuneration Committee.
Skills and experience: International experience
having worked in Chile, New York, Washington and
London and interacted with financial institutions,
central banks and governments in many countries.
Served at the International Monetary Fund as First
Deputy Managing Director, Acting Managing
Director and as Special Advisor. Has a PhD in
Economics from Stanford University.
Appointed to the Board: 2012
Current appointments include: Senior Fellow,
Foreign Policy Institute at the Paul H. Nitze School
of Advanced International Studies, Johns Hopkins
University. Co-chairman of the Aspen Institute
Program on the World Economy; director of the
National Bureau of Economic Research and the
Center for Global Development; and member of
the advisory board of the Stanford Institute for
Economic Policy Research and the Council on
Foreign Relations. Global Policy Advisor for
Anderson Global Macro, LLC since 4 February 2013
and Chairman of World Economic Forum’s Global
Agenda Council on the International Monetary
System since 1 June 2013.
Former appointments include: Vice Chairman
J P Morgan Investment Bank; director of the
American Council on Germany and the Japan
Society; and a trustee of the Economic Club of
New York.
Rachel Lomax†, 68
Chairman of the Conduct & Values Committee since
17 January 2014. Member of the Group Audit
Committee and Group Risk Committee.
Skills and experience: Experience in both the
public and private sectors and a deep knowledge of
the operation of the UK government and financial
system.
Appointed to the Board: 2008
Current appointments include: Chairman of the
International Regulatory Strategy Group and a
director of TheCityUK since 1 January 2013;
non-executive director of The Scottish American
Investment Company PLC, Arcus European
Infrastructure Fund GP LLP and Heathrow Airport
Holdings Limited (formerly BAA Limited); member
of the Council of Imperial College, London; and
President of the Institute of Fiscal Studies.
Former appointments include: Deputy Governor,
Monetary Stability, at the Bank of England and
member of the Monetary Policy Committee;
Permanent Secretary at the UK Government
Departments for Transport and Work and Pensions
and the Welsh Office; and Vice President and Chief
of Staff to the President of the World Bank. Ceased
to be a non-executive director of Reinsurance Group
of America Inc. on 15 May 2013.
Iain Mackay, 52
Group Finance Director
Skills and experience: Extensive financial and
international experience, having worked in London,
Paris, US, Africa and Asia. Member of the Institute
of Chartered Accountants of Scotland. Joined HSBC
in 2007 as Chief Financial Officer of HSBC North
America Holdings Inc .
Appointed to the Board: 2010
Current appointments include: a member of the
Group Management Board.
Former appointments include: director of Hang
Seng Bank Limited; Chief Financial Officer, Asia-
Pacific; and Chief Financial Officer, HSBC North
America Holdings Inc; Vice President and Chief
Financial Officer of GE Consumer Finance and
Vice President and Chief Financial Officer of
GE Healthcare – Global Diagnostic Imaging.
Marc Moses, 56
Group Chief Risk Officer
Skills and experience: Member of the Institute
of Chartered Accountants of England and Wales.
Extensive risk management and financial experience.
Joined HSBC in 2005 as Chief Financial and Risk
Officer, Global Banking and Markets.
Appointed to the Board: 1 January 2014
Current appointments include: A member of the
Group Management Board. Director of HSBC
Insurance (Bermuda) Limited; HSBC Private Bank
(Suisse) SA; and of HSBC Private Banking Holdings
(Suisse) SA.
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Former appointments include: Chief Financial and
Risk Officer, Global Banking and Markets. Formerly
European chief financial officer at JP Morgan and
audit partner at PricewaterhouseCoopers.
Sir Simon Robertson†, 72
Deputy Chairman and senior independent
non-executive Director
Chairman of the Nomination Committee and, since
24 May 2013, the Group Remuneration Committee.
Member of the Financial System Vulnerabilities
Committee since 18 January 2013.
Skills and experience: A background in
international corporate advisory with a wealth of
experience in mergers and acquisitions, merchant
banking, investment banking and financial markets;
honoured with a knighthood in recognition of his
services to business; extensive international
experience having worked in France, Germany,
the UK and the US.
Appointed Senior Independent Director: 2007
Appointed Deputy Chairman: 2010
Appointed to the Board: 2006
Current appointments include: The founding
member of Robertson Robey Associates LLP,
formerly Simon Robertson Associates LLP;
non-executive director of Berry Bros. & Rudd
Limited, The Economist Newspaper Limited,
NewShore Partners Limited and Troy Asset
Management; and trustee of the Eden Project Trust
and the Royal Opera House Endowment Fund.
Former appointments include: Managing Director
of Goldman Sachs International; Chairman of
Dresdner Kleinwort Benson; and non-executive
director of Royal Opera House, Covent Garden
Limited. Ceased to be non-executive Chairman
of Rolls-Royce Holdings plc on 2 May 2013.
† Independent non-executive Director.
Secretary
Ben Mathews, 47
Group Company Secretary
Joined HSBC on 11 June 2013 and became Group
Company Secretary on 1 July 2013. Fellow of the
Institute of Chartered Secretaries and Administrators.
Former appointments include: Company Secretary
of Rio Tinto plc from 2007 to 7 June 2013; and
Company Secretary of BG Group plc.
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Report of the Directors: Corporate Governance (continued)
Group Managing Directors
Irene Dorner, 59
President and Chief Executive Officer of HSBC
USA
Joined HSBC in 1986. A Group Managing Director
since 1 February 2013. Chairman of HSBC Bank
USA, National Association and HSBC USA Inc.;
President and Chief Executive Officer of HSBC
North America Inc. Former HSBC appointments
include: Chairman of HSBC Amanah Malaysia
Berhad and HSBC Amanah Takaful (Malaysia)
Sendirian Berhad; Deputy Chairman and Chief
Executive of HSBC Bank Malaysia Berhad; Chief
Operating Officer, Treasury and Capital Markets;
General Manager of Marketing, General Manager of
Human Resources; and General Manager of Premier
and Wealth Management, HSBC Bank plc.
John Flint, 45
Chief Executive, Retail Banking and Wealth
Management
Joined HSBC in 1989. A Group Managing Director
since 1 January 2013. A director of HSBC Private
Banking Holdings (Suisse) SA since 6 June 2013
and of HSBC Bank Canada. Former HSBC
appointments include: Chief of Staff to the Group
Chief Executive and Group Head of Strategy and
Planning; Chief Executive Officer, HSBC Global
Asset Management; Group Treasurer; and Deputy
Head of Global Markets.
Pam Kaur, 50
Group Head of Internal Audit
Joined HSBC and became a Group Managing
Director on 1 April 2013. A co-opted member of
The Institute of Chartered Accountants in England
and Wales Council since 1 May 2013. Former
appointments include: Global Head of Group Audit
for Deutsche Bank AG; Chief Financial Officer
& Chief Operating Officer, Restructuring & Risk
Division, Royal Bank of Scotland Group plc; Group
Head of Compliance and Anti-Money Laundering,
Lloyds TSB; and Global Director of Compliance,
Global Consumer Group, Citigroup.
Group Managing Directors
Ann Almeida, 57
Group Head of Human Resources and Corporate
Sustainability
Joined HSBC in 1992. A Group Managing Director
since 2008. Former HSBC appointments include:
Global Head of Human Resources for Global
Banking and Markets, Global Private Banking,
Global Transaction Banking and HSBC Amanah.
Samir Assaf, 53
Chief Executive, Global Banking and Markets
Joined HSBC in 1994. A Group Managing Director
since 2011. Chairman of HSBC France and director
of HSBC Trinkaus & Burkhardt AG. Former HSBC
appointments include: director of HSBC Global
Asset Management Limited and of HSBC Bank
Egypt S.A.E.; Head of Global Markets; and Head of
Global Markets for Europe, Middle East and Africa.
Peter Boyles, 58
Chief Executive, Global Private Banking
Joined HSBC in 1975. A Group Managing Director
since 1 October 2013. A director of HSBC Global
Asset Management Limited since 12 April 2013.
Former HSBC appointments include: Chief
Executive of HSBC France and Continental Europe
and a director of HSBC Bank plc. Ceased to be
director of HSBC Bank Malta p.l.c on 5 March 2013
and director of HSBC Trinkaus & Burkhardt AG on
31 August 2013.
Simon Cooper, 46
Chief Executive, Global Commercial Banking
Joined HSBC in 1989. A Group Managing Director
and Chief Executive of Global Commercial Banking
since 1 October 2013. A director of HSBC Bank plc
since 18 April 2013. Former HSBC appointments
include: Chief Executive of HSBC Korea and Head
of Corporate and Investment Banking of HSBC
Singapore. Ceased to be Chairman of HSBC Bank
Egypt S.A.E on 29 June 2013, director of The
Saudi British Bank on 22 September 2013, Deputy
Chairman and Chief Executive of HSBC Bank
Middle East Limited on 1 October 2013, director and
Chairman of HSBC Bank Oman on 10 October 2013
and a director of HSBC Bank Middle East Limited
on 13 February 2014.
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Alan Keir, 55
Chief Executive, HSBC Bank plc
Sean O’Sullivan, 58
Group Chief Operating Officer
Joined HSBC in 1980. A Group Managing Director
since 2011. Former HSBC appointments include:
Group Chief Technology and Services Officer;
director and Chief Operating Officer of HSBC Bank
plc; and Chief Operating Officer of HSBC Bank
Canada.
Peter Wong, 62
Deputy Chairman and Chief Executive, The
Hongkong and Shanghai Banking Corporation
Limited
Joined HSBC in 2005. A Group Managing Director
since 2010. Chairman of HSBC Bank (China)
Company Limited and HSBC Bank Malaysia
Berhad. A non-executive director of Hang Seng
Bank Limited and Bank of Communications Co. Ltd.
An independent non-executive director of Cathay
Pacific Airways Limited. Former HSBC
appointments include: Vice Chairman of HSBC
Bank (Vietnam) Ltd; director of HSBC Bank
Australia Limited; and a director of Ping An
Insurance (Group) Company of China, Ltd.
Joined HSBC in 1981. A Group Managing Director
since 2011. Chief Executive of HSBC Bank plc since
1 October 2013. A Director of HSBC Trinkaus &
Burkhardt AG since 31 August 2013, and a director
of HSBC France since 10 December 2013. Former
HSBC appointments include: Global Head, Global
Commercial Banking.
Stuart Levey, 50
Chief Legal Officer
Joined HSBC and became a Group Managing
Director in January 2012. Former appointments
include: Under Secretary for Terrorism and Financial
Intelligence in the US Department of Treasury;
Senior Fellow for National Security and Financial
Integrity at the Council on Foreign Relations;
Principal Associate Deputy Attorney General at
the US Department of Justice; and Partner at Miller,
Cassidy, Larroca & Lewin LLP and Baker Botts
LLP.
Antonio Losada, 59
Chief Executive, Latin America and the Caribbean
Joined HSBC in 1973. A Group Managing Director
since December 2012. Ceased to be Chairman of
HSBC Bank (Panama) S.A on 28 October 2013.
A director of HSBC Bank Argentina S.A, HSBC
Mexico, S.A., Institucion de Banca Multiple, Grupo
Financiero HSBC and Grupo Financiero HSBC, S.A.
de C.V. Director of HSBC North America Holdings
from 1 January 2014. Former HSBC appointments
include: Chief Executive Officer, HSBC Argentina;
and Deputy Head, Personal Financial Services,
Brazil.
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Report of the Directors: Corporate Governance (continued)
Board of Directors > Directors
Board of Directors
The Board of Directors of HSBC Holdings (the
‘Board’) exists to promote the long-term success
of the Company and deliver sustainable value to
our shareholders. Led by the Group Chairman, it
sets the strategy and risk appetite for the Group and
approves capital and operating plans presented by
management for the achievement of the strategic
objectives. Implementation of the strategy is
delegated to the Group Management Board (‘GMB’)
which, in turn, is led by the Group Chief Executive.
Directors
HSBC Holdings has a unitary Board. The authority
of the Directors is exercised in Board meetings
where the Board acts collectively. The Directors who
served during the year were Safra Catz, Laura Cha,
Marvin Cheung, Jim Comey (appointed 4 March
2013 and retired 4 September 2013), John Coombe,
Sir Jonathan Evans (appointed 6 August 2013),
Joachim Faber, Rona Fairhead, Renato Fassbind
(appointed 1 January 2013), Douglas Flint, Stuart
Gulliver, James Hughes-Hallett, Sam Laidlaw, John
Lipsky, Rachel Lomax, Iain Mackay, Sir Simon
Robertson and John Thornton (retired 24 May 2013).
Marc Moses, Group Chief Risk Officer, was
appointed a Director with effect from 1 January
2014.
At the time of approval of the Annual Report
and Accounts 2013 on 24 February 2014, the Board
comprised the Group Chairman, Group Chief
Executive, Group Finance Director, Group Chief
Risk Officer and 13 non-executive Directors.
Kathleen Casey has been appointed a non-executive
Director with effect from 1 March 2014.
The names and brief biographical details of
the Directors are included on pages 330 to 335.
Executive Directors
The Group Chairman, Group Chief Executive,
Group Finance Director and Group Chief Risk
Officer are HSBC employees.
Non-executive Directors
Non-executive Directors are not HSBC employees
and do not participate in the daily management
of HSBC; they bring an independent perspective,
constructively challenge and help develop proposals
on strategy, scrutinise the performance of
management in meeting agreed goals and objectives
and monitor the Group’s risk profile and the
reporting of performance. The non-executive
Directors bring a wide variety of experience from the
public and private sectors, including the leadership
of large complex multinational enterprises.
Non-executive Directors’ terms of
appointment
The Board has determined the time commitment
expected of non-executive Directors to be 30 to 36
days per annum. Time devoted to the Company
could be considerably more, particularly if serving
on Board committees.
Non-executive Directors are appointed for an
initial three-year term and, subject to re-election
by shareholders at Annual General Meetings, are
typically expected to serve two three-year terms.
The Board may invite a director to serve additional
periods. All Directors are subject to annual election
by shareholders.
Letters setting out the terms of appointment of
each of the non-executive Directors, including the
time commitment expected of each of them, are
available for inspection at 8 Canada Square, London
E14 5HQ and will be made available for 15 minutes
before the Annual General Meeting and during the
meeting itself.
Group Chairman and Group Chief Executive
The roles of Group Chairman and Group Chief
Executive are separate and a clear division of
responsibilities has been approved by the Board
to distinguish between the running of the Board
and the executive responsibility for running
HSBC’s business. Descriptions of the roles
and responsibilities of the Group Chairman
and the Group Chief Executive are available at
www.hsbc.com/investor-relations/governance/
board-committees. Their key responsibilities are set
out below.
Key responsibilities
Group Chairman – Douglas Flint
• Leads the Board and ensures its effectiveness.
• Develops relationships with governments, regulators and
investors.
• Leads the Group’s interactions on matters of public policy and
regulatory reform with regard to the banking and financial
services industry.
• Maintains corporate reputation and character.
• Undertakes performance management of the Group Chief
Executive.
338
Group Chief Executive – Stuart Gulliver
• Develops, and delivers performance against, business plans.
• Develops Group strategy, in agreement with the Group
Chairman, for recommendation to the Board.
• As Chairman of the GMB, drives performance within strategic
goals and commercial objectives agreed by the Board.
Deputy Chairman and senior independent
non-executive Director
A description of the roles and responsibilities of
the Deputy Chairman and senior independent non-
executive Director, which has been approved by
the Board, is available at http://www.hsbc.com/
investor-relations/governance/board-committees.
His key responsibilities are set out below.
Key responsibilities
Deputy Chairman and senior independent non-executive
Director – Sir Simon Robertson
• Deputises for the Group Chairman at meetings of the Board
or shareholders.
• Supports the Group Chairman in his role.
• Acts as an intermediary for other non-executive Directors
when necessary.
• Leads the non-executive Directors in the oversight of the
Group Chairman.
• Ensures there is a clear division of responsibility between the
Group Chairman and Group Chief Executive.
• Is available to shareholders should they have concerns which
contact through the normal channels cannot resolve or for
which such contact would be inappropriate.
Appointment, retirement and re-election of
Directors
The Board may at any time appoint any person who
is willing to act as a Director, either to fill a vacancy
or as an addition to the existing Board, but the total
number of Directors shall not exceed twenty-five.
Any Director so appointed by the Board shall retire
at the Annual General Meeting following his or her
appointment and shall be eligible for election but
would not be taken into account in determining the
number of Directors who are to retire by rotation
at such meeting in accordance with the Articles of
Association. The Board may appoint any Director
to hold any employment or executive office and
may revoke or terminate any such appointment.
Shareholders may, by ordinary resolution, appoint
a person a Director or remove any Director before
the expiration of his period of office. On the
recommendation of the Nomination Committee
and in compliance with provision B.7.1 of the UK
Corporate Governance Code, the Board has decided
that all of the Directors should be subject to annual
re-election by shareholders. Accordingly, all of the
Directors will retire at the forthcoming Annual
339
General Meeting and offer themselves for election
or re-election, with the exception of John Coombe
and James Hughes-Hallett who will retire and will
not offer themselves for re-election. Each of the
executive Directors is employed, on a rolling
contract which requires 12 months’ notice to be
given by either party. None of the non-executive
Directors has a service contract with HSBC.
Powers of the Board
The Board is responsible for overseeing the
management of HSBC globally and, in so doing,
may exercise its powers, subject to any relevant laws
and regulations and to the Articles. The Board has
adopted terms of reference which are available at
www.hsbc.com/1/2/about/board-of-directors. The
Board reviews its terms of reference annually.
In particular, the Board may exercise all the
powers of the Company to borrow money and to
mortgage or charge all or any part of the
undertaking, property or assets (present or future)
of HSBC Holdings and may also exercise any of the
powers conferred on it by the Companies Act 2006
and/or by shareholders. The Board is able to delegate
and confer on an executive Director any of its
powers, authorities and discretions (including the
power to sub-delegate) for such time and on such
terms as it thinks fits. In addition, the Board may
establish any local or divisional boards or agencies
for managing the business of HSBC Holdings in
any specified locality and delegate and confer on
any local or divisional board, manager or agent
so appointed any of its powers, authorities and
discretions (including the power to sub-delegate)
for such time and on such terms as it thinks fit. The
Board may also, by power of attorney or otherwise,
appoint any person or persons to be the agent of
HSBC Holdings and may delegate to any such
person or persons any of its powers, authorities
and discretions (including the power to sub-delegate)
for such time and on such terms as it thinks fit.
The Board delegates the day to day management
of HSBC Holdings to the GMB but reserves to itself
approval of certain matters including operating
plans, risk appetite and performance targets,
procedures for monitoring and controlling operations,
credit, market risk limits, acquisitions, disposals,
investments, capital expenditure or realisation or
creation of a new venture, specified senior
appointments and any substantial change in balance
sheet management policy.
HSBC Holdings was registered in Hong Kong
under part XI of the Companies Ordinance on
17 January 1991.
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Report of the Directors: Corporate Governance (continued)
Board of Directors > Directors
Board meetings
Attendance at committee meetings
Seven Board meetings and two one-day strategy
meetings were held in 2013. At least one Board
meeting each year is held in a key strategic location
outside the UK. During 2013, Board meetings were
held in Hong Kong and Washington DC.
The table below shows each Director’s
attendance at meetings of the Board held while he
or she was a Director during 2013.
During 2013, the non-executive Directors and
the Group Chairman met once without the other
executive Directors. The non-executive Directors
also met four times without the Group Chairman,
including to appraise the Group Chairman’s
performance.
Board attendance record
Meetings
eligible to
attend as
a Director
Meetings
attended
Safra Catz ...............................
Laura Cha ...............................
Marvin Cheung .......................
Jim Comey1,2 ...........................
John Coombe ..........................
Sir Jonathan Evans2,3 ..............
Joachim Faber .........................
Rona Fairhead .........................
Renato Fassbind4 .....................
Douglas Flint ...........................
Stuart Gulliver .........................
James Hughes-Hallett .............
Sam Laidlaw ............................
John Lipsky ..............................
Rachel Lomax .........................
Iain Mackay ............................
Sir Simon Robertson ...............
John Thornton5 .......................
Meetings held in 2013 ...........
7
7
7
2
7
2
7
7
7
7
7
7
7
7
7
7
7
3
7
7
7
7
3
7
2
7
7
7
7
7
7
7
7
7
7
7
4
1 Appointed a Director on 4 March 2013 and retired on
4 September 2013.
2 Also attended one meeting by invitation before becoming a
Director.
3 Appointed a Director on 6 August 2013.
4 Appointed a Director on 1 January 2013.
5 Retired as a Director on 24 May 2013.
Attendance of committee meetings to
discharge specific business
Eleven meetings of committees of the Board
appointed to discharge specific business were held
during 2013. The Directors who attended these
meetings are shown in the table below.
Executive Directors
Douglas Flint ................................................
Stuart Gulliver ..............................................
Iain Mackay .................................................
Non-executive Directors
Safra Catz .....................................................
Marvin Cheung ............................................
Jim Comey ...................................................
John Coombe ...............................................
Joachim Faber ..............................................
Rona Fairhead ..............................................
Renato Fassbind ............................................
James Hughes-Hallett ..................................
John Lipsky ...................................................
Rachel Lomax ..............................................
Sir Simon Robertson ....................................
Meetings
Attended
11
8
7
2
2
1
3
2
1
2
1
2
1
2
Board balance and independence of
Directors
The Board comprises a majority of independent non-
executive Directors to ensure that no individual or
small group can dominate its decision making. The
size of the Board is considered to be appropriate
given the complexity and geographical spread of our
business and the significant time demands placed on
the Directors.
The Nomination Committee regularly reviews
the structure, size and composition of the Board
(including skills, knowledge, experience,
independence and diversity) and makes
recommendations to the Board with regard to
any changes.
The Board has adopted a policy on Board
diversity which is consistent with the Group’s
strategic focus on ethnicity, age and gender diversity
for the employee base. Further information on the
Board diversity policy can be found on page 362.
The Board considers all of the non-executive
Directors to be independent. Rona Fairhead has
served on the Board for more than nine years and,
in that respect only, does not meet the usual criteria
for independence set out in the UK Corporate
Governance Code. She will stand for re-election at
the 2014 Annual General Meeting. The Board has
determined Rona Fairhead to be independent in
character and judgement, notwithstanding her length
of service, taking into account her continuing level
of constructive challenge of management and strong
contribution to Board discussions. The Board will
continue to consider Rona Fairhead’s independence
annually.
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When determining independence the Board
considers that calculation of the length of service
of a non-executive Director begins on the date of
his or her election by shareholders following their
appointment as a Director of HSBC Holdings.
The experience of previous service on an HSBC
subsidiary company board can be a considerable
benefit and does not detract from a Director’s
independence. In reaching its determination of each
non-executive Director’s independence, the Board
has concluded that there are no relationships or
circumstances which are likely to affect a Director’s
judgement and any relationships or circumstances
which could appear to do so were considered not
to be material.
In accordance with the Rules Governing the
Listing of Securities on the Stock Exchange of
Hong Kong Limited, each non-executive Director
determined by the Board to be independent has
provided an annual confirmation of his or her
independence to HSBC Holdings.
all applicable rules and regulations are complied
with.
Under the direction of the Group Chairman, the
Group Company Secretary’s responsibilities include
ensuring good information flows within the Board
and its committees and between senior management
and non-executive Directors, as well as facilitating
induction and assisting with professional
development as required.
The Group Company Secretary is responsible
for advising the Board through the Group Chairman
on corporate governance matters.
The agenda and supporting papers are
distributed in advance of all Board and Board
committee meetings to allow time for appropriate
review and to facilitate full discussion at the
meetings. All Directors have full and timely access
to all relevant information and may take independent
professional advice if necessary at the Company’s
expense.
Information and support
Induction
The Board regularly reviews reports on performance
against financial and other strategic objectives,
business developments and investor and external
relations. The chairmen of Board committees and
the Group Chief Executive report to each meeting of
the Board on the activities of the committees since
the previous Board meeting. The Board receives
regular reports and presentations on strategy and
developments in the global businesses and principal
geographical areas. Regular reports are also provided
on the Group’s risk appetite, top and emerging risks,
risk management, credit exposures and the Group’s
loan portfolio, asset and liability management,
liquidity, litigation, compliance and reputational
issues.
The Directors have free and open contact with
management at all levels. When attending Board
offsite meetings and when travelling for other
reasons, non-executive Directors are encouraged
to take opportunities to see business operations at
first hand and to meet management.
Non-executive Directors have an open invitation
to attend meetings of the GMB to further enhance
their understanding and awareness of our businesses
and the senior leadership team.
Role of the Group Company Secretary
All Directors have access to the advice and services
of the Group Company Secretary, who is responsible
to the Board for ensuring that Board procedures and
Full, formal and tailored induction programmes,
with particular emphasis on risk management and
internal controls systems, are arranged for newly
appointed Directors. The programmes consist of a
series of meetings with other Directors and senior
executives to enable new Directors to familiarise
themselves with the business. Directors also receive
comprehensive guidance from the Group Company
Secretary on directors’ duties and liabilities. As part
of their induction, the Group Company Secretary
will develop a programme based on an individual
Director’s needs. Induction programmes are also
arranged for newly appointed members of
committees.
Training and development
Focused in-house training sessions are arranged
in conjunction with scheduled Board meetings.
Directors attended Board and strategy meetings in
2013 at which briefings on the following topics were
given:
• RBWM strategy and business update1
• GB&M strategy and business update1
• GPB strategy and business update1
• CMB strategy and business update1
•
Information technology1
• Macroeconomic outlook
• Regulatory development
• Global geopolitics
• Recommendations from the Independent
Commission of Banking1
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Report of the Directors: Corporate Governance (continued)
Board of Directors > Directors
• Central Clearing Counterparties and Collateral
Management1
• Financial intelligence systems1
• Shanghai free trade zone1
• Balance Sheet Management1
•
Industry outlook1
Except:
1 Jim Comey was not a Director at the time of the briefings.
A number of Directors attended a forum for
chairmen of HSBC Group audit and risk committees,
which included briefings on the following topics:
•
•
•
•
cyber security;
the changing financial and regulatory reporting
landscape;
developments in regulatory capital
requirements; and
technical accounting issues
A number of Directors attended a forum for
HSBC Group non-executive Directors, which
included briefings on the following topics:
• US strategy;
• Mexico strategy;
•
•
public policy and financial crime;
international co-operation against tax evasion;
and
regulatory expectations.
•
Executive Directors
In the performance of their roles as Group Chairman,
Group Chief Executive and Group Finance Director,
respectively, Douglas Flint, Stuart Gulliver and
Iain Mackay develop and refresh their skills and
knowledge of the Group’s businesses and operations
through day-to-day interactions and briefings with
senior management of the Group’s businesses and
functions; and presenting on the Group’s businesses
to investors and analysts. They remain abreast of
developments affecting the financial services sector,
and banking in particular, by representing HSBC’s
interests at conferences, advisory groups and other
events and meetings with regulators and other
authorities. During 2013, this included the activities
set out below:
Douglas Flint
Chaired meetings of and gave key note speeches to
the International Institute of Finance. Participated
in panel discussions and gave key note speeches
on economic growth and financial regulation at
a number of leading events including the Eurofi
High Level Seminar, Asian Leadership Conference,
43rd St. Gallen Symposium and The Salzburg
Global Seminar. Attended and participated in panel
342
discussions at the World Economic Forum in Davos.
Attended the Global Investment Conference with
representatives of the UK Government to discuss
how the UK can pursue global growth. Hosted the
annual forum for HSBC Group non-executive
Directors. Attended regulatory meetings with the
PRA and FCA.
Stuart Gulliver
Participated in a panel discussion at the Singapore
Summit, on China in transition. Participated in
the China Banking Regulatory Commission’s
International Advisory Council on changes in the
international banking environment, influence on
regulation, banking services for the real economy,
financial support for small and medium-sized
enterprises and consumer protection and education.
Attended regulatory meetings with the PRA and
FCA and the Federal Reserve Bank of Chicago.
Chaired the Group’s update for investors in London.
Iain Mackay
Spoke at a conference sponsored by Bank of
America Merrill Lynch on making finance work in
a higher capital world and the European Conference
run by UBS for policymakers and industry experts
to share insights into the crucial issues affecting the
global economy. Chaired meetings of the European
Chief Financial Officers network. Attended
regulatory meetings with the PRA and FCA and the
Hong Kong Monetary Authority. Presented at the
Group’s update for investors in London and hosted
regular meetings with investors in the UK, the rest
of Europe, US and Hong Kong. Participated in the
annual forum for the chairmen of HSBC Group audit
and risk committees.
Non-executive Directors
A personalised approach to training and
development of non-executive Directors is applied.
Non-executive Directors are given opportunities
to update and develop their skills and knowledge
through briefings by senior executives and externally
run seminars. Non-executive Directors have access
to internal training and development resources.
Development plans and records of training and
development activities are maintained by the
Group Company Secretary to facilitate the Group
Chairman’s annual review of each non-executive
Director.
In addition to the briefings given at Board
meetings of HSBC Holdings, the following non-
executive Directors undertook bespoke training
sessions and other activities, including attending
Board and committee meetings at which briefings
were given during 2013 to develop and refresh their
knowledge and skills as set out below:
Safra Catz
Attended a briefing on HSBC’s IT strategy, risk and
governance framework which was given at a
meeting of the Group Risk Committee. Attended
regulatory meetings with the PRA and FCA.
Laura Cha
Gave keynote speeches on financial services at a
number of Hong Kong institutions. Participated in
the Bloomberg 20th Anniversary panel discussion on
women and the economy in Hong Kong. Attended
meetings of the Corporate Sustainability Committee
at which briefings were given on sustainability in
HSBC’s operations in Europe and Asia. As a
director and Vice Chairman of The Hongkong and
Shanghai Banking Corporation attended bespoke
briefings or board meetings at which briefings were
given on: specific aspects of the Group’s operations
in Hong Kong, Singapore, India and other countries
in Asia Pacific; the four global businesses; IT and
operations (including real estate issues and the
organisational effectiveness programme); finance
and risk-related issues (including Basel III, FATCA,
stress testing and recovery and resolution planning);
and succession planning.
Marvin Cheung
Attended events for independent non-executive
directors organised by KPMG. As a director of
Hang Seng Bank attended bespoke briefings on the
statutory obligation to disclose inside information
and disclosure of interests. Attended meetings of the
Group Audit Committee at which briefings were
given on developments in regulatory and accounting
requirements and the regulatory environment.
John Coombe
Attended events for non-executive directors run
by Tapestry Networks and by Ernst & Young on
emerging issues in financial services. Participated
in a meeting of audit committee chairmen with the
PRA and Bank of England to discuss emerging
issues. Attended regulatory meetings with the PRA
and FCA. Attended meetings of Board committees
at which briefings were given on: developments
in regulatory and accounting requirements; the
regulatory environment; the risk control frameworks
for the global businesses; Group recovery and
resolution planning; risk modelling; stress testing;
risk data aggregation; competition law; the
343
remuneration-related aspects of CRD IV; the
Parliamentary Commission on Banking Standards
report; and the remuneration reporting regulations
issued by the Department for Business, Innovation
and Skills. Co-chaired the annual forum for the
chairmen of HSBC Group audit and risk committees.
Participated in the annual forum for HSBC Group
non-executive Directors.
Sir Jonathan Evans
Attended a regulatory meeting with the FCA.
Undertook a personal induction programme
comprising bespoke briefings on the four global
businesses; the Group’s regional operations; the
structure and responsibilities of a number of the
Group’s global functions, including: Strategy and
Planning; Corporate Sustainability; Risk (including
Regulatory and Financial Crime Compliance,
security and fraud risk, financial intelligence
and client intelligence); Finance; Legal; IT and
operations; Human Resources; Internal Audit and
corporate governance (including Directors’ duties
and obligations, HSBC’s governance structure,
Global Standards and Business Principles,
international corporate governance codes and
listing obligations).
Joachim Faber
Attended and spoke at conferences on corporate
governance. As a member of the German Corporate
Governance Codex Commission received regular
briefings on corporate governance. Attended a
regulatory meeting with the PRA and FCA. Regular
interactions with, and receipt of briefings from, the
Group Chief Risk Officer. Attended meetings of
the Group Risk Committee at which briefings were
given on: the risk control frameworks for the global
businesses; Group recovery and resolution planning;
risk modelling; stress testing; risk data aggregation
and competition law.
Rona Fairhead
Attended a regulatory meeting with the FCA. As
Chairman of the Financial System Vulnerabilities
Committee received a bespoke overview of the US
business including strategy, CMB, compliance
(including anti-money laundering, Bank Secrecy
Act, country risk rating and assessment). Attended
meetings of the Group Risk Committee at which
briefings were given on: the risk control frameworks
for CMB and GPB; risk modelling and stress testing.
Co-chaired the annual forum for the chairmen of
HSBC Group audit and risk committees. Participated
in the annual forum for HSBC Group non-executive
Directors.
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Report of the Directors: Corporate Governance (continued)
Board of Directors > Directors
Renato Fassbind
Attended an event for non-executive directors run by
Tapestry Networks. Received bespoke briefings on
internal audit issues and RBWM. Attended meetings
of committees of the Board at which briefings were
given on: developments in regulatory and accounting
requirements; the regulatory environment; the
remuneration-related aspects of CRD IV; the
Parliamentary Commission on Banking Standards
report; and the remuneration reporting regulations
issued by the Department for Business, Innovation
and Skills. Participated in the annual forum for
HSBC Group non-executive Directors.
James Hughes-Hallett
Attended meetings of the Corporate Sustainability
Committee at which briefings were given on
sustainability in HSBC’s operations in Europe and
Asia.
Sam Laidlaw
Attended a regulatory meeting with the PRA and
FCA. Attended meetings of the Group Remuneration
Committee at which briefings were given on the
remuneration-related aspects of CRD IV, the
Parliamentary Commission on Banking Standards
report and the remuneration reporting regulations
issued by the Department for Business, Innovation
and Skills.
John Lipsky
Attended and participated in panel discussions
at the World Economic Forum in Davos, the
European Commission conference in Brussels on
competitiveness, structural reform and growth in an
international context and the HSBC conference in
Brussels on European trade and investment as
engines of growth. Attended the annual meeting
of the International Monetary Fund. Received a
bespoke briefing on the UK economy. Attended
meetings of the Group Risk Committee at which
briefings were given on: the risk control frameworks
for the global businesses; Group recovery and
resolution planning; risk meetings; stress testing; risk
data aggregation; and competition law. Participated
in the annual forum for HSBC Group non-executive
Directors.
Rachel Lomax
Attended an event for non-executive Directors run
by Tapestry Networks. Attended conferences run by
the Ditchley Foundation and the Ditchley Canadian
Foundation on European developments and the
regulatory aftermath of the financial crisis,
344
respectively. Attended regulatory meetings with
the PRA and the FCA. Undertook a site visit and
received bespoke briefings giving an overview
of the Group’s US business. Attended meetings
of committees of the Board at which briefings
were given on: the regulatory environment and
developments in regulatory and accounting
requirements; the risk control frameworks for the
global businesses; Group recovery and resolution
planning; risk modelling; stress testing; risk data
aggregation; and competition law. Participated in the
annual fora for the chairmen of HSBC Group audit
and risk committees and for HSBC Group non-
executive Directors.
Sir Simon Robertson
Attended regulatory meetings with the PRA and
FCA and the Federal Reserve Board. Develops and
refreshes knowledge of the Group’s businesses and
operations through regular interactions with, and
receipt of briefings from, the Group Chairman and
Group Chief Executive as well as other senior
executives including the Heads of Financial Crime
Compliance and Global Banking and Markets.
Attended meetings of the Group Remuneration
Committee at which briefings were given on the
remuneration-related aspects of CRD IV, the
Parliamentary Commission on Banking Standards
report and the remuneration reporting regulations
issued by the Department for Business, Innovation
and Skills. Participated in the annual fora for the
chairmen of HSBC Group audit and risk committees
and for HSBC Group non-executive Directors.
Performance evaluation
The Board strongly supports the principle of regular
evaluation of its own effectiveness and that of its
committees and individual Directors. A routine
externally facilitated process brings with it added
rigour. In October 2013, Bvalco Ltd1 was
commissioned for a second year to facilitate and
report on the review of effectiveness of the Board, in
particular building upon the review undertaken in
2012. The review considered the level and nature of
debate at Board meetings, engagement between non-
executive Directors and executive management, the
relationship and information flows between
subsidiaries and the Board and progress made
against the actions identified and agreed since the
review undertaken in 2012. Bvalco’s report was
prepared following interviews with Directors and
senior members of management and a review of
relevant documents.
Bvalco presented their report at a full meeting of
the Board. It concluded that the Board is operating
effectively with a number of important strengths and
that significant progress had been made during 2013
to address recommendations made by Bvalco in its
2012 review of the Board’s effectiveness and which
were agreed with the Board as part of its annual
performance evaluation. This process also enables
additional feedback to be provided for the annual
evaluation of the effectiveness of the principal Board
committees.
Evaluation of the individual performance of
each non-executive Director is undertaken annually
by the Group Chairman. During this evaluation,
the Group Chairman discusses the individual
contribution of the Director, explores training and
development needs, seeks input on areas where
the Director feels he or she could make a greater
contribution and discusses whether the time
commitment required of the Director can continue
to be delivered. Based upon their individual
evaluation, the Group Chairman has confirmed
that all of the non-executive Directors continue
to perform effectively, contribute positively to
the governance of HSBC and demonstrate full
commitment to their roles.
Evaluation of the individual performance of
each executive director is undertaken as part of the
performance management process for all employees,
the results of which are considered by the Group
Remuneration Committee when determining variable
pay awards each year.
The non-executive Directors, led by the Deputy
Chairman and senior independent non-executive
Director, are responsible for the evaluation of the
performance of the Group Chairman.
The Board will monitor the implementation
of actions arising from its 2013 performance
evaluation.
It is the intention of the Board to continue to
undertake an evaluation of its performance and that
of its committees and individual Directors annually,
with independent external input to the process, as
appropriate, at least every third year.
1 A legal firm which is engaged from time to time by the
Company to provide legal services holds a 20%
shareholding in Bvalco Ltd. Bvalco Ltd has confirmed that
it does not have any other connection with the Company.
Relations with shareholders
All Directors are encouraged to develop an
understanding of the views of major shareholders.
Non-executive Directors are invited to attend analyst
presentations and other meetings with institutional
investors and their representative bodies. Directors
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also meet representatives of institutional
shareholders annually to discuss corporate
governance matters.
All executive Directors and certain other senior
executives hold regular meetings with institutional
investors. The Board receives a regular investor
relations activity report which provides feedback
from meetings with institutional shareholders and
brokers, analysts’ forecasts, information from
research reports and share price performance data.
Twice each year the Board also receives a report
from one of our corporate brokers.
The Group’s shareholder communication
policy is available on www.hsbc.com.
On several occasions during 2013, non-
executive Directors, including the Deputy Chairman
and senior independent non-executive Director, met
or corresponded with institutional investors and their
representatives to discuss corporate governance
and executive remuneration.
As Deputy Chairman and senior independent
non-executive Director, Sir Simon Robertson is
available to shareholders should they have concerns
which contact through the normal channels of Group
Chairman, Group Chief Executive, Group Finance
Director, Group Chief Risk Officer, or other
executives cannot resolve or for which such contact
would be inappropriate. He may be contacted
through the Group Company Secretary at 8 Canada
Square, London E14 5HQ.
Conflicts of interest, indemnification of
Directors and contracts of significance
The Board has adopted a policy and procedures
relating to Directors’ conflicts and potential
conflicts of interest and can determine the terms
of authorisation for such situations. The Board’s
powers to authorise conflicts are operating
effectively and the procedures are being followed.
A review of situational conflicts which have been
authorised from time to time and the terms of those
authorisations are undertaken by the Board annually.
The Articles provide that Directors are entitled
to be indemnified out of the assets of HSBC
Holdings against claims from third parties in respect
of certain liabilities. Such provisions have been in
place during the financial year but have not been
utilised by the Directors. All Directors have the
benefit of directors’ and officers’ liability insurance.
None of the Directors had, during the year or
at the end of the year, a material interest, directly
or indirectly, in any contract of significance with
any HSBC company.
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Report of the Directors: Corporate Governance (continued)
Board of Directors > Corporate governance codes // Board committees > Group Management Board
Corporate governance codes
HSBC is committed to high standards of corporate
governance. HSBC has complied during 2013
with the applicable code provisions of: (i) The UK
Corporate Governance Code issued by the Financial
Reporting Council; and (ii) the Hong Kong
Corporate Governance Code set out in Appendix 14
to the Rules Governing the Listing of Securities on
The Stock Exchange of Hong Kong Limited, save
that the Group Risk Committee is responsible
for the oversight of internal control (other than
internal control over financial reporting) and
risk management systems (Hong Kong Corporate
Governance Code provision C.3.3 paragraphs (f),
(g) and (h)). If there were no Group Risk Committee,
these matters would be the responsibility of the
Group Audit Committee. The UK Corporate
Governance Code is available at www.frc.org.uk
and the Hong Kong Corporate Governance Code is
available at www.hkex.com.hk.
The Board has adopted a code of conduct for
transactions in HSBC Group securities by Directors.
The code of conduct complies with The Model Code
in the Listing Rules of the FCA and with The Model
Code for Securities Transactions by Directors of
Listed Issuers (‘Hong Kong Model Code’) set out in
the Rules Governing the Listing of Securities on The
Stock Exchange of Hong Kong Limited, save that
The Stock Exchange of Hong Kong Limited has
granted certain waivers from strict compliance with
the Hong Kong Model Code. The waivers granted
by The Stock Exchange of Hong Kong Limited
primarily take into account accepted practices in the
UK, particularly in respect of employee share plans.
Following specific enquiry, each Director has
confirmed that he or she has complied with the
code of conduct for transactions in HSBC Group
securities throughout the year, save that, on
10 January 2013, an independent non-executive
Director disposed of an interest as beneficial owner
in 500 units of euro-denominated preferred securities
of €1,000 each issued by HSBC Capital Funding
(Euro 2) L.P. before giving notification. All
Directors have since been reminded of their
obligations under the code of conduct for
transactions in HSBC Group Securities.
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Board committees
HSBC Holdings plc
Board of Directors
Group Risk
Committee
Group Audit
Committee
Group Remuneration
Committee
Nomination
Committee
Non-executive responsibility
for oversight of, and advice
to the Board on, high level
risk-related matters and
risk governance.
Non-executive responsibility
for oversight of, and advice
to the Board on, matters
relating to financial reporting.
Non-executive responsibility
for setting the overarching
principles, parameters and
governance framework of
the Group’s remuneration
policy and the remuneration
of senior executives.
Non-executive responsibility
for leading the process for
Board appointments and
for identifying and nominating,
for approval by the Board,
candidates for appointment
to the Board.
Group Management
Board
Financial System
Vulnerabilities Committee
Conduct & Values
Committee1
Chairman’s
Committee2
Executive management
committee which is
responsible for management
and day-to-day running
of HSBC under the direct
authority of the Board.
Non-executive responsibility for
oversight of (i) controls and
procedures to identify areas
where HSBC and the financial
system more broadly may
become exposed to financial
crime or system abuse,
and (ii) HSBC policies and
procedures sufficient to ensure
the continuing obligations to
regulatory and law enforcement
agencies are met.
1 Established on 17 January 2014.
2 Established on 22 November 2013.
The Board has established a number of committees
consisting of Directors, Group Managing Directors
and, in the case of the Financial System
Vulnerabilities Committee, co-opted non-director
members. The key roles of the Board committees are
described above. The Chairman of each non-
executive Board committee reports to each meeting
of the Board on the activities of the committee since
the previous Board meeting.
The terms of reference of the principal non-
executive Board committees are available at
www.hsbc.com/ boardcommittees. Each non-
executive Board committee reviews its terms
of reference annually.
Non-executive responsibility
for oversight of, and advice to
the Board on, HSBC policies,
procedures and standards
to ensure that the Group
conducts business responsibly
and consistently adheres
to HSBC Values.
Acts on behalf of the Board
between scheduled Board
meetings to facilitate ad hoc
unforeseen business requiring
urgent Board approval.
Group Management Board
Role and members
The GMB is responsible for the day-to-day
management of HSBC Holdings.
Members
Stuart Gulliver (Chairman), Iain Mackay and
Marc Moses who are executive Directors,
and Ann Almeida, Samir Assaf, Peter Boyles,
Simon Cooper, Irene Dorner, John Flint,
Pam Kaur, Alan Keir, Stuart Levey, Antonio
Losada, Sean O’Sullivan and Peter Wong,
all of whom are Group Managing Directors.
The Group Chief Executive Officer chairs the GMB.
The head of each global business and global function
and the chief executive of each region attend GMB
meetings, either as members or by invitation.
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Report of the Directors: Corporate Governance (continued)
Board committees > Group Management Board / Group Audit Committee
The GMB is a key element of our management
reporting and control structure such that all of our line
operations are accountable either to a member of the
GMB or directly to the Group Chief Executive, who
in turn reports to the Group Chairman. The Board has
set objectives and measures for the GMB. These align
senior executives’ objectives and measures with the
strategy and operating plans throughout HSBC.
The Group Chief Executive (who is Chairman
of the GMB) reports to each meeting of the Board
on the activities of the GMB.
Regular Risk Management Meetings of the
GMB, chaired by the Group Chief Risk Officer, are
held to establish, maintain and periodically review
the policy and guidelines for the management of risk
within the Group.
Regular Global Standards Steering Meetings
of the GMB, co-chaired by the Group Chief Risk
Officer and Chief Legal Officer, are held to develop
and implement Global Standards reflecting best
practices which must be adopted and adhered
to consistently throughout the Group. The Head
of Group Financial Crime Compliance and Group
Money Laundering Reporting Officer attends each
meeting.
Group Audit Committee
Chairman’s Statement
HSBC’s Annual Report and Accounts 2013 differs
from previous years in line with the new
UK legislation requiring that UK companies include
in their annual report a Strategic Report section
covering the company’s strategy and business model
and the principal risks and challenges it faces. The
GAC has provided input and guidance on the way
in which the Annual Report and Accounts 2013 has
been presented and we hope shareholders find the
Strategic Report section to be concise and useful.
We have set out in the report below further
information on the role and activities of the GAC
during 2013.
A particular focus area for the GAC in the year
was oversight of the tender process which resulted
in the recommendation to the Board that
PricewaterhouseCoopers LLP (‘PwC’) be
appointed the Group’s auditor for the financial year
commencing 1 January 2015. The transition process
for PwC to familiarise themselves with the Group’s
business and to take steps to satisfy auditor
independence requirements, is a crucial element in
the handover of audit responsibilities by KPMG.
This transition process will continue to be a focus for
the GAC in 2014.
At the conclusion of the Annual General
Meeting, I shall be stepping down from the Board
and it is proposed that Renato Fassbind will become
Chairman of the GAC at this time. I should like to
congratulate him on his appointment and welcome
Kathleen Casey, who will become a Director and
member of the GAC in March 2014.
John Coombe
Chairman, Group Audit Committee
24 February 2014
Role and members
The Group Audit Committee has non-executive
responsibility for oversight of, and advice to the
Board on, matters relating to financial reporting.
Members1
John Coombe (Chairman) .......
Marvin Cheung .......................
Rona Fairhead2 .........................
Renato Fassbind3 .....................
Rachel Lomax .........................
Meetings held in 2013 ...........
Meetings
attended
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eligible
to attend
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1 All members are independent non-executive Directors.
Kathleen Casey will be appointed as a non-executive
Director with effect from 1 March 2014 and will become a
member of the Committee from this date. With effect from
the conclusion of the 2014 Annual General Meeting, John
Coombe will retire as a Director and Chairman of the GAC
and Renato Fassbind will become Chairman of the GAC
(subject to regulatory approval).
2 Retired as a member of the Committee on 24 May 2013.
3 Appointed as a member of the Committee on 1 March 2013.
The Board has determined that Marvin Cheung, John
Coombe, Renato Fassbind and Rachel Lomax are,
and Rona Fairhead was, independent according to
SEC criteria and may be regarded as audit committee
financial experts for the purposes of section 407 of
the Sarbanes-Oxley Act and have recent and relevant
financial experience for the purposes of the UK
Corporate Governance Code.
The governance structure for the oversight
of financial reporting is set out below. Each major
operating subsidiary has established a board
committee with non-executive responsibility for
oversight of matters relating to financial reporting.
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Governance structure for the oversight of financial reporting
Authority
Membership
Responsibilities include:
Board
GAC
Executive and non-
executive Directors
• Financial reporting
• Appointing senior financial officers
Independent non-executive
Directors
• Monitoring the integrity of financial statements
• Overseeing the internal control systems over financial reporting, including reviewing their
Disclosure
Committee
Representatives from
global businesses,
functions and certain
Group companies
effectiveness
• Monitoring and reviewing the effectiveness of the internal audit function
• Reviewing the Company’s financial and accounting policies and practices
• Advising the Board on appointment of the external auditor and is responsible for oversight
and remuneration of the external auditor
• Reviewing the Group’s material communications with investors
• Assisting the Group Chief Executive and Group Finance Director to discharge their
obligations relating to financial reporting under the Securities Exchange Act of 1934
• Monitoring and reviewing the effectiveness of controls and procedures established to
ensure that information is disclosed appropriately and on a timely basis
• Reporting findings and making recommendations to the Group Chief Executive, Group
Finance Director and the GAC
• Providing reports to the GAC on financial statements and internal controls over financial
reporting of relevant subsidiaries or businesses, as requested
Subsidiary board
committees
responsible for
oversight of
financial
reporting and
global business
audit committees
Independent non-executive
directors and/or HSBC
Group employees with no
line of functional
responsibility for the
activities of relevant
subsidiary or global
business, as appropriate.
Committee activities
The GAC undertook the following activities in the
discharge of its responsibilities:
• Financial reporting. The Committee advised
the Board on meeting its external financial
reporting obligations through its reviews of
financial statements, interim reports and interim
management statements prior to approval by
the Board. The Committee also undertook the
following:
–
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endorsed the going concern statement and
the statement of compliance with the UK
and Hong Kong Corporate Governance
Codes for inclusion in the financial
statements;
advised the Board that the annual report and
accounts, taken as a whole, is fair, balanced
and understandable;
received reports on proposed changes to
the Group’s disclosures in the financial
statements and the adequacy of procedures
to identify transactions and matters
requiring disclosure under certain
accounting standards;
reviewed accounting policies and practices,
including approval of the critical accounting
policies;
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considered provisioning for, and disclosure
of, certain litigation and regulatory matters
with external legal counsel providing a
status update on these matters;
received presentations from the Global
Head of Tax on current tax issues;
received a report on the accounting issues
raised in the Report of the Parliamentary
Commission on Banking Standards; and
reviewed the procedures for the submission
by employees of concerns regarding
accounting and/or auditing matters.
The GAC considered the significant
accounting issues described below and in
addressing these issues the Committee
considered the appropriateness of management’s
judgements and estimates and, where
appropriate, discussed these judgements and
estimates with the external auditor, reviewing
the matters referred to in the external auditor’s
report as risks of material misstatement. The
Committee considered:
–
loan impairment allowances and charges
throughout the year, discussing with
management the reasons for significant
changes. Judgements and estimates
discussed included changes to the loan
impairment model and assumptions for
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Report of the Directors: Corporate Governance (continued)
Board committees > Group Audit Committee
restructured loans in Brazil; a review of
assumptions about the time period between
loss events occurring, discovery and
eventual write-off for the collective
impairment assessment of retail banking
and small business portfolios; collective
provisioning for US mortgage portfolios,
and management judgements on notable
individual cases of impairment in wholesale
banking;
–
the recognition and level of provisions, the
existence of contingent liabilities, and the
disclosures relating to provisions and
contingent liabilities, for legal proceedings
and regulatory matters;
– HSBC’s exposure to the payment of redress
in respect of the possible mis-selling of
payment protection insurance policies in
the UK and the related provisions. The
Committee considered the key assumptions
which determine the provisions and the
factors driving the increase during the year.
Management’s assessment was that the
amount of provision at 31 December 2013
is based on appropriate assumptions about
future expected redress payments, while
noting the sensitivity of the provision to
different outcomes from those assumed;
– HSBC’s exposure to remediation costs
relating to the possible mis-selling of
interest rate swaps to small and medium-
sized businesses in the UK, noting the
reasons for the additional provisions made
during 2013;
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developments in the industry investigations
and reviews into the setting of Libor,
Euribor and other benchmark interest and
foreign exchange rates, and matters relating
to trading on foreign exchange and credit
derivatives markets, by various regulators
and competition and enforcement
authorities around the world. The
Committee discussed the high degree of
uncertainty as to the resolution of these
regulatory investigations and reviews;
the valuation of financial instruments
measured at fair value, including the
measurement of derivatives. Developments
in market practice regarding accounting for
funding costs in the valuation of
uncollateralised derivatives were considered.
HSBC does not currently include funding fair
value adjustments (‘FFVA’) in the fair value
measurement of uncollateralised derivatives,
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–
–
–
as no industry consensus has yet emerged on
how FFVA should be calculated. However,
FFVA may be adopted by HSBC in future
as such consensus develops;
the impairment test performed on HSBC’s
investment in BoCom as at 31 December
2013. The impairment test identified that,
based on an assessment of the value in use of
the investment, the investment is not
impaired. The Committee noted the
sensitivity of the impairment test result to
projected future cash flows and the discount
rate;
the results of the annual goodwill impairment
test completed as at 1 July 2013, which
identified no impairment. The goodwill
relating to GPB Europe was re-tested as
at 31 December 2013 following reduced
forecast profitability in the second half of
2013, and management concluded that it was
not impaired. The Committee noted that
disclosure has been made with regards to the
extent to which a change in key assumptions
would result in the recoverable amount being
equal to its carrying amount;
the recognition of deferred tax assets,
including in the US, where reliance is placed
on the Group’s continued investment of
sufficient capital to ensure realisation of
deferred tax assets, in Mexico, where the
recoverability of deferred tax assets has been
affected by clarifications in legislation, and in
the UK, where projections of future taxable
income of HSBC Holdings plc are
insufficient to enable recognition of deferred
tax assets for its carried forward tax losses.
•
Internal controls over financial reporting.
The Committee undertook an annual review
of HSBC’s systems of internal controls over
financial reporting. During 2013, the Committee
monitored the effectiveness of such internal
controls and reported regularly to the Board as
described on page 366. The Committee received
regular reports from the Group Finance
Director, the Group Chief Accounting Officer,
and the Group Head of Internal Audit. Minutes
of the Group Risk Committee and executive
committee meetings including the GMB, Risk
Management Meetings and Global Standard
Steering Meetings were provided to the
Committee members. The Committee also
reviewed the adequacy of resources,
qualifications and experience of staff in the
Finance function. Reports were submitted to
the Committee on internal control matters in
relation to the Sarbanes-Oxley Act. The Group
Finance Director, the Group Chief Risk Officer,
the Group Head of Internal Audit, the Group
Chief Accounting Officer, Group Company
Secretary, external auditor and other senior
executives attended Committee meetings. The
Committee had regular discussions with the
external auditor and the Group Head of Internal
Audit, with an opportunity at each meeting for
discussions to take place without management
present.
• Effectiveness of the internal audit function.
The Committee satisfied itself that the internal
audit function was effective and adequately
resourced through regular meetings held with,
and reports provided by, the Group Head of
Internal Audit on internal audit issues, including
the effectiveness and adequacy of resources.
PwC were engaged to undertake a review of the
internal audit function to assess compliance with
industry and regulatory internal audit guidance
and progress made by the function in addressing
the recommendations contained in the external
quality assurance review performed by KPMG
in 2012. The Committee received reports over
the course of 2013 on the activities of the
internal audit function and reviewed its planned
activities for the following year.
• Legal and regulatory environment. The
Committee received regular reports on litigation
and on the application of changes in law,
regulation, accounting policies and practices
and regulatory developments, including reports
on developments in the programme to change
IFRSs, Basel III/CRD IV, the recommendations
of the ICB and accounting issues raised in the
report from the Parliamentary Commission on
Banking Standards.
• External auditor. The Committee provided
oversight of the external auditor through regular
meetings with the external auditor, including
meetings without management present, and
receiving reports on the external auditor’s
strategy in relation to the audit of financial
statements and the progress of the audit. The
Committee monitored the effectiveness of the
audit process through a review of the public
report published by the Financial Reporting
Council’s Audit Inspection Unit on the
inspection of the external auditor, an assessment
against a best practice checklist for evaluating
external auditors, an external audit assessment
questionnaire completed by the chief financial
officers of the Group’s major geographical
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regions, a review of the relationship between the
Group and the external auditor at a senior level
and considered the results of feedback provided
to the external auditor by members of the
finance function throughout the Group. The
Committee approved the remuneration and
terms of engagement and recommended to
the Board the re-appointment of the external
auditor.
• Terms of reference and effectiveness of the
Committee. The Committee undertook an
annual review of its terms of reference and
of its own effectiveness.
In addition to the scheduled Committee
meetings, the Chairman met regularly with
the Group Finance Director, the Group Chief
Accounting Officer, the Group Chief Risk Officer,
the Group Head of Internal Audit, the external
auditor and other senior executives as required.
Terms of reference and subsidiary company
audit oversight
The GAC is responsible for non-executive oversight
of internal controls over financial reporting.
To ensure consistency of scope and approach
by subsidiary company audit committees, the
GAC has established core terms of reference to
guide subsidiary companies when adopting
terms of reference for their non-executive audit
committees. The Committee’s endorsement is
required for any proposed material changes to
subsidiary audit committee terms of reference
and for appointments to such committees.
A forum for the chairmen of our principal
subsidiary company committees with responsibility
for non-executive oversight of financial reporting
and risk-related matters was held in June 2013 to
share understanding and to facilitate a consistent
approach to the way in which these subsidiary
company committees operate. The next forum
will be held in June 2014.
Arrangements relating to the external
auditor
The Committee has recommended to the Board that
KPMG Audit Plc be reappointed as auditor at the
forthcoming Annual General Meeting.
KPMG has been the Group’s auditor since 1991,
when HSBC Holdings became the ultimate holding
company of the Group, without a tender process
for the external audit contract having taken place.
A tender process was undertaken in 2013, resulting
in a recommendation, which was endorsed by the
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Report of the Directors: Corporate Governance (continued)
Board committees > Group Audit Committee / Group Risk Committee
Board, that PricewaterhouseCoopers LLP be
appointed as external auditor for the financial year
commencing 1 January 2015. The appointment will
be subject to shareholders’ approval at the 2015
AGM.
The Board has approved, on the
recommendation of the Committee, a policy for
the employment by HSBC of former employees
of KPMG. The Committee receives an annual report
on such former employees who are employed and
the number in senior positions. This report enables
the Committee to consider whether there has been
any impairment, or appearance of impairment, of
the external auditor’s judgement, objectivity or
independence in respect of the audit. The external
auditor provided written confirmation of its
independence under industry standards.
The policies for the pre-approval of specific
services that may be provided by the principal
auditor are kept under review by the Committee and
amended as necessary to meet the dual objectives of
ensuring that we benefit in a cost effective manner
from the cumulative knowledge and experience of
our auditor, while also ensuring that our external
auditor maintains the necessary degree of
independence and objectivity. These pre-approval
policies apply to all services where any HSBC
company pays for the service, or is a beneficiary
or addressee of the service, and has selected or
influenced the choice of KPMG. All services
provided by KPMG during 2013 were pre-approved
by the Committee or were entered into under pre-
approval policies established by the Committee.
The pre-approved services relate to regulatory
reviews, agreed-upon procedures reports, other types
of attestation reports, the provision of advice and
other non-audit services allowed under SEC
independence rules. The services fall into the
categories of audit services, audit-related services,
tax services and other services.
An analysis of the remuneration paid in respect
of audit and non-audit services provided by KPMG
for each of the past three years is disclosed in Note 8
on the Financial Statements.
Group Risk Committee
Chairman’s Statement
I assumed the chairmanship of the Group Risk
Committee (‘GRC’) in May 2013 from Rona
Fairhead, under whose leadership the role of
the GRC continued to evolve. Following my
appointment and the establishment of the Financial
System Vulnerabilities Committee (‘FSVC’) in
January 2013 to oversee financial crime-related
risk matters and the Group’s adoption of enhanced
compliance standards, the GRC has been in a
position to increase its focus on oversight of other
areas of risk that the Group faces and to take an
increasingly forward-looking approach to identifying
emerging risks.
As the Group has continued to pursue its
transformation agenda to simplify the way the Group
is run and make it easier to manage, the GRC has
focused on identification and management of risks
inherent in the implementation of this agenda. As
businesses have been disposed of or closed, pressure
has been exerted on costs and our global businesses
and functions have been re-shaped, the GRC has
overseen risk management actions with a particular
focus on seeking assurance that management’s
controls across the Group are not adversely affected.
The culture of the Group and the tone set by
senior management throughout its global operations
are critical to effective risk management. The GRC
focuses on steps taken to communicate and reinforce
the Group’s commitment to ‘doing the right thing’
particularly during reviews of the strategies and risk
governance frameworks of the global businesses and
functions. This is also reflected in the risk-related
advice the GRC provides to the Group Remuneration
Committee in connection with determination of the
variable pay pool and individual awards.
The implications for the Group of evolving legal
and regulatory requirements applicable to financial
institutions, and preparatory steps being taken to
address them, are kept under close review by the
Committee. Aspects of the changing legal and
regulatory environment which have been priority
focus areas for the GRC in 2013 include the
increased regulatory focus on conduct issues,
particularly in the UK retail banking business, the
implementation of new UK legislation on ‘ring-
fencing’ of a UK bank’s retail operations from its
investment banking operations, the application of the
Volcker rule (which is part of the US Dodd-Frank
Act) and the introduction of a ‘bail-in’ capital regime
for UK banks. The nature and pace of legal and
352
regulatory change in 2013 has led to increased
scrutiny by the GRC of the Group’s risk appetite
profile and management actions to mitigate risks and
exposures.
We have set out in the report below further
information on the role and activities of the GRC
during 2013.
On behalf of the Committee I should like to
thank John Coombe, who will be stepping down as
a Director with effect from the 2014 Annual General
Meeting, for his valuable contribution.
Joachim Faber
Chairman, Group Risk Committee
24 February 2014
Role and members
The GRC is responsible for advising the Board on
high-level risk-related matters and risk governance
and for non-executive oversight of risk management
and internal controls (other than financial reporting).
Members1
Joachim Faber2 (Chairman) ....
John Coombe ..........................
Rona Fairhead3 .......................
John Lipsky .............................
Rachel Lomax .........................
Meetings held in 2013 ...........
Meetings
attended
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eligible
to attend
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1 All members are independent non-executive Directors. .
With effect from the conclusion of the 2014 Annual General
Meeting, John Coombe will retire as a Director and
member of the GRC.
2 Appointed chairman of the Committee on 24 May 2013.
3 Retired as a member and chairman of the Committee on
24 May 2013.
Governance structure for the management of risk
John Trueman, a non-executive director of
HSBC Bank plc and Chairman of its risk committee,
and Robert Herdman, a non-executive director of
HSBC North America Holdings Inc. and HSBC
Bank USA have both attended meetings of the GRC
by invitation during 2013. Their experience of risk-
related matters in the financial services industry
is valued by the Committee.
Governance
All of HSBC’s activities involve, to varying degrees,
the measurement, evaluation, acceptance and
management of risk or combinations of risks. The
Board, advised by the Committee, requires and
encourages a strong risk governance culture which
shapes the Group’s attitude to risk. The Board
and the Committee oversee the maintenance
and development of a strong risk management
framework by continually monitoring the risk
environment, top and emerging risks facing the
Group and mitigating actions planned and taken.
The Committee monitors the effectiveness of
the Group’s risk management and internal controls
systems other than over financial reporting, which
are monitored by the GAC.
The governance structure for the management
of risk is set out in the following table. Each major
operating subsidiary has established a board
committee with non-executive responsibility for
oversight of risk-related matters and an executive
committee with responsibility for risk-related
matters.
Authority
Board
Membership
Responsibilities include:
Executive and non-executive Directors • Approving risk appetite, strategy and performance targets for the
GRC
Independent non-executive Directors
• Advising the Board on:
Group
• Approving appointment of chief risk officers of subsidiary
companies
• Encouraging a strong risk governance culture which shapes the
Group’s attitude to risk
– risk appetite and alignment with strategy
– alignment of remuneration with risk appetite (through advice
to the Group Remuneration Committee)
– risks associated with proposed strategic acquisitions and
disposals
• Overseeing high-level risk related matters
• Reviewing the effectiveness of the Group’s systems of risk
management and internal controls (other than over financial
reporting)
• Overseeing the maintenance and development of a supportive
culture in relation to the management of risk
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Report of the Directors: Corporate Governance (continued)
Board committees > Group Risk Committee
Authority
Membership
Responsibilities include:
Financial System
Vulnerabilities
Committee
director members
Executive Directors and co-opted non-
• Overseeing controls and procedures designed to identify areas of
exposure to financial crime or system abuse
• Overseeing matters relating to anti-money laundering, sanctions,
terrorist financing and proliferation financing
• Reviewing policies and procedures to ensure continuing
obligations to regulatory and law enforcement agencies are met
• Overseeing risks relating to financial reporting and internal control
over financial reporting.
GAC
Independent non-executive Directors
Risk Management Meeting
Group Chief Risk Officer
• Formulating high-level global risk policy
of the GMB
Chief Legal Officer
Group Chief Executive
Group Finance Director
All other Group Managing Directors
Global Standards Steering
Meeting of the GMB
Group Chief Risk Officer
Chief Legal Officer
Group Chief Executive
Group Finance Director
Global Head of Financial Crime
Compliance and Group Money
Laundering Reporting Officer
All other Group Managing Directors
• Exercising delegated risk management authority
• Overseeing implementation of risk appetite and controls
• Monitoring all categories of risk and determining appropriate
mitigating action
• Promoting a supportive Group culture in relation to risk
management
• Developing and implementing Global Standards reflecting best
practices which must be adopted and adhered to throughout the
Group
• Overseeing initiatives to ensure our conduct matches our values
Global Risk Management
Group Chief Risk Officer
Board
Chief Risk Officers of HSBC’s global
businesses and regions
Heads of risk areas within the Global
Risk Function
• Supporting the Risk Management Meeting and the Group Chief
Risk Officer in providing strategic direction for the Global Risk
function, setting priorities and overseeing their execution
• Overseeing consistent approach to accountability for, and
mitigation of, risk across the Global Risk function
Subsidiary board
committees responsible
for risk-related matters
and global business risk
committees
Independent non-executive directors
and/or HSBC Group employees
with no line or functional
responsibility for the activities of
the relevant subsidiary or global
business, as appropriate
• Providing reports to the GRC or intermediate risk committee on
risk-related matters and internal controls (other than over
financial reporting) of relevant subsidiaries or businesses, as
requested
Risk reporting and monitoring
The GRC regularly monitors:
•
•
•
the Group’s risk appetite and risk profile against
key performance/risk indicators, as set out in the
Group’s Risk Appetite Statement, on Group-
wide, global business and regional bases;
the top and emerging risks facing the Group;
and
the risk profiles for separate categories of risk
within the Group’s business identified in the
Group’s Risk Appetite Statement, on Group-
wide, global business and regional bases;
and reviews the mitigating actions proposed by
management.
Reports on these items are presented at each
meeting of the Committee. Regular reports from the
Risk Management Meeting of the GMB, which is the
executive body responsible for overseeing risk, are
also presented.
In carrying out its responsibilities the
Committee is closely supported by the Group Chief
Risk Officer. The Committee also receives regular
presentations from the Global Head of Financial
Crime Compliance and Group Money Laundering
Reporting Officer, Global Head of Regulatory
Compliance, Group Head of Internal Audit, the
Chief Legal Officer and other business, function
and risk heads.
Risk appetite
Risk appetite is a key component of our management
of risk. The Board, advised by the GRC, approves
the Group’s risk appetite, which describes the types
and levels of risk that the Group is prepared to
accept in executing our strategy and which is set out
in the Group’s Risk Appetite Statement. Embedding
risk appetite statements and the related monitoring
and reporting framework across the Group has
continued to be an area of significant focus in 2013
with initiatives undertaken to:
•
further enhance the Global risk appetite
framework for consistent adoption by all regions
and global businesses within the Group; and
354
•
complete a formal triennial review and
assessment that HSBC’s risk appetite
framework remains fit for purpose, is in line
with best practice and adheres to the highest
standards.
Our risk appetite framework is underpinned by
the core characteristics listed to the right. These core
characteristics are applied to define the risk appetite
statements on Group-wide, global business and
regional levels. The relevant strategic and
operational objectives, within which we expect
businesses and regions to operate, are expressed
quantitatively across the following dimensions:
Risk appetite: core characteristics
• Risk must be commensurate with sustainable returns
• Strong balance sheet
• Healthy capital position
• Conservative liquidity management
• Strong brand
• Robust Group structure of separate legal entities
• The global businesses should produce sustainable long-term
earnings growth
• Risk diversification
Strategic and operational objectives
Earnings
Capital and liquidity
1. Generate sustainable economic profit commensurate with the risks taken
2. Maintain capital in excess of regulatory and internal economic capital requirements
3. Maintain a strong capital ratio comprising a high proportion of core tier 1 (common equity tier 1 from 2014)
4. Maintain a well-diversified funding structure with a particular focus on advances to core funding ratios
5. Off-balance sheet vehicles should not be material in size relative to the total balance sheet
Impairments
Risk category and
diversification
6. Manage impairments within the Group’s tolerance
7. Manage all risk categories within the risk appetite
8. Harness benefits from business diversification to generate non-volatile and sustainable earnings
Intra-Group lending
9. Group entities should operate at all times within intra-group exposure limits
Scenario and
stress testing
10. Use robust and appropriate scenario stress testing to assess the potential impact on the Group’s capital
adequacy and strategic plans
Top and emerging risks
Identifying and monitoring top and emerging risks
is integral to our approach to risk management. We
define a ‘top risk’ as being a current, emerged risk
which has arisen across any of our risk categories,
regions or global businesses and has the potential
to have a material impact on our financial results or
our reputation and the sustainability of our long-term
business model, and which may form and crystallise
within a one-year horizon. We consider an
‘emerging risk’ to be one which has large uncertain
outcomes which may form and crystallise beyond a
one-year horizon and, if it were to crystallise, could
have a material effect on our long-term strategy.
The GRC discusses top and emerging risks with
management at each of its meetings. Current top and
emerging risks, which are summarised below, are
viewed as falling into three broad categories:
macroeconomic and geopolitical; macro-prudential,
regulatory and legal risks to our business model; and
risks related to our business operations, governance
and internal control systems.
The following table shows the current top and
emerging risks identified through our risk
management processes:
Current top and emerging risks
Categories
Top and emerging risks
Macroeconomic and geopolitical risk
Macro-prudential, regulatory and legal risks to our
business model
• Emerging markets slowdown
• Increased geopolitical risk
• Regulatory developments affecting our business model and Group profitability
• Regulatory investigations, fines, sanctions, commitments and consent orders and
requirements relating to conduct of business and financial crime negatively
affecting our results and brand
Risks related to our business operations, governance
and internal control systems
• Dispute risk
• Heightened execution risk
• Internet crime and fraud
• Information security risk
• Data management
• Model risk
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Report of the Directors: Corporate Governance (continued)
Board committees > Group Risk Committee
Stress testing
Our stress testing and scenario analysis programme
is central to the monitoring of top and emerging
risks. It highlights the vulnerabilities of our business
and capital plans to the adverse effects of extreme
but plausible events.
The outcome of the testing and analysis is also
used to assess the potential impact of the relevant
scenarios on the demand for regulatory capital
compared with its supply.
Management develops action plans to mitigate
risks identified. The extent to which those action
plans are implemented depends on management’s
evaluation of the risks and their potential
consequences, taking into account HSBC’s
risk appetite.
Further information on scenario stress testing
is set out on page 139.
Stress tests and scenario tests fall into three
main classifications: regulatory scenarios; Group-
wide business scenarios; and specific business or
exposure scenarios.
During 2013, the GRC reviewed the outcome
of a number of stress tests undertaken by the Group
and action plans to mitigate risks where appropriate,
including a Group reverse liquidity test and stress
tests on the Annual Operating Plan under severe
eurozone crisis and US fiscal cliff scenarios, the
potential consequences of a breach of the Deferred
Prosecution Agreements, worsening economic
conditions in Japan and Brazil, a global slowdown
scenario, including a hard landing in mainland
China, and a eurozone break-up.
The development of HSBC’s stress testing and
scenario testing analysis programme will continue
to be an area of focus for the Committee.
Committee activities
The GRC undertook the following key activities in
the discharge of its responsibilities:
• Oversight of executive risk management.
Regular reports and presentations were received
from the Group Chief Risk Officer including at
each meeting a presentation of a ‘risk map’,
which provides analysis, on Group-wide, global
business and regional bases, of risk profiles for
categories of risk identified in the Group Risk
Appetite Statement, and a top and emerging
risks report which summarises proposed
mitigating actions for identified risks. The
Committee received regular reports on matters
discussed at Risk Management Meetings.
356
• Legal and regulatory environment. Reports
were received from the Chief Legal Officer on
forward-looking legal risks, the Global Head of
Financial Crime Compliance and Group Money
Laundering Reporting Officer, the Global Head
of Regulatory Compliance on forward-looking
compliance risks and the Head of Group
Performance and Reward. Regular updates
were received on the US regulatory and law
enforcement authorities and US dispute risk
and compliance matters in the US and the steps
taken to remediate these compliance issues.
• Obligations under US and UK agreements.
Regular updates have been received and
reviewed on the Group’s progress in meeting
obligations under the agreements and orders
entered into or made in connection with the
resolution of the investigations by US and UK
regulatory and law enforcement authorities in
December 2012 and actions completed to date.
• HSBC Global Standards. The Committee
received regular updates on the Global
Standards initiative being undertaken by the
Group and the activities of the Global Standards
Steering Meeting.
• Financial Crime. The Committee received
regular reports on the activities of the Financial
System Vulnerabilities Committee.
• Compliance-related initiatives. The
Committee received regular reports on the
restructuring of the Compliance function,
including the development of the blueprint and
target operating model for each of the Financial
Crime Compliance team and the Regulatory
Compliance team and the establishment of a
project management office for implementation
of compliance-related initiatives.
• US matters. The Committee received regular
reports from the Chief Executive Officer of
HSBC USA on compliance and regulatory
matters in the US.
• Country risk tolerances. The Committee
considered enhancements to the Group’s
country risk tolerance framework. The risk
tolerance in respect of the Group’s two home
markets and 20 priority markets were
considered by the Committee.
• Risk data aggregation and risk reporting.
The Committee received reports on actions to
comply with the Basel Committee on Banking
Supervision’s principles on data aggregation
and risk reporting.
• Review of risk management and internal
controls. The Committee undertook an annual
review of HSBC’s systems of internal controls,
other than over financial reporting. During
2013, the Committee monitored the
effectiveness of such risk management and
internal controls and reported regularly to the
Board as described on page 364. A series of
presentations were made, and reports submitted,
by the heads of the global businesses and global
functions to the Committee on the risk control
framework in their respective business or
function. Reports from the Group Head of
Internal Audit on the internal audit process and
weaknesses identified in internal controls (other
than over financial reporting) were presented
to the Committee, as well as reports from
regulators relating to the internal control
systems.
• Risk appetite. The Committee reviewed the
alignment of risk appetite and Group strategy.
Regular reviews were undertaken of the Group’s
risk profile against the key performance
indicators set out in the Risk Appetite Statement
which considered the need for any adjustment to
the risk appetite. The Risk Appetite Statement
for 2014 was recommended to the Board for
approval, to be used in the preparation of the
Annual Operating Plan for 2014. Reports and
presentations were received from the Group
Chief Risk Officer, including on the results of
HSBC’s stress testing and scenario analysis
programme.
• Alignment of remuneration with risk
appetite. Presentations and reports were
received on remuneration-related proposals
to assist the Committee in giving advice to
the Group Remuneration Committee on the
alignment of remuneration with risk appetite.
The GRC considered risk-related issues to have
been appropriately taken into account by the
Group Remuneration Committee, including
when determining the total variable pay funding
pool for the 2013 performance year and the
proposed design of the performance scorecard
for the 2014 performance year. The Committee
received presentations on the procedure for
determining individual variable pay awards,
including the risk assessment process for
identifying matters for which risk-related
adjustments may be made to individual
and team awards. The process by which an
individual’s adherence to HSBC Values and the
Group’s risk-related policies and procedures is
taken into account in performance assessment
357
and determination of variable pay was also
reported to the Committee. The Committee
provided advice and feedback on risk-related
matters to the Group Remuneration Committee
where appropriate.
• Reputational risk. The Committee received
reports from executive management on
reputational risk.
• Benchmarking. The Committee received
reports on internal benchmarking exercises
undertaken against third party assessment of
industry best practices for risk and compliance
functions.
• Top and emerging risks. In monitoring top and
emerging risks the Committee received reports
from the Group Chief Risk Officer and the
Global Head of Financial Crime Compliance
and Group Money Laundering Reporting
Officer, the Global Head of Regulatory
Compliance as well as other members of
senior management on risks identified and
developments in the Group’s business, including
model risk, people risk, the changing regulatory
environment; the implications of regulatory
investigations and global market risk such as the
implications of an emerging market slowdown
and the impact on trade and capital flows.
• Acquisitions and disposals. The Committee
received reports and presentations on risk issues
relating to proposed strategic acquisitions and
the risk management of disposals and advised
the Board appropriately.
• Operational risk. The Committee received
regular reports on the Group’s operational risk
management framework.
• Oversight of risk governance framework.
Minutes of the GAC, the Financial System
Vulnerabilities Committee, Group
Remuneration Committee, GMB including
the Risk Management Meeting and the Global
Standards Steering Meeting, and the Group
Reputational Risk Policy Committee were
made available to Committee members.
• Terms of reference and Committee
effectiveness. The Committee undertook a
review of its terms of reference and of its own
effectiveness.
In addition to the scheduled Committee
meetings, the Chairman met regularly with the
Group Chief Risk Officer, the Group Head of
Internal Audit, the Group Finance Director, the
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Report of the Directors: Corporate Governance (continued)
Board committees > Group Risk Committee / Financial System Vulnerabilities Committee
Chief Legal Officer and other senior executives
as required.
The Group Finance Director, Group Chief Risk
Officer, Group Chief Accounting Officer, Group
Company Secretary and the external auditor and
other senior executives attended Committee
meetings.
Professional external advice on US compliance
matters has been provided by Promontory Financial
Group, US financial consultants.
Terms of reference and subsidiary company
risk oversight
The GRC is responsible for non-executive oversight
of risk management and internal controls, other than
internal controls over financial reporting which is
the responsibility of the GAC.
To ensure consistency of scope and approach
by subsidiary company committees, the GRC has
established core terms of reference to guide
subsidiary companies when adopting terms of
reference for their non-executive risk committees
(or audit committees if those committees are also
responsible for the oversight of risk related matters).
The Committee’s endorsement is required
for any proposed material changes to subsidiary
company risk committee terms of reference and
for appointments to such committees.
A forum for the chairmen of HSBC’s principal
subsidiary company committees with responsibility
for non-executive oversight of financial reporting
and risk-related matters was held in June 2013 to
share understanding and to facilitate a consistent
approach to the way in which these subsidiary
committees operate. The next forum will be held
in June 2014.
Financial System Vulnerabilities Committee
Chairman’s Statement
Having been established in January 2013, the FSVC
has two primary purposes – to oversee our compliance
with regulatory orders, including oversight of the
relationship with the Monitor, and to help identify
and then oversee appropriate responses to emerging
exogenous threats to HSBC. By so doing, we support
HSBC’s objective of adopting and enforcing high
compliance standards throughout the Group and also
help protect HSBC. We recognise that in the past
HSBC did not consistently identify, and so prevent,
misuse and abuse of the financial system through its
network. The adoption of high compliance standards –
allied with the highest standards of behaviour – forms
part of our strategy to eliminate the possibility of this
happening again, and will address our obligations
under the deferred prosecution agreements and other
agreements and orders entered into or made with
US and UK regulatory and law enforcement
authorities in 2012.
The FSVC will continue to focus in 2014 on
approving and monitoring the adoption of controls
and procedures which will underpin our high
behavioural and compliance standards. Building and
maintaining a strong compliance culture throughout
the Group, which is essential to the success of our
strategy, will remain a focus area for the FSVC in
2014.
An equally important aspect of the FSVC’s
role is providing the Group with a forward-looking
perspective on financial crime risk and other
exogenous threats such as cyber-security. The
five subject matter experts appointed to the FSVC,
as well as Sir Jonathan Evans who joined the
Committee on 6 August 2013, have provided
invaluable guidance and advice in identifying risk
areas where the Group could become exposed, and
working with us to mitigate those risks. In 2014, we
will continue to build on this work and I’m delighted
that Sir Jonathan has agreed to take over the
chairmanship of the Committee during the second
quarter of this year.
I would also like to welcome our new Director,
Kathleen Casey, who will be joining the FSVC in
March 2014.
We have set out in the report below further
information on the role and activities of the FSVC
during 2013.
Rona Fairhead
Chairman, Financial System Vulnerabilities
Committee
24 February 2014
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Role and members
The FSVC has non-executive responsibility for
governance, oversight and policy guidance over the
framework of controls and procedures designed to
identify areas where HSBC and the financial system
more broadly may become exposed to financial
crime or system abuse. The Committee also has
oversight of matters relating to anti-money
laundering, sanctions, terrorist financing and
proliferation financing, including the establishment,
implementation, maintenance and review of
adequate policies and procedures sufficient to
ensure the continuing obligations to regulatory
and law enforcement agencies are met.
The Committee oversees and reports to the
Board on implementation of the actions necessary
to build assurance in these areas and seeks to provide
the Board with a forward-looking perspective on
financial crime risk.
Meetings
attended
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Members1
Rona Fairhead (Chairman) .....
Jim Comey2 .............................
Sir Jonathan Evans3,4 ..............
Nick Fishwick5 .......................
Dave Hartnett5 ........................
Bill Hughes5 ............................
Sir Simon Robertson ...............
Leonard Schrank5 ....................
Juan Zarate5,6 ...........................
Meetings held in 2013 ...........
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1 Sir Jonathan Evans will become Chairman of the FSVC
with effect from the conclusion of the 2014 Annual General
Meeting. Kathleen Casey will be appointed as a non-
executive Director with effect from 1 March 2014 and will
become a member of the Committee from this date.
2 Retired as a Director and member on 4 September 2013.
3 Appointed a Director and member on 6 August 2013.
4 Also attended one meeting by invitation before becoming
a Director.
5 Co-opted non-director member of the Committee.
6 Also provides advisory services to the board of HSBC
North America Holdings Inc.
Co-opted non-director members
Five co-opted non-director members have been
appointed advisers to the Committee to support its
work. Brief biographies are set out below:
Nick Fishwick, CMG: former senior official
in the Foreign and Commonwealth Office,
specialising in security, intelligence and counter-
terrorism; seconded from 2001 to 2004 to HM
Customs and Excise as Head of Intelligence (Law
Enforcement), focusing on international counter-
narcotics, tax and excise fraud; awarded the CMG
in 2009.
359
Dave Hartnett, CB: former Permanent
Secretary for Tax at HM Revenue and Customs;
focused on tax policy development, compliance and
enforcement and international tax issues during his
36-year career in tax administration; former deputy
chairman of the Organisation for Economic Co-
operation and Development’s Forum on Tax
Administration.
Bill Hughes, CBE QPM: former head of
the UK’s Serious Organised Crime Agency;
international experience in the disruption,
dismantling and criminal investigation of organised
crime.
Leonard Schrank: former chief executive
officer of SWIFT, the industry owned, global
financial messaging system; oversaw SWIFT’s
relationship with the US Treasury Department and
other countries on counter-terrorism issues. Member
MIT Corporation (board of trustees) from 2011 to
2016.
The Honourable Juan Zarate: Senior Advisor
at the Center for Strategic and International Studies;
the Senior National Security Analyst for CBS News;
a Visiting Lecturer of Law at the Harvard Law
School; national security consultant; former Deputy
Assistant to the President and Deputy National
Security Advisor for Combating Terrorism
responsible for developing and implementing the
US Government’s counter-terrorism strategy and
policies related to transnational security threats;
former Assistant Secretary of the Treasury for
Terrorist Financing and Financial Crime; and
former federal prosecutor who served on terrorism
prosecution teams.
Committee activities
The Committee undertook the following key
activities in the discharge of its responsibilities:
• Forward looking perspective on financial
crime risk: The Committee agreed areas of
focus where HSBC and the financial system
more broadly may become exposed to financial
crime or system abuse. The Committee received
updates from the adviser members of the
Committee on activities they had undertaken in
connection with these agreed areas and received
reports on actions being taken to address these
risks including (i) the enhancement of the
Group’s cyber security capabilities; (ii) the
development of a dedicated team and systems to
provide our global businesses with proactive
enhanced customer due diligence; (iii) the tax
transparency initiatives undertaken by HSBC;
and (iv) initiatives HSBC is undertaking with
external parties related to financial crime
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Report of the Directors: Corporate Governance (continued)
Board committees > FSVC / Group Remuneration Committee / Nomination Committee
compliance, financial integrity and regulatory
enforcement.
• Oversight of financial crime-related issues: The
Committee received updates on financial crime-
related issues facing the Group and relevant
mitigating controls including: (i) development of
financial crime compliance related aspects of the
Group’s technology and data systems strategy;
(ii) Group policies and procedures on anti-money
laundering, sanctions and other financial crime
related matters; and (iii) enhancements to
transaction monitoring systems. The Committee
received regular reports on forward-looking
financial crime compliance risks, matters
identified by Internal Audit relating to financial
crime compliance, and reviews undertaken of the
Group’s anti-money laundering programme. The
Committee received updates on thematic reviews
being undertaken by regulators.
• Obligations under US and UK agreements:
The Committee oversaw the Group’s anti-money
laundering and compliance-related initiatives to
address obligations under the deferred
prosecution agreements, and other agreements
and orders entered into or made in connection
with the resolution of the investigations by
US and UK regulatory and law enforcement
authorities in December 2012 and actions
completed to date.
• Compliance-related initiatives: The Committee
received reports on the restructuring of the
Compliance function, including the development
of the operating model for each of the financial
crime compliance and regulatory compliance
team and reports on progress in recruitment. The
Committee reviewed, and received regular
updates on, the Compliance Plan, which
documents the Group’s strategy to augment
HSBC’s anti-money laundering and sanctions
compliance programme, which includes policies,
procedures and enhanced training.
• Reporting to regulators: Regular updates were
provided by the Chief Legal Officer, Group Chief
Risk Officer, Global Head of Financial Crime
Compliance and Group Money Laundering
Reporting Officer and Global Head of Regulatory
Compliance on reports to, and meetings held
with, regulators about the Group’s compliance-
related initiatives. The Committee reviewed
reports submitted to regulators on compliance-
related initiatives being undertaken by the Group.
• Global Standards programme: The Committee
received regular updates on progress being made
in implementing Global Standards. The
360
Committee reviewed the framework for the
execution and implementation of the Global
Standards programme and received a presentation
on Group-wide communications to employees.
Minutes of the Global Standards Steering
Meeting were made available to Committee
members.
• Monitor: The Group’s Monitor outlined his
planned approach to the monitorship of HSBC.
The Committee received regular updates on
HSBC’s interactions with the Monitor.
• Terms of reference and Committee
effectiveness: The Committee undertook a
review of its terms of reference and of its own
effectiveness.
In addition to the scheduled Committee meetings,
the Chairman met regularly with the Group Chairman,
the adviser members of the Committee and senior
executives as required. The Group Chairman, Group
Chief Executive, Chief Legal Officer, Group Chief
Risk Officer, Global Head of Financial Crime
Compliance and Group Money Laundering Reporting
Officer and Global Head of Regulatory Compliance
regularly attend Committee meetings.
Group Remuneration Committee
Role and members
The Group Remuneration Committee is responsible
for approving remuneration policy. As part of its role,
it considers the terms of annual incentive plans, share
plans, other long-term incentive plans and
the individual remuneration packages of executive
Directors and other senior Group employees,
including all positions of significant influence
and those having a material impact on our risk profile
and in doing so takes into account the pay and
conditions across the Group. No Directors are
involved in deciding their own remuneration.
Members1
Sir Simon Robertson
(Chairman)2 .........................
John Thornton3 ........................
John Coombe ..........................
Renato Fassbind4 .....................
Sam Laidlaw ...........................
Meetings held in 2013 ...........
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1. All members are independent non-executive Directors. With
effect from the conclusion of the 2014 Annual General
Meeting, John Coombe will retire as a Director and
member of the Committee and John Lipsky will become a
member of the Committee.
2 Appointed a member and Chairman of the Committee on
24 May 2013.
3 Retired as a Director and Chairman of the Committee on
24 May 2013.
4 Appointed a member of the Committee on 1 March 2013.
Members
The Directors’ Remuneration Report is set out
on pages 378 to 407.
Nomination Committee
Chairman’s Statement
A key responsibility of the Nomination Committee is
to ensure there is an appropriate balance of skills,
knowledge, experience, independence and diversity
on the Board.
Another important responsibility of the
Committee is to ensure that plans are in place for the
selection, appointment and orderly succession of
executive Directors and senior executives. The
Committee met once last year to undertake with the
Group Chief Executive an in-depth review of
succession plans and satisfied itself after discussion
that such plans were sufficient and appropriate but
needed to be kept under annual review.
At the conclusion of the Annual General
Meeting in May 2014, both John Coombe and James
Hughes-Hallett who have served the Board for many
years with distinction will be retiring.
The Committee continues to monitor regulatory
developments as they may affect Board composition.
The Committee has considered in detail the new
requirements under the EU’s Capital Requirements
Directive IV which comes into effect on 1 July 2014
and which will restrict the number of directorships
that may be held by members of the Board. The
ramifications of these new requirements for the
current Board are being reviewed. The Committee is
also considering the implications the new
requirements may have on the pipeline of potential
non-executive Directors with the appropriate skills,
knowledge and experience to augment the Board.
On behalf of the Committee I would like to
thank James Hughes-Hallett, who will be stepping
down as a Director with effect from the 2014 Annual
General Meeting, for his commitment, insights and
valuable contribution as a member of the Committee.
I would like to welcome Laura Cha and Sam
Laidlaw who will be appointed as members of this
Committee from the conclusion of the 2014 Annual
General Meeting.
Sir Simon Robertson
Chairman, Nomination Committee
24 February 2014
361
Members1
Sir Simon Robertson
(Chairman) ..........................
Rona Fairhead ..........................
James Hughes-Hallett .............
John Lipsky .............................
Meetings held in 2013 ...........
Meetings
attended
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4
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1 All members are independent non-executive Directors. With
effect from the conclusion of the 2014 Annual General
Meeting, James Hughes-Hallett will retire as a Director and
member of the Committee and Laura Cha and Sam Laidlaw
will become members of the Committee.
Committee activities
The Committee undertook the following key
activities in the discharge of its responsibilities:
• Appointments of new Directors. Following a
rigorous selection process, the Committee
recommended to the Board the appointment of
Jim Comey (appointed with effect from 4 March
2013 and resigned with effect from 4 September
2013 as he was asked by President Obama to
become head of the Federal Bureau of
Investigation), Sir Jonathan Evans (appointed
with effect from 6 August 2013) and Kathleen
Casey (appointed with effect from 1 March
2014). Both Jim Comey and Sir Jonathan Evans
have a background in combatting financial and
other crime. Kathleen Casey brings to the Board
extensive experience of financial services
regulation. An external search consultancy,
MWM Consulting, was used in relation to the
appointment of Sir Jonathan Evans and
Kathleen Casey. MWM Consulting has no other
connection with HSBC. Jim Comey was
introduced to us by a member of senior
management. Having regard to his public and
private sector roles, the Committee considered
that neither external consultants nor advertising
were considered necessary in relation to this
appointment. Finally, the Committee also
recommended the appointment of Marc Moses,
Group Chief Risk Officer, as an executive
Director with effect from 1 January 2014 in
recognition of the criticality of the Risk function
to the Group.
• Forward planning. The Committee adopts
a forward-looking approach to potential
candidates for appointment to the Board that
takes into account the needs and development
of the Group’s businesses and the expected
retirement dates of current Directors. The
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H S B C H O L D I N G S P L C
Report of the Directors: Corporate Governance (continued)
Board committees > Nomination Committee / Corporate Sustainability Committee
Committee believes that the Group will continue
to face increased financial services regulation
which will include the requirement to assist the
authorities to combat financial crime and
accordingly will broaden the risks facing the
Group.
• Size, structure and composition. The
Committee monitored the size, structure and
composition of the Board (including skills,
knowledge, experience, independence and
diversity). Consideration is given to ensuring
that the Board’s decision-making is not
dominated by any one individual or small group
of individuals. The Committee reviews and
recommends to the Board appropriate changes
to the roles of the Group Chairman, the Group
Chief Executive and the senior independent
non-executive Director. The Committee
considered the election or re-election of
Directors at the Annual General Meeting and
has recommended to the Board that all Directors
should stand for election or re-election, other
than John Coombe and James Hughes-Hallett
who will retire at the conclusion of the 2014
Annual General Meeting, having served nine
years as Directors.
• Regulatory developments. The Committee
monitored regulatory developments as they may
affect Board composition. During 2013, the
Committee considered the implications of the
corporate governance requirements of the EU’s
Capital Requirements Directive IV and the
European Parliament’s adoption of a proposal
on gender balance for non-executive directors of
listed companies.
• Diversity. Bearing in mind the geographical
spread of the Group’s business, the Committee
pays particular attention to the ethnicity, age and
gender diversity of the Board. Board
appointments continue to be made based on
merit and candidates are considered against
objective criteria, having due regard for the
benefits of diversity on the Board. The Board
diversity policy is available at
www.hsbc.com/investor-relations/governance/
corporate-governance-codes. The Committee
regularly monitored progress towards the
implementation of the Board diversity policy
using the following measurable objectives: 25%
of the Board should be female, with a target of
30% to be achieved by 2020; only external
search consultants who are signatories to the
Executive Search Firms Voluntary Code of
Conduct should be engaged by the Nomination
Committee; and at least 30% of candidates,
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proposed by search firms for consideration as
non-executive Directors, should be women. As
at 31 December 2013, 25% of the Board is
female. The benefits of diversity continue to
influence succession planning and are key
criteria in the instructions to external search
consultants.
• Director training and development. The
Committee reviewed and monitored the training
and continuous professional development of
Directors and senior management.
• Time commitment and independence of non-
executive Directors. The Committee assessed
the independence of, and time required from,
non-executive Directors. The Committee is
satisfied that all non-executive Directors have the
time to fulfil their fiduciary responsibilities to
provide oversight of the business of the Group
and to serve on the Committees of the Board.
Prospective Directors are asked to identify any
significant other commitments and confirm they
have sufficient time to discharge what is expected
of them.
• Terms of reference and Committee
effectiveness. The Committee undertook a
review of its terms of reference and its own
effectiveness.
Corporate Sustainability Committee
Members
Laura Cha (Chairman)1 ...........
James Hughes-Hallett2 .............
Lord May3 ...............................
Dame Mary Marsh3 .................
Meetings held in 2013 ...........
Meetings
attended
Meetings
eligible
to attend
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1 Appointed Chairman on 1 January 2013.
2 Appointed a member of the Committee on 1 January 2013.
3 Co-opted non-director member of the Committee.
Sustainability governance
The Corporate Sustainability Committee was
responsible during 2013 for advising the Board,
committees of the Board and executive management
on corporate sustainability policies across the Group
including environmental, social and ethical issues.
The Committee has been demised by resolution of
the Board with effect from 31 December 2013. A
Conduct & Values Committee has been established
which undertakes much of what was previously done
by the Corporate Sustainability Committee. Further
information on the Conduct & Values Committee
can be found on page 364.
Corporate Sustainability exists as a global
function. Senior executives are charged with
implementing sustainable business practice in all
major regions through inclusion in the HSBC Global
Standards Manuals; and, through induction and
developmental training. Local teams are in charge
of embedding corporate sustainability strategies
within banking activities.
HSBC reports on its progress in developing
and implementing its sustainability strategy
annually in the HSBC Sustainability Report, which
is independently verified and prepared using the
Global Reporting Initiative framework. The HSBC
Sustainability Report 2013 will be issued on 23 May
2014 and will be available at www.hsbc.com/
sustainability.
Our sustainable operations strategy
HSBC’s carbon dioxide emissions are calculated
on the basis of the energy used in our buildings and
employee business travel from over 30 countries
(covering about 93% of our operation by FTE). The
data gathered on energy consumption and distance
travelled are converted to carbon dioxide emissions
using conversion factors from the following sources,
if available, in order of preference:
1.
factors provided by the data/service providers;
2.
3.
factors provided by the local public
environmental authorities. For electricity, if
specific factors cannot be obtained from the
above two sources, we use the latest available
carbon emission factors for national grid
electricity from the International Energy Agency
as recommended for use by the Greenhouse Gas
Protocol; and
for other types of energy and travel, if no
specific factors can be obtained from the first
two sources, we use the latest available factors
provided by the UK Department for Environment,
Food and Rural Affairs and/or the Department
of Energy and Climate Change in the UK.
To incorporate all of the operations over which
we have financial (management) control, the
calculated carbon dioxide emissions are scaled up on
the basis of the FTE coverage rate to account for any
missing data (typically less than 10% of FTEs). In
addition, emission uplift rates are applied to allow
for uncertainty on the quality and coverage of
emission measurement and estimation. The rates are
4% for electricity, 10% for other energy and 6% for
business travel, based on the Intergovernmental
Panel on Climate Change Good Practice Guidance
and Uncertainty Management in National
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Greenhouse Gas Inventories, and HSBC’s internal
analysis of data coverage and quality.
Carbon dioxide emissions in tonnes
Total ...............................
From energy ...................
From travel .....................
2013
889,000
755,000
134,000
Carbon dioxide emissions in tonnes per FTE
Total ...............................
From energy ...................
From travel .....................
2013
3.43
2.91
0.52
2012
963,000
825,000
138,000
2012
3.61
3.09
0.52
Our greenhouse gas reporting year runs from
October to September. For the year from 1 October
2012 to 30 September 2013, carbon dioxide
emissions from our operations were 889,000 tonnes.
HSBC Technology and Services employs
around a third of our workforce and runs our
operations, including real estate, IT infrastructure
and supply chain. One of these goals, known as
‘REDUCE’, is to cut annual carbon dioxide
emissions per employee by a tonne between 2012
and 2020 to 2.5 tonnes. Our baseline year is 2011, in
which emissions were 3.44 tonnes (rounded up to
3.5).
To tackle this challenge, we set a 10-point
sustainable operations strategy at the start of 2012,
listed below. This strategy covers issues from
sustainability leadership and engagement to supply-
chain collaboration, and includes ambitious targets
to reduce our use of energy and reduce our waste.
We made progress in 2013, but recognise that
stretching goals like these will take time to achieve.
We have capitalised on ‘quick wins’ where possible,
but have also spent time to analyse thoroughly and
prepare for achieving these targets.
Our 10-point sustainable operations strategy
1. We are engaging all employees in delivering improved
efficiency by 2020 with training and sustainability
leadership programmes.
2. We will increase energy consumption from renewables
from 24% to 40% and increase self-generated electricity
capacity from zero to 5%.
3. We will collaborate with our supply chain to achieve
sustainable savings through efficiency and innovation.
4. We will improve the energy efficiency of our Group data
centres.
5. An annual US$5m investment in an HSBC Eco-efficiency
Fund has been committed to trial sustainable innovation.
6. Our target is to increase the recycling of HSBC’s waste
from 60% to 100% of our office waste and electronic
waste.
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Report of the Directors: Corporate Governance (continued)
Board committees > Conduct & Values Committee / Chairman’s Committee // Internal control > Procedures
7. Work on all new and redesigned buildings costing over
US$10m in our portfolio of 7,500 buildings will be done
to Leadership in Energy and Environmental Design
(‘LEED’) certification standards.
8. We aim to reduce annual energy consumption per
employee by 1MWh.
9. We will reduce paper usage, ensure it comes from
sustainable sources, and encourage paperless banking for
all retail and commercial customers.
10. We continue to promote alternatives to travel, reducing
travel carbon emissions per employee.
Further details on our progress with achieving our
sustainability operations programme will be published in our
Sustainability Report 2013 on 23 May 2014.
Further information on environmental, social
and community obligations can be found on page 34.
Sustainability risk
Our approach to managing sustainability risk is
detailed in the Appendix to Risk on page 297.
Conduct & Values Committee
Members1
Rachel Lomax (Chairman)
Laura Cha
Sir Jonathan Evans
1 All members appointed on 17 January 2014.
The Conduct & Values Committee, established by
resolution of the Board in January 2014, will focus
on ensuring that in the conduct of its business,
HSBC treats customers fairly and openly, does
business with the right clients and in the right way, is
a responsible employer, acts responsibly towards the
communities in which HSBC operates and treats
other stakeholders fairly.
The Committee has non-executive responsibility
for, and advises the Board on, HSBC policies,
procedures and standards to ensure that the Group
conducts business responsibly and consistently
adheres to HSBC Values.
The Committee will meet at least four times
each year.
Chairman’s Committee
Members1
Douglas Flint (Chairman)
John Coombe
Joachim Faber
Rona Fairhead
Stuart Gulliver
Rachel Lomax
Iain Mackay
Marc Moses
Sir Simon Robertson
1 All members appointed on 22 November 2013, unless
otherwise indicated.
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The Chairman’s Committee, established by
resolution of the Board in November 2013, has
the power to act on behalf of the Board between
scheduled Board meetings to facilitate ad hoc
unforeseen business requiring urgent Board
approval.
Internal control
Procedures
The Directors are responsible for maintaining and
reviewing the effectiveness of risk management and
internal control systems and for determining the
nature and extent of the significant risks it is willing
to take in achieving its strategic objectives. To meet
this requirement and to discharge its obligations
under the ‘Handbook of Rules and Guidance’
issued by the FCA and PRA, procedures have
been designed for safeguarding assets against
unauthorised use or disposal; for maintaining proper
accounting records; and for ensuring the reliability
and usefulness of financial information used within
the business or for publication. These procedures can
only provide reasonable and not absolute assurance
against material misstatement, errors, losses or fraud.
These procedures are designed to provide
effective internal control within HSBC and accord
with the Financial Reporting Council’s guidance for
directors issued in its revised form in 2005 and
which is the subject of a recent consultation which
closed in January 2014. They have been in place
throughout the year and up to 24 February 2014, the
date of approval of the Annual Report and Accounts
2013. In the case of companies acquired during the
year, the risk management and internal controls
in place are being reviewed against HSBC’s
benchmarks and integrated into HSBC’s processes.
HSBC’s key risk management and internal
control procedures include the following:
• Group standards. Functional, operating,
financial reporting and certain management
reporting standards are established by global
function management committees, for
application throughout HSBC. These are
supplemented by operating standards set by
functional and local management as required for
the type of business and geographical location
of each subsidiary.
• Delegation of authority within limits set
by the Board. Authority is delegated to each
relevant Group Managing Director to manage
the day to day affairs of the business or function
for which he or she is accountable within limits
set by the Board. Delegation of authority from
the Board requires those individuals to maintain
a clear and appropriate apportionment of
significant responsibilities and to oversee the
establishment and maintenance of systems of
control that are appropriate to the business or
function. Appointments to the most senior
positions within HSBC requires the approval of
the Board.
• Risk identification and monitoring. Systems
and procedures are in place to identify, control
and report on the major risks facing HSBC (see
page 36) including credit, market, liquidity and
funding, capital, financial management, model,
reputational, pension, strategic, sustainability,
operational (including accounting, tax, legal,
regulatory compliance, financial crime
compliance, fiduciary, security and fraud,
systems operations, project and people risk),
insurance and Islamic finance risk. Exposure to
these risks is monitored by risk management
committees, asset, liability and capital
management committees and executive
committees in subsidiaries and, for the Group,
in Risk Management Meetings (‘RMM’) of
the GMB which are chaired by the Group Chief
Risk Officer. RMM meets regularly to address
asset, liability and risk management issues.
HSBC’s operational risk profile and the
effective implementation of the Group’s
operational risk management framework is
monitored by the Global Operational Risk and
Control Committee (‘GORCC’), which reports
to the RMM. Model risks are monitored by the
Model Oversight Committee which also reports
to the RMM. The minutes of the GMB meetings
and the RMM are provided to members of the
GAC, the GRC and the Board.
• Changes in market conditions/practices.
Processes are in place to identify new risks
arising from changes in market conditions/
practices or customer behaviours, which could
expose HSBC to heightened risk of loss or
reputational damage. During 2013, attention
was focused on:
−
−
−
−
emerging markets’ slowdown;
increased geopolitical risk;
regulatory developments affecting our
business model and Group profitability;
regulatory investigations, fines, sanctions
commitments and consent orders and
requirements relating to conduct of business
and financial crime negatively affecting our
results and brand;
− dispute risk;
− heightened execution risk;
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internet crime and fraud;
information security risk; and
−
−
− model risk.
• Strategic plans. Periodic strategic plans are
prepared for global businesses, global functions
and certain geographical regions within the
framework of the Group’s strategy. Annual
Operating Plans, informed by detailed analysis
of risk appetite describing the types and
quantum of risk that we are prepared to take in
executing our strategy, are prepared and adopted
by all major HSBC operating companies and set
out the key business initiatives and the likely
financial effects of those initiatives.
• Disclosure Committee. The Disclosure
Committee reviews material public disclosures
made by HSBC Holdings for any material
errors, misstatements or omissions. The
membership of the Disclosure Committee,
which is chaired by the Group Company
Secretary, includes the heads of Global Finance,
Legal, Risk (including Financial Crime
Compliance and Regulatory Compliance),
Communications, Investor Relations, and
Internal Audit functions and representatives
from the principal regions and global
businesses. The integrity of disclosures is
underpinned by structures and processes within
the Global Finance and Risk functions that
support expert and rigorous analytical review of
financial reporting complemented by certified
reviews by heads of global businesses, global
functions and certain legal entities.
• Financial reporting. The Group financial
reporting process for preparing the consolidated
Annual Report and Accounts 2013 is controlled
using documented accounting policies and
reporting formats, supported by a chart of
accounts with detailed instructions and guidance
on reporting requirements, issued by Group
Finance to all reporting entities within the
Group in advance of each reporting period end.
The submission of financial information from
each reporting entity to Group Finance is subject
to certification by the responsible financial
officer, and analytical review procedures at
reporting entity and Group levels.
• Responsibility for risk management.
Management of global businesses and global
functions are primarily accountable for
managing, measuring and monitoring their
risks and controls. Processes consistent with the
three lines of defence risk management and the
internal control model are in place to ensure
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Report of the Directors: Corporate Governance (continued)
Internal control > Procedures / Role of GAC and GRC / Effectiveness // Going concern / Employees
weaknesses are escalated to senior management
and addressed.
•
IT operations. Centralised functional control
is exercised over all IT developments and
operations. Common systems are employed for
similar business processes wherever practicable.
• Functional management. Global functional
management is responsible for setting policies,
procedures and standards for the following
risks: credit, market, liquidity and funding,
capital, financial management, model,
reputational, pension, strategic, sustainability
and operational risk (including accounting, tax,
legal, financial crime compliance, regulatory
compliance, fiduciary, information security,
security and fraud, systems and people risk)
insurance and Islamic finance risk. Authorities
to enter into credit and market risk exposures
are delegated with limits to line management of
Group companies. The concurrence of the
appropriate global function is required, however,
to credit proposals with specified higher risk
characteristics. Credit and market risks are
measured and reported on in subsidiaries and
aggregated for review of risk concentrations on
a Group-wide basis.
• CEO Attestation process. Global Operational
Risk coordinate the annual CEO Attestation
process under which the chief executive officer
of each of the Group’s material subsidiaries
confirms that the internal control framework
applicable to that subsidiary has been assessed
and any significant open issues have been
identified, with action plans in place to address
weaknesses. The remediation of these issues is
monitored by the Operational Risk and Internal
Control (‘ORIC’) teams for the relevant regions/
global businesses and reports on progress are
presented to their ORIC committees and
quarterly to Global Operational Risk. An annual
report and updates on identified issues and
remediation plans are presented to the GRC
and the GAC.
•
Internal Audit. The establishment and
maintenance of appropriate systems of risk
management and internal control is primarily
the responsibility of business management.
The Global Internal Audit function, which is
centrally controlled, provides independent and
objective assurance in respect of the adequacy
of the design and operating effectiveness of the
Group’s framework of risk management, control
and governance processes across the Group,
focusing on the areas of greatest risk to HSBC
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•
using a risk-based approach. The Group Head of
Global Internal Audit reports to the Chairman of
the GRC and Chairman of the GAC in relation
to the independence of the function and
resourcing, with a secondary executive reporting
line to the Group Chief Executive Officer.
Internal Audit recommendations. Executive
management is responsible for ensuring that
recommendations made by the Global Internal
Audit function are implemented within an
appropriate and agreed timetable. Confirmation
to this effect must be provided to Global Internal
Audit.
• Reputational risk. Policies to guide subsidiary
companies and management at all levels in the
conduct of business to safeguard the Group’s
reputation are established by the Board and its
committees, subsidiary company boards and
their committees and senior management.
Reputational risks can arise from a variety of
causes including environmental, social and
governance issues, as a consequence of
operational risk events and as a result of
employees acting in a manner inconsistent with
HSBC Values. HSBC’s reputation depends upon
the way in which it conducts its business and
may be affected by the way in which clients, to
which it provides financial services, conduct
their business or use financial products and
services.
Role of GAC and GRC
On behalf of the Board, the GAC has responsibility
for oversight of risk management and internal
controls over financial reporting and the GRC has
responsibility for oversight of risk management and
internal controls, other than over financial reporting.
During the year, the GRC and the GAC have
kept under review the effectiveness of this system
of internal control and have reported regularly
to the Board. In carrying out their reviews, the
GRC and the GAC receive regular business and
operational risk assessments, regular reports from
the Group Chief Risk Officer and the Global Head
of Internal Audit; reports on the annual reviews of
the internal control framework of HSBC Holdings
which cover all internal controls, both financial and
non-financial; annual confirmations from chief
executives of principal subsidiary companies as
to whether there have been any material losses,
contingencies or uncertainties caused by weaknesses
in internal controls; internal audit reports; external
audit reports; prudential reviews; and regulatory
reports. The GRC monitors the status of top and
emerging risks and considers whether the mitigating
actions put in place are appropriate. In addition,
when unexpected losses have arisen or when
incidents have occurred which indicate gaps in the
control framework or in adherence to Group policies,
the GRC and the GAC review special reports,
prepared at the instigation of management, which
analyse the cause of the issue, the lessons learned
and the actions proposed by management to address
the issue.
Effectiveness of internal controls
The Directors, through the GRC and the GAC, have
conducted an annual review of the effectiveness of
our system of risk management and internal control
covering all material controls, including financial,
operational and compliance controls, risk
management systems, the adequacy of resources,
qualifications and experience of staff of the
accounting and financial reporting function and the
risk function, and their training programmes and
budget. The review does not extend to joint ventures
or associates.
The GRC and the GAC have received
confirmation that executive management has taken
or is taking the necessary actions to remedy any
failings or weaknesses identified through the
operation of our framework of controls.
Statement on going concern
The financial statements are prepared on a going
concern basis, as the Directors are satisfied that the
Group and parent company have the resources to
continue in business for the foreseeable future.
In making this assessment, the Directors have
considered a wide range of information relating
to present and future conditions, including future
projections of profitability, cash flows and capital
resources.
HSBC’s principal activities, business and
operating models, strategic direction and top
and emerging risks are described in the ‘Strategic
Report’; a financial summary, including a review of
the consolidated income statement and consolidated
balance sheet, is provided in the ‘Financial Review’
section; HSBC’s objectives, policies and processes
for managing credit, liquidity and market risk are
described in the ‘Risk’ section; and HSBC’s
approach to capital management and allocation
is described in the ‘Capital’ section.
Employees
At 31 December 2013 we had a total workforce
of 263,000 full-time and part-time employees
compared with 270,000 at the end of 2012 and
298,000 at the end of 2011. Our main centres of
employment are the UK with approximately 46,000
employees, India 31,000, Hong Kong 29,000, Brazil
22,000, mainland China 19,000, Mexico 18,000, the
US 16,000 and France 9,000.
In the context of the current global financial
services operating environment, a high performance
and values-led work force is critical. We encourage
open and honest communication in decision making.
Employment issues and financial, economic,
regulatory and competitive factors affecting
HSBC’s performance are regularly shared with
our employees.
Reward
Our approach to reward is meritocratic and market
competitive, underpinned by an ethical and values
based performance culture which aligns the interests
of our employees, shareholders, regulators and
customers.
Employee relations
We negotiate and consult with recognised unions as
appropriate. The five highest concentrations of union
membership are in Argentina, Brazil, mainland
China, Malta and Mexico. It is our policy to
maintain well-developed communications and
consultation programmes with all employee
representative bodies and there have been no
material disruptions to our operations from labour
disputes during the past five years.
Diversity and inclusion
HSBC is committed to building a values-driven high
performance culture where all employees are valued,
respected and where their opinions count. We remain
committed to meritocracy, which requires a diverse
and inclusive culture where employees believe that
their views are heard, their concerns are attended
to and they work in an environment where bias,
discrimination and harassment on any matter,
including gender, age, ethnicity, religion, sexuality
and disability are not tolerated and where
advancement is based on objective criteria. Our
inclusive culture helps us respond to our diverse
customer base, while developing and retaining a
secure supply of skilled, committed employees. Our
culture will be strengthened by employing the best
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Report of the Directors: Corporate Governance (continued)
Employees
people and optimising their ideas, abilities and
differences.
Oversight of our diversity and inclusion agenda
and related activities resides with executives on the
Group Diversity Committee, complemented by the
Group People Committee and local People/Diversity
Committees.
Employee development
The development of employees in both developed
and emerging markets is essential to the future
strength of our business. We have implemented a
systematic approach to identifying, developing
and deploying talented employees to ensure an
appropriate supply of high calibre individuals with
the values, skills and experience for current and
future senior management positions.
In 2013, we continued to build global
consistency across our learning curricula and to
improve the relevance and quality of learning
programmes. We have endeavoured to achieve a
standard of excellence focusing on leadership,
values and technical capability.
Employment of disabled persons
We believe in providing equal opportunities for all
employees. The employment of disabled persons is
included in this commitment and the recruitment,
training, career development and promotion of
disabled persons is based on the aptitudes and
abilities of the individual. Should employees
become disabled during their employment with us,
efforts are made to continue their employment and,
if necessary, appropriate training and reasonable
equipment and facilities are provided.
Health and safety
HSBC is committed to providing a safe and healthy
environment for our employees, customers and
visitors and pro-actively managing the health and
safety risks associated with our business. Our
objectives include compliance with health and
safety laws in the countries in which we operate,
identifying, removing, reducing or controlling
material health and safety risks, reducing the
likelihood of fires, dangerous occurrences and
accidents to employees, customers and visitors.
The Corporate Real Estate department within
HSBC has overall responsibility for health and
safety and has set global health and safety policies
and standards for use wherever in the world HSBC
operates. Achieving these policies and standards is
the responsibility of the country Chief Operating
Officer.
In terms of physical and geopolitical risk,
Global Security and Fraud Risk provide regular
security risk assessments to assist management in
judging the level of terrorist and violent criminal
threat. Regional Security and Fraud Risk functions
conduct biannual security reviews of all Group
critical buildings to ensure measures to protect our
staff, buildings, assets and information are
appropriate to the level of threat.
HSBC remains committed to the effective
management of health and safety and protecting
employees, customers and visitors to HSBC.
Remuneration policy
The quality and commitment of our employees
is fundamental to our success and accordingly the
Board aims to attract, retain and motivate the very
best people. As trust and relationships are vital in our
business our goal is to recruit those who are
committed to making a long-term career with the
organisation.
HSBC’s reward strategy supports this objective
through balancing both short-term and sustainable
performance. Our reward strategy aims to reward
success, not failure, and be properly aligned with our
risk framework and related outcomes. In order to
ensure alignment between remuneration and our
business strategy, individual remuneration is
determined through assessment of performance
delivered against both annual and long-term
objectives summarised in performance scorecards
as well as adherence to the HSBC Values of being
‘open, connected and dependable’ and acting with
‘courageous integrity’. Altogether, performance is
judged, not only on what is achieved over the short
and long term, but also on how it is achieved, as the
latter contributes to the sustainability of the
organisation.
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The financial and non-financial measures
incorporated in the annual and long-term scorecards
are carefully considered to ensure alignment with the
long-term strategy of the Group.
upon request from the Group Company Secretary,
8 Canada Square, London E14 5HQ. Particulars of
options held by Directors of HSBC Holdings are
set out on page 403.
Further information on the Group’s approach
Note 7 on the Financial Statements gives details
to remuneration is given on page 378.
Employee share plans
Share options and discretionary awards of shares
granted under HSBC share plans align the interests
of employees with those of shareholders. The tables
on the following pages set out the particulars of
outstanding options, including those held by
employees working under employment contracts
that are regarded as ‘continuous contracts’ for the
purposes of the Hong Kong Employment Ordinance.
The options were granted at nil consideration. No
options have been granted to substantial shareholders,
suppliers of goods or services, or in excess of the
individual limit for each share plan. No options were
cancelled by HSBC during the year.
A summary for each plan of the total number
of the options which were granted, exercised or
lapsed during 2013 is shown in the following tables.
Further details required to be disclosed pursuant
to Chapter 17 of the Rules Governing the Listing
of Securities on The Stock Exchange of Hong
Kong Limited are available on our website at
www.hsbc.com by selecting ‘Investor Relations’,
then ‘Governance’, then ‘Share Plans’, and on the
website of The Stock Exchange of Hong Kong
Limited at www.hkex.com.hk or can be obtained
HSBC Holdings All-employee Share Option Plans
on share-based payments, including discretionary
awards of shares granted under HSBC share plans.
All-employee share plans
All-employee share option plans have operated
within the Group and eligible employees have been
granted options to acquire HSBC Holdings ordinary
shares. Options under the plans are usually
exercisable after one, three or five years. The
exercise of options may be advanced to an
earlier date in certain circumstances, for example
on retirement, and may be extended in certain
circumstances, for example on the death of a
participant, the executors of the participant’s estate
may exercise options up to six months beyond the
normal exercise period. The middle market closing
price for HSBC Holdings ordinary shares quoted
on the London Stock Exchange, as derived from the
Daily Official List on 19 September 2013, the day
before options were granted in 2013, was £6.99.
There will be no further grants under the HSBC
Holdings Savings-Related Share Option Plan:
International. A new international all-employee share
purchase plan was launched in the third quarter of
2013. The all-employee share option plans will
terminate on 27 May 2015 unless the Directors
resolve to terminate the plans at an earlier date.
HSBC Holdings ordinary shares
Dates of awards
from
Exercise price
to
from
to
Savings-Related Share Option Plan1
(£)
25 Apr
20 Sep
2007
2013
6.1760
(£)
3.3116
Exercisable
from
to
1 Aug
2012
1 May
2019
At
1 Jan 2013 during year during year during year 31 Dec 2013
Granted Exercised
Lapsed
At
54,976,065
8,679,304
4,863,212
4,841,271
53,950,886
Savings-Related Share Option Plan: International2
25 Apr
24 Apr
2012
(£)
3.3116
(£)
6.1760
1 Aug
2012
2007
25 Apr
2007
24 Apr
2012
(US$)
4.8876
(US$)
12.0958
25 Apr
2007
24 Apr
2012
(€)
3.6361
(€)
9.0818
25 Apr
2007
24 Apr
2012
(HK$)
37.8797
(HK$)
94.5057
1 Aug
2012
1 Aug
2012
1 Aug
2012
1 Feb
2018
1 Feb
2018
1 Feb
2018
1 Feb
2018
17,468,737
6,488,894
2,180,263
31,637,840
–
–
–
–
5,552,255
1,894,032
10,022,450
1,218,127
1,273,698
3,997,069
434,028
171,583
1,574,652
5,900,170
1,522,329
24,215,341
1 The weighted average closing price of the shares immediately before the dates on which options were exercised was £7.20.
2 The weighted average closing price of the shares immediately before the dates on which options were exercised was £7.30.
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H S B C H O L D I N G S P L C
Report of the Directors: Corporate Governance (continued)
Employees / Other required disclosures / Annual General Meeting
Discretionary Share Option Plans
There have been no grants of discretionary share options under employee share plans since 30 September 2005.
Dates of awards
from
to
Exercise
price (£)
from
to
Exercisable
from
to
At
1 Jan 2013
Exercised
during year
Lapsed
during year
At
31 Dec 2013
HSBC Holdings ordinary shares
HSBC Holdings Group Share Option Plan1,2
2 May
20 Apr
2005
2003
6.0216
7.9606
2 May
2006
20 Apr
2015
87,172,923
17,594,891
14,552,164
55,025,868
HSBC Share Plan1
30 Sep
2005
7.9911
30 Sep
2008
30 Sep
2015
86,046
–
–
86,046
1 The HSBC Holdings Group Share Option Plan expired on 26 May 2005 and the HSBC Share Plan expired on 27 May 2011. No options
have been granted under the Plan since that date.
2 The weighted average closing price of the shares immediately before the dates on which options were exercised was £7.11.
Subsidiary company share plans
HSBC Bank Bermuda
Upon the acquisition of HSBC Bank Bermuda
Limited (‘HSBC Bank Bermuda’) in 2004, all
outstanding options over HSBC Bank Bermuda
shares were converted into options to acquire
HSBC Holdings ordinary shares using an exchange
ratio calculated by dividing US$40 (being the
consideration paid for each HSBC Bank Bermuda
share) by the average price of HSBC Holdings
ordinary shares over the five-day period to the
completion of the acquisition. The exercise price
payable for each option was adjusted using the same
exchange ratio.
Details of options to acquire shares in HSBC
Holdings under the share plans of HSBC Bank
Bermuda are set out in the following table. No
further options will be granted under the share plans
of HSBC Bank Bermuda.
HSBC Bank Bermuda
Dates of awards
from
to
Share Option Plan 2000
21 Apr
4 Feb 2003
2003
9.32
10.33 4 Feb 2004
Exercise
price (US$)
from
to
Exercisable
from
to
At
1 Jan 2013
Exercised
during year
Lapsed
during year
At
31 Dec 2013
HSBC Holdings ordinary shares
21 Apr
2013
149,924
–
149,924
–
370
Other required disclosures
Further information about share capital, directors’
interests, dividends and shareholders is set out in
the Appendix to this section on page 372.
Annual General Meeting
All Directors listed on pages 330 to 335 attended the
Annual General Meeting in 2013, with the exception
of Marc Moses and Sir Jonathan Evans who were
appointed Directors on 1 January 2014 and 6 August
2013 respectively, and Kathleen Casey who will be
appointed a Director with effect from 1 March 2014.
Our Annual General Meeting in 2014 will be
held at the Barbican Hall, Barbican Centre, London
EC2 on 23 May 2014 at 11.00am.
An informal meeting of shareholders will be
held at 1 Queen’s Road Central, Hong Kong on
19 May 2014 at 4.30pm.
Resolutions to receive the Annual Report and
Accounts 2013, approve the Directors’ Remuneration
Report, HSBC’s remuneration policy and an
increase in the maximum variable component of
remuneration under CRD IV from 100% to 200%
of the fixed component of remuneration, elect or
re-elect Directors and reappoint KPMG Audit Plc
as auditor will be submitted to the Annual General
Meeting. KPMG Audit Plc has expressed
its willingness to continue in office and the Group
Audit Committee and the Board has recommended
that KPMG Audit Plc be reappointed. Resolutions
will also be submitted to the Annual General
Meeting to renew the authorities for the allotment of
shares, the disapplication of pre-emption rights and
the purchase of ordinary shares, seek an authority for
the creation and issue of convertible securities and
approve general meetings (other than Annual
General Meetings) being called on a minimum
of 14 clear days’ notice.
A live webcast of the Annual General Meeting
will be available on www.hsbc.com. A recording of
the proceedings will be available shortly after the
conclusion of the Annual General Meeting until
30 June 2014 on www.hsbc.com.
On behalf of the Board
D J Flint, Group Chairman
HSBC Holdings plc
Registered number 617987
24 February 2014
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H S B C H O L D I N G S P L C
Report of the Directors: Corporate Governance (continued)
Appendix > Other required disclosures > Share capital
Appendix to Report of the Directors
Other required disclosures
Share capital
Issued share capital
The nominal value of our issued share capital paid up at 31 December 2013 was US$9,415,018,019.50 divided into
18,830,007,039 ordinary shares of US$0.50 each, 1,450,000 non-cumulative preference shares of US$0.01 each and
1 non-cumulative preference share of £0.01.
The percentage of the nominal value of our total issued share capital paid up at 31 December 2013 represented by the
ordinary shares of US$0.50 each, non-cumulative preference shares of US$0.01 each and the non-cumulative
preference share of £0.01 was approximately 99.9998%, 0.0002%, and 0%, respectively.
Rights and obligations attaching to shares
The rights and obligations attaching to each class of shares in our share capital are set out in our Articles of
Association subject to certain rights and obligations that attach to each class of preference share as determined by the
Board prior to allotment of the relevant preference shares. Set out below is a summary of the rights and obligations
attaching to each class of shares with respect to voting, dividends, capital and, in the case of the preference shares,
redemption.
To be registered, a transfer of shares must be in relation to shares which are fully paid up and on which we have no
lien and to one class of shares denominated in the same currency. The transfer must be in favour of a single transferee
or no more than four joint transferees and it must be duly stamped (if required). The transfer must be delivered to our
registered office or our Registrars accompanied by the certificate to which it relates or such other evidence that
proves the title of the transferor.
If a shareholder or any person appearing to be interested in our shares has been sent a notice under section 793 of the
Companies Act 2006 (which confers upon public companies the power to require information from any person whom
we know or have reasonable cause to believe to be interested in the shares) and has failed in relation to any shares
(the ‘default shares’) to supply the information requested within the period set out in the notice, then the member,
unless the Board otherwise determines, is not entitled to be present at or to vote the default shares at any general
meeting or to exercise any other right conferred by being a shareholder. If the default shares represent at least 0.25%
in nominal value of the issued shares of that class, unless the Board otherwise determines, any dividend shall be
withheld by the Company without interest, no election may be made for any scrip dividend alternative, and no
transfer of any shares held by the member will be registered except in limited circumstances.
Ordinary shares
Subject to the Companies Act 2006 and the Articles HSBC Holdings may, by ordinary resolution, declare dividends
to be paid to the holders of ordinary shares, though no dividend shall exceed the amount recommended by the Board.
The Board may pay interim dividends as appears to the Board to be justified by the profits available for distribution.
All dividends shall be apportioned and paid proportionately to the percentage of the nominal amount paid up on the
shares during any portion or portions of the period in respect of which the dividend is paid, but if any share is issued
on terms providing that it shall rank for dividend as from a particular date, it shall rank for dividend accordingly.
Subject to the Articles, the Board may, with the prior authority of an ordinary resolution passed by the shareholders
and subject to such terms and conditions as the Board may determine, offer to any holders of ordinary shares the right
to elect to receive ordinary shares of the same or a different currency, credited as fully paid, instead of cash in any
currency in respect of the whole (or some part, to be determined by the Board) of any dividend specified by the
ordinary resolution. At the 2012 Annual General Meeting shareholders gave authority to the Directors to offer a scrip
dividend alternative until the earlier of the conclusion of the Annual General Meeting in 2017 or 24 May 2017.
Further information on the policy adopted by the Board for paying interim dividends on the ordinary shares can be
found on page 567.
372
Preference shares
There are three classes of preference shares in the share capital of HSBC Holdings, non-cumulative preference
shares of US$0.01 each (the ‘Dollar Preference Shares’), non-cumulative preference shares of £0.01 each (the
‘Sterling Preference Shares’) and non-cumulative preference shares of €0.01 (the ‘Euro Preference Shares’). The
Dollar Preference Shares in issue are Series A Dollar Preference Shares and the Sterling Preference Share in issue is
a Series A Sterling Preference Share. There are no Euro Preference Shares in issue.
Dollar Preference Shares
Holders of the Dollar Preference Shares are only entitled to attend and vote at general meetings if any dividend
payable on the relevant preference shares in respect of such period as the Board shall determine prior to allotment
thereof is not paid in full or in such other circumstances, and upon and subject to such terms, as the Board may
determine prior to allotment of the relevant preference shares. In the case of the Dollar Preference Shares in issue at
24 February 2014 the relevant period determined by the Board is four consecutive dividend payment dates. Whenever
holders of the Dollar Preference Shares are entitled to vote on a resolution at a general meeting, on a show of hands
every such holder who is present in person or by proxy shall have one vote and on a poll every such holder who is
present in person or by proxy shall have one vote per preference share held by him or her or such number of votes per
share as the Board shall determine prior to allotment of such share.
Subject to the Articles of Association, holders of the Dollar Preference Shares have the right to a non-cumulative
preferential dividend at such rate, on such dates and on such other terms and conditions as may be determined by the
Board prior to allotment thereof in priority to the payment of any dividend to the holders of ordinary shares and any
other class of shares of HSBC Holdings in issue (other than (i) the other preference shares in issue and any other
shares expressed to rank pari passu therewith as regards income; and (ii) any shares which by their terms rank in
priority to the relevant preference shares as regards income). A dividend of US$62 per annum is payable on each
Dollar Preference Share in issue at 24 February 2014. The dividend is paid at the rate of US$15.50 per quarter at the
sole and absolute discretion of the Board.
A dividend will not be declared or paid on the Dollar Preference Shares if payment of the dividend would cause
HSBC Holdings not to meet the applicable capital adequacy requirements of the PRA or the profit of HSBC
Holdings available for distribution as dividends is not sufficient to enable HSBC Holdings to pay in full both
dividends on the relevant preference shares and dividends on any other shares that are scheduled to be paid on the
same date and that have an equal right to dividends. Dividends will not be declared or paid on any class of shares of
HSBC Holdings ranking lower in the right to dividends than the Dollar Preference Shares nor redeem nor purchase
in any manner any of its other shares ranking equal with or lower than the Dollar Preference Shares unless it has paid
in full, or set aside an amount to provide for payment in full, the dividends on the Dollar Preference Shares for the
then-current dividend period.
The Dollar Preference Shares carry no rights to participate in the profits or assets of HSBC Holdings other than as set
out in the Articles of Association and subject to the Companies Act 2006, do not confer any right to participate in
any offer or invitation by way of rights or otherwise to subscribe for additional shares in HSBC Holdings, do not
confer any right of conversion and do not confer any right to participate in any issue of bonus shares or shares issued
by way of capitalisation of reserves.
Subject to the relevant insolvency laws and the Articles of Association of HSBC Holdings, holders of the Dollar
Preference Shares have the right in a winding up of HSBC Holdings to receive out of the assets of HSBC Holdings
available for distribution to its shareholders, in priority to any payment to the holders of the ordinary shares and any
other class of shares of HSBC Holdings in issue (other than (i) the other relevant preference shares and any other
shares expressed to rank pari passu there with as regards repayment of capital; and (ii) any shares which by their
terms rank in priority to the relevant preference shares as regards repayment of capital), a sum equal to any unpaid
dividend on the Dollar Preference Shares which is payable as a dividend in accordance with or pursuant to the
Articles of Association and the amount paid up or credited as paid up on the Dollar Preference Shares together with
such premium (if any) as may be determined by the Board prior to allotment thereof. In the case of the Dollar
Preference Shares in issue at 24 February 2014, the premium is US$999.99 per Dollar Preference Share.
The Dollar Preference Shares may be redeemed in accordance with the Articles of Association and the terms on
which Dollar Preference Shares were issued and allotted. In the case of the Dollar Preference Shares in issue at
24 February 2014, HSBC Holdings may redeem such shares in whole at any time on or after 16 December 2010,
subject to the prior consent of the PRA.
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Report of the Directors: Corporate Governance (continued)
Appendix > Other required disclosures > Share capital / Directors’ interests
Sterling Preference Shares
The Sterling Preference Shares carry the same rights and obligations under the Articles of Association as the Dollar
Preference Shares, save in respect of certain rights and obligations that attach to Sterling Preference Shares to be
determined by the Board prior to allotment of the relevant preference shares and the timing and payment of proceeds
from the redemption of each class of share. The one Sterling Preference Share in issue at 24 February 2014 carries
the same rights and obligations as the Dollar Preference Shares in issue at 24 February 2014 to the extent described
in the section above save as follows:
1.
2.
3.
the holder of the Sterling Preference Share is not entitled to attend or vote at general meetings;
the Sterling Preference Share may be redeemed in whole on any date as may be determined by the Board; and
the exceptions to the circumstances in which a dividend will not be declared or paid do not apply.
A dividend of £0.04 per annum is payable on the Sterling Preference Share in issue at 24 February 2014. The
dividend is paid at the rate of £0.01 per quarter at the sole and absolute discretion of the Board.
Euro Preference Shares
The Euro Preference Shares carry the same rights and obligations under the Articles of Association as the Dollar
Preference Shares, save in respect of certain rights and obligations that attach to Euro Preference Shares which are
to be determined by the Board prior to allotment of the relevant preference shares and the timing and payment of
proceeds from the redemption of each class of share.
Share capital during 2013
The following events occurred during the year in relation to the ordinary share capital of HSBC Holdings:
£
7.0182
7.4126
6.8646
6.8202
to
7.2869
63.9864
11.8824
7.5571
Scrip dividends
Issued in lieu of
HSBC Holdings
ordinary shares issued
On
Number
Aggregate
nominal value
US$
8 May 2013
Fourth interim dividend for 2012 ............
11 July 2013
First interim dividend for 2013 ...............
Second interim dividend for 2013 ...........
9 October 2013
Third interim dividend for 2013 .............. 11 December 2013
50,730,560
14,989,132
89,435,788
78,809,402
25,365,280
7,494,566
44,717,894
39,404,701
All-Employee share plans
Market value per share
US$
10.6452
11.1545
10.6401
10.9669
Number
Aggregate
nominal value
US$
Exercise price
from
HSBC Holdings savings-related share option plans
HSBC ordinary shares issued in £ .......................................... 10,415,467
HSBC ordinary shares issued in HK$ ....................................
5,900,170
1,218,1277
HSBC ordinary shares issued in US$ .....................................
434,028
HSBC ordinary shares issued in € ..........................................
Options over HSBC ordinary shares lapsed ...........................
9,702,913
Options over HSBC ordinary shares granted in response to
5,207,734
2,950,085
609,064
217,014
4,851,457
£
HK$
US$
€
3.3116
37.8797
4.8876
3.6361
approximately 15,000 applications from HSBC employees
in the UK on 20 September 2013 .......................................
8,679,304
4,339,652
Plan d’Epargne
HSBC ordinary shares issued for the benefit of non-UK
resident employees of HSBC France and its subsidiaries ...
1,970,877
985,439
€
6.6368
Discretionary share incentive plans
Options exercised under:
The HSBC Holdings Group Share Option Plan ...............
HSBC share plans
HSBC Holdings
ordinary shares
issued
Aggregate
nominal value
US$
Exercise price
from (£)
to (£)
Options
lapsed
17,594,891
8,797,446
6.0216
7.0848
9,939,310
HSBC Holdings
ordinary shares
issued
Aggregate
nominal value
US$
Market value per share
from (£)
to (£)
7.547
Vesting of awards under the HSBC Share Plan and
HSBC Share Plan 2011 .....................................................................
82,499,933
41,249,967
6.465
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Authority to allot shares
At the Annual General Meeting in 2013, shareholders renewed the general authority for the Directors to allot new
shares. The general authority is to allot up to 3,712,800,000 ordinary shares, 15,000,000 non-cumulative preference
shares of £0.01 each, 15,000,000 non-cumulative preference shares of US$0.01 each and 15,000,000 non-cumulative
preference shares of €0.01 each. Within this, the Directors have authority to allot up to a maximum of 928,200,000
ordinary shares wholly for cash to persons other than existing shareholders.
Other than as described in the table above headed ‘Share capital during 2013’, the Directors did not allot any shares
during 2013.
Treasury shares
In accordance with the terms of a waiver granted by the Hong Kong Stock Exchange on 19 December 2005, HSBC
Holdings will comply with the applicable law and regulation in the UK in relation to the holding of any shares in
treasury and with the conditions of the waiver in connection with any shares it may hold in treasury. No shares are
currently held in treasury.
Directors’ interests
Pursuant to the requirements of the UK Listing Rules and according to the register of Directors’ interests maintained
by HSBC Holdings pursuant to section 352 of the Securities and Futures Ordinance of Hong Kong, the Directors of
HSBC Holdings at 31 December 2013 had the following interests, all beneficial unless otherwise stated, in the shares
and loan capital of HSBC Holdings and its associated corporations:
Directors’ interests – shares and loan capital
HSBC Holdings ordinary shares
J D Coombe .......................................
Sir Jonathan Evans ............................
J Faber ................................................
R A Fairhead ......................................
D J Flint .............................................
S T Gulliver .......................................
W S H Laidlaw ..................................
J P Lipsky3 .........................................
I J Mackay ..........................................
Sir Simon Robertson ..........................
At
1 January
2013
22,387
–
–
21,300
350,488
2,730,477
33,668
15,000
118,813
177,236
HSBC Holdings 6.5% Subordinated Notes 2036
US$
L M L Cha .........................................
300,000
HSBC Bank 2.875% Notes 2015
At 31 December 2013
Child
under 18
or spouse
Jointly
with another
person
–
–
–
–
–
176,885
–
–
–
–
US$
–
–
–
–
21,660
–
–
–
–
–
–
US$
–
Trustee
Total
interests1
–
–
–
–
–
–
1,4162
–
–
–
US$
–
23,397
1,495
10,605
21,660
392,664
2,730,477
35,122
15,000
65,130
9,912
US$
–
Beneficial
owner
23,397
1,495
10,605
–
392,664
2,553,592
33,706
15,000
65,130
9,912
US$
–
RMBm
RMBm
RMBm
RMBm
RMBm
RMBm
J Faber4 ...............................................
5.1
5.1
HSBC Capital Funding (Euro 2) L.P. 5.3687% Preferred Securities 2014
R Fassbind ..........................................
€
500,000
€
–
–
€
–
–
€
–
–
€
–
HSBC Capital Funding (Dollar 2) L.P. 4.61% Non-cumulative Step-up Perpetual Preferred Securities
R Fassbind .........................................
500,000
US$
US$
–
US$
–
US$
–
US$
–
5.1
€
–
US$
–
1 Executive Directors’ other interests in HSBC Holdings ordinary shares arising from the HSBC Holdings savings-related share option
plans, the HSBC Share Plan and the HSBC Share Plan 2011 are set out in the Scheme interests in the Directors’ Remuneration Report
on page 403. At 31 December 2013, the aggregate interests under the Securities and Futures Ordinance of Hong Kong in HSBC
Holdings ordinary shares, including interests arising through employee share plans were: Douglas Flint – 444,103; Stuart Gulliver –
4,885,384 and Iain Mackay – 678,831. Each Director’s total interests represents less than 0.03% of the shares in issue.
2 Non-beneficial.
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Report of the Directors: Corporate Governance (continued)
Appendix > Other required disclosures > Directors’ interests / Dividends and shareholders
3 Interest in 3,000 listed American Depositary Shares (‘ADS’), which are categorised as equity derivatives under Part XV of the Securities
and Futures Ordinance of Hong Kong. Each ADS represents five HSBC Holdings ordinary shares.
4 Non-beneficial interest in renminbi (RMB) 1.2m 2.875% Notes 2015.
No Directors held any short position as defined in the Securities and Futures Ordinance of Hong Kong in the shares
and loan capital of HSBC Holdings and its associated corporations. Save as stated above, none of the Directors had
an interest in any shares or debentures of HSBC Holdings or any associated corporation at the beginning or at the end
of the year, and none of the Directors or members of their immediate families were awarded or exercised any right to
subscribe for any shares or debentures in any HSBC corporation during the year. Since the end of the year, the
aggregate interests of the following Director has increased by the number of HSBC Holdings ordinary shares shown
against his name:
HSBC Holdings ordinary shares
D J Flint (beneficial owner) ....................................................................................................................................................
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1 The acquisition of shares in the HSBC Holdings UK Share Incentive Plan through regular monthly contributions.
There have been no other changes in the share and loan capital interests of the Directors from 31 December 2013 to
the date of this report. Any subsequent changes up to the last practicable date before the publication of the Notice of
Annual General Meeting will be set out in the notes to that notice.
At 31 December 2013, non-executive Directors and senior management (being executive Directors and Group
Managing Directors of HSBC Holdings) held, in aggregate, beneficial interests in 14,702,234 HSBC Holdings
ordinary shares (0.0781% of the issued ordinary shares).
At 31 December 2013, executive Directors and senior management held, in aggregate, options to subscribe for
224,916 of HSBC Holdings ordinary shares under the HSBC Holdings savings-related share option plans and HSBC
Holdings Group Share Option Plan. These options are exercisable between 2013 and 2016 at prices ranging from
£3.3116 to £7.2181 per ordinary share.
Dividends and shareholders
Dividends for 2013
First, second and third interim dividends for 2013, each of US$0.10 per ordinary share, were paid on 11 July 2013,
9 October 2013 and 11 December 2013 respectively. Note 10 on the Financial Statements gives more information on
the dividends declared in 2013. On 24 February 2014, the Directors declared a fourth interim dividend for 2013 of
US$0.19 per ordinary share in lieu of a final dividend, which will be payable on 30 April 2014 in cash in US dollars,
or in sterling or Hong Kong dollars at exchange rates to be determined on 22 April 2014, with a scrip dividend
alternative. As the fourth interim dividend for 2013 was declared after 31 December 2013 it has not been included
in the balance sheet of HSBC as a debt. The reserves available for distribution at 31 December 2013 were
US$49,339m.
A quarterly dividend of US$15.50 per 6.20% non-cumulative US Dollar Preference Share, Series A (‘Series A Dollar
Preference Share’), (equivalent to a dividend of US$0.3875 per Series A American Depositary Share, each of which
represents one-fortieth of a Series A Dollar Preference Share), was paid on 15 March, 17 June, 16 September and
16 December 2013.
Dividends for 2014
Quarterly dividends of US$15.50 per Series A Dollar Preference Share (equivalent to a dividend of US$0.3875 per
Series A American Depositary Share, each of which represents one-fortieth of a Series A Dollar Preference Share)
and £0.01 per Series A Sterling Preference Share were declared on 7 February 2014 for payment on 17 March 2014.
Communication with shareholders
Communication with shareholders is given high priority. The Board has adopted a shareholder communication policy
which is available on www.hsbc.com. Extensive information about our activities is provided to shareholders in the
Annual Report and Accounts, the Strategic Report and the Interim Report which are available on www.hsbc.com. There
is regular dialogue with institutional investors and enquiries from individuals on matters relating to their shareholdings
and our business are welcomed and are dealt with in an informative and timely manner. All shareholders are encouraged
to attend the Annual General Meeting or the informal meeting of shareholders held in Hong Kong to discuss our
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progress. Shareholders may send enquiries to the Board in writing to the Group Company Secretary, HSBC Holdings
plc, 8 Canada Square, London E14 5HQ or by sending an email to shareholderquestions@hsbc.com.
Shareholders may require the Directors to call a general meeting, other than an annual general meeting as provided by
the UK Companies Act 2006. Requests to call a general meeting may be made by members representing at least 5% of
the paid-up capital of the Company as carries the right of voting at general meetings of the Company (excluding any
paid-up capital held as treasury shares). A request must state the general nature of the business to be dealt with at the
meeting and may include the text of a resolution that may properly be moved and is intended to be moved at the
meeting. A resolution may properly be moved at a meeting unless it would, if passed, be ineffective (whether by reason
of inconsistency with any enactment or the Company’s constitution or otherwise); it is defamatory of any person; or it is
frivolous or vexatious. A request may be in hard copy form or in electronic form and must be authenticated by the
person or persons making it. A request may be made in writing to the postal address referred to in the paragraph above
or by sending an email to shareholderquestions@hsbc.com. At any meeting convened on such request no business shall
be transacted except that stated by the requisition or proposed by the Board.
Notifiable interests in share capital
At 31 December 2013, we had received the following disclosures (which have not been subsequently changed) of major
holdings of voting rights pursuant to the requirements of Rule 5 of the FCA Disclosure Rules and Transparency Rules:
• Legal & General Group Plc gave notice on 10 July 2013 that on 9 July 2013 its holding of HSBC Holdings
ordinary shares fell below 3.00% of the total voting rights at that date; and
• BlackRock, Inc. gave notice on 9 December 2009 that on 7 December 2009 it had the following: an indirect
interest in HSBC Holdings ordinary shares of 1,142,439,457; qualifying financial instruments with 705,100 voting
rights that may be acquired if the instruments are exercised or converted; and financial instruments with similar
economic effect to qualifying financial instruments which refer to 234,880 voting rights, each representing 6.56%,
0.0041% and 0.0013%, respectively, of the total voting rights at that date.
At 31 December 2013, according to the register maintained by HSBC Holdings pursuant to section 336 of the
Securities and Futures Ordinance of Hong Kong:
•
JPMorgan Chase & Co. gave notice on 27 December 2013 that on 23 December 2013 it had the following
interests in HSBC Holdings ordinary shares: a long position of 1,316,912,627 shares; a short position of
100,981,726 shares; and a lending pool of 874,324,091 shares, each representing 6.99%, 0.53% and 4.64%,
respectively, of the ordinary shares in issue at that date; and
• BlackRock, Inc. gave notice on 8 January 2013 that on 3 January 2013 it had the following interests in HSBC
Holdings ordinary shares: a long position of 1,110,172,768 shares and a short position of 35,234,325 shares,
each representing 6.00% and 0.19%, respectively, of the ordinary shares in issue at that date.
In compliance with the Rules Governing the Listing of Securities on The Stock Exchange of Hong Kong Limited at
least 25% of the total issued share capital has been held by the public at all times during 2013 and up to the date of
this report.
Dealings in HSBC Holdings shares
Except for dealings as intermediaries by HSBC Bank and The Hongkong and Shanghai Banking Corporation, which
are members of a European Economic Area exchange, neither we nor any of our subsidiaries have purchased, sold or
redeemed any of our listed securities during the year ended 31 December 2013.
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Directors’ Remuneration Report
Annual Statement from the Group Remuneration Committee Chairman
Directors’ Remuneration
Report
Page App
Annual Statement from the Group
Remuneration Committee Chairman ....... 378
Directors’ remuneration policy .................... 381
Annual report on remuneration .................... 392
Appendix to Directors’ Remuneration
Report .......................................................
406
Annual Statement from the Group
Remuneration Committee Chairman
Dear Shareholder,
I am very pleased to present the Remuneration Report
for the year ended 31 December 2013. In this report we
provide details of the HSBC remuneration policy, what
we paid our Directors in respect of the year 2013, and
why.
I believe the Directors’ Remuneration Report
should be transparent, and include a link between the
performance of our executives and their pay. I hope,
therefore, that this report will give you a greater
understanding of this link. This report has been prepared
in compliance with Schedule 8 of the Large and
Medium-sized Companies and Groups (Accounts and
Reports) (Amendment) Regulations 2013, as well as
the Companies Act 2006 and other related regulations.
Building on the enhancements we made last year in
anticipation of the new regulations, this report is divided
into three sections: my letter to you as Chairman of the
Group Remuneration Committee (the ‘Committee’);
our proposed remuneration policy; and an annual report
on what we paid our Directors for the year ended
31 December 2013. Additional remuneration-related
disclosures are provided in the appendix to this report.
Industry changes and key challenges
The main drivers of change in remuneration policy and
practice within the financial services industry are the new
regulations under CRD IV and the additional regulatory
technical standards released under the requirements of
CRD IV by the European Banking Authority (‘EBA’).
Specifically, the changes in the rules on remuneration
and the application of a cap on variable pay that can be
paid to any ‘material risk taker’ (being employees who
have been identified as having a material impact on the
institution’s risk profile) in EU headquartered banks,
presents significant challenges for the HSBC Group.
As a worldwide business, a significant number of
our material risk takers are based outside the EU. In
these key markets, most of our international peers and
domestic competitors do not have to comply with similar
378
restrictions. This situation has necessitated a review of
our remuneration policy, especially the balance between
fixed and variable pay, to ensure that HSBC can remain
competitive on a total compensation basis for our key
talent.
Under the variable pay cap introduced by CRD IV,
variable pay awards are restricted to 100% of fixed pay
for a material risk taker but this can be increased to 200%
of fixed pay with shareholders’ approval.
Following a review of the key factors of our
remuneration policy and bearing in mind the interests of
our shareholders, the Committee believes it is necessary
to increase the variable pay cap to 200% of fixed pay
for material risk takers, who include all the executive
Directors. This will be put to shareholders for approval
at the Annual General Meeting on 23 May 2014. The
requested increase in the cap would give us the ability to
minimise the increase in fixed remuneration costs and so
help to maintain greater flexibility on total pay. It will
also enable us to retain a larger quantum of variable pay
that would be subject to malus than would be the case
if the Committee were not to take advantage of this
provision. We believe that it is vital to maintain the
link of variable pay to the achievement of the business
objectives of the Company, and it is also necessary to
ensure our total compensation package for material risk
takers remains competitive. As a result, a rebalancing
from variable pay to fixed pay to the extent necessary to
achieve this objective is warranted.
We have discussed with a representative group of
our major shareholders the proposed changes to our
remuneration policy to deal with this rebalancing.
Overall, our shareholders have been broadly supportive
of the proposed changes and recognise the importance of
ensuring that we can retain our key talent not just in the
EU, but also in Asia, Latin America and North America
where the majority of our material risk takers reside.
These changes are detailed in the section on
remuneration policy.
One further change relates to the proposed
arrangements for the Group Chairman. Upon his
appointment in 2010, it was agreed that he would not
be eligible for any annual incentive. This remains
appropriate. Our current remuneration policy provides
that the Group Chairman is not expected to be granted
awards under the Group Performance Share Plan
('GPSP') other than in exceptional circumstances. To
date, the Committee has not made any such awards to
him. In framing the proposed remuneration policy, the
Committee is required to clarify and more clearly define
the circumstances in which an award could be made.
Under the current policy, the theoretical maximum award
for the Group Chairman would have been the same as for
other executive directors, namely 200% of fixed pay. The
Committee determined this should be restricted to 100%
of fixed pay. Additionally, the Committee determined
that given the exceptional circumstances over the
medium term of intense regulatory change, an increased
focus on changing conduct and behaviour and the
implementation of enhanced banking standards, it would
be appropriate for the Group Chairman to be eligible to
receive an award under the GPSP, given his executive
role in leading the Group's interactions on regulatory
policy and providing leadership and tone to drive an
improvement in the Group's compliance, conduct and
behaviour. Any GPSP award to the Group Chairman
will be determined by reference to non-financial and
qualitative measures and will in all other material
respects be made on the same basis as GPSP awards to
other executive directors. All other components of the
Group Chairman’s remuneration arrangements are
unaffected and he will not be eligible for the fixed pay
allowance outlined above. Further details are set out in
this report.
We are not proposing any other material changes to
our remuneration policy. The votes in favour of our
Directors’ Remuneration Report at recent Annual
General Meetings show that this policy has been well
supported by our shareholders in the past.
The Committee is aware that the UK government
has lodged a legal challenge to the variable pay cap in
CRD IV with the European Court of Justice (‘ECJ’). If
the legal challenge is successful, depending on the detail
of the ECJ’s ruling and the extent and timing of any
consequential challenges to CRD IV, a revised
remuneration policy may need to be submitted to
shareholders for approval.
The Committee continues to ensure that its malus
policy and procedures are sufficiently robust to handle
any potential redress and has sought advice from external
legal counsel in shaping this policy.
Remuneration strategy
The quality and long-term commitment of all of
our employees is fundamental to our success. We
therefore aim to attract, retain and motivate the very best
people who are committed to maintaining a long-term
career with the Group, and who will perform their role in
the long-term interests of shareholders.
HSBC’s reward package comprises four key
elements:
fixed pay;
1.
2. benefits;
3.
4.
annual incentive; and
the Group Performance Share Plan
These elements support the achievement of our
objectives through balancing reward for both short-term
379
and long-term sustainable performance. Our strategy is
designed to reward only success, and to align employees’
remuneration with our risk framework and risk outcomes.
For our most senior employees, the greater part of their
reward is deferred and thereby subject to malus, that is,
it can be cancelled if warranted by events.
In order to ensure alignment between what we
pay our people and our business strategy, we assess
individual performance against annual and long-term
financial and non-financial objectives summarised in
performance scorecards. This assessment also takes into
account adherence to the HSBC Values of being ‘open,
connected and dependable’ and acting with ‘courageous
integrity’. Altogether, performance is therefore judged
not only on what is achieved over the short and long-term
but also importantly on how it is achieved, as the
Committee believes the latter contributes to the long-term
sustainability of the business.
Overall performance summary of 2013
During 2013, management continued to reshape the
Group and improve returns. The Group announced 20
additional disposals or closures, exiting non-strategic
markets and selling businesses and non-core investments.
The Group also recorded an additional US$1.5bn in
sustainable cost savings, which takes the total annualised
savings to US$4.9bn. This surpasses the cumulative
target of US$2.5bn to US$3.5bn on sustainable savings
since 2011. Management’s continued focus on
positioning the business for growth delivered increased
underlying revenue in our home markets of the UK and
Hong Kong.
The following summarises the Group’s 2013
financial performance highlighting the features which
were most influential in the Committee’s assessment of
management’s performance:
•
•
•
profit before tax rose on both a reported and
underlying basis compared with 2013;
underlying revenue grew by 3%, notwithstanding
the continuing run-off of our US CML portfolio and
the repositioning of our client base in GPB. Revenue
increased in CMB reflecting balance sheet growth
and improved collaboration with other global
businesses. In GB&M, revenue was higher in part
reflecting our concentration on customer-facing
businesses;
Loan impairment charges and other credit risk
provisions (‘LICs’) reduced significantly, notably in
North America, Europe, and in the Middle East and
North Africa. In North America, which drove the
majority of the decrease, the reduction was due in
part to improvements in housing market conditions,
actions taken to accelerate the continued run-off of
the portfolio, and lower levels of newly impaired
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Directors’ Remuneration Report (continued)
Annual Statement from the Group Remuneration Committee Chairman / Directors’ remuneration policy
loans and delinquencies in the CML portfolio. In
Hong Kong and Rest of Asia-Pacific, LICs
remained at low levels. By contrast, LICs rose in
Latin America, particularly in Mexico, due to
specific impairments in CMB relating to
homebuilders reflecting a change in public housing
policy and higher collective impairments
in RBWM. In Brazil, although credit quality
improved as changes to credit strategies in prior
periods took effect, higher charges were required for
restructured loan account portfolios in RBWM and
CMB, and higher specific impairments in CMB;
the cost efficiency ratio decreased from 62.8% in
2012 to 59.6% in 2013. There was a reduction in
legal and regulatory settlement costs, notably in the
United States, together with lower customer redress
charges and restructuring and related costs. The
Group continued to invest in strategic initiatives,
risk management and compliance resources.
Additional sustainable cost savings were generated
to partially offset higher operational costs and
general inflation;
•
• we maintained a strong balance sheet, with a ratio of
customer advances to customer accounts of 72.9%;
•
•
•
the return on average ordinary shareholders’ equity
was 9.2%, up from 8.4% in 2012, primarily
reflecting lower adverse movements in the fair value
of our own debt attributable to credit spreads and
lower operating expenses;
dividends in respect of 2013 were increased from
US$0.45 per ordinary share in 2012 to US$0.49 per
ordinary share; and
our core tier 1 capital increased to 13.6%, up from
12.3% in 2012 and our estimated CRD IV end point
basis common equity tier 1 ratio increased to 10.9%,
up from 9.5% in 2012, driven by a combination of
capital generation and a reduction in risk-weighted
assets from management actions.
Major decisions and changes to Directors’
remuneration in 2013
There were no major changes to Directors’ remuneration
for 2013. Marc Moses was appointed an executive
Director with effect from 1 January 2014, reflecting the
criticality of the Risk function to HSBC, his leadership of
that function and his personal contribution to the Group.
His remuneration has therefore been brought in line with
the executive Directors’ remuneration policy.
Exercise of discretion
The Committee exercised its discretion to reduce the
annual incentive and GPSP award for the Group CEO
from that which a formulaic application of his scorecard
would have generated. The details are contained on page
397.
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Discretion was also applied to reduce variable pay
proposed for 2013 for other Group employees by
US$22m, including members of senior management,
consistent with the approach for the Group CEO. Further,
the Committee used its discretion to postpone
communication and payment of 2013 variable pay
awards and postpone the vesting of unvested deferred
awards granted to certain individuals in prior years
pending completion of internal reviews of certain Group-
wide notable events. The Committee has the authority to
reduce or cancel such awards and may use this authority
based on the outcome of the on-going reviews.
As previously disclosed in the Directors
Remuneration Report in the Annual Report and Accounts
2012, the Committee used its discretion to apply malus
provisions to cancel part of the unvested deferred awards
granted to certain individuals, in respect of the US
regulatory and law enforcement fines and penalties.
Summary of awards
The Group variable pay pool for 2013 was established by
reference to the Group’s underlying profit before tax,
after excluding movements in the fair value of own debt
attributable to credit spread and the gains and losses from
disposals. For the sake of clarity, the impact of fines,
penalties and other items of redress is included in the
profit measure used to calibrate the variable pay pool.
The table below summarises the variable pay pool
outcome for 2013. For details see page 393.
Variable pay pool
– total .........................................
– as a percentage of
pre-tax profit (pre-variable pay)
calculated as described above
– percentage of pool deferred ...
Group
2013
US$m
2012
US$m
3,920
3,689
15%
18%
17%
17%
The following table summarises awards made to
executive Directors for the relevant performance years.
A breakdown of the awards and further details can be
found within the ‘single figure of remuneration’ section
on page 395.
Total remuneration
2012
£000
2013
£000
Variable pay
2013
£000
2012
£000
Douglas Flint ......
Stuart Gulliver ....
Iain Mackay .........
2,427
8,033
4,365
2,424
7,532
3,887
–
5,500
3,222
–
4,950
2,748
Sir Simon Robertson
Chairman of the Group Remuneration Committee
24 February 2014
Directors’ remuneration policy
The following section sets out HSBC’s remuneration
policy for our executive and non-executive Directors
which is subject to shareholder approval. Our policy
is in accordance with the new CRD IV regulations
subject to shareholders’ approval which we will seek
at the Annual General Meeting on 23 May 2014. If
approved, the policy is intended to apply for three
years to the conclusion of the Annual General
Meeting in 2017. During the term of the policy, the
Committee will have the authority and discretion to
determine, where appropriate, the quantum of each
element of remuneration up to the maximum
Remuneration policy – executive Directors
opportunity set out in the table below. Information
on how the policy will be implemented is given on
page 386.
There are two main changes from our current
remuneration policy:
•
•
the introduction of a fixed pay allowance based
on role and responsibility; and
variable remuneration opportunity limited to a
maximum of 200% of fixed pay.
Both of these changes are detailed in the policy
table and the accompanying notes below.
Operation
Maximum opportunity
Performance metrics
Purpose and link to
strategy
Fixed pay
Base salary
To attract and retain key
talent by being market
competitive and
rewarding on-going
contribution to role.
Fixed pay allowance1
Base salary reflects the individual’s
role, experience and responsibility.
Changes are reviewed and
approved by the Committee within
the context of local requirements
and market competitiveness.
Base salaries are benchmarked on
an annual basis against relevant
comparator groups as set out on
page 388.
The annual base salary for each
None
executive Director is set out in the
table on page 404.
Base salaries are set at an
appropriate level within the range
determined by the benchmark group,
reflecting each Director’s role,
experience and responsibility.
Other than in exceptional
circumstances, base salary increases
for each of the current executive
Directors will not increase by more
than 15% of current base salary
levels during the duration of this
policy (for three years to the
conclusion of the Annual General
Meeting in 2017).
To deliver fixed pay required
to reflect the role, skills, and
experience of the Directors
and to maintain a
competitive total
remuneration package for
the retention of key talent.
Fixed pay allowances are non-
Fixed pay allowances are
No performance conditions are
attached to the fixed pay allowance.
However, to align the interest of the
executives with the long-term
interest of shareholders, the shares
awarded will be subject to a
retention period.
pensionable and will be granted in
shares that vest immediately on a
quarterly basis or in such other
frequencies as the Committee
deems appropriate.
These shares (net of shares sold to
cover any income tax and social
security) will be subject to a
retention period. 20% of these
shares will be released in March
immediately following the end of
the financial year in which the
shares are granted. The remaining
80% will be subject to a retention
period of at least 5 years. Dividends
will be paid on the vested shares
held during the retention period.
determined based on the role and
responsibility of each individual.
Other than in exceptional
circumstances, the expectation will
be that the maximum fixed pay
allowance for each executive
Director will be the difference
between (i) 50% of target total
remuneration of the executive
Director under this policy as shown
in the ‘Remuneration scenarios’
chart on page 389 and (ii) the
aggregate of the base salary and
cash allowance in lieu of pension for
that executive Director2.
Pension
To attract and retain key
talent by being market
competitive.
Directors receive a cash allowance
in lieu of pension entitlements.
The policy maximum will be 50%
None
of base salary.
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Directors’ Remuneration Report (continued)
Directors’ remuneration policy
Remuneration policy – executive Directors (continued)
Operation
Maximum opportunity
Performance metrics
Adhering to the HSBC Values is a prerequisite for any employee to be considered for any variable pay. The
HSBC Values are key to the running of a sound, sustainable bank. Specifically, our most senior employees
have a separate HSBC Values rating which directly influences their overall performance rating considered
by the Committee following the financial year end and, accordingly, their variable pay.
Awards are delivered in the form
of cash and shares. A minimum
of 50% of awards will be made
in shares.
The maximum opportunity for
variable pay awards is set at 200%
of fixed pay2,3.
Performance is measured against
an annual scorecard, based on
targets set for financial and
non-financial measures. The
scorecards vary by individual.
Purpose and link to
strategy
Variable pay
Annual incentive1
To drive and reward
performance against annual
financial and non-financial
measures and adherence to
HSBC Values which are
consistent with the medium
to long-term strategy and
align to shareholder
interests.
Deferral structure
provides retention value
and the ability to apply
malus.
For the purpose of determining
incentive awards, fixed pay
consists of base salary, fixed pay
allowance and cash allowance in
lieu of pension. Other benefits are
not included.
The maximum annual incentive
award will be 1/3 of the maximum
variable pay opportunity, resulting
in a maximum annual incentive of
67% of fixed pay. Target award is
50% of the maximum annual
incentive award.2
The Committee assesses
performance against targets set for
each performance measure and
uses its judgement to determine the
level of performance achieved for
that measure. The overall payout
level could be between 0% and
100% of the maximum amount
discussed above.
The Committee can reduce (to zero
if appropriate) the level of payout
of awards as determined based on
the outcome of the performance
measures, if it considers that the
level of payout so determined does
not properly reflect the overall
position and performance of the
Company during the performance
period.
For Stuart Gulliver, the financial
measures have a weighting of 60%
and non-financial measures have a
weighting of 40%.
For Iain Mackay and Marc Moses,
the performance measures will be
based on their respective
functional objectives linked to our
strategic priorities with a
weighting of 90% and people-
based objectives with a weighting
of 10%.
Over the duration of the current
remuneration policy, the
Committee has the discretion to
change the overall weighting of
each category based on feedback
from shareholders and regulators.
In addition, the Committee has the
discretion to vary the measures and
their respective weightings within
each category. The specific
performance measures will be
disclosed in the ‘Annual report on
remuneration’ for the relevant year
in question.
The Committee reserves the right
to make adjustments to
performance targets to reflect
significant one-off items which
occur during the measurement
period (for example a major
transaction). The Committee will
make full and clear disclosure of
any such adjustments within the
‘Annual report on remuneration’,
subject to commercial
confidentiality.
A minimum of 60% of the total
award will be deferred and vest
over a period of three years or
such other period as determined
by the Committee.
The share awards (net of shares
sold to cover any income tax and
social security) will be subject to
a retention period upon vesting,
for such period of time as
determined by the Committee
using its discretion and taking into
account regulatory requirements.
In respect of deferred share
awards, on the vesting of these
awards, an amount (in cash or
shares), equal to the dividends
paid or payable between the grant
date and the vesting of the award
may be paid on the number of
shares vested.
In respect of deferred cash
awards, a notional return,
determined by reference to the
dividend yield on shares or such
other rate as determined by the
Committee for the period between
grant and vest, may be paid on
vesting in respect of the amount
that vests.
Awards are made on a
discretionary basis. The
Committee can, in appropriate
circumstances, apply malus to all
or part of an unvested award. It
may also determine to introduce
and operate clawback, in
appropriate circumstances and
subject to compliance with
applicable local laws and
regulations, in respect of incentive
awards (whether paid in cash or
shares) that have vested and been
paid out. See page 388 for more
details on malus and clawback.
The rules of the HSBC Share Plan
2011 provide the Committee with
the discretion to adjust the vesting
period of share awards and/or the
number of shares underlying an
award on the occurrence of
corporate events and other
reorganisation events specified in
the plan rules.
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Purpose and link to
strategy
Group Performance Share Plan (‘GPSP’)1
Operation
Maximum opportunity
Performance metrics
To incentivise sustainable
long-term performance
through the use of pre-grant
performance measures and
aligns with shareholder
interests by requiring shares
to be held for the duration of
employment.
Five-year vesting period
provides retention value and
the ability to apply malus.
The maximum opportunity for
variable pay awards is set at 200%
of fixed pay2,3.
Performance is measured against a
long-term scorecard with financial
(60% weighting) and non-financial
(40% weighting) measures.
For the purpose of determining
incentive awards fixed pay
consists of base salary, fixed pay
allowance and cash in lieu of
pension. Other benefits are not
included.
The maximum GPSP award will
be 2/3 of the maximum variable
pay opportunity, resulting in a
maximum GPSP award of 133% of
fixed pay. Target award potential
is 50% of the maximum GPSP
award.2
The maximum GPSP award for the
Group Chairman will be 100% of
his fixed pay. Target award
potential is 50% of the maximum
GPSP award.
The Committee assesses
performance against targets set for
each performance measure and
uses its judgement to determine the
level of performance achieved for
that measure. The overall payout
level could be between 0% and
100% of the maximum amount
discussed above.
The Committee can reduce (to zero
if appropriate) the level of payout
of awards as determined based on
the outcome of the performance
measures, if it considers that the
level of payout so determined does
not properly reflect the overall
position and performance of the
Company during the performance
period.
Awards for the Group Chairman
will be determined by reference to
non-financial and qualitative
measures including: monitoring
and improving HSBC’s reputation
with all stakeholders, and
providing leadership and tone to
drive improvement in the Group’s
compliance, conduct and
behaviour with a view to becoming
over time one of the most reliably
compliant financial institutions.
Overall performance is to be
judged on achievement of
measures in the long-term
scorecard during the financial year
and adherence to HSBC Values,
which acts as a gateway.
Over the duration of the current
remuneration policy, the
Committee has the discretion to
change the overall weighting of
financial and non-financial
categories based on feedback from
shareholders and regulators. In
addition, the Committee has the
discretion to vary the measures and
their respective weightings within
each category. The specific
performance measures will be
disclosed in the ‘Annual report on
remuneration’ for the relevant year
in question.
The Committee reserves the right
to make adjustments to
performance targets to reflect
significant one-off items which
occur during the measurement
period (for example a major
transaction). The Committee will
make full and clear disclosure of
any such adjustments within the
‘Annual report on remuneration’,
subject to commercial
confidentiality.
Award levels are determined by
considering performance up to
the end of the financial year
against enduring performance
measures set out in the long-term
performance scorecard.
The award vests after a five year
period. On vesting, the shares
(net of shares sold to cover any
income tax and social security)
must be retained for the duration
of the participant’s employment.
On cessation of employment the
vested shares for good leavers
will be released within 30 days of
cessation of employment (for the
definition of good leaver, see
policy on payments for loss of
office section on page 391). For
leavers not deemed to be good
leavers, the vested shares will be
released in three equal instalments
on each anniversary of the date of
cessation of employment.
On the vesting of these awards, an
amount (in cash or shares), equal
to the dividends paid or payable
between the grant date and the
vesting of the award may be paid
on the number of shares vested.
Awards are made on a
discretionary basis. The
Committee can, in appropriate
circumstances, apply malus to all
or part of an unvested award. It
may also determine to introduce
and operate clawback, in
appropriate circumstances and
subject to compliance with
applicable local laws and
regulations, in respect of incentive
awards (whether paid in cash or
shares) that have vested and been
paid out. See page 388 for more
details on malus and clawback.
The rules of the HSBC Share Plan
2011 provide the Committee with
the discretion to adjust the vesting
period of share awards and/or the
number of shares underlying an
award on the occurrence of
corporate events and other
reorganisation events specified in
the plan rules.
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Directors’ Remuneration Report (continued)
Directors’ remuneration policy
Remuneration policy – executive Directors (continued)
Purpose and link to
strategy
Benefits
To provide benefits in
accordance with local
market practice
Operation
Maximum opportunity
Performance metrics
On-going benefits take account of
local market practice and include
the provision of medical
insurance, income protection
insurance, health assessment, life
assurance, club membership, tax
assistance, use of company car
(including any tax due on the
benefit) and travel assistance.
The maximum for each benefit is
determined by the nature of the
benefit provided and the cost of
benefits may vary from year to
year based on market premium
rates, the Directors’ personal
and/or other external
circumstances.
None
Stuart Gulliver is also provided
with an accommodation and car
benefit in Hong Kong. Any tax
due on this benefit is borne by
HSBC.
Additional benefits may also be
provided where an executive is
relocated or spends a substantial
proportion of his/her time in more
than one jurisdiction based on
business needs. Such benefits
could include, but are not
restricted to, airfare,
accommodation, shipment,
storage, utilities and any tax and
social security that may be due in
respect of such benefits.
Other
Provision in case of regulatory changes
In the event that regulatory
Not applicable
Not applicable
requirements change, such that
HSBC must make changes to
remuneration that would be in
breach of this policy, HSBC will
ensure regulatory compliance,
even if a revised policy has not
been put to shareholders for
approval. Any such change in
policy would be put to
shareholders for approval at the
next Annual General Meeting.
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Purpose and link to
strategy
Operation
Maximum opportunity
Performance metrics
Provisions of previous policy that will continue to apply:
2011 – 2013 GPSP, deferred
cash and share awards.
Award levels have already been
determined based on the outcome
of relevant performance measures
in the relevant prior year.
Performance was measured against
a long-term scorecard including
financial and non-financial
measures.
The unvested award would be
cancelled if the relevant service
condition is not met. Also, the
deferred share awards granted in
March 2013 would be cancelled if
the Committee determines in its
absolute discretion that the
condition of the satisfactory
conclusion of the Deferred
Prosecution Agreement with the
US Department of Justice (‘DPA’),
is not met.
The maximum grant in prior years
for a deferred share award was
£5.20m, £0.84m for a deferred
cash award, and £3.75m for a
GPSP award.
The vesting of these awards is
subject to a service condition. For
the deferred share awards granted
in March 2013 as part of the
annual incentive awards for
financial year 2012, the vesting of
the awards is also subject to
satisfactory conclusion of the
DPA. The DPA condition ends on
the fifth anniversary of the award
date unless the DPA is extended or
otherwise continues beyond that
date, in which case the awards will
vest on the date on which the DPA
expires and otherwise ceases to
operate.
Vesting of outstanding deferred
cash and share based awards
granted in prior years, including
restricted shares and GPSP
awards granted under the HSBC
Share Plan 2011 and HSBC Share
Plan, will continue to form part of
the remuneration policy until
vesting.
The awards normally vest over a
period of up to five years from the
date of grant. On vesting of GPSP
awards, the shares (net of any
shares sold to cover income tax
and social security) will be
subject to a retention period as
discussed in the table above for
GPSP awards. On vesting of the
deferred share awards granted in
2011 and 2012, the shares (net of
any shares sold to cover income
tax and social security) will be
subject to a retention period of up
to six months as specified at the
date of grant.
On vesting of the deferred share
awards and GPSP awards, an
amount (in cash or shares) equal
to the dividends paid or payable
between grant and vesting would
be payable on the number of
shares vested.
For deferred cash awards, a
notional return, determined by
reference to the dividend yield on
shares or such other rate as
determined by the Committee for
the period between grant and vest
may be paid on vesting in respect
of the amount that vests.
1 This approach applies to all executive Directors with the exception of the Group Chairman, Douglas Flint. He is not eligible for fixed
pay allowance and annual incentive awards but will be eligible for GPSP awards.
2 Maximum award potentials for fixed pay allowances and variable pay awards are based on obtaining shareholder approval to increase
the maximum variable pay award as a percentage of fixed pay under CRD IV from 100% to 200% at the Annual General Meeting on 23
May 2014. If shareholder approval is not obtained the maximum fixed pay allowance payable for each executive Director under the
policy will be the difference between (i) 50% of maximum total remuneration of the executive Director under this policy as shown in the
‘Remuneration scenarios’ chart on page 389 and (ii) the aggregate of the base salary and cash allowance in lieu of pension for that
executive Director. Maximum variable pay award levels will be revised to 100% of fixed pay and the maximum annual incentive and
GPSP awards will accordingly be reduced to 1/3 and 2/3 of this amount (i.e. 33% and 67% of fixed pay respectively). The increase in
the cap to 200% would enable us to minimise the increase in fixed remuneration costs and so help to maintain greater flexibility on total
pay, whilst retaining a larger quantum of variable pay that can be subject to malus.
3 Consideration was given to the application of discount factors under the proposed EBA guidelines to compute the value of the GPSP
awards for the variable pay cap under CRD IV. Based on the current terms of the EBA guidelines, the Committee considers the impact
of the discount factors would be minimal and does not intend to use the discount factors to increase the variable pay cap for executive
Directors in order to maintain a simple and transparent remuneration structure.
Notes to the ‘Remuneration policy table –
executive Directors’
Differences in policy applied to employees
generally
The mix of fixed and variable pay granted to an
employee is commensurate with the individual’s
role, experience and responsibility and the local
market.
Fixed pay allowances will only be granted to
certain material risk takers as defined by the EBA
based on their role, function, experience and
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Directors’ Remuneration Report (continued)
Directors’ remuneration policy > Material factors
technical expertise. Group Managing Directors and
Group General Managers will receive shares with
the same release profile as the executive Directors.
All other employees will receive the fixed pay
allowance in cash when it is below a specified
threshold. Where the fixed pay allowance is above
the specified threshold, all of it will be received in
shares that vest immediately. Any shares delivered
(net of shares sold to cover any income tax and
social security) as part of the fixed pay allowance
would be subject to a retention period. 40% of the
shares will be released in March following the end of
the relevant financial year in which the shares were
granted. The remaining 60% will be released in three
equal annual tranches on each anniversary of the
initial release.
Group Managing Directors participate in both
the annual incentive and the GPSP. Group General
Managers participate in the annual incentive
and may receive other long-term awards. Other
employees across the Group are eligible to
participate in annual incentive arrangements.
Choice of performance measures and targets
The Committee selected the performance measures
as they reflect the Group's financial targets and
strategy. The measures were determined in
consultation with major shareholders.
Performance targets are set taking into account
the economic environment, the Group’s strategic
priorities and risk appetite.
Changes in policy for 2014 from 2013
The requirement in CRD IV to limit the variable pay
that can be awarded to 100% of fixed pay or, with
shareholders’ approval, 200% of fixed pay (in
accordance with the requirement in CRD IV)
presents challenges for HSBC to remain competitive
commercially with our non-EU based international
and domestic competitors and protect our talent and
market positions. In order to deal with these
challenges we have introduced changes to our
remuneration structure for 2014. The table below
summarises the changes from the remuneration
policy. These changes will be effective from the
2014 Annual General Meeting, subject to
shareholders’ approval.
UK government legal challenge
The UK government has lodged a legal challenge to
the variable pay cap in CRD IV with the ECJ. If the
legal challenge is successful, depending on the detail
of the ECJ’s ruling and the extent and timing of any
consequential changes to CRD IV, a revised
remuneration policy may need to be submitted to
shareholders for approval before the expiry of the
current policy at the conclusion of the 2017 Annual
General Meeting.
Changes in remuneration policy for 2014
Purpose and link to
strategy
Salary
Fixed pay allowance1
Operation
Maximum opportunity
No change
No change
Performance
metrics
No change (none)
Introduction of
share allowance
Maximum fixed pay allowance for each executive Director will be
the difference between (i) 50% of target remuneration of the executive
Director under this policy as shown in the ‘Remuneration scenarios’
chart on page 389 and (ii) the aggregate of the base salary and cash
allowance in lieu of pension for that executive Director.
None
Benefits
No change
No change
Total variable pay
Annual incentive1
No change
No change
Maximum at 900% of salary reduced to 200% of fixed pay
Maximum incentive reduced from 300% of base salary to 67% of
GPSP1
No change
Maximum incentive reduced from 600% of base salary to 133% of
fixed pay
Pension
No change
No change
fixed pay
No change (none)
No change
See page 382
See page 383
No change (none)
1 Maximum award potentials for fixed pay allowances and variable pay awards are based on obtaining shareholder approval to increase
the maximum variable pay award as a percentage of fixed pay under CRD IV from 100% to 200% at the Annual General Meeting on 23
May 2014. If shareholder approval is not obtained the maximum fixed pay allowance payable for each executive Director under the
policy will be the difference between (i) 50% of maximum total remuneration of the executive Director under this policy as shown in the
‘Remuneration scenarios’ chart on page 389 and (ii) the aggregate of the base salary and cash allowance in lieu of pension for that
executive Director. Maximum variable pay award levels will be revised to 100% of fixed pay and the maximum annual incentive and
GPSP awards will accordingly be reduced to 1/3 and 2/3 of this amount (i.e. 33% and 67% of fixed pay respectively). The increase in
the cap to 200% would enable us to minimise the increase in fixed remuneration costs and maintain greater flexibility on total pay
whilst retaining a larger quantum of variable pay that can be subject to malus.
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Remuneration policy - non-executive Directors
Principles, parameters and protocol for the determination of fees
In accordance with our Articles of Association, Directors are entitled to receive fees for their services as Directors as determined from time
to time by HSBC Holdings plc in general meeting. Non-executive Directors, who are not employees, receive such fees but are not entitled
to receive a base salary, fixed pay allowance, benefits, pension or any variable pay. The executive Group Chairman and other executive
Directors are not eligible to receive fees for their services as Directors.
The fee levels payable reflect the time commitment and responsibilities required of a non-executive Director of HSBC Holdings plc. Fees
are determined by benchmark against other UK companies and banks in the FTSE 30, and with reference to the fees paid by other non-UK
international banks.
The Board will review the amount of each component of the fees periodically to assess whether, individually and in aggregate, they remain
competitive and appropriate in light of changes in roles, responsibilities, and/or time commitment of the non-executive Directors and to
ensure that individuals of the appropriate calibre are able to be retained or appointed. The Board (excluding the non-executive Directors)
has discretion to approve changes to the fees. The Board may also introduce any new component of fee for non-executive Directors subject
to the principles, parameters and other requirements set out in this remuneration policy.
In addition to fees payable by HSBC Holdings plc, certain of the non-executive Directors may be entitled to receive fees for their services
as directors of subsidiary companies of HSBC Holdings plc. Such additional remuneration is determined by the board of directors of each
relevant subsidiary and the relevant subsidiary is entitled to make or continue to make such payments to the relevant non-executive
Director as the board of directors of each relevant subsidiary, in its discretion, may determine.
It is common practice for non-executive Directors to be reimbursed expenses incurred in performing their role and any related tax.
Component
Approach to the determination of each component of fees
Base fee
The current base fee for a non-executive Director is £95,000 per annum.
The base fee may be reviewed and adjusted in line with the ‘Principles, parameters and protocol for the determination
of fees’, provided that the aggregate of any increases in base fee effected over the duration of this remuneration policy
shall not exceed 20% of the current fee level.
Fee for the senior
independent non-
executive
Director
The current fee for the senior independent non-executive Director is £45,000 per annum.
The additional fee may be reviewed and adjusted in line with the ‘Principles, parameters and protocol for the
determination of fees’, provided that the aggregate of any increases in additional fee effected over the duration of this
remuneration policy shall not exceed 20% of the current fee level.
Committee fees
The current fees for non-executive Directors serving on Board committees are as follows:
• Group Audit, Group Risk, Group Remuneration, Financial System Vulnerabilities, Conduct & Values Committees:
- Chairman: £50,000 per annum; Member: £30,000 per annum
• Nomination Committee:
- Chairman: £40,000 per annum; Member: £25,000 per annum
The committee fees may be reviewed and adjusted in line with the ‘Principles, parameters and protocol for the
determination of fees’, provided that the aggregate of any increases in committee fees effected over the duration of this
remuneration policy shall not exceed 20% of the respective current fee levels.
If a new Board committee is established or there is a substantial change in the nature or responsibility of an existing
Board committee, the fees for such a committee will be determined in line with the ‘Principles, parameters and protocol
for the determination of fees’, provided that the committee fees shall not exceed the then fee levels of the Group Audit
Committee.
Material factors taken into account when
setting pay policy
The Committee takes into account a variety of factors
when determining the remuneration policy for
Directors.
Internal factors
Funding
Both the annual incentive and GPSP awards are
funded from a single annual variable pay pool from
which individual awards are considered. Funding of
the Group’s annual variable pay pool is determined in
the context of Group profitability, capital strength, and
shareholder returns. Details on the calculation of this
year’s variable pay pool can be found on page 393.
The dilution limits set out in the HSBC share
plans comply with the Association of British Insurers’
guidelines. Prior to 2012, all equity-settled awards of
Performance Shares and Restricted Shares vesting
under the HSBC Share Plans were satisfied by the
transfer of existing shares held under a trust. To create
additional core tier 1 capital and retain funds within
HSBC, vestings of Restricted Share awards are now
satisfied by a mixture of existing shares from the trust
and newly issued shares.
Pay and employment conditions in the Group
HSBC considers pay across the Group when
determining remuneration levels for its executive
Directors. In considering individual awards, a
comparison of the pay and employment conditions of
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Directors’ Remuneration Report (continued)
Directors’ remuneration policy > Material factors / Remuneration scenarios
our employees and senior executives is considered by
the Committee.
The Committee invites the Head of Group
Performance and Reward to present proposals for
remuneration for the wider employee population and
on any other changes in remuneration policy within
the company. The Head of Group Performance and
Reward also consults the Committee on the extent to
which the different elements of remuneration should
be cascaded to other employees.
Feedback from employee engagement surveys and
HSBC Exchange meetings are taken into account in
determining the Group’s remuneration policy.
External factors
Regulation
There is still a wide divergence in local regulations
governing remuneration structures globally. This
presents significant challenges to HSBC which
operates worldwide. In order to deliver long-term
sustainable performance, it is important that we have
market-competitive remuneration and which is
broadly equivalent across geographic boundaries in
order to attract, motivate and retain talented and
committed employees around the world. We aim to
ensure that our remuneration policy is aligned with
regulatory practices and the interests of shareholders.
HSBC is fully compliant with the Financial Stability
Board (‘FSB’), FCA, PRA and Hong Kong Monetary
Authority (‘HKMA’) guidance and rules on
remuneration which apply at the date of this report.
gather views on our current and developing
remuneration practices to ensure that our reward
strategy continues to be aligned with the long-term
interests of our shareholders.
These shareholders were consulted on the
proposed changes to our remuneration policy to be
operated from 2014 as a result of the introduction of
the cap on variable pay awards under CRD IV. In
these meetings we discussed the challenges this cap
on variable pay presents to HSBC in retaining talent.
We presented and discussed our proposal to increase
the fixed pay of affected individuals through the
payment of a fixed pay allowance.
Overall, the shareholders we met appreciated the
importance of retaining talent and acknowledged the
competitive disadvantage the variable pay cap in CRD
IV has on HSBC relative to a number of our
international peers and domestic competitors. Overall,
the shareholders were supportive of our need to
address the imbalance and our approach to doing so
through the use of a fixed pay allowance. In response
to feedback received from shareholders, the increase
to the fixed pay of all executive Directors, General
Managing Directors and Group General Managers
will be delivered in shares which will be subject to a
retention period to ensure a strong alignment with the
long-term interests of our shareholders. Other
employees will receive the fixed pay allowance in
cash when it is below a specified threshold. The target
and maximum total compensation for the executive
Directors has been reduced given the increase in fixed
pay.
Comparator group
Adjustments, malus and clawback
The Committee considers market data for executive
Directors’ remuneration packages from a defined
remuneration comparator group. This group consists
of nine global financial services companies, namely
Banco Santander, Bank of America, Barclays, BNP
Paribas, Citigroup, Deutsche Bank, JPMorgan Chase
& Co, Standard Chartered and UBS. These companies
were selected on the basis of their broadly similar
business coverage, size and international scope, and
are subject to annual review for continuing relevance.
The Committee can also review other companies
where relevant in determining the remuneration
policy.
Shareholder views
The Chairman of the Committee, the Head of Group
Performance and Reward and the Group Company
Secretary met with a representative number of key
institutional shareholders in October and November
2013. We consider these types of meetings vital to
In order solely to reward genuine performance,
individual awards are made on the basis of a risk-
adjusted view of both financial and non-financial
performance. In light of this, the Committee has
discretion to reduce an employee’s current year
variable pay to reflect detrimental conduct or
involvement in Group-wide notable events.
Further, the Committee can, in appropriate
circumstances, reduce or cancel all or part of any
unvested awards under the applicable malus
provision. Appropriate circumstances include (but are
not limited to) conduct detrimental to the business;
past performance being materially worse than
originally understood; restatement, correction or
amendment of any financial statements; or improper
or inadequate risk management.
The Committee can also suspend the vesting of
unvested deferred awards granted in prior years where
the awards are scheduled to vest before the outcome
of a review of a Group-wide notable event is known.
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Annual General Meeting, subject to shareholders’
approval.
Stuart Gulliver
Iain Mackay
Marc Moses
Marc Moses was promoted to executive Director with effect
from 1 January 2014.
Douglas Flint
Douglas Flint is not eligible for annual incentive awards but is
eligible for GPSP awards.
Since 2013, following advice from Freshfields
Bruckhaus Deringer, the Committee’s legal adviser
on the malus framework, the Committee has
implemented a formal policy, with supporting
procedures, which will be continuously updated.
The Committee may also decide to introduce and
operate clawback, in appropriate circumstances and
subject to compliance with applicable local laws and
regulations, in respect of incentive awards (whether
paid in cash or shares) that have vested and been paid
out.
Risk
Risk (including in particular, compliance) is a critical
part of the assessment process in determining the
performance of senior executives and risk-takers
(defined as HSBC Code Staff, which includes
executive Directors) and in ensuring that their
individual remuneration has been appropriately
assessed with regard to risk.
The Global Risk function carries out annual
reviews for HSBC Code Staff, which determine
whether there are any instances of non-compliance
with Risk procedures and expected behaviour.
Instances of non-compliance are escalated to senior
management and the Committee for consideration
in variable pay decisions. Consideration is given
to whether adjustments, malus and/or clawback
should apply and in certain circumstances, whether
employment should be continued.
Group-wide thematic reviews of risk are
also carried out to determine if there are any
transgressions which could affect the amount of
current year variable pay or any instances where
malus of previously awarded variable pay is required.
Remuneration scenarios
As a result of rebalancing fixed and variable
remuneration to meet the requirements of CRD IV,
total remuneration for target and maximum
performance has been reduced for those executive
Directors currently eligible for annual incentive and
GPSP awards in order to offset any benefit arising
from increases in fixed pay. As noted above and
subject to approval of the remuneration policy, the
Group Chairman will be eligible for a GPSP award
from 2014.
The following charts show how the total value of
remuneration and its composition would vary under
three performance scenarios for executive Directors.
The ‘current’ scenario models the 2013 policy for
executive Directors and the ‘policy’ scenario models
the policy, which will be effective from the date of the
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Directors’ Remuneration Report (continued)
Directors’ remuneration policy > Remuneration scenarios / Service contracts / Other directorships / Loss of office
1 Fixed pay includes base salary, fixed pay allowance and
pension allowance for the year. Benefits value is based on
the value of all benefits received in 2013. For executive
Directors other than Stuart Gulliver, the value of the
benefits have been shown together with fixed pay in
the above charts given their relatively small impact.
2 Maximum award level as stated in our remuneration policy
on the basis that shareholders approve the increase in the
CRD IV cap on variable pay awards as a percentage of
fixed pay to 200%. Includes deferred portion of award.
Target has been defined as 50% of the maximum award.
Minimum assumes no annual incentive award.
3 Maximum award level as stated in our remuneration policy
on the basis that shareholders approve the increase in the
CRD IV cap on variable pay awards as a percentage of
fixed pay to 200%. Target has been defined as 50% of
the maximum award. The GPSP scorecard has not been
designed with a numeric targeted or expected value of
performance. Minimum assumes no GPSP award.
4 The maximum award level of the GPSP for Douglas Flint is
100% of fixed pay. Target has been defined as 50% of the
maximum award. Minimum assumes no GPSP award.
Approach to recruitment remuneration
On the recruitment or appointment of a new
executive Director the Committee would adhere to
the following principles:
•
remuneration packages should be in line with
the policy as outlined on page 381;
•
remuneration packages must meet any
applicable local regulatory requirements; and
• where necessary, compensation may be
provided in respect of forfeiture of awards from
an existing employer (buyout awards).
The maximum level of variable remuneration
(excluding buyout awards) for any new hires will be
200% of fixed pay, subject to shareholder approval
at the Annual General Meeting on 23 May 2014.
Outlined in the following table are all
components that would be considered for inclusion
in the remuneration package of a new executive
Director and, for each, the approach that would be
adopted.
In the case of an internal appointment, any
variable element awarded in respect of the prior role
may be allowed to pay out according to its terms on
grant.
For non-executive Directors recruitment,
remuneration will be in line with the ‘Remuneration
policy’ table on page 387.
Components of remuneration package of a new executive Director
Component
Fixed pay
Benefits
Approach taken to each component of remuneration
Base salary and fixed pay allowance to reflect the individual’s role, experience and responsibility and be
set in the context of market practice.
Pension in line with policy as set out in the ‘Remuneration policy’ table on page 381.
Benefits to be provided will be dependent on circumstances but in line with Group policy and
‘Remuneration policy’ table, including the global mobility policy, where applicable, and local
regulations.
Annual incentive
New joiners will be eligible to be considered for an annual incentive award as set out in the
‘Remuneration policy’ table on page 382.
Guaranteed bonuses are only permitted by exception and must be limited to the first year of service,
subject to the Group Deferral Policy and performance requirements.
GPSP
Buyout
May be considered for GPSP award in year as set out in the ‘Remuneration policy’ table on page 383.
May be offered if the individual holds any outstanding unvested shares which are forfeited on resignation
from the previous employer.
Group buyout policy is in line with the PRA Remuneration Code which states that both the terms and
amount of any replacement awards will not be more generous than the award forfeited on departure from
the former employer.
Delivered as HSBC restricted shares with vesting and retention periods to match the terms of forfeited
awards with previous employer as closely as possible, subject to proof of forfeiture and other relevant
documentation. Where the time to vesting is less than 60 days, deferred cash may be awarded for
administrative purposes.
Service contracts
Executive Directors
Our policy is to employ executive Directors on service
agreements with 12 months’ notice period. Consistent
with the best interests of the Group, the Committee
will seek to minimise termination payments. Directors
may be eligible for a payment in relation to statutory
rights.
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Director
Contract date
(rolling)
Notice period
(Director & HSBC)
Douglas Flint ....... 14 February 2011
Stuart Gulliver ..... 10 February 2011
Iain Mackay ......... 4 February 2011
12 months
12 months
12 months
Marc Moses was appointed as an executive
Director with effect from 1 January 2014. He will
receive a new service agreement in line with the
remuneration policy table for executive Directors after
the Annual General Meeting on 23 May 2014.
Other than as set out in the ‘Directors’
remuneration policy’ section on page 381 and the
‘Policy on payments for loss of office’ table below,
there are no further obligations which could give rise
to remuneration payments or payments for loss of
office.
Non-executive Directors
Non-executive Directors are appointed for fixed terms
not exceeding three years, which may be renewed
subject to their election or re-election by shareholders
at Annual General Meetings. Non-executive Directors
have no service contracts, but are bound by their
respective letters of appointment issued for and on
behalf of HSBC Holdings plc. Other than as set out in
the ‘Remuneration policy’ table on page 387, there are
no obligations in any and all of the non-executive
Directors’ letters of appointment which could give rise
to remuneration payments or payments for loss of
office. Non-executive Directors’ current terms of
appointment will expire as follows:
•
•
•
in 2014, Safra Catz, Laura Cha, John Coombe1,
Rona Fairhead, James Hughes-Hallett1 and
Sam Laidlaw;
in 2015, Marvin Cheung, Joachim Faber, John
Lipsky, Rachel Lomax and Sir Simon Robertson;
in 2016, Renato Fassbind; and
Policy on payments for loss of office
Component of remuneration Approach taken
•
in 2017, Kathleen Casey and Sir Jonathan Evans.
1 Not seeking re-election.
Other directorships
Executive Directors, if so authorised by either the
Nomination Committee or the Board, may accept
appointments as non-executive directors of suitable
companies which are not part of HSBC.
Approval will not be given for an executive
Director to accept a non-executive directorship of
more than one FTSE 100 company or the
chairmanship of such a company. In addition, with
effect from 1 July 2014, Directors will be subject to
the following limits on the number of directorships
that they may hold under CRD IV. CRD IV states that
members of the management body, which includes
both executive and non-executive Directors, may not
hold more than:
•
•
one executive directorship with two non-
executive directorships; or
four non-executive directorships.
With the consent of the PRA one additional non-
executive directorship may be held.
When considering a request to accept a non-
executive appointment, the Nomination Committee or
Board will take into account, amongst other things,
the expected time commitment of such appointment.
The time commitment for Directors’ external
appointments will be reviewed as part of the annual
Board review.
Any remuneration receivable in respect of an
external appointment of an executive Director is
normally paid to the Group, unless otherwise
approved by the Nomination Committee or the Board.
Fixed pay and benefits
In the event of redundancy, executive Directors employed on service agreements with HSBC Holdings
would be entitled to a severance payment which is calculated using a multiplier of a number of weeks’ pay
based on their full years’ service. The calculation of a week’s pay in the context of this severance payment
is a pro rata proportion of the individual’s base salary, the last paid annual incentive and any ongoing
special allowances. This would only be applicable for Douglas Flint, Iain Mackay and Marc Moses. Stuart
Gulliver is not entitled to a severance payment under his service agreement.
Executive Directors may also be entitled to payments in lieu of:
• notice, which shall consist of base salary, pension entitlements and other contractual benefits1 (or an
amount in lieu of); and/or
• accrued but untaken holiday entitlement.
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Directors’ Remuneration Report (continued)
Directors’ remuneration policy > Loss of office // Committee / Variable pay
Policy on payments for loss of office (continued)
Component of remuneration Approach taken
Annual incentive
Executive Directors are not eligible to be considered for or receive an annual incentive award if, on the
date of grant, they are no longer employed by the Group or are under notice of termination of
employment, other than in exceptional circumstances as determined by the Committee based on the
individual executive Director’s circumstances.
In relation to unvested annual incentives granted in prior years, these may be subject to good leaver rights
at the discretion of the Committee (see below for further details on reasons that may qualify for good
leaver status).
If the executive Director is deemed a good leaver, the following apply:
• unvested awards will continue to vest in line with the applicable vesting dates, subject to the share plan
rules, malus and clawback provisions (see notes below); or
• in the event of Death unvested awards will vest and will be released to the executive Director’s estate as
soon as practicable.
If the executive Director is not deemed a good leaver, all unvested awards will lapse.
GPSP
Executive Directors are not eligible to be considered for or receive a GPSP award if, on the date of grant,
they are no longer employed by the Group or are under notice of termination of employment, other than in
exceptional circumstances as determined by the Committee based on the individual executive Director’s
circumstances.
In relation to deferred GPSP awards granted in prior years, these may be subject to good leaver rights at
the discretion of the Committee (see below for further details on reasons that may qualify for good leaver
status).
If the executive Director is deemed a good leaver, the following apply:
• vested shares, subject to retention, will be released to the executive Director on cessation of
employment;
• unvested awards will continue to vest in line with the applicable vesting dates, subject to the share plan
rules, and malus provisions and will be released on the normal vesting dates (see also notes below); or
• in the event of death unvested awards will vest and, together with the vested shares, they will be
released to the executive Director’s estate as soon as practicable.
If the executive Director is not deemed a good leaver, the following applies:
• vested shares, subject to retention, will be released to the executive Director in three equal tranches on
each of the first, second and third anniversary of cessation of employment; and
• all unvested awards will lapse.
Legal claims
The Committee retains the discretion to make payments (including professional and outplacement fees) to
mitigate against legal claims, subject to any such payments being made pursuant to a statutory settlement
agreement.
1 The other benefits as part of the payment in lieu of notice do not include the taxable value of accommodation, car and chauffeur
provided in Hong Kong to Stuart Gulliver.
Our policy is for notice periods to be set at 12
months for both the executive Director and HSBC.
Subject to the approval of the Committee, an
individual would be considered as a good leaver if
they cease to be employed by reason of:
•
•
•
•
•
•
redundancy;
sale of business;
retirement from HSBC;
death;
injury, ill health and disability; or
any other reason as determined by the
Committee.
In respect of GPSP awards, for an individual
to be considered as a good leaver by reason of
retirement or ‘any other reason’, the Committee
needs to be satisfied that the executive has no current
or future intention at the date of leaving HSBC of
being employed by any competitor financial services
firm. If the Committee becomes aware of any
evidence to the contrary before vesting, the award
will lapse.
Under the HSBC Share Plan 2011 rules, the
Committee has the discretion to determine that the
award will vest immediately or on any other date.
Annual report on remuneration
Role, membership and advisers to the
Committee
Role
Within the authority delegated by the Board, the
Committee is responsible for approving the Group’s
remuneration policy. The Committee also determines
the remuneration of executive Directors, senior
392
employees, employees in positions of significant
influence and employees whose activities have or
could have an impact on our risk profile and, in
doing so, takes into account the pay and conditions
across the Group. No Directors are involved in
deciding their own remuneration.
Membership
The members of the Group Remuneration
Committee during 2013 were Sir Simon Robertson
(Chairman, appointed 24 May 2013), John Thornton
(retired as a Director on 24 May 2013), John
Coombe, Renato Fassbind (appointed 1 March 2013)
and Sam Laidlaw.
There were 12 meetings of the Committee
during 2013. The table on page 360 gives details of
Directors attendance at these meetings.
Advisers
In 2013, the Committee decided not to use external
advisers, and in future will only seek external
support on remuneration policy as and when
necessary.
During the year, the Group Chief Executive
provided regular briefings to the Committee and
the Committee received advice from the Group
Managing Director, Group Head of Human
Resources and Corporate Sustainability, Ann
Almeida, the Head of Group Performance and
Reward, Alexander Lowen (and his predecessor,
Tristram Roberts), the Group Chief Risk Officer,
Marc Moses, and the Global Head of Financial
Crime Compliance and Group Money Laundering
Reporting Officer, Robert Werner, all of whom
provided advice as part of their executive role as
employees of HSBC. The Committee also received
advice and feedback from the Group Risk
Committee on risk and compliance-related matters
relevant to remuneration and the alignment of
remuneration with risk appetite.
Group variable pay pool
Variable pay pool determination
The Committee considers many factors in
determining the Group’s variable pay pool funding.
Performance and Risk Appetite Statement
The variable pay pool takes into account the
performance of the Group which is considered
within the context of our Risk Appetite Statement.
This helps to ensure that the variable pay pool is
shaped by risk considerations and any Group-wide
notable events. The Risk Appetite Statement
393
describes and measures the amount and types of risk
that HSBC is prepared to take in executing its
strategy. It shapes the integrated approach to
business, risk and capital management and supports
achievement of the Group’s objectives. The Group
Chief Risk Officer regularly updates the Committee
on the Group’s performance against the Risk
Appetite Statement.
The Committee uses these updates when
considering remuneration to ensure that return, risk
and remuneration are aligned.
Counter-cyclical funding methodology
We use a counter-cyclical funding methodology
which is categorised by both a floor and a ceiling
and the payout ratio reduces as performance
increases to avoid pro-cyclicality risk. The floor
recognises that competitive protection is typically
required irrespective of performance levels. The
ceiling recognises that at higher levels of
performance it is possible to limit reward as it is not
necessary to continue to increase the variable pay
pool, thereby limiting the risk of inappropriate
behaviour to drive financial performance.
Distribution of profits
In addition, our funding methodology considers the
relationship between capital, dividends and variable
pay to ensure that the distribution of post-tax profits
between these three elements is considered
appropriate (see page 394 for the 2012, 2013 and
target split).
Commerciality and affordability
Finally, the commercial requirement to remain
competitive in the market and overall affordability
are considered. Both the annual incentive and GPSP
are funded from a single annual variable pay pool
from which individual awards are considered.
Funding of the Group’s annual variable pay pool is
determined in the context of Group profitability,
capital strength, and shareholder returns. This
approach ensures that performance-related awards
for individual global businesses, global functions,
geographical regions and levels of staff are
considered in a holistic fashion.
This year’s variable pay pool was established by
reference to the Group’s underlying profit before tax
which excludes movements in the fair value of own
debt attributable to credit spread and the gains and
losses from disposals, and includes the costs of fines,
penalties and other items of redress. For the purposes
of considering the variable pay pool, the normal
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Directors’ Remuneration Report (continued)
Annual report on remuneration > Spend on pay / Pro forma post-tax profits allocation / Single figure of remuneration
profits from disposed of businesses up to their actual
disposal are included in the calculation.
Taking into account all of the above, the
Committee decided that in light of performance, the
Variable pay pool outcome
(Unaudited)
Total variable pay pool .................................................................
Variable compensation incentive pool as a percentage of
pre-tax profit (pre-variable pay)1 .............................................
Percentage of variable pay pool deferred2 .....................................
market environment, risk inputs, and other factors,
the underlying pre-tax pre-variable pay profit payout
ratio for 2013 would be 15%.
Group
Global Banking and Markets
2013
US$m
3,920
%
15
18
2012
US$m
3,689
%
17
17
2013
US$m
1,327
%
13
30
2012
US$m
1,266
%
13
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1 The 2013 Group pre-tax profit pre-variable pay calculation as described on the previous page.
2 The percentage of variable pay deferred for the Code Staff population is 64%.
Relative importance of spend on pay
(Unaudited)
The chart to the right provides a breakdown of
total staff pay relative to the amount paid out in
dividends.
Pro forma post-tax profits allocation
(Unaudited)
On a pro forma basis, attributable post-tax profits
(excluding movements in the fair value of own debt
and before pay distributions) were allocated in the
proportions shown in the chart below. The Group’s
target policy is for the vast majority of post-tax profit
to be allocated to capital and to shareholders.
US$m
2012
2013
-6%
20,491
19,196
+11%
8,300
9,200
Ordinary
dividends¹
Employee compensation
and benefits
53%
2013
35%
12%
2012
60%
29%
11%
45%
Target
40%
15%
Dividends²
Variable pay³
Retained earnings/capital
1 Dividends per ordinary share in respect of that year. For 2013, this includes the first, second and third interim dividends paid in 2013 of
US$5.6bn (gross of scrip) and a fourth interim dividend of US$3.6bn.
2 Inclusive of dividends to holders of other equity instruments and net of scrip issuance based on an assumption of scrip take up for the
fourth quarter of 2013 of 20%. Dividends per ordinary share declared in respect of 2013 were US$0.49, an increase of 9% compared
with 2012.
3 Total variable pay pool net of tax and portion to be delivered by the award of HSBC shares.
394
Single figure of remuneration
(Audited)
Executive Directors
Douglas Flint
2013
£000
Fixed pay
Base salary ..............................................
Pension ....................................................
Benefits .......................................................
Variable pay
Annual incentive .....................................
GPSP .......................................................
Notional return on deferred cash ................
Non-taxable benefits ...................................
1,500
750
2,250
48
–
–
–
27
102
2012
£000
1,500
750
2,250
64
–
–
–
12
98
Stuart Gulliver
2013
£000
2012
£000
Iain Mackay
2013
£000
1,250
625
1,875
591
1,833
3,667
5,500
–
67
1,250
625
1,875
642
780
3,000
3,780
–
65
700
350
1,050
33
1,074
2,148
3,222
7
53
2012
£000
700
350
1,050
36
539
1,400
1,939
3
50
Total single figure of remuneration ............
2,427
2,424
8,033
6,362
4,365
3,078
Addendum
(Unaudited)
Annual incentive with performance
conditions1 ..............................................
–
–
–
1,170
–
809
Total single figure of remuneration and
annual incentive with performance
conditions ................................................
2,427
2,424
8,033
7,532
4,365
3,887
1 60% of the 2012 annual incentive for Stuart Gulliver and Iain Mackay disclosed in the 2012 Directors’ Remuneration Report was
deferred for five years. The vesting of these awards is subject to service condition and satisfactory completion of the DPA. The DPA
condition ends on the fifth anniversary of the award date unless the DPA is extended or otherwise continues beyond that date, in which
case the awards will vest on the date on which the DPA expires and otherwise ceases to operate.
Notes to the single figure of remuneration
(Audited)
Base salary
• Salary paid in year for executive Directors. No fees were paid to executive Directors.
Pension
• Pension values generally consist of an allowance of 50% of annual basic salary in lieu of personal pension arrangements.
• For 2012, Stuart Gulliver received employer contributions of 4% of base salary into a personal pension plan and a cash allowance of
46% of base salary from 1 January 2012 to 31 March 2012. From 1 April 2012, he received a cash allowance of 50% of base salary as
per above. The employer contributions and the allowance for the whole of 2012 amounted to £625,000.
• No other benefits were received by the executive Directors from the Group pension plans.
Benefits
• All taxable benefits (gross value before payment of tax). Benefits include provision of medical insurance, accommodation and car, club
membership, and tax gross up for accommodation and car benefit. The 2012 numbers are restated to be in line with the new final
regulations on benefits to be reported in the single figure table.
• Non-taxable benefits include the provision of life assurance and other insurance cover.
• The values of the significant benefits in the above table are as follows:
Douglas Flint
2013
£000
2012
£000
Stuart Gulliver
2013
£000
2012
£000
Iain Mackay
2013
£000
2012
£000
Pool cars (UK and Hong Kong) .................
Hong Kong bank-owned accommodation2 .
Tax expense on pool cars and Hong Kong
bank-owned accommodation ..................
Insurance benefit (non-taxable) ..................
–1
–
–1
78
–1
–
–1
75
79
229
266
54
73
237
310
53
–1
–
–1
–1
–1
–
–1
–1
1 The pool car and tax on pool car for Douglas Flint and Iain Mackay is not included in the above table as it was not significant. The
insurance benefit for Iain Mackay is not included in the above table as it was not significant.
2 Based on the current market rental value of the bank-owned property, as estimated by an external lease service provider, plus utility
costs, rates, the taxable value of furniture and taking into account the business use of the property, the taxable value of the
accommodation is considered to be 70% of the total of these amounts.
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Directors’ Remuneration Report (continued)
Annual report on remuneration > Single figure of remuneration / Variable pay / Executive Directors’ performance
Annual incentive
• Annual incentive awarded (including deferred amounts) as a result of achievement of performance measures for the relevant financial
year. 60% of the award is deferred. 50% of both the deferred and non-deferred component of the award is payable in cash and the
remaining 50% in shares, subject to a six month retention period on vesting.
• The deferred element of the 2013 award pays out over a period of three years, subject to service and malus conditions: 33% vests on the
first and second anniversary of grant and 34% on the third anniversary of grant. In 2012, there was a one-time change where the
deferred element of the 2012 award was extended to pay out 100% cliff vesting subject to the satisfactory completion of the DPA as per
footnote 1 of the ‘Addendum to the single figure of remuneration’. During the vesting period the Committee has the authority to cancel
all or part of the unvested award.
• For the 2013 award the performance measures and the outcomes of the performance conditions can be found on page 397. Outcomes
for the 2012 award can be found in the Directors’ Remuneration Report in the Annual Report and Accounts 2012.
• The deferred share awards also include a right to receive dividend equivalents. Dividend equivalents on deferred share awards are
delivered in the form of additional shares, in the same time and in the same manner and in such proportion as the original deferred
award that vests. The expected value of these dividend equivalents are included in the value of deferred share awards.
• The deferred cash awards also include a right to receive notional returns for the period between grant date and vesting date and
determined by reference to the dividend yield on HSBC shares. A payment of notional return is made in the same proportion as the
vesting of the deferred awards on each vesting date.
GPSP
• GPSP awards where final vesting is determined as a result of achievement of performance conditions over more than one financial year
that end in the respective year. Figures shown reflect the face value of awards granted in 2014 and 2013 respectively.
• Award levels are determined by considering performance against enduring performance measures set out in the long-term performance
scorecard. There are no post-grant performance conditions.
• The award is subject to a five-year vesting period during which the Committee has the authority to cancel all or part of the award. On
vesting, the shares (net of tax) must be retained for the duration of the participant’s employment.
• For the 2013 award the outcomes of the performance conditions can be found in the section titled ‘Awards under the GPSP’ on page
399. Outcomes for the 2012 award can be found in the Directors’ Remuneration Report in the Annual Report and Accounts 2012.
• The GPSP awards also include a right to receive dividend equivalents for the period between the grant and the vesting date. Dividend
equivalents on the GPSP awards will be delivered when the GPSP awards vest. There was no vesting of GPSP awards in 2013. The
expected value of these dividend equivalents are included in the value of GPSP awards included in the table above.
Non-executive Directors
(Audited)
Safra Catz ...........................................................
Laura Cha1 ..........................................................
Marvin Cheung2 .................................................
John Coombe ......................................................
Sir Jonathan Evans3 ............................................
Joachim Faber .....................................................
Rona Fairhead .....................................................
Renato Fassbind4 ................................................
James Hughes-Hallett .........................................
Sam Laidlaw .......................................................
John Lipsky .........................................................
Rachel Lomax .....................................................
Sir Simon Robertson ...........................................
Total 5 ..................................................................
Total (US$000) ....................................................
Fees
2013
£000
95
195
197
205
50
137
202
145
145
125
150
155
240
2012
£000
95
548
166
205
–
104
200
–
138
125
119
155
180
2,041
3,191
2,035
3,225
Benefits6
2013
£000
2012
£000
Total
2013
£000
2012
£000
14
47
45
14
–
21
6
23
1
–
25
8
1
205
320
11
42
59
17
–
15
1
–
2
–
26
5
–
178
282
109
242
242
219
50
158
208
168
146
125
175
163
241
106
590
225
222
–
119
201
–
140
125
145
160
180
2,246
3,511
2,213
3,507
1 Includes fees as Director, Deputy Chairman and member of the nomination committee of The Hongkong and Shanghai Banking
Corporation Limited.
2 Includes fees as Director, Chairman of the risk committee and member of the audit committee of Hang Seng Bank Limited.
3 Appointed on 6 August 2013.
4 Appointed on 1 January 2013.
5 Excludes fees and benefits for Jim Comey and John Thornton who were not Directors at 31 December 2013. Jim Comey was appointed
a Director on 4 March 2013 and resigned on 4 September 2013. Fees and benefits6 for 2013 were £63,000 and £10,000 respectively.
John Thornton retired as a Director on 24 May 2013. Fees (including fees as Chairman of HSBC North America Holdings Inc) for 2013
were £472,000 (£1,092,000 for 2012). Benefits6 for 2013 were £7,000 (£26,000 for 2012).
6 Benefits include travel-related expenses relating to the attendance at Board and other meetings at HSBC Holdings registered office.
Amounts disclosed are estimated and have been grossed up using a tax rate of 45%, where relevant.
396
Variable pay outcomes
(Audited)
Summary of pay outcomes
Stuart Gulliver
Pre-
discretion
per-
formance
outcome
Maximum
multiple
Multiple
awarded
Pre-
discretion
value
£000
Com-
mittee
discretion
£000
Post-
discretion
value
£000
Maximum
multiple
Iain Mackay
Post-
discretion
per-
formance
outcome
Multiple
awarded Value
£000
Salary ...........
Annual
incentive ...
GPSP .............
Total ..............
1.00
100%
1.00
1,250
n/a
1,250
1.00
100%
3.00
6.00
60%
60%
1.80
3.60
2,250
4,500
(417)
(833)
1,833
3,667
3.00
5.10
51%
60%
8,000
(1,250)
6,750
1.00
1.53
3.07
700
1,074
2,148
3,922
Determining executive Directors’ annual
performance
(Audited)
Stuart Gulliver
The annual incentive award made to Stuart Gulliver
in respect of 2013 reflected the Committee’s
assessment of the extent to which he had achieved
the personal and corporate objectives set for him
within his performance scorecard as agreed by the
Board at the beginning of the year. This
measurement took into account his performance
against both the financial and non-financial measures
which had been set to reflect the risk appetite and
Stuart Gulliver – Annual assessment
strategic priorities determined by the Board to be
appropriate for 2013.
In order for any award of annual incentive to be
made under the above performance scorecard, the
Committee had to satisfy itself that Stuart Gulliver
had personally met and shown leadership in
promoting HSBC Values. This overriding test
assessed behaviour around the HSBC Values
principles of being ‘open, connected and
dependable’ and acting with ‘courageous integrity’.
A summary of the assessment against specific
performance measures is provided in the following
table.
Measure
Weighting
Target
Performance
Assessment
Outcome
Pre-tax profit (US$bn)1 ...................................
Return on equity (%)1 .....................................
Cost efficiency ratio (%)1 ...............................
Dividend payout (%) .......................................
Capital strength (%)2 .......................................
Financial .........................................................
Strategy execution ..........................................
Compliance and reputation .............................
Non-financial ..................................................
Promoting HSBC Values ................................
17.5%
10%
17.5%
10%
5%
60%
25%
15%
40%
Over-
riding test
Total ................................................................
100%
Result of exercise of Committee’s discretion
n/a3
12-15
48-52
40-60
>10
Judgement
Judgement
23.8
9.8
58.5
57.1
13.6
n/a
n/a
100%
0%
0%
100%
100%
80%
50%
17.5%
0%
0%
10%
5%
32.5%
20%
7.5%
27.5%
100%
60%
49%
1 Pre-tax profit, return on equity and cost efficiency ratio excludes from the return the impact of fair value movements on own debt
designated at fair value resulting from changes in credit spreads.
2 Capital strength is defined as core tier 1 capital.
3 Specific target not disclosed as deemed to be commercially sensitive.
Rationale
On HSBC values, independent feedback was taken
from the Group Chairman, his executive colleagues
and other employees in the organisation. Taking this
into account as well as its own experience and
397
observation, the Committee concluded that Stuart
Gulliver had exhibited strong leadership and
personal behaviour in this area and so met the
required standard.
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Directors’ Remuneration Report (continued)
Annual report on remuneration > Executive Directors’ performance / GPSP
In aggregate, in assessing the calibration of
Stuart Gulliver’s 2013 annual incentive against his
theoretical maximum opportunity of three times base
salary, an overall score of 60% (2012: 52%) of that
maximum opportunity was judged to have been
achieved. A summary of the assessment and
rationale for the conclusions is set out below. Unless
otherwise indicated, the figures in parentheses
denote the opportunity within the scorecard.
Financial (60% weighting – achieved 32.5%)
An opportunity of 17.5% was available in respect of
delivering pre-tax profit improvement against the
Board approved target and this was judged to have
been fully met with the Committee awarding 100%
of the available opportunity (17.5% award). The
Committee noted that the Group CEO led the
restructuring and reshaping of the Group
aggressively to meet the imperative of implementing
Global Standards, notwithstanding that in the short
to medium term this would hold back attainment of
the financial metrics against which he was judged.
Additionally, the Group CEO promoted a cautious
risk appetite as the Group worked through legacy
issues that have impacted the Group in terms of
customer redress and impairment charges in prior
years.
Return on equity (weighting of 10%) did not
meet the target return. The cost efficiency ratio
(weighting of 17.5%) also fell outside the target
range, in large part attributable to notable items,
including customer redress provisions, restructuring
costs and other regulatory provisions.
Capital strength (weighting of 5%) and dividend
payout (weighting of 10%) remain critically
important reflections of financial performance as
they encapsulate a number of key factors of
importance to shareholders. In essence these
elements demonstrate a combination of profit
generation, control of capital usage, cash availability
at the holding company and regulatory satisfaction
with the preceding factors sufficient to support
HSBC’s progressive dividend policy. These
elements are therefore important indicators of the
sustainability of shareholder reward. Reflecting an
increased dividend per share, a dividend payout ratio
within the target range in 2013 and a strengthened
capital position with an improvement in the core tier
1 ratio, the Committee awarded full weighting of
these elements of the scorecard.
Non-financial (40% weighting – achieved 27.5%)
An opportunity of 25% in this area related to
strategy execution and 80% was judged to have been
achieved (20% awarded). Overall, there was
significant progress in strategy execution, reflected
through growing global business collaboration,
maintained leadership in key products and markets,
and progress towards HSBC’s digital strategy. There
was also progress on effective streamlining and
business simplification strategies, which resulted in
further disposals and closures, and the run-off of
legacy portfolios in the global businesses. The Group
CEO led the drive for restructuring and de-risking,
including progress towards global implementation of
Global Standards and exiting non-core elements of
existing businesses.
The final opportunity under non-financial
measures (15%) related to compliance and
reputation. Minimising the long term impact of
regulatory and compliance issues remains a top
priority and significant progress was made during
the year. Recognising the extensive work during the
year to restructure the Global Compliance function,
including an increase in headcount of 54%, and the
launch of the ‘Driving a Values-led high
performance culture’ programme, 50% was judged
to have been achieved (7.5% awarded); a full award
was not made to reflect the significant work still to
be delivered.
This performance assessment resulted in an
overall score of 60%.
Notwithstanding this, the Committee
subsequently used their discretion to reduce overall
variable pay by £1.25m (equivalent to 18.5% of the
total annual incentive and GPSP). This adjustment
was considered appropriate in the context of overall
Group-wide year-over-year profitability and
incentive pool funding, Group-wide risk and
compliance, market remuneration benchmarks and
the remuneration recommendations for the Group
CEO’s direct reports. The exercise of discretion by
the Committee discretion resulted in a final
performance outcome for 2013 of 49%.
Iain Mackay
The same deliberations and assessments with regard
to performance and adherence to HSBC Values were
undertaken by the Committee with regard to the
performance of Iain Mackay.
A summary of the assessment is provided in the
following table.
398
Iain Mackay – Annual assessment
Measure
Manage global functional costs and full-time
Weighting
Target
Performance
Assessment
Outcome
equivalent (FTE) employee numbers ..........
Financial .........................................................
Management information and business support
Basel III compliance .......................................
Regulation and compliance ............................
Control and governance environment ............
People .............................................................
Non-financial ..................................................
Various1
Judgement
Judgement
Judgement
Judgement
Judgement
30%
30%
20%
15%
15%
10%
10%
70%
n/a
n/a
n/a
n/a
n/a
n/a
n/a
92%
Met
Met
Met
Met
Met
Promoting HSBC Values ................................
Overriding
test
Total ................................................................
100%
Result of exercise of Committee discretion ...
28%
28%
70%
100%
98%
51%
1 Specific targets relating to the global function are not disclosed as deemed to be commercially sensitive.
The Committee considered that performance
against the financial metric of managing global
functional costs and the number of FTE employee
numbers (30%) had been partially met, giving an
outcome of 28%. The Committee considered that
performance against the non-financial targets
including management information and business
support (20%), Basel III compliance (15%),
regulation and compliance (15%), control and
governance environment (10%) and people (10%)
had been met, giving an outcome of 70%. This
performance assessment resulted in an overall score
of 98%. However, based on an assessment of overall
total compensation, the Committee awarded a
discretionary annual incentive equal to an
assessment of 51%.1
1 This adjustment was considered appropriate in the context of
overall year-over-year Group-wide profitability and incentive
pool funding and market remuneration benchmarks.
Awards under the GPSP
(Audited)
Awards to be granted in 2014 in respect of 2013
were assessed against the 2013 long-term scorecard
published in the Annual Report and Accounts 2012
and reproduced below.
The performance assessment under the 2013
long-term scorecard took into account achievements
under both financial and non-financial objectives,
both of which were set within the context of the risk
appetite and strategic direction agreed by the Board.
Notwithstanding the detail or extent of performance
delivery against the objectives, an individual’s
eligibility for a GPSP award requires confirmation of
adherence to HSBC Values which acts in effect as a
gateway to GPSP participation. A summary of the
assessment and rationale for the conclusions is set
out below.
Awards under the GPSP
(Audited)
Measure
Weighting
Long-term
target range
Actual 2013
performance
Assessment
Outcome
Return on equity (%)1 .....................................
Cost efficiency ratio (%)1 ...............................
Capital strength (%)1 .......................................
Progressive dividend payout (%) ....................
Financial .........................................................
Strategy execution ..........................................
Compliance and reputation .............................
Brand equity2 ..................................................
People .............................................................
Non-financial ..................................................
Total performance outcome ............................
12-15
48-52
>10
40-60
Judgement
Judgement
Top 3 rating
and improved
US$ value
Judgement
15%
15%
15%
15%
60%
20%
10%
5%
5%
40%
100%
1 See footnotes in ‘Stuart Gulliver – Annual assessment’ table.
2 Based on results from The Brand Finance ® Banking 500 2014 survey.
399
9.8
58.5
13.6
57.1
n/a
n/a
n/a
n/a
0%
0%
100%
100%
80%
50%
100%
80%
0%
0%
15%
15%
30%
16%
5%
5%
4%
30%
60%
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Directors’ Remuneration Report (continued)
Annual report on remuneration > GPSP / Pension entitlements / Scheme interests / TSR / CEO remuneration
Rationale
Financial (60% weighting – achieved 30%)
The opportunity of 60% was equally split in 2013
between capital strength, progressive dividend payout,
return on equity and cost efficiency ratio.
While the annual assessment also looked at
achievement of the same performance elements in
2013, consideration under the long-term plan looked
at the sustainability of short-term performance and
reflected on whether to recognise progress made
towards stated targets where these had not been met in
the current year.
The Committee considered favourably the
strengthened capital position shown both by the
improvement in the year-end core tier 1 ratio and
the increase in the estimated end-point position under
CRD IV. Having reviewed these factors the
Committee awarded the full opportunity (15%).
The Committee noted favourably the projected
capacity to maintain a progressive dividend policy
which was underpinned by the Group’s strong capital
position, its distributable reserves, its cash position
and its planning assumptions around future
performance. The Committee also reflected upon
independent research which included forecasts of
dividend paying capacity and discussed with
management regulatory interactions around the
Group’s capital position. Having considered these
factors, it awarded the full opportunity (15%).
Noting that the Group has not yet reached its
target return on equity of 12-15%, the Committee
deliberated whether to recognise in the GPSP the
cumulative progress that has been made in
restructuring and reshaping the Group and the
achievement of sustainable cost savings ahead of
target. The Committee further considered the on-
going redeployment of capital from under-performing
and exit portfolios to targeted areas of investment
which will enhance future returns. There was also
debate around the extent to which account should be
taken at this stage of the more sustainable revenue
streams that are projected to arise through enhanced
controls around compliance and financial crime risk.
The Committee concluded that while good progress
had been made there was still a great deal to do to
embed the improvements underway. The Committee
also took into account that shareholders still faced
continuing uncertainties from an incomplete
regulatory reform agenda, from contingent legal risks
from on-going matters of note and from continuing
significant customer redress costs. As a consequence,
the Committee decided not to make any award under
this opportunity (15%).
400
Similarly, under the cost efficiency ratio element
of the scorecard the Committee judged that no award
could be made under this opportunity (15%).This was
despite strong delivery of further sustainable cost
savings. The Committee noted that the ratio remained
above the target range of 48-52%, and further noted
that a notable element of the underperformance related
to continuing legal and regulatory fines and penalties
and customer redress costs, none of which it could
view for the time being as non-recurring.
Non-financial (40% weighting – achieved 30%)
With regard to the execution of strategic priorities laid
down by the Board, the Committee reviewed delivery
under the programmes for restructuring and de-risking
the Group’s businesses. This included, inter alia, the
implementation of Global Standards, plans to
maintain product leadership and improve digital
strategy and steps to enhance global business co-
operation and integration. The Committee concluded
that it would be an appropriate reflection of
management achievement to award 80% of the
available opportunity, namely 16%.
With regard to compliance and reputation (10%),
minimising the long-term impact of regulatory and
compliance issues on the Group’s reputation remains
a top priority and the Committee noted further
progress made in 2013. The continuing work on
restructuring the Global Compliance function,
investment in greater compliance and financial crime
resources and capabilities, the launch of the ‘Driving a
Values-led high performance culture’ programme and
continued strengthening of governance were all
favourably assessed. Reflecting, however, that there
was still much to deliver, the Committee concluded to
make a 50% achievement against long-term goals,
which resulted in a 5% award in the scorecard.
Brand equity (5%) scored 100% of the available
opportunity as independent research recorded that the
value of the HSBC brand had increased. The
Committee noted that HSBC had retained its status as
one of the world’s strongest banking brands, ranking
second in The Brand Finance® Banking 500 2014
survey.
In relation to the people aspect of long-term
strategy delivery, the Committee looked, inter alia, at
progress made in talent development, succession
planning and diversity. Recognising the continued
progress, the Committee awarded 80% of the
available opportunity of 5%, which was 4%. This
performance assessment resulted in an overall score of
60%.
As per Stuart Gulliver’s annual assessment,
during its 15 January 2014 meeting the Committee
used their discretion to reduce the Group CEO’s
overall variable pay by £1.25 million (equivalent to
18.5% of the total annual incentive and GPSP). The
result of the Committee discretion was a final
performance outcome for 2013 of 49% for the GPSP.
Total pension entitlements
(Audited)
No employees who served as executive Directors
during the year have a right to amounts under any
Scheme interests awarded during the year
(Unaudited)
HSBC final salary pension schemes or are entitled to
additional benefits in the event of early retirement.
There is no retirement age set for Directors, but the
normal retirement age for employees is 65.
Scheme interests awarded during the year
(Unaudited)
The table below sets out the scheme interests
awarded to Directors in 2013 (for performance in
2012) as disclosed in the 2012 Directors’
Remuneration Report. No non-executive Directors
received scheme interests during the financial year.
Type of
interest awarded
Basis on
which
award made
Dates of
award
Face value
awarded1
£000
Percentage
receivable for
minimum
performance2
Number of
shares
awarded
Share
price on
date of
grant1
End of
performance
period
Stuart Gulliver Deferred cash
Stuart Gulliver Restricted shares
Stuart Gulliver Restricted shares
Iain Mackay Deferred cash
Iain Mackay
Restricted shares
Iain Mackay
Restricted shares
11 Mar 2013
Annual
incentive
2012
Annual
incentive
2012
11 Mar 2013
GPSP 2012 11 Mar 2013
Annual
incentive
2012
Annual
incentive
2012
11 Mar 2013
GPSP 2012 11 Mar 2013
11 Mar 2013
585
0%
n/a
n/a
31 Dec 2012
585
3,000
0%
0%
79,375
407,055
£7.37
£7.37
31 Dec 2012
31 Dec 2012
404
0%
n/a
n/a
31 Dec 2012
404
1,400
0%
0%
54,874
189,959
£7.37
£7.37
31 Dec 2012
31 Dec 2012
GPSP awards made based on performance up to the financial year-end preceding the grant date with no further performance conditions
after grant. Vesting occurs five years after grant date and is normally subject to the Director remaining an employee on the vesting date.
Any shares (net of tax) which the director becomes entitled to on the vesting date are subject to a retention requirement.
1 Share price used is the closing mid-market price on the last working day preceding the date of grant.
2 Awards determined based on performance achieved during the period to 31 December 2012. The overall award level could have been
0% of the maximum opportunity if minimum performance was achieved for the period to 31 December 2012. After grant, awards are
subject to service condition and malus provisions.
Summary of performance
(Unaudited)
CEO remuneration
(Unaudited)
HSBC TSR and FTSE100 Index
Historical CEO remuneration
The following graph shows the TSR performance
against the FTSE 100 Index for the five-year period
ended 31 December 2013. The FTSE 100 Index has
been chosen as this is a recognised broad equity
market index of which HSBC Holdings is a member.
The table below summarises the CEO’s single figure
remuneration over the past five years together with
the outcomes of the respective annual incentive and
long-term incentive awards.
Source: Datastream
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Directors’ Remuneration Report (continued)
Annual report on remuneration > CEO remuneration / Exit payments / Directors’ interests in shares / Share options
Historical CEO remuneration
CEO
Single figure of
remuneration
(£000)
Annual incentive
maximum2
(% of salary)
Annual
incentive paid2
(% of maximum)
Long-term
incentive
maximum3
(% of salary)
Long-term
incentive paid3
(% of maximum)
20091 ............ Michael Geoghegan
20101 ............ Michael Geoghegan
2011 ............. Stuart Gulliver
2012 ............. Stuart Gulliver
2013 ............. Stuart Gulliver
7,580
7,932
8,047
7,532
8,033
400%
400%
300%
300%
300%
93.5%
81.6%
57.5%
52.0%
49.0%
700%
700%
600%
600%
600%
25%
19%
50%
40%
49%
1 The GPSP was introduced in 2011. Prior to this, values shown relate to awards of Performance Shares under the HSBC Share Plan.
Under this plan Performance Share awards vest three years after grant subject to performance conditions of total shareholder return,
economic profit and earnings per share, and an over-riding ‘sustained improvement’ judgement by the committee.
2 The 2012 annual incentive figure for Stuart Gulliver used for this table includes 60% of the annual incentive disclosed in the 2012
Directors’ Remuneration Report which was deferred for five years. The vesting of these awards is subject to service condition and
satisfactory completion of the DPA. The DPA condition ends on the fifth anniversary of the award date unless the DPA is extended or
otherwise continues beyond that date, in which case the awards will vest on the date on which the DPA expires and otherwise ceases to
operate.
3 Long-term incentive awards are shown in the year where the performance period is deemed to be substantially completed. For
performance share awards this is at the end of the third financial year following the date of grant (Performance Share awards shown in
2009 and 2010 therefore relate to awards granted in 2007 and 2008 respectively). For GPSP awards this is at the end of the financial
year preceding the date of grant (GPSP awards shown in 2011 to 2013 therefore relate to awards granted in 2012 to 2014).
Comparison of Group CEO and all-employee
pay
Exit payments made in year
(Audited)
The following table gives a comparison of the
changes in Group CEO pay to employees between
2012 and 2013:
Percentage change in remuneration
Group CEO .........
Employee group1
Base
salary
0.0%
2.1%
Benefits2
(7.9%)
1.4%
Annual
incentive3
(6.0%)
6.4%
1 Employee group consists of all employees globally, based
on costs included in wages and salaries disclosed in
financial reports and staff numbers (full-time equivalents
averaged over the financial year).
2 Employee group consists of UK employees only (full-time
equivalents averaged over the financial year) as it was
deemed the most appropriate comparison for the Group
CEO given varying local requirements.
3 The 2012 annual incentive figure for Stuart Gulliver used
for this table includes the 60% of the annual incentive
disclosed in the 2012 Directors’ Remuneration Report which
was deferred for five years. The vesting of these awards is
subject to service condition and satisfactory completion of
the DPA. The DPA condition ends on the fifth anniversary
of the award date unless the DPA is extended or otherwise
continues beyond that date, in which case the awards will
vest on the date on which the DPA expires and otherwise
ceases to operate. Employee group consists of all employees
globally, based on annual incentive pool less GPSP as
disclosed in financial reports and staff numbers (full-time
equivalents at the financial year-end).
Payments to past Directors
(Audited)
No payments were made to past Directors in 2013.
No payments for loss of office were made in 2013 to
any person serving as a Director in the year or any
previous years.
Directors’ interests in shares
(Audited)
Guidelines
To ensure appropriate alignment with our
shareholders, we have shareholding guidelines,
expressed as a number of shares, for executive
Directors and Group Managing Directors. The
Committee considers that material share ownership
by senior executives helps align their interests with
that of shareholders.
Following a review, the Committee has revised
these guidelines as follows:
•
Increased the number of shares executive
Directors and Group Managing Directors are
expected to hold.
• Unvested shares will no longer count towards
the minimum shareholding under the guidelines.
The new guidelines will come into effect in
2014 and individuals will be expected to build up the
following levels of shareholdings:
Number of shares
Current
guidelines
New
guidelines
Group Chairman .....................
Group CEO ..............................
Other executive Directors .......
Group Managing Directors .....
400,000
600,000
200,000
125,000
400,000
750,000
450,000
250,000
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Individuals will be given five years from 2014
or (if later) their appointment as executive Director
or Group Managing Director to build up the
recommended levels of shareholding.
HSBC operates an anti-hedging policy for all
employees. As part of this all employees are required
to certify each year that they have not entered into
any personal hedging strategies.
The Committee monitors compliance with the
share ownership guidelines annually. The Committee
has full discretion in determining any penalties in
cases of non-compliance, which could include a
reduction of future awards of GPSP and/or an
Shares
(Audited)
increase in the proportion of the annual variable
pay that is deferred into shares.
The shareholdings of all persons who were
Directors in 2013 (including the shareholdings of
their connected persons) at 31 December 2013 or
at the time of their retirement are set out below.
In 2014, the Committee introduced the
shareholding guidelines for non-executive Directors,
to help align the long-term interests of shareholders
and non-executive Directors. Non-executive
Directors are expected to build up a shareholding of
15,000 HSBC Holdings plc shares within five years
from 2014 or, if later, their appointment as a non-
executive Director.
At 31 December 2013 or date of retirement
Scheme interests
Current
shareholding
requirement
(number)
Total share
interests1
(number)
Executive Directors
Douglas Flint .........................................................
Stuart Gulliver ........................................................
Iain Mackay ...........................................................
Group Managing Directors4 ..................................
Non-executive Directors5
John Coombe .........................................................
Sir Jonathan Evans ................................................
Joachim Faber ........................................................
Rona Fairhead ........................................................
Sam Laidlaw ..........................................................
John Lipsky ............................................................
Sir Simon Robertson ..............................................
400,000
600,000
200,000
125,000
442,087
4,885,384
678,831
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
23,397
1,495
10,605
21,660
35,122
15,000
9,912
Shares awarded
subject to deferral
without
performance
conditions3
with
performance
conditions
49,423
2,071,952
556,352
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
–
82,955
57,349
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
Share
options2
2,016
–
–
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
1 For the purposes of our current shareholding guidelines, unvested awards of restricted shares and GPSP awards are included. Under
the new guidelines coming into effect in 2014, unvested shares will no longer count towards the expected minimum shareholdings.
2 All share options are unexercised.
3 Includes GPSP awards which are made following an assessment of performance over the relevant period ending on 31 December
immediately before the grant date but are subject to a five-year vesting period.
4 All of the Group Managing Directors exceed the expected holdings.
5 Those who were non-executive Directors in 2013 but are not in the list above did not hold any shares as at 31 December 2013, or at the
time of their retirement, directly or through any connected persons.
Share options
(Audited)
Date of
award Exercise price
from1
until
At 1 Jan
2013
Exercised
in year
At 31 Dec
2013
Exercisable
Douglas Flint ....................
Douglas Flint ....................
25 Apr 2007
24 Apr 2012
6.1760
4.4621
1 Aug 2012
1 Aug 2015
31 Jan 2013
31 Jan 2016
2,650
2,016
–
–
–2
2,016
The HSBC Holdings savings-related share option plans are all-employee share plans under which eligible employees may be granted
options to acquire HSBC Holdings ordinary shares. Employees may make contributions of up to £250 (or equivalent) each month over a
period of one, three or five years which may be used on the first, third or fifth anniversary of the commencement of the relevant savings
contract, at the employee’s election, to exercise the options. The plans help align the interests of employees with the creation of
shareholder value. The options were awarded for nil consideration and are exercisable at a 20% discount to the average market value
of the ordinary shares on the five business days immediately preceding the invitation date. There are no performance criteria conditional
upon which the outstanding options are exercisable and there have been no variations to the terms and conditions since the awards were
made. The market value per ordinary share at 31 December 2013 was £6.62. The highest and lowest market values per ordinary share
during the year were £7.70 and £6.47. Market value is the mid-market price derived from the London Stock Exchange Daily Official List
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H S B C H O L D I N G S P L C
Directors’ Remuneration Report (continued)
Annual report on remuneration > Shareholder context / Remuneration policy in 2014 / Annual bonus scorecards
on the relevant date. Under the Securities and Futures Ordinance of Hong Kong, the options are categorised as unlisted physically settled
equity derivatives.
1 May be advanced to an earlier date in certain circumstances, e.g. retirement.
2 Option lapsed on 31 January 2013 following the end of the exercise period.
Shareholder context
(Unaudited)
The table below shows the advisory vote to approve the 2012 Directors’ Remuneration Report at the Annual General
Meeting of HSBC Holdings plc held on 24 May 2013.
Advisory vote on 2012 Remuneration Report .....
9,331,516,789
8,304,766,707
1,026,750,082
399,765,100
(89.0%)
(11.0%)
Number of
votes cast
For
Against
Withheld
Implementation of remuneration policy in 2014
(Unaudited)
The table below summarises how each element of pay will be implemented in 2014.
Purpose and link to strategy Operation and planned changes to policy
Fixed pay
Base salary
Fixed pay allowance1
Pension
Benefits
Benefits
Variable pay
Annual incentive1
GPSP
Base salary levels for Douglas Flint, Stuart Gulliver and Iain Mackay remain unchanged from their 2013
levels. Following his appointment to executive Director, the base salary for Marc Moses has been set in line
with his new role. Base salary levels to apply in 2014 are:
• Douglas Flint: £1,500,000
• Stuart Gulliver: £1,250,000
• Iain Mackay: £700,000
• Marc Moses: £700,000
Executive Directors will receive a fixed pay allowance as follows2:
• Douglas Flint: Nil
• Stuart Gulliver: £1,700,000
• Iain Mackay: £950,000
• Marc Moses: £950,000
Fixed pay allowances will be paid in shares. The first delivery of shares as part of the fixed pay allowance
for 2014, including those in respect of the first and second quarter, will be in the third quarter of 2014.
Thereafter, shares will be awarded and delivered on a quarterly basis in arrears.
The shares will vest immediately but the shares (net of shares sold to cover any income tax and social
security) will be subject to a retention period. 20% of these shares will be released in March 2015 and the
remaining 80% will be released on or after December 2019.
No changes proposed. Directors will continue to receive a cash allowance of 50% of salary in lieu of
pension entitlements. Pension received by Marc Moses will be bought in line with this policy.
No changes are proposed to the benefits package for 2014.
Changes are proposed to the maximum annual incentive opportunity for the 2014 performance year, as part
of the rebalancing of fixed pay and variable pay to comply with CRD IV:
• Maximum variable pay potential is set at 200% of fixed pay. The maximum annual incentive award will
be 1/3 of this amount, resulting in a maximum annual incentive of 67% of fixed pay2.
• The scorecards to apply are as outlined in the below table.
• The operation is unchanged and will be as outlined in the ‘Remuneration policy’ table on page 382.
Changes are proposed to the maximum opportunity for the 2014 performance year, as part of rebalancing of
fixed pay and variable pay to comply with CRD IV:
• Maximum variable pay potential is set at 200% of fixed pay. The maximum GPSP award will be 2/3 of
this amount, resulting in a maximum GPSP of 133% of fixed pay2.
• The scorecards to apply are as outlined in the below table.
• The Group Chairman would be eligible for a GPSP award.
• The operation is unchanged and will be as outlined in the ‘Remuneration policy’ table on page 383.
1 This approach applies to all executive Directors with the exception of the Group Chairman, Douglas Flint, who is not eligible for a fixed
pay allowance or annual incentive awards.
2 Award levels for fixed pay allowances and maximum variable pay awards are based on obtaining shareholder approval to increase
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the maximum variable pay award as a percentage of fixed pay under CRD IV from 100% to 200% at the Annual General Meeting on
23 May 2014. If approval is not obtained the fixed pay allowance for 2014 will increase to £3,488,000 for Stuart Gulliver, £1,950,000
for Iain Mackay, and £1,950,000 for Marc Moses. The maximum variable pay award level will be revised to 100% of fixed pay and
the annual incentive and GPSP awards will accordingly be reduced to 1/3 and 2/3 of this amount (i.e. 33% and 67% of fixed pay,
respectively). The requested increase in the cap to 200% would give us the ability to minimise the increase in fixed remuneration
costs and so help to maintain greater flexibility on total pay.
Annual bonus scorecards
The measures and weightings of the performance
measures to apply to the 2014 annual incentive for
Stuart Gulliver, Iain Mackay and Marc Moses are
given below. Douglas Flint is not included as he will
not be eligible for an annual incentive award in the
2014 performance year.
The Committee is of the opinion that the
performance targets for the annual incentive are
commercially sensitive and that it would be
detrimental to the interests of the company to
disclose them before the start of the financial year.
Subject to commercial sensitivity, the targets will be
disclosed after the end of the relevant financial year
in that year’s remuneration report.
2014 annual incentive scorecards
Stuart Gulliver
Iain Mackay
Marc Moses
Functional measures
Functional measures
Measures
Weighting
linked to
Weighting
linked to
Weighting
Underlying pre-tax profit ......
17.5%
Return on equity ...................
10%
Grow both business and
dividends ..........................
Risk and compliance including
Global Standards ..............
Streamline processes and
Grow both business and
15%
50%
dividends ...........................
Risk and compliance including
Global Standards ..............
Streamline processes and
20%
50%
Cost efficiency ......................
Capital ...................................
Dividends ..............................
17.5%
5%
10%
procedures ........................
25%
procedures .........................
20%
Financial ...............................
60% Strategic priorities .................
90% Strategic priorities .................
Strategy execution ................
Risk and compliance .............
20% People ....................................
20%
10% People ....................................
90%
10%
Non-financial ........................
40% People ....................................
10% People ....................................
10%
Promoting HSBC Values ......
test Promoting HSBC Values ......
test Promoting HSBC Values ......
Over-
riding
Over-
riding
Over-
riding
test
Total ......................................
100% Total ......................................
100% Total ......................................
100%
2014 Group GPSP scorecard
Measure
Long-term target range
Weighting
Return on equity .............................................................................................. 12% – 15% ................................................
Cost efficiency ratio ........................................................................................ Mid 50s, positive jaws1 .............................
Capital strength ................................................................................................ >10% .........................................................
Progressive dividend payout ........................................................................... 40% – 60% ................................................
Financial .................................................................................................................................................................................
Strategy execution ........................................................................................... Judgement .................................................
Risk and compliance ........................................................................................ Judgement .................................................
People .............................................................................................................. Judgement .................................................
Non-financial ..........................................................................................................................................................................
15%
15%
15%
15%
60%
20%
15%
5%
40%
Total ........................................................................................................................................................................................
100%
1 Revenue growth less operating expense growth.
GPSP awards for the Group Chairman will be
determined by reference to non-financial and
qualitative measures including: monitoring and
improving HSBC’s reputation with all stakeholders,
and providing leadership and tone to drive
improvement in the Group’s compliance, conduct and
behaviour with a view to becoming over time one of
the most reliably compliant financial institutions.
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H S B C H O L D I N G S P L C
Directors’ Remuneration Report (continued)
Appendix to DRR > Additional disclosures > Employee compensation and benefits
Appendix to Directors’ Remuneration Report
Additional disclosures
This appendix provides disclosures required under the Hong Kong Ordinances, Hong Kong Listing Rules, Project
Merlin agreement, and the US Securities and Exchange Commission Form 20-F disclosures.
Employee Compensation and Benefits
Emoluments of Directors
(Unaudited)
Set out below are details of emoluments paid to executive Directors for the year ended 31 December 2013.
Douglas Flint Stuart Gulliver
£000
£000
Iain Mackay
£000
Basic salaries, allowances and benefits in kind .........................................................
Pension contributions .................................................................................................
Performance-related pay paid or receivable ...............................................................
Inducements to join paid or receivable ......................................................................
Compensation for loss of office .................................................................................
Total ............................................................................................................................
Total (US$000) ...........................................................................................................
Total 2012 (US$000) ..................................................................................................
2,400
–
–
–
–
2,400
3,752
3,771
2,533
–
5,500
–
–
8,033
12,558
11,775
1,136
–
3,222
–
–
4,358
6,813
6,071
The aggregate amount of Directors emoluments (including both executive Directors and non-executive Directors) for
the year ended 2013 was US$27,149,418, including no pension payments. No payments were made in respect of loss
of office.
Emoluments of senior management
(Unaudited)
Set out below are details of emoluments paid to senior management (being executive Directors and Group Managing
Directors of HSBC Holdings) for the year ended 31 December 2013 or for the period of appointment as a Director or
Group Managing Director.
Emoluments of senior management
Basic salaries, allowances and benefits in kind .....................................................................................................................
Pension contributions .............................................................................................................................................................
Performance-related pay paid or receivable ...........................................................................................................................
Inducements to join paid or receivable ..................................................................................................................................
Compensation for loss of office .............................................................................................................................................
Total ........................................................................................................................................................................................
Total (US$000) .......................................................................................................................................................................
Senior
management
£000
17,369
458
42,318
–
–
60,145
94,024
The aggregate emoluments of senior management for the year ended 31 December 2013 was US$94,023,875. The
emoluments of senior management were within the following bands:
£0 – £1,000,000 ......................................................................................................................................................................
£1,000,001 – £2,000,000 ........................................................................................................................................................
£2,000,001 – £3,000,000 ........................................................................................................................................................
£3,000,001 – £4,000,000 ........................................................................................................................................................
£4,000,001 – £5,000,000 ........................................................................................................................................................
£5,000,001 – £6,000,000 ........................................................................................................................................................
£7,000,001 – £8,000,000 ........................................................................................................................................................
£8,000,001 – £9,000,000 ........................................................................................................................................................
Number
senior
management
1
3
5
5
1
1
1
1
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The aggregate amount set aside or accrued to provide pension, retirement or similar benefits for executive Directors
and senior management for the year ended 31 December 2013 was US$715,710.
Emoluments of five highest paid employees
(Unaudited)
Set out below are details of remuneration paid to the five individuals whose emoluments were the highest in HSBC
(including two executive Directors and two Group Managing Directors of HSBC Holdings), for the year ended
31 December 2013.
Emoluments of the five highest paid employees
Basic salaries, allowances and benefits in kind .....................................................................................................................
Pension contributions .............................................................................................................................................................
Performance-related pay paid or receivable ...........................................................................................................................
Inducements to join paid or receivable ..................................................................................................................................
Compensation for loss of office .............................................................................................................................................
Total ........................................................................................................................................................................................
Total (US$000) .......................................................................................................................................................................
The emoluments of the five highest paid employees were within the following bands:
5 highest paid
employees
£000
6,282
141
22,531
–
–
28,954
45,263
Number of
5 highest paid
employees
£4,300,001 – £4,400,000 ........................................................................................................................................................
£5,000,001 – £5,100,000 ........................................................................................................................................................
£7,100,001 – £7,200,000 ........................................................................................................................................................
£8,000,001 – £8,100,000 ........................................................................................................................................................
2
1
1
1
Remuneration of eight highest paid senior executives
(Unaudited)
Set out below are details of the remuneration of the eight highest paid senior executives (including members of the
GMB, but not Directors of HSBC Holdings):
1
£000
2
£000
3
£000
Employee
4
£000
5
£000
6
£000
7
£000
8
£000
Fixed
Cash based .....................
Total fixed ......................
Annual incentive1
Cash ...............................
Non-deferred shares2 ......
Deferred cash3 ................
Deferred shares3 ..............
650
650
641
641
961
961
641
641
353
353
529
529
650
650
215
215
322
322
650
650
344
344
515
515
798
798
296
296
444
444
700
700
287
287
431
431
650
650
292
292
439
439
650
650
288
288
433
433
Total annual incentive ...
3,204
1,764
1,074
1,718
1,480
1,436
1,462
1,442
GPSP
Deferred shares ..............
Total variable pay ..........
Total remuneration ........
US$000
Total remuneration .........
3,203
6,407
7,057
1,763
3,527
4,168
2,148
3,222
3,872
859
2,577
3,227
739
2,219
3,017
718
2,154
2,854
731
2,193
2,843
721
2,163
2,813
11,030
6,514
6,052
5,045
4,716
4,464
4,444
4,398
1 Annual incentive in respect of performance year 2013.
2 Awards vested, subject to a six-month retention period.
3 Awards vest over a three year period, 33% vests on the first and second anniversary of grant and 34% on third anniversary of grant.
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H S B C H O L D I N G S P L C
Statement of Directors’ Responsibilities
Statement
The following statement, which should be read in conjunction with the Auditor’s statement of their responsibilities
set out in their report on pages 410 to 415, is made with a view to distinguishing for shareholders the respective
responsibilities of the Directors and of the Auditor in relation to the financial statements. The Directors are
responsible for preparing the Annual Report and Accounts 2013 comprising the consolidated financial statements
of HSBC Holdings and its subsidiaries (the ‘Group’) and holding company financial statements for HSBC Holdings
(the ‘parent company’) in accordance with applicable laws and regulations. Each person who is a Director at the time
of approval of this report has confirmed that, so far as he or she is aware, there is no relevant audit information of
which the auditor is unaware and the Director has taken all the steps that he or she ought to have taken as a Director
in order to make himself or herself aware of any relevant audit information and to establish that the auditor is aware
of that information. This confirmation was given pursuant to section 418 of the Companies Act 2006 and should be
interpreted in accordance with and subject to those provisions.
Company law requires the Directors to prepare Group and parent company financial statements for each
financial year. The Directors are required to prepare the Group financial statements in accordance with IFRSs as
endorsed by the EU and have elected to prepare the parent company financial statements on the same basis.
The Group and parent company financial statements are required by law and IFRSs as endorsed by the EU to
present fairly the financial position, the performance for that period and for IFRSs purposes the cash flows of the Group
and the parent company. The Companies Act 2006 provides in relation to such financial statements that references in
the relevant part of that Act to financial statements giving a true and fair view are references to their achieving a fair
presentation. In addition, in order to meet certain US requirements, HSBC is required to present its financial statements
in accordance with IFRSs as issued by the International Accounting Standards Board (‘IASB’). Currently, there are no
differences in application to HSBC between IFRSs endorsed by the EU and IFRSs issued by the IASB.
In preparing each of the Group and parent company financial statements, the Directors are required to:
•
select suitable accounting policies and then apply them consistently;
• make judgements and estimates that are reasonable and prudent;
•
•
state whether they have been prepared in accordance with IFRSs as endorsed by the EU; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Group
and the parent company will continue in business. Since the Directors are satisfied that the Group and parent
company have the resources to continue in business for the foreseeable future, the financial statements continue
to be prepared on the going concern basis.
The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain
the parent company’s transactions and disclose with reasonable accuracy at any time the financial position of the
parent company and enable them to ensure that its financial statements comply with the Companies Act 2006. The
Directors have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of
the Group and to prevent and detect fraud and other irregularities.
The Directors are responsible for preparing, in accordance with applicable laws and regulations, a Strategic
Report, a Directors’ Report, Directors’ Remuneration Report and the Corporate Governance Report on pages 1 to 407
of this Annual Report and Accounts 2013 and for the maintenance and integrity of the Annual Report and Accounts
2013 as they appear on the Company’s website. UK legislation governing the preparation and dissemination of
financial statements may differ from legislation in other jurisdictions.
Each of the Directors, the names of whom are set out in the ‘Report of the Directors: Corporate Governance’
section on pages 330 to 335 of the Annual Report and Accounts 20131, confirm that:
•
to the best of their knowledge, the consolidated financial statements, which have been prepared in accordance
with IFRSs as issued by the IASB and as endorsed by the EU, have been prepared in accordance with the
applicable set of accounting standards and give a true and fair view of the assets, liabilities, financial position
and profit or loss of the Company and the undertakings included in the consolidation taken as a whole;
1 Other than Kathleen Casey who was not a Director at the time of approval of the Annual Report and Accounts 2013.
408
•
•
to the best of their knowledge, the management report represented by the Report of the Directors includes a
fair review of the development and performance of the business and the position of the Company and the
undertakings included in the consolidation taken as a whole, together with a description of the principal risks
and uncertainties that they face; and
they consider that the Annual Report and Accounts 2013, taken as a whole, is fair, balanced and understandable
and provides the information necessary for shareholders to assess the Company’s performance, business model
and strategy.
On behalf of the Board
D J Flint, Group Chairman
24 February 2014
409
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H S B C H O L D I N G S P L C
Independent Auditor’s Report to the Members of HSBC Holdings plc only
Report
Opinions and conclusions arising from our audit
Our opinion on the financial statements is unmodified
We have audited the financial statements of HSBC Holdings plc for the year ended 31 December 2013 set out on
pages 417 to 564. In our opinion:
the financial statements give a true and fair view of the state of the Group’s and of the parent company’s affairs
as at 31 December 2013 and of the Group’s profit for the year then ended;
the Group financial statements have been properly prepared in accordance with International Financial
Reporting Standards as adopted by the European Union (IFRSs as adopted by the EU);
the parent company financial statements have been properly prepared in accordance with IFRSs as adopted by
the EU and as applied in accordance with the provisions of the Companies Act 2006; and
the financial statements have been prepared in accordance with the requirements of the Companies Act 2006
and, as regards the Group financial statements, Article 4 of the IAS Regulation.
Our assessment of risks of material misstatement
In arriving at our audit opinion above, our strategy was to apply increasing audit procedures in proportion to
increasing risk of material misstatement of the financial statements.
To conduct our risk assessment, we considered the inherent risks facing the Group and the parent company, including
those arising from the respective business models, and how the Group controls those risks. In doing so, we
considered a number of factors including: the Group’s ability to continue as a going concern; the risk of fraud; the
design and implementation of the Group’s control environment; and the risk of management override of key controls.
We revisited our risk assessment after testing the operating effectiveness of a number of the Group’s key controls
including internal controls over financial reporting and specific anti-fraud controls as well as testing the basis of the
going concern assumption. We also considered the inherent need for the directors to make and appropriately disclose
judgements when preparing the financial statements.
As a result of this assessment, the risks of material misstatement that had the greatest effect on our Group audit, and
parent company audit where relevant, were areas where significant judgement was required and were as follows:
The risk
Our response
Impairment of loans and advances
Refer to the summary of critical accounting policies on pages 72 to 76, the Group Audit Committee Report on pages 348 to 352 and the
disclosures of credit risk within the audited elements of the Risk section of the Financial Review on pages 134 to 297.
The impairment of loans and advances is
estimated by the directors through the
exercise of judgement and use of highly
subjective assumptions.
Due to the significance of loans and advances
and the related estimation uncertainty, this is
considered a key audit risk.
The portfolios which give rise to the greatest
uncertainty are typically those which are
unsecured or subject to potential collateral
shortfalls.
In 2013, we have focussed particularly on
collective provisioning methodologies in the
Group’s loan portfolios with highest loss
experience, including US mortgages and
Brazilian personal and business lending loans,
together with a small number of individually
significant counterparties.
Our audit procedures included the assessment of controls including
controls over the approval, recording and monitoring of loans and
advances, testing the methodologies, inputs and assumptions used
by the Group in calculating collectively assessed impairments and
assessing the adequacy of impairment allowances for individually
assessed loans and advances through forecast recoverable cash
flows, including the realisation of collateral.
We compared the Group’s assumptions for both collective
and individual impairment allowances to externally available
industry, financial and economic data and our own assessments in
relation to key inputs such as historical default rates, recovery rates,
collateral valuation, discount rates and economic factors and
considered the sensitivity of these inputs on the assessment of
impairment. We also assessed whether the financial statement
disclosures, appropriately reflect the Group’s exposure to credit
risk.
410
The risk
Our response
Valuation of financial instruments
Refer to the summary of critical accounting policies on pages 72 to 76, the Group Audit Committee Report on pages 348 to 352, the
disclosures of market risk within the audited elements of the Risk section of the Financial Review on pages 134 to 297 and the disclosures
of fair values in Notes 13 to 19, 26 and 27 on the Financial Statements.
The fair value of financial instruments is
determined through the application of
valuation techniques which often involve the
exercise of judgement by the directors and
the use of assumptions and estimates.
Due to the significance of financial
instruments and the related estimation
uncertainty, this is considered a key audit
risk.
Estimation uncertainty is particularly high for
those instruments where significant valuation
inputs are unobservable (i.e. Level 3
instruments).
In 2013, we have focussed particularly on
industry-wide developments in the valuation
of credit and collateral within derivative fair
values and the methodologies applied by the
Group.
Our audit procedures included the assessment of controls over the
identification, measurement and management of valuation risk, and
evaluating the methodologies, inputs and assumptions used by the
Group in determining fair values.
We compared observable inputs into fair value models such as
quoted prices to externally available market data and assessed
whether valuation models and methodologies used by the Group
were in line with accepted market practice.
For instruments with significant unobservable valuation inputs, we
performed additional procedures on a sample basis and with the
assistance of our own valuation specialists. We critically assessed
the assumptions and models used or re-performed an independent
valuation assessment, considering alternative methods available and
sensitivities to key factors.
Additionally, we assessed whether the financial statement
disclosures of fair value risks and sensitivities appropriately
reflect the Group’s exposure to valuation risk.
Litigation, regulatory actions and customer remediation
Refer to the summary of critical accounting policies on pages 72 to 76, the Group Audit Committee Report on pages 348 to 352, and the
disclosures of provisions and contingent liabilities in Notes 31 and 43 on the Financial Statements.
The recognition and measurement of
provisions and the measurement and
disclosure of contingent liabilities in respect
of litigation, regulatory actions and customer
remediation (together ‘legal and regulatory
matters’) requires significant judgement. Due
to the significance of potential provisions and
the difficulty in assessing and measuring
obligations resulting from ongoing legal and
regulatory matters, this is considered a key
audit risk.
Our audit procedures included the assessment of controls over the
identification, evaluation and measurement of potential obligations
arising from legal and regulatory matters. For matters identified, we
considered whether an obligation exists, the appropriateness of
provisioning and / or disclosure based upon the facts and
circumstances available. In order to determine the facts and
circumstances we performed a series of procedures including the
examination of regulatory and litigation related documents and
consultation with the Group’s internal and external legal advisors.
We then assessed the assumptions made and key judgements
applied and we considered possible alternative outcomes.
In 2013, we have focussed particularly on
whether an obligation exists and the quantum
of provisions for customer redress for past
selling issues, particularly in the UK, and
legal / regulatory losses on businesses and
sold products.
Additionally we considered whether the Group’s disclosures of the
application of judgement in estimating provisions and contingent
liabilities adequately reflected the uncertainties associated with
litigation, regulatory actions and customer remediation.
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H S B C H O L D I N G S P L C
Independent Auditor’s Report to the Members of HSBC Holdings plc only
Report
The risk
Deferred tax assets
Our response
Refer to the summary of critical accounting policies on pages 72 to 76, the Group Audit Committee Report on pages 348 to 352 and the
disclosures of deferred taxation in Note 9 on the Financial Statements.
The recognition of deferred tax assets relies
on significant application of judgement by the
directors in respect of assessing the
probability and sufficiency of future taxable
profits, future reversals of existing taxable
temporary differences and ongoing tax
planning strategies.
Due to the size of the Group’s deferred tax
assets and the associated uncertainty
surrounding recoverability, this is considered
a key audit risk.
The deferred tax assets giving rise to the
greatest risks are those in the US, Brazil, UK
and Mexico.
In 2013 we have considered each of these
significant assets and our focus has included
changes in tax legislation and practice in
Mexico and, within the UK tax group, the
ability of the parent company to generate
sufficient future income to offset current year
tax losses.
Goodwill impairment
Our audit procedures included the assessment of controls over
the recognition and measurement of deferred tax assets and the
assessment of assumptions used in projecting the Group’s future
taxable profits in relevant jurisdictions. Assumptions tested
included the Group’s commitment to continue to invest sufficient
capital in the US and evaluation of the expected impact of tax
planning strategies that support the recoverability of deferred tax
assets.
We compared key inputs used by the Group to forecast future
profits to externally available data, e.g. economic forecasts, and
the Group’s own historical data. We used our own tax specialists
to assess critically future tax planning strategies.
Where tax treatment may be uncertain, we have assessed the
appropriateness of the Group’s approach, which is often
supported by external legal or tax advice, using our tax
specialists and considered possible alternative scenarios.
Additionally, we assessed whether the Group’s disclosures of the
application of judgement in estimating recognised and
unrecognised deferred tax asset balances appropriately reflect the
Group’s deferred tax position.
This risk also affected our parent company audit.
Refer to the summary of critical accounting policies on pages 72 to 76, the Group Audit Committee Report on pages 348 to 352 and the
disclosures of goodwill in Note 22 on the Financial Statements.
Goodwill impairment testing of cash
generating units (‘CGU’s) utilises estimates
of value-in-use from estimated future cash
flows.
Due to the uncertainty of forecasting and
discounting future cash flows and the
significance of the Group’s recognised
goodwill, this is deemed a significant risk.
Uncertainty is typically highest for those
CGUs where headroom between value-in-use
and carrying value is limited and where the
value-in-use is most sensitive to estimates of
future cash flows.
In 2013, we continued to focus on businesses
which are subject to structural reform or
repositioning, particularly GPB businesses
in Europe.
Our audit procedures included the assessment of controls over
the recognition and measurement of goodwill impairment and
assumptions used. Assumptions tested include the cash flow
projections based on the plans approved by the Board and the
discount rates used to discount them as part of the value-in-use
models applied.
We assessed the reasonableness of cash flow projections and
compared other key inputs to externally available industry,
economic and financial data and the Group’s own historical data
and considered the sensitivity of significant CGUs to changes
in value-in-use. With the assistance of our own specialists, we
critically assessed the assumptions and methodologies used to
forecast value-in-use for those CGUs where significant goodwill
was found to be sensitive to changes in those assumptions.
Additionally we considered whether the Group’s disclosures of
the application of judgement in estimating CGU cash flows and
the sensitivity of the results of those estimates in Note 22 on the
financial statements adequately reflect the risks associated with
goodwill impairment.
On an overall basis, we also compared aggregate values in use
determined by the Group to external market valuations.
412
The risk
Our response
Interests in associates
Refer to the summary of critical accounting policies on pages 72 to 76, the Group Audit Committee Report on pages 348 to 352 and the
disclosures of interests in associates in Note 21 on the Financial Statements.
The majority of HSBC’s interests in
associates relate to its 19.03% interest in
Bank of Communications Co., Limited
(‘BoCom’), which is listed on the Hong
Kong and Shanghai stock exchanges.
Under the equity method of accounting for
associates, these interests are initially stated
at cost, and are adjusted thereafter for the
post-acquisition change in HSBC’s share
of the net assets of the associate less any
impairment provisions.
In 2013, we focused on the possible
impairment of BoCom indicated by the fact
that its market value has been below its
carrying amount for sustained periods of time
in 2013, and the subsequent estimate of its
recoverable amount based on its value-in-use
(which was sensitive to the projected future
cash flows and discount rates).
Our audit procedures included an assessment of the methodology
to calculate the value-in-use and the assumptions used in this
calculation.
We assessed the reasonableness of cash flow projections in the
short to medium term and considered the appropriateness of
long-term growth rates used to extrapolate these cash flows. We
compared key inputs in the value-in-use model such as revenue
growth rates, cost-to-income ratio and discount rate to externally
available industry, economic and financial data, to consensus
market forecasts and to BoCom’s recent experience. We met
with management of BoCom to understand their views on
business performance and trends as part of our assessment of
HSBC’s future cash flow projections.
We also compared the results of the value-in-use calculations to
market available price/earnings multiples for BoCom and other
listed banks in mainland China and assessed the Group’s analysis
of the difference between the market value and the value-in-use
of its interest in BoCom. This assessment included consideration
of the valuation methodologies and assumptions used by other
market participants.
Additionally, we considered whether the Group’s disclosures
of the application of judgement in estimating the recoverable
amount and the sensitivity of the results of those estimates in
Note 21 on the financial statements adequately reflect the risks
associated with impairment of interests in associates.
Our application of materiality and an overview of the scope of our audit
The materiality for the Group financial statements as a whole was set at US$1,195m. This has been determined with
reference to a benchmark of Group profit before taxation, adjusted to exclude fair value movements on long-term
debt attributable to credit spread (‘own credit spread’) which we believe to be one of the principal considerations for
members of the company in assessing financial performance. Materiality represents 5.3% of Group profit before tax
and 5.0% after adjustment to exclude own credit spread.
We agreed with the Group Audit Committee to report to it all corrected and uncorrected misstatements we identified
through our audit with a value in excess of US$60m, in addition to other audit misstatements below that threshold
that we believe warranted reporting on qualitative grounds.
Audits for Group reporting purposes were performed by local audit teams at the key management reporting units and
entities (together ‘components’) in all five regions:
• Europe (7 components)
• Asia Pacific (8 components)
• North America (4 components)
• Middle East and North Africa (1 component)
• Latin America (3 components)
These audits covered 86% of total Group operating income; 84% of total profits and losses that made up Group profit
before tax; and 90% of total Group assets. The segment disclosures in Note 12 set out the individual significance of
each region.
413
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H S B C H O L D I N G S P L C
Independent Auditor’s Report to the Members of HSBC Holdings plc only
Report
The audits undertaken for Group reporting purposes at the key reporting components were generally performed in
accordance with the materiality levels used for local audits, which were set individually. Materiality used at the
components ranged from US$35m to US$1,173m.
Detailed audit instructions were sent to the auditors of all the key reporting components. These instructions covered
the significant audit areas that should be covered by these audits (which included the relevant risks of material
misstatement detailed above) and set out the information required to be reported back to the Group audit team. The
Group audit team visited locations in all of the regions listed above and teams from components in each region
attended a Group audit planning meeting.
The Group audit team also held regular telephone meetings with the regional and local auditors at all the regional
locations and the majority of those other locations that were not physically visited. In addition, regional audit teams
visited locations of key components within their regions.
Our separate opinion in relation to IFRSs as issued by the International Accounting Standards
Board (IASB) is unmodified
As explained in Note 1(a) on the Group financial statements, in addition to complying with its legal obligation to
apply IFRSs as adopted by the EU, the Group has also applied IFRSs as issued by the IASB.
In our opinion, the Group financial statements comply with IFRSs as issued by the IASB.
Our opinion on other matters prescribed by the Companies Act 2006 is unmodified
In our opinion:
the part of the Directors’ Remuneration Report to be audited has been properly prepared in accordance with the
Companies Act 2006; and
the information given in the Strategic Report and Directors’ Report for the financial year for which the financial
statements are prepared is consistent with the financial statements.
We have nothing to report in respect of matters on which we are required to report by exception
Under ISAs (UK and Ireland) we are required to report to you if, based on the knowledge we acquired during our
audit, we have identified other information in the annual report that contains a material inconsistency with either that
knowledge or the financial statements, a material misstatement of fact, or that is otherwise misleading.
In particular, we are required to report to you if:
we have identified material inconsistencies between the knowledge we acquired during our audit and the
directors’ statement that they consider that the annual report and financial statements taken as a whole is fair,
balanced and understandable and provides the information necessary for shareholders to assess the Group’s
performance, business model and strategy; or
the Corporate Governance section of the Annual Report and Accounts describing the work of the Group Audit
Committee does not appropriately address matters communicated by us to the Group Audit Committee.
Under the Companies Act 2006 we are required to report to you if, in our opinion:
adequate accounting records have not been kept by the parent company, or returns adequate for our audit have
not been received from branches not visited by us; or
the parent company financial statements and the part of the Directors’ Remuneration Report to be audited are not
in agreement with the accounting records and returns; or
certain disclosures of directors’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit.
Under the Listing Rules we are required to review:
the directors’ statement, set out on page 367, in relation to going concern; and
the part of the Corporate Governance Statement relating to the company’s compliance with the nine provisions
of the UK Corporate Governance Code (2010) specified for our review.
414
We have nothing to report in respect of the above responsibilities.
Scope of report and responsibilities
As explained more fully in the Directors’ Responsibilities Statement set out on pages 408 and 409, the directors are
responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.
A description of the scope of an audit of financial statements is provided on the Financial Reporting Council’s
website at www.frc.org.uk/auditscopeukprivate.
This report is made solely to the company’s members, as a body and subject to important explanations and
disclaimers regarding our responsibilities, published on our website at
http://www.kpmg.com/uk/auditscopeukco2013b, which are incorporated into this report as if set out in full and
should be read to provide an understanding of the purpose of this report, the work we have undertaken and the basis
of our opinions.
Guy Bainbridge (Senior Statutory Auditor)
for and on behalf of KPMG Audit Plc, Statutory Auditor
Chartered Accountants
15 Canada Square
London
E14 5GL
24 February 2014
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H S B C H O L D I N G S P L C
Financial Statements
Contents / Consolidated income statement
Financial Statements and Notes on the Financial Statements
18 Derivatives ........................................................
19 Financial investments ........................................
20 Transfers of financial assets ..............................
21
Interests in associates and joint ventures ..........
22 Goodwill and intangible assets .........................
23 Property, plant and equipment ..........................
24
Investments in subsidiaries ...............................
25 Assets held for sale and other assets .................
26 Trading liabilities ..............................................
27 Financial liabilities designated at fair value .....
28 Debt securities in issue ......................................
29 Liabilities of disposal groups held for sale
and other liabilities ........................................
30 Liabilities under insurance contracts ................
31 Provisions ..........................................................
32 Subordinated liabilities ......................................
Page
499
504
506
508
512
518
519
521
522
523
523
524
525
526
528
33 Maturity analysis of assets, liabilities and off-
balance sheet commitments ...........................
532
34 Offsetting of financial assets and financial
liabilities ........................................................
35 Foreign exchange exposures .............................
36 Assets charged as security for liabilities and
collateral accepted as security for assets ......
37 Non-controlling interests ...................................
38 Called up share capital and other equity
instruments ....................................................
39 Notes on the statement of cash flows ................
40 Contingent liabilities, contractual commitments
and guarantees ...............................................
41 Lease commitments ...........................................
42 Structured entities ..............................................
43 Legal proceedings and regulatory matters ........
44 Related party transactions .................................
45 Events after the balance sheet date ...................
540
542
542
543
544
546
548
549
550
554
562
564
Page
Financial Statements
Consolidated income statement ................................... 417
Consolidated statement of comprehensive income ..... 418
Consolidated balance sheet ......................................... 419
Consolidated statement of cash flows .......................... 420
Consolidated statement of changes in equity .............. 421
HSBC Holdings balance sheet .................................... 424
HSBC Holdings statement of cash flows ..................... 425
HSBC Holdings statement of changes in equity ......... 426
Notes on the Financial Statements
1 Basis of preparation ..........................................
2 Summary of significant accounting policies .....
3 Net income/(expense) from financial
instruments designated at fair value .............
4 Net earned insurance premiums ........................
5 Net insurance claims incurred and movement
in liabilities to policyholders ........................
6 Operating profit .................................................
7 Employee compensation and benefits ..............
428
432
450
451
451
452
453
8 Auditors’ remuneration .....................................
465
9 Tax ..................................................................... 466
10 Dividends ..........................................................
471
11 Earnings per share .............................................
12 Segmental analysis ............................................
13 Analysis of financial assets and liabilities
by measurement basis ...................................
14 Trading assets ....................................................
471
472
477
481
15 Fair values of financial instruments
carried at fair value .......................................
482
16 Fair values of financial instruments
not carried at fair value .................................
17 Financial assets designated at fair value ...........
495
498
416
Consolidated income statement for the year ended 31 December 2013
Notes
Interest income ................................................................................................
Interest expense ...............................................................................................
Net interest income ..........................................................................................
Fee income .......................................................................................................
Fee expense ......................................................................................................
Net fee income .................................................................................................
Trading income excluding net interest income ...............................................
Net interest income on trading activities .........................................................
Net trading income ..........................................................................................
Changes in fair value of long-term debt issued and related derivatives .........
Net income/(expense) from other financial instruments designated
at fair value .................................................................................................
Net income/(expense) from financial instruments designated at fair value ...
3
Gains less losses from financial investments ..................................................
Dividend income .............................................................................................
Net earned insurance premiums ......................................................................
Gains on disposal of US branch network, US cards business and Ping An
Insurance (Group) Company of China, Ltd (‘Ping An’) ............................
Other operating income ...................................................................................
4
25
Total operating income .................................................................................
Net insurance claims incurred and movement in liabilities to
2013
US$m
51,192
(15,653)
35,539
19,973
(3,539)
16,434
6,643
2,047
8,690
(1,228)
1,996
768
2,012
322
11,940
–
2,632
78,337
2012
US$m
56,702
(19,030)
37,672
20,149
(3,719)
16,430
4,408
2,683
7,091
(4,327)
2,101
(2,226)
1,189
221
13,044
7,024
2,100
82,545
2011
US$m
63,005
(22,343)
40,662
21,497
(4,337)
17,160
3,283
3,223
6,506
4,161
(722)
3,439
907
149
12,872
–
1,766
83,461
policyholders ..............................................................................................
5
(13,692)
(14,215)
(11,181)
Net operating income before loan impairment charges and
other credit risk provisions ......................................................................
Loan impairment charges and other credit risk provisions .............................
6
Net operating income ....................................................................................
Employee compensation and benefits .............................................................
General and administrative expenses ..............................................................
Depreciation and impairment of property, plant and equipment ....................
Amortisation and impairment of intangible assets ..........................................
7
23
22
Total operating expenses ...............................................................................
Operating profit .............................................................................................
6
Share of profit in associates and joint ventures ...............................................
21
Profit before tax .............................................................................................
Tax expense .....................................................................................................
9
Profit for the year ..........................................................................................
Profit attributable to shareholders of the parent company ..............................
Profit attributable to non-controlling interests ................................................
Basic earnings per ordinary share ...................................................................
Diluted earnings per ordinary share ................................................................
11
11
64,645
(5,849)
58,796
(19,196)
(17,065)
(1,364)
(931)
(38,556)
20,240
2,325
22,565
(4,765)
17,800
16,204
1,596
US$
0.84
0.84
68,330
(8,311)
60,019
(20,491)
(19,983)
(1,484)
(969)
(42,927)
17,092
3,557
20,649
(5,315)
15,334
14,027
1,307
US$
0.74
0.74
72,280
(12,127)
60,153
(21,166)
(17,459)
(1,570)
(1,350)
(41,545)
18,608
3,264
21,872
(3,928)
17,944
16,797
1,147
US$
0.92
0.91
The accompanying notes on pages 428 to 564 form an integral part of these financial statements1.
For footnote, see page 427.
417
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H S B C H O L D I N G S P L C
Financial Statements (continued)
Consolidated statement of comprehensive income / Consolidated balance sheet
Consolidated statement of comprehensive income for the year ended 31 December 2013
Profit for the year ........................................................................................................
Other comprehensive income/(expense)
Items that will be reclassified subsequently to profit or loss when specific
conditions are met:
Available-for-sale investments2 ..............................................................................
– fair value gains/(losses) .................................................................................
– fair value gains transferred to the income statement on disposal ..................
– amounts transferred to the income statement in respect of impairment
losses ..............................................................................................................
– income taxes ...................................................................................................
Cash flow hedges ...................................................................................................
– fair value gains/(losses) .................................................................................
– fair value (gains)/losses transferred to the income statement .......................
– income taxes ...................................................................................................
Share of other comprehensive income/(expense) of associates and joint
ventures ..............................................................................................................
– share for the year ............................................................................................
– reclassified to income statement on disposal .................................................
Exchange differences .............................................................................................
– foreign exchange gains reclassified to income statement on disposal of a
foreign operation .............................................................................................
– other exchange differences ............................................................................
Income tax attributable to exchange differences ...................................................
Items that will not be reclassified subsequently to profit or loss:
Remeasurement of defined benefit asset/liability ...................................................
– before income taxes .......................................................................................
– income taxes ...................................................................................................
Other comprehensive income for the year, net of tax ............................................
Total comprehensive income for the year ..............................................................
Total comprehensive income for the year attributable to:
– shareholders of the parent company ..............................................................
– non-controlling interests ................................................................................
2013
US$m
17,800
(1,718)
(1,787)
(1,277)
286
1,060
(128)
776
(894)
(10)
(71)
(35)
(36)
(1,444)
(290)
(1,154)
72
(458)
(601)
143
(3,747)
14,053
12,644
1,409
14,053
2012
US$m
15,334
2011
US$m
17,944
5,070
6,396
(1,872)
1,002
(456)
109
552
(423)
(20)
533
311
222
674
1,279
(820)
583
(368)
187
(581)
788
(20)
(710)
(710)
–
1,017
(2,865)
(1,128)
2,145
–
(195)
(391)
196
6,534
21,868
20,455
1,413
21,868
–
(2,865)
165
1,009
1,267
(258)
(1,540)
16,404
15,366
1,038
16,404
The accompanying notes on pages 428 to 564 form an integral part of these financial statements1.
For footnotes, see page 427.
418
Consolidated balance sheet at 31 December 2013
Notes
2013
US$m
2012
US$m
Assets
Cash and balances at central banks ...............................................................................................
Items in the course of collection from other banks .......................................................................
Hong Kong Government certificates of indebtedness ..................................................................
Trading assets ................................................................................................................................
Financial assets designated at fair value .......................................................................................
Derivatives .....................................................................................................................................
Loans and advances to banks ........................................................................................................
Loans and advances to customers .................................................................................................
Financial investments ....................................................................................................................
Assets held for sale ........................................................................................................................
Other assets ....................................................................................................................................
Current tax assets ...........................................................................................................................
Prepayments and accrued income .................................................................................................
Interests in associates and joint ventures ......................................................................................
Goodwill and intangible assets ......................................................................................................
Property, plant and equipment .......................................................................................................
Deferred tax assets .........................................................................................................................
14
17
18
19
25
25
21
22
23
9
166,599
6,021
25,220
303,192
38,430
282,265
211,521
1,080,304
425,925
4,050
50,939
985
11,006
16,640
29,918
10,847
7,456
141,532
7,303
22,743
408,811
33,582
357,450
152,546
997,623
421,101
19,269
54,716
515
9,502
17,834
29,853
10,588
7,570
Total assets ....................................................................................................................................
2,671,318
2,692,538
Liabilities and equity
Liabilities
Hong Kong currency notes in circulation .....................................................................................
Deposits by banks ..........................................................................................................................
Customer accounts .........................................................................................................................
Items in the course of transmission to other banks .......................................................................
Trading liabilities ...........................................................................................................................
Financial liabilities designated at fair value ..................................................................................
Derivatives .....................................................................................................................................
Debt securities in issue ..................................................................................................................
Liabilities of disposal groups held for sale ...................................................................................
Other liabilities ..............................................................................................................................
Current tax liabilities .....................................................................................................................
Liabilities under insurance contracts .............................................................................................
Accruals and deferred income .......................................................................................................
Provisions ......................................................................................................................................
Deferred tax liabilities ...................................................................................................................
Retirement benefit liabilities .........................................................................................................
Subordinated liabilities ..................................................................................................................
Total liabilities ...............................................................................................................................
Equity
Called up share capital ...................................................................................................................
Share premium account .................................................................................................................
Other equity instruments ...............................................................................................................
Other reserves ................................................................................................................................
Retained earnings ..........................................................................................................................
26
27
18
28
29
29
30
31
9
7
32
38
Total shareholders’ equity .............................................................................................................
Non-controlling interests ...............................................................................................................
37
Total equity ....................................................................................................................................
25,220
129,212
1,482,812
6,910
207,025
89,084
274,284
104,080
2,804
30,421
607
74,181
16,185
5,217
910
2,931
28,976
22,742
107,429
1,340,014
7,138
304,563
87,720
358,886
119,461
5,018
33,862
1,452
68,195
13,184
5,252
1,109
3,905
29,479
2,480,859
2,509,409
9,415
11,135
5,851
26,742
128,728
181,871
8,588
190,459
9,238
10,084
5,851
29,722
120,347
175,242
7,887
183,129
Total equity and liabilities .............................................................................................................
2,671,318
2,692,538
The accompanying notes on pages 428 to 564 form an integral part of these financial statements1.
For footnote, see page 427.
D J Flint, Group Chairman
419
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H S B C H O L D I N G S P L C
Financial Statements (continued)
Consolidated statement of cash flows / Consolidated statement of changes in equity
Consolidated statement of cash flows for the year ended 31 December 2013
Cash flows from operating activities
Profit before tax ...............................................................................................
22,565
20,649
21,872
Notes
2013
US$m
2012
US$m
2011
US$m
Adjustments for:
– net gain from investing activities ............................................................
– share of profits in associates and joint ventures .....................................
– gain on disposal of associates, joint ventures, subsidiaries and
businesses ................................................................................................
– other non-cash items included in profit before tax .................................
– change in operating assets .......................................................................
– change in operating liabilities .................................................................
– elimination of exchange differences3 ......................................................
– dividends received from associates .........................................................
– contributions paid to defined benefit plans .............................................
– tax paid ....................................................................................................
39
39
39
Net cash generated from/(used in) operating activities ...................................
Cash flows from investing activities
Purchase of financial investments ...................................................................
Proceeds from the sale and maturity of financial investments .......................
Purchase of property, plant and equipment .....................................................
Proceeds from the sale of property, plant and equipment ...............................
Proceeds from the sale of loan portfolios ........................................................
Net purchase of intangible assets ....................................................................
Net cash inflow from disposal of US branch network and US
cards business ..............................................................................................
Net cash inflow/(outflow) from disposal of other subsidiaries
and businesses .............................................................................................
Net cash outflow from acquisition of or increase in stake of associates ........
Proceeds from disposal of Ping An .................................................................
Proceeds from disposal of other associates and joint ventures .......................
Net cash generated from/(used in) investing activities ...................................
Cash flows from financing activities
Issue of ordinary share capital .........................................................................
Net sales/(purchases) of own shares for market-making and
investment purposes ....................................................................................
Net sales/(purchases) of own shares to meet share awards and share
option awards ..............................................................................................
Subordinated loan capital issued .....................................................................
Subordinated loan capital repaid .....................................................................
Net cash inflow/(outflow) from change in stake in subsidiaries ....................
Dividends paid to shareholders of the parent company ..................................
Dividends paid to non-controlling interests ....................................................
Dividends paid to holders of other equity instruments ...................................
Net cash used in financing activities ...............................................................
Net increase/(decrease) in cash and cash equivalents ................................
Cash and cash equivalents at 1 January ..........................................................
Exchange differences in respect of cash and cash equivalents .......................
Cash and cash equivalents at 31 December ....................................................
39
(1,458)
(2,325)
(1,173)
11,995
(148,899)
164,757
4,479
694
(962)
(4,696)
44,977
(363,979)
342,539
(1,952)
441
6,518
(834)
(2,094)
(3,557)
(7,024)
19,778
(116,521)
89,070
(3,626)
489
(733)
(5,587)
(9,156)
(342,974)
329,926
(1,318)
241
–
(1,008)
–
20,905
(863)
(1,804)
1,954
594
5,653
(1,196)
(3,264)
–
19,878
(7,412)
44,012
10,840
304
(1,177)
(4,095)
79,762
(319,008)
311,702
(1,505)
300
–
(1,571)
–
216
(90)
–
25
(9,931)
594
96
(25)
(225)
–
37
(1,754)
(14)
(5,925)
(572)
(573)
(8,232)
(11,735)
325,449
1,594
315,308
(136)
7
(3,777)
104
(5,014)
(568)
(573)
(10,086)
59,745
274,076
(8,372)
325,449
2,918
(26)
7,413
377
(6,585)
297
(32)
–
1,989
(1,662)
–
(6,414)
(586)
(573)
(6,981)
31,411
315,308
(438)
346,281
The accompanying notes on pages 428 to 564 form an integral part of these financial statements1.
For footnotes, see page 427.
420
Consolidated statement of changes in equity for the year ended 31 December 2013
Called up
share
capital
US$m
Share
premium4
US$m
Other
equity
instru-
ments
US$m
Retained
earnings
5,6
US$m
Available-
for-sale
fair value
reserve
US$m
Cash flow
hedging
reserve7
US$m
Foreign
exchange
reserve
US$m
Merger
reserve5,8
US$m
Total
share-
holders’
equity
US$m
Non-
controlling
interests
US$m
Total
equity
US$m
2013
Other reserves
At 1 January ..............................................................................
9,238
10,084
5,851
120,347
1,649
752
27,308
175,242
7,887
183,129
Profit for the year ......................................................................
Other comprehensive income (net of tax) ................................
Available-for-sale investments ............................................
Cash flow hedges .................................................................
Remeasurement of defined benefit asset/liability ................
Share of other comprehensive income of associates and
joint ventures ....................................................................
Exchange differences ...........................................................
4
2
1
Total comprehensive income for the year ................................
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
Shares issued under employee remuneration and
share plans ............................................................................
60
1,168
Shares issued in lieu of dividends and amounts arising
thereon4 .................................................................................
Dividends to shareholders9 .......................................................
Tax credit on distributions .........................................................
Own shares adjustment .............................................................
Cost of share-based payment arrangements .............................
Income taxes on share-based payments ...................................
Other movements ......................................................................
Acquisition and disposal of subsidiaries ..................................
Changes in ownership interests in subsidiaries that
did not result in loss of control ............................................
117
−
−
−
−
−
−
−
−
(117)
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
16,204
(561)
−
−
(490)
(71)
−
−
(1,577)
(1,577)
−
−
−
−
13
−
(128)
−
(128)
−
−
−
−
(1,294)
−
−
−
−
(1,294)
15,643
(1,577)
(128)
(1,294)
(931)
2,523
(9,510)
42
(36)
630
2
18
−
−
−
−
−
−
−
−
−
25
−
−
97
−
−
−
−
−
−
−
(6)
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
16,204
(3,560)
(1,577)
(128)
(490)
(71)
(1,294)
1,596
(187)
(141)
−
32
17,800
(3,747)
(1,718)
(128)
(458)
−
(78)
(71)
(1,372)
12,644
1,409
14,053
297
−
297
2,523
(9,510)
42
(36)
630
2
37
−
−
(718)
−
−
−
−
19
(24)
2,523
(10,228)
42
(36)
630
2
56
(24)
−
15
15
At 31 December ........................................................................
9,415
11,135
5,851
128,728
(121)
(542)
27,308
181,871
8,588
190,459
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
Consolidated statement of changes in equity for the year ended 31 December 2013 (continued)
Called up
share
capital
US$m
Share
premium4
US$m
Other
equity
instru-
ments
US$m
Retained
earnings
5,6
US$m
Available-
for-sale
fair value
reserve
US$m
Cash flow
hedging
reserve7
US$m
Foreign
exchange
reserve
US$m
Merger
reserve5,8
US$m
Total
share-
holders’
equity
US$m
Non-
controlling
interests
US$m
Total
equity
US$m
2012
Other reserves
At 1 January ..............................................................................
8,934
8,457
5,851
111,868
(3,361)
4
2
2
Profit for the year ......................................................................
Other comprehensive income (net of tax) ................................
Available-for-sale investments ............................................
Cash flow hedges .................................................................
Remeasurement of defined benefit asset/liability ................
Share of other comprehensive income of associates and
joint ventures ....................................................................
Exchange differences ...........................................................
Total comprehensive income for the year ................................
Shares issued under employee remuneration and
share plans ............................................................................
Shares issued in lieu of dividends and amounts arising
thereon4 .................................................................................
Dividends to shareholders9 .......................................................
Tax credit on distributions .........................................................
Own shares adjustment .............................................................
Cost of share-based payment arrangements .............................
Income taxes on share-based payments ...................................
Other movements ......................................................................
Acquisition and disposal of subsidiaries ..................................
Changes in ownership interests in subsidiaries that
did not result in loss of control ............................................
–
–
–
–
–
–
–
119
185
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,812
(185)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
5,010
5,010
–
–
(95)
–
108
–
108
–
14,027
321
–
–
(212)
533
–
–
–
14,348
5,010
108
(1,337)
2,429
(8,042)
32
2
988
42
(26)
–
43
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(237)
27,308
158,725
7,368
166,093
–
989
–
–
–
989
989
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
14,027
6,428
5,010
108
(212)
533
989
1,307
106
60
1
17
28
15,334
6,534
5,070
109
(195)
533
1,017
20,455
1,413
21,868
594
–
594
2,429
(8,042)
32
2
988
42
(26)
–
–
(707)
–
–
–
–
(20)
(108)
2,429
(8,749)
32
2
988
42
(46)
(108)
43
(59)
(16)
At 31 December ........................................................................
9,238
10,084
5,851
120,347
1,649
13
752
27,308
175,242
7,887
183,129
H
S
B
C
H
O
L
D
I
N
G
S
P
L
C
F
i
n
a
n
c
i
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S
t
a
t
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m
e
n
t
s
(
c
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t
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d
)
C
o
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s
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i
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a
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d
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a
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m
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t
o
f
c
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a
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e
s
i
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e
q
u
i
t
y
Called up
share
capital
US$m
Share
premium4
US$m
Other
equity
instru-
ments
US$m
Retained
earnings
5,6
US$m
Available-
for-sale
fair value
reserve
US$m
Cash flow
hedging
reserve7
US$m
Foreign
exchange
reserve
US$m
Merger
reserve5,8
US$m
Total
share-
holders’
equity
US$m
Non-
controlling
interests
US$m
Total
equity
US$m
2011
Other reserves
4
2
3
At 1 January ..............................................................................
8,843
8,454
5,851
99,105
(4,077)
(285)
2,468
27,308
147,667
7,248
154,915
Profit for the year ......................................................................
Other comprehensive income (net of tax) ................................
Available-for-sale investments ............................................
Cash flow hedges .................................................................
Remeasurement of defined benefit asset/liability ................
Share of other comprehensive income of associates and
joint ventures ....................................................................
Exchange differences ...........................................................
Total comprehensive income for the year ................................
Shares issued under employee share plans ..............................
Shares issued in lieu of dividends and amounts arising
thereon4 .................................................................................
Dividends to shareholders9 .......................................................
Tax credit on distributions .........................................................
Own shares adjustment .............................................................
Cost of share-based payment arrangements .............................
Income taxes on share-based payments ...................................
Other movements ......................................................................
Acquisition and disposal of subsidiaries ..................................
Changes in ownership interests in subsidiaries that
did not result in loss of control ............................................
–
–
–
–
–
–
–
–
6
85
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
90
(87)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
16,797
368
–
–
1,078
(710)
–
–
716
716
–
–
–
–
–
190
–
190
–
–
–
(2,705)
–
–
–
–
(2,705)
17,165
716
190
(2,705)
–
2,232
(7,501)
128
(361)
1,154
21
(75)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
16,797
(1,431)
716
190
1,078
(710)
(2,705)
1,147
(109)
(42)
(3)
(69)
17,944
(1,540)
674
187
1,009
–
5
(710)
(2,700)
15,366
1,038
16,404
96
–
96
2,230
(7,501)
128
(361)
1,154
21
(75)
–
–
(815)
–
–
–
28
(252)
2,230
(8,316)
128
(361)
1,154
21
(47)
(252)
–
121
121
At 31 December ........................................................................
8,934
8,457
5,851
111,868
(3,361)
(95)
(237)
27,308
158,725
7,368
166,093
The accompanying notes on pages 428 to 564 form an integral part of these financial statements1.
For footnotes, see page 427.
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
H S B C H O L D I N G S P L C
Financial Statements (continued)
HSBC Holdings balance sheet / HSBC Holdings statement of cash flows
HSBC Holdings balance sheet at 31 December 2013
Notes
2013
US$m
2012
US$m
Assets
Cash at bank and in hand:
– balances with HSBC undertakings ........................................................................................
Derivatives .....................................................................................................................................
Loans and advances to HSBC undertakings .................................................................................
Financial investments ....................................................................................................................
Current tax assets ...........................................................................................................................
Prepayments and accrued income .................................................................................................
Investments in subsidiaries ............................................................................................................
Property, plant and equipment .......................................................................................................
Deferred tax assets .........................................................................................................................
18
24
9
407
2,789
53,344
1,210
245
130
92,695
3
13
353
3,768
41,675
1,208
147
82
92,234
3
14
Total assets ....................................................................................................................................
150,836
139,484
Liabilities and equity
Liabilities
Amounts owed to HSBC undertakings .........................................................................................
Financial liabilities designated at fair value ..................................................................................
Derivatives .....................................................................................................................................
Debt securities in issue ..................................................................................................................
Other liabilities ..............................................................................................................................
Current tax liabilities .....................................................................................................................
Accruals and deferred income .......................................................................................................
Subordinated liabilities ..................................................................................................................
Total liabilities ...............................................................................................................................
Equity
Called up share capital ...................................................................................................................
Share premium account .................................................................................................................
Other equity instruments ...............................................................................................................
Other reserves ................................................................................................................................
Retained earnings ..........................................................................................................................
Total equity ....................................................................................................................................
27
18
28
29
32
38
11,685
21,027
704
2,791
61
48
1,266
14,167
51,749
9,415
11,135
5,828
37,303
35,406
99,087
12,856
23,195
760
2,691
30
–
1,018
11,907
52,457
9,238
10,084
5,828
37,170
24,707
87,027
Total equity and liabilities .............................................................................................................
150,836
139,484
The accompanying notes on pages 428 to 564 form an integral part of these financial statements1.
For footnote, see page 427.
D J Flint, Group Chairman
424
HSBC Holdings statement of cash flows for the year ended 31 December 2013
Cash flows from operating activities
Profit before tax .............................................................................................................................
Adjustments for:
– non-cash items included in profit before tax .........................................................................
– change in operating assets ......................................................................................................
– change in operating liabilities ................................................................................................
– tax received/(paid) ..................................................................................................................
39
39
39
Notes
Net cash generated from operating activities ................................................................................
Cash flows from investing activities
Net cash outflow from acquisition of or increase in stake of subsidiaries ...................................
Net cash used in investing activities .............................................................................................
Cash flows from financing activities
Issue of ordinary share capital .......................................................................................................
Sales of own shares to meet share awards and share option awards ............................................
Subordinated loan capital issued ....................................................................................................
Subordinated loan capital repaid ...................................................................................................
Debt securities issued ....................................................................................................................
Debt securities repaid ....................................................................................................................
Dividends paid ...............................................................................................................................
Dividends paid to holders of other equity instruments .................................................................
Net cash used in financing activities .............................................................................................
Net increase in cash and cash equivalents ................................................................................
Cash and cash equivalents at 1 January ........................................................................................
Cash and cash equivalents at 31 December ..................................................................................
39
2013
US$m
17,725
74
(10,795)
(1,061)
156
6,099
(665)
(665)
1,192
44
1,989
(1,618)
–
–
(6,414)
(573)
(5,380)
54
353
407
2012
US$m
8,679
535
(4,011)
2,951
(549)
7,605
(1,973)
(1,973)
1,905
178
–
(760)
2,000
(2,420)
(5,925)
(573)
(5,595)
37
316
353
The accompanying notes on pages 428 to 564 form an integral part of these financial statements1.
For footnote, see page 427.
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Financial Statements (continued)
HSBC Holdings statement of changes in equity / Footnotes
HSBC Holdings statement of changes in equity for the year ended 31 December 2013
Called up
share
capital
US$m
Share
premium4
US$m
Other
equity
instru-
ments
US$m
Available-
for-sale
fair value
reserve
US$m
Retained
earnings10
US$m
Other
paid-in
capital11
US$m
Merger
and other
reserves8
US$m
Total
share-
holders’
equity
US$m
Other reserves
At 1 January 2013 .................................
9,238
10,084
5,828
24,707
114
1,929
35,127
87,027
Profit for the year ..................................
Other comprehensive income
(net of tax) ........................................
Available-for-sale investments .............
Income tax ............................................
Total comprehensive income for
the year .............................................
Shares issued under employee share
–
–
–
–
–
–
–
–
–
–
plans ..................................................
60
1,168
Shares issued in lieu of dividends
and amounts arising thereon4 ...........
Dividends to shareholders9 ......................
Tax credit on distributions ....................
Own shares adjustment .........................
Exercise and lapse of share options ......
Cost of share-based payment
arrangements ....................................
Income taxes on share-based payments
Equity investments granted to
employees of subsidiaries under
employee share plans .......................
117
–
–
–
–
–
–
–
(117)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
17,882
–
–
–
17,882
(36)
2,523
(9,510)
42
222
(123)
49
–
(350)
–
10
2
8
10
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
123
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
17,882
10
2
8
17,892
1,192
2,523
(9,510)
42
222
–
49
–
(350)
At 31 December 2013 ..........................
9,415
11,135
5,828
35,406
124
2,052
35,127
99,087
At 1 January 2012 .................................
8,934
8,457
5,828
22,115
Profit for the year ..................................
Other comprehensive income
(net of tax) ........................................
Available-for-sale investments .............
Income tax ............................................
Total comprehensive income for
the year .............................................
Shares issued under employee share
–
–
–
–
–
–
–
–
–
–
plans ..................................................
119
1,812
Shares issued in lieu of dividends
and amounts arising thereon4 ...........
Dividends to shareholders9 ......................
Tax credit on distributions ....................
Own shares adjustment .........................
Exercise and lapse of share options ......
Cost of share-based payment
arrangements ....................................
Income taxes on share-based payments
Equity investments granted to
employees of subsidiaries under
employee share plans .......................
185
–
–
–
–
–
–
–
(185)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
8,082
–
–
–
12
–
102
129
(27)
8,082
102
(26)
2,429
(8,042)
32
379
(219)
55
10
(108)
–
–
–
–
–
–
–
–
–
1,710
35,127
82,183
–
–
–
–
–
–
–
–
–
–
219
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
8,082
102
129
(27)
8,184
1,905
2,429
(8,042)
32
379
–
55
10
(108)
At 31 December 2012 ...........................
9,238
10,084
5,828
24,707
114
1,929
35,127
87,027
Dividends per ordinary share at 31 December 2013 were US$0.48 (2012: US$0.41; 2011: US$0.39).
The accompanying notes on pages 428 to 564 form an integral part of these financial statements1.
For footnotes, see page 427.
426
Footnotes to Financial Statements
1 The ‘Critical accounting policies’ on pages 72 to 76, the audited sections of ‘Risk’ on pages 134 to 297 and the audited sections of
‘Capital’ on pages 298 to 328 are also an integral part of these financial statements.
2 Available-for-sale investments include nil in respect of the investment in Ping An classified as ‘Assets held for sale’ (2012: US$737m).
3 Adjustment to bring changes between opening and closing balance sheet amounts to average rates. This is not done on a line-by-line
basis, as details cannot be determined without unreasonable expense.
4 Share premium includes no deduction in respect of issuance costs incurred during the year (2012: nil; 2011: US$2m).
5 Cumulative goodwill amounting to US$5,138m has been charged against reserves in respect of acquisitions of subsidiaries prior to
1 January 1998, including US$3,469m charged against the merger reserve arising on the acquisition of HSBC Bank plc. The balance
of US$1,669m has been charged against retained earnings.
6 Retained earnings include 85,997,271 (US$915m) of own shares held within HSBC’s Insurance business, retirement funds for the
benefit of policyholders or beneficiaries within employee trusts for the settlement of shares expected to be delivered under employee
share schemes or bonus plans, and the market-making activities in Global Markets (2012: 86,394,826 (US$874m); 2011: 98,498,019
(US$1,320m)).
7 Amounts transferred to the income statement in respect of cash flow hedges include a gain of US$223m (2012: US$43m gain; 2011:
US$104m gain) taken to ‘Net interest income’ and a gain of US$671m (2012: US$380m gain; 2011: US$893m loss) taken to ‘Net
trading income’.
8 Statutory share premium relief under Section 131 of the Companies Act 1985 (the ‘Act’) was taken in respect of the acquisition of
HSBC Bank plc in 1992, HSBC France in 2000 and HSBC Finance Corporation in 2003 and the shares issued were recorded at their
nominal value only. In HSBC’s consolidated financial statements the fair value differences of US$8,290m in respect of HSBC France
and US$12,768m in respect of HSBC Finance Corporation were recognised in the merger reserve. The merger reserve created on
the acquisition of HSBC Finance Corporation subsequently became attached to HSBC Overseas Holdings (UK) Limited (‘HOHU’),
following a number of intra-group reorganisations. During 2009, pursuant to Section 131 of the Companies Act 1985, statutory share
premium relief was taken in respect of the rights issue and US$15,796m was recognised in the merger reserve. The merger reserve
includes the deduction of US$614m in respect of costs relating to the rights issue, of which US$149m was subsequently transferred to
the income statement. Of this US$149m, US$121m was a loss arising from accounting for the agreement with the underwriters as a
contingent forward contract. The merger reserve excludes the loss of US$344m on a forward foreign exchange contract associated with
hedging the proceeds of the rights issue.
9 Including distributions paid on preference shares and capital securities classified as equity.
10 Retained earnings include 330,030 (US$5m) (2012: 3,903,901 (US$57m))of own shares held to fund employee share plans.
11 Other paid-in capital arises from the exercise and lapse of share options granted to employees of HSBC Holdings subsidiaries.
427
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Notes on the Financial Statements
1 – Basis of preparation
1 Basis of preparation
(a) Compliance with International Financial Reporting Standards
The consolidated financial statements of HSBC and the separate financial statements of HSBC Holdings have
been prepared in accordance with International Financial Reporting Standards (‘IFRSs’) as issued by the
International Accounting Standards Board (‘IASB’) and as endorsed by the EU. EU-endorsed IFRSs could differ
from IFRSs as issued by the IASB if, at any point in time, new or amended IFRSs were not to be endorsed by
the EU.
At 31 December 2013, there were no unendorsed standards effective for the year ended 31 December 2013
affecting these consolidated and separate financial statements, and there was no difference between IFRSs
endorsed by the EU and IFRSs issued by the IASB in terms of their application to HSBC. Accordingly, HSBC’s
financial statements for the year ended 31 December 2013 are prepared in accordance with IFRSs as issued by
the IASB.
IFRSs comprise accounting standards issued by the IASB and its predecessor body as well as interpretations
issued by the IFRS Interpretations Committee (‘IFRIC’) and its predecessor body.
Standards adopted during the year ended 31 December 2013
On 1 January 2013, HSBC adopted the following significant new standards and amendments to standards. The
financial effect of these new standards and amendments is insignificant to these consolidated financial
statements:
•
IFRS 10 ‘Consolidated Financial Statements’, IFRS 11 ‘Joint Arrangements’, IFRS 12 ‘Disclosure of
Interests in Other Entities’ and amendments to IFRS 10, IFRS 11 and IFRS 12 ‘Transition Guidance’ are
required to be applied retrospectively.
• Under IFRS 10, there is one approach for determining consolidation for all entities, based on the concepts
of power, variability of returns and their linkage. This replaces the approach which applied to previous
financial statements which emphasised legal control or exposure to risks and rewards, depending on the
nature of the entity. HSBC controls and consequently consolidates an entity when it is exposed, or has
rights, to variable returns from its involvement with the entity and has the ability to affect those returns by
exercising its power over the entity.
In accordance with the transitional provisions of IFRS 10, we reviewed the population of investments in
entities as at 1 January 2013 to determine whether entities previously consolidated or unconsolidated in
accordance with IAS 27 ‘Consolidated and Separate Financial Statements’ and SIC 12 ‘Consolidation –
Special Purpose Entities’ changed their consolidation status as a result of applying IFRS 10. The result of
this review was that the effect of applying the requirements of IFRS 10 did not have a material effect on
these consolidated financial statements. Therefore no restatements are necessary on application of IFRS 10.
IFRS 11 places more focus on the investors’ rights and obligations than on the structure of the arrangement
when determining the type of joint arrangement with which HSBC is involved, unlike the previous
approach, and introduces the concept of a joint operation. The application of IFRS 11 ‘Joint Arrangements’
did not have a material effect on these consolidated financial statements.
•
•
IFRS 12 is a comprehensive standard on disclosure requirements for all forms of interests in other entities,
including for unconsolidated structured entities. The disclosure requirements of IFRS 12 do not require
comparative information to be provided for periods prior to initial application. New disclosures are provided
in Note 42.
IFRS 13 ‘Fair Value Measurement’ establishes a single framework for measuring fair value and introduces
new requirements for disclosure of fair value measurements. IFRS 13 is required to be applied prospectively
from the beginning of the first annual period in which it is applied. The disclosure requirements of IFRS 13
do not require comparative information to be provided for periods prior to initial application. Disclosures are
provided in Notes 15 and 16.
• Amendments to IFRS 7 ‘Disclosures – Offsetting Financial Assets and Financial Liabilities’ requires
disclosure of the effect or potential effects of netting arrangements on an entity’s financial position. The
amendment requires disclosure of recognised financial instruments that are subject to an enforceable master
428
netting arrangement or similar agreement. The amendments have been applied retrospectively. Disclosures
are provided in Note 34.
• The amendments to IAS 19 ‘Employee Benefits’ (‘IAS 19 revised’) are required to be applied
retrospectively. The main effect of IAS 19 revised for HSBC is that it replaces the interest cost on the plan
liability and expected return on plan assets with a finance cost comprising the net interest on the net defined
benefit liability or asset. This finance cost is determined by applying to the net defined benefit liability or
asset the same discount rate used to measure the defined benefit obligation. The difference between the
actual return on plan assets and the return included in the finance cost component reflected in the income
statement is presented in other comprehensive income. The effect of this change is to increase or decrease
the pension expense by the difference between the current expected return on plan assets and the return
calculated by applying the relevant discount rate.
During 2013, HSBC adopted a number of interpretations and amendments to standards which had an
insignificant effect on the consolidated financial statements of HSBC and the separate financial statements
of HSBC Holdings.
(b) Differences between IFRSs and Hong Kong Financial Reporting Standards
There are no significant differences between IFRSs and Hong Kong Financial Reporting Standards in terms
of their application to HSBC and consequently there would be no significant differences had the financial
statements been prepared in accordance with Hong Kong Financial Reporting Standards. The Notes on the
Financial Statements, taken together with the Report of the Directors, include the aggregate of all disclosures
necessary to satisfy IFRSs and Hong Kong reporting requirements.
(c) Presentation of information
Disclosures under IFRS 4 ‘Insurance Contracts’ and IFRS 7 ‘Financial Instruments: Disclosures’ concerning the
nature and extent of risks relating to insurance contracts and financial instruments have been included in the
audited sections of the ‘Report of the Directors: Risk’ on pages 134 to 297.
Capital disclosures under IAS 1 ‘Presentation of Financial Statements’ have been included in the audited
sections of ‘Report of the Directors: Capital’ on pages 298 to 328.
Disclosures relating to HSBC’s securitisation activities and structured products have been included in the
audited section of ‘Report of the Directors: Risk’ on pages 134 to 297.
In accordance with HSBC’s policy to provide disclosures that help investors and other stakeholders understand
the Group’s performance, financial position and changes thereto, the information provided in the Notes on the
Financial Statements and the Report of the Directors goes beyond the minimum levels required by accounting
standards, statutory and regulatory requirements and listing rules. In particular, HSBC provides additional
disclosures having regard to the recommendations of the Enhanced Disclosures Task Force (‘EDTF’) report
‘Enhancing the Risk Disclosures of Banks’ issued in October 2012. The report aims to help financial institutions
identify areas that investors had highlighted needed better and more transparent information about banks’ risks,
and how these risks relate to performance measurement and reporting. The recommendations for disclosure
improvement focused on the principal risks faced by the banking industry, and included disclosures about risk
governance, capital adequacy, liquidity, funding, credit risk, market risk and other risks. In addition, HSBC
follows the British Bankers’ Association Code for Financial Reporting Disclosure (‘the BBA Code’). The BBA
Code aims to increase the quality and comparability of UK banks’ disclosures and sets out five disclosure
principles together with supporting guidance. In line with the principles of the BBA Code, HSBC assesses good
practice recommendations issued from time to time by relevant regulators and standard setters and will assess the
applicability and relevance of such guidance, enhancing disclosures where appropriate.
In publishing the parent company financial statements here together with the Group financial statements, HSBC
Holdings has taken advantage of the exemption in section 408(3) of the Companies Act 2006 not to present its
individual income statement and related notes that form a part of these financial statements.
HSBC’s consolidated financial statements are presented in US dollars which is also HSBC Holdings’ functional
currency. HSBC Holdings’ functional currency is the US dollar because the US dollar and currencies linked to
it are the most significant currencies relevant to the underlying transactions, events and conditions of its
subsidiaries, as well as representing a significant proportion of its funds generated from financing activities.
429
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Notes on the Financial Statements (continued)
1 – Basis of preparation
HSBC uses the US dollar as its presentation currency in its consolidated financial statements because the US
dollar and currencies linked to it form the major currency bloc in which HSBC transacts and funds its business.
(d) Use of estimates and assumptions
The preparation of financial information requires the use of estimates and assumptions about future conditions.
The use of available information and the application of judgement are inherent in the formation of estimates;
actual results in the future may differ from estimates upon which financial information is prepared. Management
believes that HSBC’s critical accounting policies where judgement is necessarily applied are those which relate
to impairment of loans and advances, goodwill impairment, the valuation of financial instruments, interests in
associates, deferred tax assets and provisions for liabilities. See ‘Critical accounting policies’ on pages 72 to 76,
which form an integral part of these financial statements.
Further information about key assumptions concerning the future, and other key sources of estimation
uncertainty, are set out in the Notes on the Financial Statements.
(e) Consolidation
The consolidated financial statements of HSBC comprise the financial statements of HSBC Holdings and its
subsidiaries made up to 31 December, with the exception of the banking and insurance subsidiaries of HSBC
Bank Argentina, whose financial statements are made up to 30 June annually to comply with local regulations.
Accordingly, HSBC uses their audited interim financial statements, drawn up to 31 December annually.
HSBC controls and consequently consolidates an entity when it is exposed, or has rights, to variable returns from
its involvement with the entity and has the ability to affect those returns through its power over the entity. HSBC
is considered to have power over an entity when it has existing rights that give it the current ability to direct the
relevant activities. For HSBC to have power over an entity, it must have the practical ability to exercise those
rights. In the rare situations where potential voting rights exist, these are taken into account if HSBC has the
practical ability to exercise those rights.
Where voting rights are not relevant in deciding whether HSBC has power over an entity, the assessment of
control is based on all facts and circumstances. Where it is not immediately clear where control rests, an analysis
of the purpose and design of the entity, including determining which party has power over the activities which
most affect its returns and whether there are any additional rights held that may confer such power, is
undertaken.
When assessing whether to consolidate investment funds, HSBC reviews all facts and circumstances to
determine whether HSBC, as fund manager, is acting as agent or principal. HSBC is deemed to be a principal,
and hence controls and consolidates the funds, when it acts as fund manager and cannot be removed without
cause, has variable returns through significant unit holdings and/or a guarantee, and is able to influence the
returns of the funds by exercising its power.
The acquisition method of accounting is used when subsidiaries are acquired by HSBC. The cost of an
acquisition is measured at the fair value of the consideration, including contingent consideration, given at the
date of exchange. Acquisition-related costs are recognised as an expense in the income statement in the period in
which they are incurred. The acquired identifiable assets, liabilities and contingent liabilities are generally
measured at their fair values at the date of acquisition. Goodwill is measured as the excess of the aggregate of the
consideration transferred, the amount of non-controlling interest and the fair value of HSBC’s previously held
equity interest, if any, over the net of the amounts of the identifiable assets acquired and the liabilities assumed.
The amount of non-controlling interest is measured either at fair value or at the non-controlling interest’s
proportionate share of the acquiree’s identifiable net assets. In a business combination achieved in stages, the
previously held equity interest is remeasured at the acquisition-date fair value with the resulting gain or loss
recognised in the income statement. In the event that the amount of net assets acquired is in excess of the
aggregate of the consideration transferred, the amount of non-controlling interest and the fair value of HSBC’s
previously held equity interest, the difference is recognised immediately in the income statement.
Changes in a parent’s ownership interest in a subsidiary that do not result in a loss of control are treated as
transactions between equity holders and are reported in equity.
Entities that are controlled by HSBC are consolidated from the date HSBC gains control and cease to be
consolidated on the date HSBC loses control of the entities.
430
HSBC performs a re-assessment of consolidation whenever there is a change in the facts and circumstances
determining the control of entities.
All intra-HSBC transactions are eliminated on consolidation.
The consolidated financial statements of HSBC also include the attributable share of the results and reserves
of joint ventures and associates. These are based on financial statements made up to 31 December, with the
exception of the Bank of Communications, which is included on the basis of financial statements made up
for the twelve months to 30 September. This is equity accounted three months in arrears in order to meet
the requirements of the Group’s reporting timetable. HSBC has taken into account the effect of any significant
transactions or events that occurred in the period from 1 October to 31 December that would have a material
effect on its results.
Disclosures of interests in unconsolidated structured entities provide information on involvement in these
entities which exposes HSBC to variability of returns from the performance of the other entity. Involvement is
considered on a case-by-case basis, taking into account the nature of the entity’s activity. This could include
holding debt and equity instruments, or the provision of structured derivatives, but excludes involvement that
exist only because of typical customer supplier relationships, such as market-making transactions to facilitate
secondary trading or senior lending in the normal course of business.
(f) Future accounting developments
In addition to the projects to complete financial instrument accounting, discussed below, the IASB is continuing
to work on projects on insurance and lease accounting which could represent significant changes to accounting
requirements in the future.
Amendments issued by the IASB and endorsed by the EU
In December 2011, the IASB issued amendments to IAS 32 ‘Offsetting Financial Assets and Financial
Liabilities’ which clarified the requirements for offsetting financial instruments and addressed inconsistencies
in current practice when applying the offsetting criteria in IAS 32 ‘Financial Instruments: Presentation’. The
amendments are effective for annual periods beginning on or after 1 January 2014 with early adoption permitted
and are required to be applied retrospectively.
We do not expect the amendments to IAS 32 to have a material effect on HSBC’s financial statements.
Standards and amendments issued by the IASB but not endorsed by the EU
During 2012 and 2013, the IASB issued various amendments to IFRS that are effective from 1 January 2014 and
which are expected to have an insignificant effect on the consolidated financial statements of HSBC.
In November 2009, the IASB issued IFRS 9 ‘Financial Instruments’ which introduced new requirements for the
classification and measurement of financial assets. In October 2010, the IASB issued an amendment to IFRS 9
incorporating requirements for financial liabilities. Together, these changes represent the first phase in the
IASB’s planned replacement of IAS 39 ‘Financial Instruments: Recognition and Measurement.’ IFRS 9
classification and measurement requirements are to be applied retrospectively but prior periods need not be
restated.
In November 2012, the IASB issued proposed amendments to IFRS 9 in respect of classification and
measurement. Since the final requirements for classification and measurement are uncertain, it remains
impracticable to quantify the effect of IFRS 9 as at the date of the publication of these financial statements.
The second phase in the IASB’s project to replace IAS 39 will address the impairment of financial assets. It is
proposed to replace the ‘incurred loss’ approach to the impairment of financial assets carried at amortised cost in
IAS 39 with an expected credit loss approach, and require that the expected credit loss approach be applied to
other categories of financial instrument, including loan commitments and financial guarantees. The final
requirements for impairment of financial assets are expected to be published in 2014.
The third phase of the project addresses general hedge accounting. Macro hedging is not included in the IFRS 9
project and will be considered separately. In November 2013, the IASB issued amendments to IFRS 9 in respect
of the general hedge accounting requirements, transition and effective date. As a result of these amendments, it is
confirmed that all phases of IFRS 9 (except for changes to the presentation of gains and losses for certain
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Notes on the Financial Statements (continued)
1 – Basis of preparation / 2 – Summary of significant accounting policies
liabilities measured at fair value) must be applied from the same effective date. The IASB has tentatively
decided that the effective date is 1 January 2018. The revised hedge accounting requirements are applied
prospectively and HSBC is currently assessing the impact they may have on the financial statements.
2 Summary of significant accounting policies
(a) Interest income and expense
Interest income and expense for all financial instruments except for those classified as held for trading or
designated at fair value (except for debt securities issued by HSBC and derivatives managed in conjunction with
those debt securities) are recognised in ‘Interest income’ and ‘Interest expense’ in the income statement using
the effective interest method. The effective interest method is a way of calculating the amortised cost of a
financial asset or a financial liability (or groups of financial assets or financial liabilities) and of allocating the
interest income or interest expense over the relevant period.
The effective interest rate is the rate that exactly discounts estimated future cash receipts or payments through
the expected life of the financial instrument or, where appropriate, a shorter period, to the net carrying amount of
the financial asset or financial liability. When calculating the effective interest rate, HSBC estimates cash flows
considering all contractual terms of the financial instrument but excluding future credit losses. The calculation
includes all amounts paid or received by HSBC that are an integral part of the effective interest rate of a financial
instrument, including transaction costs and all other premiums or discounts.
Interest on impaired financial assets is recognised using the rate of interest used to discount the future cash flows
for the purpose of measuring the impairment loss.
(b) Non-interest income
Fee income is earned from a diverse range of services provided by HSBC to its customers. Fee income is
accounted for as follows:
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−
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income earned on the execution of a significant act is recognised as revenue when the act is completed (for
example, fees arising from negotiating, or participating in the negotiation of, a transaction for a third party,
such as an arrangement for the acquisition of shares or other securities);
income earned from the provision of services is recognised as revenue as the services are provided (for
example, asset management, portfolio and other management advisory and service fees); and
income which forms an integral part of the effective interest rate of a financial instrument is recognised as
an adjustment to the effective interest rate (for example, certain loan commitment fees) and recorded in
‘Interest income’.
Net trading income comprises all gains and losses from changes in the fair value of financial assets and
financial liabilities held for trading, together with the related interest income, expense and dividends.
Net income/(expense) from financial instruments designated at fair value includes:
−
−
−
all gains and losses from changes in the fair value of financial assets and financial liabilities designated at
fair value through profit or loss, including liabilities under investment contracts;
all gains and losses from changes in the fair value of derivatives that are managed in conjunction with
financial assets and liabilities designated at fair value through profit or loss; and
interest income, interest expense and dividend income in respect of:
– financial assets and financial liabilities designated at fair value through profit or loss; and
– derivatives managed in conjunction with the above,
except for interest arising from debt securities issued by HSBC and derivatives managed in conjunction with
those debt securities, which is recognised in ‘Interest expense’. (Note 2a).
Dividend income is recognised when the right to receive payment is established. This is the ex-dividend date for
listed equity securities, and usually the date when shareholders have approved the dividend for unlisted equity
securities.
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(c) Operating segments
HSBC has a matrix management structure. HSBC’s chief operating decision-maker regularly reviews operating
activity on a number of bases, including by geographical region and by global business. HSBC considers that
geographical operating segments represent the most appropriate information for the users of the financial
statements to best evaluate the nature and financial effects of the business activities in which HSBC engages, and
the economic environments in which it operates. This reflects the importance of geographic factors on business
strategy and performance, the allocation of capital resources, and the role of geographical regional management
in executing strategy. As a result, HSBC’s operating segments are considered to be geographical regions.
Measurement of segmental assets, liabilities, income and expenses is in accordance with the Group’s accounting
policies. Segmental income and expenses include transfers between segments and these transfers are conducted
on arm’s length terms and conditions. Shared costs are included in segments on the basis of the actual recharges
made. The expense of the UK bank levy is included in the Europe geographical region as HSBC regards the levy
as a cost of carrying on a business and being headquartered in the UK.
(d) Valuation of financial instruments
All financial instruments are recognised initially at fair value. In the normal course of business, the fair value of
a financial instrument on initial recognition is the transaction price (that is, the fair value of the consideration
given or received). In certain circumstances, however, the fair value will be based on other observable current
market transactions in the same instrument, without modification or repackaging, or on a valuation technique
whose variables include only data from observable markets, such as interest rate yield curves, option volatilities
and currency rates. When such evidence exists, HSBC recognises a trading gain or loss on inception of the
financial instrument, being the difference between the transaction price and the fair value. When unobservable
market data have a significant impact on the valuation of financial instruments, the entire initial difference in
fair value from the transaction price as indicated by the valuation model is not recognised immediately in the
income statement. Instead, it is recognised over the life of the transaction on an appropriate basis, when the
inputs become observable, the transaction matures or is closed out, or when HSBC enters into an offsetting
transaction.
The fair value of financial instruments is generally measured by the individual financial instrument. However, in
cases where HSBC manages a group of financial assets and financial liabilities according to its net exposure to
either market risks or credit risk, HSBC measures the fair value of the group of financial instruments on a net
basis, but presents the underlying financial assets and liabilities separately in the financial statements, unless they
satisfy the IFRS offsetting criteria as described on page 74.
Subsequent to initial recognition, the fair values of financial instruments measured at fair value are measured in
accordance with HSBC’s valuation methodologies, which are described in Notes 15 and 16.
(e) Cash and cash equivalents
For the purpose of the statement of cash flows, cash and cash equivalents include highly liquid investments that
are readily convertible to known amounts of cash and which are subject to an insignificant risk of change in
value. Such investments are normally those with less than three months’ maturity from the date of acquisition.
Cash and cash equivalents include cash and balances at central banks, treasury bills and other eligible bills, loans
and advances to banks, items in the course of collection from or in transmission to other banks, and certificates
of deposit.
(f) Loans and advances to banks and customers
Loans and advances to banks and customers include loans and advances originated by HSBC which are not
classified as held for trading or designated at fair value. Loans and advances are recognised when cash is
advanced to a borrower. They are derecognised when either the borrower repays its obligations, or the loans
are sold or written off, or substantially all the risks and rewards of ownership are transferred. They are initially
recorded at fair value plus any directly attributable transaction costs and are subsequently measured at amortised
cost using the effective interest method, less any reduction from impairment or uncollectibility. Where exposures
are hedged by derivatives designated and qualifying as fair value hedges, the carrying value of the loans and
advances so hedged includes a fair value adjustment relating only to the hedged risk.
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Notes on the Financial Statements (continued)
2 – Summary of significant accounting policies
Loans and advances are reclassified to ‘Assets held for sale’ when their carrying amounts are to be recovered
principally through sale, they are available for sale in their present condition and their sale is highly probable
(Note 2ab); however, such loans and advances continue to be measured in accordance with the policy described
above.
HSBC may commit to underwrite loans on fixed contractual terms for specified periods of time, where the
drawdown of the loan is contingent upon certain future events outside the control of HSBC. Where the loan
arising from the lending commitment is expected to be held for trading, the commitment to lend is recorded as
a derivative and measured at fair value through profit or loss. On drawdown, the loan is classified as held for
trading and measured at fair value through profit or loss. Where it is not HSBC’s intention to trade but hold the
loan, a provision on the loan commitment is only recorded where it is probable that HSBC will incur a loss. This
may occur, for example, where a loss of principal is probable or the interest rate charged on the loan is lower
than the cost of funding. On inception of the loan, the loan to be held is recorded at its fair value and
subsequently measured at amortised cost using the effective interest method. For certain transactions, such as
leveraged finance and syndicated lending activities, the cash advanced is not necessarily the best evidence of the
fair value of the loan. For these loans, where the initial fair value is lower than the cash amount advanced (for
example, due to the rate of interest charged on the loan being below the market rate of interest), the write-down
is charged to the income statement. The write-down will be recovered over the life of the loan, through the
recognition of interest income using the effective interest method, unless the loan becomes impaired. The write-
down is recorded as a reduction to other operating income.
(g) Impairment of loans and advances
Losses for impaired loans are recognised promptly when there is objective evidence that impairment of a loan or
portfolio of loans has occurred. Impairment allowances are calculated on individual loans and on groups of loans
assessed collectively. Impairment losses are recorded as charges to the income statement. The carrying amount
of impaired loans on the balance sheet is reduced through the use of impairment allowance accounts. Losses
which may arise from future events are not recognised.
Individually assessed loans and advances
The factors considered in determining whether a loan is individually significant for the purposes of assessing
impairment include:
–
–
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the size of the loan;
the number of loans in the portfolio; and
the importance of the individual loan relationship, and how this is managed.
Loans that meet the above criteria will be individually assessed for impairment, except when volumes of defaults
and losses are sufficient to justify treatment under a collective assessment methodology.
Loans considered as individually significant are typically to corporate and commercial customers and are for
larger amounts, which are managed on an individual relationship basis. Retail lending portfolios are generally
assessed for impairment on a collective basis as the portfolios generally consist of large pools of homogeneous
loans.
For all loans that are considered individually significant, HSBC assesses on a case-by-case basis at each balance
sheet date whether there is any objective evidence that a loan is impaired. The criteria used by HSBC to
determine that there is such objective evidence include:
–
–
–
–
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known cash flow difficulties experienced by the borrower;
contractual payments of either principal or interest being past due for more than 90 days;
the probability that the borrower will enter bankruptcy or other financial realisation;
a concession granted to the borrower for economic or legal reasons relating to the borrower’s financial
difficulty that results in forgiveness or postponement of principal, interest or fees, where the concession is
not insignificant; and
there has been deterioration in the financial condition or outlook of the borrower such that its ability to
repay is considered doubtful.
For those loans where objective evidence of impairment exists, impairment losses are determined considering the
following factors:
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– HSBC’s aggregate exposure to the customer;
–
the viability of the customer’s business model and their capacity to trade successfully out of financial
difficulties and generate sufficient cash flow to service debt obligations;
the amount and timing of expected receipts and recoveries;
the likely dividend available on liquidation or bankruptcy;
the extent of other creditors’ commitments ranking ahead of, or pari passu with, HSBC and the likelihood
of other creditors continuing to support the company;
the complexity of determining the aggregate amount and ranking of all creditor claims and the extent to
which legal and insurance uncertainties are evident;
the realisable value of security (or other credit mitigants) and likelihood of successful repossession;
the likely deduction of any costs involved in recovery of amounts outstanding;
the ability of the borrower to obtain, and make payments in, the currency of the loan if not denominated in
local currency; and
–
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–
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– when available, the secondary market price of the debt.
The realisable value of security is determined based on the current market value when the impairment
assessment is performed. The value is not adjusted for expected future changes in market prices; however,
adjustments are made to reflect local conditions such as forced sale discounts.
Impairment losses are calculated by discounting the expected future cash flows of a loan, which includes
expected future receipts of contractual interest, at the loan’s original effective interest rate and comparing the
resultant present value with the loan’s current carrying amount. The impairment allowances on individually
significant accounts are reviewed at least quarterly and more regularly when circumstances require. This
normally encompasses re-assessment of the enforceability of any collateral held and the timing and amount of
actual and anticipated receipts. Individually assessed impairment allowances are only released when there is
reasonable and objective evidence of a reduction in the established loss estimate.
Collectively assessed loans and advances
Impairment is assessed on a collective basis in two circumstances:
–
to cover losses which have been incurred but have not yet been identified on loans subject to individual
assessment; and
–
for homogeneous groups of loans that are not considered individually significant.
Incurred but not yet identified impairment
Individually assessed loans for which no evidence of impairment has been specifically identified on an
individual basis are grouped together according to their credit risk characteristics for the purpose of calculating
an estimated collective impairment. These credit risk characteristics may include country of origination, type of
business involved, type of products offered, security obtained or other relevant factors. This reflects impairment
losses that HSBC has incurred as a result of events occurring before the balance sheet date, which HSBC is not
able to identify on an individual loan basis, and that can be reliably estimated. These losses will only be
individually identified in the future. As soon as information becomes available which identifies losses on
individual loans within the group, those loans are removed from the group and assessed on an individual basis
for impairment.
The collective impairment allowance is determined after taking into account:
–
–
historical loss experience in portfolios of similar credit risk characteristics (for example, by industry sector,
loan grade or product);
the estimated period between impairment occurring and the loss being identified and evidenced by the
establishment of an appropriate allowance against the individual loan; and
– management’s experienced judgement as to whether current economic and credit conditions are such that
the actual level of inherent losses at the balance sheet date is likely to be greater or less than that suggested
by historical experience.
The period between a loss occurring and its identification is estimated by local management for each identified
portfolio. The factors that may influence this estimation include economic and market conditions, customer
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Notes on the Financial Statements (continued)
2 – Summary of significant accounting policies
behaviour, portfolio management information, credit management techniques and collection and recovery
experiences in the market. As it is assessed empirically on a periodic basis the estimated period between a loss
occurring and its identification may vary over time as these factors change.
Homogeneous groups of loans and advances
Statistical methods are used to determine impairment losses on a collective basis for homogeneous groups of
loans that are not considered individually significant, because individual loan assessment is impracticable.
Losses in these groups of loans are recorded on an individual basis when individual loans are written off, at
which point they are removed from the group. The methods that are used to calculate allowances on a collective
basis are as follows:
− When appropriate empirical information is available, HSBC utilises roll-rate methodology. This
methodology employs statistical analyses of historical data and experience of delinquency and default to
estimate the amount of loans that will eventually be written off as a result of the events occurring before the
balance sheet date which HSBC is not able to identify on an individual loan basis, and that can be reliably
estimated. Under this methodology, loans are grouped into ranges according to the number of days past due
and statistical analysis is used to estimate the likelihood that loans in each range will progress through the
various stages of delinquency, and ultimately prove irrecoverable. In addition to the delinquency groupings,
loans are segmented according to their credit characteristics as described above. In applying this
methodology, adjustments are made to estimate the periods of time between a loss event occurring and its
discovery, for example through a missed payment, (known as the emergence period) and the period of time
between discovery and write-off (known as the outcome period). Current economic conditions are also
evaluated when calculating the appropriate level of allowance required to cover inherent loss. The estimated
loss is the difference between the present value of expected future cash flows, discounted at the original
effective interest rate of the portfolio, and the carrying amount of the portfolio. In certain highly developed
markets, sophisticated models also take into account behavioural and account management trends as
revealed in, for example, bankruptcy and rescheduling statistics.
− When the portfolio size is small or when information is insufficient or not reliable enough to adopt a roll-
rate methodology, HSBC adopts a basic formulaic approach based on historical loss rate experience, or a
discounted cash flow model. Where a basic formulaic approach is undertaken, the period between a loss
occurring and its identification is explicitly estimated by local management, and is typically between six and
twelve months.
The inherent loss within each portfolio is assessed on the basis of statistical models using historical data
observations, which are updated periodically to reflect recent portfolio and economic trends. When the most
recent trends arising from changes in economic, regulatory or behavioural conditions are not fully reflected in
the statistical models, they are taken into account by adjusting the impairment allowances derived from the
statistical models to reflect these changes as at the balance sheet date.
These additional portfolio risk factors may include recent loan portfolio growth and product mix, unemployment
rates, bankruptcy trends, geographic concentrations, loan product features (such as the ability of borrowers to
repay adjustable-rate loans where reset interest rates give rise to increases in interest charges), economic
conditions such as national and local trends in housing markets and interest rates, portfolio seasoning, account
management policies and practices, current levels of write-offs, changes in laws and regulations and other factors
which can affect customer payment patterns on outstanding loans, such as natural disasters. These risk factors,
where relevant, are taken into account when calculating the appropriate level of impairment allowances by
adjusting the impairment allowances derived solely from historical loss experience.
Roll rates, loss rates and the expected timing of future recoveries are regularly benchmarked against actual
outcomes to ensure they remain appropriate.
Write-off of loans and advances
Loans (and the related impairment allowance accounts) are normally written off, either partially or in full, when
there is no realistic prospect of recovery. Where loans are secured, this is generally after receipt of any proceeds
from the realisation of security. In circumstances where the net realisable value of any collateral has been
determined and there is no reasonable expectation of further recovery, write-off may be earlier.
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Reversals of impairment
If the amount of an impairment loss decreases in a subsequent period, and the decrease can be related objectively
to an event occurring after the impairment was recognised, the excess is written back by reducing the loan
impairment allowance account accordingly. The write-back is recognised in the income statement.
Assets acquired in exchange for loans
Non-financial assets acquired in exchange for loans as part of an orderly realisation are recorded as assets held
for sale and reported in ‘Other assets’ if the carrying amounts of the assets are recovered principally through
sale, the assets are available for sale in their present condition and their sale is highly probable. The asset
acquired is recorded at the lower of its fair value less costs to sell and the carrying amount of the loan (net of
impairment allowance) at the date of exchange. No depreciation is charged in respect of assets held for sale. Any
subsequent write-down of the acquired asset to fair value less costs to sell is recognised in the income statement,
in ‘Other operating income’. Any subsequent increase in the fair value less costs to sell, to the extent this does
not exceed the cumulative write-down, is also recognised in ‘Other operating income’, together with any realised
gains or losses on disposal.
Renegotiated loans
Loans subject to collective impairment assessment whose terms have been renegotiated are no longer considered
past due, but are treated as up to date loans for measurement purposes once a minimum number of payments
required have been received. Loans subject to collective impairment assessment whose terms have been
renegotiated are segregated from other parts of the loan portfolio for the purposes of collective impairment
assessment, to reflect their risk profile. Loans subject to individual impairment assessment, whose terms have
been renegotiated, are subject to ongoing review to determine whether they remain impaired. The carrying
amounts of loans that have been classified as renegotiated retain this classification until maturity or
derecognition.
A loan that is renegotiated is derecognised if the existing agreement is cancelled and a new agreement made on
substantially different terms, or if the terms of an existing agreement are modified, such that the renegotiated
loan is substantially a different financial instrument.
(h) Trading assets and trading liabilities
Treasury bills, debt securities, equity securities, loans, deposits, debt securities in issue, and short positions in
securities are classified as held for trading if they have been acquired or incurred principally for the purpose of
selling or repurchasing in the near term, or they form part of a portfolio of identified financial instruments that
are managed together and for which there is evidence of a recent pattern of short-term profit-taking. These
financial assets or financial liabilities are recognised on trade date, when HSBC enters into contractual
arrangements with counterparties to purchase or sell the financial instruments, and are normally derecognised
when either sold (assets) or extinguished (liabilities). Measurement is initially at fair value, with transaction costs
taken to the income statement. Subsequently, the fair values are remeasured, and gains and losses from changes
therein are recognised in the income statement in ‘Net trading income’.
(i) Financial instruments designated at fair value
Financial instruments, other than those held for trading, are classified in this category if they meet one or more of
the criteria set out below, and are so designated by management. HSBC may designate financial instruments at
fair value when the designation:
–
eliminates or significantly reduces measurement or recognition inconsistencies that would otherwise arise
from measuring financial assets or financial liabilities, or recognising gains and losses on them, on different
bases. Under this criterion, the main classes of financial instruments designated by HSBC are:
Long-term debt issues. The interest payable on certain fixed rate long-term debt securities issued has been
matched with the interest on ‘receive fixed/pay variable’ interest rate swaps as part of a documented interest
rate risk management strategy. An accounting mismatch would arise if the debt securities issued were
accounted for at amortised cost, because the related derivatives are measured at fair value with changes in
the fair value recognised in the income statement. By designating the long-term debt at fair value, the
movement in the fair value of the long-term debt will also be recognised in the income statement.
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Notes on the Financial Statements (continued)
2 – Summary of significant accounting policies
Financial assets and financial liabilities under unit-linked insurance and unit-linked investment
contracts. Liabilities to customers under linked contracts are determined based on the fair value of the
assets held in the linked funds, with changes recognised in the income statement. If no designation was
made for the assets relating to the customer liabilities they would be classified as available for sale and the
changes in fair value would be recorded in other comprehensive income. These financial instruments are
managed on a fair value basis and management information is also prepared on this basis. Designation at fair
value of the financial assets and liabilities under investment contracts allows the changes in fair values to be
recorded in the income statement and presented in the same line;
–
applies to groups of financial assets, financial liabilities or combinations thereof that are managed, and their
performance evaluated, on a fair value basis in accordance with a documented risk management or
investment strategy, and where information about the groups of financial instruments is reported to
management on that basis. Under this criterion, certain financial assets held to meet liabilities under non-
linked insurance contracts are the main class of financial instrument so designated. HSBC has documented
risk management and investment strategies designed to manage such assets at fair value, taking into
consideration the relationship of assets to liabilities in a way that mitigates market risks. Reports are
provided to management on the fair value of the assets. Fair value measurement is also consistent with the
regulatory reporting requirements under the appropriate regulations for these insurance operations; and
–
relates to financial instruments containing one or more embedded derivatives that significantly modify the
cash flows resulting from those financial instruments, including certain debt issues and debt securities held.
The fair value designation, once made, is irrevocable. Designated financial assets and financial liabilities are
recognised when HSBC enters into the contractual provisions of the arrangements with counterparties, which
is generally on trade date, and are normally derecognised when either sold (assets) or extinguished (liabilities).
Measurement is initially at fair value, with transaction costs taken to the income statement. Subsequently, the
fair values are remeasured, and gains and losses from changes therein are recognised in the income statement in
‘Net income from financial instruments designated at fair value’.
(j) Financial investments
Treasury bills, debt securities and equity securities intended to be held on a continuing basis, other than those
designated at fair value, are classified as available for sale or held to maturity. Financial investments are
recognised on trade date when HSBC enters into contractual arrangements with counterparties to purchase
securities, and are normally derecognised when either the securities are sold or the borrowers repay their
obligations.
(i) Available-for-sale financial assets are initially measured at fair value plus direct and incremental transaction
costs. They are subsequently remeasured at fair value, and changes therein are recognised in other
comprehensive income in ‘Available-for-sale investments – fair value gains/(losses)’ until the financial
assets are either sold or become impaired. When available-for-sale financial assets are sold, cumulative
gains or losses previously recognised in other comprehensive income are recognised in the income statement
as ‘Gains less losses from financial investments’.
Interest income is recognised on available-for-sale debt securities using the effective interest rate, calculated
over the asset’s expected life. Premiums and/or discounts arising on the purchase of dated investment
securities are included in the calculation of their effective interest rates. Dividends are recognised in the
income statement when the right to receive payment has been established.
At each balance sheet date an assessment is made of whether there is any objective evidence of impairment
in the value of a financial asset. Impairment losses are recognised if, and only if, there is objective evidence
of impairment as a result of one or more events that occurred after the initial recognition of the financial
asset (a ‘loss event’) and that loss event (or events) has an impact on the estimated future cash flows of the
financial asset that can be reliably estimated.
If the available-for-sale financial asset is impaired, the difference between the financial asset’s acquisition
cost (net of any principal repayments and amortisation) and the current fair value, less any previous
impairment loss recognised in the income statement, is removed from other comprehensive income and
recognised in the income statement.
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Impairment losses for available-for-sale debt securities are recognised within ‘Loan impairment charges
and other credit risk provisions’ in the income statement and impairment losses for available-for-sale equity
securities are recognised within ‘Gains less losses from financial investments’ in the income statement.
The impairment methodologies for available-for-sale financial assets are set out in more detail below.
– Available-for-sale debt securities. When assessing available-for-sale debt securities for objective
evidence of impairment at the reporting date, HSBC considers all available evidence, including
observable data or information about events specifically relating to the securities which may result in a
shortfall in recovery of future cash flows. These events may include a significant financial difficulty of
the issuer, a breach of contract such as a default, bankruptcy or other financial reorganisation, or the
disappearance of an active market for the debt security because of financial difficulties relating to the
issuer.
These types of specific event and other factors such as information about the issuers’ liquidity, business
and financial risk exposures, levels of and trends in default for similar financial assets, national and
local economic trends and conditions, and the fair value of collateral and guarantees may be considered
individually, or in combination, to determine if there is objective evidence of impairment of a debt
security.
In addition, when assessing available-for-sale asset-backed securities (‘ABS’s) for objective evidence
of impairment, HSBC considers the performance of underlying collateral and the extent and depth of
market price declines. Changes in credit ratings are considered but a downgrade of a security’s credit
rating is not, of itself, evidence of impairment. The primary indicators of potential impairment are
considered to be adverse fair value movements and the disappearance of an active market for a security.
ABS impairment methodologies are described in more detail in ‘Impairment methodologies’ on
page 275.
– Available-for-sale equity securities. Objective evidence of impairment for available-for sale equity
securities may include specific information about the issuer as detailed above, but may also include
information about significant changes in technology, markets, economics or the law that provides
evidence that the cost of the equity securities may not be recovered.
A significant or prolonged decline in the fair value of the asset below its cost is also objective evidence
of impairment. In assessing whether it is significant, the decline in fair value is evaluated against the
original cost of the asset at initial recognition. In assessing whether it is prolonged, the decline is
evaluated against the period in which the fair value of the asset has been below its original cost at initial
recognition.
Once an impairment loss has been recognised on an available-for-sale financial asset, the subsequent
accounting treatment for changes in the fair value of that asset differs depending on the nature of the
available-for-sale financial asset concerned:
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for an available-for-sale debt security, a subsequent decline in the fair value of the instrument is
recognised in the income statement when there is further objective evidence of impairment as a result
of further decreases in the estimated future cash flows of the financial asset. Where there is no further
objective evidence of impairment, the decline in the fair value of the financial asset is recognised in
other comprehensive income. If the fair value of a debt security increases in a subsequent period, and
the increase can be objectively related to an event occurring after the impairment loss was recognised in
the income statement, the impairment loss is reversed through the income statement. If there is no
longer objective evidence that the debt security is impaired, the impairment loss is also reversed through
the income statement;
for an available-for-sale equity security, all subsequent increases in the fair value of the instrument
are treated as a revaluation and are recognised in other comprehensive income. Impairment losses
recognised on the equity security are not reversed through the income statement. Subsequent decreases
in the fair value of the available-for-sale equity security are recognised in the income statement, to the
extent that further cumulative impairment losses have been incurred in relation to the acquisition cost
of the equity security.
(ii) Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and
fixed maturities that HSBC positively intends, and is able, to hold to maturity. Held-to-maturity investments
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Notes on the Financial Statements (continued)
2 – Summary of significant accounting policies
are initially recorded at fair value plus any directly attributable transaction costs, and are subsequently
measured at amortised cost using the effective interest rate method, less any impairment losses.
(k) Sale and repurchase agreements (including stock lending and borrowing)
When securities are sold subject to a commitment to repurchase them at a predetermined price (‘repos’), they
remain on the balance sheet and a liability is recorded in respect of the consideration received. Securities
purchased under commitments to sell (‘reverse repos’) are not recognised on the balance sheet and the
consideration paid is recorded in ‘Loans and advances to banks’, ‘Loans and advances to customers’ or ‘Trading
assets’ as appropriate. The difference between the sale and repurchase price is treated as interest and recognised
in net interest income over the life of the agreement for loans and advances to banks and customers. For trading
assets, the interest and other fair value movements on the instrument are shown in net trading income.
Securities lending and borrowing transactions are generally secured, with collateral taking the form of securities
or cash advanced or received. The transfer of securities to counterparties under these agreements is not normally
reflected on the balance sheet. Cash collateral advanced or received is recorded as an asset or a liability
respectively.
Securities borrowed are not recognised on the balance sheet. If they are sold on to third parties, an obligation
to return the securities is recorded as a trading liability and measured at fair value, and any gains or losses are
included in ‘Net trading income’.
(l) Derivatives and hedge accounting
Derivatives are recognised initially, and are subsequently remeasured, at fair value. Fair values of exchange-
traded derivatives are obtained from quoted market prices. Fair values of over-the-counter derivatives are
obtained using valuation techniques, including discounted cash flow models and option pricing models.
Derivatives may be embedded in other financial instruments, for example, a convertible bond with an embedded
conversion option. Embedded derivatives are treated as separate derivatives when their economic characteristics
and risks are not clearly and closely related to those of the host contract; the terms of the embedded derivative
would meet the definition of a stand-alone derivative if they were contained in a separate contract; and the
combined contract is not held for trading or designated at fair value. These embedded derivatives are measured
at fair value with changes therein recognised in the income statement.
Derivatives are classified as assets when their fair value is positive, or as liabilities when their fair value is
negative. Derivative assets and liabilities arising from different transactions are only offset if the transactions
are with the same counterparty, a legal right of offset exists, and the parties intend to settle the cash flows on a
net basis.
The method of recognising fair value gains and losses depends on whether derivatives are held for trading or are
designated as hedging instruments, and if the latter, the nature of the risks being hedged. All gains and losses
from changes in the fair value of derivatives held for trading are recognised in the income statement. When
derivatives are designated as hedges, HSBC classifies them as either: (i) hedges of the change in fair value of
recognised assets or liabilities or firm commitments (‘fair value hedges’); (ii) hedges of the variability in highly
probable future cash flows attributable to a recognised asset or liability, or a forecast transaction (‘cash flow
hedges’); or (iii) a hedge of a net investment in a foreign operation (‘net investment hedges’). Hedge accounting
is applied to derivatives designated as hedging instruments in a fair value, cash flow or net investment hedge
provided certain criteria are met.
Hedge accounting
At the inception of a hedging relationship, HSBC documents the relationship between the hedging instruments
and the hedged items, its risk management objective and its strategy for undertaking the hedge. HSBC also
requires a documented assessment, both at hedge inception and on an ongoing basis, of whether or not the
hedging instruments, primarily derivatives, that are used in hedging transactions are highly effective in offsetting
the changes attributable to the hedged risks in the fair values or cash flows of the hedged items. Interest on
designated qualifying hedges is included in ‘Net interest income’.
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Fair value hedge
Changes in the fair value of derivatives that are designated and qualify as fair value hedging instruments are
recorded in the income statement, along with changes in the fair value of the hedged assets, liabilities or group
thereof that are attributable to the hedged risk.
If a hedging relationship no longer meets the criteria for hedge accounting, the cumulative adjustment to the
carrying amount of the hedged item is amortised to the income statement based on a recalculated effective
interest rate over the residual period to maturity, unless the hedged item has been derecognised, in which case,
it is released to the income statement immediately.
Cash flow hedge
The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow
hedges is recognised in other comprehensive income within ‘Cash flow hedges – fair value gains/(losses)’. Any
gain or loss in fair value relating to an ineffective portion is recognised immediately in the income statement.
The accumulated gains and losses recognised in other comprehensive income are reclassified to the income
statement in the periods in which the hedged item will affect profit or loss. However, when the forecast
transaction that is hedged results in the recognition of a non-financial asset or a non-financial liability, the gains
and losses previously recognised in other comprehensive income are removed from equity and included in the
initial measurement of the cost of the asset or liability.
When a hedging instrument expires or is sold, or when a hedge no longer meets the criteria for hedge accounting,
any cumulative gain or loss recognised in other comprehensive income at that time remains in equity until the
forecast transaction is eventually recognised in the income statement. When a forecast transaction is no longer
expected to occur, the cumulative gain or loss that was recognised in other comprehensive income is
immediately reclassified to the income statement.
Net investment hedge
Hedges of net investments in foreign operations are accounted for in a similar way to cash flow hedges. A gain
or loss on the effective portion of the hedging instrument is recognised in other comprehensive income; a gain or
loss on the ineffective portion is recognised immediately in the income statement. Gains and losses previously
recognised in other comprehensive income are reclassified to the income statement on the disposal, or part
disposal, of the foreign operation.
Hedge effectiveness testing
To qualify for hedge accounting, HSBC requires that at the inception of the hedge and throughout its life, each
hedge must be expected to be highly effective (prospective effectiveness), and demonstrate actual effectiveness
(retrospective effectiveness) on an ongoing basis.
The documentation of each hedging relationship sets out how the effectiveness of the hedge is assessed. The
method adopted by an entity to assess hedge effectiveness will depend on its risk management strategy.
For prospective effectiveness, the hedging instrument must be expected to be highly effective in offsetting
changes in fair value or cash flows attributable to the hedged risk during the period for which the hedge is
designated. For actual effectiveness to be achieved, the changes in fair value or cash flows must offset each
other in the range of 80% to 125%.
Hedge ineffectiveness is recognised in the income statement in ‘Net trading income’.
Derivatives that do not qualify for hedge accounting
All gains and losses from changes in the fair values of derivatives that do not qualify for hedge accounting are
recognised immediately in the income statement. These gains and losses are reported in ‘Net trading income’,
except where derivatives are managed in conjunction with financial instruments designated at fair value (other
than derivatives managed in conjunction with debt securities issued by HSBC), in which case gains and losses
are reported in ‘Net income from financial instruments designated at fair value’. The interest on derivatives
managed in conjunction with debt securities issued by HSBC which are designated at fair value is recognised in
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Notes on the Financial Statements (continued)
2 – Summary of significant accounting policies
‘Interest expense’. All other gains and losses on these derivatives are reported in ‘Net income from financial
instruments designated at fair value’.
Derivatives that do not qualify for hedge accounting include non-qualifying hedges entered into as part of
documented interest rate management strategies for which hedge accounting was not, or could not, be applied.
The size and direction of changes in fair value of non-qualifying hedges can be volatile from year to year, but do
not alter the cash flows expected as part of the documented management strategies for both the non-qualifying
hedge instruments and the assets and liabilities to which the documented interest rate strategies relate. Non-
qualifying hedges therefore operate as economic hedges of the related assets and liabilities.
(m) Derecognition of financial assets and liabilities
Financial assets are derecognised when the contractual right to receive cash flows from the assets has expired; or
when HSBC has transferred its contractual right to receive the cash flows of the financial assets, and either:
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– HSBC has neither retained nor transferred substantially all the risks and rewards, but has not retained
control.
Financial liabilities are derecognised when they are extinguished, that is when the obligation is discharged,
cancelled, or expires.
(n) Offsetting financial assets and financial liabilities
Financial assets and financial liabilities are offset and the net amount is reported in the balance sheet when there
is a legally enforceable right to offset the recognised amounts and there is an intention to settle on a net basis, or
realise the asset and settle the liability simultaneously.
(o) Subsidiaries, associates and joint ventures
HSBC classifies investments in entities which it controls as subsidiaries. Investments in which HSBC, together
with one or more parties, has joint control of an arrangement set up to undertake an economic activity are
classified as joint ventures. HSBC classifies investments in entities over which it has significant influence, and
that are neither subsidiaries nor joint ventures, as associates.
HSBC Holdings’ investments in subsidiaries are stated at cost less any impairment losses. Impairment losses
recognised in prior periods are reversed through the income statement if, and only if, there has been a change in
the estimates used to determine the recoverable amount of the investment in subsidiary since the last impairment
loss was recognised.
Investments in associates and interests in joint ventures are recognised using the equity method. Under this
method, such investments are initially stated at cost, including attributable goodwill, and are adjusted thereafter
for the post-acquisition change in HSBC’s share of net assets.
Profits on transactions between HSBC and its associates and joint ventures are eliminated to the extent of
HSBC’s interest in the respective associates or joint ventures. Losses are also eliminated to the extent of HSBC’s
interest in the associates or joint ventures unless the transaction provides evidence of an impairment of the asset
transferred.
A structured entity is an entity that has been designed so that voting or similar rights are not the dominant factor
in deciding who controls the entity, for example when any voting rights relate to administrative tasks only, and
key activities are directed by contractual agreement. Structured entities often have restricted activities and a
narrow and well defined objective. Examples of structured entities include investment funds, securitisation
vehicles and asset backed financings. Involvement with consolidated and unconsolidated structured entities is
disclosed in Note 42.
For the purposes of disclosure, HSBC would be considered to sponsor another entity if, in addition to ongoing
involvement with the entity, it had a key role in establishing that entity or in bringing together the relevant
counterparties so that the transaction, which is the purpose of the entity, could occur. This would generally
include situations where HSBC initially sets up an entity for a structured transaction. HSBC would not be
considered a sponsor once our initial involvement in setting up the structured entity had ceased if we were
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subsequently involved with the entity only to the extent of providing arm’s length services, for example through
the provision of senior lending in the ordinary course of business.
(p) Goodwill and intangible assets
(i) Goodwill arises on the acquisition of subsidiaries, when the aggregate of the fair value of the consideration
transferred, the amount of any non-controlling interest and the fair value of any previously held equity
interest in the acquiree exceed the amount of the identifiable assets and liabilities acquired. If the amount
of the identifiable assets and liabilities acquired is greater, the difference is recognised immediately in the
income statement. Goodwill arises on the acquisition of interests in joint ventures and associates when the
cost of investment exceeds HSBC’s share of the net fair value of the associate’s or joint venture’s
identifiable assets and liabilities.
Intangible assets are recognised separately from goodwill when they are separable or arise from contractual
or other legal rights, and their fair value can be measured reliably.
Goodwill is allocated to cash-generating units (‘CGU’s) for the purpose of impairment testing, which is
undertaken at the lowest level at which goodwill is monitored for internal management purposes. HSBC’s
cash-generating units are based on geographical regions subdivided by global business. Impairment testing
is performed at least annually, and whenever there is an indication that the CGU may be impaired, by
comparing the recoverable amount of a CGU with its carrying amount. The carrying amount of a CGU is
based on the assets and liabilities of each CGU, including attributable goodwill. The recoverable amount of
an asset is the higher of its fair value less cost to sell, and its value in use. Value in use is the present value
of the expected future cash flows from a cash-generating unit. If the recoverable amount is less than the
carrying value, an impairment loss is charged to the income statement. Goodwill is stated at cost less
accumulated impairment losses.
Goodwill on acquisitions of interests in joint ventures and associates is included in ‘Interests in associates
and joint ventures’ and is not tested separately for impairment.
At the date of disposal of a business, attributable goodwill is included in HSBC’s share of net assets in the
calculation of the gain or loss on disposal.
Goodwill is included in a disposal group if the disposal group is a CGU to which goodwill has been
allocated or it is an operation within such a CGU. The amount of goodwill included in a disposal group is
measured on the basis of the relative values of the operation disposed of and the portion of the CGU
retained.
(ii) Intangible assets include the present value of in-force long-term insurance business, computer software,
trade names, mortgage servicing rights, customer lists, core deposit relationships, credit card customer
relationships and merchant or other loan relationships. Computer software includes both purchased and
internally generated software. The cost of internally generated software comprises all directly attributable
costs necessary to create, produce and prepare the software to be capable of operating in the manner
intended by management. Costs incurred in the ongoing maintenance of software are expensed immediately
as incurred.
Intangible assets are subject to impairment review if there are events or changes in circumstances that
indicate that the carrying amount may not be recoverable. Where:
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intangible assets have an indefinite useful life, or are not yet ready for use, they are tested for
impairment annually. This impairment test may be performed at any time during the year, provided it is
performed at the same time every year. An intangible asset recognised during the current period is
tested before the end of the current year; and
intangible assets have a finite useful life, except for the present value of in-force long-term insurance
business, they are stated at cost less amortisation and accumulated impairment losses and are amortised
over their estimated useful lives. Estimated useful life is the lower of legal duration and expected useful
life. The amortisation of mortgage servicing rights is included within ‘Net fee income’.
For the accounting policy governing the present value of in-force long-term insurance business (see
Note 2y).
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Notes on the Financial Statements (continued)
2 – Summary of significant accounting policies
(iii) Intangible assets with finite useful lives are amortised, generally on a straight-line basis, over their useful
lives as follows:
Trade names ............................................................................................................................ 10 years
Mortgage servicing rights ....................................................................................................... generally between 5 and 12 years
Internally generated software .................................................................................................. between 3 and 5 years
Purchased software .................................................................................................................. between 3 and 5 years
Customer/merchant relationships ............................................................................................ between 3 and 10 years
Other ........................................................................................................................................ generally 10 years
(q) Property, plant and equipment
Land and buildings are stated at historical cost, or fair value at the date of transition to IFRSs (‘deemed cost’),
less any impairment losses and depreciation calculated to write-off the assets over their estimated useful lives as
follows:
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freehold land is not depreciated;
freehold buildings are depreciated at the greater of 2% per annum on a straight-line basis or over their
remaining useful lives; and
leasehold land and buildings are depreciated over the shorter of their unexpired terms of the leases or their
remaining useful lives.
Equipment, fixtures and fittings (including equipment on operating leases where HSBC is the lessor) are stated
at cost less any impairment losses and depreciation, is calculated on a straight-line basis to write-off the assets
over their useful lives, which run to a maximum of 35 years but are generally between 5 years and 20 years.
Property, plant and equipment is subject to an impairment review if there are events or changes in circumstances
which indicate that the carrying amount may not be recoverable.
HSBC holds certain properties as investments to earn rentals or for capital appreciation, or both. Investment
properties are included in the balance sheet at fair value with changes in fair value recognised in the income
statement. Fair values are determined by independent professional valuers who apply recognised valuation
techniques.
(r) Finance and operating leases
Agreements which transfer to counterparties substantially all the risks and rewards incidental to the ownership of
assets, but not necessarily legal title, are classified as finance leases. When HSBC is a lessor under finance leases
the amounts due under the leases, after deduction of unearned charges, are included in ‘Loans and advances to
banks’ or ‘Loans and advances to customers’, as appropriate. The finance income receivable is recognised in
‘Net interest income’ over the periods of the leases so as to give a constant rate of return on the net investment
in the leases.
When HSBC is a lessee under finance leases, the leased assets are capitalised and included in ‘Property, plant
and equipment’ and the corresponding liability to the lessor is included in ‘Other liabilities’. A finance lease and
its corresponding liability are recognised initially at the fair value of the asset or, if lower, the present value of
the minimum lease payments. Finance charges payable are recognised in ‘Net interest income’ over the period of
the lease based on the interest rate implicit in the lease so as to give a constant rate of interest on the remaining
balance of the liability.
All other leases are classified as operating leases. When acting as lessor, HSBC includes the assets subject to
operating leases in ‘Property, plant and equipment’ and accounts for them accordingly. Impairment losses are
recognised to the extent that residual values are not fully recoverable and the carrying value of the assets is
thereby impaired. When HSBC is the lessee, leased assets are not recognised on the balance sheet. Rentals
payable and receivable under operating leases are accounted for on a straight-line basis over the periods of the
leases and are included in ‘General and administrative expenses’ and ‘Other operating income’, respectively.
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(s) Income tax
Income tax comprises current tax and deferred tax. Income tax is recognised in the income statement except to
the extent that it relates to items recognised in other comprehensive income or directly in equity, in which case it
is recognised in the same statement in which the related item appears.
Current tax is the tax expected to be payable on the taxable profit for the year, calculated using tax rates enacted
or substantively enacted by the balance sheet date, and any adjustment to tax payable in respect of previous
years. HSBC provides for potential current tax liabilities that may arise on the basis of the amounts expected to
be paid to the tax authorities. Current tax assets and liabilities are offset when HSBC intends to settle on a net
basis and the legal right to offset exists.
Deferred tax is recognised on temporary differences between the carrying amounts of assets and liabilities in the
balance sheet and the amounts attributed to such assets and liabilities for tax purposes. Deferred tax liabilities are
generally recognised for all taxable temporary differences and deferred tax assets are recognised to the extent
that it is probable that future taxable profits will be available against which deductible temporary differences can
be utilised.
Deferred tax is calculated using the tax rates expected to apply in the periods in which the assets will be realised
or the liabilities settled, based on tax rates and laws enacted, or substantively enacted, by the balance sheet date.
Deferred tax assets and liabilities are offset when they arise in the same tax reporting group and relate to income
taxes levied by the same taxation authority, and when HSBC has a legal right to offset.
Deferred tax relating to actuarial gains and losses on post-employment benefits is recognised in other
comprehensive income. Deferred tax relating to share-based payment transactions is recognised directly in
equity to the extent that the amount of the estimated future tax deduction exceeds the amount of the related
cumulative remuneration expense. Deferred tax relating to fair value re-measurements of available-for-sale
investments and cash flow hedging instruments which are charged or credited directly to other comprehensive
income, is also charged or credited to other comprehensive income and is subsequently recognised in the income
statement when the deferred fair value gain or loss is recognised in the income statement.
(t) Pension and other post-employment benefits
HSBC operates a number of pension and other post-employment benefit plans throughout the world. These plans
include both defined benefit and defined contribution plans and various other post-employment benefits such as
post-employment healthcare.
Payments to defined contribution plans and state-managed retirement benefit plans, where HSBC’s obligations
under the plans are equivalent to a defined contribution plan, are charged as an expense as the employees render
service.
The defined benefit pension costs and the present value of defined benefit obligations are calculated at the
reporting date by the schemes’ actuaries using the Projected Unit Credit Method. The net charge to the income
statement mainly comprises the service cost and the net interest on the net defined benefit liability and is
presented in operating expenses. Service cost comprises current service cost, past service cost, and gain or loss
on settlement.
The past service cost which is charged immediately to the income statement, is the change in the present value of
the defined benefit obligation for employee service in prior periods, resulting from a plan amendment (the
introduction or withdrawal of, or changes to, a defined benefit plan) or curtailment (a significant reduction by the
entity in the number of employees covered by a plan). A settlement is a transaction that eliminates all further
legal and constructive obligations for part or all of the benefits provided under a defined benefit plan, other than
a payment of benefits to, or on behalf of, employees that is set out in the terms of the plan and included in the
actuarial assumptions.
Remeasurements of the net defined benefit liability, which comprise actuarial gains and losses, return on plan
assets (excluding interest) and the effect of the asset ceiling (if any, excluding interest), are recognised
immediately in other comprehensive income.
Actuarial gains and losses comprise experience adjustments (the effects of differences between the previous
actuarial assumptions and what has actually occurred), as well as the effects of changes in actuarial assumptions.
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Notes on the Financial Statements (continued)
2 – Summary of significant accounting policies
The defined benefit liability recognised on the balance sheet represents the present value of defined benefit
obligations reduced by the fair value of plan assets. Any net defined benefit surplus is limited to the present
value of available refunds and reductions in future contributions to the plan.
The cost of obligations arising from other post-employment defined benefit plans, such as defined benefit health-
care plans, are accounted for on the same basis as defined benefit pension plans.
(u) Share-based payments
HSBC enters into both equity-settled and cash-settled share-based payment arrangements with its employees as
compensation for services provided by employees. Equity-settled share-based payment arrangements entitle
employees to receive equity instruments of HSBC. Cash-settled share-based payment arrangements entitle
employees to receive cash or other assets based on the price or value of the equity instruments of HSBC.
The cost of equity-settled share-based payment arrangements with employees is measured by reference to the
fair value of equity instruments on the date they are granted and recognised as an expense on a straight-line basis
over the vesting period, with a corresponding credit to ‘Retained earnings’. The vesting period is the period
during which all the specified vesting conditions of the arrangement are to be satisfied. The fair value of equity
instruments that are made available immediately, with no vesting period attached to the award, are expensed
immediately.
For cash-settled share-based payment arrangements, the services acquired and liability incurred are measured at
the fair value of the liability, as the employees render service. Until settlement, the fair value of the liability is
remeasured, with changes in fair value recognised in the income statement.
Fair value is determined by using appropriate valuation models, taking into account the terms and conditions of
the award. Vesting conditions include service conditions and performance conditions; any other features of the
arrangement are non-vesting conditions. Market performance conditions and non-vesting conditions are taken
into account when estimating the fair value of the award at the date of grant, so that an award is treated as
vesting irrespective of whether these conditions are satisfied, provided all other vesting conditions are satisfied.
Vesting conditions, other than market performance conditions, are not taken into account in the initial estimate
of the fair value at the grant date. They are taken into account by adjusting the number of equity instruments
included in the measurement of the transaction, so that the amount recognised for services received as
consideration for the equity instruments granted shall be based on the number of equity instruments that
eventually vest. On a cumulative basis, no expense is recognised for equity instruments that do not vest because
of a failure to satisfy non-market performance or service conditions.
Where an award has been modified, as a minimum, the expense of the original award continues to be recognised
as if it had not been modified. Where the effect of a modification is to increase the fair value of an award or
increase the number of equity instruments, the incremental fair value of the award of the extra equity instruments
is recognised in addition to the expense of the original grant, measured at the date of modification, over the
modified vesting period.
A cancellation that occurs during the vesting period is treated as an acceleration of vesting, and recognised
immediately for the amount that would otherwise have been recognised for services over the vesting period.
Where HSBC Holdings enters into share-based payment arrangements involving employees of subsidiaries,
the cost is recognised in ‘Investment in subsidiaries’ and credited to the ‘Retained earnings’ over the vesting
period. When a subsidiary funds the share-based payment arrangement, ‘Investment in subsidiaries’ is reduced
by the fair value of the equity instruments.
(v) Foreign currencies
Items included in the financial statements of each of HSBC’s entities are measured using the currency of the
primary economic environment in which the entity operates (‘the functional currency’). HSBC’s consolidated
financial statements are presented in US dollars which is also HSBC Holdings’ functional currency.
Transactions in foreign currencies are recorded in the functional currency at the rate of exchange prevailing on
the date of the transaction. Monetary assets and liabilities denominated in foreign currencies are translated into
the functional currency at the rate of exchange ruling at the balance sheet date. Any resulting exchange
differences are included in the income statement. Non-monetary assets and liabilities that are measured at
446
historical cost in a foreign currency are translated into the functional currency using the rate of exchange at the
date of the initial transaction. Non-monetary assets and liabilities measured at fair value in a foreign currency are
translated into the functional currency using the rate of exchange at the date the fair value was determined. Any
exchange component of a gain or loss on a non-monetary item is recognised in other comprehensive income if
the gain or loss on the non-monetary item is recognised in other comprehensive income. Any exchange
component of a gain or loss on a non-monetary item is recognised in the income statement if the gain or loss
on the non-monetary item is recognised in the income statement.
In the consolidated financial statements, the assets, including related goodwill where applicable, and liabilities of
branches, subsidiaries, joint ventures and associates whose functional currency is not US dollars, are translated
into the Group’s presentation currency at the rate of exchange ruling at the balance sheet date. The results of
branches, subsidiaries, joint ventures and associates whose functional currency is not US dollars are translated
into US dollars at the average rates of exchange for the reporting period. Exchange differences arising from the
retranslation of opening foreign currency net assets, and exchange differences arising from retranslation of the
result for the reporting period from the average rate to the exchange rate prevailing at the period end, are
recognised in other comprehensive income. Exchange differences on a monetary item that is part of a net
investment in a foreign operation are recognised in the income statement of the separate financial statements.
In consolidated financial statements these exchange differences are recognised in other comprehensive income.
On disposal of a foreign operation, exchange differences relating thereto and previously recognised in other
comprehensive income are reclassified to the income statement as a reclassification adjustment when the gain
or loss on disposal is recognised.
(w) Provisions
Provisions are recognised when it is probable that an outflow of economic benefits will be required to settle a
current legal or constructive obligation, which has arisen as a result of past events, and for which a reliable
estimate can be made of the amount of the obligation.
Contingent liabilities, which include certain guarantees and letters of credit pledged as collateral security, are
possible obligations that arise from past events whose existence will be confirmed only by the occurrence, or
non-occurrence, of one or more uncertain future events not wholly within the control of HSBC; or are present
obligations that have arisen from past events but are not recognised because it is not probable that settlement will
require the outflow of economic benefits, or because the amount of the obligations cannot be reliably measured.
Contingent liabilities are not recognised in the financial statements but are disclosed unless the probability of
settlement is remote.
(x) Financial guarantee contracts
Liabilities under financial guarantee contracts which are not classified as insurance contracts are recorded
initially at their fair value, which is generally the fee received or receivable. Subsequently, financial guarantee
liabilities are measured at the higher of the initial fair value, less cumulative amortisation, and the best estimate
of the expenditure required to settle the obligations.
HSBC Holdings has issued financial guarantees and similar contracts to other Group entities. Where it has
previously asserted explicitly that it regards such contracts as insurance contracts and has used accounting
applicable to insurance contracts, HSBC may elect to account for guarantees as an insurance contract in HSBC
Holdings’ financial statements. This election is made on a contract by contract basis, but the election for each
contract is irrevocable. Where these guarantees have been classified as insurance contracts, they are measured
and recognised as insurance liabilities.
(y) Insurance contracts
Through its insurance subsidiaries, HSBC issues contracts to customers that contain insurance risk, financial risk
or a combination thereof. A contract under which HSBC accepts significant insurance risk from another party by
agreeing to compensate that party on the occurrence of a specified uncertain future event, is classified as an
insurance contract. An insurance contract may also transfer financial risk, but is accounted for as an insurance
contract if the insurance risk is significant.
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Notes on the Financial Statements (continued)
2 – Summary of significant accounting policies
Insurance premiums
Premiums for life insurance contracts are accounted for when receivable, except in unit-linked insurance
contracts where premiums are accounted for when liabilities are established.
Gross insurance premiums for non-life insurance business are reported as income over the term of the insurance
contracts based on the proportion of risks borne during the accounting period. The unearned premium (the
proportion of the business underwritten in the accounting year relating to the period of risk after the balance
sheet date) is calculated on a daily or monthly pro rata basis.
Reinsurance premiums are accounted for in the same accounting period as the premiums for the direct insurance
contracts to which they relate.
Insurance claims and reinsurance recoveries
Gross insurance claims for life insurance contracts reflect the total cost of claims arising during the year,
including claim handling costs and any policyholder bonuses allocated in anticipation of a bonus declaration.
Claims arising during the year include maturities, surrenders and death claims.
Maturity claims are recognised when due for payment. Surrenders are recognised when paid or at an earlier date
on which, following notification, the policy ceases to be included within the calculation of the related insurance
liabilities. Death claims are recognised when notified.
Gross insurance claims for non-life insurance contracts include paid claims and movements in outstanding
claims liabilities.
Reinsurance recoveries are accounted for in the same period as the related claim.
Liabilities under insurance contracts
Liabilities under non-linked life insurance contracts are calculated by each life insurance operation based on
local actuarial principles. Liabilities under unit-linked life insurance contracts are at least equivalent to the
surrender or transfer value which is calculated by reference to the value of the relevant underlying funds or
indices.
Outstanding claims liabilities for non-life insurance contracts are based on the estimated ultimate cost of all
claims incurred but not settled at the balance sheet date, whether reported or not, together with related claim-
handling costs and a reduction for the expected value of salvage and other recoveries. Liabilities for claims
incurred but not reported are made on an estimated basis, using appropriate statistical techniques.
A liability adequacy test is carried out on insurance liabilities to ensure that the carrying amount of the liabilities
is sufficient in the light of current estimates of future cash flows. When performing the liability adequacy test, all
contractual cash flows are discounted and compared with the carrying value of the liability. When a shortfall is
identified it is charged immediately to the income statement.
Future profit participation on insurance contracts with discretionary participation features
Where contracts provide discretionary profit participation benefits to policyholders, liabilities for these contracts
include provisions for the future discretionary benefits to policyholders. These provisions reflect actual
performance of the investment portfolio to date and management expectation on the future performance in
connection with the assets backing the contracts, as well as other experience factors such as mortality, lapses
and operational efficiency, where appropriate. This benefit may arise from the contractual terms, regulation, or
past distribution policy.
Investment contracts
Unit linked and non-linked
Customer liabilities under linked and certain non-linked investment contracts and the corresponding financial
assets are designated at fair value. Movements in fair value are recognised in ‘Net income from financial
investments designated at fair value’. Premiums receivable and amounts withdrawn are accounted for as
increases or decreases in the liability recorded in respect of investment contracts.
448
Liabilities under linked investment contracts are at least equivalent to the surrender or transfer value which is
calculated by reference to the value of the relevant underlying funds or indices.
Investment management fees receivable are recognised in the income statement over the period of the provision
of the investment management services, in ‘Net fee income’.
The incremental costs directly related to the acquisition of new investment contracts or renewing existing
investment contracts are deferred and amortised over the period during which the investment management
services are provided.
Investment contracts with discretionary participation features
While investment contracts with discretionary participation features are financial instruments, they continue to
be treated as insurance contracts as permitted by IFRS 4. The Group therefore recognises the premiums for those
contracts as revenue and recognises as an expense the resulting increase in the carrying amount of the liability.
In the case of net unrealised investment gains on these contracts, whose discretionary benefits principally reflect
the actual performance of the investment portfolio, the corresponding increase in the liabilities is recognised in
either the income statement or other comprehensive income, following the treatment of the unrealised gains on
the relevant assets. In the case of net unrealised losses, a deferred participating asset is recognised only to the
extent that its recoverability is highly probable. Movements in the liabilities arising from realised gains and
losses on relevant assets are recognised in the income statement.
Present value of in-force long-term insurance business
The value placed on insurance contracts that are classified as long-term insurance business or long-term
investment contracts with discretionary participating features (‘DPF’) and are in force at the balance sheet date
is recognised as an asset. The asset represents the present value of the equity holders’ interest in the issuing
insurance companies’ profits expected to emerge from these contracts written at the balance sheet date.
The present value of in-force long-term insurance business and long-term investment contracts with DPF,
referred to as ‘PVIF’, is determined by discounting the equity holders’ interest in future profits expected to
emerge from business currently in force using appropriate assumptions in assessing factors such as future
mortality, lapse rates and levels of expenses, and a risk discount rate that reflects the risk premium attributable to
the respective contracts. The PVIF incorporates allowances for both non-market risk and the value of financial
options and guarantees. The PVIF asset is presented gross of attributable tax in the balance sheet and movements
in the PVIF asset are included in ‘Other operating income’ on a gross of tax basis.
(z) Debt securities issued and deposits by customers and banks
Financial liabilities are recognised when HSBC enters into the contractual provisions of the arrangements with
counterparties, which is generally on trade date, and initially measured at fair value, which is normally the
consideration received, net of directly attributable transaction costs incurred. Subsequent measurement of
financial liabilities, other than those measured at fair value through profit or loss and financial guarantees, is
at amortised cost, using the effective interest method to amortise the difference between proceeds received, net
of directly attributable transaction costs incurred, and the redemption amount over the expected life of the
instrument.
(aa) Share capital
Shares are classified as equity when there is no contractual obligation to transfer cash or other financial assets.
Incremental costs directly attributable to the issue of equity instruments are shown in equity as a deduction from
the proceeds, net of tax.
HSBC Holdings plc shares held by HSBC are recognised in equity as a deduction from retained earnings until
they are cancelled. When such shares are subsequently sold, reissued or otherwise disposed of, any consideration
received is included in equity, net of any directly attributable incremental transaction costs and related income
tax effects.
449
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Notes on the Financial Statements (continued)
3 – Net income/(expense) from fin instr at FV / 4 – Net earned insurance premiums / 5 – Net insurance claims incurred
(ab) Assets held for sale
Non-current assets and disposal groups (including both the assets and liabilities of the disposal groups) are
classified as held for sale when their carrying amounts will be recovered principally through sale, they are
available for sale in their present condition and their sale is highly probable. Non-current assets held for sale
and disposal groups are measured at the lower of their carrying amount and fair value less cost to sell, except
for those assets and liabilities that are not within the scope of the measurement requirements of IFRS 5
‘Non-current Assets Held for Sale and Discontinued Operations’ such as deferred taxes, financial instruments,
investment properties, insurance contracts and assets and liabilities arising from employee benefits. These
are measured in accordance with the accounting policies described above. Immediately before the initial
classification as held for sale, the carrying amounts of the asset (or assets and liabilities in the disposal group)
are measured in accordance with applicable IFRSs. On subsequent remeasurement of a disposal group, the
carrying amounts of the assets and liabilities noted above that are not within the scope of the measurement
requirements of IFRS 5 are remeasured in accordance with applicable IFRSs before the fair value less costs
to sell of the disposal group is determined.
3 Net income/(expense) from financial instruments designated at fair value
Net income/(expense) from financial instruments designated at fair value includes:
•
•
•
all gains and losses from changes in the fair value of financial assets and liabilities designated at fair value,
including liabilities under investment contracts;
all gains and losses from changes in the fair value of derivatives that are managed in conjunction with financial
assets and liabilities designated at fair value; and
interest income, interest expense and dividend income in respect of:
– financial assets and liabilities designated at fair value; and
– derivatives managed in conjunction with the above,
except for interest arising from HSBC’s issued debt securities and derivatives managed in conjunction with those
debt securities, which is recognised in ‘Interest expense’.
Net income/(expense) from financial instruments designated at fair value
Net income/(expense) arising on:
– financial assets held to meet liabilities under insurance and investment
contracts ...............................................................................................................
– other financial assets designated at fair value .........................................................
– derivatives managed in conjunction with other financial assets
designated at fair value ........................................................................................
– liabilities to customers under investment contracts ................................................
– HSBC’s long-term debt issued and related derivatives ..........................................
– changes in own credit spread on long-term debt ................................................
– derivatives managed in conjunction with HSBC’s issued debt securities ..........
– other changes in fair value ..................................................................................
– other financial liabilities designated at fair value ...................................................
– derivatives managed in conjunction with other financial liabilities
designated at fair value ........................................................................................
2013
US$m
3,170
118
(26)
3,262
(1,237)
(1,228)
(1,246)
(3,743)
3,761
(39)
10
(2,494)
768
2012
US$m
2,980
83
35
3,098
(996)
(4,327)
(5,215)
431
457
(23)
22
(5,324)
(2,226)
2011
US$m
(933)
1,050
(182)
(65)
231
4,161
3,933
3,165
(2,937)
(911)
23
3,504
3,439
450
2011
US$m
1,657
1,368
(1,113)
1,912
Total
US$m
12,398
12,359
39
(458)
(435)
(23)
HSBC Holdings
Net income/(expense) arising on HSBC Holdings long-term debt issued and related derivatives
Net income/(expense) arising on:
– changes in own credit spread on long-term debt .....................................................
– derivatives managed in conjunction with HSBC Holdings issued
debt securities ......................................................................................................
– other changes in fair value .......................................................................................
4 Net earned insurance premiums
2013
US$m
(695)
(1,558)
1,213
(1,040)
2012
US$m
(2,260)
456
(474)
(2,278)
Non-linked
insurance1
US$m
Linked life
insurance
US$m
Investment
contracts
with DPF2
US$m
2013
Gross earned premiums ................................................................
– gross written premiums .........................................................
– movement in unearned premiums .........................................
Reinsurers’ share of gross earned premiums ...............................
– gross written premiums ceded to reinsurers .........................
– reinsurers’ share of movement in unearned
premiums ...............................................................................
2012
Gross earned premiums ................................................................
– gross written premiums .........................................................
– movement in unearned premiums .........................................
Reinsurers’ share of gross earned premiums ...............................
– gross written premiums ceded to reinsurers .........................
– reinsurers’ share of movement in unearned
premiums ...............................................................................
2011
Gross earned premiums ................................................................
– gross written premiums .........................................................
– movement in unearned premiums .........................................
Reinsurers’ share of gross earned premiums ...............................
– gross written premiums ceded to reinsurers .........................
– reinsurers’ share of movement in unearned
premiums ...............................................................................
1 Includes non-life insurance.
2 Discretionary participation features.
7,002
6,963
39
(450)
(427)
(23)
6,552
7,578
7,575
3
(550)
(512)
(38)
7,028
7,382
7,382
–
(458)
(437)
(21)
3,012
3,012
−
(8)
(8)
−
2,384
2,384
–
–
–
–
3,004
2,384
11,940
3,325
3,325
–
(8)
(8)
–
2,699
2,699
–
–
–
–
13,602
13,599
3
(558)
(520)
(38)
3,317
2,699
13,044
2,801
2,804
(3)
(8)
(8)
–
3,155
3,155
–
–
–
–
13,338
13,341
(3)
(466)
(445)
(21)
6,924
2,793
3,155
12,872
5 Net insurance claims incurred and movement in liabilities to policyholders
2013
Gross claims incurred and movement in liabilities ..........................
– claims, benefits and surrenders paid .....................................
– movement in liabilities ..........................................................
Reinsurers’ share of claims incurred and
movement in liabilities .............................................................
– claims, benefits and surrenders paid .....................................
– movement in liabilities ..........................................................
Non-linked
insurance1
US$m
Linked life
insurance
US$m
Investment
contracts
with DPF2
US$m
6,892
3,014
3,878
(367)
(164)
(203)
3,379
1,976
1,403
111
(426)
537
3,677
2,308
1,369
–
–
–
Total
US$m
13,948
7,298
6,650
(256)
(590)
334
6,525
3,490
3,677
13,692
451
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Notes on the Financial Statements (continued)
6 – Operating profit / 7 – Employee compensation and benefits
Net insurance claims incurred and movement in liabilities to policyholders (continued)
Non-linked
insurance1
US$m
Linked life
insurance
US$m
Investment
contracts
with DPF2
US$m
6,900
1,905
4,995
(537)
(217)
(320)
6,363
6,164
2,424
3,740
(339)
(245)
(94)
3,984
1,810
2,174
223
(681)
904
4,207
2,462
1,129
1,333
(111)
(56)
(55)
3,645
2,525
1,120
–
–
–
3,645
3,005
2,628
377
–
–
–
Total
US$m
14,529
6,240
8,289
(314)
(898)
584
14,215
11,631
6,181
5,450
(450)
(301)
(149)
5,825
2,351
3,005
11,181
2012
Gross claims incurred and movement in liabilities ..........................
– claims, benefits and surrenders paid .....................................
– movement in liabilities ..........................................................
Reinsurers’ share of claims incurred and
movement in liabilities ............................................................
– claims, benefits and surrenders paid .....................................
– movement in liabilities ..........................................................
2011
Gross claims incurred and movement in liabilities ..........................
– claims, benefits and surrenders paid .....................................
– movement in liabilities ..........................................................
Reinsurers’ share of claims incurred and
movement in liabilities ............................................................
– claims, benefits and surrenders paid .....................................
– movement in liabilities ..........................................................
1 Includes non-life insurance.
2 Discretionary participation features.
6 Operating profit
Operating profit is stated after the following items of income, expense, gains and losses, and loan impairment charges
and other credit risk provisions:
Income
Interest recognised on impaired financial assets ........................................................
Fees earned on financial assets or liabilities not held for trading nor designated
at fair value, other than fees included in effective interest rate calculations on
these types of assets and liabilities .........................................................................
Fees earned on trust and other fiduciary activities where HSBC holds
or invests assets on behalf of its customers ...........................................................
Income from listed investments .................................................................................
Income from unlisted investments .............................................................................
Expense
Interest on financial instruments, excluding interest on financial liabilities
2013
US$m
1,261
9,799
3,176
5,432
6,860
2012
US$m
1,261
2011
US$m
1,604
10,042
11,318
2,897
5,850
7,677
3,072
8,283
8,031
held for trading or designated at fair value ............................................................
(14,610)
(17,625)
(20,965)
Fees payable on financial assets or liabilities not held for trading nor designated
at fair value, other than fees included in effective interest rate calculations on
these types of assets and liabilities .........................................................................
Fees payable relating to trust and other fiduciary activities where
HSBC holds or invests assets on behalf of its customers ......................................
UK bank levy ..............................................................................................................
Auditors’ remuneration (see Note 8) ..........................................................................
Gains/(losses)
Impairment of available-for-sale equity securities .....................................................
Gains/(losses) recognised on assets held for sale .......................................................
Gains on disposal of property, plant and equipment, intangible assets and
non-financial investments ......................................................................................
Gains on disposal of HSBC Bank (Panama) S.A .......................................................
Net gains arising from dilution of interest in Industrial Bank and other
associates and joint ventures ..................................................................................
Loan impairment charges and other credit risk provisions ................................
Net impairment charge on loans and advances ..........................................................
Release/(impairment) of available-for-sale debt securities ........................................
Release/(impairment) in respect of other credit risk provisions ................................
(1,396)
(1,501)
(1,697)
(171)
(916)
(45)
(175)
(729)
178
1,107
1,051
(5,849)
(6,048)
211
(12)
(170)
(472)
(49)
(420)
485
187
–
–
(8,311)
(8,160)
(99)
(52)
(182)
(570)
(51)
(177)
55
57
–
208
(12,127)
(11,505)
(631)
9
452
7 Employee compensation and benefits
Wages and salaries .....................................................................................................
Social security costs ...................................................................................................
Post-employment benefits ..........................................................................................
Average number of persons employed by HSBC during the year
Europe .........................................................................................................................
Hong Kong .................................................................................................................
Rest of Asia-Pacific ....................................................................................................
Middle East and North Africa ....................................................................................
North America ............................................................................................................
Latin America .............................................................................................................
2013
US$m
16,879
1,594
723
19,196
2013
75,334
28,540
85,676
9,181
22,568
47,496
2012
US$m
17,780
1,633
1,078
20,491
2012
77,204
28,764
88,015
8,645
27,396
54,162
2011
US$m
18,923
1,754
489
21,166
2011
81,263
30,323
92,685
8,816
34,871
58,026
268,795
284,186
305,984
Included in ‘Wages and salaries’ above are share-based payments arrangements, as follows:
Share-based payments income statement charge
Restricted and performance share awards1 .................................................................
Savings-related and other share award option plans2 .................................................
Equity-settled share-based payments ..........................................................................
Cash-settled share-based payments ............................................................................
2013
US$m
599
63
662
630
32
2012
US$m
912
96
1,008
988
20
2011
US$m
1,041
121
1,162
1,154
8
1 Restricted share awards include awards granted under the Group Performance Share Plan (‘GPSP’).
2 Includes US$1m relating to the HSBC International Employee Share Purchase Plan. This new broad-based employee plan was launched
in Hong Kong in September 2013.
The above ‘Share-based payments income statement charge’ includes US$542m (2012: US$837m; 2011: US$974m)
relating to deferred share awards. These awards are generally granted to employees early in the year following the
year to which the award relates. The charge for these awards is recognised from the start of the period to which the
service relates to the end of the vesting period. The vesting period is the period over which the employee satisfies
certain service conditions in order to become entitled to the award. Due to the staggered vesting profile of certain
deferred share awards, the employee becomes entitled to a portion of the award on an annual basis during the vesting
period. The income statement charge reflects this vesting profile.
In addition, ‘Wages and salaries’ also includes US$154m (2012: US$111m; 2011: US$88m) in respect of deferred
cash awards for current and prior performance years. The reconciliation of total incentive awards (both deferred and
non-deferred) to income statement charge is as follows:
Reconciliation of total incentive awards granted to incentive awards in employee compensation and benefits
Total incentive awards approved and granted for the current year1 ..........................
Less: deferred bonuses awarded for the current year but not amortised ...................
Total incentives awarded and recognised in the current year ....................................
Current year charges for deferred bonuses from previous years ...............................
Other2 ..........................................................................................................................
Total incentive awards for the current year included in employee
2013
US$m
3,920
(436)
3,484
427
(164)
2012
US$m
3,689
(355)
3,334
671
(28)
2011
US$m
3,966
(369)
3,597
897
(261)
compensation and benefits .....................................................................................
3,747
3,977
4,233
1 This represents the amount of the Group variable pay pool that has been approved and granted. The total amount of Group variable pay
pool approved by the Group Remuneration Committee is disclosed in the Directors’ Remuneration Report on page 380.
453
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Notes on the Financial Statements (continued)
7 – Employee compensation and benefits
2 This mainly comprises incentive awards paid to employees acting as selling agents, which form an integral part of the effective interest
of a financial instrument, recognised as an adjustment to the effective interest rate and recorded in ‘Interest income’.
The following table identifies the charge recognised in the current year, or expected to be recognised in future years,
in relation to deferred bonus awards from the current year and prior year bonus pools.
Income statement charge for current and prior year bonus pools
Current year
bonus pool1
US$m
Prior year
bonus pools
US$m
Total
US$m
2013
Charge recognised in 2013 .........................................................................................
Deferred share awards .............................................................................................
Deferred cash awards ..............................................................................................
Charge expected to be recognised in 2014 or later ....................................................
Deferred share awards .............................................................................................
Deferred cash awards ..............................................................................................
2012
Charge recognised in 2012 .........................................................................................
Deferred share awards .............................................................................................
Deferred cash awards ..............................................................................................
Charge expected to be recognised in 2013 or later ....................................................
Deferred share awards .............................................................................................
Deferred cash awards ..............................................................................................
2011
Charge recognised in 2011 .........................................................................................
Deferred share awards .............................................................................................
Deferred cash awards ..............................................................................................
Charge expected to be recognised in 2012 or later ....................................................
Deferred share awards .............................................................................................
Deferred cash awards ..............................................................................................
269
188
81
436
356
80
277
224
53
355
315
40
165
131
34
369
289
80
427
354
73
306
259
47
671
613
58
376
335
41
897
843
54
731
652
79
696
542
154
742
615
127
948
837
111
731
650
81
1,062
974
88
1,100
941
159
1 Current year bonus pool relates to the bonus pool declared for the reporting period (2013 for the current year, 2012 for the 2012
comparatives and 2011 for the 2011 comparatives).
Share-based payments
HSBC share awards
Award
Restricted
share awards
(including
GPSP
awards)
Policy
• Vesting of awards generally subject to continued
Purpose
• Rewards employee performance and potential and
employment with HSBC.
supports retention of key employees.
• Vesting is generally staggered over three years. GPSP
• To defer variable pay.
awards vest after five years.
• Certain shares subject to a retention requirement post-
vesting. In the case of GPSP awards retention applies
until cessation of employment.
• Awards generally not subject to performance conditions.
• Awards granted from 2010 onwards are subject to
clawback provision prior to vesting.
454
Movement on HSBC share awards
Outstanding at 1 January .........................................................................................................................
Additions during the year ........................................................................................................................
Released in the year .................................................................................................................................
Forfeited in the year .................................................................................................................................
Outstanding at 31 December ...................................................................................................................
Restricted share awards1
2013
Number
(000s)
165,589
59,261
(99,820)
(8,098)
116,932
2012
Number
(000s)
262,241
107,928
(193,692)
(10,888)
165,589
Weighted average fair value of awards granted (US$) ...........................................................................
10.95
8.93
1 Restricted share awards include awards granted under the Group Performance Share Plan (‘GPSP’).
HSBC share option plans
Main plans
Savings-related
share option plans
Policy
• Two plans: the UK plan and the International Plan. The last grant
Purpose
• To align the interests of all employees with
of options under the International Plan was in 2012.
the creation of shareholder value.
• Eligible employees save up to £250 per month (or for options
granted prior to 2013, the equivalent in US dollars, Hong Kong
dollars or euros), with the option to use the savings to acquire
shares.
• Exercisable within six months following either the third or fifth
anniversaries of the commencement of a three-year or five-year
contract, respectively, (or for options granted prior to 2013, three
months following the first anniversary of the commencement of a
one-year savings contract).
• The exercise price is set at a 20% (2012: 20%) discount to the
market value immediately preceding the date of invitation (except
for the one-year options granted under the US sub-plan prior to
2013 where a 15% discount was applied).
• Plan ceased in May 2005.
• Exercisable between third and tenth anniversaries of the date of
grant.
HSBC Holdings
Group share
option plan
• Long-term incentive plan between 2000 and
2005 during which certain HSBC employees
were awarded share options.
The table on page 456 shows the movement on HSBC share option plans during the year.
Calculation of fair values
The fair values of share options at the date of grant of the option are calculated using a Black-Scholes model.
The fair value of a share award is based on the share price at the date of the grant.
Significant weighted average assumptions used to estimate the fair value of options granted
Savings-related share option plans
1-year plan
3-year plans
5-year plans
2013
Risk-free interest rate1 (%) .........................................................................................
Expected life (years) ...................................................................................................
Expected volatility2 (%) .............................................................................................
Share price at grant date (£) .......................................................................................
2012
Risk-free interest rate1 (%) .........................................................................................
Expected life (years) ...................................................................................................
Expected volatility2 (%) .............................................................................................
Share price at grant date (£) .......................................................................................
2011
Risk-free interest rate1 (%) .........................................................................................
Expected life (years) ...................................................................................................
Expected volatility2 (%) .............................................................................................
Share price at grant date (£) .......................................................................................
n/a
n/a
n/a
n/a
0.4
1
25
5.46
0.8
1
25
6.37
0.91
3
20
6.89
0.6
3
25
5.46
1.7
3
25
6.37
1.73
5
20
6.89
1.2
5
25
5.46
2.5
5
25
6.37
455
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Notes on the Financial Statements (continued)
7 – Employee compensation and benefits
1 The risk-free rate was determined from the UK gilts yield curve. A similar yield curve was used for the HSBC Holdings Savings-Related
Share Option Plan: International.
2 Expected volatility is estimated by considering both historic average share price volatility and implied volatility derived from traded
options over HSBC Holdings ordinary shares of similar maturity to those of the employee options.
The expected US dollar denominated dividend yield was determined to be 4.5% per annum in line with consensus
analyst forecasts (2012: 5.0%; 2011: 4.5%).
HSBC subsidiary company share option plans
There are employee share option plans relating to HSBC Bank Bermuda as a result of the acquisition of this entity.
Options granted prior to public announcement of the acquisition vested on acquisition and are not included in the
table below. Full details of the options under these plans that lapsed during 2013 can be found in Note 38. There were
no options outstanding under these plans as at 31 December 2013.
Movement on HSBC share option plans
Savings-related
share option plans
Number
(000s)
WAEP1
£
HSBC Holdings Group share
option plan
Number
(000s)
WAEP1
£
2013
Outstanding at 1 January ..............................................................
Granted during the year2 ...............................................................
Exercised during the year3 ............................................................
Expired during the year ................................................................
112,752
8,679
(17,968)
(9,703)
Outstanding at 31 December ........................................................
93,760
At 31 December 2013
Exercise price range (£):
3.00 – 4.50 ................................................................................
4.51 – 6.00 ................................................................................
6.01 – 7.50 ................................................................................
7.51 – 7.96 ................................................................................
Of which exercisable ....................................................................
Weighted average remaining contractual life (years) ..................
2012
Outstanding at 1 January ..............................................................
Granted during the year2 ...............................................................
Exercised during the year3 ............................................................
Expired during the year ................................................................
76,091
17,669
–
–
873
1.80
153,465
44,868
(63,954)
(21,627)
Outstanding at 31 December ........................................................
112,752
At 31 December 2012
Exercise price range (£):
3.00 – 4.50 .................................................................................
4.51 – 6.00 .................................................................................
6.01 – 7.50 .................................................................................
7.51 – 9.29 .................................................................................
Of which exercisable ....................................................................
Weighted average remaining contractual life (years) ..................
95,333
16,129
1,290
–
4,538
2.26
4.04
5.47
4.56
4.47
4.04
3.80
4.44
3.47
4.82
4.04
87,173
–
(17,595)
(14,552)
55,026
–
–
54,744
282
55,026
0.45
120,792
–
(1,606)
(32,013)
87,173
–
–
82,278
4,895
87,173
1.11
6.94
–
6.21
4.21
7.23
7.02
–
6.02
7.29
6.94
1 Weighted average exercise price.
2 The weighted average fair value of options granted during the year was US$2.98 (2012: US$1.63).
3 The weighted average share price at the date the options were exercised was US$10.86 (2012: US$8.78) and US$10.93 (2012: US$9.00)
for the savings-related share option plans and HSBC Holdings Group share option plan, respectively.
456
Post-employment benefit plans
Income statement charge
Defined benefit pension plans ....................................................................................
– HSBC Bank (UK) Pension Scheme ....................................................................
– other plans ...........................................................................................................
Defined contribution pension plans ............................................................................
Defined benefit healthcare plans ................................................................................
Defined contribution healthcare plans ........................................................................
2013
US$m
54
(312)
366
597
651
67
5
723
Net assets/(liabilities) recognised on balance sheet in respect of defined benefit plans
Defined benefit pension plans
HSBC Bank (UK) Pension Scheme .....................................................................................................
– fair value of plan assets ................................................................................................................
– present value of defined benefit obligations ................................................................................
Other plans ...........................................................................................................................................
– fair value of plan assets ................................................................................................................
– present value of defined benefit obligations ................................................................................
– effect of limit on plan surpluses ...................................................................................................
Defined benefit healthcare plans
– fair value of plan assets ....................................................................................................................
– present value of defined benefit obligations ....................................................................................
Fair value of plan assets ...........................................................................................................................
Present value of defined benefit obligations ............................................................................................
Effect of limit on plan surpluses ..............................................................................................................
Total employee benefit liabilities .............................................................................................................
Total employee benefit assets ...................................................................................................................
Cumulative actuarial gains/(losses) recognised in other comprehensive income
At 1 January .................................................................................................................
HSBC Bank (UK) Pension Scheme ............................................................................
Other plans ...................................................................................................................
Healthcare plans ..........................................................................................................
Change in the effect of limit on plan surpluses1 ..........................................................
Total actuarial gains/(losses) recognised in other comprehensive income .................
At 31 December2 .........................................................................................................
2013
US$m
(3,844)
(1,524)
796
143
(16)
(601)
(4,445)
2012
US$m
427
169
258
599
1,026
49
3
1,078
2013
US$m
2,036
31,665
(29,629)
(1,911)
8,957
(10,838)
(30)
2011
US$m
(172)
(428)
256
626
454
32
3
489
2012
US$m
2,617
29,092
(26,475)
(2,585)
9,015
(11,581)
(19)
125
32
190
(1,106)
(916)
40,812
(41,573)
(30)
(791)
(2,931)
2,140
2012
US$m
(3,453)
208
(440)
(154)
(5)
(391)
189
(1,280)
(1,091)
38,296
(39,336)
(19)
(1,059)
(3,905)
2,846
2011
US$m
(4,720)
1,945
(642)
(61)
25
1,267
(3,844)
(3,453)
1 Excludes exchange gain of US$5m (2012: US$4m loss; 2011: US$4m loss).
2 Includes cumulative movements related to the limit on plan surpluses. This limit was US$30m at 31 December 2013 (2012: US$19m;
2011: US$18m).
457
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Notes on the Financial Statements (continued)
7 – Employee compensation and benefits
HSBC pension plans
Number of plans worldwide ........................................................................................
Percentage of HSBC employees:
– enrolled in defined contribution plans ................................................................
– enrolled in defined benefit plans .........................................................................
– covered by HSBC pension plans .........................................................................
2013
216
%
64
23
87
2012
225
%
62
23
85
2011
230
%
64
25
89
HSBC has been progressively offering all new employees membership of defined contribution plans.
The majority of the Group’s defined benefit plans are funded plans. The assets of most of the larger plans are held
in trusts or similar funds separate from HSBC. The plans are reviewed at least annually or in accordance with local
practice and regulations by qualified actuaries. The actuarial assumptions used to calculate the defined benefit
obligations and related current service costs vary according to the economic conditions of the countries in which
the plans are situated.
At 31 December 2013, the present values of the defined benefit obligations of The HSBC Bank (UK) Pension
Scheme was US$29,629m (2012: US$26,475m), The HSBC Group Hong Kong Local Staff Retirement Benefit
Scheme was US$1,326m (2012:US$1,476m) and the HSBC North America (US) Retirement Income Plan was
US$3,892m (2012: US$4,374m). These defined benefit pension plans covered 12% of HSBC’s employees and
represented 84% of the Group’s present value of defined benefit obligations. The Pension Risk section on page 260
and the Appendix to Risk on page 266 contain details about the characteristics and risks and amount, timing and
uncertainty of future cash flows and policies and practices associated with these three schemes.
The determinations described in the Pension Risk section on page 260 for actuarial funding valuation purposes are
based on different methods and assumptions from those used for financial reporting purposes, and as a result should
neither be compared nor related to other determinations included in these financial statements. There is no actuarial
deficit in the Principal plan.
HSBC healthcare benefits plans
HSBC also provides post-employment healthcare benefits under plans in the UK, the US, Bermuda, Canada, Mexico
and Brazil, the majority of which are unfunded. The majority of post-employment healthcare benefits plans are
defined benefit plans and are accounted for in the same manner as defined benefit pension plans. The plans are
reviewed at least annually or in accordance with local practice and regulations by qualified actuaries. The actuarial
assumptions used to calculate the defined benefit obligation and related current service cost vary according to the
economic conditions of the countries in which they are situated.
At 31 December 2013, the present value of the defined benefit obligation of HSBC’s healthcare benefit plans was
US$1,106m (2012: US$1,280m). In aggregate, healthcare benefit plans comprised 3% of HSBC’s present value of
defined benefit obligations.
458
Defined benefit pension plans
Net asset/(liability) under defined benefit pension plans
Fair value of
plan assets
Present value of
defined benefit
obligations
Effect of the
asset ceiling
Net defined
benefit liability
HSBC
Bank (UK)
Pension
Scheme
US$m
HSBC
Bank (UK)
Pension
Scheme
US$m
Other
plans
US$m
HSBC
Bank (UK)
Pension
Scheme
US$m
Other
plans
US$m
HSBC
Bank (UK)
Pension
Scheme
US$m
Other
plans
US$m
Other
plans
US$m
(2,585)
(249)
(44)
–
7
11
(19)
–
2,617
(259)
438
438
–
–
–
–
–
–
–
–
–
–
(62)
179
(293)
133
(73)
(16)
(1,524)
780
–
–
–
–
(16)
5
–
–
–
–
–
–
–
817
21
159
(95)
(2,453)
(47)
–
26
605
399
206
–
–
–
–
829
41
(16)
(31)
336
274
62
–
(61)
–
16
(30)
2,036
(1,911)
–
(2,015)
2,036
104
Net defined benefit liability
At 1 January 2013
Current service cost ...................
Past service cost and gains/
(losses) from settlements .......
– plan amendments ..............
– curtailments .......................
– settlements1 .......................
– past service cost and gains
and losses from settlement
occurring together .............
Service cost ................................
Net interest income/(cost) on the
net defined benefit liability ...
Remeasurement effects
recognised in other
comprehensive income ..........
– return on plan assets
(excluding interest income)
– actuarial gains/(losses)
from changes in
demographic assumptions .
– actuarial gains/(losses)
from changes in financial
assumptions .......................
– actuarial gains/(losses)
from experience ................
– changes in the effect of
limit on plan surpluses2 .....
Exchange differences .................
Contributions by HSBC .............
– normal ...............................
– special ................................
Contributions by employees ......
Benefits paid ..............................
Administrative costs and
taxes paid by plan ..................
Disposals ....................................
29,092
–
9,015
–
(26,475)
(259)
(11,581)
(249)
–
–
–
–
–
–
(3)
–
–
(3)
–
(3)
438
438
–
–
(41)
–
7
14
–
(62)
179
(290)
1,260
156
(1,127)
(229)
817
817
–
–
–
–
766
605
399
206
38
(876)
(37)
–
21
21
–
–
–
–
(59)
336
274
62
17
(513)
(13)
–
(2,341)
775
–
–
159
(95)
(2,453)
829
(47)
–
(740)
–
–
–
(38)
876
37
–
41
–
23
–
–
–
(17)
452
13
16
At 31 December 2013 ...............
31,665
8,957
(29,629)
(10,838)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Retirement benefit liabilities
recognised on the balance sheet
Retirement benefit assets
recognised on the balance
sheet (within ‘Other assets’) .
Present value of defined benefit
obligation relating to:
– actives ................................
– deferreds ............................
– pensioners ..........................
(8,896)
(8,358)
(12,375)
(5,465)
(2,144)
(3,229)
459
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Notes on the Financial Statements (continued)
7 – Employee compensation and benefits
Net asset/(liability) under defined benefit pension plans (continued)
Fair value of
plan assets
Present value of
defined benefit
obligations
Effect of the
asset ceiling
HSBC
Bank (UK)
Pension
Scheme
US$m
HSBC
Bank (UK)
Pension
Scheme
US$m
Other
plans
US$m
HSBC
Bank (UK)
Pension
Scheme
US$m
Other
plans
US$m
Net defined
benefit liability
HSBC
Bank (UK)
Pension
Scheme
US$m
Other
plans
US$m
Other
plans
US$m
Net defined benefit liability3 .....
At 1 January 2012
Current service cost ...................
Past service cost and gains/
(losses) from settlements .......
– plan amendments ..............
– curtailments .......................
– settlements1 .......................
– past service cost and gains
and losses from settlement
occurring together .............
Service cost ................................
Net interest income/(cost) on the
net defined benefit liability ...
Remeasurement effects
recognised in other
comprehensive income ..........
– return on plan assets
(excluding interest income)
– actuarial gains/(losses)
from changes in
demographic assumptions .
– actuarial gains/(losses)
from changes in financial
assumptions .......................
– actuarial gains/(losses)
from experience ................
– changes in the effect of
limit on plan surpluses2 .....
Exchange differences .................
Contributions by HSBC .............
– normal ...............................
– special ................................
Contributions by employees ......
Benefits paid ..............................
Administrative costs and
taxes paid by plan ..................
Disposals ....................................
26,604
8,232
(24,367)
(10,659)
–
–
–
–
–
–
–
–
(236)
(310)
(16)
–
–
(16)
–
–
–
–
–
(14)
(51)
11
26
–
(16)
(236)
(334)
1,245
486
(1,178)
(404)
680
680
410
410
(472)
(850)
–
–
–
–
–
–
1,195
238
238
–
37
(876)
(31)
–
–
–
–
–
38
475
191
284
20
(618)
(12)
–
(612)
(160)
(740)
(746)
880
–
(1,092)
–
–
–
(36)
875
31
–
56
–
(66)
–
–
–
(21)
731
12
–
At 31 December 2012 ................
29,092
9,015
(26,475)
(11,581)
Retirement benefit liabilities
recognised on the balance sheet
Retirement benefit assets
recognised on the balance
sheet (within ‘Other assets’) .
Present value of defined benefit
obligation relating to:
– actives ................................
– deferreds ............................
– pensioners ..........................
(7,625)
(7,094)
(11,756)
(5,572)
(2,290)
(3,719)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(18)
2,237
(2,445)
–
–
–
–
–
–
–
–
(5)
–
–
–
–
(5)
4
–
–
–
–
–
–
–
(236)
(310)
–
–
–
–
–
(30)
(51)
11
10
–
(236)
(340)
67
82
208
680
(445)
410
(612)
(160)
(740)
(746)
880
103
238
238
–
1
(1)
–
–
56
(5)
(24)
475
191
284
(1)
113
–
–
(19)
2,617
(2,585)
–
(2,814)
2,617
229
1 (Gains) and losses from settlements arise as the difference between assets distributed and liabilities extinguished on settlements.
2 IAS 19 discloses how the maximum economic benefit available under the effect of the asset ceiling was determined, i.e. are benefits
available in the form of refunds, reductions in future contributions or a combination of both.
460
3 On transition to IAS 19 Revised, unrecognised past service cost of US$19m at 31 December 2012 has been recognised as an actuarial
experience gain.
HSBC expects to make US$655m of contributions to defined benefit pension plans during 2014. Benefits expected to
be paid from the plans to retirees over each of the next five years, and in aggregate for the five years thereafter, are as
follows:
Benefits expected to be paid from plans
HSBC Bank (UK) Pension Scheme1 .
Other plans1 .......................................
2014
US$m
995
524
2015
US$m
1,028
523
2016
US$m
1,063
542
2017
US$m
1,098
585
2018
US$m
1,134
613
2019-2023
US$m
6,424
3,530
1 The duration of the defined benefit obligation is 19.5 years for the HSBC Bank (UK) Pension Scheme under the disclosure assumptions
adopted (2012: 19.3 years) and 13.7 years for all other plans combined (2012: 14.6 years).
Included within ‘Employee compensation and benefits’ are components of net periodic benefit cost related to
HSBC’s defined benefit pension plans and other post-employment benefits, as follows:
Total (income)/expense recognised in the income statement in ‘Employee compensation and benefits’
Defined benefit pension plans
Current service cost ..............................................................................................................................
Net interest income on the net defined benefit asset/liability ..............................................................
Past service cost and (gains)/losses on settlements .............................................................................
Administrative costs and taxes paid by plan1 ......................................................................................
Defined benefit healthcare plans ..............................................................................................................
Total (income)/expense ............................................................................................................................
2013
US$m
2012
US$m
458
(60)
(394)
50
54
67
121
503
(149)
30
43
427
49
476
1 Amounts previously disclosed within ‘Current service cost’ disclosed separately under the requirements of IAS 19 revised.
In 2013, following consultation on various employee benefit proposals, HSBC announced to employees in the UK
that the future service accrual for active members of the Defined Benefit Section (‘DBS’) would cease with effect
from 30 June 2015. As a result, defined benefit pensions based on service to 30 June 2015 will continue to be linked
to final salary on retirement (underpinned by increases in CPI) but all active members of the DBS will become
members of the Defined Contribution Section from 1 July 2015. As part of these amendments, the HSBC Bank (UK)
Pension Scheme (‘the Scheme’) will cease to deliver ill-health benefits to active members of the DBS and these
benefits will, instead, be covered via insurance policies from 1 January 2015, consistent with other UK employees.
This resulted in a reduction in the defined benefit obligation of the Scheme and a corresponding gain of US$430m,
recorded in ‘Past service cost and (gains)/losses on settlements’ in the table above.
461
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Notes on the Financial Statements (continued)
7 – Employee compensation and benefits
Fair value of plan assets by asset classes
31 December 2013
No quoted
market
price in
active
market
US$m
Quoted
market
price in
active
market
US$m
Value
US$m
Thereof
HSBC1
US$m
Value
US$m
31 December 2012
Quoted
market
price in
active
No quoted
market
price in
active
market
US$m
market
US$m
Thereof
HSBC1
US$m
HSBC Bank (UK) Pension
Scheme
Fair value of plan assets ............
Equities ..................................
Bonds .....................................
Contractually linked
instruments ........................
Property .................................
Derivatives ............................
Other ......................................
Other plans
Fair value of plan assets ............
Equities ..................................
Bonds .....................................
Contractually linked
instruments ........................
Property .................................
Derivatives ............................
Other ......................................
31,665
4,655
17,708
26,520
3,667
17,708
2,936
1,330
2,827
2,209
8,957
2,854
4,892
3
104
399
705
2,936
–
–
2,209
7,731
2,789
4,409
–
36
–
497
5,145
988
–
–
1,330
2,827
–
1,226
65
483
3
68
399
208
2,827
–
–
–
–
2,827
–
574
14
9
–
–
399
152
29,092
3,899
13,868
22,441
3,899
13,868
1,582
1,425
5,226
3,092
9,021
2,688
4,963
–
108
328
934
1,582
–
–
3,092
8,359
2,688
4,963
–
–
–
708
6,651
–
–
–
1,425
5,226
–
662
–
–
–
108
328
226
5,226
–
–
–
–
5,226
–
640
20
–
–
–
328
292
1 This column shows equities, bonds and contractually linked instruments issued by HSBC, property used by HSBC and derivatives
entered into with HSBC.
The fair value of plan assets included derivatives entered into with HSBC Bank plc by the HSBC Bank (UK) Pension
Scheme and the HSBC International Staff Retirement Benefits Scheme with positive fair values of US$2,827m at 31
December 2013 (2012: US$5,226m) and US$399m (2012: US$328m), respectively. Further details of these swap
arrangements are included in Note 44.
The actual return on plan assets for the year ended 31 December 2013 was a positive return of US$2,254m (2012:
positive US$2,784m).
Post-employment defined benefit plans’ principal actuarial financial assumptions
The present value of the defined benefit pension obligations disaggregated by the nature of the benefits provided.
2013
Final salary
pension
lump sum
Cash
balance
HSBC Bank (UK) Pension Scheme ...................
Hong Kong .........................................................
US .......................................................................
25,970
–
3,423
3,659
1,362
233
–
–
236
2012
Final salary
pension
lump sum
23,430
–
3,781
3,045
1,476
318
Cash
balance
–
–
275
The principal actuarial financial assumptions used to calculate the Group’s obligations for the largest defined benefit
pension plans at 31 December for each year, and used as the basis for measuring periodic costs under the plans in the
following years, were as follows:
462
Principal actuarial assumptions
At 31 December 2013
UK2 ...............................................................................
Hong Kong ...................................................................
US .................................................................................
At 31 December 2012
UK2 ...............................................................................
Hong Kong ...................................................................
US .................................................................................
At 31 December 2011
UK2 ...............................................................................
Hong Kong ...................................................................
US .................................................................................
Discount
rate
%
Inflation
rate
%
Rate of
increase for
pensions1
%
Rate
of pay
increase
%
Interest
credit
rate
%
4.45
2.15
4.80
4.50
0.60
3.95
4.80
1.47
4.60
3.60
n/a
2.50
3.10
n/a
2.50
3.20
n/a
2.50
3.30
n/a
n/a
2.90
n/a
n/a
3.10
n/a
n/a
4.10
4.00
n/a
3.60
4.00
2.75
3.70
5.00
2.75
n/a
n/a
4.75
n/a
n/a
4.75
n/a
n/a
4.75
1 Rate of increase for pensions in payments and deferred pensions (except for the UK).
2 Rate of increase for pensions in the UK is for pensions in payment only, capped at 5%. Deferred pensions are projected to increase in
line with the CPI, capped at 5%. For 2010, deferred pensions were projected to increase in line with the RPI, capped at 5%.
HSBC determines the discount rates to be applied to its obligations in consultation with the plans’ local actuaries,
on the basis of current average yields of high quality (AA rated or equivalent) debt instruments, with maturities
consistent with those of the defined benefit obligations. In countries where there is not a deep market in corporate
bonds, government bond yields are used. The yield curve is extrapolated when the term of the liabilities is longer
than the duration of available bonds, in which case the discount rate takes into account the term of the liabilities and
the shape of the yield curve. When determining the discount rate with reference to a bond index, an appropriate index
for the specific region is used.
Mortality tables and average life expectancy at age 65
Mortality table
At 31 December 2013
UK ...................................................................... SAPS S11
Hong Kong2 ....................................................... n/a
US ...................................................................... RP 2000 fully generational
At 31 December 2012
UK ...................................................................... SAPS S11
Hong Kong2 ....................................................... n/a
US ...................................................................... RP 2000 fully generational
Life expectancy at
age 65 for a male
member currently:
Aged 65
Aged 45
Life expectancy at
age 65 for a female
member currently:
Aged 65
Aged 45
23.6
n/a
21.2
23.9
n/a
21.1
25.2
n/a
23.2
25.6
n/a
23.1
24.9
n/a
23.3
25.4
n/a
23.2
26.8
n/a
25.1
27.7
n/a
25.0
1 SAPS S1 with Continuous Mortality Investigation 2013 improvements (2012:2011improvements) and a 1.25% long-term allowance
improvement. Light table with 1.01 rating for male pensioners and 1.02 rating for female pensioners.
2 The significant plans in Hong Kong are lump sum plans which do not use a post-retirement mortality table.
Actuarial assumption sensitivities
The discount rate is sensitive to changes in market conditions arising during the reporting period. The mortality rates
used are sensitive to experience from the plan member profile. The following table shows the effect of changes in
these and the other key assumptions on the principal defined benefit pension plan:
463
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Notes on the Financial Statements (continued)
7 – Employee compensation and benefits / 8 – Auditors’ remuneration
The effect of changes in key assumptions on the principal plan
HSBC Bank (UK) Pension Scheme
2012
US$m
2013
US$m
Discount rate
Change in pension obligation at year end from a 25bps increase .......................................................
Change in pension obligation at year end from a 25bps decrease .......................................................
Change in 2014 pension cost from a 25bps increase ...........................................................................
Change in 2014 pension cost from a 25bps decrease ..........................................................................
Rate of inflation
Change in pension obligation at year end from a 25bps increase .......................................................
Change in pension obligation at year end from a 25bps decrease .......................................................
Change in 2014 pension cost from a 25bps increase ...........................................................................
Change in 2014 pension cost from a 25bps decrease ..........................................................................
Rate of increase for pensions in payment and deferred pensions
Change in pension obligation at year end from a 25bps increase .......................................................
Change in pension obligation at year end from a 25bps decrease .......................................................
Change in 2014 pension cost from a 25bps increase ...........................................................................
Change in 2014 pension cost from a 25bps decrease ..........................................................................
Rate of pay increase
Change in pension obligation at year end from a 25bps increase .......................................................
Change in pension obligation at year end from a 25bps decrease .......................................................
Change in 2014 pension cost from a 25bps increase ...........................................................................
Change in 2014 pension cost from a 25bps decrease ..........................................................................
(1,352)
1,450
(83)
79
994
(1,137)
53
(68)
1,301
(1,225)
66
(64)
212
(205)
15
(15)
Mortality
Change in pension obligation from each additional year of longevity assumed .................................
712
The effect of changes in the discount rate and in mortality rates on plans other than the principal plan
(1,191)
1,275
(78)
76
881
(842)
48
(47)
719
(692)
36
(34)
175
(173)
15
(13)
663
Change in defined benefit obligation at year-end from a 25bps increase in discount rate ......................
Change in 2014 pension cost from a 25bps increase in discount rate .....................................................
Increase in defined benefit obligation from each additional year of longevity assumed ........................
Other plans
2013
US$m
(364)
(18)
207
2012
US$m
(379)
(17)
174
HSBC Holdings
Employee compensation and benefit expense in respect of HSBC Holdings’ employees in 2013 amounted to
US$542m (2012: US$439m). The average number of persons employed by HSBC Holdings during 2013 was 1,525
(2012: 1,323).
Employees of HSBC Holdings who are members of defined benefit pension plans are principally members of either
the HSBC Bank (UK) Pension Scheme or the HSBC International Staff Retirement Benefits Scheme. HSBC
Holdings pays contributions to such plans for its own employees in accordance with the schedules of contributions
determined by the Trustees of the plan and recognises these contributions as an expense as they fall due.
Directors’ emoluments
The aggregate emoluments of the Directors of HSBC Holdings, computed in accordance with the Companies Act
2006 and the Large and Medium-sized Companies and Groups (Accounts and Reports) Regulations 2008 were:
Fees .............................................................................................................................
Salaries and other emoluments ...................................................................................
Annual incentives .......................................................................................................
2013
US$000
4,027
9,488
7,357
Total .............................................................................................................................
20,872
Vesting of long-term incentive awards ......................................................................
–
2012
US$000
5,435
10,316
13,983
29,734
5,733
2011
US$000
5,108
12,906
12,516
30,530
2,596
464
In addition, there were payments under retirement benefit agreements with former Directors of US$1,198,744 (2012:
US$1,171,796). The provision at 31 December 2013 in respect of unfunded pension obligations to former Directors
amounted to US$19,729,103 (2012: US$19,285,971).
During the year, aggregate contributions to pension schemes in respect of Directors were nil (2012: US$29,078).
Discretionary annual incentives for Directors are based on a combination of individual and corporate performance
and are determined by the Group Remuneration Committee. Details of Directors’ remuneration, share options and
awards under the HSBC Share Plan and HSBC Share Plan 2011 are included in the ‘Directors’ Remuneration Report’
on page 378 to 407.
8 Auditors’ remuneration
Audit fees payable to KPMG1 ....................................................................................
Audit fees payable to non-KPMG entities .................................................................
Total auditors’ remuneration ......................................................................................
2013
US$m
43.4
1.1
44.5
2012
US$m
47.2
1.4
48.6
2011
US$m
48.8
1.9
50.7
1 Fees payable to KPMG for HSBC Holdings’ statutory audit and audit of HSBC’s subsidiaries, pursuant to legislation.
The following fees were payable by HSBC to the Group’s principal auditor, KPMG Audit Plc and its associates
(together ‘KPMG’):
Fees payable by HSBC to KPMG
Fees for HSBC Holdings’ statutory audit1 .................................................................
– relating to current year .......................................................................................
– relating to prior year ...........................................................................................
Fees for other services provided to HSBC .................................................................
Audit of HSBC’s subsidiaries2 ...............................................................................
Audit-related assurance services3 ...........................................................................
Taxation-related services:
– taxation compliance services .........................................................................
– taxation advisory services ..............................................................................
Other assurance services ........................................................................................
Other non-audit services4 .......................................................................................
2013
US$m
2012
US$m
2011
US$m
12.9
12.6
0.3
67.5
30.5
27.4
1.3
1.3
0.5
6.5
13.2
12.8
0.4
67.3
34.0
23.6
2.1
1.3
1.1
5.2
12.7
12.4
0.3
74.4
36.1
25.7
2.8
1.5
1.3
7.0
Total fees payable .......................................................................................................
80.4
80.5
87.1
1 Fees payable to KPMG for the statutory audit of the consolidated financial statements of HSBC and the separate financial statements of
HSBC Holdings. They include amounts payable for services relating to the consolidation returns of HSBC Holdings’ subsidiaries which
are clearly identifiable as being in support of the Group audit opinion. Until 2012, these fees were included in ‘Fees for other services
provided to HSBC’. Comparative information has been updated accordingly. The adjustment reduced ‘Fees for other services provided
to HSBC’ and increased ‘Fees for HSBC Holdings’ statutory audit’ by US$10.5m in 2011. There was no effect on basic or diluted
earnings per share following the change.
2 Fees payable for the statutory audit of the financial statements of HSBC’s subsidiaries.
3 Including services for assurance and other services that relate to statutory and regulatory filings, including comfort letters and interim
reviews.
4 Including valuation and actuarial services, translation services, ad-hoc accounting advice, review of financial models, advice on IT
security and business continuity, corporate finance transactions and performing agreed-upon IT testing procedures.
No fees were payable by HSBC to KPMG for the following types of services: internal audit services, services related
to litigation and recruitment and remuneration.
465
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Notes on the Financial Statements (continued)
8 – Auditors’ remuneration / 9 – Tax
Fees payable by HSBC’s associated pension schemes to KPMG
Audit of HSBC’s associated pension schemes ..........................................................
Audit related assurance services .................................................................................
Taxation-related services ............................................................................................
– taxation advisory services ..................................................................................
Total fees payable .......................................................................................................
2013
US$000
379
5
–
–
384
2012
US$000
256
–
–
256
2011
US$000
248
11
11
259
No fees were payable by HSBC’s associated pension schemes to KPMG for the following types of services: audit
related assurance services, internal audit services, other assurance services, services related to corporate finance
transactions, valuation and actuarial services, litigation, recruitment and remuneration, and information technology.
In addition to the above, KPMG estimate they have been paid fees of US$5.3m (2012: US$3.3m; 2011: US$8.6m) by
parties other than HSBC but where HSBC is connected with the contracting party and may therefore be involved in
appointing KPMG. These fees arise from services such as auditing mutual funds managed by HSBC and reviewing
the financial position of corporate concerns which borrow from HSBC.
Fees payable to KPMG for non-audit services for HSBC Holdings are not disclosed separately because such fees are
disclosed on a consolidated basis for the HSBC Group.
9 Tax
Tax expense
Current tax
UK corporation tax .....................................................................................................
– for this year ...........................................................................................................
– adjustments in respect of prior years ....................................................................
Overseas tax1 ..............................................................................................................
– for this year ...........................................................................................................
– adjustments in respect of prior years ....................................................................
Deferred tax ................................................................................................................
Origination and reversal of temporary differences .................................................
Effect of changes in tax rates ..................................................................................
Adjustments in respect of prior years ......................................................................
2013
US$m
(8)
103
(111)
3,949
3,947
2
3,941
824
739
93
(8)
2012
US$m
250
60
190
5,560
5,421
139
5,810
(495)
(269)
66
(292)
2011
US$m
820
462
358
4,255
4,155
100
5,075
(1,147)
(1,178)
(3)
34
Tax expense ................................................................................................................
4,765
5,315
3,928
1 Overseas tax included Hong Kong profits tax of US$1,133m (2012: US$1,049m; 2011: US$997m). The Hong Kong tax rate applying to
the profits of subsidiaries assessable in Hong Kong was 16.5% (2012: 16.5%; 2011: 16.5%). Other overseas subsidiaries and overseas
branches provided for taxation at the appropriate rates in the countries in which they operate.
466
Tax reconciliation
The tax charged to the income statement differs to the tax charge that would apply if all profits had been taxed at the
UK corporation tax rate as follows:
2013
US$m
%
Profit before tax ...............................................................
22,565
Tax at 23.25% (2012: 24.5%; 2011: 26.5%) ...................
Effect of differently taxed overseas profits .....................
Adjustments in respect of prior period liabilities ............
Deferred tax temporary differences not recognised/
(previously not recognised) .........................................
Effect of profits in associates and joint ventures ............
Tax effect of disposal of Ping An ....................................
Tax effect of reclassification of Industrial Bank .............
Non-taxable income and gains ........................................
Permanent disallowables .................................................
Change in tax rates ..........................................................
Local taxes and overseas withholding taxes .......................
Other items ......................................................................
5,246
(177)
(117)
23.25
(0.8)
(0.5)
332
(543)
(111)
(317)
(871)
647
93
551
32
1.5
(2.4)
(0.5)
(1.4)
(3.9)
2.9
0.4
2.4
0.1
2012
US$m
20,649
5,057
(57)
37
374
(872)
(204)
–
(542)
1,092
78
581
(229)
%
24.5
(0.3)
0.2
1.8
(4.3)
(1.0)
–
(2.6)
5.3
0.4
2.8
(1.1)
2011
US$m
21,872
%
5,796
(492)
495
26.5
(2.2)
2.3
(923)
(865)
–
–
(613)
467
(3)
267
(201)
(4.2)
(4.0)
–
–
(2.8)
2.1
–
1.2
(0.9)
Tax expense .....................................................................
4,765
21.1
5,315
25.7
3,928
18.0
The effective tax rate for the year was 21.1% compared with 25.7% for 2012. The effective tax rate for the year
benefited from the non-taxable gain on the reclassification of Industrial Bank as a financial investment and the
disposal of our operations in Panama and our investment in Ping An. The effective tax rate in 2012 was higher
because of the non tax deductible effect of fines and penalties as part of the settlement of investigations into past
inadequate compliance with anti-money laundering and sanction laws.
The UK Government announced that the main rate of corporation tax for the year beginning 1 April 2013 will reduce
from 24% to 23%, to be followed by a further 2% reduction to 21% for the year beginning 1 April 2014 and a 1%
reduction to 20% for the year beginning 1 April 2015. The reduction in the corporate tax rate to 23%, which was
enacted through the 2012 Finance Act, and this resulted in a weighted average rate of 23.25% for 2013 (2012: 24.5%;
2011: 26.5%). The reductions to 21% and 20% that were announced in the 2012 Autumn Statement and 2013
Budget, respectively, became enacted through the 2013 Finance Act on 17 July 2013. It is not expected that the
future rate reductions will have a significant effect on the Group.
The Group’s legal entities are subject to routine review and audit by tax authorities in the territories in which the
Group operates. The Group provides for potential tax liabilities that may arise on the basis of the amounts expected
to be paid to the tax authorities. The amounts ultimately paid may differ materially from the amounts provided
depending on the ultimate resolution of such matters.
Deferred taxation
The table overleaf shows the gross deferred tax assets and liabilities recognised in the balance sheet and the related
amounts recognised in the income statement, other comprehensive income and directly in equity.
The amounts presented in the balance sheet are different from the amounts disclosed in the table overleaf as they are
presented after offsetting asset and liability balances where HSBC has the legal right to set-off and intends to settle
on a net basis.
The net deferred tax assets totalled US$6.5bn at 31 December 2013 (2012: US$6.5bn). The main items to note are:
US
The net deferred tax asset relating to HSBC’s operations in the US was US$4.4bn (2012: US$4.6bn). The deferred
tax assets included in this total reflected the carry forward of tax losses and tax credits of US$0.7bn (2012: nil),
deductible temporary differences in respect of loan impairment allowances of US$1.2bn (2012: US$2.0bn) and other
temporary differences of US$2.5bn (2012: US$2.6bn).
Deductions for loan impairments for US tax purposes generally occur when the impaired loan is charged off, or if
earlier, when the impaired loan is sold. The tax deduction is often in the period subsequent to that in which the
467
t
r
o
p
e
R
c
i
g
e
t
a
r
t
S
i
w
e
v
e
R
l
a
i
c
n
a
n
i
F
e
c
n
a
n
r
e
v
o
G
e
t
a
r
o
p
r
o
C
s
t
n
e
m
e
t
a
t
S
l
a
i
c
n
a
n
i
F
n
o
i
t
a
m
r
o
f
n
I
l
r
e
d
o
h
e
r
a
h
S
H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
9 – Tax
impairment is recognised for accounting purposes. As a result, the amount of the associated deferred tax asset should
generally move in line with the impairment allowance balance.
On the evidence available, including historical levels of profitability, management projections of future income and
HSBC Holdings’ commitment to continue to retain sufficient capital in North America to recover the deferred tax
asset, it is expected that there will be sufficient taxable income generated by the business to realise these assets.
Management projections of profits from the US operations are prepared for a ten year period and include assumptions
about future house prices and US economic conditions, including unemployment levels.
Management projections of profits from the US operations currently indicate that tax losses and tax credits will be
fully recovered by 2017. The current level of the deferred tax asset in respect of loan impairment allowances and
other deductible temporary differences is projected to reduce over the ten year period.
As there has been a recent history of losses in HSBC’s US operations, management’s analysis of the recognition of
these deferred tax assets significantly discounts any future expected profits from the US operations and relies on
capital support from HSBC Holdings, including tax planning strategies in relation to such support. The principal
strategy involves generating future taxable profits through the retention of capital in the US in excess of normal
regulatory requirements in order to reduce deductible funding expenses or otherwise deploy such capital to increase
levels of taxable income. As financial performance in our US operations improves it is anticipated that projected
future profits from US operations will be relied on in the evaluation of the recognition of the deferred tax asset in
future periods.
Brazil
The net deferred tax asset relating to HSBC’s operations in Brazil was US$1.0bn (2012: US$0.9bn). The deferred tax
assets included in this total reflected the carry forward of tax losses of US$0.1bn (2012: nil), deductible temporary
differences in respect of loan impairment allowances of US$0.7bn (2012: US$0.9bn) and other temporary differences
of US$0.2bn (2012: nil).
Deductions for loan impairments for Brazilian tax purposes generally occur when the impaired loan is charged off,
often in the period subsequent to that in which the impairment is recognised for accounting purposes. As a result, the
amount of the associated deferred tax asset should generally move in line with the impairment allowance balance.
Management projections of profits from the Brazilian operations currently indicate that the tax losses will be fully
recovered within the next five years and that the other temporary differences will be recovered within the next ten
years. Loan impairment deductions are recognised for tax purposes typically within two years of the accounting
recognition.
On the evidence available, including historic levels of profitability, management projections of income and the state
of the Brazilian economy, it is anticipated that there will be sufficient taxable income generated by the business to
realise these assets when deductible for tax purposes.
Mexico
The net deferred tax asset relating to HSBC’s operations in Mexico was US$0.5bn (2012: US$0.6bn). The deferred
tax assets included in this total related primarily to deductible temporary differences in respect of accounting
provisions for the loan portfolio. The annual deduction for loan impairment charges was historically capped under
Mexican legislation at 2.5% of the average qualifying loan portfolio. The balance is carried forward to future years
without expiry.
Following the clarification of tax law by the Mexican fiscal authority during the second quarter of the year, which led
to a write down of the deferred tax assets on loan impairments of US$0.3bn, management’s analysis of the
recognition of these deferred tax assets now relies on the primary strategy of selling certain loan portfolios, the losses
on which are deductible for tax in Mexico when sold. Any such deductions for tax would lead to the reversal of the
carried forward loan impairment provision recognised for deferred tax purposes.
On the evidence available, including historical and projected levels of loan portfolio growth, loan impairment rates
and profitability, it is anticipated that the business will now realise these assets over a shorter period, within the next
6 years, than originally was the case under the previous strategy of projecting loan portfolio growth, loan impairment
rates and profitability, which anticipated that the assets would be realised within the next 15 years.
468
Movement of deferred tax assets and liabilities before offsetting balances within countries
Retirement
benefits
US$m
Loan
impairment
provisions
US$m
Unused tax
losses and
tax credits
US$m
Accelerated
capital
allowances
and assets
leased to
customers
US$m
Available-
for-sale
investments
US$m
Cash
flow
hedges
US$m
Share-
based
payments
US$m
Derivatives,
FVOD1
and other
investments
US$m
Fee
income
US$m
Insurance
technical
provisions
US$m
Expense
provisions
US$m
4
6
9
2013
Assets .........................................
Liabilities ...................................
At 1 January ...............................
Acquisitions and disposals ........
Income statement .......................
Other comprehensive income ....
Equity .........................................
Foreign exchange and other
adjustments ............................
At 31 December ........................
Assets .........................................
Liabilities ...................................
2012
Assets .........................................
Liabilities ...................................
At 1 January ...............................
Acquisitions and disposals ........
Income statement .......................
Other comprehensive income ....
Equity .........................................
Foreign exchange and other
adjustments ............................
At 31 December .........................
Assets .........................................
Liabilities ...................................
1 Fair value of own debt.
469
–
469
–
(419)
169
–
55
274
274
–
742
(107)
635
–
(313)
174
–
(27)
469
469
–
3,912
–
3,912
–
(985)
–
–
(90)
2,837
2,837
–
4,448
–
4,448
–
(590)
–
–
54
3,912
3,912
–
617
–
617
(9)
399
–
–
(29)
978
978
–
1,328
–
1,328
–
(692)
(33)
–
14
617
617
–
473
(226)
247
–
123
–
–
35
405
549
(144)
131
(595)
(464)
–
737
–
–
(26)
247
473
(226)
–
(1,203)
(1,203)
(3)
(53)
1,026
–
(65)
(298)
–
(298)
–
(557)
(557)
–
(270)
(395)
–
19
(1,203)
–
(1,203)
285
(44)
241
1
(91)
38
–
(2)
187
211
(24)
487
(137)
350
–
(9)
(90)
–
(10)
241
285
(44)
305
–
305
–
(49)
–
(2)
(1)
253
253
–
286
–
286
–
(52)
–
45
26
305
305
–
–
(105)
(105)
–
42
–
–
4
(59)
–
(59)
–
(737)
(737)
616
–
–
16
(105)
–
(105)
1,530
(162)
1,368
–
(165)
(12)
–
(21)
1,170
1,383
(213)
302
(329)
(27)
(2)
1,337
–
–
60
1,368
1,530
(162)
–
(815)
(815)
–
(72)
–
–
47
(840)
–
(840)
35
(627)
(592)
(1)
(214)
–
–
(8)
(815)
–
(815)
Other
US$m
Total
US$m
(22)
(10)
(32)
(26)
399
–
–
9,026
(2,565)
6,461
(37)
(824)
1,221
(2)
1,457
–
1,457
–
47
–
–
(106)
(100)
(273)
1,398
1,398
–
1,389
(68)
1,321
(4)
102
–
–
241
6,546
461
(220)
8,344
(1,798)
(17)
234
217
10
(157)
–
–
9,131
(2,923)
6,208
3
495
(344)
45
38
(102)
54
1,457
1,457
–
(32)
(22)
(10)
6,461
9,026
(2,565)
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
9 – Tax / 10 – Dividends / 11 – Earnings per share
On 8 September 2013, the Mexican Government proposed a number of tax reforms that were approved by the
Chamber of Senate on 31 October 2013 and published in the Official Gazette on 11 December 2013. The tax reforms
include a new basis of tax deduction for loan impairment charges that will allow banks to recognise tax deductions
as and when loans are written off the balance sheet. The reforms also brought in transitional rules to allow banks to
continue to claim any unclaimed deductions with regard to the 2.5% pool as at 31 December 2013. These transitional
rules are subject to further clarification by the Mexican fiscal authority. It is not expected that the tax reform will
have a significant effect on the deferred tax assets held in HSBC’s operations in Mexico.
There were no material carried forward tax losses or tax credits recognised within the Group’s deferred tax assets in
Mexico.
UK
The net deferred tax asset relating to HSBC’s operations in the UK was US$0.4bn (2012: US$0.3bn). The deferred
tax asset in respect of the carry forward of tax losses and tax credits reversed in full during the year (2012:
US$0.3bn). The closing net deferred tax asset represents other temporary differences of US$0.4bn (2012: nil).
On the evidence available, including historical levels of profitability and management projections of future income it
is anticipated that there will be sufficient taxable income generated by the business to recover the net deferred tax
asset within the next ten years.
Unrecognised deferred tax
The amount of temporary differences, unused tax losses and tax credits for which no deferred tax asset is recognised
in the balance sheet was US$22.0bn (2012: US$16.6bn). These amounts included unused state losses arising in our
US operations of US$17.3bn (2012: US$12.6bn).
Of the total amounts unrecognised, US$5.0bn (2012: US$3.9bn) had no expiry date, US$1.0bn (2012: US$0.3bn)
was scheduled to expire within ten years and the remaining will expire after ten years.
Deferred tax is not recognised in respect of the Group’s investments in subsidiaries and branches where remittance or
other realisation is not probable, and for those associates and interests in joint ventures where it has been determined
that no additional tax will arise. No amount is disclosed for the unrecognised deferred tax or the 2013 and 2012
temporary differences associated with such investments as it is impracticable to determine the amount of income
taxes that would be payable when any temporary differences reverse. Deferred tax of US$20m (2012: US$269m)
has, however, been provided in respect of distributable reserves of associates that, on distribution, would attract
withholding tax.
HSBC Holdings
Movement of deferred tax assets
Accelerated
capital
allowances
US$m
Short-term
timing
differences
US$m
Available-
for-sale
investments
US$m
Fair valued
assets and
liabilities
US$m
Share-
based
payments
US$m
Unused
tax
losses
US$m
Total
US$m
2013
At 1 January ................................
Income statement ........................
Other comprehensive income .....
Equity ..........................................
At 31 December .........................
2012
At 1 January ................................
Income statement ........................
Other comprehensive income .....
Equity ..........................................
At 31 December ..........................
2
–
–
–
2
–
2
–
–
2
–
4
–
–
4
–
–
–
–
–
(31)
–
8
–
(23)
(4)
–
(27)
–
(31)
31
(12)
–
–
19
46
(15)
–
–
31
12
(1)
–
–
11
9
(7)
–
10
12
–
–
–
–
–
40
(40)
–
–
–
14
(9)
8
–
13
91
(60)
(27)
10
14
The amount of unused tax losses for which no deferred tax asset is recognised in the balance sheet was US$3,405m
(2012: US$1,775m) of which US$9m (2012: US$9m) relate to capital losses. The losses have no expiry date.
470
10 Dividends
Dividends to shareholders of the parent company
2013
2012
2011
Per
share
US$
Total
US$m
Settled
in scrip
US$m
Per
share
US$
Total
US$m
Settled
in scrip
US$m
Per
share
US$
Total
US$m
Settled
in scrip
US$m
Dividends declared on ordinary shares
In respect of previous year:
– fourth interim dividend .......................
0.18
3,339
540
0.14
2,535
259
0.12
2,119
1,130
In respect of current year:
– first interim dividend ...........................
– second interim dividend ......................
– third interim dividend ..........................
0.10
0.10
0.10
0.48
1,861
1,864
1,873
167
952
864
8,937
2,523
0.09
0.09
0.09
0.41
1,633
1,646
1,655
748
783
639
0.09
0.09
0.09
1,601
1,603
1,605
204
178
720
7,469
2,429
0.39
6,928
2,232
Quarterly dividends on preference
shares classified as equity
March dividend ........................................... 15.50
June dividend .............................................. 15.50
September dividend .................................... 15.50
December dividend ..................................... 15.50
62.00
22
23
22
23
90
15.50
15.50
15.50
15.50
62.00
22
23
22
23
90
15.50
15.50
15.50
15.50
62.00
22
23
22
23
90
Quarterly coupons on capital securities classified as equity1
January coupon ..................................
March coupon ....................................
April coupon ......................................
June coupon .......................................
July coupon ........................................
September coupon .............................
October coupon .................................
December coupon ..............................
2013
2012
2011
Per share
US$
Total
US$m
Per share
US$
Total
US$m
Per share
US$
Total
US$m
0.508
0.500
0.508
0.500
0.508
0.500
0.508
0.500
4.032
44
76
45
76
45
76
45
76
483
0.508
0.500
0.508
0.500
0.508
0.500
0.508
0.500
4.032
44
76
45
76
45
76
45
76
483
0.508
0.500
0.508
0.500
0.508
0.500
0.508
0.500
4.032
44
76
45
76
45
76
45
76
483
1 HSBC Holdings issued Perpetual Subordinated Capital Securities of US$3,800m in June 2010 and US$2,200m in April 2008 which are
classified as equity under IFRSs.
The Directors declared after the end of the year a fourth interim dividend in respect of the financial year ended
31 December 2013 of US$0.19 per ordinary share, a distribution of approximately US$3,578m. The fourth interim
dividend will be payable on 30 April 2014 to holders of record on 13 March 2014 on the Hong Kong Overseas
Branch Register and 14 March 2014 on the Principal Register in the UK or the Bermuda Overseas Branch Register.
No liability is recorded in the financial statements in respect of the fourth interim dividend for 2013.
On 15 January 2014, HSBC paid a further coupon on the capital securities of US$0.508 per security, a distribution
of US$44m. No liability is recorded in the balance sheet at 31 December 2013 in respect of this coupon payment.
11 Earnings per share
‘Basic earnings per ordinary share’ is calculated by dividing the profit attributable to ordinary shareholders of the
parent company by the weighted average number of ordinary shares outstanding, excluding own shares held. ‘Diluted
earnings per ordinary share’ is calculated by dividing the basic earnings, which require no adjustment for the effects
of dilutive potential ordinary shares, by the weighted average number of ordinary shares outstanding, excluding own
shares held, plus the weighted average number of ordinary shares that would be issued on conversion of dilutive
potential ordinary shares.
471
t
r
o
p
e
R
c
i
g
e
t
a
r
t
S
i
w
e
v
e
R
l
a
i
c
n
a
n
i
F
e
c
n
a
n
r
e
v
o
G
e
t
a
r
o
p
r
o
C
s
t
n
e
m
e
t
a
t
S
l
a
i
c
n
a
n
i
F
n
o
i
t
a
m
r
o
f
n
I
l
r
e
d
o
h
e
r
a
h
S
H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
11 – Earnings per share / 12 – Segmental analysis
Profit attributable to the ordinary shareholders of the parent company
Profit attributable to shareholders of the parent company .........................................
Dividend payable on preference shares classified as equity ......................................
Coupon payable on capital securities classified as equity .........................................
Profit attributable to the ordinary shareholders of the parent company ....................
Basic and diluted earnings per share
2013
US$m
16,204
(90)
(483)
15,631
2012
US$m
14,027
(90)
(483)
13,454
2011
US$m
16,797
(90)
(483)
16,224
Basic1 ..........................................................
Effect of dilutive potential ordinary shares ..
– Savings-related Share Option Plan ....
– Other plans .........................................
2013
Number
of shares
(millions)
18,530
124
Profit
US$m
15,631
Per
share
US$
Profit
US$m
0.84
13,454
2012
Number
of shares
(millions)
18,125
146
Per
share
US$
Profit
US$m
0.74 16,224
36
88
23
123
Per
share
US$
0.92
2011
Number
of shares
(millions)
17,700
222
45
177
Diluted1 .......................................................
15,631
18,654
0.84
13,454
18,271
0.74 16,224
17,922
0.91
1 Weighted average number of ordinary shares outstanding (basic) or assuming dilution (diluted).
The weighted average number of dilutive potential ordinary shares excluded 60m employee share options that were
anti-dilutive (2012: 103m; 2011: 151m).
12 Segmental analysis
HSBC’s operates a matrix management structure which includes geographical regions, global businesses and global
functions. HSBC’s operating segments are Europe, Hong Kong, Rest of Asia-Pacific, Middle East and North Africa
(‘MENA’), North America and Latin America. These geographical operating segments represent the most
appropriate information for the users of the financial statements to best evaluate the nature and financial effects of
HSBC’s business activities and the economic environments in which it operates.
Geographical information is classified by the location of the principal operations of the subsidiary or, for The
Hongkong and Shanghai Banking Corporation, HSBC Bank, HSBC Bank Middle East and HSBC Bank USA, by
the location of the branch responsible for reporting the results or advancing the funds.
HSBC’s chief operating decision-maker is the Group Management Board (‘GMB’) which operates as a general
management committee under the direct authority of the Board. Information provided to GMB to make decisions
about allocating resources to, and assessing the performance of, operating segments is measured in accordance with
IFRSs. The financial information shown below includes the effects of intra-HSBC transactions between operating
segments which are conducted on an arm’s length basis and are eliminated in arriving at the total. Shared costs are
included in operating segments on the basis of the actual recharges made.
Products and services
HSBC provides a comprehensive range of banking and related financial services to its customers in its six
geographical regions. The products and services offered to customers are organised by global business.
• Retail Banking and Wealth Management (‘RBWM’) offers a broad range of products and services to meet the
personal banking and wealth management needs of individual customers. Typically, customer offerings include
personal banking products (current and savings accounts, mortgages and personal loans, credit cards, debit cards
and local and international payment services) and wealth management services (insurance and investment
products, global asset management services and financial planning services).
• Commercial Banking (‘CMB’) offers a broad range of products and services to serve the needs of our
commercial customers, including small and medium-sized enterprises, mid-market enterprises and corporates.
These include credit and lending, international trade and receivables finance, treasury management and liquidity
solutions (payments and cash management and commercial cards), commercial insurance and investments. CMB
also offers its customers access to products and services offered by other global businesses, for example Global
472
Banking & Markets (‘GB&M’), which include foreign exchange products, raising capital on debt and equity
markets and advisory services.
• GB&M provides tailored financial solutions to major government, corporate and institutional clients and private
investors worldwide. The client-focused business lines deliver a full range of banking capabilities including
financing, advisory and transaction services, a markets business that provides services in credit, rates, foreign
exchange, money markets and securities services, and principal investment activities.
• Global Private Banking (‘GPB’) provides a range of services to high net worth individuals and families with
complex and international needs within the Group’s priority markets.
Financial information
In the following segmental analysis, the benefit of shareholders’ funds impacts the analysis only to the extent that
these funds are actually allocated to businesses in the segment by way of intra-HSBC capital and funding structures.
Profit/(loss) for the year
Europe
US$m
Hong
Kong
US$m
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
Intra-
HSBC
items
US$m
2013
Net interest income ...............................
Net fee income ......................................
Net trading income/(expense) ..............
Other income /(expense) ......................
10,693
6,032
4,423
(181)
5,993
3,877
1,570
1,763
5,439
2,059
456
4,024
Net operating income1 ..........................
20,967
13,203
11,978
1,486
622
357
38
2,503
Loan impairment charges and other
Total
US$m
35,539
16,434
8,690
3,982
5,742
2,143
948
(30)
6,186
1,701
936
1,745
−
−
−
(3,377)
8,803
10,568
(3,377)
64,645
credit risk provisions ........................
(1,530)
(137)
(361)
42
(1,197)
(2,666)
−
(5,849)
Net operating income ...........................
19,437
13,066
11,617
2,545
7,606
7,902
(3,377)
58,796
Employee compensation and benefits ..
General and administrative expenses ...
Depreciation and impairment of
(7,175)
(9,479)
(2,624)
(2,019)
(3,042)
(2,390)
(634)
(607)
(3,098)
(3,051)
(2,623)
(2,896)
−
3,377
(19,196)
(17,065)
property, plant and equipment .........
(559)
(225)
(167)
Amortisation and impairment of
intangible assets ................................
(400)
(177)
(41)
(35)
(13)
(176)
(202)
(91)
(209)
−
−
(1,364)
(931)
Total operating expenses ......................
(17,613)
(5,045)
(5,640)
(1,289)
(6,416)
(5,930)
3,377
(38,556)
Operating profit ....................................
1,824
8,021
5,977
1,256
1,190
1,972
Share of profit in associates and joint
ventures ............................................
1
68
Profit before tax ....................................
1,825
8,089
1,787
7,764
438
31
−
1,694
1,221
1,972
Tax expense ..........................................
(1,279)
(1,312)
(858)
(328)
Profit for the year ..................................
546
6,777
6,906
1,366
(313)
908
(675)
1,297
−
−
−
−
−
20,240
2,325
22,565
(4,765)
17,800
473
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Notes on the Financial Statements (continued)
12 – Segmental analysis
Profit/(loss) for the year (continued)
2012
Net interest income ...............................
Net fee income ......................................
Net trading income ...............................
Gains on disposal of US branch
network, US cards business and
Ping An .............................................
Other income/(expense) .......................
Europe
US$m
10,394
6,169
2,707
Hong
Kong
US$m
5,316
3,335
1,463
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
Intra-
HSBC
items
US$m
5,391
2,083
1,053
1,470
595
390
8,117
2,513
507
6,984
1,735
971
–
–
–
Total
US$m
37,672
16,430
7,091
−
(1,662)
−
2,308
3,012
2,045
–
(25)
4,012
(456)
–
1,261
−
(3,358)
7,024
113
Net operating income1 ..........................
17,608
12,422
13,584
2,430
14,693
10,951
(3,358)
68,330
Loan impairment charges and other
credit risk provisions ........................
(1,921)
(74)
(436)
(286)
(3,457)
(2,137)
–
(8,311)
Net operating income ...........................
15,687
12,348
13,148
2,144
11,236
8,814
(3,358)
60,019
Employee compensation and benefits ..
General and administrative expenses ...
Depreciation and impairment of
(8,070)
(10,059)
(2,572)
(1,860)
(3,140)
(2,433)
(652)
(459)
(3,243)
(5,413)
(2,814)
(3,117)
–
3,358
(20,491)
(19,983)
property, plant and equipment .........
(597)
(236)
(191)
Amortisation and impairment of
intangible assets ................................
(369)
(180)
(42)
(44)
(11)
(195)
(221)
(89)
(278)
–
–
(1,484)
(969)
Total operating expenses ......................
(19,095)
(4,848)
(5,806)
(1,166)
(8,940)
(6,430)
3,358
(42,927)
Operating profit/(loss) ..........................
(3,408)
7,500
7,342
978
2,296
2,384
−
17,092
Share of profit/(loss) in associates
and joint ventures .............................
(6)
82
3,106
372
3
–
Profit/(loss) before tax ..........................
(3,414)
7,582
10,448
1,350
2,299
2,384
Tax expense ..........................................
(173)
(1,095)
(1,616)
(254)
(1,313)
(864)
Profit/(loss) for the year .......................
(3,587)
6,487
2011
Net interest income ...............................
Net fee income ......................................
Net trading income/(expense) ..............
Other income ........................................
Europe
US$m
11,001
6,236
2,161
4,848
Hong
Kong
US$m
4,691
3,097
1,189
1,705
8,832
Rest of
Asia-
Pacific
US$m
1,096
986
1,520
MENA
US$m
North
America
US$m
Latin
America
US$m
5,102
2,111
1,658
1,842
1,432
627
482
66
11,480
3,308
(362)
1,574
6,956
1,781
1,378
1,338
–
–
–
(3,421)
–
–
–
–
Intra-
HSBC
items
US$m
3,557
20,649
(5,315)
15,334
Total
US$m
40,662
17,160
6,506
7,952
Net operating income1 ..........................
24,246
10,682
10,713
2,607
16,000
11,453
(3,421)
72,280
Loan impairment charges and other
credit risk provisions ........................
(2,512)
(156)
(267)
(293)
(7,016)
(1,883)
–
(12,127)
Net operating income ...........................
21,734
10,526
10,446
2,314
8,984
9,570
(3,421)
60,153
Employee compensation and benefits ..
General and administrative expenses ...
Depreciation and impairment of
(7,621)
(8,473)
(2,610)
(1,724)
(3,179)
(2,378)
(659)
(458)
(3,928)
(4,404)
(3,169)
(3,443)
–
3,421
(21,166)
(17,459)
property, plant and equipment .........
(581)
(245)
(198)
(36)
(261)
(249)
Amortisation and impairment of
intangible assets ................................
(394)
(179)
(51)
(6)
(326)
(394)
–
–
(1,570)
(1,350)
Total operating expenses ......................
(17,069)
(4,758)
(5,806)
(1,159)
(8,919)
(7,255)
3,421
(41,545)
Operating profit ....................................
4,665
5,768
4,640
1,155
65
2,315
Share of profit in associates and joint
ventures ............................................
6
55
Profit before tax ....................................
4,671
5,823
2,831
7,471
Tax income/(expense) ..........................
(1,589)
(1,043)
(1,315)
337
1,492
(266)
35
100
958
–
2,315
(673)
Profit for the year ..................................
3,082
4,780
6,156
1,226
1,058
1,642
–
–
–
–
–
18,608
3,264
21,872
(3,928)
17,944
1 Net operating income before loan impairment charges and other credit risk provisions, also referred to as revenue.
474
Other information about the profit/(loss) for the year
Europe
US$m
20,967
20,108
859
Hong
Kong
US$m
13,203
12,031
1,172
Rest of
Asia-
Pacific
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
Intra-
HSBC
items
US$m
11,978
10,822
1,156
2,503
2,497
6
8,803
8,569
234
10,568
10,618
(50)
(3,377)
–
(3,377)
957
402
208
2,165
172
493
investments ........................
(61)
Changes in fair value of
long-term debt and related
derivatives .............................
Restructuring costs ....................
(936)
211
–
–
5
4
(1)
74
48
45
–
(3)
3
303
412
1,321
2,949
15
(288)
100
6
–
42
–
–
–
–
–
17,608
16,405
1,203
12,422
11,307
1,115
13,584
12,586
998
2,430
2,455
(25)
14,693
14,566
127
10,951
11,011
(60)
(3,358)
–
(3,358)
68,330
68,330
–
966
416
233
55
363
499
2,329
investments ........................
420
Changes in fair value of
long-term debt and related
derivatives .............................
Restructuring costs ....................
(3,091)
292
105
(21)
–
21
586
83
(4)
107
361
3,587
2,489
1
32
(13)
27
(1,219)
219
4
–
94
24,246
23,188
1,058
10,682
9,598
1,084
10,713
9,663
1,050
2,607
2,609
(2)
16,000
15,760
240
11,453
11,462
(9)
(3,421)
–
(3,421)
72,280
72,280
–
2013
Net operating income1 ...............
External .................................
Inter-segment .........................
Profit for the year includes the
following significant
non-cash items:
Depreciation, amortisation
and impairment .................
Loan impairment losses gross
of recoveries and other
credit risk provisions .........
Impairment of financial
2012
Net operating income1 ...............
External .................................
Inter-segment .........................
Profit for the year includes the
following significant
non-cash items:
Depreciation, amortisation
and impairment .................
Loan impairment losses gross
of recoveries and other
credit risk provisions .........
Impairment of financial
2011
Net operating income1 ...............
External .................................
Inter-segment .........................
Profit for the year includes the
following significant
non-cash items:
Depreciation, amortisation
and impairment .................
Loan impairment losses gross
of recoveries and other
credit risk provisions .........
Impairment of financial
975
424
249
42
802
643
3,085
investments ........................
705
Changes in fair value of
long-term debt and related
derivatives .............................
Restructuring costs ....................
3,180
357
202
55
–
47
453
25
4
34
395
7,147
2,271
13
10
27
9
1
967
73
–
259
1 Net operating income before loan impairment charges and other credit risk provisions, also referred to as revenue.
475
Total
US$m
64,645
64,645
–
2,330
7,145
(36)
(1,228)
435
–
–
–
–
–
2,532
9,457
519
(4,327)
760
–
–
–
–
–
3,135
13,553
808
4,161
797
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Notes on the Financial Statements (continued)
12 – Segmental analysis / 13 – Analysis of financial assets and liabilities
Balance sheet information
At 31 December 2013
Loans and advances to
Rest of
Asia-
Pacific
US$m
Hong
Kong
US$m
MENA
US$m
North
America
US$m
Latin
America
US$m
Intra-
HSBC
items
US$m
Total
US$m
Europe
US$m
customers (net) ......................
504,200
195,547
147,797
27,211
161,629
43,920
–
1,080,304
Interests in associates and
joint ventures .........................
169
Total assets ................................ 1,392,959
Customer accounts .....................
644,816
Total liabilities ........................... 1,326,537
275
555,413
365,993
523,579
13,547
335,937
182,626
306,918
2,575
60,810
38,683
50,706
74
432,035
196,495
393,635
–
113,999
54,199
99,319
–
16,640
(219,835) 2,671,318
1,482,812
(219,835) 2,480,859
–
Capital expenditure incurred1 ....
907
1,124
112
32
265
385
–
2,825
At 31 December 2012
Loans and advances to
customers (net) ......................
463,440
173,613
138,119
28,086
140,756
53,609
–
997,623
Interests in associates and
joint ventures .........................
178
Total assets ................................ 1,389,240
Customer accounts .....................
555,009
Total liabilities ........................... 1,327,487
224
518,334
346,208
496,640
15,085
342,269
183,621
308,815
2,262
62,605
39,583
53,498
85
490,247
149,037
450,480
–
131,277
66,556
113,923
–
17,834
(241,434) 2,692,538
1,340,014
(241,434) 2,509,409
–
Capital expenditure incurred1 ....
925
336
208
102
248
458
–
2,277
At 31 December 2011
Loans and advances to
customers (net) ......................
434,336
157,665
123,868
25,875
142,747
55,938
–
940,429
Interests in associates and
joint ventures .........................
150
Total assets ................................ 1,281,945
Customer accounts .....................
493,404
Total liabilities ........................... 1,224,386
196
473,024
315,345
458,179
17,916
317,816
174,012
288,485
2,036
57,464
36,422
49,005
101
504,302
155,982
464,990
–
144,889
78,760
128,302
–
20,399
(223,861) 2,555,579
1,253,925
(223,861) 2,389,486
–
Capital expenditure incurred1 ....
1,177
432
207
29
342
951
–
3,138
1 Expenditure incurred on property, plant and equipment and other intangible assets. Excludes assets acquired as part of business
combinations and goodwill.
476
Other financial information
Net operating income by global business
2013
Net operating income2 ................
External ..................................
Internal ....................................
2012
Net operating income2 ................
External ..................................
Internal ....................................
2011
Net operating income2 ................
External ..................................
Internal ....................................
RBWM
US$m
26,740
25,038
1,702
33,861
31,980
1,881
33,533
32,024
1,509
CMB
US$m
16,365
17,241
(876)
16,551
17,295
(744)
15,611
15,362
249
GB&M
US$m
GPB
US$m
19,176
20,767
(1,591)
18,273
20,410
(2,137)
17,057
19,881
(2,824)
2,439
1,955
484
3,172
2,413
759
3,292
2,207
1,085
Other1
US$m
5,651
(356)
6,007
2,332
(3,768)
6,100
9,145
2,806
6,339
Intra-
HSBC
items
US$m
(5,726)
–
(5,726)
(5,859)
–
(5,859)
(6,358)
–
(6,358)
Total
US$m
64,645
64,645
–
68,330
68,330
–
72,280
72,280
–
1 The main items reported in the ‘Other’ category are certain property activities, unallocated investment activities, centrally held
investment companies, movements in fair value of own debt and HSBC’s holding company and financing operations. The ‘Other’
category also includes gains and losses on the disposal of certain significant subsidiaries or business units.
2 Net operating income before loan impairment charges and other credit risk provisions, also referred to as revenue.
Information by country
UK .......................................................................
Hong Kong .........................................................
USA ....................................................................
France .................................................................
Brazil ...................................................................
Other countries ...................................................
2013
2012
2011
External
net
operating
income1,2
US$m
13,347
12,031
6,121
3,111
5,364
24,671
64,645
Non-
current
assets3
US$m
17,481
12,170
4,189
11,565
1,715
27,879
External
net
operating
income1,2
US$m
9,149
11,307
11,779
2,881
6,395
26,819
Non-
current
assets3
US$m
18,391
11,657
6,718
11,074
2,017
30,078
External
net
operating
income1,2
US$m
16,058
9,600
12,972
2,747
6,637
24,266
74,999
68,330
79,935
72,280
Non-
current
assets3
US$m
21,414
6,257
3,830
10,790
2,149
31,590
76,030
1 External net operating income is attributed to countries on the basis of the location of the branch responsible for reporting the results or
advancing the funds.
2 Net operating income before loan impairment charges and other credit risk provisions, also referred to as revenue.
3 Non-current assets consist of property, plant and equipment, goodwill, other intangible assets, interests in associates and joint ventures
and certain other assets expected to be recovered more than twelve months after the reporting period.
13 Analysis of financial assets and liabilities by measurement basis
Financial assets and financial liabilities are measured on an ongoing basis either at fair value or at amortised cost.
The summary of significant accounting policies in Note 2 describes how the classes of financial instruments are
measured, and how income and expenses, including fair value gains and losses, are recognised. The following table
analyses the carrying amounts of the financial assets and liabilities by category as defined in IAS 39 and by balance
sheet heading.
477
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Analysis of financial assets and liabilities by measurement basis
HSBC
At 31 December 2013
Held for
trading
US$m
Designated
at fair value
US$m
Held-to-
maturity
securities
US$m
Available-
for-sale
securities
US$m
Financial
assets and
liabilities at
amortised
cost
US$m
Derivatives
designated
as fair value
hedging
instruments
US$m
Derivatives
designated
as cash flow
hedging
instruments
US$m
Financial assets
Cash and balances at central banks .....................................................................
Items in the course of collection from other banks .............................................
Hong Kong Government certificates of indebtedness ........................................
Trading assets ......................................................................................................
Financial assets designated at fair value .............................................................
Derivatives ...........................................................................................................
Loans and advances to banks ..............................................................................
Loans and advances to customers .......................................................................
Financial investments ..........................................................................................
Assets held for sale ..............................................................................................
Other assets ..........................................................................................................
Accrued income ...................................................................................................
4
7
8
Financial liabilities
Hong Kong currency notes in circulation ...........................................................
Deposits by banks ................................................................................................
Customer accounts ...............................................................................................
Items in the course of transmission to other banks .............................................
Trading liabilities .................................................................................................
Financial liabilities designated at fair value ........................................................
Derivatives ...........................................................................................................
Debt securities in issue ........................................................................................
Liabilities of disposal groups held for sale .........................................................
Other liabilities ....................................................................................................
Accruals ...............................................................................................................
Subordinated liabilities ........................................................................................
–
–
–
303,192
–
277,709
–
–
–
22
–
–
580,923
–
–
–
–
207,025
–
269,739
–
1
–
–
–
476,765
–
–
–
–
38,430
–
–
–
–
–
–
–
38,430
–
–
–
–
–
89,084
–
–
–
–
–
–
89,084
–
–
–
–
–
–
–
–
25,084
4
–
–
25,088
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
400,841
965
–
–
166,599
6,021
25,220
–
–
–
211,521
1,080,304
–
2,511
23,957
10,176
401,806
1,526,309
–
–
–
–
–
–
–
–
–
–
–
–
–
25,220
129,212
1,482,812
6,910
–
–
–
104,080
2,764
28,925
14,568
28,976
1,823,467
–
–
–
–
–
1,168
–
–
–
–
–
–
1,168
–
–
–
–
–
–
2,889
–
–
–
–
–
2,889
–
–
–
–
–
3,388
–
–
–
–
–
–
3,388
2,577,112
–
–
–
–
–
–
1,656
–
–
–
–
–
25,220
129,212
1,482,812
6,910
207,025
89,084
274,284
104,080
2,765
28,925
14,568
28,976
1,656
2,393,861
H
S
B
C
H
O
L
D
I
N
G
S
P
L
C
1
3
–
A
n
a
l
y
s
i
s
o
f
f
i
n
a
n
c
i
a
l
a
s
s
e
t
s
a
n
d
l
i
a
b
i
l
i
t
i
e
s
N
o
t
e
s
o
n
t
h
e
F
i
n
a
n
c
i
a
l
S
t
a
t
e
m
e
n
t
s
(
c
o
n
t
i
n
u
e
d
)
Total
US$m
166,599
6,021
25,220
303,192
38,430
282,265
211,521
1,080,304
425,925
3,502
23,957
10,176
HSBC
At 31 December 2012
Held for
trading
US$m
Designated
at fair value
US$m
Held-to-
maturity
securities
US$m
Available-
for-sale
securities
US$m
Financial
assets and
liabilities at
amortised
cost
US$m
Derivatives
designated
as fair value
hedging
instruments
US$m
Derivatives
designated
as cash flow
hedging
instruments
US$m
Financial assets
Cash and balances at central banks .....................................................................
Items in the course of collection from other banks .............................................
Hong Kong Government certificates of indebtedness ........................................
Trading assets ......................................................................................................
Financial assets designated at fair value .............................................................
Derivatives ...........................................................................................................
Loans and advances to banks ..............................................................................
Loans and advances to customers .......................................................................
Financial investments ..........................................................................................
Assets held for sale ..............................................................................................
Other assets ..........................................................................................................
Accrued income ...................................................................................................
4
7
9
Financial liabilities
Hong Kong currency notes in circulation ...........................................................
Deposits by banks ................................................................................................
Customer accounts ...............................................................................................
Items in the course of transmission to other banks .............................................
Trading liabilities .................................................................................................
Financial liabilities designated at fair value ........................................................
Derivatives ...........................................................................................................
Debt securities in issue ........................................................................................
Liabilities of disposal groups held for sale .........................................................
Other liabilities ....................................................................................................
Accruals ...............................................................................................................
Subordinated liabilities ........................................................................................
–
–
–
408,811
–
353,803
–
–
–
9
–
–
762,623
–
–
–
–
304,563
–
352,195
–
8
–
–
–
656,766
–
–
–
–
33,582
–
–
–
–
72
–
–
33,654
–
–
–
–
–
87,720
–
–
23
–
–
–
87,743
–
–
–
–
–
–
–
–
23,413
–
–
–
23,413
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
397,688
10,700
–
–
141,532
7,303
22,743
–
–
–
152,546
997,623
–
7,341
23,584
8,540
408,388
1,361,212
–
–
–
–
–
–
–
–
–
–
–
–
–
22,742
107,429
1,340,014
7,138
–
–
–
119,461
3,772
32,417
11,663
29,479
1,674,115
–
–
–
–
–
199
–
–
–
–
–
–
199
–
–
–
–
–
–
4,450
–
–
–
–
–
4,450
Total
US$m
141,532
7,303
22,743
408,811
33,582
357,450
152,546
997,623
421,101
18,122
23,584
8,540
–
–
–
–
–
3,448
–
–
–
–
–
–
3,448
2,592,937
–
–
–
–
–
–
2,241
–
–
–
–
–
22,742
107,429
1,340,014
7,138
304,563
87,720
358,886
119,461
3,803
32,417
11,663
29,479
2,241
2,425,315
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
13 – Analysis of financial assets and liabilities / 14 – Trading assets
HSBC Holdings
Held for
trading
US$m
Designated
at fair value
US$m
Available-
for-sale
securities
US$m
Financial
assets and
liabilities at
amortised
cost
US$m
Total
US$m
At 31 December 2013
Financial assets
Cash at bank and in hand ..............................................
Derivatives ....................................................................
Loans and advances to HSBC undertakings ................
Financial investments ...................................................
Other assets ...................................................................
Financial liabilities
Amounts owed to HSBC undertakings ........................
Financial liabilities designated at fair value .................
Derivatives ....................................................................
Debt securities in issue .................................................
Accruals ........................................................................
Subordinated liabilities .................................................
At 31 December 2012
Financial assets
Cash at bank and in hand ..............................................
Derivatives ....................................................................
Loans and advances to HSBC undertakings ................
Financial investments ...................................................
Other assets ...................................................................
Financial liabilities
Amounts owed to HSBC undertakings ........................
Financial liabilities designated at fair value .................
Derivatives ....................................................................
Debt securities in issue .................................................
Accruals ........................................................................
Subordinated liabilities .................................................
–
–
–
–
–
–
–
21,027
–
–
–
–
21,027
–
–
–
–
–
–
–
23,195
–
–
–
–
23,195
–
–
–
1,210
–
1,210
–
–
–
–
–
–
–
–
–
–
1,208
–
1,208
–
–
–
–
–
–
–
407
–
53,344
–
10
53,761
11,685
–
–
2,791
1,169
14,167
29,812
353
–
41,675
–
4
42,032
12,856
–
–
2,691
605
11,907
28,059
407
2,789
53,344
1,210
10
57,760
11,685
21,027
704
2,791
1,169
14,167
51,543
353
3,768
41,675
1,208
4
47,008
12,856
23,195
760
2,691
605
11,907
52,014
–
2,789
–
–
–
2,789
–
–
704
–
–
–
704
–
3,768
–
–
–
3,768
–
–
760
–
–
–
760
480
14 Trading assets
Trading assets:
– not subject to repledge or resale by counterparties ..........................................................................
– which may be repledged or resold by counterparties ......................................................................
Treasury and other eligible bills ...............................................................................................................
Debt securities ..........................................................................................................................................
Equity securities .......................................................................................................................................
Trading securities at fair value .................................................................................................................
Loans and advances to banks ...................................................................................................................
Loans and advances to customers ............................................................................................................
Trading securities valued at fair value1
US Treasury and US Government agencies2 ...........................................................................................
UK Government .......................................................................................................................................
Hong Kong Government ..........................................................................................................................
Other government .....................................................................................................................................
Asset-backed securities3 ...........................................................................................................................
Corporate debt and other securities ..........................................................................................................
Equity securities .......................................................................................................................................
2013
US$m
201,492
101,700
303,192
21,584
141,644
63,891
227,119
27,885
48,188
303,192
Fair value
2013
US$m
23,450
11,591
5,909
86,714
2,736
32,828
63,891
2012
US$m
305,312
103,499
408,811
26,282
144,677
41,634
212,593
78,271
117,947
408,811
2012
US$m
28,405
11,688
6,228
91,498
2,896
30,244
41,634
227,119
212,593
1 Included within these figures are debt securities issued by banks and other financial institutions of US$22,989m (2012: US$20,274m), of
which US$3,973m (2012: US$3,469m) are guaranteed by various governments.
2 Include securities that are supported by an explicit guarantee issued by the US Government.
3 Exclude asset-backed securities included under US Treasury and US Government agencies.
Trading securities listed on a recognised exchange and unlisted
Fair value at 31 December 2013
Listed1 ...........................................................................................
Unlisted2 .......................................................................................
Fair value at 31 December 2012
Listed1 ...........................................................................................
Unlisted2 .......................................................................................
Treasury
and other
eligible bills
US$m
Debt
securities
US$m
Equity
securities
US$m
194
21,390
21,584
606
25,676
26,282
85,821
55,823
141,644
82,732
61,945
144,677
62,724
1,167
63,891
39,945
1,689
41,634
Total
US$m
148,739
78,380
227,119
123,283
89,310
212,593
1 Included within listed investments are US$3,836m (2012: US$2,828m) of investments listed on a recognised exchange in Hong Kong.
2 Unlisted treasury and other eligible bills primarily comprise treasury bills not listed on an exchange but for which there is a liquid
market.
Loans and advances to banks held for trading
Reverse repos1 ..........................................................................................................................................
Settlement accounts ..................................................................................................................................
Stock borrowing .......................................................................................................................................
Other .........................................................................................................................................................
2013
US$m
2,940
7,572
2,323
15,050
27,885
2012
US$m
45,015
6,324
5,361
21,571
78,271
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
15 – Fair values of financial instruments carried at fair value
Loans and advances to customers held for trading
Reverse repos1 ..........................................................................................................................................
Settlement accounts ..................................................................................................................................
Stock borrowing .......................................................................................................................................
Other .........................................................................................................................................................
2013
US$m
7,180
11,863
7,995
21,150
48,188
2012
US$m
73,666
8,186
10,710
25,385
117,947
1 In 2013, GB&M changed the way it manages repo and reverse repo activities in the Credit and Rates businesses as set out on page 220.
This led to a reduction in the amount of reverse repos classified as trading assets.
15 Fair values of financial instruments carried at fair value
The accounting policies which determine the classification of financial instruments and the use of assumptions and
estimation in valuing them are described on pages 432 to 450 and page 74. The fair value of financial instruments is
generally measured on the basis of the individual financial instrument. However, when HSBC manages a group of
financial assets and financial liabilities on the basis of its net exposure to either market risks or credit risk, it
measures the fair value of the group of financial instruments on a net basis, but presents the underlying financial
assets and liabilities separately in the financial statements, unless they satisfy the IFRSs offsetting criteria
as described on page 442.
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date. The following table sets out the financial instruments carried
at fair value.
Financial instruments carried at fair value and bases of valuation
Recurring fair value measurements
At 31 December 2013
Assets
Trading assets ...........................................................................
Financial assets designated at fair value ..................................
Derivatives ...............................................................................
Financial investments: available for sale .................................
Liabilities
Trading liabilities .....................................................................
Financial liabilities designated at fair value ............................
Derivatives ...............................................................................
At 31 December 2012
Assets
Trading assets ...........................................................................
Financial assets designated at fair value ..................................
Derivatives ...............................................................................
Financial investments: available for sale .................................
Liabilities
Trading liabilities .....................................................................
Financial liabilities designated at fair value ............................
Derivatives ...............................................................................
Valuation techniques
Using
observable
inputs
Level 2
US$m
With
significant
unobservable
inputs
Level 3
US$m
115,124
7,649
277,224
130,760
110,576
78,602
267,441
205,590
7,594
352,960
135,931
180,543
77,017
354,375
5,347
608
2,502
7,245
7,514
–
2,335
4,378
413
3,059
8,511
7,470
–
3,005
Quoted
market
price
Level 1
US$m
182,721
30,173
2,539
262,836
88,935
10,482
4,508
198,843
25,575
1,431
253,246
116,550
10,703
1,506
Total
US$m
303,192
38,430
282,265
400,841
207,025
89,084
274,284
408,811
33,582
357,450
397,688
304,563
87,720
358,886
The decrease in Level 2 trading assets and liabilities reflects the change in the way GB&M manages repo and reverse
repo activities described on page 220. Movement in derivative balances is described in Note 18.
482
Transfers between Level 1 and Level 2 fair values
Assets
Available
for sale
US$m
Held for
trading
US$m
Designated
at fair value
through
profit or loss Derivatives
US$m
US$m
Held for
trading
US$m
Liabilities
Designated
at fair value
through
profit or loss
US$m
Derivatives
US$m
At 31 December 2013
Transfers from Level 1 to Level 2 .....
Transfers from Level 2 to Level 1 .....
110
1,275
24,140
1,264
–
423
18
–
35,274
–
–
–
17
–
Transfers between levels of the fair value hierarchy are deemed to occur at the end of each semi-annual reporting
period. Transfers from Level 1 to Level 2 reflect the reclassification of settlement balances and cash collateral
following reassessment of the application of levelling criteria to these balances. Transfers from Level 2 to Level 1
related to increased liquidity in certain emerging market government bonds.
Control framework
Fair values are subject to a control framework designed to ensure that they are either determined or validated by a
function independent of the risk-taker.
For all financial instruments where fair values are determined by reference to externally quoted prices or observable
pricing inputs to models, independent price determination or validation is utilised. In inactive markets, direct
observation of a traded price may not be possible. In these circumstances, HSBC will source alternative market
information to validate the financial instrument’s fair value, with greater weight given to information that is
considered to be more relevant and reliable. The factors that are considered in this regard are, inter alia:
•
•
•
•
•
•
the extent to which prices may be expected to represent genuine traded or tradeable prices;
the degree of similarity between financial instruments;
the degree of consistency between different sources;
the process followed by the pricing provider to derive the data;
the elapsed time between the date to which the market data relates and the balance sheet date; and
the manner in which the data was sourced.
For fair values determined using valuation models, the control framework may include, as applicable, development or
validation by independent support functions of (i) the logic within valuation models; (ii) the inputs to those models;
(iii) any adjustments required outside the valuation models; and (iv) where possible, model outputs. Valuation
models are subject to a process of due diligence and calibration before becoming operational and are calibrated
against external market data on an ongoing basis.
The majority of financial instruments measured at fair value are in GB&M. GB&M’s fair value governance structure
is illustrated below as an example:
Group Finance Director
Finance
Valuation Committees
Responsible for determining
fair value:
• Establishing accounting
policies for fair value
• Establishing procedures
governing valuation
• Ensuring compliance
with all relevant
accounting standards
Provides
results
Consist of valuation experts
from several independent
support functions
(product control, market risk
management, quantitative
risk and valuation group
and finance), in addition
to senior management
Overseen by
and report
all valuations
considered
to have
material
subjectivity
Valuation Committee
Review Group
Chaired by Global Head of
Product Control,
Global Markets
Consists of Heads of
Global Markets, Finance
and Risk functions
483
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
15 – Fair values of financial instruments carried at fair value
Determination of fair value
Fair values are determined according to the following hierarchy:
• Level 1 – quoted market price: financial instruments with quoted prices for identical instruments in active
markets that HSBC can access at the measurement date.
• Level 2 – valuation technique using observable inputs: financial instruments with quoted prices for similar
instruments in active markets or quoted prices for identical or similar instruments in inactive markets and
financial instruments valued using models where all significant inputs are observable.
• Level 3 – valuation technique with significant unobservable inputs: financial instruments valued using valuation
techniques where one or more significant inputs are unobservable.
The best evidence of fair value is a quoted price in an actively traded market. The fair values of financial instruments
that are quoted in active markets are based on bid prices for assets held and offer prices for liabilities issued. Where
a financial instrument has a quoted price in an active market, the fair value of the total holding of the financial
instrument is calculated as the product of the number of units and quoted price. In the event that the market for a
financial instrument is not active, a valuation technique is used.
The judgement as to whether a market is active may include, but is not restricted to, the consideration of factors such
as the magnitude and frequency of trading activity, the availability of prices and the size of bid/offer spreads. The
bid/offer spread represents the difference in prices at which a market participant would be willing to buy compared
with the price at which they would be willing to sell. In inactive markets, obtaining assurance that the transaction
price provides evidence of fair value or determining the adjustments to transaction prices that are necessary to
measure the fair value of the instrument requires additional work during the valuation process.
Valuation techniques
Valuation techniques incorporate assumptions about factors that other market participants would use in their
valuations. A range of valuation techniques is employed, dependent on the instrument type and available market data.
Most valuation techniques are based upon discounted cash flow analyses, in which expected future cash flows are
calculated and discounted to present value using a discounting curve. Prior to considering credit risk, the expected
future cash flows may be known, as would be the case for the fixed leg of an interest rate swap, or may be uncertain
and require projection, as would be the case for the floating leg of an interest rate swap. ‘Projection’ utilises market
forward curves, if available. In option models, the probability of different potential future outcomes must be
considered. In addition, the value of some products are dependent on more than one market factor, and in these cases
it will typically be necessary to consider how movements in one market factor may affect the other market factors.
The model inputs necessary to perform such calculations include interest rate yield curves, exchange rates,
volatilities, correlations, prepayment and default rates. For interest rate derivatives with collateralised counterparties
and in significant currencies, HSBC uses a discounting curve that reflects the overnight interest rate (‘OIS
discounting’).
The majority of valuation techniques employ only observable market data. However, certain financial instruments are
valued on the basis of valuation techniques that feature one or more significant market inputs that are unobservable,
and for them the measurement of fair value is more judgemental. An instrument in its entirety is classified as valued
using significant unobservable inputs if, in the opinion of management, a significant proportion of the instrument’s
inception profit (‘day 1 gain or loss’) or greater than 5% of the instrument’s valuation is driven by unobservable
inputs. ‘Unobservable’ in this context means that there is little or no current market data available from which to
determine the price at which an arm’s length transaction would be likely to occur. It generally does not mean that
there is no data available at all upon which to base a determination of fair value (consensus pricing data may, for
example, be used). All fair value adjustments are included within the levelling determination.
In certain circumstances, HSBC records its own debt in issue at fair value, based on quoted prices in an active market
for the specific instrument concerned, where available. An example of this is where own debt in issue is hedged with
interest rate derivatives. When quoted market prices are unavailable, the own debt in issue is valued using valuation
techniques, the inputs for which are either based upon quoted prices in an inactive market for the instrument, or are
estimated by comparison with quoted prices in an active market for similar instruments. In both cases, the fair value
includes the effect of applying the credit spread which is appropriate to HSBC’s liabilities. The change in fair value
of issued debt securities attributable to the Group’s own credit spread is computed as follows: for each security at
each reporting date, an externally verifiable price is obtained or a price is derived using credit spreads for similar
484
securities for the same issuer. Then, using discounted cash flow, each security is valued using a Libor-based discount
curve. The difference in the valuations is attributable to the Group’s own credit spread. This methodology is applied
consistently across all securities.
Structured notes issued and certain other hybrid instrument liabilities are included within trading liabilities and are
measured at fair value. The credit spread applied to these instruments is derived from the spreads at which HSBC
issues structured notes.
Gains and losses arising from changes in the credit spread of liabilities issued by HSBC reverse over the contractual
life of the debt, provided that the debt is not repaid at a premium or a discount.
Changes in fair value are generally subject to a profit and loss analysis process. This process disaggregates changes
in fair value into three high level categories; (i) portfolio changes, such as new transactions or maturing transactions,
(ii) market movements, such as changes in foreign exchange rates or equity prices, and (iii) other, such as changes
in fair value adjustments, discussed below.
Fair value adjustments
Fair value adjustments are adopted when HSBC considers that there are additional factors that would be considered
by a market participant which are not incorporated within the valuation model. HSBC classifies fair value
adjustments as either ‘risk-related’ or ‘model-related’. The majority of these adjustments relate to GB&M.
Movements in the level of fair value adjustments do not necessarily result in the recognition of profits or losses
within the income statement. For example, as models are enhanced, fair value adjustments may no longer be
required. Similarly, fair value adjustments will decrease when the related positions are unwound, but this may
not result in profit or loss.
Global Banking and Markets fair value adjustments
Type of adjustment
Risk-related ...............................................................................................................................................
Bid-offer ...............................................................................................................................................
Uncertainty ...........................................................................................................................................
Credit valuation adjustment .................................................................................................................
Debit valuation adjustment ..................................................................................................................
Other .....................................................................................................................................................
Model-related ............................................................................................................................................
Model limitation ...................................................................................................................................
Other .....................................................................................................................................................
Inception profit (Day 1 P&L reserves) (Note 18) ....................................................................................
At
31 December
2013
US$m
At
31 December
2012
US$m
1,565
561
343
1,274
(616)
3
202
199
3
167
2,013
638
142
1,747
(518)
4
162
161
1
181
1,934
2,356
Fair value adjustments declined by US$422m during the year. The most significant movement was a decline of
US$473m in respect of the credit valuation adjustment, as a result of both reduced derivative counterparty exposures
and general narrowing of CDS spreads.
Risk-related adjustments
Bid-offer
IFRS 13 requires use of the price within the bid-offer spread that is most representative of fair value. Valuation
models will typically generate mid-market values. The bid-offer adjustment reflects the extent to which bid-offer
costs would be incurred if substantially all residual net portfolio market risks were closed using available hedging
instruments or by disposing of or unwinding the position.
485
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
15 – Fair values of financial instruments carried at fair value
Uncertainty
Certain model inputs may be less readily determinable from market data, and/or the choice of model itself may
be more subjective. In these circumstances, there exists a range of possible values that the financial instrument or
market parameter may assume and an adjustment may be necessary to reflect the likelihood that in estimating the
fair value of the financial instrument, market participants would adopt more conservative values for uncertain
parameters and/or model assumptions than those used in the valuation model.
Credit valuation adjustment
The credit valuation adjustment is an adjustment to the valuation of OTC derivative contracts to reflect within fair
value the possibility that the counterparty may default and that HSBC may not receive the full market value of the
transactions (see below).
Debit valuation adjustment
The debit valuation adjustment is an adjustment to the valuation of OTC derivative contracts to reflect within fair
value the possibility that HSBC may default, and that HSBC may not pay full market value of the transactions (see
below).
Model-related adjustments
Model limitation
Models used for portfolio valuation purposes may be based upon a simplifying set of assumptions that do not
capture all material market characteristics. Additionally, markets evolve, and models that were adequate in the
past may require development to capture all material market characteristics in current market conditions. In these
circumstances, model limitation adjustments are adopted. As model development progresses, model limitations are
addressed within the valuation models and a model limitation adjustment is no longer needed.
Inception profit (Day 1 P&L reserves)
Inception profit adjustments are adopted when the fair value estimated by a valuation model is based on one or more
significant unobservable inputs. The accounting for inception profit adjustments is discussed on page 433. An
analysis of the movement in the deferred Day 1 P&L reserve is provided on page 501.
Credit valuation adjustment/debit valuation adjustment methodology
HSBC calculates a separate credit valuation adjustment (‘CVA’) and debit valuation adjustment (‘DVA’) for each
HSBC legal entity, and within each entity for each counterparty to which the entity has exposure. The calculation of
the monoline credit valuation adjustment is described on page 208.
HSBC calculates the CVA by applying the probability of default (‘PD’) of the counterparty, conditional on the non-
default of HSBC, to HSBC’s expected positive exposure to the counterparty and multiplying the result by the loss
expected in the event of default. Conversely, HSBC calculates the DVA by applying the PD of HSBC, conditional on
the non-default of the counterparty, to the expected positive exposure of the counterparty to HSBC and multiplying
by the loss expected in the event of default. Both calculations are performed over the life of the potential exposure.
For most products HSBC uses a simulation methodology to calculate the expected positive exposure to a counterparty.
This incorporates a range of potential exposures across the portfolio of transactions with the counterparty over the life
of the portfolio. The simulation methodology includes credit mitigants such as counterparty netting agreements and
collateral agreements with the counterparty. A standard loss given default (‘LGD’) assumption of 60% is generally
adopted for developed market exposures, and 75% for emerging market exposures. Alternative loss given default
assumptions may be adopted when both the nature of the exposure and the available data support this.
For certain types of exotic derivatives where the products are not currently supported by the simulation, or for
derivative exposures in smaller trading locations where the simulation tool is not yet available, HSBC adopts
alternative methodologies. These may involve mapping to the results for similar products from the simulation tool
or, where the mapping approach is not appropriate, using a simplified methodology which generally follows the same
principles as the simulation methodology. The calculation is applied at a trade level, with more limited recognition of
credit mitigants such as netting or collateral agreements than is used in the simulation methodology.
486
The methodologies do not, in general, account for ‘wrong-way risk’. Wrong-way risk arises when the underlying value
of the derivative prior to any CVA is positively correlated to the probability of default by the counterparty. When there
is significant wrong-way risk, a trade-specific approach is applied to reflect the wrong-way risk within the valuation.
With the exception of certain central clearing parties, HSBC includes all third-party counterparties in the CVA and
DVA calculations and does not net these adjustments across Group entities. During the year, HSBC refined the
methodologies used to calculate the CVA and DVA to more accurately reflect the impact of ratings downgrade
triggers on credit mitigation. HSBC reviews and refines the CVA and DVA methodologies on an ongoing basis.
Valuation of uncollateralised derivatives
HSBC values uncollateralised derivatives by discounting expected future cash flows at a benchmark interest rate,
typically Libor or its equivalent. This approach has historically been adopted across the industry, and has therefore
been an appropriate basis for fair value. HSBC and other industry participants are currently considering whether
this approach appropriately reflects the manner in which the derivatives are funded, which may occur at rates other
than interbank offer rates. No consensus has yet emerged on how such funding should be reflected in the fair value
measurement for uncollateralised derivatives. In the future, and possibly in 2014, HSBC may adopt a ‘funding fair
value adjustment’ to reflect funding of uncollateralised derivatives at rates other than interbank offer rates.
Fair value valuation bases
Financial instruments measured at fair value using a valuation technique with significant unobservable inputs –
Level 3
Held for
Available
for sale
trading
US$m US$m
Assets
At fair
value1
US$m
Deriv-
atives
US$m
Total
US$m
Held for
trading
US$m
Liabilities
At fair
value1
Deriv-
atives
Total
US$m US$m US$m
At 31 December 2013
Private equity including strategic
investments .................................
Asset-backed securities ..................
Loans held for securitisation ..........
Structured notes ..............................
Derivatives with monolines ............
Other derivatives ............................
Other portfolios ..............................
At 31 December 2012
Private equity including strategic
investments .................................
Asset-backed securities ..................
Loans held for securitisation ..........
Structured notes ..............................
Derivatives with monolines ............
Other derivatives ............................
Other portfolios ..............................
3,729
1,677
–
–
–
–
1,839
103
643
83
14
–
–
4,504
7,245
5,347
3,582
2,288
–
–
–
–
2,641
92
652
547
23
–
–
3,064
8,511
4,378
420
–
–
–
–
–
188
608
377
–
–
–
–
–
36
413
–
–
–
–
320
2,182
–
4,252
2,320
83
14
320
2,182
6,531
–
–
–
7,514
–
–
–
2,502
15,702
7,514
–
–
–
–
630
2,429
–
4,051
2,940
547
23
630
2,429
5,741
–
–
–
6,987
–
–
483
3,059
16,361
7,470
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
2,335
–
–
–
–
7,514
–
2,335
–
2,335
9,849
–
–
–
–
–
3,005
–
–
–
–
6,987
–
3,005
483
3,005
10,475
1 Designated at fair value through profit or loss.
Level 3 instruments are present in both ongoing and legacy businesses. Loans held for securitisation, derivatives with
monolines, certain ‘other derivatives’ and all level 3 asset-backed securities are legacy. HSBC has the capability to
hold these positions.
Private equity and strategic investments
HSBC’s private equity and strategic investments are generally classified as available for sale and are not traded in
active markets. In the absence of an active market, an investment’s fair value is estimated on the basis of an analysis
of the investee’s financial position and results, risk profile, prospects and other factors, as well as by reference to
market valuations for similar entities quoted in an active market, or the price at which similar companies have
changed ownership.
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Notes on the Financial Statements (continued)
15 – Fair values of financial instruments carried at fair value
Asset-backed securities
While quoted market prices are generally used to determine the fair value of these securities, valuation models are
used to substantiate the reliability of the limited market data available and to identify whether any adjustments to
quoted market prices are required. For ABSs including residential MBSs, the valuation uses an industry standard
model and the assumptions relating to prepayment speeds, default rates and loss severity based on collateral type,
and performance, as appropriate. The valuations output is benchmarked for consistency against observable data for
securities of a similar nature.
Loans, including leveraged finance and loans held for securitisation
Loans held at fair value are valued from broker quotes and/or market data consensus providers when available. In the
absence of an observable market, the fair value is determined using valuation techniques. These techniques include
discounted cash flow models, which incorporate assumptions regarding an appropriate credit spread for the loan,
derived from other market instruments issued by the same or comparable entities.
Structured notes
The fair value of structured notes valued using a valuation technique is derived from the fair value of the underlying
debt security, and the fair value of the embedded derivative is determined as described in the paragraph below
on derivatives.
Trading liabilities valued using a valuation technique with significant unobservable inputs principally comprised
equity-linked structured notes which are issued by HSBC and provide the counterparty with a return that is linked
to the performance of certain equity securities, and other portfolios. The notes are classified as Level 3 due to the
unobservability of parameters such as long-dated equity volatilities and correlations between equity prices, between
equity prices and interest rates and between interest rates and foreign exchange rates.
Derivatives
OTC (i.e. non-exchange traded) derivatives are valued using valuation models. Valuation models calculate the
present value of expected future cash flows, based upon ‘no-arbitrage’ principles. For many vanilla derivative
products, such as interest rate swaps and European options, the modelling approaches used are standard across
the industry. For more complex derivative products, there may be some differences in market practice. Inputs to
valuation models are determined from observable market data wherever possible, including prices available from
exchanges, dealers, brokers or providers of consensus pricing. Certain inputs may not be observable in the market
directly, but can be determined from observable prices via model calibration procedures or estimated from historical
data or other sources. Examples of inputs that may be unobservable include volatility surfaces, in whole or in part,
for less commonly traded option products, and correlations between market factors such as foreign exchange rates,
interest rates and equity prices. The valuation of derivatives with monolines is discussed on page 208.
Derivative products valued using valuation techniques with significant unobservable inputs included certain types of
correlation products, such as foreign exchange basket options, equity basket options, foreign exchange interest rate
hybrid transactions and long-dated option transactions. Examples of the latter are equity options, interest rate and
foreign exchange options and certain credit derivatives. Credit derivatives include certain tranched CDS transactions.
Reconciliation of fair value measurements in Level 3 of the fair value hierarchy
The following table provides a reconciliation of the movement between opening and closing balances of Level 3
financial instruments, measured at fair value using a valuation technique with significant unobservable inputs:
488
Movement in Level 3 financial instruments
Assets
Available
for sale
US$m
Held for
trading
US$m
Designated
at fair value
through
profit
or loss Derivatives
US$m
US$m
Held for
trading
US$m
8,511
4,378
413
3,059
7,470
Liabilities
Designated
at fair value
through
profit
or loss Derivatives
US$m
US$m
At 1 January 2013 .................................
Total gains/(losses) recognised
in profit or loss .................................
– trading income excluding net
interest income .............................
– net income/(expense) from
other financial instruments
designated at fair value ................
– gains less losses from financial
investments ...................................
– loan impairment charges and
other credit risk provisions ..........
Total gains/(losses) recognised in
other comprehensive income1 .............
– available-for-sale investments:
fair value gains/(losses) ...............
– cash flow hedges:
fair value gains/(losses) ...............
– exchange differences ....................
Purchases ..............................................
New issuances .......................................
Sales ......................................................
Settlements ............................................
Transfers out .........................................
Transfers in ...........................................
(52)
–
–
(66)
14
487
568
–
(81)
1,838
–
(766)
(756)
(3,121)
1,104
At 31 December 2013 ..........................
7,245
Unrealised gains/(losses) recognised
in profit or loss relating to assets
and liabilities held at 31 December
2013 ..................................................
– trading income excluding net
interest income .............................
– net income/(expense) from other
financial instruments designated
at fair value ...................................
– loan impairment charges and
(166)
–
–
other credit risk provisions ..........
(166)
343
343
–
–
–
20
–
–
20
1,293
–
(1,821)
(473)
(385)
1,992
5,347
362
362
–
–
At 1 January 2012 .................................
Total gains/(losses) recognised
9,121
4,780
in profit or loss .................................
(414)
356
Total gains/(losses) recognised in
other comprehensive income1 ...........
Purchases ..............................................
New issuances .......................................
Sales ......................................................
Settlements ............................................
Transfers out .........................................
Transfers in ...........................................
472
1,738
–
(840)
(367)
(2,944)
1,745
At 31 December 2012 ...........................
8,511
78
942
–
(1,408)
(617)
(298)
545
4,378
36
–
36
–
–
–
–
–
–
56
–
(4)
(27)
(68)
202
608
41
–
41
–
716
10
(32)
113
–
(69)
(25)
(350)
50
413
(205)
(747)
(205)
(747)
–
–
–
(7)
–
(11)
4
–
–
–
(311)
(171)
137
–
–
–
9
–
–
9
(482)
3,161
(14)
(1,150)
(1,051)
318
2,502
7,514
(297)
(297)
–
–
(401)
(401)
–
–
(974)
92
–
–
–
(14)
(571)
77
143
(368)
2,852
–
(1,604)
(1,901)
202
3,059
7,470
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3,005
393
393
–
–
–
57
–
–
57
–
–
–
(1,004)
(160)
44
2,335
72
72
–
–
10
84
–
–
–
18
(291)
55
3,005
(395)
–
–
–
–
–
(567)
–
–
–
Total gains/(losses) recognised in
profit or loss relating to assets and
liabilities held at 31 December 2012
166
339
9
(1,294)
384
1 Included in ‘Available-for-sale investments: fair value gains/(losses)’ and ‘Exchange differences’ in the consolidated statement of
comprehensive income.
489
4,449
7,827
567
3,129
319
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Notes on the Financial Statements (continued)
15 – Fair values of financial instruments carried at fair value
Purchases of Level 3 available-for-sale assets primarily reflect the acquisition of certain less liquid emerging market
government and corporate debt. Transfers in of Level 3 available-for-sale securities reflect decreased confidence in
the pricing of certain ABS assets. This is offset by transfers out reflecting increased confidence in the pricing of
certain other ABS assets and increased liquidity in certain emerging market sovereign and corporate debt. Sales of
Level 3 trading assets reflect the unwind of certain legacy monoline and structured credit exposures. New issuances
of trading liabilities reflect structured note issuances, predominantly equity-linked notes.
Effect of changes in significant unobservable assumptions to reasonably possible alternatives
The following table shows the sensitivity of Level 3 fair values to reasonably possible alternative assumptions:
Sensitivity of fair values to reasonably possible alternative assumptions
At 31 December 2013
Derivatives, trading assets and trading liabilities1 .......................
Financial assets and liabilities designated at fair value ...............
Financial investments: available for sale .....................................
At 31 December 2012
Derivatives, trading assets and trading liabilities1 ........................
Financial assets and liabilities designated at fair value ................
Financial investments: available for sale ......................................
Reflected in profit or loss
Favourable
changes
US$m
Unfavourable
changes
US$m
350
32
–
382
465
41
–
506
(285)
(51)
–
(336)
(384)
(41)
–
(425)
Reflected in other
comprehensive income
Favourable
changes
US$m
Unfavourable
changes
US$m
–
–
434
434
–
–
680
680
–
–
(673)
(673)
–
–
(710)
(710)
1 Derivatives, trading assets and trading liabilities are presented as one category to reflect the manner in which these financial
instruments are risk-managed.
The decrease in the effect of favourable and unfavourable changes in significant unobservable inputs in relation to
derivatives, trading assets and trading liabilities reflects a reduction in exposures and reduced market data dispersion
as market volatility generally declined over the year. The reduction in the effect of favourable changes in financial
investments primarily reflects a decline in private equity, following a reassessment of potential upside.
Sensitivity of fair values to reasonably possible alternative assumptions by Level 3 instrument type
At 31 December 2013
Private equity including strategic investments .............................
Asset-backed securities ................................................................
Loans held for securitisation ........................................................
Structured notes ............................................................................
Derivatives with monolines ..........................................................
Other derivatives ..........................................................................
Other portfolios ............................................................................
At 31 December 2012
Private equity including strategic investments .............................
Asset-backed securities ................................................................
Loans held for securitisation ........................................................
Structured notes ............................................................................
Derivatives with monolines ..........................................................
Other derivatives ..........................................................................
Other portfolios ............................................................................
Reflected in profit or loss
Favourable
changes
US$m
Unfavourable
changes
US$m
31
60
3
16
25
212
35
382
62
41
3
4
36
320
40
506
(61)
(27)
(3)
(9)
(16)
(164)
(56)
(336)
(62)
(27)
(3)
(5)
(20)
(267)
(41)
(425)
Reflected in other
comprehensive income
Favourable
changes
US$m
Unfavourable
changes
US$m
226
113
–
–
–
–
95
434
353
143
–
–
–
–
184
680
(436)
(99)
–
–
–
–
(138)
(673)
(353)
(139)
–
–
–
–
(218)
(710)
Favourable and unfavourable changes are determined on the basis of sensitivity analysis. The sensitivity analysis
aims to measure a range of fair values consistent with the application of a 95% confidence interval. Methodologies
take account of the nature of the valuation technique employed, as well as the availability and reliability of
490
observable proxy and historical data. When the available data is not amenable to statistical analysis, the
quantification of uncertainty is judgemental, but remains guided by the 95% confidence interval.
When the fair value of a financial instrument is affected by more than one unobservable assumption, the above table
reflects the most favourable or the most unfavourable change from varying the assumptions individually.
Key unobservable inputs to Level 3 financial instruments
The table below lists key unobservable inputs to Level 3 financial instruments, and provides the range of those inputs
as at 31 December 2013. The core range of inputs is the estimated range within which 90% of the inputs fall. A
further description of the categories of key unobservable inputs is given below.
Private equity including strategic investments
HSBC’s private equity and strategic investments are generally classified as available for sale and are not traded in
active markets. In the absence of an active market, an investment’s fair value is estimated on the basis of an analysis
of the investee’s financial position and results, risk profile, prospects and other factors, as well as by reference to
market valuations for similar entities quoted in an active market, or the price at which similar companies have
changed ownership. Given the bespoke nature of the analysis in respect of each holding, it is not practical to quote
a range of key unobservable inputs.
Prepayment rates
Prepayment rates are a measure of the anticipated future speed at which a loan portfolio will be repaid in advance of
the due date. Prepayment rates are an important input into modelled values of ABSs. A modelled price may be used
where insufficient observable market prices exist to enable a market price to be determined directly. Prepayment
rates are also an important input into the valuation of derivatives linked to securitisations. For example, so-called
securitisation swaps have a notional value that is linked to the size of the outstanding loan portfolio in a
securitisation, which may fall as prepayments occur. Prepayment rates vary according to the nature of the loan
portfolio, and expectations of future market conditions. For example, current prepayment rates in US residential
mortgage-backed securities would generally be expected to rise as the US economy improves. Prepayment rates may
be estimated using a variety of evidence, such as prepayment rates implied from proxy observable security prices,
current or historic prepayment rates and macro-economic modelling.
Market proxy
Market proxy pricing may be used for an instrument for which specific market pricing is not available, but evidence
is available in respect of instruments that have some characteristics in common. In some cases it might be possible to
identify a specific proxy, but more generally evidence across a wider range of instruments will be used to understand
the factors that influence current market pricing and the manner of that influence. For example, in the collateralised
loan obligation market it may be possible to establish that A-rated securities exhibit prices in a range, and to isolate
key factors that influence position within the range. Application of this to a specific A-rated security within HSBC’s
portfolio allows assignment of a price.
The range of prices used as inputs into a market proxy pricing methodology may therefore be wide. This range is not
indicative of the uncertainty associated with the price derived for an individual security.
Volatility
Volatility is a measure of the anticipated future variability of a market price. Volatility tends to increase in stressed
market conditions, and decrease in calmer market conditions. Volatility is an important input in the pricing of
options. In general, the higher the volatility, the more expensive the option will be. This reflects both the higher
probability of an increased return from the option, and the potentially higher costs that HSBC may incur in hedging
the risks associated with the option. If option prices become more expensive, this will increase the value of HSBC’s
long option positions (i.e. the positions in which HSBC has purchased options), while HSBC’s short option positions
(i.e. the positions in which HSBC has sold options) will suffer losses.
491
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Quantitative information about significant unobservable inputs in Level 3 valuations
Fair value
At 31 December 2013
Private equity including strategic
investments ............................................
Asset-backed securities ............................
CLO/CDO1 .............................................
Other ABSs ............................................
Loans held for securitisation ....................
Structured notes .........................................
Equity-linked notes ................................
Fund-linked notes ..................................
FX-linked notes .....................................
Other ......................................................
Derivatives with monolines ......................
Other derivatives ......................................
Interest rate derivatives:
– securitisation swaps ............................
– long-dated swaptions ..........................
– other ....................................................
FX derivatives:
– FX options ...........................................
– other .....................................................
Equity derivatives:
– long-dated single stock options ..........
– other ....................................................
Credit derivatives:
– other ....................................................
Other portfolios ........................................
Structured certificates ............................
EM corporate debt .................................
Other2 .....................................................
Assets
US$m
4,252
2,320
1,180
1,140
83
14
–
–
14
–
320
2,182
275
655
540
114
69
218
24
287
6,531
3,800
2,073
658
Liabilities
US$m Valuation technique
Key unobservable
inputs
Full range of inputs
Core range of inputs
Lower
Higher
Lower
Higher
– See notes on page 491 ............ See notes on page 491 ..
–
– Model – Discounted cash flow Prepayment rate .........
Market proxy ......................... Bid quotes ....................
–
–
7,514
5,750 Model – Option model ........... Equity volatility ..........
Model – Option model............ Equity correlation .......
Fund volatility .............
FX volatility .................
717 Model – Option model ...........
662 Model – Option model ...........
385
– Model – Discounted cash flow Credit spread ..............
2,335
1,127 Model – Discounted cash flow Prepayment rate .........
IR volatility ..................
185 Model – Option model............
265
n/a
0%
0
6%
51%
18%
0.1%
3%
0%
3%
n/a
5%
102
73%
59%
22%
28%
5%
22%
160%
n/a
0%
46
13%
52%
20%
5%
4%
2%
13%
n/a
5%
95
39%
57%
21%
15%
5%
20%
41%
151 Model – Option model ...........
FX volatility .................
0.1%
75%
7%
18%
51
247 Model – Option model ........... Equity volatility ...........
151
6%
73%
15%
36%
158
–
– Model – Discounted cash flow Credit volatility ............
– Market proxy ......................... Credit spread ..............
Market proxy ......................... Bid quotes ....................
–
1%
0.2%
57
3%
17%
141
1%
1%
100
3%
7%
134
4
9
2
1 Collateralised loan obligation/collateralised debt obligation.
2 Includes a range of smaller asset holdings.
15,702
9,849
H
S
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)
Volatility varies by underlying reference market price, and by strike and maturity of the option. Volatility also varies
over time. As a result, it is difficult to make general statements regarding volatility levels. For example, while it is
generally the case that foreign exchange volatilities are lower than equity volatilities, there may be examples in
particular currency pairs or for particular equities where this is not the case.
Certain volatilities, typically those of a longer-dated nature, are unobservable. The unobservable volatility is then
estimated from observable data. For example, longer-dated volatilities may be extrapolated from shorter-dated
volatilities.
The range of unobservable volatilities quoted in the table reflects the wide variation in volatility inputs by reference
market price. For example, foreign exchange volatilities for a pegged currency may be very low, whereas for non-
managed currencies the foreign exchange volatility may be higher. As a further example, volatilities for deep-in-the-
money or deep-out-of-the-money equity options may be significantly higher than at-the-money options. The core
range is significantly narrower than the full range because these examples with extreme volatilities occur relatively
rarely within the HSBC portfolio. For any single unobservable volatility, the uncertainty in the volatility
determination is significantly less than the range quoted above.
Correlation
Correlation is a measure of the inter-relationship between two market prices. Correlation is a number between
minus one and one. A positive correlation implies that the two market prices tend to move in the same direction,
with a correlation of one implying that they always move in the same direction. A negative correlation implies that
the two market prices tend to move in opposite directions, with a correlation of minus one implying that the two
market prices always move in opposite directions.
Correlation is used to value more complex instruments where the payout is dependent upon more than one market
price. For example, an equity basket option has a payout that is dependent upon the performance of a basket of single
stocks, and the correlation between the price movements of those stocks will be an input to the valuation. This is
referred to as equity-equity correlation. There is a wide range of instruments for which correlation is an input, and
consequently a wide range of both same-asset correlations (e.g. equity-equity correlation) and cross-asset correlations
(e.g. foreign exchange rate-interest rate correlation) used. In general, the range of same-asset correlations will be
narrower than the range of cross-asset correlations.
Correlation may be unobservable. Unobservable correlations may be estimated on the basis of a range of evidence,
including consensus pricing services, HSBC trade prices, proxy correlations and examination of historical price
relationships.
The range of unobservable correlations quoted in the table reflects the wide variation in correlation inputs by market
price pair. For any single unobservable correlation, the uncertainty in the correlation determination is likely to be less
than the range quoted above.
Credit spread
Credit spread is the premium over a benchmark interest rate required by the market to accept lower credit quality. In
a discounted cash flow model, the credit spread increases the discount factors applied to future cash flows, thereby
reducing the value of an asset. Credit spreads may be implied from market prices. Credit spreads may not be
observable in more illiquid markets.
Inter-relationships between key unobservable inputs
Key unobservable inputs to Level 3 financial instruments may not be independent of each other. As described above,
market variables may be correlated. This correlation typically reflects the manner in which different markets tend to
react to macroeconomic or other events. For example, improving economic conditions may lead to a ‘risk on’ market,
in which prices of risky assets such as equities and high yield bonds rise, while ‘safe haven’ assets such as gold and
US Treasuries decline. Furthermore, the impact of changing market variables upon the HSBC portfolio will depend
on HSBC’s net risk position in respect of each variable. For example, increasing high-yield bond prices will benefit
long high-yield bond positions, but the value of any credit derivative protection held against these bonds will fall.
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
15 – Fair values of financial instruments carried at fair value / 16 – Fair values of financial instruments not carried at fair value
HSBC Holdings
The following table provides an analysis of the basis for valuing financial assets and financial liabilities measured at
fair value in the financial statements:
Basis of valuing HSBC Holdings’ financial assets and liabilities measured at fair value
Valuation technique using observable inputs: Level 2
Assets
Derivatives ...........................................................................................................................................
Available for sale .................................................................................................................................
Liabilities
Designated at fair value ........................................................................................................................
Derivatives ...........................................................................................................................................
Financial instruments measured at fair value – Level 3
At 31 December
2013
US$m
2,789
1,210
21,027
704
2012
US$m
3,768
1,208
23,195
760
Financial instruments measured using a valuation technique with significant unobservable inputs (Level 3) comprised
fixed-rate preferred securities and senior notes purchased from HSBC undertakings. The unobservable elements of
the valuation technique included the use of implied credit spreads and simplified bond pricing assumptions.
Movement in Level 3 financial instruments available for sale
At 1 January ..............................................................................................................................................
Total gains or losses:
– recognised in profit or loss ...................................................................................................................
– recognised in other comprehensive income .........................................................................................
Settlements ................................................................................................................................................
Transfers out .............................................................................................................................................
At 31 December ........................................................................................................................................
Unrealised gains/(losses) recognised in profit or loss relating to assets and liabilities held at
31 December ........................................................................................................................................
2013
US$m
–
–
–
–
–
–
–
2012
US$m
1,078
–
130
–
(1,208)
–
–
494
16 Fair values of financial instruments not carried at fair value
The classification of financial instruments is determined in accordance with the accounting policies set out in Note 2.
Fair values of financial instruments which are not carried at fair value and bases of valuation
At 31 December 2013
Fair value
Valuation techniques
With
significant
unobserv-
able
inputs
Level 3
US$m
Using
observable
inputs
Level 2
US$m
Quoted
market
price
Level 1
US$m
At 31 December 2012
Total
US$m
Carrying
amount
US$m
Fair
value
US$m
Carrying
amount
US$m
Assets and liabilities not held for sale
Assets
Loans and advances to banks ...........
Loans and advances to customers1 ...
Financial investments: debt
211,521
1,080,304
–
–
201,643
98,932
9,858
971,555
211,501
1,070,487
152,546
997,623
152,823
973,741
securities .......................................
25,084
1,432
23,960
25
25,417
23,413
25,458
Liabilities
Deposits by banks ............................
Customer accounts ...........................
Debt securities in issue .....................
Subordinated liabilities .....................
129,212
1,482,812
104,080
28,976
–
–
166
–
129,144
1,467,812
101,551
29,704
52
14,622
2,941
1,309
129,196
1,482,434
104,658
31,013
107,429
1,340,014
119,461
29,479
107,392
1,340,521
120,779
32,159
Loans and advances and customer
accounts held for sale2
Loans and advances to banks and
customers .....................................
Customer accounts ...........................
1,973
2,187
–
–
249
2,186
1,731
–
1,980
2,186
6,632
2,990
6,387
2,990
1 Level 2 fair value amounts primarily include reverse repos.
2 Including financial instruments within disposal groups held for sale.
Fair values are determined according to the hierarchy set out in Note 15.
The following is a list of financial instruments whose carrying amount is a reasonable approximation of fair value
because, for example, they are short-term in nature or reprice to current market rates frequently:
Assets
Cash and balances at central banks
Items in the course of collection from other banks
Hong Kong Government certificates of indebtedness
Endorsements and acceptances
Short-term receivables within ‘Other assets’
Liabilities
Hong Kong currency notes in circulation
Items in the course of transmission to other banks
Investment contracts with discretionary participation features within ‘Liabilities under insurance contracts’
Endorsements and acceptances
Short-term payables within ‘Other liabilities’
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
16 – Fair values of financial assets not carried at fair value
Carrying amount and fair value of loans and advances to customers by industry sector
Not impaired
US$m
Carrying amount at 31 December
Impairment
Impaired
US$m
allowances1
US$m
2013
Loans and advances to customers ................................................
– personal .....................................................................................
– corporate and commercial ........................................................
– financial ....................................................................................
2012
Loans and advances to customers ................................................
– personal .....................................................................................
– corporate and commercial ........................................................
– financial ....................................................................................
1,059,019
391,930
529,661
137,428
975,064
391,342
503,291
80,431
36,428
18,798
16,877
753
38,671
23,751
14,093
827
(15,143)
(6,602)
(8,059)
(482)
(16,112)
(8,212)
(7,346)
(554)
Fair value at 31 December
Not impaired
US$m
Impaired
US$m
2013
Loans and advances to customers ..............................................................................
– personal ...................................................................................................................
– corporate and commercial ......................................................................................
– financial ..................................................................................................................
2012
Loans and advances to customers ..............................................................................
– personal ...................................................................................................................
– corporate and commercial ......................................................................................
– financial ..................................................................................................................
1,045,900
379,353
529,586
136,961
948,822
369,692
499,261
79,869
24,587
13,774
10,340
473
24,919
15,369
9,158
392
1 Impairment allowances relate to both impaired and not impaired loans and advances.
Analysis of loans and advances to customers by geographical segment
Total
US$m
1,080,304
404,126
538,479
137,699
997,623
406,881
510,038
80,704
Total
US$m
1,070,487
393,127
539,926
137,434
973,741
385,061
508,419
80,261
Loans and advances to customers
Europe ...........................................................................................
Hong Kong ...................................................................................
Rest of Asia-Pacific ......................................................................
Middle East and North Africa ......................................................
North America ..............................................................................
Latin America ...............................................................................
At 31 December 2013
At 31 December 2012
Carrying
amount
US$m
504,201
195,549
147,796
27,211
161,629
43,918
Fair
value
US$m
501,422
194,081
147,488
26,891
156,500
44,105
1,080,304
1,070,487
Carrying
amount
US$m
463,440
173,613
138,119
28,086
140,756
53,609
997,623
Fair
value
US$m
453,382
171,926
138,015
27,954
128,637
53,827
973,741
Valuation
The fair value measurement is HSBC’s estimate of the price that would be received to sell an asset or paid to transfer
a liability in an orderly transaction between market participants at the measurement date. It does not reflect the
economic benefits and costs that HSBC expects to flow from the instruments’ cash flows over their expected future
lives. Other reporting entities may use different valuation methodologies and assumptions in determining fair values
for which no observable market prices are available.
The fair values of loans and advances to customers in the US are substantially lower than their carrying amount,
reflecting the market conditions at the balance sheet date. The secondary market demand and estimated value for US
loans and advances have been heavily influenced by the challenging economic conditions during the past number of
years, including house price depreciation, rising unemployment, changes in consumer behaviour, changes in discount
rates and the lack of financing options available to support the purchase of loans and advances. Many investors are
non-bank financial institutions or hedge funds with high equity levels and a high cost of debt. For certain consumer
loans, investors take a more conservative view of future performance than HSBC. As a result, third parties are likely
to assume higher charge-off levels and/or slower voluntary prepayment speeds than HSBC believes will ultimately
be the case. The investor discount rates reflect this difference in the overall cost of capital as well as the potential
496
volatility in the underlying cash flow assumptions, the combination of which may yield a significant pricing discount
from HSBC’s intrinsic value. The relative fair value of loans and advances to customers increased during 2013
largely due to improved conditions in the housing industry driven by increased property values and, to a lesser extent,
lower required market yields and increased investor demand for these types of loans and advances.
The fair value of loans and advances to customers has improved in Europe relative to carrying amounts, primarily in
the UK mortgage market where increased competition and Central Bank policies to stimulate lending have reduced
interest rates and increased fair values accordingly. The overall improvement in fair value has also benefited from
higher valuations of ABSs classified as loans and advances following improved market appetite for such securities.
The fair values of loans and advances to customers in Latin America are higher than their carrying amount, primarily
driven by mortgages where the market interest rate remains below the historic average.
Fair values of the following assets and liabilities are estimated for the purpose of disclosure as described below:
Loans and advances to banks and customers
The fair value of loans and advances is based on observable market transactions, where available. In the absence
of observable market transactions, fair value is estimated using valuation models that incorporate a range of input
assumptions. These assumptions may include value estimates from third party brokers which reflect over-the-counter
trading activity, forward looking discounted cash flow models using assumptions which HSBC believes are
consistent with those which would be used by market participants in valuing such loans, and trading inputs from
other market participants which includes observed primary and secondary trades.
Loans are grouped, as far as possible, into homogeneous groups and stratified by loans with similar characteristics to
improve the accuracy of estimated valuation outputs. The stratification of a loan book considers all material factors
including vintage, origination period, estimates of future interest rates, prepayment speeds, delinquency rates, loan-
to-value ratios, the quality of collateral, default probability, and internal credit risk ratings.
Valuation techniques are calibrated on a regular basis and tested for validity using prices from observable current
market transactions in the same instrument, without modification or repackaging, or are based on any available
observable market data.
The fair value of a loan reflects both loan impairments at the balance sheet date and estimates of market participants’
expectations of credit losses over the life of the loans, and the fair value effect of repricing between origination and
the balance sheet date.
Financial investments
The fair values of listed financial investments are determined using bid market prices. The fair values of unlisted
financial investments are determined using valuation techniques that take into consideration the prices and future
earnings streams of equivalent quoted securities.
Deposits by banks and customer accounts
For the purpose of estimating fair value, deposits by banks and customer accounts are grouped by remaining
contractual maturity. Fair values are estimated using discounted cash flows, applying current rates offered for
deposits of similar remaining maturities. The fair value of a deposit repayable on demand is approximated by its
carrying value.
Debt securities in issue and subordinated liabilities
Fair values are determined using quoted market prices at the balance sheet date where available, or by reference to
quoted market prices for similar instruments.
The fair values in this note are stated at a specific date and may be significantly different from the amounts which
will actually be paid on the maturity or settlement dates of the instruments. In many cases, it would not be possible to
realise immediately the estimated fair values given the size of the portfolios measured. Accordingly, these fair values
do not represent the value of these financial instruments to HSBC as a going concern.
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
17 – Financial assets designated at fair value / 18 - Derivatives
HSBC Holdings
The methods used by HSBC Holdings to determine fair values of financial instruments for the purpose of
measurement and disclosure are described above.
The following table provides an analysis of the fair value of financial instruments not carried at fair value on the
balance sheet:
Fair values of HSBC Holdings’ financial instruments not carried at fair value on the balance sheet
At 31 December 2013
Carrying
amount
US$m
Fair
value1
US$m
At 31 December 2012
Carrying
amount
US$m
Fair
value
US$m
Assets
Loans and advances to HSBC undertakings ............................................
Liabilities
Amounts owed to HSBC undertakings ....................................................
Debt securities in issue .............................................................................
Subordinated liabilities .............................................................................
53,344
55,332
41,675
42,843
11,685
2,791
14,167
11,868
3,124
16,633
12,856
2,691
11,907
13,133
3,188
14,865
1 Fair values were determined using valuation techniques with observable inputs (Level 2).
17 Financial assets designated at fair value
Financial assets designated at fair value:
– not subject to repledge or resale by counterparties ..........................................................................
– which may be repledged or resold by counterparties ......................................................................
Treasury and other eligible bills ...............................................................................................................
Debt securities ..........................................................................................................................................
Equity securities .......................................................................................................................................
Securities designated at fair value ............................................................................................................
Loans and advances to banks ...................................................................................................................
Loans and advances to customers ............................................................................................................
Securities designated at fair value1
Fair value
US Treasury and US Government agencies2 ..........................................................................................
UK Government ......................................................................................................................................
Hong Kong Government .........................................................................................................................
Other government ....................................................................................................................................
Asset-backed securities3 ..........................................................................................................................
Corporate debt and other securities .........................................................................................................
Equities ....................................................................................................................................................
At 31 December
2013
US$m
38,062
368
38,430
50
12,589
25,711
38,350
76
4
38,430
At 31 December
2013
US$m
34
534
113
4,097
140
7,721
25,711
38,350
2012
US$m
33,562
20
33,582
54
12,551
20,868
33,473
55
54
33,582
2012
US$m
37
625
135
4,508
158
7,142
20,868
33,473
1 Included within these figures are debt securities issued by banks and other financial institutions of US$4,419m (2012: US$3,509m), of
which US$92m (2012: US$5m) are guaranteed by various governments.
2 Include securities that are supported by an explicit guarantee issued by the US Government.
3 Exclude asset-backed securities included under US Treasury and US Government agencies.
498
Securities listed on a recognised exchange and unlisted
Fair value at 31 December 2013
Listed1 ...........................................................................................
Unlisted .........................................................................................
Fair value at 31 December 2012
Listed1 ...........................................................................................
Unlisted .........................................................................................
Treasury
and other
eligible bills
US$m
Debt
securities
US$m
Equity
securities
US$m
−
50
50
–
54
54
2,773
9,816
12,589
3,007
9,544
12,551
18,235
7,476
25,711
14,063
6,805
20,868
Total
US$m
21,008
17,342
38,350
17,070
16,403
33,473
1 Included within listed investments are US$1,148m of investments listed on a recognised exchange in Hong Kong (2012: US$931m).
18 Derivatives
Fair values of derivatives by product contract type held by HSBC
At 31 December 2013
Foreign exchange ................................................
Interest rate .........................................................
Equity ..................................................................
Credit ..................................................................
Commodity and other .........................................
Trading
US$m
78,652
456,282
18,389
9,092
2,624
Gross total fair values .........................................
565,039
Offset ..................................................................
Total ....................................................................
At 31 December 2012
Foreign exchange ................................................
Interest rate .........................................................
Equity ..................................................................
Credit ..................................................................
Commodity and other .........................................
68,277
628,162
15,413
12,740
1,443
Gross total fair values .........................................
726,035
Offset ...................................................................
Total ....................................................................
Assets
Hedging
US$m
2,262
2,294
–
–
–
4,556
1,227
2,417
–
–
–
3,644
Liabilities
Hedging
US$m
448
4,097
–
–
–
4,545
239
6,491
–
–
–
6,730
Total
US$m
Trading
US$m
80,914
458,576
18,389
9,092
2,624
75,350
448,434
22,573
8,926
1,786
569,595
557,069
(287,330)
282,265
69,504
630,579
15,413
12,740
1,443
70,944
618,808
19,889
13,508
1,236
729,679
724,385
(372,229)
357,450
Total
US$m
75,798
452,531
22,573
8,926
1,786
561,614
(287,330)
274,284
71,183
625,299
19,889
13,508
1,236
731,115
(372,229)
358,886
Derivative assets and liabilities decreased during the year, driven by a decrease in the fair value of interest rate
derivatives as yield curves in major currencies steepened. This resulted in the decrease in gross fair values and a
commensurate decrease in the offset amount.
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
18 – Derivatives
Fair values of derivatives by product contract type held by HSBC Holdings with subsidiaries
At 31 December 2013
Foreign exchange ................................................
Interest rate .........................................................
At 31 December 2012
Foreign exchange ................................................
Interest rate .........................................................
Trading
US$m
Assets
Hedging
US$m
Total
US$m
Trading
US$m
Liabilities
Hedging
US$m
Total
US$m
1,774
955
2,729
1,636
2,132
3,768
45
15
60
–
–
–
1,819
970
2,789
1,636
2,132
3,768
471
233
704
760
–
760
–
–
–
–
–
–
471
233
704
760
–
760
Derivatives are financial instruments that derive their value from the price of underlying items such as equities,
bonds, interest rates, foreign exchange, credit spreads, commodities and equity or other indices. Derivatives enable
users to increase, reduce or alter exposure to credit or market risks.
Derivatives are carried at fair value and shown in the balance sheet as separate totals of assets and liabilities. A
description of how the fair value of derivatives is derived is set out on page 488. Derivative assets and liabilities are
only offset and reported net in the balance sheet when there is a legally enforceable right to offset and the cash flows
are intended to be settled on a net basis.
Use of derivatives
HSBC transacts derivatives for three primary purposes: to create risk management solutions for clients, to manage
the portfolio risks arising from client business and to manage and hedge HSBC’s own risks. Derivatives (except for
derivatives which are designated as effective hedging instruments as defined in IAS 39) are held for trading. Within
the held-for-trading classification are two types of derivatives: those used in sales and trading activities, and those
used for risk management purposes but which for various reasons do not meet the qualifying criteria for hedge
accounting. The second category includes derivatives managed in conjunction with financial instruments designated
at fair value. These activities are described more fully below.
HSBC’s derivative activities give rise to significant open positions in portfolios of derivatives. These positions
are managed constantly to ensure that they remain within acceptable risk levels. When entering into derivative
transactions, HSBC employs the same credit risk management framework to assess and approve potential credit
exposures that it uses for traditional lending.
Trading derivatives
Most of HSBC’s derivative transactions relate to sales and trading activities. Sales activities include the structuring
and marketing of derivative products to customers to enable them to take, transfer, modify or reduce current or
expected risks. Trading activities include market-making and risk management. Market-making entails quoting bid
and offer prices to other market participants for the purpose of generating revenues based on spread and volume.
Risk management activity is undertaken to manage the risk arising from client transactions, with the principal
purpose of retaining client margin.
Other derivatives classified as held for trading include non-qualifying hedging derivatives, ineffective hedging
derivatives and the components of hedging derivatives that are excluded from assessing hedge effectiveness. Non-
qualifying hedging derivatives are entered into for risk management purposes but do not meet the criteria for hedge
accounting. Trading derivatives also include derivatives managed in conjunction with financial instruments
designated at fair value.
Gains and losses from changes in the fair value of derivatives, including the contractual interest, that do not qualify
for hedge accounting are reported in ‘Net trading income’ except for derivatives managed in conjunction with
financial instruments designated at fair value, where gains and losses are reported in ‘Net income from financial
instruments designated at fair value’ together with the gains and losses on the economically hedged items. Where the
derivatives are managed with debt securities in issue, the contractual interest is shown in ‘Interest expense’ together
with the interest payable on the issued debt. Substantially all of HSBC Holdings’ derivatives entered into with HSBC
undertakings are managed in conjunction with financial liabilities designated at fair value.
500
The notional contract amounts of derivatives held for trading purposes indicate the nominal value of transactions
outstanding at the balance sheet date; they do not represent amounts at risk. The 23% increase in the notional contract
amounts of HSBC’s derivatives during 2013 was primarily driven by an increase in the trading volumes of interest
rate contracts.
Notional contract amounts of derivatives held for trading purposes by product type
HSBC
At
31 December
2013
US$m
At
31 December
2012
US$m
HSBC Holdings
At
31 December
2013
US$m
At
31 December
2012
US$m
Foreign exchange ..........................................................................
Interest rate ...................................................................................
Equity ............................................................................................
Credit ............................................................................................
Commodity and other ...................................................................
5,264,978
27,056,367
589,903
678,256
77,842
4,435,729
21,355,749
495,668
901,507
80,219
33,667,346
27,268,872
17,280
10,304
–
–
–
27,584
17,576
11,554
–
–
–
29,130
Credit derivatives
HSBC trades credit derivatives through its principal dealing operations and acts as a principal counterparty to a broad
range of users, structuring transactions to produce risk management products for its customers, or making markets in
certain products. Risk is typically controlled through entering into offsetting credit derivative contracts with other
counterparties.
HSBC manages the credit risk arising on buying and selling credit derivative protection by including the related
credit exposures within its overall credit limit structure for the relevant counterparty. Trading of credit derivatives
is restricted to a small number of offices within the major centres which have the control infrastructure and market
skills to manage effectively the credit risk inherent in the products.
Credit derivatives are also deployed to a limited extent for the risk management of the Group’s loan portfolios.
The notional contract amount of credit derivatives of US$678bn (2012: US$902bn) consisted of protection bought of
US$339bn (2012: US$446bn) and protection sold of US$339bn (2012: US$455bn). The credit derivative business
operates within the market risk management framework described on page 281.
Derivatives valued using models with unobservable inputs
The difference between the fair value at initial recognition (the transaction price) and the value that would have been
derived had valuation techniques used for subsequent measurement been applied at initial recognition, less
subsequent releases, is as follows:
Unamortised balance of derivatives valued using models with significant unobservable inputs
Unamortised balance at 1 January ............................................................................................................
Deferral on new transactions ....................................................................................................................
Recognised in the income statement during the period:
– amortisation .......................................................................................................................................
– subsequent to unobservable inputs becoming observable ................................................................
– maturity, termination or offsetting derivative ...................................................................................
– risk hedged ........................................................................................................................................
Exchange differences ................................................................................................................................
Unamortised balance at 31 December1 ....................................................................................................
1 This amount is yet to be recognised in the consolidated income statement.
2013
US$m
181
206
(105)
(39)
(77)
–
1
167
2012
US$m
200
149
(112)
(1)
(46)
(11)
2
181
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Notes on the Financial Statements (continued)
18 – Derivatives
Hedge accounting derivatives
HSBC uses derivatives (principally interest rate swaps) for hedging purposes in the management of its own asset and
liability portfolios and structural positions. This enables HSBC to optimise the overall cost to the Group of accessing
debt capital markets, and to mitigate the market risk which would otherwise arise from structural imbalances in the
maturity and other profiles of its assets and liabilities.
The accounting treatment of hedge transactions varies according to the nature of the instrument hedged and the type of
hedge transactions. Derivatives may qualify as hedges for accounting purposes if they are fair value hedges, cash flow
hedges, or hedges of net investment in foreign operations. These are described under the relevant headings below.
The notional contract amounts of derivatives held for hedge accounting purposes indicate the nominal value of
transactions outstanding at the balance sheet date; they do not represent amounts at risk.
Notional contract amounts of derivatives held for hedge accounting purposes by product type
HSBC
Foreign exchange ..........................................................................
Interest rate ...................................................................................
At 31 December 2013
Cash flow
hedge
US$m
Fair value
hedge
US$m
At 31 December 2012
Cash flow
hedge
US$m
Fair value
hedge
US$m
25,799
201,197
226,996
226
90,354
90,580
16,716
182,688
199,404
112
75,505
75,617
HSBC Holdings
Foreign exchange ......................................................................................................................................
Interest rate ...............................................................................................................................................
Fair value hedge
at 31 December
2013
US$m
2012
US$m
1,120
1,977
3,097
–
–
–
Fair value hedges
HSBC’s fair value hedges principally consist of interest rate swaps that are used to protect against changes in the fair
value of fixed-rate long-term financial instruments due to movements in market interest rates. For fair value hedges,
all changes in the fair value of the derivative and in the fair value of the item in relation to the risk being hedged are
recognised in the income statement. If the hedge relationship is terminated, the fair value adjustment to the hedged
item continues to be reported as part of the basis of the item and is amortised to the income statement as a yield
adjustment over the remainder of the hedging period.
Fair value of derivatives designated as fair value hedges
HSBC
Foreign exchange ..........................................................................
Interest rate ...................................................................................
HSBC Holdings
Foreign exchange ..........................................................................
Interest rate ...................................................................................
At 31 December 2013
At 31 December 2012
Assets
US$m
5
1,163
1,168
45
15
60
Liabilities
US$m
Assets
US$m
Liabilities
US$m
–
2,889
2,889
–
–
–
–
199
199
–
–
–
–
4,450
4,450
–
–
–
502
Gains or losses arising from fair value hedges
HSBC
Gains/(losses):
– on hedging instruments ..........................................................................................
– on the hedged items attributable to the hedged risk ..............................................
HSBC Holdings
Gains/(losses):
– on hedging instruments ..........................................................................................
– on the hedged items attributable to the hedged risk ..............................................
2013
US$m
1,997
(1,932)
65
14
(21)
(7)
2012
US$m
(898)
871
(27)
–
–
–
2011
US$m
(4,082)
3,858
(224)
–
–
–
The gains and losses on ineffective portions of fair value hedges are recognised immediately in ‘Net trading income’.
Cash flow hedges
HSBC’s cash flow hedges consist principally of interest rate swaps, futures and cross-currency swaps that are used to
protect against exposures to variability in future interest cash flows on non-trading assets and liabilities which bear
interest at variable rates or which are expected to be re-funded or reinvested in the future. The amounts and timing of
future cash flows, representing both principal and interest flows, are projected for each portfolio of financial assets
and liabilities on the basis of their contractual terms and other relevant factors, including estimates of prepayments
and defaults. The aggregate principal balances and interest cash flows across all portfolios over time form the basis
for identifying gains and losses on the effective portions of derivatives designated as cash flow hedges of forecast
transactions. Gains and losses are initially recognised in other comprehensive income, and accumulated in the cash
flow hedging reserve, and are transferred to the income statement when the forecast cash flows affect the income
statement.
Fair value of derivatives designated as cash flow hedges
Foreign exchange ..........................................................................
Interest rate ...................................................................................
At 31 December 2013
At 31 December 2012
Assets
US$m
2,257
1,131
3,388
Liabilities
US$m
439
1,208
1,647
Assets
US$m
1,230
2,218
3,448
Liabilities
US$m
200
2,041
2,241
Forecast principal balances on which interest cash flows are expected to arise
At 31 December 2013
Assets ............................................................................................
Liabilities ......................................................................................
Net cash inflows/(outflows) exposure ..........................................
At 31 December 2012
Assets ............................................................................................
Liabilities ......................................................................................
Net cash inflows exposure ............................................................
3 months
or less
US$m
More than 3
months but less
than 1 year
US$m
5 years or less
but more than
1 year
US$m
More than
5 years
US$m
135,857
(60,402)
75,455
112,846
(68,534)
44,312
124,670
(46,990)
77,680
93,072
(43,800)
49,272
89,405
(38,406)
50,999
72,557
(29,401)
43,156
2,156
(10,221)
(8,065)
5,055
(4,777)
278
This table reflects the interest rate repricing profile of the underlying hedged items.
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Notes on the Financial Statements (continued)
18 – Derivatives / 19 – Financial investments
The gains and losses on ineffective portions of such derivatives are recognised immediately in ‘Net trading income’.
During the year to 31 December 2013 a gain of US$22m (2012: gain of US$35m; 2011: gain of US$26m) was
recognised due to hedge ineffectiveness.
Hedges of net investments in foreign operations
The Group applies hedge accounting in respect of certain consolidated net investments. Hedging is undertaken using
forward foreign exchange contracts or by financing with currency borrowings.
At 31 December 2013, the fair values of outstanding financial instruments designated as hedges of net investments
in foreign operations were assets of US$4m (2012: US$3m), liabilities of US$23m (2012: US$50m) and notional
contract values of US$2,840m (2012: US$2,654m).
The ineffectiveness recognised in ‘Net trading income’ in the year ended 31 December 2013 that arose from hedges
in foreign operations was nil (2012 and 2011: nil).
19 Financial investments
Financial investments:
– not subject to repledge or resale by counterparties .........................................................................
– which may be repledged or resold by counterparties ......................................................................
Carrying amount and fair value of financial investments
At 31 December
2013
US$m
394,207
31,718
425,925
2012
US$m
399,613
21,488
421,101
At 31 December 2013
Carrying
amount
US$m
Fair
value
US$m
At 31 December 2012
Carrying
amount
US$m
Fair
value
US$m
Treasury and other eligible bills ...................................................
– available for sale ..................................................................
Debt securities ..............................................................................
– available for sale ..................................................................
– held to maturity ....................................................................
Equity securities ...........................................................................
– available for sale ..................................................................
78,111
78,111
338,674
313,590
25,084
9,140
9,140
78,111
78,111
339,007
313,590
25,417
9,140
9,140
87,550
87,550
327,762
304,349
23,413
5,789
5,789
87,550
87,550
329,807
304,349
25,458
5,789
5,789
Total financial investments ..........................................................
425,925
426,258
421,101
423,146
Financial investments at amortised cost and fair value
At 31 December 2013
US Treasury ..............................................................................................................................................
US Government agencies3 ........................................................................................................................
US Government sponsored entities3 .........................................................................................................
UK Government .......................................................................................................................................
Hong Kong Government ..........................................................................................................................
Other government .....................................................................................................................................
Asset-backed securities4 ...........................................................................................................................
Corporate debt and other securities ..........................................................................................................
Equities .....................................................................................................................................................
Amortised
cost1
US$m
50,369
19,211
5,263
23,565
49,570
153,619
25,961
87,469
8,081
423,108
Fair
value2
US$m
50,421
18,771
5,445
23,580
49,579
156,208
24,115
88,999
9,140
426,258
504
At 31 December 2012
US Treasury ..............................................................................................................................................
US Government agencies3 ........................................................................................................................
US Government sponsored entities3 .........................................................................................................
UK Government .......................................................................................................................................
Hong Kong Government ..........................................................................................................................
Other government .....................................................................................................................................
Asset-backed securities4 ...........................................................................................................................
Corporate debt and other securities ..........................................................................................................
Equities .....................................................................................................................................................
At 31 December 2011
US Treasury ..............................................................................................................................................
US Government agencies3 ........................................................................................................................
US Government sponsored entities3 .........................................................................................................
UK Government .......................................................................................................................................
Hong Kong Government ..........................................................................................................................
Other government .....................................................................................................................................
Asset-backed securities4 ...........................................................................................................................
Corporate debt and other securities ..........................................................................................................
Equities .....................................................................................................................................................
Amortised
cost1
US$m
60,657
22,579
5,262
17,018
42,687
146,507
29,960
86,099
4,284
415,053
43,848
25,079
4,425
32,165
33,359
125,623
35,096
94,110
5,122
398,827
Fair
value2
US$m
61,925
23,500
5,907
17,940
42,711
149,179
26,418
89,777
5,789
423,146
45,283
26,093
5,056
33,603
33,374
127,049
28,625
95,233
7,210
401,526
1 Represents the amortised cost or cost basis of the financial investment.
2 Included within these figures are debt securities issued by banks and other financial institutions of US$55,303m (2012: US$59,908m;
2011: US$68,334m), of which US$8,946m (2012: US$6,916m; 2011: US$17,079m) are guaranteed by various governments. The fair
value of the debt securities issued by banks and other financial institutions was US$55,467m (2012: US$60,616m; 2011: US$68,765m).
3 Include securities that are supported by an explicit guarantee issued by the US Government.
4 Exclude asset-backed securities included under US Government agencies and sponsored entities.
Financial investments listed on a recognised exchange and unlisted
Carrying amount at 31 December 2013
Listed1 .................................................................
Unlisted2 .............................................................
Carrying amount at 31 December 2012
Listed1 .................................................................
Unlisted2 .............................................................
Treasury
and other
eligible bills
available
for sale
US$m
Debt
securities
available
for sale
US$m
Debt
securities
held to
maturity
US$m
Equity
securities
available
for sale
US$m
Total
US$m
1,404
76,707
134,473
179,117
6,176
18,908
3,950
5,190
146,003
279,922
78,111
313,590
25,084
9,140
425,925
3,284
84,266
113,399
190,950
5,599
17,814
536
5,253
122,818
298,283
87,550
304,349
23,413
5,789
421,101
1 The fair value of listed held-to-maturity debt securities as at 31 December 2013 was US$6,281m (2012: US$6,123m). Included within
listed investments were US$2,832m (2012: US$3,512m) of investments listed on a recognised exchange in Hong Kong.
2 Unlisted treasury and other eligible bills available for sale primarily comprise treasury bills not listed on an exchange but for which
there is a liquid market.
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Notes on the Financial Statements (continued)
19 – Financial investments / 20 – Transfers of financial assets
Maturities of investments in debt securities at their carrying amount
Remaining contractual maturity of total debt securities:
1 year or less .........................................................................................................................................
5 years or less but over 1 year ..............................................................................................................
10 years or less but over 5 years ..........................................................................................................
Over 10 years .......................................................................................................................................
Remaining contractual maturity of debt securities available for sale:
1 year or less .........................................................................................................................................
5 years or less but over 1 year ..............................................................................................................
10 years or less but over 5 years ..........................................................................................................
Over 10 years .......................................................................................................................................
Remaining contractual maturity of debt securities held to maturity:
1 year or less .........................................................................................................................................
5 years or less but over 1 year ..............................................................................................................
10 years or less but over 5 years ..........................................................................................................
Over 10 years .......................................................................................................................................
At 31 December
2013
US$m
81,215
154,580
50,998
51,881
338,674
78,222
146,200
44,556
44,612
313,590
2,993
8,380
6,442
7,269
2012
US$m
67,268
157,075
47,123
56,296
327,762
65,500
149,195
39,498
50,156
304,349
1,768
7,880
7,625
6,140
25,084
23,413
Contractual maturities and weighted average yields of investment debt securities at 31 December 2013
Within one year
After one year but
within five years
After five years but
within ten years
After ten years
Amount
US$m
Yield
%
Amount
US$m
Yield
%
Amount
US$m
Yield Amount
US$m
%
Yield
%
Available for sale
US Treasury .............................................
US Government agencies ........................
US Government-sponsored agencies ......
UK Government ......................................
Hong Kong Government .........................
Other governments ..................................
Asset-backed securities ...........................
Corporate debt and other securities .........
11,876
–
50
–
773
49,919
72
15,244
Total amortised cost ................................
77,934
Total carrying value .................................
78,222
Held to maturity
US Treasury .............................................
US Government agencies ........................
US Government-sponsored agencies ......
Hong Kong Government .........................
Other governments ..................................
Asset-backed securities ...........................
Corporate debt and other securities .........
Total amortised cost ................................
Total carrying value .................................
1
–
1
–
267
–
2,724
2,993
2,993
0.3
–
0.4
–
1.8
2.5
1.7
2.9
4.0
–
8.0
–
4.1
–
3.9
29,185
46
821
12,129
109
63,276
1,681
36,703
143,950
146,200
55
1
1
30
317
–
7,976
8,380
8,380
0.7
2.1
2.3
3.6
0.7
3.2
2.4
2.0
4.8
7.6
6.9
0.4
4.5
–
3.7
5,871
98
2,773
10,165
–
10,212
6,666
8,136
43,921
44,556
59
2
2
28
278
–
6,073
6,442
6,442
2.2
2.1
3.3
7.2
–
5.1
0.7
2.0
4.8
7.7
8.0
2.7
4.9
–
4.1
1,991
18,802
775
644
–
2,432
17,524
4,249
46,417
44,612
109
262
843
2
661
18
5,374
7,269
7,269
4.1
2.6
3.8
5.1
–
5.2
0.8
3.3
4.2
6.5
6.1
1.2
4.8
6.2
4.1
The maturity distributions of asset-backed securities 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 ended 31 December 2013 by the book amount of available-for-sale debt securities at
that date. The yields do not include the effect of related derivatives.
20 Transfers of financial assets
HSBC enters into transactions in the normal course of business by which it transfers financial assets to third parties
including structured entities (‘SEs’). Depending on the circumstances, these transfers may either result in these
financial assets being derecognised or continuing to be recognised.
506
• Full derecognition occurs when HSBC transfers its contractual right to receive cash flows from the financial
assets, or retains the right but assumes an obligation to pass on the cash flows from the asset, and transfers
substantially all the risks and rewards of ownership. The risks include credit, interest rate, foreign currency,
prepayment and other price risks.
• Derecognition does not occur when HSBC transfers its contractual right to receive cash flows from the financial
assets, or retains the right but assumes an obligation to pass on the cash flows from the asset, but either:
(i) retains substantially all of the risks and rewards of ownership of the transferred asset; or
(ii) neither retains nor transfers substantially all of the risks and rewards of ownership but has retained control
of the financial asset. In this situation, the financial assets are recognised on the balance sheet to the extent
of HSBC’s continuing involvement.
The majority of transferred financial assets that do not qualify for derecognition are (i) debt securities held by
counterparties as collateral under repurchase agreements or (ii) equity securities lent under securities lending
agreements. As the substance of these transactions is secured borrowings the asset collateral continues to be
recognised in full and the related liability reflecting the Group’s obligation to repurchase the transferred assets for
a fixed price at a future date is recognised in deposits from banks or customers as appropriate. As a result of these
transactions, the Group is unable to use, sell or pledge the transferred assets for the duration of the transaction. The
Group remains exposed to interest rate risk and credit risk on these pledged instruments. The counterparty’s recourse
is not limited to the transferred assets.
Other transactions that do not qualify for full derecognition include other sales where the counterparty’s recourse is
only to the transferred asset. ‘Other sales (recourse to transferred asset only)’ in the table below includes a Canadian
government sponsored securitisation programme, where HSBC Bank Canada assigns ownership and its right to sell
or pledge residential mortgages. HSBC Bank Canada remains exposed to credit and interest rate risk on the assigned
residential mortgages, which continue to be recorded as loans and advances. Third party funds received by HSBC
Bank Canada under the programme are accounted for as secured borrowings and presented as debt securities in issue
on the consolidated balance sheet.
In a small number of securitisation transactions, HSBC has neither transferred nor retained substantially all the risks
and rewards of ownership of the transferred assets, and has retained control of the transferred assets. Circumstances
in which HSBC has continuing involvement in the transferred assets may include retention of servicing rights over
the transferred assets, entering into a derivative transaction with the securitisation vehicle or retaining an interest in
the securitisation vehicle. Where HSBC has continuing involvement it continues to recognise the transferred assets
to the extent of its continuing involvement and recognises an associated liability. The net carrying amount of the
transferred assets and associated liabilities reflects the rights and obligations that HSBC has retained.
The following table analyses the carrying amount of financial assets that did not qualify for derecognition and their
associated financial liabilities, including those that are recognised to the extent of HSBC’s continuing involvement
and the associated liabilities.
Financial assets not qualifying for full derecognition and associated financial liabilities
Carrying
amount of
assets
before
transfer
US$m
Carrying
amount of
transferred
assets
US$m
Carrying
amount of
associated
liabilities
US$m
Fair
value of
transferred
assets
US$m
Fair
value of
associated
liabilities
US$m
Net
position
US$m
At 31 December 2013
Repurchase agreements ......................................
Securities lending agreements ............................
Other sales (recourse to transferred asset only) .
Securitisations recognised to the extent of
125,508
9,175
6,707
126,175
8,884
7,019
6,827
6,707
continuing involvement ..................................
17,427
16
8
16
8
At 31 December 2012
Repurchase agreements ......................................
Securities lending agreements ............................
Other sales (recourse to transferred asset only) .
Securitisations recognised to the extent of
122,130
5,891
9,727
121,589
5,820
9,733
9,767
9,856
continuing involvement ..................................
17,427
12
6
12
6
120
8
(89)
6
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Notes on the Financial Statements (continued)
21 – Interests in associates and joint ventures
Financial assets qualifying for full derecognition and associated financial liabilities by type of continuing
involvement
At 31 December
For the year
Carrying amount
of continuing
involvement in
the balance sheet
Assets Liabilities
US$m
US$m
Fair value of
continuing
involvement
Assets
US$m
Liabilities
US$m
Gain or
loss
Maximum recognised
Income/
Income/
(expenses)
(expenses) recognised
cumulat-
ively
US$m
exposure at transfer recognised
in year
US$m
to loss
US$m
date
US$m
Interest in structured entities
2013 ...........................................
2012 ...........................................
305
393
–
–
307
354
–
–
305
393
10
10
8
8
68
58
The assets in the table above represent our continuing involvement in securitisations where HSBC has transferred
assets to an unconsolidated SE, but has retained some of the notes issued by the SE. These notes are reported in loans
and advances to customers. The maximum exposure to loss is the carrying amount of the notes.
21 Interests in associates and joint ventures
Associates
At 31 December 2013, the carrying amount of HSBC’s interests in associates was US$16,417m (2012:
US$17,523m).
Principal associates of HSBC
Listed
Bank of Communications Co., Limited .......................................
Industrial Bank Co., Limited ........................................................
The Saudi British Bank ................................................................
At 31 December 2013
Carrying
amount
US$m
Fair
value1
US$m
13,412
–
2,437
15,849
9,954
–
4,693
14,647
At 31 December 2012
Carrying
amount
US$m
11,770
2,851
2,135
16,756
Fair
value1
US$m
10,633
3,665
3,189
17,487
1 Principal associates are listed on recognised stock exchanges. The fair values are based on the quoted market prices of the shares held
(Level 1 in the fair value hierarchy).
Country of
incorporation
and principal
place of
business
PRC1
Saudi
Arabia
At 31 December 2013
Principal
activity
Banking
services
Banking
services
HSBC’s
interest
in equity
capital
Issued
equity
capital
19.03%
RMB74,263m
40.00%
SR10,000m
Bank of Communications Co., Limited .......................................
The Saudi British Bank ................................................................
1 People’s Republic of China.
Details of all HSBC associates and joint ventures, as required under Section 409 of the Companies Act 2006, will be
annexed to the next Annual Return of HSBC Holdings filed with the UK Registrar of Companies.
HSBC had US$13,412m (2012: US$11,770m) of interests in associates listed in Hong Kong.
HSBC’s interest in Industrial Bank Co., Limited (‘Industrial Bank’) was equity accounted with effect from
May 2004. HSBC’s significant influence was established as a result of representation on Industrial Bank’s Board of
Directors. In January 2013, Industrial Bank completed a private placement of additional share capital to a number
of third parties which diluted HSBC’s equity holding from 12.8% to 10.9%. As a result of this and other factors,
HSBC is no longer in a position to exercise significant influence over Industrial Bank and ceased to account for the
interest as an associate from that date, giving rise to a gain of US$1.1bn recognised in other operating income.
Thereafter, the holding was recognised as an available-for-sale financial investment.
508
Bank of Communications Co., Limited (‘BoCom’)
HSBC’s investment in BoCom was equity accounted with effect from August 2004. HSBC’s significant influence in
BoCom was established as a result of representation on the Board of Directors and, in accordance with the Technical
Cooperation and Exchange Programme, HSBC is assisting in the maintenance of financial and operating policies and
a number of staff have been seconded to assist in this process.
Impairment testing
As at 31 December 2013, the fair value of HSBC’s investment in BoCom had been below the carrying amount for
approximately 20 months, apart from a short period in 2013. As a result, we performed an impairment test on the
carrying amount of the investment in BoCom. The test confirmed that there was no impairment as at 31 December
2013.
Basis of recoverable amount
The impairment test was performed by comparing the recoverable amount of BoCom, determined by a value-in-use
(‘VIU’) calculation, with its carrying amount. The VIU calculation used discounted cash flow projections based on
management’s estimates. Cash flows beyond the short to medium-term were then extrapolated in perpetuity using
a long-term growth rate. Management judgement is required in estimating the future cash flows of BoCom. The
projected values are particularly sensitive to the following key assumptions.
Key assumptions in VIU calculation
Long-term growth rate: the growth rate is 5% for periods after 2018 and does not exceed forecast GDP growth in
China.
Discount rate: the discount rate of 13% is derived from a range of values obtained by applying a Capital Asset
Pricing Model (‘CAPM’) calculation for BoCom, using market data. Management supplements this by comparing the
rates derived from the CAPM with discount rates available from external sources, and HSBC’s discount rate for
evaluating investments in mainland China. The discount rate used is within the range of 10.5% to 15% indicated by
the CAPM and external sources.
Loan impairment charge as a percentage of customer advances: the ratio used increases from 0.64% to 1% in the
short to medium term. The long-term ratio is assumed to revert to a historical rate of 0.64%. The rates are within the
medium-term range forecast of 0.55% and 1.20% used by external analysts.
Management’s judgement in estimating the VIU
In 2013, the impairment testing model for BoCom was changed to reflect the expected regulatory impact on cash
flow projections. The changes reduced the projected available cash flows by including a regulatory cap on the loan-
to-deposit ratio and by retaining a proportion of cash flows to maintain capital ratio requirements above the expected
regulatory minima. If these changes had been made as at 31 December 2012, the VIU would still have been above the
carrying amount as at that date.
VIU was US$14bn, or US$0.6bn (‘headroom’) in excess of the carrying amount of the investment in BoCom of
US$13.4bn as at 31 December 2013. The carrying amount increased by US$1.6bn during 2013. At the point where
the carrying amount exceeds the value in use, the carrying amount would be reduced to equal value in use, with a
corresponding reduction in income, unless the market value has increased to a level above the carrying amount.
Sensitivity analyses were performed on each key assumption to ascertain the impact of reasonably possible changes
in assumptions. The following changes to the key assumptions used in the VIU calculation would be necessary to
reduce headroom to nil:
Key assumption
Change to key assumption to reduce headroom to nil
Discount rate
Long-term growth rate
Loan impairment charge as a percentage of customer advances
Increase by 20 basis points
Decrease by 23 basis points
Increase by 0.12% in each of the years from 2013 to 2018 respectively
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Notes on the Financial Statements (continued)
21 – Interests in associates and joint ventures
The following illustrates the impact on VIU of reasonably possible changes to key assumptions:
Carrying value
Long-term growth rate (basis points) .............................................
VIU .............................................................................................
Increase/(decrease) in VIU .........................................................
Discount rate (basis points) ............................................................
VIU .............................................................................................
Increase/(decrease) in VIU .........................................................
Favourable change
US$bn
US$bn
+50
15.4
1.4
-50
15.6
1.6
+100
16.9
2.9
-100
17.3
3.3
Loan impairment charge as a percentage of customer advances ...
VIU .............................................................................................
Increase/(decrease) in VIU .........................................................
0.64% throughout
14.8
0.8
Selected financial information of BoCom
Current model Unfavourable change
US$bn
US$bn
US$bn
5%
14.0
13%
14.0
-50
12.9
(1.1)
+50
12.7
(1.3)
-100
11.8
(2.2)
+100
11.6
(2.4)
2013 to 2018:
0.64% to 1%
2019 onwards
0.64%
14.0
1% from 2014 to 2018
13.5
(0.5)
The statutory accounting reference date of BoCom is 31 December. For the year ended 31 December 2013, HSBC
included the associate’s results on the basis of financial statements made up for the 12 months to 30 September 2013,
taking into account changes in the subsequent period from 1 October 2013 to 31 December 2013 that would have
materially affected the results. BoCom’s results announcements for the nine months ended 30 September formed the
bases for the 12 month financial statements which include adjustments made by HSBC when applying equity
accounting.
Selected balance sheet information of BoCom
Cash and balances at central banks ..........................................................................................................
Loans and advances to banks and other financial institutions .................................................................
Loans and advances to customers ............................................................................................................
Other financial assets ................................................................................................................................
Other assets ...............................................................................................................................................
Total assets ...............................................................................................................................................
Deposits by banks and other financial institutions ...................................................................................
Customer accounts ....................................................................................................................................
Other financial liabilities ..........................................................................................................................
Other liabilities .........................................................................................................................................
Total liabilities ..........................................................................................................................................
Total equity ...............................................................................................................................................
Reconciliation of BoCom’s total shareholders’ equity to the carrying amount in HSBC’s
consolidated financial statements as at 31 December 2013
HSBC’s share of total shareholders’ equity .............................................................................................
Add: Goodwill ..........................................................................................................................................
Add: Intangible assets ...............................................................................................................................
Carrying amount .......................................................................................................................................
Selected income statement information of BoCom
Net interest income ...................................................................................................................................
Net fee and commission income ..............................................................................................................
Loan impairment charges .........................................................................................................................
Depreciation and amortisation .................................................................................................................
Tax expense ..............................................................................................................................................
Profit for the year ......................................................................................................................................
Other comprehensive income ...................................................................................................................
Total comprehensive income ....................................................................................................................
Dividends received from BoCom .............................................................................................................
510
At
30 September
2013
US$m
At
30 September
2012
US$m
142,209
88,049
516,161
165,521
34,392
946,332
170,916
667,588
20,564
19,655
878,723
67,609
12,810
541
61
13,412
131,044
82,042
445,958
138,283
25,997
823,324
151,147
579,158
16,177
18,072
764,554
58,770
11,142
524
104
11,770
For the 12 months ended
30 September
2013
US$m
2012
US$m
20,768
4,010
(2,811)
(809)
(2,823)
10,099
(375)
9,724
549
18,404
3,118
(2,153)
(689)
(2,618)
9,002
250
9,264
188
Summarised aggregate financial information in respect of all associates excluding BoCom
Carrying amount .......................................................................................................................................
HSBC’s share of:
– total assets .............................................................................................................................................
– total liabilities .......................................................................................................................................
– revenues ................................................................................................................................................
– profit or loss from continuing operations .............................................................................................
– other comprehensive income ................................................................................................................
– total comprehensive income .................................................................................................................
2013
US$m
3,005
21,007
18,056
927
408
9
417
2012
US$m
5,753
80,659
74,960
9,825
1,851
243
2,094
Joint ventures
At 31 December 2013, the carrying amount of HSBC’s interests in joint ventures was US$223m (2012: US$311m).
Principal joint ventures of HSBC
HSBC Saudi Arabia Limited ........................................................
Country of
incorporation
and principal
place of
business
Saudi
Arabia
Vaultex UK Limited .....................................................................
England
2013
Principal
activity
Investment
banking
Cash
management
HSBC’s
interest
in equity
capital
Issued
equity
capital
49.00%
SR500m
50.00%
£10m
Summarised aggregate financial information in respect of all joint ventures
Carrying amount .......................................................................................................................................
HSBC’s share of:
– total assets .............................................................................................................................................
– total liabilities .......................................................................................................................................
– revenues ................................................................................................................................................
– profit or loss from continuing operation ..............................................................................................
– other comprehensive income ................................................................................................................
– total comprehensive income .................................................................................................................
2013
US$m
223
734
526
251
39
–
39
2012
US$m
311
2,166
1,885
347
36
3
39
Associates and joint ventures
For the year ended 31 December 2013, HSBC’s share of associates and joint ventures’ tax on profit was US$556m
(2012: US$959m), which is included within ‘Share of profit in associates and joint ventures’ in the income statement.
Movements in interests in associates and joint ventures
At 1 January ..............................................................................................................................................
Additions ..................................................................................................................................................
Disposals ...................................................................................................................................................
Share of results .........................................................................................................................................
Dividends ..................................................................................................................................................
Exchange differences ................................................................................................................................
Share of other comprehensive income/(expense) of associates and joint ventures .................................
Other movements ......................................................................................................................................
At 31 December ........................................................................................................................................
2013
US$m
17,834
26
(3,148)
2,325
(694)
396
(35)
(64)
16,640
2012
US$m
20,399
1,804
(7,580)
3,557
(489)
60
311
(228)
17,834
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2012
US$m
1,551
(874)
3
(10)
670
2012
US$m
21,390
4,847
3,616
29,853
Total
US$m
27,839
(1)
328
(883)
332
(465)
27,150
(6,449)
2
476
(5,971)
H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
21 – Interests in associates and joint ventures / 22 – Goodwill and intangible assets
Goodwill included in carrying amount of associates and joint ventures
Gross amount
At 1 January ..............................................................................................................................................
Disposals ...................................................................................................................................................
Exchange differences ................................................................................................................................
Other changes ...........................................................................................................................................
At 31 December1 ......................................................................................................................................
1 Includes the carrying amount of goodwill arising from joint ventures of US$15m (2012: US$30m).
22 Goodwill and intangible assets
Goodwill ...................................................................................................................................................
Present value of in-force long-term insurance business (‘PVIF’) ...........................................................
Other intangible assets ..............................................................................................................................
2013
US$m
670
(75)
13
–
608
At 31 December
2013
US$m
21,179
5,335
3,404
29,918
Goodwill
Reconciliation of goodwill
Gross amount
At 1 January 2013 .................................
Disposals ...............................................
Exchange differences ............................
Reclassified to held for sale1 ................
Reinstated from held for sale ................
Other .....................................................
At 31 December 2013 ...........................
Accumulated impairment losses
At 1 January 2013 .................................
Exchange differences ............................
Other .....................................................
At 31 December 2013 ...........................
Net carrying amount at
Hong
Kong
US$m
114
−
6
−
−
−
120
−
−
−
−
Rest of
Asia-
Pacific
US$m
1,020
−
(135)
−
−
11
896
−
−
−
−
Europe
US$m
14,660
−
596
(611)
332
−
14,977
−
−
−
−
31 December 2013 ...........................
14,977
120
896
Gross amount
At 1 January 2012 .................................
Disposals ...............................................
Exchange differences ............................
Reclassified to held for sale ..................
14,433
(2)
229
–
At 31 December 2012 ...........................
14,660
Accumulated impairment losses
At 1 January 2012 .................................
Reclassified to held for sale ..................
At 31 December 2012 ...........................
Net carrying amount at
–
–
–
124
(4)
(6)
–
114
–
–
–
1,063
(5)
(38)
–
1,020
–
–
–
MENA
US$m
North
Latin
America
America
US$m
US$m
60
−
(5)
−
−
−
55
−
−
−
−
55
63
–
(3)
–
60
–
–
–
8,339
−
(2)
−
−
(476)
7,861
(6,449)
2
476
(5,971)
3,646
(1)
(132)
(272)
−
−
3,241
−
−
−
−
1,890
3,241
21,179
8,747
–
–
(408)
8,339
(6,857)
408
(6,449)
3,765
(21)
23
(121)
28,195
(32)
205
(529)
3,646
27,839
–
–
–
(6,857)
408
(6,449)
31 December 2012 ...........................
14,660
114
1,020
60
1,890
3,646
21,390
1 During the year, goodwill in Europe amounting to US$611m was reclassified to assets held for sale following the decision to sell the
private banking operations of HSBC Private Bank Holdings (Suisse) SA. On transfer to held for sale, a write down of the disposal group
by US$279m was recorded and allocated to goodwill. Following the later decision to retain the private banking operations in Monaco,
the reclassification of the private banking operations in Monaco out of held for sale resulted in the reinstatement of the remaining
goodwill.
512
Impairment testing
Timing of impairment testing
HSBC’s impairment test in respect of goodwill allocated to each cash-generating unit (‘CGU’) is performed as at
1 July each year. In line with the accounting policy described in Note 2(p), goodwill is also retested for impairment
whenever there is an indication that it may be impaired. For the purpose of impairment testing, the Group’s CGUs
are based on geographical regions subdivided by global businesses. The CGUs represent the lowest level at which
goodwill is monitored for internal management purposes. For the Global Private Banking – Europe CGU, reduced
forecast cash flows in management’s latest approved plan was an indicator of goodwill impairment leading to a retest
at 31 December 2013. For other CGUs there was no indication of impairment in the period to 31 December 2013
and therefore goodwill has not been retested since 1 July 2013.
Basis of the recoverable amount – value in use or fair value less costs to sell
The recoverable amount of all CGUs to which goodwill has been allocated was equal to its value in use (‘VIU’) at
each respective testing date for 2012 and 2013.
For each significant CGU, the VIU is calculated by discounting management’s cash flow projections for the CGU.
The discount rate used is based on the cost of capital HSBC allocates to investments in the countries within which the
CGU operates. The long-term growth rate is used to extrapolate the cash flows in perpetuity because of the long-term
perspective within the Group of the business units making up the CGUs. For the goodwill impairment test conducted
at 1 July 2013, management’s cash flow projections until the end of 2017 were used. For the retest of goodwill
impairment for the Global Private Banking – Europe CGU at 31 December 2013, management’s cash flow
projections until the end of 2018 were used.
Key assumptions in VIU calculation and management’s approach to determining the values assigned to each key
assumption
Goodwill at
1 July
2013
US$m
Nominal
growth rate
beyond initial
cash flow
projections
%
Discount
rate
%
2013
Cash-generating unit
Retail Banking and Wealth Management – Europe ...................................................
Commercial Banking – Europe ..................................................................................
Global Private Banking – Europe ...............................................................................
Global Banking and Markets – Europe ......................................................................
Retail Banking and Wealth Management – Latin America .......................................
2012
Cash-generating unit
Retail Banking and Wealth Management – Europe ...................................................
Commercial Banking – Europe ..................................................................................
Global Private Banking – Europe ...............................................................................
Global Banking and Markets – Europe ......................................................................
Retail Banking and Wealth Management – Latin America .......................................
4,135
3,062
3,607
3,101
1,812
15,717
4,054
2,968
4,139
3,016
1,994
16,171
8.0
10.0
7.3
9.9
11.2
10.0
10.2
9.1
10.2
15.3
3.9
3.8
3.0
3.7
8.6
3.9
3.7
3.2
3.5
8.7
At 1 July 2013, aggregate goodwill of US$4,550m (1 July 2012: US$4,741m) had been allocated to CGUs that were
not considered individually significant. The Group CGUs do not carry on their balance sheets any significant
intangible assets with indefinite useful lives, other than goodwill.
Nominal long-term growth rate: this growth rate reflects GDP and inflation for the countries within which the CGU
operates. The rates are based on IMF forecast growth rates as these rates are regarded as the most relevant estimate of
likely future trends. The rates used for 2013 and 2012 do not exceed the long-term growth rate for the countries
within which the CGU operates.
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Notes on the Financial Statements (continued)
22 – Goodwill and intangible assets
Discount rate: the discount rate used to discount the cash flows is based on the cost of capital assigned to each CGU,
which is derived using a CAPM. The CAPM depends on inputs reflecting a number of financial and economic
variables including the risk-free rate and a premium to reflect the inherent risk of the business being evaluated. These
variables are based on the market’s assessment of the economic variables and management’s judgement. In addition,
for the purposes of testing goodwill for impairment, management supplements this process by comparing the
discount rates derived using the internally generated CAPM with cost of capital rates produced by external sources.
HSBC uses externally-sourced cost of capital rates where, in management’s judgement, those rates reflect more
accurately the current market and economic conditions. For 2013 and 2012, internal costs of capital rates were
consistent with externally-sourced rates.
Management’s judgement in estimating the cash flows of a CGU: the cash flow projections for each CGU are
based on plans approved by the Group Management Board. The key assumptions in addition to the discount rate and
nominal long-term growth rate for each significant CGU are discussed below.
Global Private Banking – Europe: the cash flow forecast for GBP – Europe primarily reflects the repositioning of the
business that is underway to concentrate on clients aligned with the Group’s priorities. Revenues in GPB – Europe
are predominately generated through HSBC’s client relationships and the key assumption in the cash flow forecast is
the level of assets under management and profitability therein following the strategic repositioning. The cash flow
forecast includes increased profitability in GPB – Europe which is dependent on management achieving the planned
strategic repositioning.
At 1 July 2013, GPB – Europe had an excess of recoverable amount over carrying amount (‘headroom’) of
US$4.5bn. At 31 December 2013, headroom was US$0.4bn based on goodwill at that point of US$4.1bn. The change
in goodwill carrying value between 1 July 2013 and 31 December 2013 arises from the partial reinstatement of
goodwill classified as held for sale at 1 July 2013 as well as retranslating goodwill into the presentation currency of
the group. For the test of goodwill impairment at 31 December 2013 for GPB – Europe, in addition to updated cash
flow forecasts the nominal long-term growth rate was updated to 3.3% and the discount rate updated to 7.6%.
The following changes to the key assumptions used in the value in use calculation would be necessary in order to
reduce headroom to nil:
Key assumption
Discount rate
Nominal growth rate beyond initial cash flow projection
Cash flow projection over the forecast period
Change to key assumption to reduce headroom to nil
Increase by 23 basis points
Decrease by 27 basis points
Decrease by 5.2%
Retail Banking and Wealth Management – Europe and Commercial Banking – Europe: the assumptions included in
the cash flow projections for RBWM – Europe and CMB – Europe reflect the economic environment and financial
outlook of the European countries within these two CGUs. Key assumptions include the level of interest rates,
nominal GDP growth, competitors’ positions within the market and the level and change in unemployment rates.
While current economic conditions in Europe continue to be challenging, management’s cash flow projections are
based primarily on these prevailing conditions. Risks include slower than expected growth and an uncertain
regulatory environment. RBWM – Europe specifically, is sensitive to further customer remediation and regulatory
actions. Based on the conditions at the balance sheet date, management determined that a reasonably possible change
in any of the key assumptions described above would not cause an impairment to be recognised in respect of RBWM
– Europe or CMB – Europe.
Global Banking and Markets – Europe: the key assumption included in the cash flow projection for GB&M – Europe
is that European markets will continue to recover during 2014. Accordingly, recovery in European revenues is
assumed to continue over the projection period to 2017. Interest rate fluctuations would put further pressure on
European markets revenue recovery. Our ability to achieve the forecast cash flows for GB&M – Europe could be
adversely impacted by regulatory change during the forecast period including but not limited to the extent that the
recommendations set out in the Final Report by the Independent Commission on Banking are implemented. Based on
the conditions at the balance sheet date, management determined that a reasonably possible change in any of the key
assumptions described above would not cause an impairment to be recognised in respect of GB&M – Europe.
Retail Banking and Wealth Management – Latin America: the assumptions included in the cash flow projections
for RBWM – Latin America reflect the economic environment and financial outlook of the countries within this
514
CGU, with Brazil and Mexico being the two largest. Key assumptions include growth in lending and deposit volumes
and the credit quality of the loan portfolios. Mexico in particular is sensitive to economic conditions in the US which
could constrain demand. Potential challenges include unfavourable economic conditions restricting client demand
and competitor pricing constraining margins. Based on the conditions at the balance sheet date, management
determined that a reasonably possible change in any of the key assumptions described above would not cause an
impairment to be recognised in respect of RBWM – Latin America.
Present value of in-force long-term insurance business (‘PVIF’)
Our life insurance business is accounted for using the embedded value approach which, inter alia, provides a risk and
valuation framework. The PVIF asset at 31 December 2013 was US$5.3bn (2012: US$4.8bn), representing the
present value of the equity holders’ interest in the issuing insurance companies’ profits expected to emerge from
long-term insurance business and the long-term investment contracts with DPF in force at the balance sheet date.
Movements in PVIF
(Audited)
At 1 January ..............................................................................................................................................
Value of new business written during the year1 .......................................................................................
Movements arising from in-force business:
– expected return ..................................................................................................................................
– experience variances2 ........................................................................................................................
– changes in operating assumptions .....................................................................................................
Investment return variances ......................................................................................................................
Changes in investment assumptions .........................................................................................................
Other adjustments3 ....................................................................................................................................
Change in PVIF of long-term insurance business ....................................................................................
Exchange differences and other ...............................................................................................................
2013
PVIF
US$m
4,847
924
(505)
(20)
186
42
(120)
18
525
(37)
2012
PVIF
US$m
4,092
1,027
(420)
12
(3)
(18)
78
61
737
18
At 31 December ........................................................................................................................................
5,335
4,847
1 Value of net new business during the year is the present value of the projected stream of profits from the business.
2 Experience variances include the effect of the difference between demographic, expense and persistency assumptions used in the
previous PVIF calculation and actual experience observed during the year to the extent this affects profits on future business.
3 Other adjustments for 2012 included a one-off gain of US$119m for a PVIF asset recognised on linked insurance business in Brazil.
In the PVIF calculation, expected cash flows are projected after adjusting for a variety of assumptions made by
each insurance operation to reflect local market conditions and management’s judgement of future trends, and after
applying risk margins to reflect any uncertainty in the underlying assumptions. The main assumptions relate to
economic and non-economic assumptions and policyholder behaviour. Variations in actual experience and changes
to assumptions can contribute to volatility in the results of the insurance business.
The key drivers of the movement in the value of the PVIF asset are the expected cash flows from:
•
•
•
•
•
•
new business adjusted for anticipated maturities and assumptions relating to policyholder behaviour (‘Value of
new business written during the year’);
unwind of the discount rate less the reversal of expected cash flows for the period (‘Expected return’);
changes in non-economic operating assumptions such as mortality or lapse rates (‘Change in operating
assumptions’);
the effects of changes in projected future cash flows associated with operating assumption experience variances
compared with those assumed at the start of the period (‘Experience variances’);
changes related to future investment returns (‘Changes in investment assumptions’); and
the effect of actual investment experience on existing assets compared with the assumptions at the start of the
period (‘Investment return variances’).
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Notes on the Financial Statements (continued)
22 – Goodwill and intangible assets
The valuation of the PVIF asset includes explicit risk margins for non-economic risks in the projection assumptions
and explicit allowances for financial options and guarantees using stochastic methods. Risk discount rates are set on
an active basis with reference to market risk-free yields.
Key assumptions used in the computation of PVIF for main life insurance operations
Economic assumptions are set in each country in a way that is consistent with observable market values where deep
and liquid markets exist. When economic assumptions are set for a term that is beyond the observable range or the
observable values are not appropriate with regard to the nature and term of liabilities, we use relevant historical data
and research analyses performed by the Group’s Economic Research team and internationally reputable consultants
in deriving the assumptions.
2013
Hong
Kong
%
2.31
7.41
3.00
UK
%
2.45
2.95
3.39
France
%
2.38
4.69
2.00
2012
Hong
Kong
%
0.60
7.46
3.00
UK
%
1.53
2.03
2.84
France
%
2.12
4.05
2.00
Risk free rate .......................................................
Risk discount rate ...............................................
Expense inflation ................................................
Sensitivity to changes in economic assumptions
The Group sets the risk discount rate applied to the PVIF calculation by starting from an observed risk-free rate curve
and adding explicit allowances for risks not reflected in the best estimate cash flow modelling. Where shareholders
provide guarantees and options to policyholders the cost of these options and guarantees is an explicit reduction to
PVIF, unless it is already allowed for as an explicit addition to the technical provisions required by regulators. See
page 254 for further details of these guarantees.
The following table shows the effect on the PVIF of reasonably possible changes in the main economic assumption,
risk-free rates, across all insurance manufacturing subsidiaries. Due to certain characteristics of the contracts, the
relationships are non-linear and the results of the sensitivity testing should not be extrapolated to higher levels of
stress. The sensitivities shown are before actions that could be taken by management to mitigate effects and before
resultant changes in policyholder behaviour.
Effect on PVIF at 31 December of:
+ 100 basis point shift in risk-free rate .....................................................................................................
– 100 basis point shift in risk-free rate .....................................................................................................
Sensitivity to changes in non-economic assumptions
2013
US$m
184
(289)
2012
US$m
137
(191)
Policyholder liabilities and PVIF for life manufacturers are determined by reference to non-economic assumptions
including mortality and/or morbidity, lapse rates and expense rates. The table below shows the sensitivity of PVIF to
reasonably possible changes in these non-economic assumptions at that date across all our insurance manufacturing
subsidiaries.
Effect on PVIF at 31 December of:
10% increase in mortality and/or morbidity rates ....................................................................................
10% decrease in mortality and/or morbidity rates ...................................................................................
10% increase in lapse rates .......................................................................................................................
10% decrease in lapse rates ......................................................................................................................
10% increase in expense rates ..................................................................................................................
10% decrease in expense rates .................................................................................................................
2013
US$m
(84)
84
(154)
173
(109)
110
2012
US$m
(115)
111
(156)
178
(114)
114
516
Other intangible assets
Movement of intangible assets excluding goodwill and the PVIF
Cost
At 1 January 2013 ....................................................................................................
Additions .................................................................................................................
Disposals ..................................................................................................................
Amount written off ..................................................................................................
Other changes ..........................................................................................................
At 31 December 2013 ..............................................................................................
Accumulated amortisation
At 1 January 2013 ....................................................................................................
Charge for the year1 .................................................................................................
Impairment ...............................................................................................................
Disposals ..................................................................................................................
Amount written off ..................................................................................................
Other changes ..........................................................................................................
At 31 December 2013 ..............................................................................................
Net carrying amount at
Internally
generated
software
US$m
5,703
731
(117)
(57)
(261)
5,999
(3,469)
(675)
(39)
111
57
206
(3,809)
Other
US$m
3,345
142
(196)
(47)
(269)
2,975
(1,963)
(179)
(4)
167
47
171
(1,761)
Total
US$m
9,048
873
(313)
(104)
(530)
8,974
(5,432)
(854)
(43)
278
104
377
(5,570)
31 December 2013 ..............................................................................................
2,190
1,214
3,404
Cost
At 1 January 2012 ....................................................................................................
Additions .................................................................................................................
Disposals ..................................................................................................................
Amount written off ..................................................................................................
Other changes ..........................................................................................................
At 31 December 2012 ..............................................................................................
Accumulated amortisation
At 1 January 2012 ....................................................................................................
Charge for the year1 .................................................................................................
Impairment ...............................................................................................................
Disposals ..................................................................................................................
Amount written off ..................................................................................................
Other changes ..........................................................................................................
At 31 December 2012 ..............................................................................................
Net carrying amount at 31 December 2012 ............................................................
5,598
765
(32)
(680)
52
5,703
(3,437)
(645)
(63)
28
680
(32)
(3,469)
2,234
3,315
277
(189)
(60)
2
3,345
(1,872)
(334)
(5)
183
60
5
(1,963)
1,382
8,913
1,042
(221)
(740)
54
9,048
(5,309)
(979)
(68)
211
740
(27)
(5,432)
3,616
1 The amortisation charge for the year is recognised within the income statement under ‘Amortisation and impairment of intangible
assets’, with the exception of the amortisation of mortgage servicing rights which is recognised in ‘Net fee income’. The revaluation net
of amortisation charge for mortgage servicing rights was a credit of US$34m in 2013 (2012: amortisation charge of US$78m).
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Notes on the Financial Statements (continued)
23 – Property, plant and equipment / 24 – Investments in subsidiaries
23 Property, plant and equipment
Freehold and
leasehold land
and buildings
US$m
Equipment,
fixtures
and fittings
US$m
Cost or fair value
At 1 January 2013 .......................................................................................................
Additions at cost .........................................................................................................
Fair value adjustments ................................................................................................
Disposals .....................................................................................................................
Other changes .............................................................................................................
9,427
1,022
149
(329)
(230)
At 31 December 2013 .................................................................................................
10,039
Accumulated depreciation and impairment
At 1 January 2013 .......................................................................................................
Depreciation and impairment .....................................................................................
Disposals .....................................................................................................................
Other changes .............................................................................................................
At 31 December 2013 .................................................................................................
Net carrying amount at 31 December 2013 ...............................................................
Cost or fair value
At 1 January 2012 .......................................................................................................
Additions at cost .........................................................................................................
Fair value adjustments ................................................................................................
Disposals .....................................................................................................................
Other changes .............................................................................................................
At 31 December 2012 .................................................................................................
Accumulated depreciation and impairment
At 1 January 2012 .......................................................................................................
Depreciation and impairment .....................................................................................
Disposals .....................................................................................................................
Other changes .............................................................................................................
At 31 December 2012 .................................................................................................
Net carrying amount at 31 December 2012 ...............................................................
Investment properties
(2,379)
(339)
174
111
(2,433)
7,606
9,209
433
72
(209)
(78)
9,427
(2,057)
(354)
97
(65)
(2,379)
7,048
11,771
958
–
(666)
(175)
11,888
(8,231)
(1,025)
554
55
(8,647)
3,241
11,650
1,066
–
(929)
(16)
11,771
(7,937)
(1,130)
857
(21)
(8,231)
3,540
Total
US$m
21,198
1,980
149
(995)
(405)
21,927
(10,610)
(1,364)
728
166
(11,080)
10,847
20,859
1,499
72
(1,138)
(94)
21,198
(9,994)
(1,484)
954
(86)
(10,610)
10,588
Freehold and leasehold land and buildings include US$1,945m of investment properties at 31 December 2013
(31 December 2012: US$1,334m). Investment properties are valued on a market value basis as at 31 December
each year by independent professional valuers who have recent experience in the location and type of properties.
Investment properties in Hong Kong, the Macau Special Administrative Region and mainland China, which represent
more than 75% by value of HSBC’s investment properties subject to revaluation, were valued by DTZ Debenham
Tie Leung Limited whose valuers are members of the Hong Kong Institute of Surveyors. Properties in other
countries, which represent 25% by value of HSBC’s investment properties, were valued by different independent
professionally qualified valuers.
At 31 December 2013, the classification of land and buildings in Hong Kong in accordance with Hong Kong
Companies Ordinance requirements was long leasehold US$1,309m (2012: US$1,319m), medium leasehold
US$2,472m (2012: US$1,600m) and short leasehold US$2m (2012: US$3m).
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24 Investments in subsidiaries
Principal subsidiaries of HSBC Holdings
At 31 December 2013
Country of
incorporation
or registration
HSBC’s
interest in
equity capital
%
Issued
equity
capital
Share
class
Europe
HSBC Asset Finance (UK) Limited ...............................
HSBC Bank A.S. ............................................................
England
Turkey
HSBC Bank plc ..............................................................
England
HSBC France ..................................................................
HSBC Private Banking Holdings (Suisse) SA ...............
HSBC Trinkaus & Burkhardt AG ..................................
France
Switzerland
Germany
100
100
100
99.99
100
80.62
£797m
£265m
TRL652m
Ordinary £1
A–Common TRL1
B–Common TRL1
Ordinary £1
Preferred Ordinary £1
Series 2 Third Dollar
Preference US$0.01
Third Dollar
Preference US$0.01
Shares €5.00
CHF1,363m Ordinary CHF1,000
€75.4m Shares of no par value
€337m
Hong Kong
Hang Seng Bank Limited1 ..............................................
The Hongkong and Shanghai Banking Corporation
Hong Kong
62.14
HK$9,559m
Ordinary HK$5.00
Limited .......................................................................
Hong Kong
100
HK$85,319m
HSBC Life (International) Limited ................................
Bermuda
100
HK$4,178m
Ordinary HK$2.50
CIP2 US$1.00
CRP3 US$1.00
NIP4 US$1.00
Ordinary HK$1.00
Rest of Asia-Pacific
HSBC Bank Australia Limited .......................................
HSBC Bank (China) Company Limited ........................
HSBC Bank Malaysia Berhad ........................................
HSBC Bank (Vietnam) Limited .....................................
HSBC Bank (Taiwan) Limited .......................................
Middle East and North Africa
HSBC Bank Middle East Limited ..................................
HSBC Bank Egypt S.A.E. ..............................................
North America
HSBC Bank Canada .......................................................
HSBC Bank USA, N.A. .................................................
HSBC Finance Corporation ............................................
HSBC Securities (USA) Inc. ..........................................
Latin America
HSBC Bank Argentina S.A. ...........................................
HSBC Bank Brasil S.A. – Banco Múltiplo ....................
HSBC Mexico, S.A., Institución de Banca Múltiple,
Australia
PRC5
Malaysia
Vietnam
Taiwan
Jersey
Egypt
Canada
US
US
US
Argentina
Brazil
RMB15,400m
RM115m
100
100
100
100 VND3,000,000m
100
A$811m Ordinary no par value
Ordinary CNY1.00
Ordinary RM0.50
Ordinary VND1.00
TWD30,000m Ordinary TWD10.00
100
94.54
US$931m
Ordinary US$1.00
CRP3 US$1.00
EGP2,796m Ordinary EGP84.00
100
100
100
100
C$1,225m
US$2m
–7
–7
Common NPV6
Common US$100
Common US$0.01
Common US$0.05
99.99
100
ARS1,244m
Ordinary–A ARS1.00
Ordinary–B ARS1.00
BRL6,402m Shares of no par value
Grupo Financiero HSBC ............................................
Mexico
99.99 MXN5,681m Ordinary MXN2.00
1 Listed in Hong Kong.
2 Cumulative Irredeemable Preference shares.
3 Cumulative Redeemable Preference shares.
4 Non-cumulative Irredeemable Preference shares.
5 People’s Republic of China.
6 Preference shares of nil par value.
7 Issued equity capital is less than US$1m.
Details of the debt, subordinated debt and preference shares issued by the principal subsidiaries to parties external to the Group are
included in the Notes 28 ‘Debt securities in issue’, 32 ‘Subordinated liabilities’ and 37 ‘Non-controlling interests’, respectively.
All the above subsidiaries are included in the HSBC consolidated financial statements.
Details of all HSBC subsidiaries, as required under Section 409 of the Companies Act 2006, will be annexed to the
next Annual Return of HSBC Holdings filed with the UK Registrar of Companies.
The principal countries of operation are the same as the countries of incorporation except for HSBC Bank Middle
East Limited, which operates mainly in the Middle East and North Africa, and HSBC Life (International) Limited,
which operates mainly in Hong Kong.
HSBC is structured as a network of regional banks and locally incorporated regulated banking entities. Each bank is
separately capitalised in accordance with applicable prudential requirements and maintains a capital buffer consistent
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Notes on the Financial Statements (continued)
24 – Investments in subsidiaries / 25 – Assets held for sale and other assets
with the Group’s risk appetite for the relevant country or region. Within the legal entity structure, HSBC Holdings is
the primary provider of equity capital to its subsidiaries and non-equity capital where necessary. These investments
are substantially funded by HSBC Holdings’ own capital issuance and profit retention. During 2013 and 2012, none
of the Group’s subsidiaries experienced significant restrictions on paying dividends or repaying loans and advances.
The ability of subsidiaries to pay dividends or advance monies to HSBC Holdings depends on, among other things,
their respective local regulatory capital and banking requirements, statutory reserves, and financial and operating
performance.
The amount of guarantees by HSBC Holdings in favour of other HSBC Group entities is set out in Note 40.
Structured entities consolidated by HSBC where HSBC owns less than 50% of the voting rights
Carrying value of total
consolidated assets
2013
US$bn
2012
US$bn
Nature of SPE
Solitaire Funding Ltd ......................................................................
Mazarin Funding Limited ...............................................................
Barion Funding Limited .................................................................
Malachite Funding Limited ............................................................
HSBC Home Equity Loan Corporation I .......................................
HSBC Home Equity Loan Corporation II ......................................
Regency Assets Limited .................................................................
Bryant Park Funding LLC ..............................................................
10.2
7.4
3.8
3.0
2.1
1.6
13.5
0.4
11.3 Securities investment conduit
8.0 Securities investment conduit
3.9 Securities investment conduit
3.4 Securities investment conduit
2.0 Securitisation
2.2 Securitisation
10.1 Conduit
0.9 Conduit
In addition to the above, HSBC consolidates a number of individually insignificant structured entities with total
assets of US$26.1bn (2012: US$21.2bn). For further details, see Note 42.
In each of the above cases, HSBC controls and consolidates an entity when it is exposed, or has rights, to variable
returns from its involvement with the entity and has the ability to affect those returns through its power over the
entity.
Disposals
On 19 February 2013, we announced an agreement to sell HSBC Bank (Panama) S.A., resulting in the classification
of the associated assets and liabilities as a disposal group held for sale. On 25 October 2013, we completed the
disposal for total cash consideration of US$2.2bn, realising a gain on disposal of US$1.1bn within ‘Other income’.
Subsidiaries with significant non-controlling interests
Hang Seng Bank Limited
Proportion of ownership interests and voting rights held by non-controlling interests ..........................
Place of business .......................................................................................................................................
37.86%
Hong Kong
37.86%
Hong Kong
2013
2012
Profit attributable to non-controlling interests .........................................................................................
Accumulated non-controlling interests of the subsidiary ........................................................................
Dividends paid to non-controlling interests .............................................................................................
Summarised financial information:
– total assets .............................................................................................................................................
– total liabilities .......................................................................................................................................
– net operating income before loan impairment ......................................................................................
– profit for the year ..................................................................................................................................
– total comprehensive income for the year ..............................................................................................
US$m
1,332
4,591
495
145,380
133,253
4,876
3,517
3,145
US$m
1,009
3,894
485
137,024
126,738
3,296
2,664
2,831
520
25 Assets held for sale and other assets
Assets held for sale
Disposal groups ........................................................................................................................................
Non-current assets held for sale:
– property, plant and equipment ..............................................................................................................
– investment in Ping An ..........................................................................................................................
– loans and advances to customers ..........................................................................................................
– other ......................................................................................................................................................
2013
US$m
2,912
1,138
459
–
101
578
4,050
2012
US$m
5,797
13,472
500
8,168
3,893
911
19,269
Disposal groups
At 31 December 2013, the following businesses represented the majority of disposal groups held for sale:
• Latin American businesses, including banking operations in Uruguay and Colombia. These operations had total
assets held for sale of $2.0bn and total liabilities held for sale of $1.8bn.
• Banking operations in Jordan, with total assets held for sale of $0.9bn and total liabilities held for sale of $1.0bn.
The following businesses that were held for sale at 31 December 2012 were sold in 2013, with losses recognised in
other operating income:
• The sale of the US life insurance business was completed on 29 March 2013 with a loss on disposal of US$99m.
• The sale of the Latin America operations in Peru was completed on 4 October 2013, resulting in a cumulative
loss until the point of disposal of US$18m.
• The sale of the Latin America operations in Paraguay was completed on 29 November 2013, resulting in a
cumulative loss until the point of disposal of US$21m.
The following businesses were held for sale wholly within the year ended 31 December 2013:
•
•
In the first quarter of 2013, we announced the disposal of HSBC Bank (Panama) S.A. at which point it was
classified as held for sale. The sale was completed on 25 October 2013. Further details are provided in Note 24.
In the first quarter of 2013, the private banking operations of HSBC Private Banking Holdings (Suisse) S.A. in
Monaco were classified as held for sale. At this time, a loss on reclassification to held for sale of US$279m was
recognised in the income statement following a write down in the value of goodwill allocated to the operation.
On 11 July 2013, we announced that following a strategic review we had decided to retain this business. As a
result of this decision all assets and liabilities of the business were reclassified to the relevant balance sheet
categories. The loss on reclassification to held for sale was not reversed and remains a permanent reduction
in the value of goodwill allocated to this operation.
Investment in Ping An
On 5 December 2012, we entered into an agreement to dispose of our entire shareholding in Ping An for US$9.4bn.
The disposal was carried out in two tranches and the selling price for both tranches was fixed. The first tranche of
shares was disposed of on 7 December 2012 at which point we recognised a gain on disposal of US$3.0bn. Following
the first tranche of the disposal, our remaining shareholding was recognised as an available-for-sale investment. At
31 December 2012, the fair value of our remaining shareholding in Ping An, US$8.2bn, was included within assets
held for sale above, with US$737m accumulated unrealised gains recorded in ‘Other comprehensive income’.
The fixing of the sale price gave rise to a contingent forward sale contract, the fair value of which at 31 December
2012 was based on the difference between the agreed sale price and the market price for the shares, adjusted for an
assessment of the probability of the transaction being completed. The adverse fair value of this contract was
US$553m at 31 December 2012, recorded in ‘Net trading income’.
On 6 February 2013, we completed the disposal of our remaining investment in Ping An realising a gain on
derecognition of US$1,235m recorded in ‘Gains less losses from financial investments’. This was partly offset by
an adverse fair value movement of US$682m on the contingent forward sale contract in the period to the point of
521
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Notes on the Financial Statements (continued)
25 – Assets held for sale / 26 – Trading liabilities / 27 – Financial liabilities at fair value / 28 – Debt securities in issue
delivery of the remaining shares recorded in ‘Net trading income’, resulting in a net income statement gain before
tax of US$553m.
Property, plant and equipment
The property, plant and equipment classified as held for sale is the result of repossessing property that had been
pledged as collateral by customers. Substantially all of these assets are disposed of within 12 months of acquisition.
The majority arose within the North America operating segment.
Loans and advances to customers
We completed the sale of the CML non-real estate personal loan portfolio with loan balances of US$3.4bn on 1 April
2013 and recognised a loss on sale of US$271m. We completed the sales of several tranches of real estate secured
accounts with loan balances of US$5.7bn during 2013 and recognised a total loss on sale of US$153m in other
operating income.
Other assets
Bullion ......................................................................................................................................................
Reinsurers’ share of liabilities under insurance contracts (Note 30) .......................................................
Endorsements and acceptances ................................................................................................................
Retirement benefit assets ..........................................................................................................................
Other accounts ..........................................................................................................................................
26 Trading liabilities
Deposits by banks .....................................................................................................................................
Customer accounts ....................................................................................................................................
Other debt securities in issue (Note 28) ...................................................................................................
Other liabilities – net short positions in securities ...................................................................................
At 31 December
2013
US$m
22,929
1,408
11,624
2,140
12,838
50,939
At 31 December
2013
US$m
43,130
57,688
32,155
74,052
207,025
2012
US$m
26,508
1,407
12,032
2,846
11,923
54,716
2012
US$m
61,686
150,705
31,198
60,974
304,563
At 31 December 2013, the cumulative amount of change in fair value attributable to changes in HSBC’s credit risk
was a loss of US$95m (2012: loss of US$29m).
Deposits by banks held for trading
Repos1 .......................................................................................................................................................
Settlement accounts ..................................................................................................................................
Stock lending ............................................................................................................................................
Other .........................................................................................................................................................
2013
US$m
7,810
7,764
8,409
19,147
43,130
2012
US$m
26,740
7,647
4,523
22,776
61,686
522
Customer accounts held for trading
Repos1 .......................................................................................................................................................
Settlement accounts ..................................................................................................................................
Stock lending ............................................................................................................................................
Other .........................................................................................................................................................
2013
US$m
9,611
9,664
3,809
34,604
57,688
2012
US$m
103,483
9,461
2,295
35,466
150,705
1 In 2013, GB&M changed the way it manages repo and reverse repo activities in the Credit and Rates businesses as set out on page 220
of the Liquidity and funding section. This led to a reduction in the amount of repos classified as trading liabilities.
27 Financial liabilities designated at fair value
HSBC
Deposits by banks and customer accounts ...............................................................................................
Liabilities to customers under investment contracts ................................................................................
Debt securities in issue (Note 28) ............................................................................................................
Subordinated liabilities (Note 32) ............................................................................................................
Preferred securities (Note 32) ...................................................................................................................
At 31 December
2013
US$m
315
13,491
53,363
18,230
3,685
89,084
2012
US$m
496
12,456
53,209
16,863
4,696
87,720
The carrying amount at 31 December 2013 of financial liabilities designated at fair value was US$4,375m more than
the contractual amount at maturity (2012: US$7,032m more). The cumulative amount of the change in fair value
attributable to changes in credit risk was a loss of US$1,334m (2012: loss of US$88m).
HSBC Holdings
Debt securities in issue (Note 28):
– owed to third parties ..........................................................................................................................
8,106
Subordinated liabilities (Note 32):
– owed to third parties ..........................................................................................................................
– owed to HSBC undertakings .............................................................................................................
9,760
3,161
21,027
At 31 December
2013
US$m
2012
US$m
8,577
10,358
4,260
23,195
The carrying amount at 31 December 2013 of financial liabilities designated at fair value was US$2,309m more than
the contractual amount at maturity (2012: US$3,199m more). The cumulative amount of the change in fair value
attributable to changes in credit risk was a loss of US$859m (2012: loss of US$164m).
28 Debt securities in issue
Bonds and medium-term notes .................................................................................................................
Other debt securities in issue ....................................................................................................................
Of which debt securities in issue reported as:
– trading liabilities (Note 26) ...............................................................................................................
– financial liabilities designated at fair value (Note 27) ......................................................................
At 31 December
2013
US$m
146,116
43,482
189,598
(32,155)
(53,363)
104,080
2012
US$m
155,661
48,207
203,868
(31,198)
(53,209)
119,461
The following table analyses the carrying amount of bonds and medium-term notes in issue at 31 December with
original maturities greater than one year:
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
28 – Debt securities in issue / 29 – Liabilities of disposal groups / 30 – Liabilities under insurance contracts
Bonds and medium-term notes
HSBC
Fixed rate
Secured financing:
0.01% to 3.99%: until 2056 .................................................................................................................
4.00% to 4.99%: until 2013 .................................................................................................................
5.00% to 5.99%: until 2019 .................................................................................................................
8.00% to 9.99%: until 2028 .................................................................................................................
Other fixed rate senior debt:
0.01% to 3.99%: until 2078 .................................................................................................................
4.00% to 4.99%: until 2046 .................................................................................................................
5.00% to 5.99%: until 2041 .................................................................................................................
6.00% to 6.99%: until 2046 .................................................................................................................
7.00% to 7.99%: until 2026 .................................................................................................................
8.00% to 9.99%: until 2036 .................................................................................................................
10.00% or higher: until 2028 ...............................................................................................................
Variable interest rate
Secured financings – 0.01% to 13.99%: until 2068 .................................................................................
FHLB advances – 0.01% to 0.99%: until 2036 ........................................................................................
Other variable interest rate senior debt – 0.01% to 12.99%: until 2057 ..................................................
Structured notes
Interest rate, equity, equity index or credit-linked ...................................................................................
HSBC Holdings
Debt securities ..........................................................................................................................................
Of which debt securities in issue reported as:
– financial liabilities designated at fair value (Note 27) .....................................................................
Fixed rate senior debt, unsecured
3.00% to 3.99%: until 2016 .................................................................................................................
4.00% to 4.99%: until 2022 .................................................................................................................
5.00% to 5.99%: until 2021 .................................................................................................................
6.00% to 6.99%: until 2042 .................................................................................................................
29 Liabilities of disposal groups held for sale and other liabilities
Liabilities of disposal groups held for sale
Liabilities of disposal groups held for sale1 .............................................................................................
1 Further details in respect of liabilities of disposal groups held for sale is provided on page 521.
At 31 December
2013
US$m
10,712
–
90
–
48,219
16,862
11,097
4,775
470
153
35
92,413
5,416
1,000
39,281
45,697
2012
US$m
7,514
231
189
252
48,620
18,722
14,766
5,207
713
199
108
96,521
7,897
1,000
43,104
52,001
8,006
146,116
7,139
155,661
At 31 December
2013
US$m
10,897
(8,106)
2,791
1,283
4,797
2,817
2,000
2012
US$m
11,268
(8,577)
2,691
1,258
4,945
2,990
2,075
10,897
11,268
HSBC
2013
US$m
2,804
2012
US$m
5,018
524
Other liabilities
HSBC
HSBC Holdings
Amounts due to investors in funds consolidated by HSBC .........
Obligations under finance leases (Note 41) .................................
Endorsements and acceptances ....................................................
Other liabilities .............................................................................
30 Liabilities under insurance contracts
2013
US$m
1,008
252
11,614
17,547
30,421
2013
Non-linked insurance contracts1
At 1 January ................................................................................................................
Benefits paid ...............................................................................................................
Increase in liabilities to policyholders ........................................................................
Disposals/transfers to held-for-sale ............................................................................
Exchange differences and other movements ..............................................................
At 31 December ..........................................................................................................
Investment contracts with discretionary participation features
At 1 January ................................................................................................................
Benefits paid ...............................................................................................................
Increase in liabilities to policyholders ........................................................................
Exchange differences and other movements2 ............................................................
At 31 December ..........................................................................................................
Linked life insurance contracts
At 1 January ................................................................................................................
Benefits paid ...............................................................................................................
Increase in liabilities to policyholders ........................................................................
Exchange differences and other movements3 ............................................................
At 31 December ..........................................................................................................
Total liabilities to policyholders .................................................................................
2012
Non-linked insurance contracts1
At 1 January ................................................................................................................
Benefits paid ...............................................................................................................
Increase in liabilities to policyholders ........................................................................
Disposals/transfers to held-for-sale ............................................................................
Exchange differences and other movements ..............................................................
At 31 December ..........................................................................................................
Investment contracts with discretionary participation features
At 1 January ................................................................................................................
Benefits paid ...............................................................................................................
Increase in liabilities to policyholders ........................................................................
Exchange differences and other movements2 ............................................................
At 31 December ..........................................................................................................
Linked life insurance contracts
At 1 January ................................................................................................................
Benefits paid ...............................................................................................................
Increase in liabilities to policyholders ........................................................................
Disposals/transfers to held-for-sale ............................................................................
Exchange differences and other movements3 ............................................................
At 31 December ..........................................................................................................
Total liabilities to policyholders .................................................................................
525
2012
US$m
564
304
12,031
20,963
33,862
Gross
US$m
30,765
(3,014)
6,892
(52)
(641)
33,950
24,374
(2,308)
3,677
684
26,427
13,056
(1,976)
3,379
(655)
13,804
74,181
28,561
(1,905)
6,900
(2,130)
(661)
30,765
21,488
(2,525)
3,645
1,766
24,374
11,210
(1,810)
3,984
(26)
(302)
13,056
68,195
2013
US$m
2012
US$m
–
–
–
61
61
Reinsurers’
share
US$m
(952)
164
(367)
13
24
(1,118)
–
–
–
–
–
(455)
426
111
(372)
(290)
(1,408)
(899)
217
(537)
254
13
(952)
–
–
–
–
–
(903)
681
223
–
(456)
(455)
(1,407)
–
–
–
30
30
Net
US$m
29,813
(2,850)
6,525
(39)
(617)
32,832
24,374
(2,308)
3,677
684
26,427
12,601
(1,550)
3,490
(1,027)
13,514
72,773
27,662
(1,688)
6,363
(1,876)
(648)
29,813
21,488
(2,525)
3,645
1,766
24,374
10,307
(1,129)
4,207
(26)
(758)
12,601
66,788
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Notes on the Financial Statements (continued)
30 – Liabilities under insurance contracts / 31 – Provisions
1 Includes liabilities under non-life insurance contracts.
2 Includes movement in liabilities relating to discretionary profit participation benefits due to policyholders arising from net unrealised
investment gains recognised in other comprehensive income.
3 Includes amounts arising under reinsurance agreements.
The increase in liabilities to policyholders represents the aggregate of all events giving rise to additional liabilities to
policyholders in the year. The key factors contributing to the movement in liabilities to policyholders include death
claims, surrenders, lapses, liabilities to policyholders created at the initial inception of the policies, the declaration of
bonuses and other amounts attributable to policyholders.
31 Provisions
Restruc-
turing
costs
US$m
Contingent
liabilities and
contractual
commitments
US$m
Legal
proceedings
and
regulatory
matters
US$m
Customer
remediation
US$m
Other
provisions
US$m
At 1 January 2013 ..............................
Additional provisions/increase
in provisions ..................................
Provisions utilised .............................
Amounts reversed ..............................
Unwinding of discounts .....................
Exchange differences and other
movements ....................................
At 31 December 2013 .......................
At 1 January 2012 ..............................
Additional provisions/increase
in provisions ..................................
Provisions utilised .............................
Amounts reversed ..............................
Unwinding of discounts .....................
Exchange differences and other
movements ....................................
At 31 December 2012 ........................
251
179
(111)
(65)
–
17
271
169
434
(320)
(89)
–
57
251
301
57
(5)
(66)
–
(110)
177
206
73
(2)
(58)
–
82
301
1,667
1,209
(709)
(340)
38
(33)
1,832
1,473
2,779
(2,510)
(104)
42
(13)
1,667
2,387
1,536
(1,487)
(94)
7
33
2,382
1,067
2,473
(1,022)
(137)
1
5
2,387
646
230
(167)
(126)
13
(41)
555
409
376
(153)
(63)
5
72
646
Total
US$m
5,252
3,211
(2,479)
(691)
58
(134)
5,217
3,324
6,135
(4,007)
(451)
48
203
5,252
Further details of legal proceedings and regulatory matters are set out in Note 43. Legal proceedings include
civil court, arbitration or tribunal proceedings brought against HSBC companies (whether by way of claim or
counterclaim) or civil disputes that may, if not settled, result in court, arbitration or tribunal proceedings. Regulatory
matters refer to investigations, reviews and other actions carried out by, or in response to the actions of, regulators
or law enforcement agencies in connection with alleged wrongdoing by HSBC. In December 2012, HSBC made
payments totalling US$1,921m to US authorities in relation to investigations regarding inadequate compliance with
anti-money laundering and sanctions laws. Further details of the agreements reached with the US authorities are set
out on page 558.
Customer remediation refers to activities carried out by HSBC to compensate customers for losses or damages
associated with a failure to comply with regulations or to treat customers fairly. Customer remediation is initiated
by HSBC in response to customer complaints and/or industry developments in sales practices, and is not necessarily
initiated by regulatory action.
Payment protection insurance
An increase in provisions of US$756m was recognised during 2013 in respect of the estimated liability for redress
regarding the mis-selling of payment protection insurance (‘PPI’) policies in previous years. Cumulative provisions
made since the Judicial Review ruling in 2011 amount to US$3,153m, of which US$1,138m was paid in 2013 (2012:
US$957m). At 31 December 2013, the provision amounted to US$946m (2012: US$1,321m).
The estimated liability for redress is calculated on the basis of total premiums paid by the customer plus simple
interest of 8% per annum (or the rate inherent in the related loan product where higher). The basis for calculating the
redress liability is the same for single premium and regular premium policies. Future estimated redress levels are
based on historically observed redress per policy.
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A total of approximately 5.4m PPI policies have been sold by HSBC since 2000, generating estimated revenues of
US$4.1bn at 2013 average exchange rates. The gross written premiums on these polices was approximately
US$5.0bn at 2013 average exchange rates. At 31 December 2013, the estimated total complaints expected to be
received was 1.5m, representing 29% of total policies sold. It is estimated that contact will be made with regard to
1.9m policies, representing 35% of total policies sold. This estimate includes inbound complaints as well as HSBC’s
proactive contact exercise on certain policies (‘outbound contact’).
The following table details the cumulative number of complaints received at 31 December 2013 and the number of
claims expected in the future:
Cumulative to
31 December
Inbound complaints1 (000s of policies) ....................................................................................................
Outbound contact (000s of policies) .........................................................................................................
Response rate to outbound contact ...........................................................................................................
Average uphold rate per claim2 .................................................................................................................
Average redress per claim (US$) ..............................................................................................................
1 Excludes invalid claims where the complainant has not held a PPI policy.
2 Claims include inbound and responses to outbound contact.
2013
1,022
375
49%
76%
2,627
Future
expected
240
234
44%
72%
2,404
The main assumptions involved in calculating the redress liability are the volume of inbound complaints, the
projected period of inbound complaints, the decay rate of complaint volumes, the population identified as
systemically mis-sold and the number of policies per customer complaint. The main assumptions are likely to
evolve over time as root cause analysis continues, more experience is available regarding customer initiated
complaint volumes received, and we handle responses to our ongoing outbound contact. A 100,000 increase/decrease
in the total inbound complaints would increase/decrease the redress provision by approximately US$203m at 2013
average exchange rates. Each 1% increase/decrease in the response rate to our outbound contact exercise would
increase/decrease the redress provision by approximately US$8m. In addition to these factors and assumptions, the
extent of the required redress will also depend on the facts and circumstances of each individual customer’s case. For
these reasons, there is currently a high degree of uncertainty as to the eventual costs of redress for this matter. The
decay rate implies that by the end of 2015 inbound claim volumes would mean that the redress programme is
complete. However, this timing is subject to some level of uncertainty as the decay rate may change over time based
on actual experience.
Interest rate derivatives
A provision of US$776m (2012: US$598m) was recognised relating to the estimated liability for redress in respect
of the possible mis-selling of interest rate derivatives in the UK. Of this provision, US$453m related to the estimated
redress payable to customers in respect of historical payments under derivative contracts, the remaining provision
covered the expected write-off by the bank of open derivative contracts balances and estimated project costs.
Following an FCA review of the sale of interest rate derivatives, HSBC agreed to pay redress to customers where
mis-selling of these products occurred under the FCA’s criteria. On 31 January 2013, the FCA announced the
findings from their review of pilot cases completed by the banks. Following its review, the FCA clarified the
eligibility criteria to ensure the programme is focused on those small businesses that were unlikely to understand
the risks associated with those products. HSBC has also been working with the FCA and an independent ‘skilled
person’ adviser to clarify the standards against which it should assess sales, and how redress should be calculated (for
example, when it would be appropriate to assume a customer would have taken an alternative interest rate product).
The extent to which HSBC is required to pay redress depends on the responses of contacted and other customers
during the review period and the facts and circumstances of each individual case. For these reasons, there is currently
a high degree of uncertainty as to the eventual costs of redress related to this programme. HSBC expects to make the
main redress payments in respect of this programme in the near future.
Brazilian labour and fiscal claims
Within ‘Legal proceedings and regulatory matters’ above are labour and fiscal litigation provisions of US$500m
(2012: US$506m) which include provisions in respect of labour and overtime litigation claims brought by past
employees against HSBC operations in Brazil following their departure from the bank. The main assumptions
involved in estimating the liability are the expected number of departing employees, individual salary levels and
the facts and circumstances of each individual case.
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Notes on the Financial Statements (continued)
32 – Subordinated liabilities
32 Subordinated liabilities
HSBC
Subordinated liabilities
At amortised cost ..............................................................................................................................................
– subordinated liabilities .................................................................................................................................
– preferred securities .......................................................................................................................................
Designated at fair value (Note 27) ...................................................................................................................
– subordinated liabilities .................................................................................................................................
– preferred securities .......................................................................................................................................
Subordinated liabilities
HSBC Holdings ................................................................................................................................................
Other HSBC .....................................................................................................................................................
At 31 December
2013
US$m
28,976
24,573
4,403
21,915
18,230
3,685
2012
US$m
29,479
25,119
4,360
21,559
16,863
4,696
50,891
51,038
22,308
28,583
50,891
20,569
30,469
51,038
Subordinated liabilities rank behind senior obligations and generally count towards the capital base of HSBC. Where
applicable, capital securities may be called and redeemed by HSBC subject to prior notification to the PRA and,
where relevant, the consent of the local banking regulator. If not redeemed at the first call date, coupons payable may
step-up or become floating rate based on interbank rates.
Interest rates on the floating rate capital securities are generally related to interbank offered rates. On the remaining
capital securities, interest is payable at fixed rates of up to 10.176%.
The balance sheet amounts disclosed below are presented on an IFRSs basis and do not reflect the amount that the
instruments contribute to regulatory capital. The IFRSs accounting and regulatory treatments differ due to the
inclusion of issuance costs and regulatory amortisation.
HSBC’s subordinated liabilities
Tier 1 capital securities
Tier 1 capital securities are perpetual subordinated securities on which investors are entitled, subject to certain
conditions, to receive distributions which are non-cumulative. Such securities do not generally carry voting rights
but rank above ordinary shares for coupon payments and in the event of a winding-up.
Qualifying tier 1 capital securities in issue accounted for as liabilities
Tier 1 capital securities guaranteed by HSBC Holdings1
US$1,250m
€1,400m
£500m
€750m
US$900m
4.61% non-cumulative step-up perpetual preferred securities2 .........................
5.3687% non-cumulative step-up perpetual preferred securities3 .....................
8.208% non-cumulative step-up perpetual preferred securities ........................
5.13% non-cumulative step-up perpetual preferred securities ..........................
10.176% non-cumulative step-up perpetual preferred securities, series 2 ........
First call
date
Jun 2013
Mar 2014
Jun 2015
Mar 2016
Jun 2030
Tier 1 capital securities guaranteed by HSBC Bank plc1
£300m
£700m
5.862% non-cumulative step-up perpetual preferred securities ........................
5.844% non-cumulative step-up perpetual preferred securities ........................
Apr 2020
Nov 2031
At 31 December
2013
US$m
2012
US$m
–
2,022
825
1,129
891
4,867
534
1,157
1,691
1,250
1,933
806
1,033
891
5,913
480
1,131
1,611
1 See paragraph below, ‘Guaranteed by HSBC Holdings or HSBC Bank plc’.
2 In June 2013, HSBC called its US$1,250m 4.61% non-cumulative step-up preferred securities at par.
3 In January 2014, HSBC gave notice that it will call and redeem the €1,400m 5.3687% non-cumulative step-up perpetual preferred
securities at par in March 2014.
528
Guaranteed by HSBC Holdings or HSBC Bank plc
The six capital securities guaranteed on a subordinated basis by HSBC Holdings or HSBC Bank are non-cumulative
step-up perpetual preferred securities issued by Jersey limited partnerships. The proceeds of the issues were on-lent
to the respective guarantors by the limited partnerships in the form of subordinated notes. These preferred securities
qualify as tier 1 capital for HSBC Group and the two capital securities guaranteed by HSBC Bank also qualify as tier
1 capital for HSBC Bank (on a solo and a consolidated basis).
These preferred securities, together with the guarantee, are intended to provide investors with economic rights
equivalent to the rights that they would have had if they had purchased non-cumulative perpetual preference shares
of the relevant issuer.
There are limitations on the payment of distributions if such payments are prohibited under UK banking regulations
or other requirements, if a payment would cause a breach of HSBC’s capital adequacy requirements or if HSBC
Holdings or HSBC Bank have insufficient distributable reserves (as defined).
HSBC Holdings and HSBC Bank have individually covenanted that if prevented under certain circumstances from
paying distributions on the preferred securities in full, they will not pay dividends or other distributions in respect
of their ordinary shares, or effect repurchases or redemptions of their ordinary shares, until the distribution on the
preferred securities has been paid in full.
With respect to preferred securities guaranteed by HSBC Holdings – if (i) HSBC’s total capital ratio falls below
the regulatory minimum ratio required, or (ii) the Directors expect, in view of the deteriorating financial condition
of HSBC Holdings, that (i) will occur in the near term, then the preferred securities will be substituted by preference
shares of HSBC Holdings which have economic terms which are in all material respects equivalent to those of the
preferred securities and the guarantee taken together.
With respect to preferred securities guaranteed by HSBC Bank – if (i) any of the two issues of preferred securities are
outstanding in April 2049 or November 2048, respectively, or (ii) the total capital ratio of HSBC Bank on a solo and
consolidated basis falls below the regulatory minimum ratio required, or (iii) in view of the deteriorating financial
condition of HSBC Bank, the Directors expect (ii) to occur in the near term, then the preferred securities will be
substituted by preference shares of HSBC Bank having economic terms which are in all material respects equivalent
to those of the preferred securities and the guarantee taken together.
Upper tier 2 capital securities
Upper tier 2 capital securities are perpetual subordinated securities on which there is an obligation to pay coupons.
Such securities rank below lower tier 2 securities for coupon payments and in the event of a winding-up.
Qualifying upper tier 2 securities in issue
HSBC Bank plc
US$750m
US$500m
US$300m
Undated floating rate primary capital notes ......................................................
Undated floating rate primary capital notes ......................................................
Undated floating rate primary capital notes, series 3 ........................................
First call
date
Jun 1990
Sep 1990
Jun 1992
The Hongkong and Shanghai Banking Corporation Ltd
US$400m
US$400m
US$400m
Primary capital undated floating rate notes .......................................................
Primary capital undated floating rate notes (second series) ..............................
Primary capital undated floating rate notes (third series) .................................
Aug 1990
Dec 1990
Jul 1991
At 31 December
2013
US$m
2012
US$m
751
499
299
750
499
301
1,549
1,550
404
402
400
405
402
400
1,206
1,207
Other HSBC subsidiaries
Other perpetual subordinated loan capital less than US$100m ........................
22
21
Lower tier 2 capital securities
Lower tier 2 capital securities are dated securities on which there is an obligation to pay coupons. In accordance with
the PRA’s GENPRU, the capital contribution of lower tier 2 securities is amortised for regulatory purposes on a
straight-line basis in their final five years before maturity.
529
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Notes on the Financial Statements (continued)
32 – Subordinated liabilities
Qualifying lower tier 2 securities in issue
HSBC Bank plc
£500m
£350m
£300m
£350m
£500m
£225m
£600m
€500m
US$300m
4.75% callable subordinated notes1 ...........................................
5.00% callable subordinated notes2 ...........................................
6.50% subordinated notes ..........................................................
5.375% callable subordinated step-up notes3 ............................
5.375% subordinated notes ........................................................
6.25% subordinated notes ..........................................................
4.75% subordinated notes ..........................................................
Callable subordinated floating rate notes4 .................................
7.65% subordinated notes ..........................................................
First call
date
Maturity
date
Sep 2015
Mar 2018
–
Nov 2025
–
–
–
Sep 2015
–
Sep 2020
Mar 2023
Jul 2023
Nov 2030
Aug 2033
Jan 2041
Mar 2046
Sep 2020
May 2025
At 31 December
2013
US$m
2012
US$m
866
635
494
602
884
370
980
655
380
844
630
483
630
925
362
958
606
394
5,866
5,832
HSBC Bank Australia Limited
AUD200m
AUD42m
Callable subordinated floating rate notes ..................................
Callable subordinated floating rate notes5 .................................
Nov 2015
Mar 2013
Nov 2020
Mar 2018
HSBC Bank Malaysia Berhad
MYR500m
MYR500m
4.35% subordinated bonds .........................................................
5.05% subordinated bonds .........................................................
Jun 2017
Nov 2022
Jun 2022
Nov 2027
HSBC USA Inc.
US$200m
US$200m
US$150m
US$150m
US$750m
US$250m
Dec 2006
7.808% capital securities ...........................................................
8.38% capital securities ............................................................. May 2007
9.50% subordinated debt ...........................................................
–
Nov 2006
7.75% Capital Trust pass through securities .............................
–
5.00% subordinated notes ..........................................................
7.20% subordinated debentures .................................................
–
Other subordinated liabilities each less than US$150m ............
Dec 2026
May 2027
Apr 2014
Nov 2026
Sep 2020
Jul 2097
HSBC Bank USA, N.A.
US$1,000m
US$500m
US$1,250m
US$1,000m
US$750m
US$700m
4.625% subordinated notes ........................................................
6.00% subordinated notes .........................................................
4.875% subordinated notes ........................................................
5.875% subordinated notes .......................................................
5.625% subordinated notes .......................................................
7.00% subordinated notes .........................................................
–
–
–
–
–
–
Apr 2014
Aug 2017
Aug 2020
Nov 2034
Aug 2035
Jan 2039
HSBC Finance Corporation
US$1,000m
US$2,939m
5.911% trust preferred securities6 ..............................................
6.676% senior subordinated notes7 ............................................
Nov 2015
–
Nov 2035
Jan 2021
HSBC Bank Brazil S.A.
BRL383m
BRL500m
Subordinated certificates of deposit ..........................................
Subordinated floating rate certificates of deposit ......................
Other subordinated liabilities each less than US$150m8 ..........
–
–
Feb 2015
Dec 2016
HSBC Mexico, S.A.
MXN1,818m Non-convertible subordinated obligations9 ...............................
MXN2,273m Non-convertible subordinated obligations9 ...............................
Non-convertible subordinated obligations9,10 ............................
US$300m
Sep 2013
Dec 2013
Jun 2014
Sep 2018
Dec 2018
Jun 2019
HSBC Bank Canada
CAD400m
CAD200m
CAD39m
4.80% subordinated debentures .................................................
4.94% subordinated debentures .................................................
Floating rate debentures .............................................................
Apr 2017
Mar 2016
Oct 1996
Apr 2022
Mar 2021
Nov 2083
179
–
179
152
154
306
200
200
151
150
746
215
299
207
44
251
164
168
332
200
200
152
150
745
214
302
1,961
1,963
1,000
513
1,262
1,081
811
696
5,363
996
2,182
3,178
162
212
224
598
138
173
240
551
403
188
37
628
1,002
516
1,263
1,151
864
694
5,490
995
2,180
3,175
289
464
491
1,244
139
173
240
552
438
201
39
678
530
Other HSBC subsidiaries
Other subordinated liabilities each less than US$200m9 ..........
First call
date
Maturity
date
Total of subordinated liabilities issued by HSBC subsidiaries ............................................................................
Amounts owed to third parties by HSBC Holdings .............................................................................................
At 31 December
2013
US$m
2012
US$m
618
650
28,583
22,308
50,891
30,469
20,569
51,038
1 The interest rate payable after September 2015 is the sum of the three-month sterling Libor plus 0.82%.
2 The interest rate payable after March 2018 is the sum of the gross redemption yield of the then prevailing five-year UK gilt plus 1.80%.
3 The interest rate payable after November 2025 is the sum of the three-month sterling Libor plus 1.50%.
4 The interest margin increases by 0.5% from September 2015.
5 In March 2013, HSBC called its callable subordinated floating rate notes at par.
6 The distributions change in November 2015 to three-month dollar Libor plus 1.926%.
7 Approximately 25% of the senior subordinated notes are held by HSBC Holdings.
8 Some securities included here are ineligible for inclusion in the capital base of HSBC in accordance with guidance in PRA’s GENPRU.
9 These securities are ineligible for inclusion in the capital base of HSBC in accordance with guidance in PRA’s GENPRU.
10 Approximately US$60m of the subordinated obligations are held by HSBC Holdings.
HSBC Holdings
Subordinated liabilities:
– at amortised cost ..........................................................................................................................................
– designated at fair value (Note 27) ................................................................................................................
HSBC Holdings’ subordinated liabilities
At 31 December
2013
US$m
14,167
12,921
27,088
2012
US$m
11,907
14,618
26,525
First call
date
Maturity
date
2013
US$m
2012
US$m
At 31 December
Amounts owed to third parties1
US$488m
US$222m
US$2,000m
US$2,500m
US$1,500m
£250m
£900m
£650m
£650m
£750m
£900m
€1,600m
€1,750m
€700m
€1,500m
7.625% subordinated notes ........................................................
7.35% subordinated notes ..........................................................
6.5% subordinated notes ............................................................
6.5% subordinated notes ............................................................
6.8% subordinated notes ............................................................
9.875% subordinated bonds2 .....................................................
6.375% callable subordinated notes3 .........................................
5.75% subordinated notes ..........................................................
6.75% subordinated notes ..........................................................
7.0% subordinated notes ............................................................
6.0% subordinated notes ............................................................
6.25% subordinated notes ..........................................................
6.0% subordinated notes ............................................................
3.625% callable subordinated notes4 .........................................
3.375% callable subordinated notes5 .........................................
–
–
–
–
–
Apr 2013
Oct 2017
–
–
–
–
–
–
Jun 2015
Jun 2019
May 2032
Nov 2032
May 2036
Sep 2037
Jun 2038
Apr 2018
Oct 2022
Dec 2027
Sep 2028
Apr 2038
Mar 2040
Mar 2018
Jun 2019
Jun 2020
Jun 2024
Amounts owed to HSBC undertakings
US$1,250m
€1,400m
£500m
€750m
US$900m
4.61% fixed/floating subordinated notes6 ..................................
5.3687% fixed/floating subordinated notes7 ..............................
8.208% subordinated step-up cumulative notes ........................
5.13% fixed/floating subordinated notes ...................................
10.176% subordinated step-up cumulative notes ......................
Jun 2013
Mar 2014
Jun 2015
Mar 2016
Jun 2030
Jun 2043
Dec 2043
Jun 2040
Dec 2044
Jun 2040
554
278
2,029
3,039
1,487
–
1,672
1,158
1,066
1,288
1,464
2,210
2,884
1,007
2,075
579
258
2,034
3,202
1,486
442
1,648
1,210
1,041
1,264
1,431
2,118
2,882
974
–
22,211
20,569
–
2,024
825
1,137
891
4,877
1,264
1,952
806
1,043
891
5,956
27,088
26,525
1 Amounts owed to third parties represent securities included in the capital base of HSBC as lower tier 2 securities in accordance with
guidance in the PRA’s GENPRU.
2 In April 2013, HSBC Holdings called its £250m 9.875% subordinated bonds at par.
3 The interest rate payable after October 2017 is the sum of the three-month sterling Libor plus 1.3%.
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Notes on the Financial Statements (continued)
32 – Subordinated liabilities / 33 – Maturity analysis of assets, liabilities and off-balance sheet commitments
4 The interest rate payable after June 2015 is the sum of the three-month Euribor plus 0.93%.
5 This subordinated note is measured at amortised cost in HSBC Holdings, where the interest rate risk is hedged using a fair value hedge,
while it is measured at fair value in the Group.
6 In June 2013, HSBC Holdings called its US$1,250m 4.61% fixed/floating subordinated notes at par.
7 In January 2014, HSBC Holdings gave notice that it will call and redeem the €1,400m 5.3687% fixed/floating subordinated notes at par
in March 2014.
33 Maturity analysis of assets, liabilities and off-balance sheet commitments
The table on page 533 provides an analysis of consolidated total assets, liabilities and off-balance sheet commitments
by residual contractual maturity at the balance sheet date. Asset and liability balances are included in the maturity
analysis as follows:
•
•
•
•
•
except for reverse repos, repos and debt securities in issue, trading assets and liabilities (including trading
derivatives) are included in the ‘Due not more than 1 month’ time bucket, and not by contractual maturity
because trading balances are typically held for short periods of time;
financial assets and liabilities with no contractual maturity (such as equity securities) are included in the ‘Due
over 5 years’ time bucket. Undated or perpetual instruments are classified based on the contractual notice period
which the counterparty of the instrument is entitled to give. Where there is no contractual notice period, undated
or perpetual contracts are included in the ‘Due over 5 years’ time bucket;
non-financial assets and liabilities with no contractual maturity (such as property, plant and equipment, goodwill
and intangible assets, current and deferred tax assets and liabilities and retirement benefit liabilities) are included
in the ‘Due over 5 years’ time bucket;
financial instruments included within assets and liabilities of disposal groups held for sale are classified on the
basis of the contractual maturity of the underlying instruments and not on the basis of the disposal transaction;
and
liabilities under insurance contracts are included in the ‘Due over 5 years’ time bucket. Liabilities under
investment contracts are classified in accordance with their contractual maturity. Undated investment contracts
are classified based on the contractual notice period investors are entitled to give. Where there is no contractual
notice period, undated contracts are included in the ‘Due over 5 years’ time bucket.
Loan and other credit-related commitments are classified on the basis of the earliest date they can be drawn down.
532
HSBC
Maturity analysis of assets and liabilities
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due not
more than
1 month
US$m
Due over
6 months
but not
more than
9 months
US$m
At 31 December 2013
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
5
3
3
Financial assets
Cash and balances at central banks ...........................................................
Items in the course of collection from other banks ..................................
Hong Kong Government certificates of indebtedness .............................
Trading assets ...........................................................................................
– reverse repos .....................................................................................
– other trading assets ...........................................................................
Financial assets designated at fair value ..................................................
Derivatives ................................................................................................
– trading ...............................................................................................
– non-trading .......................................................................................
Loans and advances to banks ...................................................................
– reverse repos .....................................................................................
– other loans and advances to banks ...................................................
Loans and advances to customers ............................................................
– personal ............................................................................................
– corporate and commercial ................................................................
– financial ............................................................................................
of which:
– reverse repos ................................................................................
Financial investments ...............................................................................
Assets held for sale ...................................................................................
Accrued income ........................................................................................
Other financial assets ................................................................................
166,599
6,021
25,220
296,396
3,324
293,072
1,929
277,747
277,709
38
144,558
68,007
76,551
296,971
43,805
173,965
79,201
66,235
34,331
1,067
3,593
14,059
–
–
–
3,098
3,098
–
254
48
–
48
41,509
19,402
22,107
89,390
8,929
58,038
22,423
15,927
48,053
541
2,312
4,831
–
–
–
1,536
1,536
–
494
88
–
88
6,886
1,489
5,397
59,851
8,561
43,723
7,567
3,798
35,877
193
619
1,655
Total financial assets ..............................................................................
1,268,491
190,036
107,199
Non-financial assets .................................................................................
–
–
–
–
–
–
2,062
2,062
–
426
389
–
389
1,910
481
1,429
30,031
6,603
19,896
3,532
758
22,353
199
644
526
58,540
–
Due over
2 years
but not
more than
5 years
US$m
Due over
5 years
US$m
–
–
–
−
−
–
2,819
1,486
–
1,486
3,164
385
2,779
182,525
58,611
113,897
10,017
–
–
–
−
−
–
30,035
1,239
–
1,239
4,364
−
4,364
299,903
243,124
53,981
2,798
Total
US$m
166,599
6,021
25,220
303,192
10,120
293,072
38,430
282,265
277,709
4,556
211,521
91,475
120,046
1,080,304
404,126
538,479
137,699
−
−
88,215
105,340
373
581
73
110,444
744
1,626
2,166
425,925
3,502
10,176
23,957
–
–
–
100
100
–
328
552
–
552
2,164
874
1,290
33,392
7,578
21,092
4,722
1,198
18,816
229
148
323
–
–
–
−
−
–
2,145
716
–
716
6,966
837
6,129
88,241
26,915
53,887
7,439
299
50,711
156
653
324
56,052
149,912
296,361
450,521
2,577,112
–
–
–
94,206
94,206
Total assets ..............................................................................................
1,268,491
190,036
107,199
58,540
56,052
149,912
296,361
544,727
2,671,318
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
Maturity analysis of assets and liabilities (continued)
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due not
more than
1 month
US$m
Due over
6 months
but not
more than
9 months
US$m
At 31 December 2013
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
5
3
4
Financial liabilities
Hong Kong currency notes in circulation ................................................
Deposits by banks .....................................................................................
– repos .................................................................................................
– other deposits by banks ....................................................................
Customer accounts1 ..................................................................................
– personal ............................................................................................
– corporate and commercial ................................................................
– financial ............................................................................................
25,220
113,566
37,268
76,298
1,328,563
572,514
506,902
249,147
of which: repos .................................................................................
98,869
Items in the course of transmission to other banks ..................................
Trading liabilities ......................................................................................
– repos .................................................................................................
– debt securities in issue ......................................................................
– other trading liabilities .....................................................................
Financial liabilities designated at fair value .............................................
– debt securities in issue: covered bonds ............................................
– debt securities in issue: otherwise secured ......................................
– debt securities in issue: unsecured ...................................................
– subordinated liabilities and preferred securities ..............................
– other ..................................................................................................
Derivatives ................................................................................................
– trading ...............................................................................................
– non-trading .......................................................................................
Debt securities in issue .............................................................................
– covered bonds ...................................................................................
– otherwise secured .............................................................................
– unsecured ..........................................................................................
Liabilities of disposal groups held for sale ..............................................
Accruals ....................................................................................................
Subordinated liabilities .............................................................................
Other financial liabilities ..........................................................................
6,910
161,231
2,565
1,217
157,449
4,907
−
−
3,511
−
1,396
269,816
269,739
77
20,739
−
10,450
10,289
2,125
6,016
21
17,126
–
7,492
3,561
3,931
70,180
33,956
21,209
15,015
9,497
−
11,405
9,763
1,642
–
157
−
−
5
121
31
33
–
33
8,280
−
1,051
7,229
208
3,950
28
6,317
–
3,329
1,533
1,796
31,990
16,953
7,414
7,623
5,050
−
4,886
2,715
2,171
–
92
−
−
45
−
47
95
–
95
15,734
−
675
15,059
131
1,388
1,171
1,759
–
858
−
858
17,415
10,544
2,717
4,154
3,711
−
2,844
1,012
1,832
–
2,266
1,268
−
945
−
53
84
–
84
7,442
−
1,260
6,182
98
584
144
598
–
661
343
318
19,272
10,520
3,786
4,966
3,888
−
3,653
1,279
2,374
–
68
−
−
11
−
57
61
–
61
8,106
−
764
7,342
107
741
6
751
–
737
−
737
8,717
6,093
1,643
981
−
−
6,323
87
6,236
–
9,348
230
−
8,876
21
221
563
–
563
18,552
6
1,857
16,689
49
811
1,435
971
3
3
–
M
a
t
u
r
i
t
y
a
n
a
l
y
s
i
s
H
S
B
C
H
O
L
D
I
N
G
S
P
L
C
N
o
t
e
s
o
n
t
h
e
F
i
n
a
n
c
i
a
l
S
t
a
t
e
m
e
n
t
s
(
c
o
n
t
i
n
u
e
d
)
Due over
2 years
but not
more than
5 years
US$m
–
1,922
−
1,922
5,937
5,138
674
125
−
−
7,979
−
7,979
–
21,544
2,841
−
18,117
−
586
1,978
–
1,978
19,850
92
2,313
17,445
42
618
3,406
932
Due
over
5 years
US$m
–
647
−
647
738
59
140
539
500
−
8,704
–
8,704
–
50,702
3,257
−
14,256
21,773
11,416
1,654
–
1,654
5,377
−
1,013
4,364
5
460
22,765
471
Total
US$m
25,220
129,212
42,705
86,507
1,482,812
655,777
544,485
282,550
121,515
6,910
207,025
17,421
32,155
157,449
89,084
7,596
−
45,766
21,915
13,807
274,284
269,739
4,545
104,080
98
19,383
84,599
2,765
14,568
28,976
28,925
Total financial liabilities ........................................................................
1,956,240
108,050
60,575
32,333
33,426
47,506
64,208
91,523
2,393,861
Non-financial liabilities ............................................................................
–
–
–
–
–
–
–
86,998
86,998
Total liabilities ........................................................................................
1,956,240
108,050
60,575
32,333
33,426
47,506
64,208
178,521
2,480,859
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due not
more than
1 month
US$m
Due over
6 months
but not
more than
9 months
US$m
At 31 December 2012
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
Due over
2 years
but not
more than
5 years
US$m
Due over
5 years
US$m
5
3
5
Financial assets
Cash and balances at central banks ..........................................................
Items in the course of collection from other banks ..................................
Hong Kong Government certificates of indebtedness .............................
Trading assets ...........................................................................................
– reverse repos .....................................................................................
– other trading assets ...........................................................................
Financial assets designated at fair value ..................................................
Derivatives ................................................................................................
– trading ...............................................................................................
– non-trading .......................................................................................
Loans and advances to banks ...................................................................
– reverse repos .....................................................................................
– other loans and advances to banks ...................................................
Loans and advances to customers ............................................................
– personal ............................................................................................
– corporate and commercial ................................................................
– financial ............................................................................................
of which:
– reverse repos ................................................................................
Financial investments ...............................................................................
Assets held for sale ...................................................................................
Accrued income ........................................................................................
Other financial assets ................................................................................
141,532
7,303
22,743
382,654
92,525
290,129
437
354,222
353,803
419
104,397
28,832
75,565
221,242
49,042
138,999
33,201
19,847
28,085
4,953
2,776
13,383
–
–
–
12,506
12,506
–
576
65
–
65
22,683
3,101
19,582
69,709
8,578
49,166
11,965
10,640
51,339
298
2,325
3,486
–
–
–
9,829
9,829
–
425
252
–
252
5,859
2,071
3,788
47,507
7,242
35,463
4,802
2,310
33,996
515
739
1,759
–
–
–
248
248
–
526
22
–
22
2,292
356
1,936
29,659
6,763
19,334
3,562
1,050
14,072
125
493
337
–
–
–
3,169
3,169
–
239
227
–
227
5,032
963
4,069
71,928
9,547
53,766
8,615
554
26,478
669
542
745
–
–
–
405
405
–
2,462
596
–
596
6,238
138
6,100
59,100
17,696
38,070
3,334
250
61,443
519
164
332
–
–
–
–
–
–
3,545
1,127
–
1,127
2,027
–
2,027
194,147
66,684
119,330
8,133
–
93,127
1,079
217
372
Total
US$m
141,532
7,303
22,743
408,811
118,682
290,129
33,582
357,450
353,803
3,647
152,546
35,461
117,085
997,623
406,881
510,038
80,704
–
–
–
–
–
–
25,372
939
–
939
4,018
–
4,018
304,331
241,329
55,910
7,092
–
34,651
112,561
9,964
1,284
3,170
421,101
18,122
8,540
23,584
Total financial assets ................................................................................
1,283,727
162,987
100,881
47,774
109,029
131,259
295,641
461,639
2,592,937
Non-financial assets .................................................................................
–
–
–
–
–
–
–
99,601
99,601
Total assets ...............................................................................................
1,283,727
162,987
100,881
47,774
109,029
131,259
295,641
561,240
2,692,538
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
Maturity analysis of assets and liabilities (continued)
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due not
more than
1 month
US$m
Due over
6 months
but not
more than
9 months
US$m
At 31 December 2012
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
Due over
2 years
but not
more than
5 years
US$m
Due over
5 years
US$m
5
3
6
Financial liabilities
Hong Kong currency notes in circulation ................................................
Deposits by banks .....................................................................................
– repos .................................................................................................
– other deposits by banks ....................................................................
Customer accounts1 ..................................................................................
– personal ............................................................................................
– corporate and commercial ................................................................
– financial ............................................................................................
of which: repos .................................................................................
Items in the course of transmission to other banks ..................................
Trading liabilities ......................................................................................
– repos .................................................................................................
– debt securities in issue ......................................................................
– other trading liabilities .....................................................................
Financial liabilities designated at fair value .............................................
– debt securities in issue: covered bonds ............................................
– debt securities in issue: otherwise secured ......................................
– debt securities in issue: unsecured ...................................................
– subordinated liabilities and preferred securities ..............................
– other ..................................................................................................
Derivatives ................................................................................................
– trading ...............................................................................................
– non-trading .......................................................................................
Debt securities in issue .............................................................................
– covered bonds ...................................................................................
– otherwise secured .............................................................................
– unsecured ..........................................................................................
Liabilities of disposal groups held for sale ..............................................
Accruals ....................................................................................................
Subordinated liabilities .............................................................................
Other financial liabilities ..........................................................................
22,742
79,100
6,593
72,507
1,193,736
539,792
473,370
180,574
22,446
7,131
240,212
96,690
380
143,142
427
–
–
392
–
35
352,696
352,195
501
23,738
–
14,598
9,140
2,475
3,369
32
19,837
–
12,029
4,645
7,384
67,638
35,260
24,018
8,360
3,869
7
29,003
27,002
2,001
–
81
–
8
49
–
24
75
–
75
12,368
–
1,894
10,474
242
4,173
44
4,881
–
1,957
711
1,246
34,010
21,939
9,044
3,027
1,047
–
4,707
3,319
1,388
–
2,068
–
2,023
1
–
44
43
–
43
6,355
1,133
–
5,222
433
907
–
2,115
–
437
–
437
11,939
7,900
2,925
1,114
345
–
1,820
985
835
–
2,163
–
–
2,117
–
46
29
–
29
2,840
422
184
2,234
254
521
10
519
–
2,155
–
2,155
16,019
11,100
3,354
1,565
567
–
5,197
2,227
2,970
–
1,605
–
22
1,357
–
226
2,408
–
2,408
27,992
757
753
26,482
188
1,200
–
867
–
1,695
–
1,695
7,034
4,687
1,069
1,278
344
–
3,867
–
3,867
–
2,916
–
2,040
690
–
186
628
–
628
11,992
2,328
1,634
8,030
166
232
1,481
599
–
9,440
–
9,440
8,985
3,916
1,193
3,876
–
–
9,736
–
9,736
–
28,902
4,633
228
23,495
21
525
1,212
–
1,212
29,100
1,920
5,779
21,401
45
419
1,516
1,409
–
616
–
616
653
307
305
41
–
–
10,021
–
10,021
–
49,558
–
221
15,933
21,538
11,866
1,795
–
1,795
5,076
486
950
3,640
–
842
26,396
2,190
3
3
–
M
a
t
u
r
i
t
y
a
n
a
l
y
s
i
s
H
S
B
C
H
O
L
D
I
N
G
S
P
L
C
N
o
t
e
s
o
n
t
h
e
F
i
n
a
n
c
i
a
l
S
t
a
t
e
m
e
n
t
s
(
c
o
n
t
i
n
u
e
d
)
Total
US$m
22,742
107,429
11,949
95,480
1,340,014
624,901
515,278
199,835
28,618
7,138
304,563
130,223
31,198
143,142
87,720
4,633
4,542
44,034
21,559
12,952
358,886
352,195
6,691
119,461
7,046
25,792
86,623
3,803
11,663
29,479
32,417
Total financial liabilities ...........................................................................
1,945,495
130,541
52,595
20,532
57,631
30,610
90,764
97,147
2,425,315
Non-financial liabilities ............................................................................
–
–
–
–
–
–
–
84,094
84,094
Total liabilities ..........................................................................................
1,945,495
130,541
52,595
20,532
57,631
30,610
90,764
181,241
2,509,409
1 Includes US$355,980m (2012: US$366,203m) insured by guarantee schemes.
Maturity analysis of off-balance sheet commitments received
At 31 December 2013
Loan and other credit-related commitments ............................................
At 31 December 2012
Loan and other credit-related commitments ............................................
Maturity analysis of off-balance sheet commitments given
5
3
7
At 31 December 2013
Loan and other credit-related commitments ............................................
Of which:
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due over
6 months
but not
more than
9 months
US$m
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
Due over
2 years
but not
more than
5 years
US$m
Due not
more than
1 month
US$m
Due over
5 years
US$m
Total
US$m
953
2,455
−
3
−
8
−
5
−
8
−
25
−
75
−
953
98
2,677
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due over
6 months
but not
more than
9 months
US$m
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
Due over
2 years
but not
more than
5 years
US$m
Due not
more than
1 month
US$m
Due over
5 years
US$m
Total
US$m
404,598
45,255
18,770
16,927
20,242
13,320
46,652
21,839
587,603
– personal ............................................................................................
– corporate and commercial ................................................................
– financial ............................................................................................
148,541
225,333
30,724
14,700
29,191
1,364
454
17,794
522
10,683
5,662
582
12,131
4,879
3,232
1,273
9,009
3,038
704
41,851
4,097
6,469
12,096
3,274
194,955
345,815
46,833
At 31 December 2012
Loan and other credit-related commitments ............................................
Of which:
408,815
43,394
8,389
5,191
37,751
11,598
45,910
18,421
579,469
– personal ............................................................................................
– corporate and commercial ................................................................
– financial ............................................................................................
153,255
225,899
29,661
6,999
34,368
2,027
704
6,365
1,320
185
4,951
55
19,049
15,412
3,290
1,216
9,488
894
1,616
37,179
7,115
8,159
8,593
1,669
191,183
342,255
46,031
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
HSBC Holdings
Maturity analysis of assets, liabilities and off-balance sheet commitments
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due not
more than
1 month
US$m
Due over
6 months
but not
more than
9 months
US$m
At 31 December 2013
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
Financial assets
Cash at bank and in hand:
– balances with HSBC undertakings ..................................................
Derivatives ................................................................................................
Loans and advances to HSBC undertakings ............................................
Financial investments ...............................................................................
Other financial assets ................................................................................
407
2,789
8,394
23
10
Total financial assets ................................................................................
11,623
Non-financial assets .................................................................................
–
–
–
4,374
–
–
4,374
–
–
–
7,595
8
–
7,603
–
Total assets ...............................................................................................
11,623
4,374
7,603
5
3
8
Financial liabilities
Amounts owing to HSBC undertakings ...................................................
Financial liabilities designated at fair value .............................................
– debt securities in issue ......................................................................
– subordinated liabilities and preferred securities ..............................
Derivatives ................................................................................................
Debt securities in issue .............................................................................
Accruals ....................................................................................................
Subordinated liabilities .............................................................................
Total financial liabilities ...........................................................................
Non-financial liabilities ............................................................................
3,770
–
–
–
704
–
777
–
5,251
–
Total liabilities ..........................................................................................
5,251
12
–
–
–
–
–
109
–
121
–
121
2,234
–
–
–
–
1,721
261
–
4,216
–
4,216
–
–
14
–
–
14
–
14
–
–
–
–
–
–
22
–
22
–
22
Off-balance sheet commitments given
Undrawn formal standby facilities, credit lines and other
commitments to lend ............................................................................
1,245
–
–
–
–
–
16
–
–
16
–
16
1
–
–
–
–
–
–
–
1
–
1
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
3
–
M
a
t
u
r
i
t
y
a
n
a
l
y
s
i
s
H
S
B
C
H
O
L
D
I
N
G
S
P
L
C
N
o
t
e
s
o
n
t
h
e
F
i
n
a
n
c
i
a
l
S
t
a
t
e
m
e
n
t
s
(
c
o
n
t
i
n
u
e
d
)
Due over
2 years
but not
more than
5 years
US$m
Due over
5 years
US$m
–
–
–
330
–
330
–
–
–
32,951
849
–
33,800
93,076
Total
US$m
407
2,789
53,344
1,210
10
57,760
93,076
330
126,876
150,836
463
1,283
1,283
–
–
–
–
2,210
3,956
–
5,205
19,744
6,823
12,921
–
1,070
–
11,957
37,976
206
11,685
21,027
8,106
12,921
704
2,791
1,169
14,167
51,543
206
3,956
38,182
51,749
–
–
1,245
Due over
1 month
but not
more than
3 months
US$m
Due over
3 months
but not
more than
6 months
US$m
Due not
more than
1 month
US$m
Due over
6 months
but not
more than
9 months
US$m
At 31 December 2012
Due over
9 months
but not
more than
1 year
US$m
Due over
1 year
but not
more than
2 years
US$m
5
3
9
Financial assets
Cash at bank and in hand:
– balances with HSBC undertakings ..................................................
Derivatives ................................................................................................
Loans and advances to HSBC undertakings ............................................
Financial investments ...............................................................................
Other financial assets ................................................................................
353
3,768
6,275
23
4
Total financial assets ................................................................................
10,423
Non-financial assets .................................................................................
–
–
–
2,395
–
–
2,395
–
–
–
3,992
8
–
4,000
–
Total assets ...............................................................................................
10,423
2,395
4,000
Financial liabilities
Amounts owing to HSBC undertakings ...................................................
Financial liabilities designated at fair value .............................................
– debt securities in issue ......................................................................
– subordinated liabilities and preferred securities ..............................
Derivatives ................................................................................................
Debt securities in issue .............................................................................
Accruals ....................................................................................................
Subordinated liabilities .............................................................................
Total financial liabilities ...........................................................................
Non-financial liabilities ............................................................................
3,576
–
–
–
760
–
223
–
4,559
–
Total liabilities ..........................................................................................
4,559
19
–
–
–
–
171
–
190
–
190
980
–
–
–
–
–
190
–
1,170
–
1,170
–
–
–
–
–
–
–
–
–
–
–
–
–
–
21
–
21
–
21
Off-balance sheet commitments given
Undrawn formal standby facilities, credit lines and other
commitments to lend ............................................................................
1,200
–
–
–
–
–
15
–
–
15
–
15
–
–
–
–
–
–
–
–
–
–
–
–
Due over
2 years
but not
more than
5 years
US$m
Due over
5 years
US$m
–
–
635
–
–
635
–
–
–
28,328
1,177
–
29,505
92,476
Total
US$m
353
3,768
41,675
1,208
4
47,008
92,476
635
121,981
139,484
1,333
1,258
1,258
–
–
–
–
–
2,591
–
6,948
21,937
7,319
14,618
–
1,045
–
11,907
41,837
443
12,856
23,195
8,577
14,618
760
2,691
605
11,907
52,014
443
–
–
35
–
–
35
–
35
–
–
–
–
–
1,646
–
–
1,646
–
1,646
2,591
42,280
52,457
–
–
–
1,200
Shareholder Information
Financial Statements
Corporate Governance
Financial Review
Strategic Report
H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
34 – Offsetting of financial assets and liabilities
34 Offsetting of financial assets and financial liabilities
Financial assets subject to offsetting, enforceable master netting arrangements and similar agreements
Gross
amounts of
recognised
financial
assets
US$m
Gross
amounts
offset in the
balance
sheet
US$m
Amounts
presented
in the
balance
sheet
US$m
Amounts not offset in
the balance sheet
Financial
instruments1
US$m
Cash
collateral
received
US$m
Net
amount
US$m
569,595
(287,330)
282,265
(215,957)
(36,387)
29,921
288,903
(88,775)
200,128
(197,287)
(57)
2,784
39,008
(18,570)
20,438
(20,438)
–
(39)
(18)
–
2,725
59
10,364
43,069
192,437
(92,654)
99,783
(89,419)
–
1,050,935
(468,759)
582,176
(502,663)
(36,444)
729,679
(372,229)
357,450
(271,944)
(38,915)
46,591
293,953
(89,089)
204,864
(202,575)
(214)
2,075
195,112
(60,360)
134,752
(134,328)
–
424
At 31 December 2013
Derivatives2 (Note 18) ......................
Reverse repos, stock borrowing
and similar agreements3 ...............
Classified as:
– trading assets ............................
– loans and advances to banks
Loans and advances to customers
excluding reverse repos at
amortised cost4 .............................
At 31 December 2012
Derivatives2 (Note 18) ......................
Reverse repos, stock borrowing
and similar agreements3 ................
Classified as:
– trading assets ............................
– loans and advances to banks
at amortised cost ......................
106,684
(15,209)
91,475
(88,711)
– loans and advances to
customers at amortised cost ......
143,211
(54,996)
88,215
(88,138)
at amortised cost ......................
42,430
(6,969)
35,461
(33,721)
(170)
1,570
– loans and advances to
customers at amortised cost ......
56,411
(21,760)
34,651
(34,526)
(44)
81
Loans and advances to customers
excluding reverse repos at
amortised cost4 ..............................
172,530
(89,838)
82,692
(76,761)
–
1,196,162
(551,156)
645,006
(551,280)
(39,129)
5,931
54,597
1 Including non-cash collateral.
2 Including amounts that are both subject to and not subject to enforceable master netting agreements and similar agreements.
3 For the amount of reverse repos, stock borrowing and similar agreements recognised in the balance sheet, see the ‘Funding sources
and uses’ table on page 221. In the analysis above, the US$20,438m (2012: US$134,752m) of trading assets presented in the balance
sheet comprised US$10,120m of reverse repos (2012: US$118,681m) and US$10,318m of stock borrowing (US$16,071m).
4 At 31 December 2013, the total amount of loans and advances to customers excluding reverse repos at amortised cost was
US$992,089m (2012: US$962,972m) of which US$99,783m (2012: US$82,692m) was subject to offsetting. For the amount of loans and
advances to customers excluding reverse repos at amortised cost recognised in the balance sheet, see the ‘Funding sources and uses’
table on page 221.
540
Financial liabilities subject to offsetting, enforceable master netting arrangements and similar agreements
At 31 December 2013
Derivatives2 (Note 18) ......................
Repos, stock lending and similar
agreements3 ..................................
Classified as:
– trading liabilities .......................
– deposits by banks at
Gross
amounts of
recognised
financial
liabilities
US$m
Gross
amounts
offset in the
balance
sheet
US$m
Amounts
presented
in the
balance
sheet
US$m
Amounts not offset in
the balance sheet
Financial
instruments1
US$m
Cash
collateral
pledged
US$m
Net
amount
US$m
561,614
(287,330)
274,284
(216,596)
(29,093)
28,595
282,634
(88,775)
193,859
(193,354)
48,209
(18,570)
29,639
(29,625)
(81)
–
(70)
(11)
–
(94)
–
(92)
(2)
–
424
14
260
150
13,105
42,124
941
868
–
73
13,895
58,405
amortised cost ..........................
57,914
(15,209)
42,705
(42,375)
– customer accounts at
amortised cost ..........................
176,511
(54,996)
121,515
(121,354)
Customer accounts excluding
repos at amortised cost4 ..................
195,153
(92,654)
102,499
(89,394)
1,039,401
(468,759)
570,642
(499,344)
(29,174)
731,115
(372,229)
358,886
(275,723)
(39,594)
43,569
At 31 December 2012
Derivatives2 (Note 18) ......................
Repos, stock lending and similar
agreements3 ...................................
Classified as:
– trading liabilities .......................
– deposits by banks at
266,697
(89,089)
177,608
(176,573)
197,401
(60,360)
137,041
(136,173)
amortised cost ..........................
18,918
(6,969)
11,949
(11,857)
– customer accounts at
amortised cost ..........................
50,378
(21,760)
28,618
(28,543)
Customer accounts excluding
repos at amortised cost4 ..................
180,494
(89,838)
90,656
(76,761)
1,178,306
(551,156)
627,150
(529,057)
(39,688)
1 Including non-cash collateral.
2 Including amounts that are both subject to and not subject to enforceable master netting agreements and similar agreements.
3 For the amount of repos, stock lending and similar agreements recognised in the balance sheet, see the ‘Funding sources and uses’ table
on page 221. In the analysis above, the US$29,639m (2012: US$137,041m) of trading liabilities presented in the balance sheet
comprised US$17,421m of repos (2012: US$130,223m) and US$12,218m of stock lending (US$6,818m).
4 At 31 December 2013, the total amount of customer accounts excluding repos at amortised cost was US$1,361,297m (2012:
US$1,311,396m) of which US$102,499m (2012: US$90,656m) was subject to offsetting. For the amount of customer accounts excluding
repos at amortised cost recognised in the balance sheet, see the ‘Funding sources and uses’ table on page 221.
Financial assets and financial liabilities are offset and the net amount is reported in the balance sheet when there is a
legally enforceable right to offset the recognised amounts and there is an intention to settle on a net basis, or realise
the asset and settle the liability simultaneously (‘the offset criteria’).
Derivatives and reverse repurchase/repurchase agreements included in the ‘Amounts not offset in the balance sheet’
column relate to transactions where:
•
•
the counterparty has an offsetting exposure with HSBC and a master netting or similar arrangement is in place
with a right of set off only in the event of default, insolvency or bankruptcy, or the offset criteria are otherwise
not satisfied; and
cash and non-cash collateral received/pledged in respect of the transactions described above.
The Group offsets certain loans and advances to customers and customer accounts when the offset criteria are met
and the amounts presented above represent this subset of the total amounts recognised in the balance sheet. Of this
subset, the loans and advances to customers and customer accounts included in ‘Amounts not offset in the balance
sheet’ column primarily relate to transactions where the counterparty has an offsetting exposure with HSBC and an
agreement is in place with the right of offset but the offset criteria are otherwise not satisfied.
541
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
35 – Foreign exchange exposures / 36 – Assets charged as securities for liabilities / 37 – Non-controlling interests
35 Foreign exchange exposures
Structural foreign exchange exposures
HSBC’s structural foreign exchange exposures are represented by the net asset value of its foreign exchange equity
and subordinated debt investments in subsidiaries, branches, joint ventures and associates with non-US dollar
functional currencies. Gains or losses on structural foreign exchange exposures are recognised in other
comprehensive income. HSBC’s management of its structural foreign exchange exposures is discussed on page 285.
In its separate financial statements, HSBC Holdings recognises its foreign exchange gains and losses on structural
foreign exchange exposures in the income statement.
Net structural foreign exchange exposures
Currency of structural exposure
Pound sterling ...........................................................................................................................................
Euro ...........................................................................................................................................................
Chinese renminbi ......................................................................................................................................
Hong Kong dollars ...................................................................................................................................
Mexican pesos ..........................................................................................................................................
Brazilian reais ...........................................................................................................................................
Canadian dollars .......................................................................................................................................
Indian rupees .............................................................................................................................................
UAE dirhams .............................................................................................................................................
Saudi riyals ...............................................................................................................................................
Malaysian ringgit ......................................................................................................................................
Swiss francs ..............................................................................................................................................
Turkish lira ...............................................................................................................................................
Taiwanese dollars .....................................................................................................................................
Australian dollars ......................................................................................................................................
Korean won ...............................................................................................................................................
Indonesian rupiah .....................................................................................................................................
Argentine pesos ........................................................................................................................................
Singapore dollars ......................................................................................................................................
Egyptian pounds .......................................................................................................................................
Qatari rial ..................................................................................................................................................
Thailand baht ............................................................................................................................................
Philippine pesos ........................................................................................................................................
Others, each less than US$500m ..............................................................................................................
At 31 December
2013
US$m
28,403
22,014
20,932
18,974
5,932
5,581
4,372
3,222
3,069
2,531
2,194
1,940
1,533
1,527
1,515
1,373
1,244
1,067
849
739
624
593
553
4,387
2012
US$m
27,305
23,945
19,060
14,466
5,948
6,279
5,024
3,967
2,807
2,219
2,165
2,925
1,787
1,513
1,602
1,520
1,317
1,054
874
699
599
653
787
4,931
Total ..........................................................................................................................................................
135,168
133,446
Shareholders’ equity would decrease by US$2,521m (2012: US$2,562m) if euro and sterling foreign currency
exchange rates weakened by 5% relative to the US dollar.
36 Assets charged as security for liabilities and collateral accepted as security for assets
Financial assets pledged to secure liabilities
Treasury bills and other eligible securities ...............................................................................................
Loans and advances to banks ...................................................................................................................
Loans and advances to customers ............................................................................................................
Debt securities ..........................................................................................................................................
Equity shares .............................................................................................................................................
Other .........................................................................................................................................................
Assets pledged at 31 December
2012
US$m
2013
US$m
6,387
17,733
87,894
190,095
8,816
1,035
311,960
4,381
22,074
81,333
198,671
6,255
1,090
313,804
The table above shows assets where a charge has been granted to secure liabilities on a legal and contractual basis.
The amount of such assets may be greater than the book value of assets utilised as collateral for funding purposes or
to cover liabilities. This is the case for securitisations and covered bonds where the amount of liabilities issued, plus
any mandatory over-collateralisation, is less than the book value of financial assets available for funding or collateral
542
purposes in the relevant pool of assets. This is also the case where financial assets are placed with a custodian or
settlement agent which has a floating charge over all the financial assets placed to secure any liabilities under
settlement accounts.
These transactions are conducted under terms that are usual and customary to collateralised transactions including,
where relevant, standard securities lending and repurchase agreements.
Collateral accepted as security for assets
The fair value of assets accepted as collateral in relation to reverse repo and stock borrowing that HSBC is permitted
to sell or repledge in the absence of default is US$259,617m (2012: US$295,709m). The fair value of any such
collateral that has been sold or repledged was US$186,013m (2012: US$202,662m). HSBC is obliged to return
equivalent securities.
These transactions are conducted under terms that are usual and customary to standard securities borrowing and
reverse repurchase agreements.
37 Non-controlling interests
Non-controlling interests attributable to holders of ordinary shares in subsidiaries ...............................
Preferred securities issued by subsidiaries ...............................................................................................
At 31 December
2013
US$m
5,900
2,688
8,588
2012
US$m
5,159
2,728
7,887
Preferred securities issued by subsidiaries
Preferred securities are securities for which there is no obligation to pay a dividend and, if the dividend is not paid, it
may not be cumulative. Such securities do not generally carry voting rights but rank higher than ordinary shares for
dividend payments and in the event of a winding-up. These securities have no stated maturity date but may be called
and redeemed by the issuer, subject to prior notification to the PRA and, where relevant, the consent of the local
banking regulator. Dividends on floating rate preferred securities are generally related to interbank offer rates.
Included in the capital base of HSBC are non-cumulative preferred securities classified as tier 1 capital and
cumulative preferred securities classified as tier 2 capital in accordance with the rules and guidance in GENPRU.
Preferred securities issued by HSBC’s subsidiaries
HSBC USA Inc.
US$150m
Depositary shares each representing 25% interest in a share of
US$150m
US$518m
US$374m
US$374m
adjustable-rate cumulative preferred stock, series D ....................................
Cumulative preferred stock ...............................................................................
Floating rate non-cumulative preferred stock, series F .....................................
Floating rate non-cumulative preferred stock, series G ....................................
6.50% non-cumulative preferred stock, series H ..............................................
HSBC Finance Corporation
US$575m
6.36% non-cumulative preferred stock, series B ...............................................
HSBC Bank Canada
CAD175m
CAD175m
CAD250m
Non-cumulative redeemable class 1 preferred shares, series C ........................
Non-cumulative class 1 preferred shares, series D ...........................................
Non-cumulative 5 year rate reset class 1 preferred shares, series E .................
First call
date
Jul 1999
Oct 2007
Apr 2010
Jan 2011
Jul 2011
Jun 2010
Jun 2010
Dec 2010
Jun 2014
At 31 December
2013
US$m
2012
US$m
150
150
518
374
374
559
164
164
235
150
150
518
374
374
559
176
176
251
2,688
2,728
543
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
38 – Share capital and other equity instruments
38 Called up share capital and other equity instruments
Issued and fully paid
HSBC Holdings ordinary shares of US$0.50 each
HSBC Holdings ordinary shares1 .............................................................................................................
At 31 December
2013
US$m
9,415
Number
At 1 January 2013 ..................................................................................................................................... 18,476,008,664
Shares issued under HSBC employee share plans ...................................................................................
120,033,493
Shares issued in lieu of dividends ............................................................................................................
233,964,882
At 31 December 2013 ............................................................................................................................... 18,830,007,039
At 1 January 2012 ..................................................................................................................................... 17,868,085,646
238,587,766
Shares issued under HSBC employee share plans ...................................................................................
369,335,252
Shares issued in lieu of dividends ............................................................................................................
At 31 December 2012 ............................................................................................................................... 18,476,008,664
HSBC Holdings non-cumulative preference shares of US$0.01 each
At 1 January 2013 and 31 December 20132 .............................................................................................
At 1 January 2012 and 31 December 2012 ..............................................................................................
Number
1,450,000
1,450,000
1 All HSBC Holdings ordinary shares in issue confer identical rights, including in respect of capital, dividends and voting.
2 Included in the capital base of HSBC as tier 1 capital in accordance with the rules and guidance in GENPRU.
2012
US$m
9,238
US$m
9,238
60
117
9,415
8,934
119
185
9,238
US$m
–
–
Dividends on the HSBC Holdings non-cumulative dollar preference shares in issue (‘dollar preference shares’) are
paid quarterly at the sole and absolute discretion of the Board of Directors. The Board of Directors will not declare
a dividend on the dollar preference shares if payment of the dividend would cause HSBC Holdings not to meet the
applicable capital adequacy requirements of the PRA or the profit of HSBC Holdings available for distribution as
dividends is not sufficient to enable HSBC Holdings to pay in full both dividends on the dollar preference shares and
dividends on any other shares that are scheduled to be paid on the same date and that have an equal right to dividends.
HSBC Holdings may not declare or pay dividends on any class of its shares ranking lower in the right to dividends
than the dollar preference shares nor redeem nor purchase in any manner any of its other shares ranking equal with or
lower than the dollar preference shares unless it has paid in full, or set aside an amount to provide for payment in full,
the dividends on the dollar preference shares for the then current dividend period. The dollar preference shares carry
no rights to conversion into ordinary shares of HSBC Holdings. Holders of the dollar preference shares will only be
entitled to attend and vote at general meetings of shareholders of HSBC Holdings if the dividend payable on the dollar
preference shares has not been paid in full for four consecutive dividend payment dates. In such circumstances,
holders of the dollar preference shares will be entitled to vote on all matters put to general meetings until such time
as HSBC Holdings has paid a full dividend on the dollar preference shares. HSBC Holdings may redeem the dollar
preference shares in whole at any time on or after 16 December 2010, subject to prior notification to the PRA.
HSBC Holdings non-cumulative preference share of £0.01
The one non-cumulative sterling preference share of £0.01 in issue (‘sterling preference share’) has been in issue since
29 December 2010 and is held by a subsidiary of HSBC Holdings. Dividends on the sterling preference share are paid
quarterly at the sole and absolute discretion of the Board. The sterling preference share carries no rights of conversion
into ordinary shares of HSBC Holdings and no rights to attend and vote at general meetings of shareholders of HSBC
Holdings. HSBC Holdings may redeem it in whole at any time at the option of the Company.
Other equity instruments
Other equity instruments which have been included in the capital base of HSBC were issued in accordance with the
rules and guidance in the PRA’s GENPRU. These securities may be called and redeemed by HSBC subject to prior
notification to the PRA. If not redeemed at the first call date interest coupons remain unchanged.
544
Tier 1 capital securities
Tier 1 capital securities are perpetual subordinated securities on which coupon payments may be deferred at the
discretion of HSBC Holdings. While any coupon payments are unpaid or deferred, HSBC Holdings will not declare,
pay dividends or make distributions or similar periodic payments in respect of, or repurchase, redeem or otherwise
acquire any securities of lower or equal rank. Such securities do not generally carry voting rights but rank higher than
ordinary shares for coupon payments and in the event of a winding-up.
At HSBC Holdings’ discretion, and subject to certain conditions being satisfied, the capital securities may be
exchanged on any coupon payment date for non-cumulative preference shares to be issued by HSBC Holdings and
ranking pari passu with the dollar and sterling preference shares in issue. The preference shares would be issued at a
nominal value of US$0.01 per share and a premium of US$24.99 per share, with both such amounts being subscribed
and fully paid.
HSBC’s qualifying tier 1 capital securities in issue which are accounted for in equity
US$2,200m
US$3,800m
8.125% perpetual subordinated capital securities .............................................
8.00% perpetual subordinated capital securities, Series 2 ................................
Apr 2013
Dec 2015
First call
date
At 31 December
2013
US$m
2012
US$m
2,133
3,718
5,851
2,133
3,718
5,851
Shares under option
For details of the options outstanding to subscribe for HSBC Holdings ordinary shares under the HSBC Holdings
Group Share Option Plan, the HSBC Share Plan and HSBC Holdings savings-related share option plans, see Note 7.
Aggregate options outstanding under these plans
31 December 2013 ...................................................
31 December 2012 ....................................................
31 December 2011 ....................................................
Number of
HSBC Holdings
ordinary shares
119,085,250
24,215,341
1,574,652
3,997,069
159,703,771
31,637,840
2,180,263
6,488,894
216,078,250
45,422,511
3,176,265
9,752,066
Period of exercise
Exercise price
2013 to 2019
2013 to 2018
2013 to 2018
2013 to 2018
2013 to 2018
2013 to 2018
2013 to 2018
2013 to 2018
2012 to 2017
2012 to 2017
2012 to 2017
2012 to 2017
£3.3116 – 7.9911
HK$37.8797 –92.5881
€3.6361 – 7.5571
US$4.8876 – 11.8824
£3.3116 – 7.9911
HK$37.8797 – 94.5057
€3.6361 – 9.5912
US$4.8876 – 12.0958
£3.3116 – 7.9911
HK$37.8797 – 94.5057
€3.6361 – 9.5912
US$4.8876 – 12.0958
HSBC Bank Bermuda plans
Upon the acquisition of HSBC Bank Bermuda Limited (‘HSBC Bank Bermuda’) in 2004, all outstanding options
over HSBC Bank Bermuda shares were converted into options to acquire HSBC Holdings ordinary shares using an
exchange ratio calculated by dividing US$40 (being the consideration paid for each HSBC Bank Bermuda Share)
by the average price of HSBC Holdings ordinary shares over the five-day period to the completion of the acquisition.
The exercise price payable for each option was adjusted using the same exchange ratio.
During 2012 and 2013 there were no options exercised over HSBC Holdings ordinary shares and no shares were
delivered from the HSBC (Bank of Bermuda) Employee Benefit Trust 2004. During 2013, options over 149,924
(2012: 880,983) HSBC Holdings ordinary shares lapsed.
At 31 December 2013, the HSBC (Bank of Bermuda) Employee Benefit Trust 2004 held nil (2012: 2,108,830)
HSBC Holdings ordinary shares.
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H S B C H O L D I N G S P L C
Notes on the Financial Statements (continued)
38 – Share capital and other equity instruments / 39 – Notes on the statement of cash flows
Options outstanding over HSBC Holdings ordinary shares under the HSBC Bank Bermuda share plan
31 December 2013 ...........................................................
31 December 2012 ...........................................................
31 December 2011 ...........................................................
Number of
HSBC Holdings
ordinary shares
–
149,924
1,030,907
Period of exercise
Exercise price
2013
2013
2012 to 2013
US$9.32 – 10.33
US$9.32 – 10.33
US$9.32 – 15.99
Maximum obligation to deliver HSBC Holdings ordinary shares
At 31 December 2013, the maximum obligation to deliver HSBC Holdings ordinary shares under all of the above
option arrangements, together with GPSP awards and restricted share awards granted under the HSBC Share
Plan and/or the HSBC Share Plan 2011, was 265,534,885 (2012: 364,082,766). The total number of shares at
31 December 2013 held by employee benefit trusts that may be used to satisfy such obligations to deliver HSBC
Holdings ordinary shares was 12,068,136 (2012: 18,009,459).
39 Notes on the statement of cash flows
Other non-cash items included in profit before tax
Depreciation, amortisation and impairment ....................
Gains arising from dilution of interests in associates .........
Revaluations on investment property ..............................
Share-based payment expense .........................................
Loan impairment losses gross of recoveries and
other credit risk provisions ..........................................
Provisions ........................................................................
Impairment of financial investments ...............................
Charge/(credit) for defined benefit plans ........................
Accretion of discounts and amortisation of premiums ...
Change in operating assets
Change in loans to HSBC undertakings ...........................
Change in prepayments and accrued income ...................
Change in net trading securities and net derivatives ........
Change in loans and advances to banks ...........................
Change in loans and advances to customers ....................
Change in financial assets designated at fair value ..........
Change in other assets ......................................................
Change in operating liabilities
Change in accruals and deferred income .........................
Change in deposits by banks ............................................
Change in customer accounts ...........................................
Change in debt securities in issue ....................................
Change in financial liabilities designated at fair value ....
Change in other liabilities .................................................
2013
US$m
2,330
(1,051)
(113)
630
7,356
2,578
(36)
121
180
HSBC
2012
US$m
2,531
–
(72)
988
9,358
5,732
519
476
246
11,995
19,778
2011
US$m
3,135
(208)
(118)
1,162
13,553
2,199
808
(140)
(513)
19,878
HSBC Holdings
2013
US$m
2012
US$m
35
–
–
49
–
–
–
–
(10)
74
457
–
–
55
–
–
–
–
23
535
HSBC
HSBC Holdings
2013
US$m
–
(1,568)
(24,870)
(21,578)
(100,115)
(4,922)
4,154
2012
US$m
–
557
(36,829)
1,083
(72,619)
(2,698)
(6,015)
2011
US$m
–
1,907
27,058
2,618
(30,853)
(583)
(7,559)
2013
US$m
(11,669)
(65)
923
–
–
–
16
(148,899)
(116,521)
(7,412)
(10,795)
2012
US$m
(3,451)
(5)
(507)
–
–
–
(48)
(4,011)
HSBC
HSBC Holdings
2012
US$m
78
(5,393)
90,071
(11,552)
2,549
13,317
89,070
2011
US$m
(800)
2,238
48,401
(14,388)
5,468
3,093
2013
US$m
248
–
–
98
(550)
(857)
44,012
(1,061)
2012
US$m
10
–
–
86
2,464
391
2,951
2013
US$m
3,085
22,975
150,262
(15,381)
994
2,822
164,757
546
Cash and cash equivalents
Cash at bank with HSBC undertakings ............................
Cash and balances at central banks ..................................
Items in the course of collection from other banks ..........
Loans and advances to banks of one month or less .........
Treasury bills, other bills and certificates of deposit
less than three months ..................................................
Less: items in the course of transmission to other banks .
Interest and dividends
Interest paid ......................................................................
Interest received ................................................................
Dividends received ...........................................................
2013
US$m
–
166,599
6,021
164,591
15,980
(6,910)
HSBC
2012
US$m
–
141,532
7,303
148,232
25,379
(7,138)
HSBC Holdings
2011
US$m
2013
US$m
2012
US$m
–
129,902
8,208
169,858
26,226
(8,745)
407
–
–
–
–
–
407
353
–
–
–
–
–
353
346,281
315,308
325,449
2013
US$m
(17,262)
50,823
1,133
HSBC
2012
US$m
(18,412)
61,112
766
HSBC Holdings
2011
US$m
(23,125)
66,734
602
2013
US$m
(2,705)
1,986
20,925
2012
US$m
(2,661)
1,759
13,709
The amount of cash and cash equivalents not available for use by HSBC at 31 December 2013 was US$38,019m
(2012: US$32,368m), of which US$21,811m (2012: US$20,464m) related to mandatory deposits at central banks.
Disposal of subsidiaries and businesses
In October 2013, we completed the disposal of HSBC Bank (Panama) S.A., receiving total cash consideration of
US$2,210m which is included under ‘Cash flow from investing activities’ in the Consolidated statement of cash
flows on page 420. The effect of disposals of subsidiaries and businesses in 2012 is tabulated below.
2012
US cards
business
US$m
US branch
network
US$m
Other
disposals
US$m
–
26,748
–
572
318
369
28,007
–
–
–
161
161
27,846
–
3,148
72
31,066
31,066
–
31,066
–
31,066
–
2,091
–
–
7
68
2,166
–
13,199
–
7
13,206
(11,040)
–
864
15
(10,161)
(10,091)
(70)
(10,161)
–
(10,161)
799
3,632
924
53
276
1,618
7,302
385
5,986
1,080
1,012
8,463
(1,161)
(81)
355
56
(831)
(542)
(321)
(863)
32
(831)
Total
US$m
799
32,471
924
625
601
2,055
37,475
385
19,185
1,080
1,180
21,830
15,645
(81)
4,367
143
20,074
20,433
(391)
20,042
32
20,074
Assets
Loans and advances to banks ...................................................................
Loans and advances to customers ............................................................
Financial investments ...............................................................................
Prepayments and accrued income ............................................................
Goodwill and intangible assets .................................................................
Other assets ...............................................................................................
Total assets excluding cash and cash equivalents ....................................
Liabilities
Deposits by banks .....................................................................................
Customer accounts ....................................................................................
Liabilities under insurance contracts ........................................................
Other liabilities .........................................................................................
Total liabilities ..........................................................................................
Aggregate net assets at date of disposal, excluding cash and cash
equivalents ............................................................................................
Non-controlling interests disposed ...........................................................
Gain on disposal including costs to sell ...................................................
Add back: costs to sell ..............................................................................
Selling price ..............................................................................................
Satisfied by:
Cash and cash equivalents received/(paid) as consideration ...............
Cash and cash equivalents sold ............................................................
Cash consideration received/(paid) up to 31 December 2012 .............
Cash still to be received at 31 December 2012 ....................................
Total cash consideration .......................................................................
547
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Notes on the Financial Statements (continued)
40 – Contingent liabilities, contractual commitments and guarantees / 41 – Lease commitments
40 Contingent liabilities, contractual commitments and guarantees
Guarantees and contingent liabilities
Guarantees ....................................................................................
Other contingent liabilities ...........................................................
Commitments
Documentary credits and short-term trade-related transactions ..
Forward asset purchases and forward forward deposits placed ...
Undrawn formal standby facilities, credit lines and other
commitments to lend ................................................................
HSBC
HSBC Holdings
2013
US$m
84,554
182
84,736
12,154
1,005
574,444
587,603
2012
US$m
80,364
209
80,573
13,359
419
565,691
579,469
2013
US$m
52,836
–
52,836
–
–
1,245
1,245
2012
US$m
49,402
–
49,402
–
–
1,200
1,200
The above table discloses the nominal principal amounts of commitments excluding capital commitments, which
are separately disclosed below, and guarantees and other contingent liabilities, which are mainly credit-related
instruments including both financial and non-financial guarantees and commitments to extend credit. Contingent
liabilities arising from legal proceedings and regulatory matters against Group companies are disclosed in Note 43.
Nominal principal amounts represent the amounts at risk should the contracts be fully drawn upon and clients default.
The amount of the loan commitments shown above reflects, where relevant, the expected level of take-up of pre-
approved loan offers made by mailshots to personal customers. As a significant portion of guarantees and
commitments is expected to expire without being drawn upon, the total of the nominal principal amounts is not
indicative of future liquidity requirements.
Guarantees
HSBC provides guarantees and similar undertakings on behalf of both third-party customers and other entities within
the HSBC Group. These guarantees are generally provided in the normal course of HSBC’s banking business. The
principal types of guarantees provided and the maximum potential amount of future payments which HSBC could be
required to make at 31 December 2013 were as follows:
Guarantee type
Financial guarantees1 ....................................................................
Credit-related guarantees2 ............................................................
Other guarantees ...........................................................................
At 31 December 2013
At 31 December 2012
Guarantees
by HSBC
Holdings
in favour of
other HSBC
Group entities
US$m
36,800
16,036
–
52,836
Guarantees
in favour of
third parties
US$m
31,224
15,076
38,254
84,554
Guarantees
by HSBC
Holdings
in favour of
other HSBC
Group entities
US$m
36,800
12,602
–
49,402
Guarantees
in favour of
third parties
US$m
32,036
12,957
35,371
80,364
1 Financial guarantees are contracts that require the issuer to make specified payments to reimburse the holder for a loss incurred
because a specified debtor fails to make payment when due in accordance with the original or modified terms of a debt instrument.
2 Credit-related guarantees are contracts that have similar features to financial guarantee contracts but fail to meet the definition of a
financial guarantee contract under IAS 39.
The amounts disclosed in the above table are nominal principal amounts and reflect HSBC’s maximum exposure
under a large number of individual guarantee undertakings. The risks and exposures arising from guarantees are
captured and managed in accordance with HSBC’s overall credit risk management policies and procedures.
Approximately half of the above guarantees have a term of less than one year. Guarantees with terms of more
than one year are subject to HSBC’s annual credit review process.
548
Financial Services Compensation Scheme
The Financial Services Compensation Scheme (‘FSCS’) has provided compensation to consumers following the
collapse of a number of deposit takers. The compensation paid out to consumers is currently funded through loans
from the Bank of England and HM Treasury which at 31 December 2013 stood at approximately £17 billion
(US$28.1bn).
In order to repay the loan principal which is not expected to be recovered, the FSCS confirmed in February 2013 that
it would levy approximately £363m (US$587m) in Scheme Year 2013/2014 and in the following two Scheme Years
on participating financial institutions. In January 2014, the FSCS announced that the expected levy on participating
financial institutions for Scheme Year 2014/2015 would be £399m (US$660m).
HSBC could be liable to pay a further proportion of the outstanding borrowings that the FSCS has borrowed from
HM Treasury.
The ultimate FSCS levy to the industry as a result of the collapses cannot currently be estimated reliably as it is
dependent on various uncertain factors including the potential recoveries of assets by the FSCS and changes in the
level of protected deposits and the population of FSCS members at the time.
Capital commitments
In addition to the commitments disclosed on page 548, at 31 December 2013 HSBC had US$401m (2012: US$607m)
of capital commitments contracted but not provided for and US$112m (2012: US$197m) of capital commitments
authorised but not contracted for.
Associates
HSBC’s share of associates’ contingent liabilities amounted to US$46,574m at 31 December 2013 (2012:
US$46,148m). No matters arose where HSBC was severally liable.
41 Lease commitments
Finance lease commitments
HSBC leases land and buildings (including branches) and equipment from third parties under finance lease
arrangements to support its operations.
Lease commitments:
– no later than one year ................
– later than one year and no later
than five years ...........................
– later than five years ...................
At 31 December 2013
At 31 December 2012
Total future
minimum
payments
US$m
Future
interest
charges
US$m
Present value
of finance
lease
commitments
US$m
Total future
minimum
payments
US$m
Future
interest
charges
US$m
Present value
of finance
lease
commitments
US$m
59
132
185
376
(23)
(76)
(25)
(124)
36
56
160
252
81
153
196
430
(21)
(71)
(34)
(126)
60
82
162
304
At 31 December 2013, future minimum sublease payments of US$237m (2012: US$244m) were expected to be
received under non-cancellable subleases at the balance sheet date.
Operating lease commitments
At 31 December 2013, HSBC was obligated under a number of non-cancellable operating leases for properties, plant
and equipment on which the future minimum lease payments extend over a number of years.
549
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Notes on the Financial Statements (continued)
41 – Lease commitments / 42 – Structured entities
Future minimum lease payments under non-cancellable
operating leases:
– no later than one year ...........................................................
– later than one year and no later than five years ...................
– later than five years ..............................................................
At 31 December 2013
Land and
buildings
US$m
Equipment
US$m
At 31 December 2012
Land and
buildings
US$m
Equipment
US$m
960
2,499
2,007
5,466
11
14
5
30
943
2,495
2,246
5,684
23
23
–
46
At 31 December 2013, future minimum sublease payments of US$10m (2012: US$14m) were expected to be
received under non-cancellable subleases at the balance sheet date.
In 2013, US$1,425m (2012: US$1,166m; 2011: US$973m) was charged to ‘General and administrative expenses’
in respect of lease and sublease agreements, of which US$1,098m (2012: US$1,149m; 2011: US$952m) related to
minimum lease payments, US$326m (2012: US$17m; 2011: US$20m) to contingent rents, and US$1m (2012:
US$0.4m; 2011: US$1m) to sublease payments.
The contingent rent represents escalation payments made to landlords for operating, tax and other escalation expenses.
Finance lease receivables
HSBC leases a variety of assets to third parties under finance leases, including transport assets (such as aircraft),
property and general plant and machinery. At the end of lease terms, assets may be sold to third parties or leased for
further terms. Lessees may participate in any sales proceeds achieved. Lease rentals arising during the lease terms
will either be fixed in quantum or be varied to reflect changes in, for example, tax or interest rates. Rentals are
calculated to recover the cost of assets less their residual value, and earn finance income.
Total future
minimum
payments
US$m
At 31 December 2013
Unearned
finance
income
US$m
Lease receivables:
– no later than one year ................
– later than one year and
no later than five years ..............
– later than five years ...................
3,370
7,933
5,064
(360)
(990)
(856)
At 31 December 2012
Total future
minimum
payments
US$m
Unearned
finance
income
US$m
3,712
8,414
5,277
(379)
(966)
(951)
Present
value
US$m
3,333
7,448
4,326
Present
value
US$m
3,010
6,943
4,208
16,367
(2,206)
14,161
17,403
(2,296)
15,107
At 31 December 2013, unguaranteed residual values of US$205m (2012: US$253m) had been accrued, and the
accumulated allowance for uncollectible minimum lease payments receivable amounted to US$7m (2012: US$3m).
No contingent rents were received in 2013 (2012: nil).
42 Structured entities
HSBC is involved with structured entities, mainly through securitisation of financial assets, conduits and investment
funds.
HSBC arrangements that involve structured entities are authorised centrally when they are established to ensure
appropriate purpose and governance. The activities of structured entities administered by HSBC are closely
monitored by senior management. HSBC has involvement with both consolidated and unconsolidated structured
entities, which may be established by HSBC or by a third party, as detailed below.
Structured entities are assessed for consolidation in accordance with the accounting policy set out in Note 1(e).
550
Consolidated structured entities
Total assets of HSBC’s consolidated structured entities, split by entity type
Conduits
US$bn
Securitisations
US$bn
38.9
38.4
7.1
9.0
HSBC
managed
funds
US$bn
13.9
12.1
Other
US$bn
8.2
3.5
Total
US$bn
68.1
63.0
At 31 December 2013 ....................................
At 31 December 2012 .....................................
Conduits
HSBC has established and manages two types of conduits: securities investment conduits (‘SIC’s) and multi-seller
conduits. These entities have been designed so that voting or similar rights are not the dominant factor in deciding
who has control; in such cases, the relevant activities are directed by means of contractual arrangement. The conduits
are consolidated as HSBC is exposed or has the right to variable returns from its involvement with the entity and has
the ability to affect its returns through its power over the entity.
Securities investment conduits
Solitaire, HSBC’s principal SIC, purchases highly rated asset-backed securities (‘ABS’s) to facilitate tailored
investment opportunities. At 31 December 2013, Solitaire held US$9.0bn of ABSs (2012: US$10.0bn). These are
included within the disclosures of ABS ‘held through consolidated structured entities’ on page 206. HSBC’s other
SICs, Mazarin, Barion and Malachite, evolved from the restructuring of HSBC’s structured investment vehicles
(‘SIV’s) in 2008.
•
Solitaire – Solitaire is currently funded entirely by commercial paper ‘CP’ issued to HSBC. Although HSBC
continues to provide a liquidity facility, Solitaire has no need to draw on it so long as HSBC purchases the CP
issued, which it intends to do for the foreseeable future. At 31 December 2013, HSBC held US$11.0bn of CP
(2012: US$13.0bn).
• Mazarin – HSBC is exposed to the par value of Mazarin’s assets through the provision of a liquidity facility
equal to the lesser of the amortised cost of issued senior debt and the amortised cost of non-defaulted assets.
At 31 December 2013, this amounted to US$7.4bn (2012: US$8.4bn). First loss protection is provided through
the capital notes issued by Mazarin, which are substantially all held by third parties.
At 31 December 2013, HSBC held 1.3% of Mazarin’s capital notes (2012: 1.3%) with a par value of US$17m
(2012: US$17m) and a carrying amount of US$0.3m (2012: nil).
• Barion and Malachite – HSBC’s primary exposure to these SICs is represented by the amortised cost of the debt
required to support the non-cash assets of the vehicles. At 31 December 2013, this amounted to US$6.3bn (2012:
US$7.4bn). First loss protection is provided through the capital notes issued by these vehicles, which are
substantially all held by third parties.
At 31 December 2013, HSBC held 3.8 % of the capital notes (2012: 3.7%) issued by these vehicles with a par
value of US$37m (2012: US$36m) and a carrying amount of US$3.3m (2012: US$1.7m).
Multi-seller conduits
These vehicles were established for the purpose of providing access to flexible market-based sources of finance for
HSBC’s clients.
HSBC bears risk equal to transaction-specific liquidity facilities offered to the multi-seller conduits amounting to
US$15.7bn at 31 December 2013 (2012: US$14.3bn). First loss protection is provided by the originator of the assets,
and not by HSBC, through transaction-specific credit enhancements. A layer of secondary loss protection is provided
by HSBC in the form of programme-wide enhancement facilities.
Securitisations
HSBC uses structured entities to securitise customer loans and advances that it has originated in order to diversify its
sources of funding for asset origination and capital efficiency purposes. The loans and advances are transferred by
551
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Notes on the Financial Statements (continued)
42 – Structured entities
HSBC to the structured entities for cash or synthetically through credit default swaps, and the structured entities issue
debt securities to investors.
HSBC managed funds
HSBC has established a number of money market and non-money market funds. Where it is deemed to be acting as
principal rather than agent in its role as investment manager, HSBC controls and hence consolidates these funds.
Other
HSBC has also entered into a number of transactions in the normal course of business which include asset and
structured finance transactions where it has control of the structured entity. In addition, HSBC is deemed to control
a number of third-party managed funds through its involvement as a principal in the funds.
Unconsolidated structured entities
The term ‘unconsolidated structured entities’ refers to all structured entities that are not controlled by HSBC. HSBC
enters into transactions with unconsolidated structured entities in the normal course of business to facilitate customer
transactions and for specific investment opportunities.
The table below shows the total assets of unconsolidated structured entities in which HSBC has an interest at the
reporting date, as well as its maximum exposure to loss in relation to those interests.
The maximum exposure to loss from HSBC’s interests in unconsolidated structured entities represents the maximum
loss that HSBC could incur as a result of HSBC’s involvement with unconsolidated structured entities regardless of
the probability of the loss being incurred.
• For commitments and guarantees, and written credit default swaps, the maximum exposure to loss is the notional
amount of potential future losses.
• For retained and purchased investments in and loans to unconsolidated structured entities, the maximum
exposure to loss is the carrying value of these interests at the balance sheet reporting date.
The maximum exposure to loss is stated gross of the effects of hedging and collateral arrangements entered into to
mitigate HSBC’s exposure to loss.
552
Nature and risks associated with HSBC interests in unconsolidated structured entities
Securitisations
US$bn
HSBC
managed
funds
US$bn
Non-HSBC
managed
funds
US$bn
Other
US$bn
Total
US$bn
At 31 December 2013
Total assets of the entities ..............................
HSBC’s interest – assets
Cash ............................................................
Trading assets .............................................
Financial assets designated at fair value ....
Derivatives .................................................
Loans and advances to customers ..............
Financial investments .................................
Other assets ................................................
Total assets in relation to HSBC’s interests
in the unconsolidated structured entities ....
HSBC’s interest – liabilities
Trading liabilities .......................................
Total liabilities in relation to HSBC’s
interests in the unconsolidated structured
entities ........................................................
HSBC’s maximum exposure ..........................
Total income from HSBC interests1 ...............
9.6
–
–
–
–
0.9
–
–
0.9
–
–
1.0
–
290.3
2,843.3
26.7
3,169.9
–
0.1
5.1
–
–
2.3
0.1
7.6
–
–
7.6
0.1
–
0.2
1.4
–
–
5.4
–
7.0
–
–
7.0
0.3
–
3.8
–
1.2
1.5
0.1
–
–
4.1
6.5
1.2
2.4
7.8
0.1
6.6
22.1
0.1
0.1
0.1
10.6
0.3
0.1
26.2
0.7
1 Income includes recurring and non-recurring fees, interest, dividends, gains or loss on the re-measurement or derecognition of interests
in structured entities, any mark-to-market gains/losses on a net basis and gains or losses from the transfer of assets and liabilities to the
structured entity.
Securitisations
HSBC has interests in unconsolidated securitisation vehicles through holding notes issued by these entities.
HSBC managed funds
HSBC establishes and manages money market funds and non-money market investment funds to provide customers
with investment opportunities. Further information on ‘Funds under management’ is provided on page 130.
HSBC, as fund manager, may be entitled to receive management and performance fees based on the assets under
management. HSBC may also retain units in these funds.
Non-HSBC managed funds
HSBC purchases and holds units of third-party managed funds in order to facilitate both business and customer
needs.
Other
HSBC has established structured entities in the normal course of business such as structured credit transactions for
customers, to provide finance to public and private sector infrastructure projects, and for asset and structured finance
transactions.
HSBC sponsored structured entities
The definition of a sponsor is given in Note 2(o).
In some cases, HSBC does not have an interest in these entities at the reporting date.
The amount of assets transferred to and income received from such sponsored entities during 2013 was not
significant.
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Notes on the Financial Statements (continued)
43 – Legal proceedings and regulatory matters
43 Legal proceedings and regulatory matters
HSBC is party to legal proceedings and regulatory matters in a number of jurisdictions arising out of its normal
business operations. The recognition of provisions is determined in accordance with the accounting policies set out
in Note 2. Apart from the matters described below, HSBC considers that none of these matters are material, either
individually or in the aggregate. Where an individual provision is material, the fact that a provision has been made
is stated and quantified. Any provision recognised does not constitute an admission of wrongdoing or legal liability.
While the outcome of these matters is inherently uncertain, management believes that, based on the information
available to it, appropriate provisions have been made in respect of legal proceedings and regulatory matters as at
31 December 2013 (see Note 31). It is not practicable to provide an aggregate estimate of potential liability for our
legal proceedings and regulatory matters as a class of contingent liabilities.
Securities litigation
As a result of an August 2002 restatement of previously reported consolidated financial statements and other
corporate events, including the 2002 settlement with 46 states and the District of Columbia relating to real estate
lending practices, Household International and certain former officers were named as defendants in a class action
lawsuit, Jaffe v. Household International, Inc., et al. (N.D. Ill. No. 02 C5893), filed 19 August 2002 in the US
District Court for the Northern District of Illinois (‘District Court’). The complaint asserted claims under § 10 and §
20 of the Securities Exchange Act of 1934 and alleged that the defendants knowingly or recklessly made false and
misleading statements of material fact relating to Household International’s Consumer Lending operations, including
collections, sales and lending practices, some of which ultimately led to the 2002 state settlement agreement, and
facts relating to accounting practices evidenced by the restatement. Ultimately, a class was certified on behalf of all
persons who acquired and disposed of Household International common stock between 30 July 1999 and 11 October
2002.
A jury trial concluded in April 2009, which was decided partly in favour of the plaintiffs. Various legal challenges to
the verdict were raised in post-trial briefing.
In December 2011, following the submission of claim forms by class members, the Court-appointed claims
administrator to the District Court reported that the total number of claims that generated an allowed loss was 45,921,
and that the aggregate amount of these claims was approximately US$2.2bn. The defendants filed legal challenges
regarding the presumption of reliance as to the class and compliance with the claims form requirements, which the
District Court in September 2012 rejected for the most part. The District Court directed further proceedings before a
court-appointed Special Master to address certain claim submission issues.
On 4 October 2013, the District Court denied the defendants’ additional post-trial motions for judgement as a matter
of law or, in the alternative, for a new trial, and granted plaintiffs’ motions for a partial final judgement and awarded
pre-judgement interest at the Prime rate, compounded annually. Subsequently, on 17 October 2013, the District Court
entered a partial final judgement against the defendants in the amount of approximately US$2.46bn. In addition to the
partial judgement that has been entered, there also remain approximately US$527m in claims, prior to imposition of
prejudgement interest, that still are subject to objections that have not yet been ruled upon by the District Court.
The defendants have filed a Notice of Appeal of the partial final judgement. The defendants have also filed a
Supersedeas Bond in the approximate amount of the judgement (US$2.46bn) in order to stay execution on the
judgement pending appeal. Despite the jury verdict, the various rulings of the District Court, and the partial final
judgement, we continue to believe that we have meritorious grounds for appeal. The timing and outcome of the
ultimate resolution of this matter is uncertain.
Given the complexity and uncertainties associated with the actual determination of damages, including the outcome
of any appeals, there is a wide range of possible damages. We believe we have meritorious grounds for appeal
on matters of both liability and damages, and will argue on appeal that damages should be zero or a relatively
insignificant amount. If the Appeals Court rejects or only partially accepts our arguments, the amount of damages,
based upon the claims submitted and the application of pre-judgement interest at the Prime rate as ordered by the
District Court, may lie in a range from a relatively insignificant amount to an amount up to or exceeding US$3.5bn.
Once a judgement is entered (such as the approximately US$2.46bn partial final judgement entered on 17 October
2013), post-judgement interest accrues on the judgement at a rate equal to the weekly average of the 1-year constant
maturity treasury yield as published by the Federal Reserve System. A provision has been made based on
management’s best estimate of probable outflows.
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Bernard L. Madoff Investment Securities LLC
In December 2008, Bernard L. Madoff (‘Madoff’) was arrested for running a Ponzi scheme and a trustee was
appointed for the liquidation of his firm, Bernard L. Madoff Investment Securities LLC (‘Madoff Securities’), an
SEC-registered broker-dealer and investment adviser. Since his appointment, the trustee has been recovering assets
and processing claims of Madoff Securities customers. Madoff subsequently pleaded guilty to various charges and is
serving a 150 year prison sentence. He has acknowledged, in essence, that while purporting to invest his customers’
money in securities and, upon request, return their profits and principal, he in fact never invested in securities and
used other customers’ money to fulfil requests for the return of profits and principal. The relevant US authorities are
continuing their investigations into his fraud, and have brought charges against others, including certain former
employees and the former auditor of Madoff Securities. Madoff was sentenced in June 2009.
Various non-US HSBC companies provided custodial, administration and similar services to a number of funds
incorporated outside the US whose assets were invested with Madoff Securities. Based on information provided by
Madoff Securities, as at 30 November 2008, the purported aggregate value of these funds was US$8.4bn, an amount
that includes fictitious profits reported by Madoff. Based on information available to HSBC to date, we estimate that
the funds’ actual transfers to Madoff Securities minus their actual withdrawals from Madoff Securities during the
time that HSBC serviced the funds totalled approximately US$4bn.
Plaintiffs (including funds, fund investors, and the Madoff Securities trustee) have commenced Madoff-related
proceedings against numerous defendants in a multitude of jurisdictions. Various HSBC companies have been named
as defendants in suits in the US, Ireland, Luxembourg and other jurisdictions. Certain suits (which include US
putative class actions) allege that the HSBC defendants knew or should have known of Madoff’s fraud and breached
various duties to the funds and fund investors.
In December 2011, claims against HSBC and other defendants by fund investors in three related putative class
actions pending in the US District Court for the Southern District of New York were dismissed on grounds of forum
non conveniens. In September 2013, the US Court of Appeals for the Second Circuit affirmed the dismissal of the
claims. The plaintiffs have requested a rehearing of their appeal, and that request remains pending.
In July and December 2013, settlements were reached in respect of the claim by Thema International Fund plc and
AA (Alternative Advantage) Plc respectively against HSBC Institutional Trust Services (Ireland) Limited in the Irish
High Court.
The Madoff Securities Trustee has commenced suits against various HSBC companies in the US Bankruptcy Court
and in the English High Court. The US action (which also names certain funds, investment managers, and other
entities and individuals) sought US$9bn in damages and additional recoveries from HSBC and the various co-
defendants and alleged that HSBC aided and abetted Madoff’s fraud and breach of fiduciary duty. In July 2011, the
US District Court for the Southern District of New York dismissed the trustee’s various common law claims on the
grounds that the trustee lacks standing to assert them, and that dismissal was affirmed in a decision issued by the
Second Circuit in June 2013. On 9 October 2013, the Trustee filed a petition for writ of certiorari to review the
Second Circuit’s decision with the US Supreme Court. The HSBC defendants filed their response to the petition for
writ of certiorari on 16 December 2013. The Supreme Court has issued an order inviting the US Solicitor General to
file a brief in the case expressing the views of the US government on the petition. The Trustee’s remaining US claims
seek, pursuant to US bankruptcy law, recovery of unspecified amounts received by HSBC from funds invested with
Madoff, including amounts that HSBC received when it redeemed units HSBC held in the various funds in
connection with financing transactions HSBC had entered into with various clients, as well as fees earned by HSBC
for providing custodial, administration and similar services to the funds. These claims remain pending.
The trustee’s English action seeks recovery of unspecified transfers of money from Madoff Securities to or through
HSBC, on the ground that the HSBC defendants actually or constructively knew of Madoff’s fraud. HSBC has not
been served with the trustee’s English action.
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Notes on the Financial Statements (continued)
43 – Legal proceedings and regulatory matters
Between October 2009 and April 2012, Fairfield Sentry Limited, Fairfield Sigma Limited and Fairfield Lambda
Limited (‘Fairfield’), funds whose assets were directly or indirectly invested with Madoff Securities, commenced
multiple suits in the British Virgin Islands (‘BVI’) and the US against numerous fund shareholders, including various
HSBC companies that acted as nominees for clients of HSBC’s private banking business and other clients who
invested in the Fairfield funds. The Fairfield actions seek restitution of amounts paid to the defendants in connection
with share redemptions, on the ground that such payments were made by mistake, based on inflated values resulting
from Madoff’s fraud, and some actions also seek recovery of the share redemptions under BVI insolvency law. The
actions in the US are currently stayed in the Bankruptcy Court pending developments in related appellate litigation
in the BVI.
There are many factors which may affect the range of possible outcomes, and the resulting financial impact, of
the various Madoff-related proceedings, including but not limited to the circumstances of the fraud, the multiple
jurisdictions in which the proceedings have been brought and the number of different plaintiffs and defendants in
such proceedings. For these reasons, among others, it is not practicable at this time for HSBC to estimate reliably
the aggregate liabilities, or ranges of liabilities, that might arise as a result of all such claims but they could be
significant. In any event, HSBC considers that it has good defences to these claims and will continue to defend
them vigorously.
US mortgage-related investigations
In April 2011, HSBC Bank USA entered into a consent cease and desist order with the Office of the Comptroller of
the Currency (‘OCC’) and HSBC Finance and HSBC North America Holdings Inc. (‘HNAH’) entered into a similar
consent order with the Federal Reserve Board (together with the OCC, the ‘Servicing Consent Orders’) following
completion of a broad horizontal review of industry residential mortgage foreclosure practices. These consent orders
require prescribed actions to address the deficiencies noted in the joint examination and described in the consent
orders. HSBC Bank USA, HSBC Finance and HNAH continue to work with the OCC and the Federal Reserve Board
to align their processes with the requirements of the consent orders and are implementing operational changes as
required.
The Servicing Consent Orders required an independent review of foreclosures (the ‘Independent Foreclosure
Review’) pending or completed between January 2009 and December 2010 to determine if any borrower was
financially injured as a result of an error in the foreclosure process. As required by the Servicing Consent Orders,
an independent consultant was retained to conduct that review.
On 28 February 2013, HSBC Bank USA entered into an agreement with the OCC, and HSBC Finance and HNAH
entered into an agreement with the Federal Reserve Board, (together the ‘IFR Settlement Agreements’), pursuant to
which the Independent Foreclosure Review has ceased and been replaced by a broader framework under which we
and 12 other participating servicers will, in the aggregate, provide in excess of US$9.3bn in cash payments and other
assistance to help eligible borrowers. Pursuant to the IFR Settlement Agreements, HNAH has made a cash payment
of US$96m into a fund used to make payments to borrowers that were in active foreclosure during 2009 and 2010,
and in addition, will provide other assistance (e.g. loan modifications) to help eligible borrowers. Borrowers who
receive compensation will not be required to execute a release or waiver of rights and will not be precluded from
pursuing litigation concerning foreclosure or other mortgage servicing practices. For participating servicers,
including HSBC Bank USA and HSBC Finance, fulfilment of the terms of the IFR Settlement Agreements will
satisfy the Independent Foreclosure Review requirements of the Servicing Consent Orders, including the wind down
of the Independent Foreclosure Review.
The Servicing Consent Orders do not preclude additional enforcement actions against HSBC Bank USA, HSBC
Finance or HNAH by bank regulatory, governmental or law enforcement agencies, such as the US Department of
Justice (‘DoJ’) or State Attorneys General, which could include the imposition of civil money penalties and other
sanctions relating to the activities that are the subject of the Servicing Consent Orders. Pursuant to the IFR Settlement
Agreement with the OCC, however, the OCC has agreed that it will not assess civil money penalties or initiate any
further enforcement action with respect to past mortgage servicing and foreclosure-related practices addressed in the
Servicing Consent Orders, provided the terms of the IFR Settlement Agreement are fulfilled. The OCC’s agreement
not to assess civil money penalties is further conditioned on HNAH making payments or providing borrower
assistance pursuant to any agreement that may be entered into with the DoJ in connection with the servicing of
residential mortgage loans within two years. The Federal Reserve Board has agreed that any assessment of civil
money penalties by the Federal Reserve Board will reflect a number of adjustments, including amounts expended in
consumer relief and payments made pursuant to any agreement that may be entered into with the DoJ in connection
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with the servicing of residential mortgage loans. In addition, the IFR Settlement Agreements do not preclude private
litigation concerning these practices.
Separate from the Servicing Consent Orders and the settlement related to the Independent Foreclosure Review
discussed above, in February 2012 five of the largest US mortgage servicers (not including HSBC companies)
reached a settlement with the DoJ, the US Department of Housing and Urban Development and State Attorneys
General of 49 states with respect to foreclosure and other mortgage servicing practices. Following this settlement,
these government agencies initiated discussions with mortgage industry servicers. HNAH, HSBC Bank USA and
HSBC Finance have had discussions with US bank regulators and other governmental agencies regarding a potential
resolution, although the timing of any settlement is not currently known. HSBC has recognised a provision to reflect
the estimated liability associated with a proposed settlement of this matter. Any such settlement, however, may not
completely preclude other enforcement actions by state or federal agencies, regulators or law enforcement bodies
related to foreclosure and other mortgage servicing practices, including, but not limited to matters relating to the
securitisation of mortgages for investors. These practices have in the past resulted in private litigation and such a
settlement would not preclude further private litigation concerning these practices.
US mortgage securitisation activity and litigation
HSBC Bank USA has been involved as a sponsor/seller of loans used to facilitate whole loan securitisations
underwritten by HSBC Securities (USA) Inc. (‘HSI’). During 2005-2007, HSBC Bank USA purchased and sold
US$24bn of such loans to HSI which were subsequently securitised and sold by HSI to third parties. The outstanding
principal balance on these loans was approximately US$6.4bn and US$7.4bn at 31 December 2013 and 31 December
2012, respectively.
Participants in the US mortgage securitisation market that purchased and repackaged whole loans have been the
subject of lawsuits and governmental and regulatory investigations and inquiries, which have been directed at groups
within the US mortgage market, such as servicers, originators, underwriters, trustees or sponsors of securitisations,
and at particular participants within these groups. As the industry’s residential mortgage foreclosure issues continue,
HSBC Bank USA has taken title to an increasing number of foreclosed homes as trustee on behalf of various
securitisation trusts. As nominal record owner of these properties, HSBC Bank USA has been sued by municipalities
and tenants alleging various violations of law, including laws regarding property upkeep and tenants’ rights. While
HSBC believes and continues to maintain that the obligations at issue and the related liability are properly those of
the servicer of each trust, HSBC continues to receive significant and adverse publicity in connection with these and
similar matters, including foreclosures that are serviced by others in the name of ‘HSBC, as trustee’.
Various HSBC companies have been named as defendants in a number of actions in connection with residential
mortgage-backed securities (‘RMBS’) offerings, which generally allege that the offering documents for securities
issued by securitisation trusts contained material misstatements and omissions, including statements regarding the
underwriting standards governing the underlying mortgage loans. These include an action filed in September 2011
by the Federal Housing Finance Agency (‘FHFA’), acting in its capacity as conservator for the Federal National
Mortgage Association (‘Fannie Mae’) and the Federal Home Loan Mortgage Corporation (‘Freddie Mac’) in the US
District Court for the Southern District of New York (the ‘District Court’) against HSBC Bank USA, HSBC North
America Holdings Inc. (‘HNAH’), HSI and HSI Asset Securitization (‘HASCO’) and five former and current officers
and directors of HASCO, seeking damages or rescission of mortgage-backed securities purchased by Fannie Mae and
Freddie Mac that were either underwritten or sponsored by HSBC companies. The aggregate unpaid principal
balance of the securities was approximately US$1.6bn at 31 December 2013. This action, captioned Federal Housing
Finance Agency, as Conservator for the Federal National Mortgage Association and the Federal Home Loan
Mortgage Corporation v. HSBC North America Holdings Inc., et al. (S.D.N.Y. No. CV 11-6189-LAK), is one of a
series of similar actions filed against 17 financial institutions alleging violations of federal and state securities laws in
connection with the sale of private-label RMBS purchased by Fannie Mae and Freddie Mac, primarily from 2005 to
2008. These actions were transferred to a single judge, who directed the defendant in the first-filed matter, UBS, to
file a motion to dismiss. In May 2012, the District Court filed its decision denying the motion to dismiss FHFA’s
securities law claims and granting the motion to dismiss FHFA’s negligent misrepresentation claims. The District
Court’s ruling formed the basis for rulings on the other matters, including the action filed against HSBC Bank USA
and its affiliates. On 5 April 2013, the Second Circuit Court of Appeals affirmed the ruling of the District Court. In
January 2013, the FHFA parties met with the Magistrate Judge to discuss how to structure mediation. Since that time,
a number of the FHFA defendants have resolved their lawsuits.
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Notes on the Financial Statements (continued)
43 – Legal proceedings and regulatory matters
Discovery in HSBC’s case continues. Factual discovery closed in December 2013. Expert discovery is scheduled to
continue through the end of July 2014, with the summary judgement motion scheduled to be fully briefed by the end
of July 2014. These dates are subject to change by the court.
The timing and outcome of this matter is uncertain. It is possible that HSBC could be found liable to pay damages.
Based upon the information currently available, it is possible that these damages could be as high as US$1.6bn.
HSBC Bank USA, HSBC Finance and Decision One Mortgage Company LLC (a subsidiary of HSBC Finance) have
been named as defendants in a number of mortgage loan repurchase actions brought by trustees of securitisation
trusts. These actions include (i) Deutsche Bank National Trust Company, as Trustee of HASCO 2007-NC1 v. HSBC
Bank USA; (ii) Deutsche Bank, as Trustee of MSAC 2007-HE6 v. Decision One and HSBC Finance Corp., and (iii)
Deutsche Bank, as Trustee of HASCO 2007-HE2 v. Decision One, HSBC Finance and HSBC Bank USA. In the
aggregate, these actions seek to have the HSBC defendants repurchase mortgage loans, or pay compensatory
damages in lieu of repurchase, totalling at least US$1bn. On 13 January 2014 HSBC Bank USA filed a motion to
dismiss the Deutsche Bank National Trust Company, as Trustee of HASCO 2007-NC1 v. HSBC Bank USA matter.
HSBC Finance was dismissed, on motion, as a defendant in Deutsche Bank, as Trustee of MSAC 2007-HE6 v.
Decision One and HSBC Finance Corp., but the case remains pending against Decision One Mortgage Company
LLC. One other mortgage loan repurchase action against Decision One, Seagull Point LLC, individually and on
behalf of the MSAC 2007-HE5 Trust v. Decision One Mortgage Company LLC, et al. was dismissed voluntarily in
January 2014.
In December 2010 and February 2011, HSBC Bank USA received subpoenas from the SEC seeking production of
documents and information relating to its involvement and the involvement of its affiliates in specified private-label
RMBS transactions as an issuer, sponsor, underwriter, depositor, trustee, custodian or servicer. HSBC Bank USA has
also had preliminary contacts with other government authorities exploring the role of trustees in private-label RMBS
transactions. In February 2011, HSBC Bank USA also received a subpoena from the US Attorney’s Office, Southern
District of New York seeking production of documents and information relating to loss mitigation efforts with
respect to residential mortgages in the State of New York. In January 2012, HSI was served with a Civil Investigative
Demand from the Massachusetts State Attorney General seeking documents, information and testimony related to the
sale of RMBS to public and private customers in the State of Massachusetts from January 2005 to the present.
HSBC expects this level of focus will continue. As a result, HSBC companies may be subject to additional claims,
litigation and governmental and regulatory scrutiny related to its participation in the US mortgage securitisation
market, either individually or as a member of a group.
The timing and outcome of the ultimate resolution of these matters, and the amount of any possible obligations, is
highly uncertain.
Anti-money laundering and sanctions-related
In October 2010, HSBC Bank USA entered into a consent cease and desist order with the OCC and the indirect
parent of that company, HNAH, entered into a consent cease and desist order with the Federal Reserve Board (the
‘Orders’). These Orders required improvements to establish an effective compliance risk management programme
across HSBC’s US businesses, including various issues relating to US Bank Secrecy Act (‘BSA’) and anti-money
laundering (‘AML’) compliance. Steps continue to be taken to address the requirements of the Orders to ensure
compliance, and that effective policies and procedures are maintained.
In addition, in December 2012, HSBC Holdings, HNAH and HSBC Bank USA entered into agreements with US and
UK government agencies regarding past inadequate compliance with the BSA and AML and sanctions laws. Among
those agreements, HSBC Holdings and HSBC Bank USA entered into a five-year deferred prosecution agreement
with the DoJ, the US Attorney’s Office for the Eastern District of New York, and the US Attorney’s Office for the
Northern District of West Virginia (the ‘US DPA’), HSBC Holdings entered into a two-year deferred prosecution
agreement with the New York County District Attorney (the ‘DANY DPA’), and HSBC Holdings consented to a
cease and desist order and HSBC Holdings and HNAH consented to a monetary penalty order with the Federal
Reserve Board (‘FRB’). In addition, HSBC Bank USA entered into a monetary penalty consent order with FinCEN
and a separate monetary penalty order with the OCC. HSBC Holdings also entered into an agreement with the Office
of Foreign Assets Control (‘OFAC’) regarding historical transactions involving parties subject to OFAC sanctions
and an undertaking with the UK Financial Services Authority, now a Financial Conduct Authority (‘FCA’) Direction,
to comply with certain forward-looking AML- and sanctions-related obligations.
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Under these agreements, HSBC Holdings and HSBC Bank USA made payments totalling US$1,921m to US
authorities and are continuing to comply with ongoing obligations. On 1 July 2013, the US District Court for the
Eastern District of New York approved the US DPA and retained authority to oversee implementation of the same.
Under the agreements with the DoJ, FCA, and the FRB, an independent monitor (who is, for FCA purposes, a
‘skilled person’ under Section 166 of the Financial Services and Markets Act) will evaluate and regularly assess
the effectiveness of HSBC’s AML and sanctions compliance function and HSBC’s progress in implementing its
remedial obligations under the agreements. The monitorship, which began on 22 July 2013, is proceeding as
anticipated.
If HSBC Holdings and HSBC Bank USA fulfil all of the requirements imposed by the US DPA, the DoJ charges
against those entities will be dismissed at the end of the five-year period of that agreement. Similarly, if HSBC
Holdings fulfils all of the requirements imposed by the DANY DPA, DANY’s charges against it will be dismissed
at the end of the two-year period of that agreement. The DoJ may prosecute HSBC Holdings or HSBC Bank USA
in relation to the matters which are the subject of the US DPA if HSBC Holdings or HSBC Bank USA breaches
the terms of the US DPA, and DANY may prosecute HSBC Holdings in relation to the matters which are subject
of the DANY DPA if HSBC Holdings violates the terms of the DANY DPA.
HSBC Bank USA also entered into a separate consent order with the OCC requiring it to correct the circumstances
and conditions as noted in the OCC’s then most recent report of examination and imposing certain restrictions on
HSBC Bank USA directly or indirectly acquiring control of, or holding an interest in, any new financial subsidiary,
or commencing a new activity in its existing financial subsidiary, unless it receives prior approval from the OCC.
HSBC Bank USA also entered into a separate consent order with the OCC requiring it to adopt an enterprise wide
compliance programme.
The settlement with US and UK authorities does not preclude private litigation relating to, among other things,
HSBC’s compliance with applicable AML, BSA and sanctions laws or other regulatory or law enforcement actions
for AML/BSA or sanctions matters not covered by the various agreements.
US tax and broker-dealer investigations
HSBC continues to cooperate in ongoing investigations by the DoJ and the US Internal Revenue Service regarding
whether certain HSBC companies and employees acted appropriately in relation to certain customers who had US tax
reporting requirements. In connection with these investigations, HSBC Private Bank Suisse SA, with due regard for
Swiss law, has produced records and other documents to the DoJ and is cooperating with the investigation. In August
2013, the DoJ informed HSBC Private Bank Suisse SA that it is not eligible for the ‘Program for Non-Prosecution
Agreements or Non-Target Letters for Swiss Banks’ since a formal investigation had been authorised. The DoJ also
requested additional information from HSBC Private Bank Suisse SA and other Swiss banks regarding the transfer of
assets to and from US person related accounts and employees who serviced those accounts. It is preparing this data,
in a manner consistent with Swiss law.
Other HSBC companies are also cooperating with the relevant US authorities, including with respect to US-based
clients of an HSBC company in India.
In April 2011, HSBC Bank USA received a summons from the US Internal Revenue Service directing HSBC Bank
USA to produce records with respect to US-based clients of an HSBC company in India. HSBC Bank USA has
cooperated fully by providing responsive documents in its possession in the US to the US Internal Revenue Service.
Also in April 2011, HSBC Bank USA received a subpoena from the SEC directing HSBC Bank USA to produce
records in the US related to, among other things, HSBC Private Bank Suisse SA’s cross-border policies and
procedures and adherence to US broker-dealer and investment adviser rules and regulations when dealing with US
resident clients. HSBC Bank USA continues to cooperate with the SEC. HSBC Private Bank Suisse SA has also
produced records and other documents to the SEC and is cooperating with the SEC’s investigation.
Based on the facts currently known in respect of each of these investigations, there is a high degree of uncertainty as
to the terms on which the ongoing investigations will be resolved and the timing of such resolution, including the
amounts of fines and/or penalties. As matters progress, it is possible that fines and/or penalties could be significant.
London interbank offered rates, European interbank offered rates and other benchmark interest and
foreign exchange rate investigations and litigation
Various regulators and competition and enforcement authorities around the world including in the UK, the US, the
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43 – Legal proceedings and regulatory matters
EU, Switzerland, Hong Kong, Thailand, South Korea and elsewhere are conducting investigations and reviews
related to certain past submissions made by panel banks and the processes for making submissions in connection
with the setting of London interbank offered rates (‘Libor’), European interbank offered rates (‘Euribor’) and other
benchmark interest and foreign exchange rates. As certain HSBC companies are members of such panels, HSBC has
been the subject of regulatory demands for information and is cooperating with those investigations and reviews.
On 14 June 2013, in conjunction with the completion of its review, the Monetary Authority of Singapore (‘MAS’)
censured The Hongkong and Shanghai Banking Corporation Ltd (‘HBAP’) for deficiencies in governance, risk
management, internal controls and surveillance systems in connection with its participation on the contributing panel
with respect to certain foreign exchange spot benchmarks that are commonly used to settle non-deliverable forward
foreign exchange contracts. At the same time, HBAP was directed to adopt measures to address the identified
deficiencies, to appoint a party to ensure the robustness of its remedial measures, and to maintain additional statutory
reserves with the MAS at zero interest for a period of one year. HBAP was one of twenty banks subjected to
supervisory action by the MAS as a result of its review.
On 4 December 2013, the European Commission (‘Commission’) announced that it had imposed fines on eight
financial institutions under its cartel settlement procedure for their participation in illegal activity related to Euro
interest rate derivatives and/or yen interest rate derivatives. Although HSBC was not one of the financial institutions
fined, the Commission announced that it had opened proceedings against HSBC in connection with its Euribor-
related investigation of Euro interest rate derivatives only. This investigation will continue under the standard
Commission cartel procedure.
On 3 January 2014, the Canadian Competition Bureau notified HSBC that it was discontinuing its investigation into
alleged collusive conduct in the setting of Japanese yen Libor on the basis that the evidence collected was insufficient
to justify prosecution under applicable law.
As for ongoing regulatory investigations, reviews and proceedings, based on the facts currently known in respect of
each of these, there is a high degree of uncertainty as to the terms on which the ongoing investigations, reviews or
proceedings will be resolved and the timing of such resolutions, including the amounts of fines and/or penalties. As
matters progress, it is possible that fines and/or penalties could be significant.
The Financial Conduct Authority is also conducting investigations alongside several other law enforcement and/or
regulatory agencies in various countries into a number of firms, including HSBC, related to trading on the foreign
exchange market. We are cooperating with the investigations which are ongoing. It is not practicable at this stage for
HSBC to estimate reliably any possible liability that might arise.
In addition, HSBC and other panel banks have been named as defendants in a number of private lawsuits filed in the
US with respect to the setting of US dollar Libor. These lawsuits include individual and putative class actions, most
of which have been transferred and/or consolidated for pre-trial purposes before the US District Court for the
Southern District of New York. The complaints in those actions assert claims against HSBC and other US dollar
Libor panel banks under various US laws including US antitrust and racketeering laws, the US Commodity Exchange
Act (‘CEA’), and state law.
In March 2013, the US District Court Judge overseeing the consolidated proceeding that encompasses a number
of pending actions related to US dollar Libor issued an opinion and order in the six oldest actions dismissing the
plaintiffs’ federal and state antitrust claims, racketeering claims, and unjust enrichment claims in their entirety, but
allowing certain of their CEA claims that were not barred by the applicable statute of limitations to proceed. Some of
those plaintiffs have appealed the dismissal opinion and order to the US Court of Appeals for the Second Circuit. The
Court of Appeals has dismissed those appeals on the grounds that they are premature and plaintiffs’ subsequent
motion for reconsideration was denied. Other plaintiffs have filed amended complaints in the District Court to assert
additional allegations, and the defendants have filed motions to dismiss the amended complaints. The District Court
held oral argument on the motions to dismiss in February 2014, and it has stayed proceedings with respect to all other
actions in the consolidated proceeding pending its decision on the motions to dismiss.
Separately, HSBC and other panel banks have also been named as defendants in a putative class action filed in the
US on behalf of persons and entities who transacted in euroyen futures and options contracts related to the euroyen
Tokyo interbank offered rate (‘Tibor’). The complaint alleges, amongst other things, misconduct related to euroyen
Tibor, although HSBC is not a member of the Japanese Bankers Association’s euroyen Tibor panel, as well as
Japanese yen Libor, in violation of US antitrust laws, the US CEA, and state law. In April 2013, the plaintiff filed
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a second amended complaint which the defendants moved to dismiss in June 2013. Oral argument on the motion to
dismiss is scheduled for March 2014.
In November 2013, HSBC and other panel banks were also named as defendants in a putative class action filed in the
US on behalf of persons who transacted in futures contracts and other financial instruments related to Euribor. The
complaint alleges, amongst other things, misconduct related to Euribor in violation of US antitrust laws, the US CEA,
and state law. HSBC has not yet responded to the complaint and an amended complaint is expected by the end of
March 2014. HSBC expects to file a motion to dismiss thereafter.
In late 2013 and early 2014, HSBC and a number of other banks were named as defendants in various putative class
actions filed in the US on behalf of persons who executed foreign currency trades that settled on the basis of foreign
exchange rates published by WM/Reuters or that otherwise occurred during the time periods when the WM/Reuters
rates were being set. The complaints allege, amongst other things, that the defendants conspired to manipulate the
WM/Reuters foreign exchange rates in violation of US antitrust laws. In February 2014, the US District Court Judge
appointed interim lead class counsel and ordered the plaintiffs to file a consolidated amended complaint. HSBC has
not yet responded, but intends to do so at the appropriate time set by the court.
Based on the facts currently known, it is not practicable at this time for HSBC to predict the resolution of these
private lawsuits, including the timing and potential impact on.
Credit default swap regulatory investigation and litigation
In July 2013, HSBC received a Statement of Objections from the European Commission relating to its ongoing
investigation of alleged anti-competitive activity by a number of market participants in the credit derivatives market
between 2006 and 2009. The Statement of Objections sets out the European Commission’s preliminary views and
does not prejudge the final outcome of its investigation. HSBC has submitted a response to the European
Commission. Based on the facts currently known, it is not practicable at this time for HSBC to predict the resolution
of the European Commission’s investigation, including the timing or impact on HSBC.
HSBC Bank USA, HSBC Holdings and HSBC Bank have been named as defendants, among others, in numerous
putative class actions filed in federal courts located in New York and Chicago. These class actions allege that the
defendants, which include ISDA, Markit and several financial institutions, conspired to restrain trade in violation of
the federal anti-trust laws by, among other things, restricting access to credit default swap pricing exchanges and
blocking new entrants into the exchange market, with the purpose and effect of artificially inflating the bid/ask spread
paid to buy and sell credit default swaps in the US. The plaintiffs in these suits purport to represent a class of all
persons who purchased credit default swaps from or sold credit default swaps to defendants primarily in the US. On
16 October 2013, the Judicial Panel on Multi-district Litigation ordered that all cases be consolidated in the Southern
District of New York as In re Credit Default Swaps Antitrust Litigation, MDL No. 2476. On 5 December 2013, the
District Court held its Initial Pretrial Conference, at which time it selected Lead Interim Class Counsel and set a
schedule for the filing of an amended, consolidated complaint and motions to dismiss that complaint. The amended,
consolidated complaint was filed on 31 January 2014 and names HSBC Bank USA and HSBC Bank, but not HSBC
Holdings, as defendants, among others. Based on the facts currently known, it is not practicable at this time for
HSBC to predict the resolution of these lawsuits, including the timing and potential impact on HSBC.
Economic plans: HSBC Bank Brasil S.A.
Economic plans were introduced in the mid 1980's and early 1990's by the government of Brazil to reduce escalating
inflation. The implementation of certain of these plans adversely impacted savings account holders, thousands of
which consequently commenced legal proceedings against financial institutions in Brazil, including HSBC Bank
Brasil S.A. (‘HSBC Brazil’), alleging, inter alia, that savings account balances were adjusted by a different price
index than that contractually agreed, which caused them a loss of income. Certain of these cases have reached the
Brazilian Supreme Court (‘Supreme Court’). The proceedings in the Supreme Court are currently due to commence
in February 2014. The Supreme Court has suspended all cases pending before lower courts until it delivers a final
judgement on the constitutionality of the changes resulting from the economic plans. It is anticipated that the
outcome of the Supreme Court’s final judgement will set a precedent for all cases pending before the lower courts.
Separately, the Brazilian Superior Civil Court (‘Superior Civil Court’) is considering matters relating to, among other
things, contractual and punitive interest rates to be applied to calculate any loss of income.
There is a high degree of uncertainty as to the terms on which the proceedings in the Supreme Court and Superior
Civil Court will be resolved and the timing of such resolution including the amount of losses HSBC Brazil may be
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Notes on the Financial Statements (continued)
44 – Related party transactions
liable to pay in the event of an unfavourable judgement. Such losses may lie in a range from a relatively insignificant
amount to an amount up to US$600m, although the upper end of this range is considered unlikely.
44 Related party transactions
Related parties of the Group and HSBC Holdings include subsidiaries, associates, joint ventures, post-employment
benefit plans for HSBC employees, Key Management Personnel, close family members of Key Management
Personnel and entities which are controlled or jointly controlled by Key Management Personnel or their close family
members.
Key Management Personnel are defined as those persons having authority and responsibility for planning, directing and
controlling the activities of HSBC Holdings, being the Directors and Group Managing Directors of HSBC Holdings.
Compensation of Key Management Personnel
Short-term employee benefits ....................................................................................
Post-employment benefits ..........................................................................................
Other long-term employee benefits ............................................................................
Share-based payments ................................................................................................
2013
US$m
38
2
10
35
85
HSBC
2012
US$m
37
1
10
43
91
2011
US$m
34
2
7
53
96
Transactions, arrangements and agreements involving related parties
Particulars of advances (loans and quasi-loans), credits and guarantees entered into by subsidiaries of HSBC
Holdings during 2013 with Directors, disclosed pursuant to section 413 of the Companies Act 2006, are shown
below:
Advances and credits ................................................................................................................................
At 31 December
2013
US$m
7
2012
US$m
7
Particulars of transactions with related parties, disclosed pursuant to the requirements of IAS 24, are shown below.
The disclosure of the year-end balance and the highest amounts outstanding during the year in the table below is
considered to be the most meaningful information to represent the amount of the transactions and the amount of
outstanding balances during the year.
2013
2012
Balance at
31 December
US$m
Highest
amounts
outstanding
during year
US$m
Balance at
31 December
US$m
Highest
amounts
outstanding
during year
US$m
Key Management Personnel1
Advances and credits ....................................................................
Guarantees ....................................................................................
146
–
171
8
153
8
242
12
1 Includes Key Management Personnel, close family members of Key Management Personnel and entities which are controlled or jointly
controlled by Key Management Personnel or their close family members.
Some of the transactions were connected transactions, as defined by the Rules Governing The Listing of Securities
on The Stock Exchange of Hong Kong Limited but were exempt from any disclosure requirements under the
provisions of those rules. The above transactions were made in the ordinary course of business and on substantially
the same terms, including interest rates and security, as for comparable transactions with persons of a similar
standing or, where applicable, with other employees. The transactions did not involve more than the normal risk
of repayment or present other unfavourable features.
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Shareholdings, options and other securities of Key Management Personnel
Number of options held over HSBC Holdings ordinary shares under employee share plans .................
Number of HSBC Holdings ordinary shares held beneficially and non-beneficially .............................
Number of HSBC Holdings 6.5% Subordinated Notes 2036 held beneficially and non-beneficially ....
Number of HSBC Bank 2.875% Notes 2015 held beneficially and non-beneficially ............................
At 31 December
2013
(000s)
225
14,704
–
5
14,934
2012
(000s)
358
14,713
300
5
15,376
Transactions with other related parties of HSBC
Associates and joint ventures
The Group provides certain banking and financial services to associates and joint ventures, including loans,
overdrafts, interest and non-interest bearing deposits and current accounts. Details of the interests in associates and
joint ventures are given in Note 21. Transactions and balances during the year with associates and joint ventures were
as follows:
2013
2012
Highest balance
during the year1
US$m
Balance at
31 December1
US$m
Highest balance
during the year1
US$m
Balance at
31 December1
US$m
Amounts due from joint ventures:
– subordinated ..........................................................................
– unsubordinated ......................................................................
Amounts due from associates:
– unsubordinated ......................................................................
Amounts due to joint ventures .....................................................
Amounts due to associates ...........................................................
Commitments ................................................................................
1
300
4,884
5,185
7
1,178
1,185
70
–
300
4,084
4,384
7
290
297
17
5
391
3,554
3,950
135
854
989
326
1
210
2,736
2,947
1
264
265
45
1 The disclosure of the year-end balance and the highest balance during the year is considered the most meaningful information to
represent transactions during the year.
The above outstanding balances arose from the ordinary course of business and on substantially the same terms,
including interest rates and security, as for comparable transactions with third-party counterparties.
Post-employment benefit plans
At 31 December 2013, US$5.2bn (2012: US$5bn) of HSBC post-employment benefit plan assets were under
management by HSBC companies. Fees of US$23m (2012: US$20m) were earned by HSBC companies for these
management services provided to its post-employment benefit plans. HSBC’s post-employment benefit plans had
placed deposits of US$620m (2012: US$285m) with its banking subsidiaries, on which interest payable to the
schemes amounted to US$1m (2012: US$2m). The above outstanding balances arose from the ordinary course
of business and on substantially the same terms, including interest rates and security, as for comparable transactions
with third-party counterparties.
HSBC Bank (UK) Pension Scheme entered into swap transactions with HSBC as part of the management of the
inflation and interest rate sensitivity of its liabilities. At 31 December 2013, the gross notional value of the swaps
was US$38bn (2012: US$31bn), the swaps had a positive fair value of US$2.8bn (2012: positive fair value of
US$5.2bn) to the scheme and HSBC had delivered collateral of US$3.8bn (2012: US$7.1bn) to the scheme in respect
of these swaps, on which HSBC earned US$33m of interest (2012: US$31m). All swaps were executed at prevailing
market rates and within standard market bid/offer spreads. Previously there were special collateral provisions for the
swap transactions between HSBC and the scheme. Those provisions stipulated that the scheme never posted
collateral to HSBC, although HSBC posted collateral to the scheme. From December 2013, the swap transactions
between HSBC and the scheme are now on substantially the same terms as for comparable transactions with third
party counterparties, including the two-way posting of collateral.
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Notes on the Financial Statements (continued)
44 – Related party transactions / 45 – Events after the balance sheet date //Shareholder information > Interim dividends
The International Staff Retirement Benefit Scheme entered into swap transactions with HSBC to manage the inflation
and interest rate sensitivity of the liabilities and selected assets. At 31 December 2013, the gross notional value of
the swaps was US$1.8bn (2012: US$1.8bn) and the swaps had a net positive fair value of US$399m to the scheme
(2012: US$328m). All swaps were executed at prevailing market rates and within standard market bid/offer spreads.
HSBC Holdings
Details of HSBC Holdings’ principal subsidiaries are shown in Note 24. Transactions and balances during the year
with subsidiaries were as follows:
2013
2012
Highest
balance during
the year1
US$m
Balance at
31 December1
US$m
Highest
balance during
the year1
US$m
Balance at
31 December1
US$m
Assets
Cash at bank ..................................................................................
Derivatives ....................................................................................
Loans and advances ......................................................................
Financial investments ...................................................................
Investments in subsidiaries ...........................................................
420
3,768
53,344
1,220
92,695
407
2,789
53,344
1,210
92,695
429
4,122
41,675
1,208
92,234
353
3,768
41,675
1,208
92,234
Total related party assets ..............................................................
151,447
150,445
139,668
139,238
Liabilities
Amounts owed to HSBC undertakings ........................................
Derivatives ....................................................................................
Subordinated liabilities:
– at amortised cost ....................................................................
– designated at fair value ..........................................................
Total related party liabilities .........................................................
Guarantees ....................................................................................
Commitments ................................................................................
12,856
1,154
1,716
4,350
20,076
52,836
1,245
11,685
704
1,716
3,161
17,266
52,836
1,245
12,856
1,536
2,493
4,271
21,156
49,560
1,811
12,856
760
1,696
4,260
19,572
49,402
1,200
1 The disclosure of the year-end balance and the highest balance during the year is considered the most meaningful information to
represent transactions during the year. The above outstanding balances arose in the ordinary course of business and were on
substantially the same terms, including interest rates and security, as for comparable transactions with third-party counterparties.
Some employees of HSBC Holdings are members of the HSBC Bank (UK) Pension Scheme, which is sponsored by a
separate Group company. HSBC Holdings incurs a charge for these employees equal to the contributions paid into
the scheme on their behalf. Disclosure in relation to the scheme is made in Note 7 to the accounts.
45 Events after the balance sheet date
A fourth interim dividend for 2013 of US$0.19 per ordinary share (a distribution of approximately US$3,578m) was
declared by the Directors after 31 December 2013.
These accounts were approved by the Board of Directors on 24 February 2014 and authorised for issue.
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Shareholder Information
Interim dividends
Shareholder Information
Fourth interim dividend for 2013 ................................ 565
Interim dividends for 2014 .......................................... 565
Shareholder profile ...................................................... 566
2013 Annual General Meeting ..................................... 566
Interim Management Statements and
Interim Results ......................................................... 567
Shareholder enquiries and communications ................ 567
Stock symbols .............................................................. 568
Investor relations .......................................................... 569
Fourth interim dividend for 2013
Where more information about HSBC is available .... 569
Simplified structure chart ............................................ 570
Taxation of shares and dividends ................................ 571
Cautionary statement regarding forward-looking
statements ................................................................ 574
Abbreviations .............................................................. 575
Glossary and Index ...................................................... 579
The Directors have declared a fourth interim dividend for 2013 of US$0.19 per ordinary share. Information on the
scrip dividend scheme and currencies in which shareholders may elect to have the cash dividend paid will be sent to
shareholders on or about 25 March 2014. The timetable for the dividend is:
Announcement ...................................................................................................................................................................
Shares quoted ex-dividend in London, Hong Kong, Paris and Bermuda .........................................................................
ADSs quoted ex-dividend in New York ...........................................................................................................................
Record date in Hong Kong ................................................................................................................................................
Record date in London, New York, Paris and Bermuda1 .................................................................................................
Mailing of Annual Report and Accounts 2013 and/or Strategic Report 2013, Notice of Annual General Meeting
24 February 2014
12 March 2014
12 March 2014
13 March 2014
14 March 2014
and dividend documentation .........................................................................................................................................
25 March 2014
Final date for receipt by registrars of forms of election, Investor Centre electronic instructions and revocations
of standing instructions for scrip dividends ..................................................................................................................
Exchange rate determined for payment of dividends in sterling and Hong Kong dollars ...............................................
Payment date: dividend warrants, new share certificates or transaction advices and notional tax vouchers mailed
15 April 2014
22 April 2014
and shares credited to stock accounts in CREST ..........................................................................................................
30 April 2014
1 Removals to and from the Overseas Branch register of shareholders in Hong Kong will not be permitted on this date.
Interim dividends for 2014
The Board has adopted a policy of paying quarterly interim dividends on the ordinary shares. Under this policy it is
intended to have a pattern of three equal interim dividends with a variable fourth interim dividend. It is envisaged that
the first interim dividend in respect of 2014 will be US$0.10 per ordinary share.
Dividends are declared in US dollars and, at the election of the shareholder, paid in cash in one of, or in a
combination of, US dollars, sterling and Hong Kong dollars, or, subject to the Board’s determination that a scrip
dividend is to be offered in respect of that dividend, may be satisfied in whole or in part by the issue of new shares in
lieu of a cash dividend.
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Shareholder Information
Shareholder profile / 2013 Annual General Meeting / IMSs and Interim Results / Shareholder enquires
Shareholder profile
At 31 December 2013 the share register recorded the following details:
Ordinary shares held
1-100 .........................................................................................................................................................
101-400 .....................................................................................................................................................
401-500 .....................................................................................................................................................
501-1,000 ..................................................................................................................................................
1,001-5,000 ...............................................................................................................................................
5,001-10,000 .............................................................................................................................................
10,001-20,000 ...........................................................................................................................................
20,001-50,000 ...........................................................................................................................................
50,001-200,000 .........................................................................................................................................
200,001-500,000 .......................................................................................................................................
500,001 and above ....................................................................................................................................
Number of
shareholders
Total
shares held
36,671
29,459
7,506
31,360
70,724
18,439
10,902
6,611
3,256
706
1,085,236
7,226,259
3,397,827
22,984,271
166,667,452
130,183,641
152,062,623
202,833,471
300,217,089
221,550,972
1,063 17,621,798,198
Total ..........................................................................................................................................................
216,697 18,830,007,039
2013 Annual General Meeting
All resolutions considered at the 2013 Annual General Meeting held at 11.00am on 24 May 2013 at The Barbican
Centre, London EC2 were passed on a poll as follows:
Resolution
1 To receive the Annual Report and
For1 %
Against
Votes
%
Total %2
Withheld3
Accounts for 2012 .......................... 9,582,599,011
98.62
134,219,149
1.38
9,716,818,160
52.17
15,724,907
2 To approve the Directors’
Remuneration Report for 2012 ...... 8,304,766,707
89.00
1,026,750,082
11.00
9,331,516,789
50.10
399,765,100
3 To elect or re-elect the following
as Directors:
(a) S A Catz ..................................... 9,705,465,619
(b) L M L Cha ................................. 9,572,286,348
(c) M K T Cheung ........................... 9,685,695,545
(d) J Comey ...................................... 9,705,606,332
(e) J D Coombe ................................ 9,480,244,194
(f)
J Faber ........................................ 9,696,534,776
(g) R A Fairhead .............................. 9,663,011,443
(h) R Fassbind .................................. 9,704,174,178
(i) D J Flint ...................................... 9,501,654,886
(j) S T Gulliver ................................ 9,688,105,732
(k) J W J Hughes-Hallett ................. 9,671,525,325
(l) W S H Laidlaw ........................... 9,631,950,561
(m) J P Lipsky ................................... 9,695,295,317
(n) J R Lomax .................................. 9,675,152,284
(o)
I J Mackay .................................. 9,681,451,307
(p) Sir Simon Robertson ................. 9,561,469,393
99.87
99.48
99.66
99.87
97.55
99.78
99.46
99.86
97.92
99.70
99.55
99.64
99.76
99.56
99.62
99.37
12,747,527
49,577,260
32,573,965
12,578,071
237,837,940
21,625,814
52,731,976
13,994,077
201,964,145
29,297,560
43,259,963
34,439,677
22,865,509
43,120,545
36,645,895
60,350,649
0.13
0.52
0.34
0.13
2.45
0.22
0.54
0.14
2.08
0.30
0.45
0.36
0.24
0.44
0.38
0.63
9,718,213,146
9,621,863,608
9,718,269,510
9,718,184,403
9,718,082,134
9,718,160,590
9,715,743,419
9,718,168,255
9,703,619,031
9,717,403,292
9,714,785,288
9,666,390,238
9,718,160,826
9,718,272,829
9,718,097,202
9,621,820,042
52.18
51.66
52.18
52.18
52.17
52.17
52.16
52.17
52.10
52.17
52.16
51.90
52.17
52.18
52.17
51.66
15,960,825
111,431,942
15,908,254
15,972,535
15,955,253
15,973,448
18,424,393
15,963,055
30,545,606
16,759,939
19,360,574
67,764,178
15,882,750
15,880,430
15,979,019
111,440,980
4 To reappoint the Auditor at
remuneration to be determined
by the Group Audit Committee ..... 9,441,326,833
5 To authorise the Directors to allot
97.86
206,449,570
2.14
9,647,776,403
51.80
86,358,827
shares ............................................. 9,456,469,654
97.32
260,668,567
2.68
9,717,138,221
52.17
17,007,896
6 To disapply pre-emption rights
(Special Resolution) ...................... 9,524,207,114
98.03
191,306,185
1.97
9,715,513,299
52.16
18,654,074
7 To authorise the Company to
purchase its own shares ................. 9,538,869,292
99.15
81,838,761
0.85
9,620,708,053
51.65
111,077,756
8
To approve general meetings (other
than annual general meetings)
being called on 14 clear days’
notice (Special Resolution) ........... 8,610,798,049
88.61
1,106,498,079
11.39
9,717,296,128
52.17
16,736,806
1 Includes discretionary votes.
2 Percentage of Issued Share Capital voted.
3 A ‘Vote Withheld’ is not a ‘vote’ in law and is not counted in the calculation of the votes ‘For’ and ‘Against’ the resolution.
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Interim Management Statements and Interim Results
Interim Management Statements are expected to be issued on or around 7 May 2014 and 3 November 2014. The
Interim Results for the six months to 30 June 2014 are expected to be issued on 4 August 2014.
Shareholder enquiries and communications
Enquiries
Any enquiries relating to shareholdings on the share register, for example transfers of shares, change of name or
address, lost share certificates or dividend cheques, should be sent to the Registrars at the address given below. The
Registrars offer an online facility, Investor Centre, which enables shareholders to manage their shareholding
electronically.
Principal Register:
Hong Kong Overseas Branch Register:
Bermuda Overseas Branch Register:
Computershare Investor Services PLC
The Pavilions
Bridgwater Road
Bristol BS99 6ZZ
United Kingdom
Telephone: 44 (0) 870 702 0137
Email via website:
www.investorcentre.co.uk/contactus
Computershare Hong Kong Investor
Services Limited
Rooms 1712-1716, 17th Floor
Hopewell Centre
183 Queen’s Road East
Hong Kong
Telephone: 852 2862 8555
Email: hsbc.ecom@computershare.com.hk
Investors Relations Team
HSBC Bank Bermuda Limited
6 Front Street
Hamilton HM 11
Bermuda
Telephone: 1 441 299 6737
Email:
hbbm.shareholder.services@hsbc.bm
Investor Centre:
www.investorcentre.co.uk
Investor Centre:
www.investorcentre.com/hk
Investor Centre:
www.investorcentre.com/bm
Any enquiries relating to ADSs should be sent to the depositary:
The Bank of New York Mellon
Depositary Receipts
PO Box 43006
Providence, RI 02940-3006
USA
Telephone (US): 1 877 283 5786
Telephone (International): 1 201 680 6825
Email: shrrelations@bnymellon.com
Website: www.bnymellon.com/shareowner
Any enquiries relating to shares held through Euroclear France, the settlement and central depositary system for
NYSE Euronext Paris, should be sent to the paying agent:
HSBC France
103, avenue des Champs Elysées
75419 Paris Cedex 08
France
Telephone: 33 1 40 70 22 56
Email: ost-agence-des-titres-hsbc-reims.hbfr-do@hsbc.fr
Website: www.hsbc.fr
If you have been nominated to receive general shareholder communications directly from HSBC Holdings, it is
important to remember that your main contact for all matters relating to your investment remains the registered
shareholder, or perhaps custodian or broker, who administers the investment on your behalf. Therefore any changes
or queries relating to your personal details and holding (including any administration thereof) must continue to be
directed to your existing contact at your investment manager or custodian. HSBC Holdings cannot guarantee dealing
with matters directed to it in error.
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Shareholder Information
Shareholder enquiries / Stock symbols / Investor relations / More information on HSBC
Further copies of this Annual Report and Accounts 2013 may be obtained by writing to the following departments:
For those in Europe, the Middle East
and Africa:
For those in Asia-Pacific:
For those in the Americas:
Global Communications
HSBC Holdings plc
8 Canada Square
London E14 5HQ
United Kingdom
Communications (Asia)
The Hongkong and Shanghai Banking
Corporation Limited
1 Queen’s Road Central
Hong Kong
Global Publishing Services
HSBC – North America
26525 N Riverwoods Boulevard
Mettawa, Illinois 60045
USA
Electronic communications
Shareholders may at any time choose to receive corporate communications in printed form or to receive notifications
of their availability on HSBC’s website. To receive future notifications of the availability of a corporate
communication on HSBC’s website by email, or revoke or amend an instruction to receive such notifications by
email, go to www.hsbc.com/ecomms. If you provide an email address to receive electronic communications from
HSBC, we will also send notifications of your dividend entitlements by email. If you received a notification of the
availability of this document on HSBC’s website and would like to receive a printed copy or, if you would like to
receive future corporate communications in printed form, please write or send an email (quoting your shareholder
reference number) to the appropriate Registrars at the address given above. Printed copies will be provided without
charge.
Chinese translation
A Chinese translation of this Annual Report and Accounts 2013 is available upon request after 25 March 2014 from
the Registrars:
Computershare Hong Kong Investor Services Limited
Rooms 1712-1716, 17th Floor
Hopewell Centre
183 Queen’s Road East
Hong Kong
Computershare Investor Services PLC
The Pavilions
Bridgwater Road
Bristol BS99 6ZZ
United Kingdom
Please also contact the Registrars if you wish to receive Chinese translations of future documents or if you have
received a Chinese translation of this document and do not wish to receive such translations in future.
Stock symbols
HSBC Holdings ordinary shares trade under the following stock symbols:
London Stock Exchange
Hong Kong Stock Exchange
New York Stock Exchange (ADS)
HSBA
5
HSBC
Investor relations
Euronext Paris
Bermuda Stock Exchange
HSB
HSBC.BH
Enquiries relating to HSBC’s strategy or operations may be directed to:
Manager Investor Relations
HSBC Holdings plc
8 Canada Square
London E14 5HQ
United Kingdom
Telephone: 44 020 7991 8041
Facsimile: 44 0845 587 0225
Email:
investorrelations@hsbc.com
SVP Investor Relations
HSBC North America Holdings Inc.
26525 N Riverwoods Boulevard
Mettawa, Illinois 60045
USA
1 224 880 8008
1 847 383 3331
investor.relations.usa@us.hsbc.com
Head of Investor Relations, Asia-Pacific
The Hongkong and Shanghai Banking
Corporation Limited
1 Queen’s Road Central
Hong Kong
852 2822 4908
852 3418 4469
investorrelations@hsbc.com.hk
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Where more information about HSBC is available
This Annual Report and Accounts 2013, and other information on HSBC, may be viewed on HSBC’s website:
www.hsbc.com.
Reports, statements and information that HSBC Holdings files with the Securities and Exchange Commission
are available at www.sec.gov. Investors can also request hard copies of these documents upon payment of a
duplicating fee, by writing to the SEC at the Office of Investor Education and Advocacy, 100 F Street N.E.,
Washington, DC 20549-0123 or by emailing PublicInfo@sec.gov. Investors should call the Commission at
(202) 551 8090 if they require further assistance. Investors may also obtain the reports and other information that
HSBC Holdings files at www.nyse.com (telephone number (1) 212 656 3000).
HM Treasury has transposed the requirements set out under CRD IV and issued the Capital Requirements
Country-by-Country Reporting Regulations 2013, effective 1 January 2014. The legislation will require HSBC
Holdings to publish additional information, in respect of the year ended 31 December 2013, by 1 July 2014. This
information will be available at the time on HSBC’s website: www.hsbc.com.
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Shareholder Information
Organisation chart / Taxation of shares and dividends
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Information on the taxation consequences of the
HSBC Holdings scrip dividends offered in lieu of the
2012 fourth interim dividend and the first, second
and third interim dividends for 2013 was set out in
the Secretary’s letters to shareholders of 3 April,
6 June, 5 September and 5 November 2013. In no
case was the difference between the cash dividend
foregone and the market value of the scrip dividend
in excess of 15% of the market value. Accordingly,
the amount of the dividend income chargeable to
tax, and, the acquisition price of HSBC Holdings
US$0.50 ordinary shares (the ‘shares’) for UK
capital gains tax purposes, was the cash dividend
foregone.
Taxation of capital gains
The computation of the capital gains tax liability
arising on disposals of shares in HSBC Holdings
by shareholders subject to UK tax on capital gains
can be complex, partly depending on whether, for
example, the shares were purchased since April
1991, acquired in 1991 in exchange for shares in
The Hongkong and Shanghai Banking Corporation
Limited, or acquired subsequent to 1991 in exchange
for shares in other companies.
For capital gains tax purposes, the acquisition
cost for ordinary shares is adjusted to take account
of subsequent rights and capitalisation issues. Any
capital gain arising on a disposal by a UK company
may also be adjusted to take account of indexation
allowance. If in doubt, shareholders are
recommended to consult their professional advisers.
Stamp duty and stamp duty reserve tax
Transfers of shares by a written instrument of
transfer generally will be subject to UK stamp duty
at the rate of 0.5% of the consideration paid for the
transfer, and such stamp duty is generally payable
by the transferee.
An agreement to transfer shares, or any interest
therein, normally will give rise to a charge to stamp
duty reserve tax at the rate of 0.5% of the
consideration. However, provided an instrument
of transfer of the shares is executed pursuant to the
agreement and duly stamped before the date on
which the stamp duty reserve tax becomes payable,
under the current practice of UK HM Revenue and
Customs it will not be necessary to pay the stamp
duty reserve tax, nor to apply for such tax to be
cancelled. Stamp duty reserve tax is generally
payable by the transferee.
Taxation of shares and dividends
Taxation – UK residents
The following is a summary, under current law,
of certain UK tax considerations that are likely
to be material to the ownership and disposition
of shares. The summary does not purport to
be a comprehensive description of all the tax
considerations that may be relevant to a holder of
shares. In particular, the summary deals principally
with shareholders who are resident solely in the UK
for UK tax purposes and only with holders who hold
the shares as investments and who are the beneficial
owners of the shares, and does not address the tax
treatment of certain classes of holders such as
dealers in securities. Holders and prospective
purchasers should consult their own advisers
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.
Taxation of dividends
Currently no tax is withheld from dividends paid by
HSBC Holdings. However, dividends are paid with
an associated tax credit which is available for set-off
by certain shareholders against any liability they
may have to UK income tax. Currently, the
associated tax credit is equivalent to 10% of the
combined cash dividend and tax credit, i.e. one-ninth
of the cash dividend.
For individual shareholders who are resident
in the UK for taxation purposes and liable to UK
income tax at the basic rate, no further UK income
tax liability arises on the receipt of a dividend from
HSBC Holdings. Individual shareholders who
are liable to UK income tax at the higher rate or
additional rate are taxed on the combined amount
of the dividend and the tax credit at the dividend
upper rate (currently 32.5%) and the dividend
additional rate (currently 37.5%), respectively. The
tax credit is available for set-off against the dividend
upper rate and the dividend additional rate liability.
Individual UK resident shareholders are not entitled
to any tax credit repayment.
Although non-UK resident shareholders are
generally not entitled to any repayment of the tax
credit in respect of any UK dividend received, some
such shareholders may be so entitled under the
provisions of a double taxation agreement between
their country of residence and the UK. However, in
most cases no amount of the tax credit is, in practice,
repayable.
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Shareholder Information (continued)
Taxation of shares and dividends
Paperless transfers of shares within CREST, the
UK’s paperless share transfer system, are liable to
stamp duty reserve tax at the rate of 0.5% of the
consideration. In CREST transactions, the tax
is calculated and payment made automatically.
Deposits of shares into CREST generally will not be
subject to stamp duty reserve tax, unless the transfer
into CREST is itself for consideration. Following the
case HSBC pursued before the European Court of
Justice (Case C-569/07 HSBC Holdings plc and
Vidacos Nominees Ltd v The Commissioners for
HM Revenue & Customs) and a subsequent case in
relation to depositary receipts, HMRC now accepts
that the charge to stamp duty reserve tax at 1.5% on
the issue of shares to a depositary receipt issuer or a
clearance service is prohibited.
Taxation – US residents
The following is a summary, under current law,
of the principal UK tax and US federal income tax
considerations that are likely to be material to the
ownership and disposition of shares or American
Depositary Shares (‘ADS’s) by a holder that is a
resident of the US for US federal income tax
purposes (a ‘US holder’) and who is not resident in
the UK for UK tax purposes.
The summary does not purport to be a
comprehensive description of all of the tax
considerations that may be relevant to a holder of
shares or ADSs. In particular, the summary deals
only with US holders that hold shares or ADSs as
capital assets, and does not address the tax treatment
of holders that are subject to special tax rules, such
as banks, tax-exempt entities, insurance companies,
dealers in securities or currencies, persons that hold
shares or ADSs as part of an integrated investment
(including a ‘straddle’) comprised of a share or ADS
and one or more other positions, and persons that
own, directly or indirectly, 10% or more of the
voting stock of HSBC Holdings. This discussion
is based on laws, treaties, judicial decisions and
regulatory interpretations in effect on the date
hereof, all of which are subject to change.
Holders and prospective purchasers should
consult their own advisers regarding the tax
consequences of an investment in shares or ADSs
in light of their particular circumstances, including
the effect of any national, state or local laws.
Any US federal tax advice included in this
Annual Report and Accounts is for informational
purposes only; it was not intended or written to be
used, and cannot be used, for the purpose of
avoiding US federal tax penalties.
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Taxation of dividends
Currently no tax is withheld from dividends paid by
HSBC Holdings. For US tax purposes, a US holder
must include cash dividends paid on the shares or
ADSs in ordinary income on the date that such
holder or the ADS depositary receives them,
translating dividends paid in UK pounds sterling into
US dollars using the exchange rate in effect on the
date of receipt. A US holder that elects to receive
shares in lieu of a cash dividend must include in
ordinary income the fair market value of such shares
on the dividend payment date, and the tax basis of
those shares will equal such fair market value.
Subject to certain exceptions for positions that
are held for less than 61 days or are hedged, and
subject to a foreign corporation being considered a
‘qualified foreign corporation’ (which includes not
being classified for US federal income tax purposes
as a passive foreign investment company), certain
dividends (‘qualified dividends’) received by an
individual US holder generally will be subject to
US taxation at preferential rates. Based on the
company’s audited financial statements and relevant
market and shareholder data, HSBC Holdings does
not anticipate being classified as a passive foreign
investment company. Accordingly, dividends paid
on the shares or ADSs generally should be treated
as qualified dividends.
Taxation of capital gains
Gains realised by a US holder on the sale or other
disposition of shares or ADSs normally will not be
subject to UK taxation unless at the time of the sale
or other disposition the holder carries on a trade,
profession or vocation in the UK through a branch or
agency or permanent establishment and the shares or
ADSs are or have been used, held or acquired for the
purposes of such trade, profession, vocation, branch
or agency or permanent establishment. Such gains
will be included in income for US tax purposes, and
will be long-term capital gains if the shares or ADSs
were held for more than one year. A long-term
capital gain realised by an individual US holder
generally will be subject to US tax at preferential
rates.
Inheritance tax
Shares or ADSs held by an individual whose
domicile is determined to be the US for the purposes
of the United States-United Kingdom Double
Taxation Convention relating to estate and gift taxes
(the ‘Estate Tax Treaty’) and who is not for such
purposes a national of the UK will not, provided
any US federal estate or gift tax chargeable has
been paid, be subject to UK inheritance tax on the
individual’s death or on a lifetime transfer of shares
or ADSs except in certain cases where the shares or
ADSs (i) are comprised in a settlement (unless, at
the time of the settlement, the settlor was domiciled
in the US and was not a national of the UK), (ii) is
part of the business property of a UK permanent
establishment of an enterprise, or (iii) pertains to
a UK fixed base of an individual used for the
performance of independent personal services.
In such cases, the Estate Tax Treaty generally
provides a credit against US federal tax liability
for the amount of any tax paid in the UK in a case
where the shares or ADSs are subject to both UK
inheritance tax and to US federal estate or gift tax.
Stamp duty and stamp duty reserve tax –
ADSs
If shares are transferred to a clearance service or
American Depositary Receipt (‘ADR’) issuer (which
will include a transfer of shares to the Depositary)
under the current HMRC practice UK stamp duty
and/or stamp duty reserve tax will be payable. The
stamp duty or stamp duty reserve tax is generally
payable on the consideration for the transfer and is
payable at the aggregate rate of 1.5%.
The amount of stamp duty reserve tax payable
on such a transfer will be reduced by any stamp duty
paid in connection with the same transfer.
No stamp duty will be payable on the transfer
of, or agreement to transfer, an ADS, provided that
the ADR and any separate instrument of transfer
or written agreement to transfer remain at all times
outside the UK, and provided further that any such
transfer or written agreement to transfer is not
executed in the UK. No stamp duty reserve tax will
be payable on a transfer of, or agreement to transfer,
an ADS effected by the transfer of an ADR.
US backup withholding tax and information
reporting
Distributions made on shares or ADSs and proceeds
from the sale of shares or ADSs that are paid within
the US, or through certain financial intermediaries to
US holders, are subject to information reporting and
may be subject to a US ‘backup’ withholding tax
unless, in general, the US holder complies with
certain certification procedures or is a corporation or
other person exempt from such withholding. Holders
that are not US persons generally are not subject to
information reporting or backup withholding tax,
but may be required to comply with applicable
certification procedures to establish that they are not
US persons in order to avoid the application of such
information reporting requirements or backup
withholding tax to payments received within the
US or through certain financial intermediaries.
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Shareholder Information (continued)
Cautionary statement / Abbreviations
Cautionary statement regarding
forward-looking statements
The Annual Report and Accounts 2013 contains
certain forward-looking statements with respect to
HSBC’s financial condition, results of operations,
capital position and business.
Statements that are not historical facts, including
statements about HSBC’s beliefs and expectations,
are forward-looking statements. Words such as
‘expects’, ‘anticipates’, ‘intends’, ‘plans’, ‘believes’,
‘seeks’, ‘estimates’, ‘potential’ and ‘reasonably
possible’, variations of these words and similar
expressions are intended to identify forward-looking
statements. These statements are based on current
plans, estimates and projections, and therefore undue
reliance should not be placed on them. Forward-
looking statements speak only as of the date they
are made. HSBC makes no commitment to revise or
update any forward-looking statements to reflect
events or circumstances occurring or existing after
the date of any forward-looking statements.
Written and/or oral forward-looking statements
may also be made in the periodic reports to the US
Securities and Exchange Commission, summary
financial statements to shareholders, proxy statements,
offering circulars and prospectuses, press releases
and other written materials, and in oral statements
made by HSBC’s Directors, officers or employees
to third parties, including financial analysts.
Forward-looking statements involve inherent
risks and uncertainties. Readers are cautioned that a
number of factors could cause actual results to differ,
in some instances materially, from those anticipated
or implied in any forward-looking statement. These
include, but are not limited to:
•
changes in general economic conditions in the
markets in which we operate, such as continuing
or deepening recessions and fluctuations in
employment beyond those factored into
consensus forecasts; changes in foreign
exchange rates and interest rates; volatility in
equity markets; lack of liquidity in wholesale
funding markets; illiquidity and downward price
pressure in national real estate markets; adverse
changes in central banks’ policies with respect
to the provision of liquidity support to financial
markets; heightened market concerns over
sovereign creditworthiness in over-indebted
countries; adverse changes in the funding status
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•
•
of public or private defined benefit pensions;
and consumer perception as to the continuing
availability of credit and price competition in
the market segments we serve;
changes in government policy and regulation,
including the monetary, interest rate and other
policies of central banks and other regulatory
authorities; initiatives to change the size,
scope of activities and interconnectedness of
financial institutions in connection with the
implementation of stricter regulation of financial
institutions in key markets worldwide; revised
capital and liquidity benchmarks which could
serve to deleverage bank balance sheets and
lower returns available from the current business
model and portfolio mix; imposition of levies or
taxes designed to change business mix and risk
appetite; the practices, pricing or responsibilities
of financial institutions serving their consumer
markets; expropriation, nationalisation,
confiscation of assets and changes in legislation
relating to foreign ownership; changes in
bankruptcy legislation in the principal markets
in which we operate and the consequences
thereof; general changes in government policy
that may significantly influence investor
decisions; extraordinary government actions
as a result of current market turmoil; other
unfavourable political or diplomatic
developments producing social instability or
legal uncertainty which in turn may affect
demand for our products and services; the costs,
effects and outcomes of product regulatory
reviews, actions or litigation, including any
additional compliance requirements; and the
effects of competition in the markets where we
operate including increased competition from
non-bank financial services companies,
including securities firms; and
factors specific to HSBC, including
discretionary RWA growth and our success in
adequately identifying the risks we face, such
as the incidence of loan losses or delinquency,
and managing those risks (through account
management, hedging and other techniques).
Effective risk management depends on, among
other things, our ability through stress testing
and other techniques to prepare for events that
cannot be captured by the statistical models it
uses; and our success in addressing operational,
legal and regulatory, and litigation challenges,
notably compliance with the DPA.
Abbreviations
Abbreviation
Brief description
A
A$
ABCP
ABS1
ACF
ADR
ADS
AIEA
ALCM
ALCO
AML
ARM1
ARS
B
Basel Committee
Basel II1
Basel III1
BBA
BMD
BoCom
Bps1
BRL
BSA
BSM
C
C$
CAPM
CCR1
CD
CDO1
CDS1
CET11
CGU
CHF
CMB
CML1
CNY
CP1
CPB1
CPI
CRD1
CRR1
CRS
CVA1
D
DANY DPA
DBS
Dodd-Frank
DoJ
DPA
DPF
DVA1
E
EAD1
EBA
ECB
ECJ
EDTF
EGP
EL1
EU
Euribor
Australian dollar
Asset-backed commercial paper
Asset-backed security
Advances to Core Funding
American Depositary Receipt
American Depositary Share
Average interest-earning assets
Asset, Liability and Capital Management
Asset and Liability Management Committee
Anti-money laundering
Adjustable-rate mortgage
Argentine peso
Basel Committee on Banking Supervision
2006 Basel Capital Accord
Basel Committee’s reforms to strengthen global capital and liquidity rules
British Bankers’ Association
Bermudan dollar
Bank of Communications Co., Limited, one of China’s largest banks
Basis points. One basis point is equal to one hundredth of a percentage point
Brazilian real
Bank Secrecy Act (US)
Balance Sheet Management
Canadian dollar
Capital Asset Pricing Model
Counterparty credit risk
Certificate of deposit
Collateralised debt obligation
Credit default swap
Common equity tier 1
Cash-generating unit
Swiss franc
Commercial Banking, a global business
Consumer and Mortgage Lending (US)
Chinese yuan
Commercial paper
Capital planning buffer
Consumer price index
Capital Requirements Directive
Customer risk rating
Card and Retail Services
Credit valuation adjustment
Two-year deferred prosecution agreement with the New York County District Attorney (US)
Defined Benefit Section
Dodd-Frank Wall Street Reform and Consumer Protection Act (US)
Department of Justice (US)
Deferred Prosecution Agreement (US)
Discretionary participation feature of insurance and investment contracts
Debit valuation adjustment
Exposure at default
European Banking Authority
European Central Bank
European Court of Justice
Enhanced Disclosure Task Force
Egyptian pound
Expected loss
European Union
European Interbank Offered Rate
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Shareholder Information (continued)
Abbreviations
Abbreviation
F
Fannie Mae
FCA
FCA Direction
FHFA
First Direct
FPC
Freddie Mac
FSMA
FSVC
FTE
FTSE
FuM
G
G20
GAC
GB&M
GDP
GENPRU
Ginnie Mae
GLBA
Global Markets
GMB
GPB
GPSP
GRC
Group
G-SIB1
Brief description
Federal National Mortgage Association (US)
Financial Conduct Authority (UK)
Undertaking originally with the FSA to comply with certain forward-looking obligations with respect to
AML and sanctions requirements
Federal Housing Finance Agency
A division of HSBC Bank plc
Financial Policy Committee (UK)
Federal Home Loan Mortgage Corporation (US)
Financial Services and Markets Act 2000 (UK)
Financial System Vulnerabilities Committee
Full-time equivalent staff
Financial Times – Stock Exchange index
Funds under management
Leaders, finance ministers and central bank governors of the Group of Twenty countries
Group Audit Committee
Global Banking and Markets, a global business
Gross domestic product
PRA’s rules, as set out in the General Prudential Sourcebook
Government National Mortgage Association (US)
Gramm-Leach-Bliley Act (US)
HSBC’s treasury and capital markets services in Global Banking and Markets
Group Management Board
Global Private Banking, a global business
Group Performance Share Plan
Group Risk Committee
HSBC Holdings together with its subsidiary undertakings
Global systemically important bank
H
Hang Seng Bank
HK$
HNAH
Hong Kong
HSBC
HSBC Afore
HSBC Bank
HSBC Bank Argentina
HSBC Bank Bermuda
HSBC Bank Malaysia
HSBC Bank Middle East
HSBC Bank USA
HSBC Canada
Hang Seng Bank Limited, one of Hong Kong’s largest banks
Hong Kong dollar
HSBC North America Holdings Inc.
Hong Kong Special Administrative Region of the People’s Republic of China
HSBC Holdings together with its subsidiary undertakings
HSBC Afore S.A. de C.V.
HSBC Bank plc
HSBC Bank Argentina S.A.
HSBC Bank Bermuda Limited
HSBC Bank Malaysia Berhad
HSBC Bank Middle East Limited
HSBC’s retail bank in the US, HSBC Bank USA, N.A.
The sub-group, HSBC Bank Canada, HSBC Trust Company Canada, HSBC Mortgage Corporation
HSBC Finance
HSBC France
HSBC Holdings
HSBC Mexico
HSBC Premier
HSBC Private Bank (Suisse)
HSBC USA
Canada, HSBC Securities Canada and HSBC Financial Co. Canada, consolidated for liquidity purposes
HSBC Finance Corporation, the US consumer finance company (formerly Household International, Inc.)
HSBC’s French banking subsidiary, formerly CCF S.A.
HSBC Holdings plc, the parent company of HSBC
HSBC México S.A., the commercial banking subsidiary of Grupo Financiero HSBC, S.A. de C.V.
HSBC’s premium global banking service
HSBC Private Bank (Suisse) SA, HSBC’s private bank in Switzerland
The sub-group, HSBC USA Inc (the holding company of HSBC Bank USA) and HSBC Bank USA,
HSI
HTCD
I
IAS
IASB
ICB
IFRIC
IFRSs
Industrial Bank
INR
IRB1
ISDA
consolidated for liquidity purposes
HSBC Securities (USA) Inc.
HSBC Trust Company (Delaware), N.A.
International Accounting Standards
International Accounting Standards Board
Independent Commission on Banking
IFRS Interpretations Committee
International Financial Reporting Standards
Industrial Bank Co. Limited, a national joint-stock bank in mainland China in which Hang Seng Bank
Limited has a shareholding
Indian rupee
Internal ratings-based
International Swaps and Derivatives Association
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Abbreviation
Brief description
K
KPMG
KRW
KYC
L
LCR
LFRF
LGD1
Libor
LIC
LTV1
M
Madoff Securities
Mainland China
Mazarin
MBS
MENA
Monoline1
MSCI
MTN
MXN
N
NSFR
NYSE
O
OCC
OFAC
OIB
OIS
ORMF
OTC1
P
PAB
PD1
Performance Shares1
Ping An
PPI
PRA
PRC
Premier
PVIF
R
RBWM
Repo1
Restricted Shares
KPMG Audit Plc and its affiliates
South Korean won
Know your customer
Liquidity Coverage Ratio
Liquidity and funding risk management framework
Loss given default
London Interbank Offer Rate
Loan impairment charge and other credit risk provision
Loan-to-value ratio
Bernard L Madoff Investment Securities LLC
People’s Republic of China excluding Hong Kong
Mazarin Funding Limited, an asset-backed CP conduit
US mortgage-backed security
Middle East and North Africa
Monoline insurance company
Morgan Stanley Capital International index
Medium-term notes
Mexican peso
Net Stable Funding Ratio
New York Stock Exchange
Office of the Comptroller of the Currency (US)
Office of Foreign Assets Control (US)
Oman International Bank S.A.O.G.
Overnight index swap
Operational risk management framework
Over-the-counter
Panamanian balboa
Probability of default
Awards of HSBC Holdings ordinary shares under employee share plans that are subject to corporate
performance conditions
Ping An Insurance (Group) Company of China, Ltd, the second-largest life insurer in the PRC
Payment protection insurance product
Prudential Regulation Authority (UK)
People’s Republic of China
HSBC Premier, HSBC’s premium personal global banking service
Present value of in-force long-term insurance business
Retail Banking and Wealth Management, a global business
Sale and repurchase transaction
Awards of Restricted Shares define the number of HSBC Holdings ordinary shares to which the employee
will become entitled, generally between one and three years from the date of the award, and normally
subject to the individual remaining in employment
Reverse repo
Risk Management Meeting
RM
RMB
RMBS
RMC
RoRWA
RPI
RRP
RWA1
Security purchased under commitments to sell
A committee of the Group Management Board
Malaysian ringgit
Renminbi
Residential mortgage-backed securities
Risk Management Committee
Return on average risk-weighted assets
Retail price index (UK)
Recovery and resolution plan
Risk-weighted assets
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Shareholder Information (continued)
Abbreviations / Glossary
Abbreviation
Brief description
S
S&P
SE
SEC
SIC
SIV1
SME
Solitaire
SPE1
SR
T
The Hongkong and Shanghai
Banking Corporation
TRL
TSR
U
UAE
UK
US$
US
US DPA
US run-off portfolio
Standard and Poor’s rating agency
Structured entity
Securities and Exchange Commission (US)
Securities investment conduit
Structured investment vehicle
Small and medium-sized enterprise
Solitaire Funding Limited, a special purpose entity managed by HSBC
Special Purpose Entity
Saudi Arabian riyal
The Hongkong and Shanghai Banking Corporation Limited, the founding member of the HSBC Group
Turkish lira
Total shareholder return
United Arab Emirates
United Kingdom
United States dollar
United States of America
Five-year deferred prosecution agreement with the Department of Justice and others (US)
Includes our CML, vehicle finance and Taxpayer Financial Services businesses and insurance,
commercial, corporate and treasury activities in HSBC Finance on an IFRSs management basis
V
VaR1
Visa
VIU
VND
Value at risk
Visa Inc.
Value in use
Vietnamese dong
1 Full definition included in Glossary on page 579.
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Glossary
Term
Definition
A
Adjustable-rate mortgages
(‘ARM’s)
Mortgage loans in the US on which the interest rate is periodically changed based on a reference price.
These are included within ‘affordability mortgages’.
Affordability mortgages
Mortgage loans where the customer’s monthly payments are set out at a low initial rate, either variable or
fixed, before resetting to a higher rate once the introductory period is over.
Agency exposures
Exposures to near or quasi-government agencies including public sector entities fully owned by
Alt-A
Arrears
government carrying out non-commercial activities, provincial and local government authorities,
development banks and funds set up by government.
A US description for loans regarded as lower risk than sub-prime, but with higher risk characteristics than
lending under normal criteria.
Customers are said to be in arrears (or in a state of delinquency) when they are behind in fulfilling their
obligations, with the result that an outstanding loan is unpaid or overdue. When a customer is in
arrears, the total outstanding loans on which payments are overdue are described as delinquent.
Asset-backed securities
Securities that represent an interest in an underlying pool of referenced assets. The referenced pool can
(‘ABS’s)
B
Back-testing
comprise any assets which attract a set of associated cash flows but are commonly pools of residential
or commercial mortgages.
A statistical technique used to monitor and assess the accuracy of a model, and how that model would
have performed had it been applied in the past.
Bail-inable debt
Bail-in refers to imposition of losses at the point of non viability (but before insolvency) on bank
liabilities (bail-inable debt) that are not exposed to losses while the institution remains a viable, going
concern. Whether by way of write-down or conversion into equity, this has the effect of recapitalising
the bank (although it does not provide any new funding).
Bank levy
A levy that applies to UK banks, building societies and the UK operations of foreign banks from 1
Basel II
Basel 2.5
Basel III
January 2011. The amount payable is based on a percentage of the group’s consolidated liabilities and
equity as at 31 December after deducting certain items the most material of which are those related to
insured deposit balances, tier 1 capital, insurance liabilities, high quality liquid assets and items subject
to a legally enforceable net settlement agreement.
The capital adequacy framework issued by the Basel Committee on Banking Supervision in June 2006 in
the form of the ‘International Convergence of Capital Measurement and Capital Standards’.
The update to Basel II including changes to capital and disclosure requirements for securitisation and
market risk, which took effect in December 2011.
In December 2010, the Basel Committee issued ‘Basel III rules: a global regulatory framework for more
resilient banks and banking systems’ and ‘International framework for liquidity risk measurement,
standards and monitoring’. Together these documents present the Basel Committee’s reforms to
strengthen global capital and liquidity rules with the goal of promoting a more resilient banking sector.
In June 2011, the Basel Committee issued a revision to the former document setting out the finalised
capital treatment for counterparty credit risk in bilateral trades. The Basel III requirements will be
phased in with full implementation by 1 January 2019.
Basis point (‘bps’)
One hundredth of a per cent (0.01%), so 100 basis points is 1%. Used in quoting movements in interest
rates or yields on securities.
C
Capital conservation buffer
Capital planning buffer
(‘CPB’)
Capital requirements directive
(‘CRD’)
A capital buffer prescribed by regulators under Basel III and designed to ensure banks build up capital
buffers outside periods of stress which can be drawn down as losses are incurred. Should a bank’s
capital levels fall within the capital conservation buffer range, capital distributions will be constrained
by the regulators.
A capital buffer, prescribed by the PRA under Basel II, and designed to ensure banks build up capital
buffers outside periods of stress which can be drawn down as losses are incurred. Should a bank’s
capital levels fall within the capital planning buffer range, a period of heightened regulatory interaction
would be triggered.
A capital adequacy legislative package issued by the European Commission and adopted by EU member
states. The first CRD legislative package gave effect to the Basel II proposals in the EU and came into
force on 20 July 2006. CRD II, which came into force on 31 December 2010, subsequently updated
the requirements for capital instruments, large exposure, liquidity risk and securitisation. A further
CRD III amendment, updated market risk capital and additional securitisation requirements, and came
into force on 31 December 2011.
CRD IV package comprises a recast Capital Requirements Directive and a new Capital Requirements
Regulation. The package implements the Basel III capital proposals together with transitional
arrangements for some of its requirements. CRD IV came into force on 1 January 2014.
Central counterparty
An intermediary between a buyer and a seller (generally a clearing house).
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Shareholder Information (continued)
Glossary
Term
Clawback
Definition
Remuneration already paid to an individual, which has to be returned to an organisation under certain
circumstances.
Collateralised debt obligation
(‘CDO’)
A security issued by a third-party which references ABSs and/or certain other related assets purchased by
the issuer. CDOs may feature exposure to sub-prime mortgage assets through the underlying assets.
Collectively assessed
Impairment assessment on a collective basis for homogeneous groups of loans that are not considered
impairment
Commercial paper (‘CP’)
individually significant and to cover losses which have been incurred but have not yet been identified
on loans subject to individual assessment.
An unsecured, short-term debt instrument issued by a corporation, typically for the financing of accounts
receivable, inventories and meeting short-term liabilities. The debt is usually issued at a discount,
reflecting prevailing market interest rates.
Commercial real estate
Any real estate, comprising buildings or land, intended to generate a profit, either from capital gain or
rental income.
Common equity tier 1 capital
(‘CET1’)
The highest quality form of regulatory capital under Basel III that comprises common shares issued and
related share premium, retained earnings and other reserves excluding the cash flow hedging reserve,
less specified regulatory adjustments.
CET 1 ratio
Common reporting
(‘COREP’)
Compliance risk
Comprehensive Capital
Analysis and Review
(‘CCAR’)
Conduits
A Basel III measure, of CET 1 capital expressed as percentage of total risk exposure amount.
Harmonised European reporting framework established in the Capital Requirements Directives, to be
mandated by the European Banking Authority.
The risk that the Group fails to observe the letter and spirit of all relevant laws, codes, rules, regulations
and standards of good market practice, and incurs fines and penalties and suffers damage to its business
as a consequence.
CCAR is an annual exercise by the Federal Reserve to ensure that institutions have robust, forward-
looking capital planning processes that account for their unique risks and sufficient capital to continue
operations throughout times of economic and financial stress.
HSBC sponsors and manages multi-seller conduits and ‘SIC’s. The multi-seller conduits hold interests
in diversified pools of third-party assets such as vehicle loans, trade receivables and credit card
receivables funded through the issuance of short-dated commercial paper and supported by a liquidity
facility. The SICs hold predominantly asset-backed securities referencing such items as commercial
and residential mortgages, vehicle loans and credit card receivables funded through the issuance of
both long-term and short-term debt.
Constant currency
A non-GAAP financial measure that adjusts for the year-on-year effects of foreign currency translation
differences by comparing reported results for the reported period with reported results for comparative
period retranslated at exchange rates for the reported period. The foreign currency translation
differences reflect the movements of the US dollar against most major currencies during the reported
period.
Constant net asset value fund
A fund that prices its assets on an amortised cost basis, subject to the amortised book value of the
(‘CNAV’)
portfolio remaining within 50 basis points of its market value.
Consumer and Mortgage
Lending (‘CML’)
In the US, the CML portfolio consists of our Consumer Lending and Mortgage Services businesses,
which are in run-off.
The Consumer Lending business offered secured and unsecured loan products, such as first and second
lien mortgage loans, open-ended home equity loans and personal non-credit card loans through branch
locations and direct mail. The majority of the mortgage lending products were for refinancing and debt
consolidation rather than home purchases. In the first quarter of 2009, we discontinued all originations
by our Consumer Lending business.
Prior to the first quarter of 2007, when we ceased loan purchase activity, the Mortgage Services business
purchased non-conforming first and second lien real estate secured loans from unaffiliated third parties.
The business also included the operations of Decision One Mortgage Company (‘Decision One’),
which historically originated mortgage loans sourced by independent mortgage brokers and sold these
to secondary market purchasers. Decision One ceased originations in September 2007.
Contractual maturities
The date on which the final payment (principal or interest) of any financial instrument is due to be paid, at
Core tier 1 capital
which point all the remaining outstanding principal and interest have been repaid.
The highest quality form of regulatory capital, under Basel II, that comprises total shareholders’ equity
and related non-controlling interests, less goodwill and intangible assets and certain other regulatory
adjustments.
Core tier 1 capital ratio
A Basel II measure, of core tier 1 capital expressed as a percentage of the total risk-weighted assets.
Countercyclical capital buffer
A capital buffer prescribed by regulators under Basel III which aims to ensure that capital requirements
(‘CCB’)
take account of the macro-financial environment in which banks operate. This will provide the banking
sector with additional capital to protect it against potential future losses, when excess credit growth in
the financial system as a whole is associated with an increase in system-wide risk.
Counterparty credit risk
Counterparty credit risk, in both the trading and non-trading books, is the risk that the counterparty to a
(‘CCR’)
transaction may default before completing the satisfactory settlement of the transaction.
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Term
Definition
Credit default swap
A derivative contract whereby a buyer pays a fee to a seller in return for receiving a payment in the event
of a defined credit event (e.g. bankruptcy, payment default on a reference asset or assets, or downgrades
by a rating agency) on an underlying obligation (which may or may not be held by the buyer).
Credit enhancements
Facilities used to enhance the creditworthiness of financial obligations and cover losses due to asset default.
Credit risk
Risk of financial loss if a customer or counterparty fails to meet an obligation under a contract. It arises
mainly from direct lending, trade finance and leasing business, but also from products such as
guarantees, derivatives and debt securities.
Credit valuation adjustment
An adjustment to the valuation of OTC derivative contracts to reflect the creditworthiness of OTC
(‘CVA’)
Credit spread risk
Customer deposits
derivative counterparties.
The risk that movements in credit spreads will affect the value of financial instruments.
Money deposited by account holders. Such funds are recorded as liabilities.
Customer remediation
Activities carried out by HSBC to compensate customers for losses or damages associated with a failure
to comply with regulations. Customer remediation is initiated by HSBC in response to customer
complaints, and not specifically initiated by regulatory action.
Customer risk rating (‘CRR’) A scale of 23 grades measuring obligor PD.
CVA risk capital charge
A capital charge under CRDIV to cover the risk of mark-to-market losses on expected counterparty risk
to derivatives.
D
Debit valuation adjustment
(‘DVA’)
Debt restructuring
An adjustment made by an entity to the valuation of OTC derivative liabilities to reflect within fair value
the entity’s own credit risk.
A restructuring by which the terms and provisions of outstanding debt agreements are changed. This is
often done in order to improve cash flow and the ability of the borrower to repay the debt. It can
involve altering the repayment schedule as well as debt or interest charge reduction.
Debt securities
Financial assets on the Group’s balance sheet representing certificates of indebtedness of credit
institutions, public bodies or other undertakings, excluding those issued by central banks.
Debt securities in issue
Transferable certificates of indebtedness of the Group to the bearer of the certificates. These are liabilities
of the Group and include certificates of deposits.
Deed-in-lieu
An arrangement in which a borrower surrenders the deed for a property to the lender without going
through foreclosure proceedings and is subsequently released from any further obligations on the loan.
Defined benefit obligation
The present value of expected future payments required to settle the obligations of a defined benefit plan
Delinquency
See ‘Arrears’.
resulting from employee service.
Deposits by banks
All deposits received from domestic and foreign banks, excluding deposits or liabilities in the form of
debt securities or for which transferable certificates have been issued.
E
Economic capital
The internally calculated capital requirement which is deemed necessary by HSBC to support the risks to
which it is exposed.
Economic profit
The difference between the return on financial capital invested by shareholders and the cost of that
capital. Economic profit may be expressed as a whole number or as a percentage.
Economic Value of Equity
Considers all re-pricing mismatches in the current balance sheet and calculates the change in market value
(‘EVE’) sensitivity
that would result from a set of defined interest rate shocks.
Encumbered assets
Assets on our balance sheet which have been pledged as collateral against an existing liability.
Enhanced Variable Net Asset
A fund that prices its assets on a fair value basis. Consequently, process may change from one day to the
Fund (‘ENAV’)
Equator Principles
Equity risk
Eurozone
Expected loss (‘EL’)
next.
The Equator Principles are used by financial institutions to reduce the potential impact of large projects,
which they finance, on people or on the environment.
The risk arising from positions, either long or short, in equities or equity-based instruments, which create
exposure to a change in the market price of the equities or equity instruments.
The 18 European Union countries using the euro as their common currency. The 18 countries are Austria,
Belgium, Cyprus, Estonia, Finland, France, Germany, Greece, Ireland, Italy, Latvia, Luxembourg,
Malta, Netherlands, Portugal, Slovakia, Slovenia and Spain.
A regulatory calculation of the amount expected to be lost on an exposure using a 12-month time horizon
and downturn loss estimates. EL is calculated by multiplying the PD (a percentage) by the EAD (an
amount) and LGD (a percentage).
Exposure
A claim, contingent claim or position which carries a risk of financial loss.
Exposure at default (‘EAD’)
The amount expected to be outstanding after any credit risk mitigation, if and when the counterparty
defaults. EAD reflects drawn balances as well as allowance for undrawn amounts of commitments and
contingent exposures.
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Shareholder Information (continued)
Glossary
Term
Definition
F
Fair value adjustment
An adjustment to the fair value of a financial instrument which is determined using a valuation technique
(level 2 and level 3) to include additional factors that would be considered by a market participant that
are not incorporated within the valuation model.
Fiduciary risk
The risk to the Group of breaching its fiduciary duties where it acts in a fiduciary capacity as trustee,
investment manager or as mandated by law or regulation.
Financial Conduct Authority
The Financial Conduct Authority regulates the conduct of financial firms and, for certain firms, prudential
(‘FCA’)
standards in the UK. It has a strategic objective to ensure that the relevant markets function well.
Financial Policy Committee
The Financial Policy Committee, at the Bank of England, is charged with a primary objective of
(‘FPC’)
Financial Reporting
(‘FINREP’)
First lien
identifying, monitoring and taking action to remove or reduce systemic risks with a view to protecting
and enhancing the resilience of the UK financial system. The FPC has a secondary objective to support
the economic policy of the UK Government.
Harmonised European financial reporting framework, proposed by the European Union, which will be
used to obtain a comprehensive view of a firm’s risk profile.
A security interest granted over an item of property to secure the repayment of a debt that places its
holder first in line to collect repayment from the sale of the underlying collateral in the event of a
default on the debt.
Forbearance strategies
Employed in order to improve the management of customer relationships, maximise collection
Funded exposure
Funding risk
G
Gap risk
Global systemically important
bank (‘G-SIB’)
Government-sponsored
enterprises (‘GSE’s)
opportunities and, if possible, avoid default, foreclosure or repossession. Such arrangements include
extended payment terms, a reduction in interest or principal repayments, approved external debt
management plans, debt consolidations, the deferral of foreclosures, other modifications and re-ages.
A situation where the notional amount of a contract is or has been exchanged.
A form of liquidity risk arising when the liquidity needed to fund illiquid asset positions cannot be
obtained at the expected terms and when required.
The risk of financial loss arising from a significant change in market price with no accompanying trading
opportunity.
In parallel with the Basel III proposals, the Basel Committee issued in July 2011 a consultative document:
‘Global systemically important banks: assessment methodology and the additional loss absorbency
requirement’, and in November 2011, its first rules on G-SIBs. The Financial Stability Board (‘FSB’)
periodically issues the list of G-SIBs, which currently includes HSBC and 28 other major banks from
around the world and is re-assessed through annual re-scoring of the individual banks and a triennial
review of the methodology.
The requirements, initially for those banks identified in November 2014 as G-SIBs, will be phased in
from 1 January 2016, becoming fully effective on 1 January 2019. National regulators have discretion
to introduce higher thresholds than the minima. In November 2013, the FSB published a revised list of
G-SIBs and their current assessment of the appropriate capital charge. HSBC was assigned an add-on
of 2.5%.
A group of financial services enterprises created by the US Congress to reduce the cost of capital for
certain borrowing sectors of the economy, and to make them more efficient and transparent. Examples
in the residential mortgage borrowing segment are Freddie Mac and Fannie Mae. GSEs carry the
implicit backing, but are not direct obligations, of the US government.
GPSP Awards
Awards that define the number of HSBC Holdings ordinary shares to which the employee will become
Guarantee
H
Haircut
entitled, generally five years from the date of the award, and normally subject to individual remaining
in employment. The shares to which the employee becomes entitled are subject to a retention
requirement until cessation of employment.
An undertaking by a party to pay a creditor should a debtor fail to do so.
A discount applied by management when determining the amount at which an asset can be realised. The
discount takes into account the method of realisation including the extent to which an active market for
the asset exists.
Historical rating transition
The probability of a counterparty with a particular rating moving to a different rating over a defined time
matrices
horizon.
Home equity lines of credit
(‘HELoC’s)
A form of revolving credit facility provided to US customers, which is supported in the majority of cases
by a second lien or lower ranking charge over residential property. Holdings of HELoCs are classified
as sub-prime.
I
Impaired loans
Loans where the Group does not expect to collect all the contractual cash flows or expects to collect them
later than they are contractually due.
Impairment allowances
Management’s best estimate of losses incurred in the loan portfolios at the balance sheet date.
Individually assessed
Exposure to loss is assessed on all individually significant accounts and all other accounts that do not
impairment
qualify for collective assessment.
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Term
Insurance risk
Definition
A risk, other than a financial risk, transferred from the holder of a contract to the insurance provider. The
principal insurance risk is that, over time, the combined cost of claims, administration and acquisition
of the contract may exceed the aggregate amount of premiums received and investment income.
Internal Capital Adequacy
Assessment Process
The Group’s own assessment of the levels of capital that it needs to hold through an examination of its
risk profile from regulatory and economic capital viewpoints.
Internal Model Method
One of three approaches defined by Basel II to determine exposure values for counterparty credit risk.
Internal ratings-based approach
A method of calculating credit risk capital requirements using internal, rather than supervisory, estimates
(‘IRB’)
Invested capital
of risk parameters.
Equity capital invested in HSBC by its shareholders, adjusted for certain reserves and goodwill previously
amortised or written off.
Investment grade
Represents a risk profile similar to a rating of BBB- or better, as defined by an external rating agency.
IRB advanced approach
A method of calculating credit risk capital requirements using internal PD, LGD and EAD models.
(‘AIRB’)
IRB foundation approach
A method of calculating credit risk capital requirements using internal PD models but with supervisory
(‘FIRB’)
estimates of LGD and conversion factors for the calculation of EAD.
ISDA Master agreement
Standardised contract developed by ISDA used as an umbrella contract under which bilateral derivatives
contracts are entered into.
K
Key management personnel
L
Legacy credit in GB&M
Directors and Group Managing Directors of HSBC Holdings.
A separately identifiable, discretely managed business comprising Solitaire Funding Limited, the
securities investment conduits, the asset-backed securities trading portfolios and credit correlation
portfolios, derivative transactions entered into directly with monoline insurers, and certain other
structured credit transactions.
Legal proceedings
Civil court, arbitration or tribunal proceedings brought against HSBC companies (whether by way of
Legal risk
claim or counterclaim) or civil disputes that may, if not settled, result in court, arbitration or tribunal
proceedings.
The risk of financial loss, sanction and/or reputational damage resulting from contractual risk (the risk
that the rights and/or obligations of a Group member within a contractual relationship are defective);
dispute risk (the risk when involved in or managing potential or actual disputes); legislative risk (the
risk that a Group member fails to adhere to laws of the jurisdiction in which it operates); and non
contractual rights risk (the risk that a Group member’s assets are not properly owned or are infringed
by others or the infringement by a Group member of another party’s rights).
Level 1 – quoted market price
Financial instruments with quoted prices for identical instruments in active markets.
Level 2 – valuation technique
using observable inputs
Financial instruments with quoted prices for similar instruments in active markets or quoted prices for
identical or similar instruments in inactive markets and financial instruments valued using models
where all significant inputs are observable.
Level 3 – valuation technique
Financial instruments valued using valuation techniques where one or more significant inputs are
with significant unobservable
inputs
unobservable.
Leveraged finance
Funding provided for entities with higher than average indebtedness, which typically arises from sub-
investment grade acquisitions or event-driven financing.
Leverage ratio
A measure, prescribed by regulators under Basel III, which is the ratio of tier 1 capital to total exposures.
Total exposures include on-balance sheet items, off-balance sheet items and derivatives, and should
generally follow the accounting measure of exposure. This supplementary measure to the risk-based
capital requirements is intended to constrain the build-up of excess leverage in the banking sector.
Liquidity coverage ratio
The ratio of the stock of high quality liquid assets to expected net cash outflows over the following 30
(‘LCR’)
days. High quality liquid assets should be unencumbered, liquid in markets during a time of stress and,
ideally, be central bank eligible. The Basel III rules require this ratio to be at least 100% with effect
from 2015. The LCR is still subject to an observation period and review to address any unintended
consequences.
Liquidity enhancement
Liquidity enhancement makes funds available if required for reasons other than asset default, e.g. to
ensure timely repayment of maturing commercial paper.
Liquidity risk
Loan modification
The risk that HSBC does not have sufficient financial resources to meet its obligations as they fall due, or
will have to do so at an excessive cost. This risk arises from mismatches in the timing of cash flows.
An account management action that results in a change to the original terms and conditions of a loan
either temporarily or permanently without resetting its delinquency status, except in case of a
‘modification re-age’ where delinquency status is also reset to up-to-date. Account modifications may
include revisions to one or more terms of the loan including, but not limited to, a change in interest rate,
extension of the amortisation period, reduction in payment amount and partial forgiveness or deferment
of principal.
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Shareholder Information (continued)
Glossary
Term
Loan re-age
Definition
An account management action that results in the resetting of the contractual delinquency status of an
account to up-to-date upon fulfilment of certain requirements which indicate that payments are
expected to be made in accordance with the contractual terms.
Loans past due
Loans on which repayments are overdue.
Loan to value ratio (‘LTV’)
A mathematical calculation that expresses the amount of the loan as a percentage of the value of security.
A high LTV indicates that there is less cushion to protect the lender against house price falls or
increases in the loan if repayments are not made and interest is added to the outstanding loan balance.
Loss given default (‘LGD’)
The estimated ratio (percentage) of the loss on an exposure to the amount outstanding at default (EAD)
upon default of a counterparty.
Loss severity
The realised amount of losses incurred (including ancillary amounts owed) when a loan is foreclosed or
disposed of through the arrangement with the borrower. The loss severity is represented as a
percentage of the outstanding loan balance.
M
Malus
An arrangement that permits an organisation to prevent vesting of all or part of the amount of a deferred
remuneration award in relation to risk outcomes or performance.
Market risk
The risk that movements in market risk factors, including foreign exchange rates and commodity prices,
interest rates, credit spreads and equity prices will reduce income or portfolio values.
Medium term notes (‘MTN’s)
Issued by corporates across a range of maturities. Under MTN Programmes notes are offered on a regular
and continuous basis to investors.
Monoline insurers
(‘monolines’)
Entities which specialise in providing credit protection to the holders of debt instruments in the event of
default by the debt security counterparty. This protection is typically held in the form of derivatives
such as CDSs referencing the underlying exposures held.
Mortgage-backed securities
Securities that represent interests in groups of mortgages, which may be on residential or commercial
(‘MBS’s)
properties. Investors in these securities have the right to cash received from future mortgage payments
(interest and/or principal). When the MBS references mortgages with different risk profiles, the MBS
is classified according to the highest risk class.
Mortgage-related assets
Referenced to underlying mortgages.
Mortgage vintage
The year a mortgage was originated.
N
Negative equity mortgages
Equity is the value of the asset less the outstanding balance on the loan. Negative equity arises when the
value of the property purchased is below the balance outstanding on the loan.
Net asset value per share
Total shareholders’ equity, less non-cumulative preference shares and capital securities, divided by the
number of ordinary shares in issue.
Net interest income
The amount of interest received or receivable on assets net of interest paid or payable on liabilities.
Net interest income sensitivity Considers all pricing mismatches in the current balance sheet, with suitable assumptions for balance sheet
Net principal exposure
Net stable funding ratio
(‘NSFR’)
Non-conforming mortgages
Non-trading portfolios
growth in the future, and calculates the change in net interest income that would result from a set of
defined interest rate shocks.
The gross principal amount of a financial asset after taking account of credit protection purchased but
excluding the effect of any counterparty credit valuation adjustment to that protection. It includes
assets that benefit from monoline protection, except where this protection is purchased with a CDS.
The ratio of available stable funding to required stable funding over a one year time horizon, assuming a
stressed scenario. Available stable funding would include items such as equity capital, preferred stock
with a maturity of over one year and liabilities with an assessed maturity of over one year. The Basel
III rules require this ratio to be over 100% with effect from 2018. The NSFR is still subject to an
observation period and review to address any unintended consequences.
US mortgages that do not meet normal lending criteria. Examples include mortgages where the expected
level of documentation is not provided (such as with income self-certification), or where poor credit
history increases the risk and results in pricing at a higher than normal lending rate.
Portfolios that comprise positions that primarily arise from the interest rate management of our retail and
commercial banking assets and liabilities, financial investments designated as available for sale and
held to maturity, and exposures arising from our insurance operations.
Non-trading risk
The market risk arising from non-trading portfolios.
O
Offset mortgages
A flexible type of mortgage where a borrower’s savings balance(s) held at the same institution can be
used to offset the mortgage balance outstanding. The borrower pays interest on the net balance which
is calculated by subtracting the credit balance(s) from the debit balance. As part of the offset mortgage
a total facility limit is agreed and the borrower may redraw up to a pre-agreed limit.
Overnight Index Swap (‘OIS’)
A method of valuing collateralised interest rate derivatives which uses a discount curve that reflects the
discounting
Operational risk
overnight interest rate typically earned or paid in respect of collateral received.
The risk of loss resulting from inadequate or failed internal processes, people and systems or from
external events, including legal risk.
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Term
Definition
Over-the-counter (‘OTC’)
A bilateral transaction (e.g. derivatives) that is not exchange traded and that is valued using valuation
models.
P
Pension risk
The risk that contributions from Group companies and members fail to generate sufficient funds to meet
the cost of accruing benefits for the future service of active members, and the risk that the performance
of assets held in pension funds is insufficient to cover existing pension liabilities.
Performance shares
Awards of HSBC Holdings ordinary shares under employee share plans that are subject to the
Personal lending
PRA standard rules
achievement of corporate performance conditions.
See ‘Retail loans’.
The method prescribed by the PRA for calculating market risk capital requirements in the absence of
VaR model approval.
Prime
A US description for mortgages granted to the most creditworthy category of borrowers.
Private equity investments
Equity securities in operating companies not quoted on a public exchange, often involving the investment
of capital in private companies or the acquisition of a public company that results in its delisting.
Probability of default (‘PD’)
The probability that an obligor will default within one-year.
Prudential Regulation Authority
The Prudential Regulation Authority in the UK is responsible for prudential regulation and supervision of
(‘PRA’)
R
Refi rate
banks, building societies, credit unions, insurers and major investment firms.
The refi (or refinancing) rate is set by the European Central Bank (‘ECB’) and is the price banks pay to
borrow from ECB.
Regulatory capital
The capital which HSBC holds, determined in accordance with rules established by the PRA for the
consolidated Group and by local regulators for individual Group companies.
Regulatory matters
Investigations, reviews and other actions carried out by, or in response to the actions of, regulators or law
enforcement agencies in connection with alleged wrongdoing by HSBC.
Renegotiated loans
Loans for which the contractual payment terms have been changed because of significant concerns about
the borrower’s ability to meet the contractual payments when due.
Repo/reverse repo
A short-term funding agreement that allows a borrower to create a collateralised loan by selling a
(or sale and repurchase
agreement)
financial asset to a lender. As part of the agreement the borrower commits to repurchase the security at
a date in the future repaying the proceeds of the loan. For the party on the other end of the transaction
(buying the security and agreeing to sell in the future) it is reverse repurchase agreement or a reverse
repo.
Reputational risk
The risk that illegal, unethical or inappropriate behaviour by the Group itself, members of staff or clients
Residential mortgage
or representatives of the Group will damage HSBC’s reputation, leading, potentially, to a loss of
business, fines or penalties.
A loan to purchase a residential property which is then used as collateral to guarantee repayment of the
loan. The borrower gives the lender a lien against the property, and the lender can foreclose on the
property if the borrower does not repay the loan per the agreed terms.
Restricted Shares
Awards that define the number of HSBC Holdings ordinary shares to which the employee will become
entitled, generally between one and three years from the date of the award, and normally subject to the
individual remaining in employment. The shares to which the employee becomes entitled may be
subject to retention requirement.
Retail loans
Money lent to individuals rather than institutions. This includes both secured and unsecured loans such
as mortgages and credit card balances.
Return on equity
Profit attributable to ordinary shareholders of the parent company divided by average ordinary
shareholders’ equity.
Risk appetite
The aggregate level and types of risk a firm is willing to assume within its risk capacity to achieve its
strategic objectives and business plan.
Risk capacity
The maximum level of risk the firm can assume before breaching constraints determined by regulatory
capital and liquidity needs and its obligations, also from a conduct perspective, to depositors,
policyholders, other customers and shareholders.
Risk-weighted assets
Calculated by assigning a degree of risk expressed as a percentage (risk weight) to an exposure value in
(‘RWA’s)
Run-off portfolios
accordance with the applicable Standardised or IRB approach rules.
Legacy credit in GB&M, the US CML portfolio and other US run-off portfolios, including the treasury
services related to the US CML businesses and commercial operations in run-off. Origination of new
business in the run-off portfolios has been discontinued and balances are being managed down through
attrition and sale.
S
Sale and repurchase agreement See repo above.
Second lien
A security interest granted over an item of property to secure the repayment of a debt that is issued
against the same collateral as a first lien but that is subordinate to it. In the case of default, repayment
for this debt will only be received after the first lien has been repaid.
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Shareholder Information (continued)
Glossary
Term
Securitisation
Securitisation swap
Short sale
Definition
A transaction or scheme whereby the credit risk associated with an exposure, or pool of exposures, is
tranched and where payments to investors in the transaction or scheme are dependent upon the
performance of the exposure or pool of exposures. A traditional securitisation involves the transfer
of the exposures being securitised to an SE which issues securities. In a synthetic securitisation, the
tranching is achieved by the use of credit derivatives and the exposures are not removed from the
balance sheet of the originator.
An interest rate or cross currency swap with notional linked to the size of the outstanding asset portfolio
in a securitisation. Securitisation swaps are typically executed by securitisation vehicles to hedge
interest rate risk arising from mismatches between the interest rate risk profile of the asset portfolio
and that of the securities issued by the vehicle.
In relation to credit risk management, a ‘short sale’ is an arrangement in which a bank permits the
borrower to sell the property for less than the amount outstanding under a loan agreement. The
proceeds are used to reduce the outstanding loan balance and the borrower is subsequently released
from any further obligations on the loan.
Single-issuer liquidity facility A liquidity or stand-by line provided to a corporate customer which is different from a similar line
provided to a conduit funding vehicle.
Six filters
An internal measure designed to improve capital deployment across the Group. Five of the filters examine
the strategic relevance of each business in each country, in terms of connectivity and economic
development, and the current returns, in terms of profitability, cost efficiency and liquidity. The
sixth filter requires adherence to global risk standards.
Sovereign exposures
Exposures to governments, ministries, departments of governments, embassies, consulates and exposures
on account of cash balances and deposits with central banks.
Special Purpose Entity (‘SPE’) A corporation, trust or other non-bank entity, established for a narrowly defined purpose, including for
carrying on securitisation activities. The structure of the SPE and its activities are intended to isolate its
obligations from those of the originator and the holders of the beneficial interests in the securitisation.
Structured entities
An entity that has been designed so that voting or similar rights are not the dominant factor in deciding
(‘SE’s)
Standardised approach
(‘STD’)
who controls the entity, such as when voting rights relate to administrative tasks only and the relevant
activities are directed by means of contractual arrangements.
In relation to credit risk, a method for calculating credit risk capital requirements using External Credit
Assessment Institutions (‘ECAI’) ratings and supervisory risk weights. In relation to operational risk,
a method of calculating the operational capital requirement by the application of a supervisory defined
percentage charge to the gross income of eight specified business lines.
Stressed VaR
A market risk measure based on potential market movements for a continuous one-year period of stress
for a trading portfolio
Structured finance/notes
An instrument whose return is linked to the level of a specified index or the level of a specified asset. The
return on a structured note can be linked to equities, interest rates, foreign exchange, commodities or
credit. Structured notes may or may not offer full or partial capital protection in the event of a decline
in the underlying index or asset.
Structured Investment Vehicles
Structured entities which invest in diversified portfolios of interest-earning assets, generally funded
(‘SIV’s)
through issues of commercial paper, medium-term notes and other senior debt to take advantage of the
spread differentials between the assets in the SIV and the funding cost.
Student loan-related assets
Securities with collateral relating to student loans.
Subordinated liabilities
Liabilities which rank after the claims of other creditors of the issuer in the event of insolvency or
liquidation.
Sub-prime
A US description for customers with high credit risk, for example those who have limited credit histories,
modest incomes, high debt-to-income ratios, high loan-to-value ratios (for real estate secured products)
or have experienced credit problems caused by occasional delinquencies, prior charge-offs, bankruptcy
or other credit-related problems.
Sustainability risk
The risk that the environmental and social effects of providing financial services outweigh the economic
benefits.
Sustainable cost savings
Systems risk
T
Tier 1 capital
Permanent cost reductions at a given level of business activity. Sustainable cost savings exclude cost
avoidance and revenue and loan impairment charge benefits as these do not represent operational
expense reductions. Cost savings resulting from business disposals are not classified as sustainable.
The risk of failure or other deficiency in the automated platforms that support the Group’s daily execution
and the systems infrastructure on which they reside, including data centres, networks and distributed
computers.
A component of regulatory capital, comprising core tier 1 and other tier 1 capital. Other tier 1 capital
includes qualifying capital instruments such as non-cumulative perpetual preference shares and hybrid
capital securities.
Tier 2 capital
A component of regulatory capital, comprising qualifying subordinated loan capital, related non-
controlling interests, allowable collective impairment allowances and unrealised gains arising on the
fair valuation of equity instruments held as available-for-sale. Tier 2 capital also includes reserves
arising from the revaluation of properties.
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Term
Definition
Trading portfolios
Positions arising from market-making and warehousing of customer-derived positions.
Trading risk
Market risk arising from trading portfolios.
Troubled debt restructuring
A US description for restructuring a debt whereby the creditor for economic or legal reasons related to a
debtor’s financial difficulties grants a concession to the debtor that it would not otherwise consider.
U
Unencumbered assets
Assets on our balance sheet which have not been pledged as collateral against an existing liability.
Unfunded exposures
An exposure where the notional amount of a contract has not been exchanged.
US government agency and
Securities that are guaranteed by US government agencies such as Ginnie Mae, or by US government
US government sponsored
enterprises mortgage-related
assets
V
Value-at-risk
(‘VaR’)
W
Wholesale loans
sponsored entities including Fannie Mae and Freddie Mac.
A measure of the loss that could occur on risk positions as a result of adverse movements in market risk
factors (e.g. rates, prices, volatilities) over a specified time horizon and to a given level of confidence.
Money lent to sovereign borrowers, banks, non-bank financial institutions and corporate entities.
Write-down/write-off
When a financial asset is written down or written off, a customer balance is partially or fully removed,
respectively, from the balance sheet. Loans (and related impairment allowance accounts) are normally
written off, either partially or in full, when there is no realistic prospect of recovery. Where loans are
secured, this is generally after receipt of any proceeds from the realisation of security. In circumstances
where the net realisable value of any collateral has been determined and there is no reasonable
expectation of further recovery, write-off may be earlier.
Wrong-way risk
An adverse correlation between the counterparty’s PD and the mark-to-market value of the underlying
transaction.
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Shareholder Information (continued)
Index
Index
A
Abbreviations 575
Accounting
developments (future) 431
policies (critical) 72
policies (significant) 432
Accounts
approval 564
basis of preparation 77, 428
consolidation 417,430
presentation of information 429
use of estimates 430
Acquisitions and disposals 78, 97
Actuarial assumptions 463
Advances to core funding ratio 215, 277
Annual General Meeting 371,566
Anti-money laundering and sanctions 558
Areas of special interest 147
Asset-backed securities 204, 206, 275
Assets 66
average balance sheet 53
by country 96, 477
by geographical region 96, 476
by global business 77, 102, 107, 113, 118, 123, 128
charged as security 542
constant currency/reported reconciliation 68
deferred tax 467
encumbered/unencumbered 223
five years 65
held for sale 156, 521
held in custody and under administration 130
intangible 517
liquid assets of principal operating entities 278
maturity analysis 532
other 522
risk-weighted 65, 78, 96, 299, 322
trading 481
Associates and joint ventures
accounting policy 442
contingent liabilities 549
interests in 74, 508
share of profit in 50
transactions with other related parties 563
Auditor
arrangements 351
remuneration 465
report 410
B
Balance sheet
average 53
consolidated 65, 419
constant currency/reported reconciliation 68
data 65, 94, 102, 107, 113, 118, 123, 128, 476
HSBC Holdings 424
insurance manufacturing subsidiaries 250
linkages 236
movement in 2013 66
Balance Sheet Management 69, 238
Bancassurance 249
Basel 309
Board of Directors
balance and independence 340
changes 4
committees 340, 347
information and support 341
meetings 340
powers 339
Brand 21
Brazilian labour claims 527
Buffers (capital) 314
Business model 13
Business principles 25
C
Capital 298
future developments 314
generation 320
management 319
measurement and allocation 320
movement in regulatory capital in 2013 304
overview 299
ratio 19
regulatory 304, 320
regulatory and accounting 306
resources 65
risk 299, 319
strength 19
structure 305
Carbon dioxide emissions 35, 363
Cash flow
accounting policy 433
consolidated statement 420
HSBC Holdings 425
notes 546
Cautionary statement regarding forward-looking
statements 574
Chairman’s Committee 26
Chinese translation 568
Client assets 90
Client selection 33
Climate business 34
Collateral and credit enhancements 178, 542
management 224
Commercial Banking 84, 214, 477
constant currency/reported profit 48
products and services 79
Commercial real estate 147, 168
Committees (Board) 347
Communication with shareholders 376, 567
Compliance risk 137, 247, 287
Concentration of exposure 197, 273
Conduct and Values committee 26
Conduits 551
Constant currency 47
Contents inside front cover
Contingent liabilities and contractual commitments 548
Contractual maturity of financial liabilities 227
Core tier 1 capital 2, 65, 299
Corporate and commercial lending 168
Corporate governance 329, 346
codes report 346
Corporate Sustainability Committee 362
Cost efficiency ratio 30, 63, 102, 107, 113, 118, 123, 128
Counterparty credit risk 303, 324
CRD IV 309, 324
Credit default swap regulatory investigation 561
Credit exposure 157
Credit mitigants 158
Credit quality 155, 164, 169
classifications 267
Credit risk 136, 150
in 2013 36, 152
insurance 255, 293
management thereof 39, 266
policies and practices 266
risk-weighted assets 300, 322
Credit valuation adjustment 486
Critical accounting policies 72
Cross-border exposures 221
Customer accounts 70, 102, 107, 113, 118, 123, 128
Customers 32
588
Customer deposit markets 214
Customer lending and deposit (combined) 69
Customers service and satisfaction 31
D
Daily trading/non-trading VaR 232, 234
Dealings in HSBC Holdings plc shares 377
Debit valuation adjustment 486
Debt securities in issue 523
accounting policy 449
Defined terms inside front cover
Deposits
accounting policy 449
core 277
average balances and average rates 53
Derivatives 157,197, 487, 499
accounting policy 440
Directors
annual incentives 382
appointments and re-election 339
benefits 396
biographies 330
Board of Directors 338
conflicts of interest 345
emoluments 464
executive 338, 342, 390, 395
exit payments 402
fees 396
induction 341
interests 402
loss of office 391
non-executive 338, 342, 391, 395
other directorships 391
pensions 401
performance evaluation 379
relations with shareholders 345
remuneration (executive) 380, 395, 397
responsibilities (statement of) 408
service contracts 390
training and development 341
variable pay 397
Disposal gains 49 / groups 521
Disposals 520, 547
Diversity and inclusion 28
Dividends 471, 565, 572
payout ratio 51
per share 51
E
Earnings per share 16, 51, 417, 471
Economic background
Europe 98
Hong Kong 104
Latin America 125
Middle East and North Africa 115
North America 120
Rest of Asia-Pacific 109
Economic contribution 21
Economic plans: HSBC Bank Brazil 561
Egypt (exposures to) 148
Employees 27
compensation and benefits 406, 453
development 27, 368
disabled 368
diversity and inclusion 28, 367
engagement 27
gender balance 28
health, welfare and safety 29
highest paid 407
numbers 27, 62, 367, 453
relations 367
remuneration policy 42, 368
reward 367
share plans 369
volunteering 34
whistleblowing 29
Encumbered assets 223
Enhanced Disclosure Task Force 131
Enquiries (from shareholders) 567
Equity 67
Equity securities 235
Environmental, social and community 34
Europe 98
balance sheet data 102, 476
collateral 179-184
constant currency/reported reconciliation 48
customer accounts 70
economic background 98
lending 180-184, 186
loan impairment charges/allowances 188-192
operating expenses 62
pension plans 261, 296
principal operations 98
profit/(loss) 98, 102, 475
profit/(loss) by country 99
regulatory update 314
review of performance 98
risk-weighted assets 96
Eurozone 148
exposures 210
Events after the balance sheet date 564
F
Fair value 484
accounting policy 437
adjustments 485
control framework 483
determination 484
movements 97
reconciliation 488
valuation bases 496
Fee income (net) 55
Fiduciary risk 137, 248, 289
Filters (six) 15
Financial assets
accounting policy 442
designated at fair value 498
not qualifying for de-recognition 507
transfers 506
Financial assets and liabilities
accounting policy 442
by measurement basis 477
Financial crime compliance 147
Financial guarantee contracts
accounting policy 47
Financial instruments
accounting policy (fair value) 437
accounting policy (valuation) 433
at fair value 482
credit quality 169, 267
net income from 56, 450
not at fair value 495
past due but not impaired 172
Financial investments 69, 197, 504
accounting policy 74, 438
gains less losses from 58
Financial liabilities designated at fair value 523
contractual maturities 227
Financial performance 16
Financial risks (insurance) 139, 253
Financial Services Compensation Scheme 549
Financial System Vulnerabilities Committee 26, 358
Financial statements 416
Five-year comparison 51, 65
Fixed pay 381
Footnotes 46, 132, 263, 318, 427
Forbearance 268
Foreclosures 164
589
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Shareholder Information (continued)
Index
Foreign currencies/exchange
accounting policy 446
exposures 542
rates 51, 65
Funding sources (diversity) 219
Funds under management 130
G
Gains on disposal of US branch network, US cards
and Ping An 59
Geographical regions 13, 96
Global businesses 15, 77, 94
Global Banking and Markets 87, 214, 477
constant currency/reported profit 48
products and services 80
Global functions 14
Global People Survey 27
Global Private Banking 90, 214, 477
constant currency/reported profit 48
products and services 80
Glossary 579
Going concern 367
Goodwill
accounting policy 73, 443
and intangible assets 512
Governance 25
Group Audit Committee 26, 348
Group CEO’s Review 6
Group Chairman’s Statement 3, (letter) 329
Group Company Secretary 335, 341
Group Management Board 25, 26, 347
Group Remuneration Committee 26, 360, 392
Group Risk Committee 26, 352
Growth priorities 12, 83, 85, 89, 91
H
Health and safety 29
Held for sale assets 521
accounting policy 450
Highlights 2
Hong Kong 104
balance sheet data 107, 476
collateral 179-184
constant currency/reported reconciliation 48
customer accounts 70
economic background 104
lending 180-184, 186
loan impairment charges/allowances 188-192
pension plans 262, 296
principal operations 104
profit/(loss) 104, 107, 475
review of performance 104
risk-weighted assets 96
HSBC Finance 162
foreclosures 164
loan modifications 176
HSBC Holdings plc
balance sheet 424
cash flow 229, 425
credit risk 203
deferred tax 470
dividends 471
employee compensation 464
financial assets and liabilities 480, 494, 523
financial instruments not at fair value 498
liquidity and funding 229, 281
market risk 241, 286
maturity analysis of assets and liabilities 538
net income from financial instruments 451
operating model 14
related parties 564
share capital 544
statement of changes in equity 426
structural foreign exchange exposures 542
subordinated liabilities 531
Human rights 34
I
Impairment
accounting policy 72, 434
allowances 188-194
assessment 272
charges 50, 61
constant currency/reported reconciliation 48
goodwill 73
impaired loans and advances 155, 185, 187
losses as percentage of loans and advances 195
methodologies 205, 275
movement by industry and geographical region 186, 191
reported/underlying reconciliation 50
Income statement (consolidated) 51, 417
Information on HSBC (availability thereof) 569
Insurance
accounting policy 447
balance sheet of manufacturing subsidiaries 250
bancassurance model 249
claims incurred (net) and movements in liabilities to
policyholders 60, 451
in 2013 250
liabilities under contracts issued 525
net earned premiums 58, 451
products 290
PVIF business 59
risk 139, 250, 258, 290, 294
Interest income/expense (net) 53
accounting policy 432
average balance sheet 53
reported/underlying reconciliation 50
sensitivities 239, 259, 286
Interest rate derivatives 527
Interim management statements 567
Interim results 567
Internal control 364
Internet crime 146
IFRSs and Hong Kong Financial Reporting Standards
comparison 429
IFRSs compliance 428
Investment criteria 15
Investment properties 444, 518
Investor relations 568
J
Joint ventures 74, 511
K
Key management personnel 562
Key performance indicators 16, 18, 19, 20, 21
L
Latin America 125
balance sheet data 128, 476
collateral 179-184
constant currency/reported reconciliation 48
customer accounts 70
economic background 125
lending 180-184, 186
loan impairment charges/allowances 188-192
principal operations 125
profit/(loss) 125, 128, 475
profit/(loss) by country 126
review of performance 125
risk-weighted assets 96
Lease commitments 549
accounting policy 444
Legal
proceedings and regulatory matters 555
risk 288
Lending – combined view 69
590
Leveraged finance transactions 209
Leverage ratio 19, 312, 328
Liabilities 66
average balance sheet 53
by geographical region 476
constant currency/reported reconciliation 68
deferred tax 467
five years 65
maturity analysis 532
of disposal groups 524
other 525
retirement benefit 457
subordinated 528
trading 522
under insurance contracts 525
Libor, Euribor and other rates investigations 559
Liquidity and funding
assets 216, 278
description 136
funds transfer pricing 280
in 2013 214
insurance 257, 293
management of risk 215, 276
net contractual cash flows 217
policies and procedures 276
primary sources of funding 276
regulation 215
Loans and advances 157, 197
accounting policy 433
by country 201
collateral 178
concentration of exposure 197
credit quality of 155
delinquency in the US 163
impairment 185
past due but not impaired 172
renegotiated 173, 268
to banks by geographical region 184, 200
to customers by industry sector and geographical region
198, 199
write-off 273
M
Madoff 555
Market capitalisation 22
Market risk
balance sheet linkages 236
description 137
in 2013 231
insurance 254, 291
monitoring and limiting exposures 281
risk-weighting assets 303, 324
sensitivity analysis 282
Maturity analysis of assets and liabilities 532
Maximum exposure to credit risk 152, 157, 159
Middle East and North Africa 115
balance sheet data 118, 476
collateral 179-184
constant currency/reported reconciliation 48
customer accounts 70
economic background 115
lending 180-184, 186
loan impairment charges/allowances 188-192
principal operations 115
profit/(loss) 115, 118, 475
profit/(loss) by country 116
review of performance 115
risk-weighted assets 96
Model risk 147
Monitor 24
Monoline insurers 208
Mortgages
lending 161, 164
lending in the US 162
591
mortgage-backed securities 203
US mortgage-related investigations 274, 556
N
Nomination Committee 26, 361
Non-controlling interests 543
Non-GAAP measures 47
Non-interest income
accounting policy 432
Non-trading portfolios 231, 234, 285
North America 120
balance sheet data 123, 476
collateral 179-184
constant currency/reported reconciliation 48
customer accounts 70
economic background 120
lending 180-184, 186
loan impairment charges/allowances 188-192
mortgage lending 161
pension plans 263, 296
personal lending 179
principal operations 120
profit/(loss) 120, 123, 475
profit/(loss) by country 121
review of performance 120
risk-weighted assets 96
Notable items 52
O
Offsetting 540
accounting policy 442
Operating expenses 50, 62
Operating income 59, 88, 477
Operating profit 452
Operating model 14
Operational risk 244, 287
in 2013 245
losses/incidents 246
Ordinary shares 373
Organisational structure chart 570
Other 92, 477
Outlook 5, 8
P
Payment protection insurance 526
Pension plans
accounting policy 445
defined benefit plans 286, 459
for directors 401
risk 138, 260, 295
Performance 7, 16, 81, 84, 87, 90, 98, 104, 111, 115, 120
operational 30
Personal lending 148, 153, 160, 165
Pillar I, II and III 320, 322
Ping An 521
Post-employment benefit plans 457
Preference shares 373
Preferred securities 528
Products and services 79, 472
Profit before tax
by country 99, 110, 116
by geographical region 96, 102, 107, 113, 118, 123
by global business 77, 94, 102, 105, 107, 113, 118, 123
consolidated 51, 417
constant currency/reported reconciliation 48
reported/underlying reconciliation 48
Profit for the year 473
Property plant and equipment 130, 518
accounting policy 444
Provisions 526
accounting policy 75, 447
Purpose 1
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Shareholder Information (continued)
Index
R
Ratios
advances to core funding 215, 277
capital 299
capital strength 2
common equity tier 1 19
core tier 1 (CET 1) 2, 65
cost efficiency 2, 63
customer advances to deposits 18
dividend payout 20, 51
dividends per share 2, 51
earnings per share 16, 51, 417
leverage 19, 312
return on average ordinary shareholders’ equity 2, 51
return on risk-weighted assets 20
return on average total assets 18, 51
stressed coverage 215, 277
Reconciliation of reported and underlying items 50
Reconciliation of RoRWA 71
Redenomination risk 211
Regulatory reform
capital 305, 320
capital buffers 314
CRD IV end point 324
reconciliation to financial accounting 306
RWA integrity 316
structured banking reform 316
systemically important banks 314
UK update 314
Related party transactions 562
Remuneration
annual report 392
benefits 384, 404
committee 360
exit factors 387
fixed pay 381, 404
GPSP 399, 405
in 2013 379
in 2014 404
key challenges 378
letter 378
members 360, 393
policy 44, 381, 387
report 378
reward strategy 379
scenarios 389
single figure 43, 395
variable pay 42, 44, 380, 393, 397, 404
Renegotiated loans 173, 178, 268
Representations and warranties 209
Repricing gap 242
Reputational risk 138, 260, 294
Rest of Asia-Pacific 109
balance sheet data 113, 476
collateral 179-184
constant currency/reported reconciliation 48
customer accounts 70
economic background 109
lending 180-184, 186
loan impairment charges/allowances 188-192
principal operations 109
profit/(loss) 109, 113, 475
profit/(loss) by country 110
review of performance 111
risk-weighted assets 96
Retail Banking and Wealth Management 81, 214, 477
constant currency/reported profit 48
customers 31
principal RBWM business 78, 82
products and services 79
Revenue 50
Risk
appetite 40
banking risks 136
capital 299
committee 352
compliance 137, 247, 287
contingent liquidity 280
counterparty 303
credit 136, 255, 266, 293
credit spread 235
cross-currency 280
description 136
data management 147
dispute 146
emerging markets 141
eurozone 148
execution 146
factors 135
fiduciary 137, 248, 289
financial (insurance) 139, 253, 290
foreign exchange 241
gap risk 284
geopolitical 142
governance 266
in 2013 36
information security 146
insurance operations 139, 249, 258
interest rate 237
internet crime 146
investigations 144
legal 288
liquidity and funding 136, 257, 293
management 39, 135
market 137, 244, 281, 291
model 147
operational 137, 244
pension 138, 260, 295
policies and practices 266
profile 134
redenomination 211
refinance 272
regulatory 142, 144
reputational 138, 260, 294
scenario stress testing 139
security and fraud 288
sustainability 138, 263, 297
systems 289
top and emerging 37, 141, 355
vendor 289
Risk-weighted assets 20, 65, 78, 96, 299, 322
integrity 316
movement in 2013 299
reported/underlying reconciliation 71
RoRWA (reconciliation of measures) 71
S
Sale and repurchase agreements 54, 68, 219, 224
accounting policy 440
Securities litigation 554
Securitisation
exposures203, 274
litigation 557
Security and fraud risk 288
Segmental analysis 472
accounting policy 433
Senior management
biographies 335, 336
emoluments 406
Share-based payments 454
accounting policy 446
Share capital 65, 544
accounting policy 449
in 2013 374
notifiable interests 377
rights and obligations 372
Share information 2, 22
Share options 403
592
Share plans 545
for directors 403
for employees 369
HSBC Bank Bermuda plans 545
Shareholder (communications with) 567
profile 566
Social contribution 35
Standards (Global) 4, 23
Statement of changes in equity 421
Statement of comprehensive income 418
Stock symbols 568
Strategic direction 7, 11, 12, 81, 84, 87, 90
Stressed coverage ratios 215
Stress testing 139, 283, 356
Structural banking reform 316
Structural foreign exchange exposure 237, 285
Structured entities 69, 550
Subsidiaries 519
accounting policy 442
Sustainable savings 30
Sustainability 10
committee 362
risk 138, 263, 297
Systemically important banks 314
Systems risk 289
T
Tax
accounting policy 75, 445
deferred tax 467
expense 64, 466
of shares and dividends 571
paid 21
reconciliation 467
tax and broker-dealer investigations 559
Three lines of defence 39, 244
Tier 1 capital (core) 299
Total shareholder return 22, 401
Trading assets 197, 481
accounting policy 437
Trading income (net) 55
Trading liabilities 522
accounting policy 437
Trading portfolios 231, 232, 284
U
Underlying performance 16, 47
Unobservable inputs 49
V
Value at risk 231, 282
Value creation 9
Values (HSBC) 25, 27
Vendor risk management 289
W
Water programme 35
Whistleblowing 29
Wholesale funding 214, 222
Wholesale lending 154, 165
Y
Youth education 35
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Shareholder Information (continued)
Contacts
HSBC HOLDINGS PLC
Incorporated in England on 1 January 1959 with
limited liability under the UK Companies Act
Registered in England: number 617987
REGISTERED OFFICE AND
GROUP HEAD OFFICE
8 Canada Square
London E14 5HQ
United Kingdom
Telephone: 44 020 7991 8888
Facsimile: 44 020 7992 4880
Web: www.hsbc.com
REGISTRARS
Principal Register
Computershare Investor Services PLC
The Pavilions
Bridgwater Road
Bristol BS99 6ZZ
United Kingdom
Telephone: 44 0870 702 0137
Email: via website
Web: www.investorcentre.co.uk/contactus
Hong Kong Overseas Branch Register
Computershare Hong Kong Investor Services
Limited
Rooms 1712-1716, 17th floor
Hopewell Centre
183 Queen’s Road East
Hong Kong
Telephone: 852 2862 8555
Email: hsbc.ecom@computershare.com.hk
Web: www.computershare.com/hk/investors
Bermuda Overseas Branch Register
Investor Relations Team
HSBC Bank Bermuda Limited
6 Front Street
Hamilton HM11
Bermuda
Telephone: 1 441 299 6737
Email: hbbm.shareholder.services@hsbc.bm
Web: www.computershare.com/investor/bm
ADR Depositary
The Bank of New York Mellon
Depositary Receipts
PO Box 43006
Providence, RI 02940-3006
USA
Telephone (US): 1 877 283 5786
Telephone (International): 1 201 680 6825
Email: shrrelations@bnymellon.com
Web: www.bnymellon.com/shareowner
Paying Agent (France)
HSBC France
103 avenue des Champs Elysées
75419 Paris Cedex 08
France
Telephone: 33 1 40 70 22 56
Email: ost-agence-des-titres-hsbc-reims.hbfr-
do@hsbc.fr
Web: www.hsbc.fr
STOCKBROKERS
Goldman Sachs International
Peterborough Court
133 Fleet Street
London EC4A 2BB
United Kingdom
Credit Suisse Securities (Europe) Limited
1 Cabot Square
London E14 4QT
United Kingdom
HSBC Bank plc
8 Canada Square
London E14 5HQ
United Kingdom
594
© Copyright HSBC Holdings plc 2014
All rights reserved
No part of this publication may be reproduced, stored in
a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording,
or otherwise, without the prior written permission of
HSBC Holdings plc.
Published by Group Finance, HSBC Holdings plc,
London
Cover designed by Black Sun Plc, London; text pages
designed by Group Finance, HSBC Holdings plc,
London, and by Communications (Asia), The Hongkong
and Shanghai Banking Corporation Limited, Hong Kong
Printed by Park Communications Limited, London,
on Revive 100 White Offset paper using vegetable oil-
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(text pages), the paper comprises 100% de-inked post-
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the rules of the Forest Stewardship Council®.
Photography
Cover by Matthew Mawson
Group Chairman and Group Chief Executive by George Brooks
Stock number 99326-8
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Connecting customers
to opportunities
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The view from HSBC Building, 8 Century Avenue, Pudong, Shanghai
The view from HSBC Main Building, 1 Queen’s Road Central, Hong Kong SAR
The view from HSBC Group Head Office, 8 Canada Square, London
HSBC Holdings plc
8 Canada Square
London E14 5HQ
United Kingdom
Telephone: 44 020 7991 8888
www.hsbc.com
HSBC Holdings plc
Annual Report and Accounts 2013