HSBC Holdings plc
Annual Report and Accounts 2020
Opening up a world
of opportunity
Contents
Strategic report
Highlights
Group Chairman’s statement
Group Chief Executive’s review
2
4 Who we are
6
8
12 Our strategy
16 How we do business
22 Board decision making and
engagement with stakeholders
25 Remuneration
26
Financial overview
30 Global businesses
37 Risk overview
41 Long-term viability and going
concern statement
Environmental, social and
governance review
43 Our approach to ESG
44 Climate
52 Customers
Employees
62
70 Governance
Financial review
Financial summary
77
85 Global businesses and geographical
regions
103 Reconciliation of alternative
performance measures
Risk review
107 Our approach to risk
110 Top and emerging risks
116 Areas of special interest
118 Our material banking risks
Corporate governance report
196 Group Chairman’s governance statement
198 Biographies of Directors and senior
management
213 Board committees
229 Directors’ remuneration report
Financial statements
Independent auditors’ report
267
278 Financial statements
288 Notes on the financial statements
Additional information
371 Shareholder information
377 Abbreviations
HSBC Holdings plc Annual Report and Accounts 2020
We have changed how we are reporting
this year
We have changed our Annual Report and
Accounts to embed the content previously
provided in our Environmental, Social and
Governance Update, demonstrating that how
we do business is as important as what we do.
This Strategic Report was approved by the
Board on 23 February 2021.
Mark E Tucker
Group Chairman
A reminder
The currency we report in is US dollars.
Adjusted measures
We supplement our IFRS figures with
non-IFRS measures used by management
internally that constitute alternative
performance measures under European
Securities and Markets Authority guidance
and non-GAAP financial measures defined
in and presented in accordance with US
Securities and Exchange Commission rules
and regulations. These measures are
highlighted with the following symbol:
Further explanation may be found on page 28.
None of the websites referred to in this Annual
Report and Accounts 2020 (including where a
link is provided), and none of the information
contained on such websites, are incorporated
by reference in this report.
HSBC Holdings plc
Annual Report and Accounts 2020
Opening up a world
of opportunity
Cover image: Opening up
a world of opportunity
We connect people, ideas and
capital across the world,
opening up opportunities for
our customers and the
communities we serve.
Opening up a world of opportunity
Our ambition is to be the preferred international financial partner for our clients.
We have refined our purpose, ambition and values to reflect our strategy and to support our
focus on execution.
Read more on our values, strategy and purpose on pages 4, 12 and 16.
Key themes of 2020
The Group has been – and continues to be – impacted by developments in the external environment, including:
Covid-19
Market factors
Geopolitical risk
The Covid-19 outbreak has significantly
affected the global economic environment
and outlook, resulting in adverse impacts on
financial performance, downward credit
migration and muted demand for lending.
Interest rate reductions and market volatility
impacted financial performance during
2020. We expect low global interest rates to
provide a headwind to improved profitability
and returns.
Levels of geopolitical risk increased with
heightened US-China tensions and the UK’s
trade negotiations with the EU notably
impacting business and investor sentiment.
We continue to monitor developments closely.
Read more on page 38.
Read more on page 26.
Read more on page 38.
Progress in key areas
The Group continued to make progress in areas of strategic focus during 2020, including:
Supporting customers
Strategic progress
Climate
We continued to support our customers
during the Covid-19 outbreak, providing relief
to wholesale and retail customers through
both market-wide schemes and HSBC-
specific measures.
We made good progress with our
transformation programme in 2020.
We have now set out the next phase
of our strategic plan.
In October 2020, we set out an ambitious
plan to prioritise sustainable finance and
investment that supports the global transition
to a net zero carbon economy.
Read more on page 17.
Read more on page 12.
Read more on page 15.
Financial performance
Non-financial highlights
Reported profit after tax
$6.1bn
(2019: $8.7bn)
Basic earnings per share
$0.19
(2019: $0.30)
Common equity tier 1 capital ratio
15.9%
(2019: 14.7%)
Gender diversity
30.3%
Women in senior leadership roles. (2019: 29.4%)
Customer satisfaction
7 out of 8
Sustainable finance and investment
$93.0bn
Cumulative total provided and facilitated
since 2017. (2019: $52.4bn)
5 out of 8
Wealth and Personal Banking markets
sustained top-three rank and/or improved
in customer satisfaction.
Commercial Banking markets sustained
top-three rank and/or improved in customer
satisfaction.
Read more on our financial overview on page 26.
Read more on how we set and define our environmental, social and governance (‘ESG’) metrics on page 18.
1
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report
Highlights
Financial performance in 2020 was impacted by the Covid-19
outbreak, together with the resultant reduction in global interest
rates. Nevertheless, performance in Asia remained resilient and
our Global Markets business delivered revenue growth.
Delivery against our
financial targets
Return on average tangible equity
3.1%
February 2020 target: in the range of 10% to
12% in 2022.
(2019: 8.4%)
Adjusted operating expenses
$31.5bn
Target: ≤$31bn in 2022.
(2019: $32.5bn)
Gross RWA reduction
$61.1bn
Target: >$100bn by end-2022.
Further explanation of performance against
Group financial targets may be found on page 26.
2
Financial performance
(vs 2019)
Outlook and strategic
update
– Reported profit after tax down 30% to
$6.1bn and reported profit before tax
down 34% to $8.8bn from higher expected
credit losses and other credit impairment
charges (‘ECL’) and lower revenue, partly
offset by a fall in operating expenses.
Reported results in 2020 included a $1.3bn
impairment of software intangibles, while
reported results in 2019 included a $7.3bn
impairment of goodwill. Adjusted profit
before tax down 45% to $12.1bn.
– Reported revenue down 10% to
$50.4bn, primarily due to the progressive
impact of lower interest rates across our
global businesses, in part offset by higher
revenue in Global Markets. Adjusted
revenue down 8% to $50.4bn.
– Net interest margin of 1.32% in 2020,
down 26 basis points (‘bps’) from 2019,
due to the impact of lower global interest rates.
– Reported ECL up $6.1bn to $8.8bn,
mainly due to the impact of the Covid-19
outbreak and the forward economic outlook.
Allowance for ECL on loans and advances to
customers up from $8.7bn at 31 December
2019 to $14.5bn at 31 December 2020.
– Reported operating expenses down
19% to $34.4bn, mainly due to the
non-recurrence of a $7.3bn impairment of
goodwill. Adjusted operating expenses
down 3% to $31.5bn, as cost-saving
initiatives and lower performance-related
pay and discretionary expenditure more
than offset the growth in investment spend.
– During 2020, deposits grew by $204bn
on a reported basis and $173bn on a
constant currency basis, with growth in all
global businesses.
– Common equity tier 1 (‘CET1’) ratio of
15.9%, up 1.2 percentage points from
14.7% at 31 December 2019, which
included the impact of the cancellation of the
fourth interim dividend of 2019 and changes
to the capital treatment of software assets.
– After considering the requirements set out in
the UK Prudential Regulation Authority’s
(‘PRA’) temporary approach to shareholder
distributions for 2020, the Board has
announced an interim dividend for 2020 of
$0.15 per ordinary share, to be paid in cash
with no scrip alternative.
In February 2020, we outlined our plan to
upgrade the return profile of our risk-weighted
assets (‘RWAs’), reduce our cost base and
streamline the organisation. Despite the
significant headwinds posed by the impact of
the Covid-19 outbreak, we have made good
progress in implementing our plan.
However, we recognise a number of
fundamental changes, including the prospect
of prolonged low interest rates, the significant
increase in digital engagement from customers
and the enhanced focus on the environment.
We have aligned our strategy accordingly.
We intend to increase our focus on areas
where we are strongest. We aim to
increase and accelerate our investments
in technology to enhance the capabilities we
provide to customers and improve efficiency
to drive down our cost base. We also intend
to continue the transformation of our
underperforming businesses. As part of our
climate ambitions, we have set out our plans to
capture the opportunities presented by
the transition to a low-carbon economy.
We will continue to target an adjusted cost
base of $31bn or less in 2022. This reflects
a further reduction in our cost base, which has
been broadly offset by the adverse impact
of foreign currency translation due to the
weakening US dollar towards the end of 2020.
We will also continue to target a gross RWA
reduction of over $100bn by the end of
2022. Given the significant changes in our
operating environment during 2020, we
no longer expect to reach our return on
average tangible equity (‘RoTE’) target
of between 10% and 12% in 2022 as
originally planned. The Group will now target
a RoTE of greater than or equal to 10%
in the medium term.
We intend to maintain a CET1 ratio above
14%, managing in the range of 14% to
14.5% in the medium term and managing
this range down in the longer term. The Board
has adopted a policy designed to provide
sustainable dividends going forward. We
intend to transition towards a target payout
ratio of between 40% and 55% of
reported earnings per ordinary share
(‘EPS’) from 2022 onwards, with the flexibility
to adjust EPS for non-cash significant items
such as goodwill or intangibles impairments.
We will no longer offer a scrip dividend option,
and will pay dividends entirely in cash.
HSBC Holdings plc Annual Report and Accounts 2020
Highlights
Key financial metrics
Reported results
Reported revenue ($m)
Reported profit before tax ($m)
Reported profit after tax ($m)
Profit attributable to the ordinary shareholders of the parent company ($m)
Cost efficiency ratio (%)
Basic earnings per share ($)
Diluted earnings per share ($)
Net interest margin (%)
Alternative performance measures
Adjusted revenue ($m)
Adjusted profit before tax ($m)
Adjusted cost efficiency ratio (%)
Expected credit losses and other credit impairment charges (‘ECL’) as % of average
gross loans and advances to customers (%)
Return on average ordinary shareholders’ equity (%)
Return on average tangible equity (%)1
Balance sheet
Total assets ($m)
Net loans and advances to customers ($m)
Customer accounts ($m)
Average interest-earning assets ($m)
Loans and advances to customers as % of customer accounts (%)
Total shareholders’ equity ($m)
Tangible ordinary shareholders’ equity ($m)
Net asset value per ordinary share at period end ($)
Tangible net asset value per ordinary share at period end ($)2
Capital, leverage and liquidity
Common equity tier 1 capital ratio (%)3
Risk-weighted assets ($m)3
Total capital ratio (%)3
Leverage ratio (%)3
High-quality liquid assets (liquidity value) ($bn)
Liquidity coverage ratio (%)
Share count
Period end basic number of $0.50 ordinary shares outstanding (millions)
Period end basic number of $0.50 ordinary shares outstanding and dilutive potential
ordinary shares (millions)
Average basic number of $0.50 ordinary shares outstanding (millions)
Dividend per ordinary share (in respect of the period) ($)4
For the year ended
2019
56,098
13,347
8,708
5,969
75.5
0.30
0.30
1.58
54,944
22,149
59.2
0.25
3.6
8.4
At 31 December
2019
2,715,152
1,036,743
1,439,115
1,922,822
72.0
183,955
144,144
8.00
7.13
14.7
843,395
20.4
5.3
601
150
20,206
20,280
20,158
0.30
2020
50,429
8,777
6,099
3,898
68.3
0.19
0.19
1.32
50,366
12,149
62.5
0.81
2.3
3.1
2020
2,984,164
1,037,987
1,642,780
2,092,900
63.2
196,443
156,423
8.62
7.75
15.9
857,520
21.5
5.5
678
139
20,184
20,272
20,169
0.15
2018
53,780
19,890
15,025
12,608
64.4
0.63
0.63
1.66
52,098
21,199
60.9
0.16
7.7
8.6
2018
2,558,124
981,696
1,362,643
1,839,346
72.0
186,253
140,056
8.13
7.01
14.0
865,318
20.0
5.5
567
154
19,981
20,059
19,896
0.51
For reconciliations of our reported results to an adjusted basis, including lists of significant items, see page 85. Definitions and calculations of other alternative
performance measures are included in our ‘Reconciliation of alternative performance measures’ on page 103.
1 Profit attributable to ordinary shareholders, excluding impairment of goodwill and other intangible assets and changes in present value of in-force insurance
contracts (‘PVIF’) (net of tax), divided by average ordinary shareholders’ equity excluding goodwill, PVIF and other intangible assets (net of deferred tax).
2 Excludes impact of $0.10 per share dividend in the first quarter of 2019, following a June 2019 change in accounting practice on the recognition of interim
dividends, from the date of declaration to the date of payment.
3 Unless otherwise stated, regulatory capital ratios and requirements are based on the transitional arrangements of the Capital Requirements Regulation in force at
the time. These include the regulatory transitional arrangements for IFRS 9 ‘Financial Instruments’, which are explained further on page 173. Leverage ratios are
calculated using the end point definition of capital and the IFRS 9 regulatory transitional arrangements. Following the end of the transition period after the UK’s
withdrawal from the EU, any reference to EU regulations and directives (including technical standards) should be read as a reference to the UK’s version of such
regulation and/or directive, as onshored into UK law under the European Union (Withdrawal) Act 2018, as amended.
4 The fourth interim dividend of 2019, of $0.21 per ordinary share, was cancelled in response to a written request from the PRA. 2019 has been re-presented accordingly.
3
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report
Who we are
About HSBC
With assets of $3.0tn and operations in 64 countries and territories at 31 December 2020, HSBC is one of the largest banking and financial services
organisations in the world. More than 40 million customers bank with us and we employ around 226,000 full-time equivalent staff. We have around
194,000 shareholders in 130 countries and territories.
Our values
Our values help define who we are as an organisation, and are key to our long-term success.
We value difference
Seeking out different
perspectives
We succeed together
Collaborating across
boundaries
We take responsibility
Holding ourselves accountable
and taking the long view
We get it done
Moving at pace and making
things happen
For further details on our strategy and purpose, see pages 12 and 16.
Our global businesses
We serve our customers through three global
businesses. On pages 30 to 36 we provide an
overview of our performance in 2020 for each
of our global businesses, as well as our
Corporate Centre.
During the year, we simplified our
organisational structure by combining Global
Private Banking and Retail Banking and
Wealth Management to form Wealth and
Personal Banking. We also renamed our
Balance Sheet Management function as
Markets Treasury to reflect the activities it
undertakes more accurately and its
relationship to our Group Treasury function
more broadly. These changes followed
realignments within our internal reporting and
include the reallocation of Markets Treasury,
hyperinflation accounting in Argentina and
HSBC Holdings net interest expense from
Corporate Centre to the global businesses.
Each of the chief executive officers of our
global businesses reports to our Group Chief
Executive, who in turn reports to the Board of
HSBC Holdings plc.
For further information on how we are governed,
see our corporate governance report on
page 195.
1 Calculation is based on adjusted revenue of our
global businesses excluding Corporate Centre,
which is also excluded from the total adjusted
revenue number. Corporate Centre had negative
adjusted revenue of $262m in 2020.
Adjusted revenue by global business1
WPB 44%
CMB 26%
GBM 30%
Wealth and Personal Banking
(’WPB’)
We help millions of our customers look
after their day-to-day finances and
manage, protect and grow their wealth.
Commercial Banking
(‘CMB’)
Our global reach and expertise help
domestic and international businesses
around the world unlock their potential.
Global Banking and Markets
(’GBM’)
We provide a comprehensive range of
financial services and products to
corporates, governments and institutions.
Our global functions
Our business is supported by a number of corporate functions and our Digital Business Services teams, formerly known as HSBC
Operations, Services and Technology. The global functions include Corporate Governance and Secretariat, Communications, Finance,
Compliance, Human Resources, Internal Audit, Legal, Marketing, Risk and Strategy. Digital Business Services provides real estate,
procurement, technology and operational services to the business.
4
HSBC Holdings plc Annual Report and Accounts 2020
Who we are
Our global reach
Multi-award winning
We aim to create long-term value for our shareholders and capture opportunity. Our goal is
to lead in wealth, with a particular focus on Asia and the Middle East. Taking advantage of
our international network, we aspire to lead in cross-border banking flows, and to serve
mid-market corporates globally. We continue to maintain a strong capital, funding and
liquidity position with a diversified business model.
We have won industry awards around the
world for a variety of reasons – ranging from
the quality of the service we provide to
customers, to our efforts to support diversity
and inclusion in the workplace.
Value of customer accounts by geography
North America
11%
UK
30%
Rest of Europe
Mainland China
8%
3%
A selection of the awards recognising
our support of customers during the
Covid-19 outbreak includes:
Euromoney Awards for Excellence 2020
Global Excellence in Leadership
Excellence in Leadership in Asia
Excellence in Leadership in the Middle
East
Greenwich Associates 2020 – Standout
Bank for Corporates in Asia During Crisis
Most Distinctive in Helping to Mitigate
Impact of Covid-19
Latin America
2%
Middle East and North Africa
3%
Rest of Asia
Hong Kong
11% 32%
We highlight a selection of our other recent
wins below.
See page 84 for further information on our customers and approach to geographical information.
Engaging with our stakeholders
Euromoney Awards for Excellence 2020
World’s Best Bank for Sustainable Finance
World’s Best Bank for Transaction Services
Hong Kong’s Best Bank
The Banker Innovation in Digital Banking
Awards 2020
Best Digital Bank in Asia
Customers
Employees
Investors
Communities
Regulators and
governments
Suppliers
Asia Insurance Industry Awards 2020
Life Insurance Company of the Year
Building strong relationships with our stakeholders helps enable us to deliver our
strategy in line with our long-term values, and operate the business in a sustainable
way. Our stakeholders are the people who work for us, bank with us, own us, regulate
us, and live in the societies we serve and the planet we all inhabit. These human
connections are complex and overlap. Many of our employees are customers and
shareholders, while our business customers are often suppliers. We aim to serve,
creating value for our customers and shareholders. Our size and global reach mean
our actions can have a significant impact. We are committed to doing business
responsibly, and thinking for the long term. This is key to delivering our strategy.
Our section 172 statement, detailing our Directors’ responsibility to stakeholders, can be found
on page 22.
PWM Wealth Tech Awards 2020
Best Global Private Bank for Digital
Customer Experience
Stonewall
Stonewall Top Global Employers List – 2020
5
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020
Strategic report
Group Chairman’s statement
The past year brought unprecedented challenges, but our
people responded exceptionally well and our performance
has been resilient.
helped ensure our customers received the
support they needed – all the while managing
their own, at times extremely difficult,
situations at home. On behalf of the Board, I
would like to express my deepest thanks to
them all for the exceptional way they are
responding to these most challenging
circumstances.
Against this backdrop, HSBC demonstrated a
resilient performance. Reported profit before
tax was $8.8bn, a fall of 34%, and adjusted
profit before tax was $12.1bn, down 45%.
Within this, Global Banking and Markets
performed particularly well, while Asia was
once again by far the most profitable region.
Deposits also increased significantly across
the Group, reinforcing the strength of our
funding and liquidity positions.
In response to a request from the UK’s
Prudential Regulation Authority, we cancelled
the fourth interim dividend for 2019. We also
announced that, until the end of 2020, we
would make no quarterly or interim dividend
payments or accruals in respect of ordinary
shares. This was a difficult decision and we
deeply regret the impact it has had on our
shareholders. We are therefore pleased to
restart dividend payments at the earliest
opportunity. The Board has announced an
interim dividend of $0.15 for 2020, and
adopted a policy designed to provide
sustainable dividends in the future.
Board of Directors
The confirmation of Noel Quinn as permanent
Group Chief Executive underlined the Board’s
belief that he is the best person to lead
the delivery of the strategic plan. We look
forward to working closely with Noel and
the management team as they focus on
executing our strategic priorities in 2021.
Jamie Forese, Steve Guggenheimer and
Eileen Murray joined the Board as independent
non-executive Directors in 2020. All three
have already demonstrated the valuable skills,
expertise and experience they bring across
a wide range of areas, including technology.
We have also announced that Dame Carolyn
Fairbairn will join the Board as an independent
non-executive Director. Carolyn will bring
a wealth of relevant experience, and her
appointment will be effective from
1 September 2021.
Mark E Tucker
Group Chairman
6
In 2020, we experienced economic and
social upheaval on a scale unseen in
living memory. Even before the year
began, the external environment was
being reshaped by a range of factors
– including the impact of trade tensions
between the US and China, Brexit, low
interest rates and rapid technological
development. The spread of the Covid-19
virus made that environment all the more
complex and challenging.
The Covid-19 pandemic has severely impacted
our customers, our colleagues, our
shareholders and the communities we serve.
The first priority was, and remains, dealing
with the public health crisis, but the economic
crisis that unfolded simultaneously has also
been unprecedented in recent times. The
financial services industry has been at the
forefront of helping businesses and individuals
through the difficulties they have faced,
working with governments and regulators
towards expected recovery and future growth.
I am enormously proud of the professionalism,
dedication and energy that my colleagues
around the world have demonstrated as they
HSBC Holdings plc Annual Report and Accounts 2020 Group Chairman’s statement
“ There are many
opportunities ahead
for a bank with HSBC’s
competitive strengths.”
As reported in the Annual Report and
Accounts 2019, Sir Jonathan Symonds and
Kathleen Casey retired from the Board last
year. Today we also announced that Laura Cha
will step down from the Board immediately
after our 2021 Annual General Meeting
(‘AGM’) in May. I would like to thank
Jon, Kathy and Laura for the enormous
contributions they made to HSBC during their
years of service. We are now in the advanced
stages of a search for suitable candidates
to join and strengthen the Board, and I will
update further on the outcome of this search
in due course.
Like the rest of the Group, the Board had to
adapt its ways of working in 2020. We met
virtually for much of the year, which brought
benefits including less travel and more
frequent, shorter meetings. It will be important
for us to consider how we retain what has
worked well over the last year once restrictions
are lifted and it becomes possible to travel
once again.
The Board enjoys the constructive discussions
that we have with shareholders at the AGM in
the UK and the Informal Shareholders’
Meeting in Hong Kong, so it was a matter of
regret that we did not meet in person in 2020.
While we did maintain regular contact with
shareholders throughout the year, we will
resume our face-to-face engagement with
shareholders in the UK, Hong Kong and more
widely, as soon as is practicable.
External environment
After the significant deterioration in global
economic conditions in the first half of the year
due to the Covid-19 pandemic, there were
signs of improvement in the second half,
especially in Asia. The most impressive
economic recovery has been in China – still
the biggest driver of global growth – where
international trade is rebounding most
strongly. The signing of the Regional
Comprehensive Economic Partnership should
further boost intra-regional activity across
Asia, while the recent political agreement
between the EU and China on an investment
deal should, once ratified, bolster the already
significant two-way investment flows.
Covid-19 infection levels remain very high in
Europe, the US and Latin America, and new
variants of the virus have spread quickly. This
has necessitated new lockdown measures
in the UK and other countries. While the
deployment of multiple vaccines means we
are more optimistic about the future, there is
clearly still some way to go before life can
return to something like normality. Recovery
will therefore take longer in these economies,
with growth more likely later in 2021 in
these economies.
The agreement of a trade deal between the
UK and EU prior to the end of 2020 provides
some certainty for cross-border trade.
However, the reduced access for financial
services under these new arrangements
means that further work is needed to maintain
the level playing field that has existed until
now. Given the many benefits that the UK
financial services industry brings to the UK
and EU economies, equivalence must be a
key priority for both parties.
The geopolitical environment remains
challenging – in particular for a global bank
like HSBC – and we continue to be mindful
of the potential impact that it could have on
our strategy. We continue to engage fully
and frequently with all governments as we
seek to do everything we possibly can to
help our customers navigate an increasingly
complex world.
Capturing future opportunities
Given the external environment, it is vital
we stay focused on what we can control.
The Board is confident there are many
opportunities ahead for a bank with HSBC’s
competitive strengths. This makes it all the
more important that we position ourselves
to capture them.
While we prioritised supporting our customers
and our people during the pandemic, we
made good progress against the three
strategic priorities announced in February
2020 – reallocating capital from
underperforming parts of the business,
reducing costs and simplifying the
organisation. In particular, the Board worked
closely with the management team over the
course of the year on plans to accelerate
progress and investment in key areas of
growth, which include our Asian franchise,
our wealth business and new technology
across the Group.
We are today unveiling the outcome of
extensive consultation with our people and
customers on the Group’s purpose and values.
Being clear about who we are, what we stand
for and how this connects to our strategy is an
important part of how we align and energise
the organisation to create long-term value for
all those we work with and for – our investors,
customers, employees, suppliers and the
communities we serve. The Board fully
endorses the outcome of this work.
Our commitment to create sustainable value is
demonstrated by the new climate ambitions
we announced in October 2020. The most
significant contribution that HSBC can make
to the fight against climate change is to bring
our customers with us on the transition to a
low-carbon future. Our goal of being net zero
for our financed emissions by 2050 sends an
important signal to our investors, our
customers and our people – if our clients are
prepared to change their business models and
make that transition, we will help and support
them to do so. HSBC was also delighted to be
one of the founding signatories of the Terra
Carta, which was launched last month by HRH
The Prince of Wales’ Sustainable Markets
Initiative. Further details about all of the steps
we are taking towards a more sustainable
future are set out in the ESG review, which for
the first time is included within the Annual
Report and Accounts 2020.
Finally, 2020 underlined once again that
our people are the driving force behind
our business. I would like to reiterate how
enormously grateful I am to my colleagues for
the great dedication and care they showed to
our customers and to each other during such
testing times. Further empowering and
enabling them to do their jobs and execute
our strategic priorities is the key to our
future success.
Mark E Tucker
Group Chairman
23 February 2021
7
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report
Group Chief Executive’s review
With a blueprint for the future and a renewed purpose to guide us,
we are building a dynamic, efficient and agile global bank with a
digital-first mindset, capable of providing a world-leading service
to our customers and strong returns for our investors.
digital capabilities – both in 2020 and in
previous years – enabled our customers to
access more services remotely, and we
worked closely with our regulators around the
world to open new digital channels in a safe
and secure way. In total, we provided more
than $26bn of relief to our personal customers
and more than $52bn to our wholesale
customers, both through government
schemes and our own relief initiatives. We also
played a vital role in keeping capital flowing for
our clients, arranging more than $1.9tn of loan,
debt and equity financing for our wholesale
customers during 2020.
Even in the middle of the pandemic, we
continued to look to the future. In October, we
announced our ambition to become a net zero
bank by 2050, supporting customers through
the transition to a low-carbon economy and
helping to unlock next-generation climate
solutions. If the Covid-19 pandemic provided a
shock to the system, a climate crisis has the
potential to be much more drastic in its
consequences and longevity. We are therefore
stepping up support for our clients in a material
way, working together to build a thriving
low-carbon economy and focusing our
business on helping achieve that goal.
The actions we outlined in February 2020
are largely on track or ahead of where
we intended them to be, despite the
complications of the pandemic. We renewed
and re-energised the senior management
team, with around three-quarters of the Group
Executive Committee in post for just over a
year or less. Our business is more streamlined
than it was a year ago, with three global
businesses instead of four and increased
back-office consolidation. Costs are down
materially, with over $1bn of gross operating
costs removed during 2020. We are also
already more than half-way towards our target
to reduce at least $100bn of gross risk-
weighted assets by 2022. Unfortunately, the
changed interest-rate environment means
we are no longer able to achieve a return
on tangible equity of 10% to 12% by 2022.
We will now target a return on tangible equity
of 10% or above over the medium term.
The world around us changed significantly
in 2020. Central bank interest rates in many
countries fell to record lows. Pandemic-related
lockdowns led to a rapid acceleration in the
shift from physical to digital banking. Like
many businesses, we learned that our people
could be just as productive working from
Noel Quinn
Group Chief Executive
8
In 2020, HSBC had a very clear mandate
– to provide stability in a highly unstable
environment for our customers,
communities and colleagues. I believe
we achieved that in spite of the many
challenges presented by the Covid-19
pandemic and heightened geopolitical
uncertainty.
Our people delivered an exceptional level
of support for our customers in very tough
circumstances, while our strong balance sheet
and liquidity gave reassurance to those who
rely on us. We achieved this while delivering
a solid financial performance in the context
of the pandemic – particularly in Asia – and
laying firm foundations for our future growth.
I am proud of everything our people achieved
and grateful for the loyalty of our customers
during a very turbulent year.
2020
Helping our customers emerge from the
Covid-19 pandemic in a sustainable position
was our most pressing priority. We did this by
equipping our colleagues to work from home
at the height of the pandemic, and keeping the
vast majority of our branches and all of our
contact centres open. Our investment in our
HSBC Holdings plc Annual Report and Accounts 2020 Group Chief Executive’s review
“ Helping our customers
emerge from the Covid-19
pandemic in a sustainable
position was our most
pressing priority.“
home as in the office. Also, as the world
resolved to build back responsibly from the
pandemic, governments, businesses and
customers united to accelerate a low-carbon
transition that works for all.
All of these things caused us to adjust and
reinforce elements of our strategy to fit this
new environment. The growth plans that we
have developed are a natural progression of
our February 2020 plans. They aim to play to
our strengths, especially in Asia; to accelerate
our technology investment plans to deliver
better customer service and increased
productivity; to energise our business for
growth; and to invest further in our own
low-carbon transition and that of our
customers. They are also designed to
deliver a 10% return on tangible equity over
the medium term in the current low interest-
rate environment.
Our purpose
As we charted the next stage of HSBC’s
journey, we also reflected on our purpose as a
business. We consulted widely both internally
and externally, speaking to thousands of
colleagues and customers, and looked deeply
into our history. The same themes came up
again and again.
HSBC has always focused on helping
customers pursue the opportunities around
them, whether as individuals or businesses.
Sometimes those opportunities are clear and
visible, and sometimes they are far from
obvious. Sometimes they arise in the next
street, and sometimes on the next continent.
Sometimes they exist in the status quo, and
sometimes they are a product of great social
or economic change. But always, they
represent a chance for our customers to grow
and to help those close to them – protecting,
nurturing, building.
‘Opening up a world of opportunity’ both
captures this aim and lays down a challenge
for the future. Opportunity never stands still. It
changes and evolves with the world around
us. It is our job to keep making the most of it,
and to find and capture it with a spirit of
entrepreneurialism, innovation and
internationalism that represents HSBC at its
very best. This is the essence of what our
plans intend to deliver, and what we intend to
keep delivering for our customers, colleagues
and communities as we navigate change and
complexity together.
Financial performance
The pandemic inevitably affected our 2020
financial performance. The shutdown of much
of the global economy in the first half of the
year caused a large rise in expected credit
losses, and cuts in central bank interest rates
reduced revenue in rate-sensitive business
lines. We responded by accelerating the
transformation of the Group, further reducing
our operating costs and moving our focus
from interest-rate sensitive business lines
towards fee-generating businesses. Our
expected credit losses stabilised in the second
half of the year in line with the changed
economic outlook, but the revenue
environment remained muted.
As a consequence, the Group delivered
$8.8bn of reported profit before tax, down
34% on 2019, and $12.1bn of adjusted profits,
down 45%. Our Asia business was again the
major contributor, delivering $13bn of adjusted
profit before tax in 2020.
Adjusted revenue was 8% lower than in 2019.
This was due mainly to the impact of interest
rate cuts at the start of the year on our deposit
franchises in all three global businesses. By
contrast, our Global Markets business
benefited from increased customer activity
due to market volatility throughout the year,
growing adjusted revenue by 27%.
We made strong progress in reducing our
operating expenses. A combination of our
cost-saving programmes, cuts in
performance-related pay and lower
discretionary spending due to the Covid-19
pandemic helped to reduce our adjusted
operating expenses by $1.1bn or 3%.
9
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report | Group Chief Executive’s review
Response to Covid-19
Our operations have stayed highly
resilient and we are participating in
several Covid-19 relief measures.
Approximately
85%
of our employees are now equipped to work
from home.
We provided over
$26bn
of relief to our personal customers.
Our investment plans remain essential to the
future of the business. We continued to invest
heavily in technology while managing costs
down, spending $5.5bn during 2020.
Our funding, liquidity and capital remain
strong. We grew deposits by $173bn on a
constant currency basis, with increases across
all three global businesses. Our common
equity tier one ratio was 15.9% on 31
December 2020.
Our shareholders
It was a difficult year for our shareholders.
The Covid-19 pandemic and the impact of
geopolitics weighed heavily on our share price
throughout 2020. In March, we cancelled the
payment of our fourth interim dividend for 2019
at the request of our lead regulator, and also
agreed not to make any quarterly or interim
dividend payments until the end of 2020. This
particularly affected shareholders who rely on
our dividend for income. It was a priority for the
management team to get back to being able to
pay dividends by the end of the year, and we
were pleased to be able to recommend the
payment of an interim dividend for 2020.
10
Dividends are hugely important, but so is
capacity for growth. To deliver both, we are
adopting a new policy designed to provide
sustainable dividends, offering good income
while giving management the flexibility to
reinvest capital to grow the firm over the
medium term. We will consider share
buy-backs, over time and not in the near term,
where no immediate opportunity for capital
redeployment exists. We will also no longer
offer a scrip dividend option, and will pay
dividends entirely in cash.
The last 12 months were tough, but I am highly
focused on turning our performance around in
2021 and beyond. I strongly believe that the
combination of our growth plans and our new
dividend policy will unlock greater value for our
shareholders in the years to come.
Opening up a world of opportunity
‘Opening up a world of opportunity’ is more
than a purpose – it is a statement of intent.
Everything that we plan to do over the next
decade is designed to unlock opportunity
for our stakeholders, whether customers,
colleagues, shareholders or communities.
We intend to do this by building a dynamic,
efficient and agile global bank with a
digital-first mindset, capable of providing
a world-leading service to our customers and
strong returns for our investors. We will also
need to focus intently on the areas where
we excel, and to foster a commercial and
entrepreneurial culture with a conviction to get
things done. We believe we can achieve this in
four ways.
First, we plan to focus on and invest in the
areas in which we are strongest. In Wealth
and Personal Banking, we aim to become a
market-leader for high net worth and ultra high
net worth clients in Asia and the Asian
diaspora, and to invest in our biggest retail
markets where the opportunity is greatest. In
Commercial Banking, we want to remain a
global leader in cross-border trade, and to lead
the world in serving mid-market corporates
internationally. In Global Banking and Markets,
we intend to invest to capture trade and capital
flows into and across Asia, while connecting
global clients to Asia and the Middle East
through our international network.
everything that we want to achieve. It is how
we intend to win new customers and retain
them, to become more agile and efficient, to
create richer, seamless customer journeys,
and to build strong and innovative
partnerships that deliver excellent benefits
for our customers. We have an opportunity
to meet the growing market need for
sophisticated, robust and rapid payment
solutions, and to lead our industry in applying
digital solutions to analogue services, such as
trade. We therefore intend to protect
technology investment throughout the cycle,
even as we reduce spending elsewhere.
Third, we want to energise HSBC for growth
through a strong culture, simple ways of
working, and by equipping our colleagues
with the future skills they need. Giving life to
our purpose will be critical to building the
dynamic, entrepreneurial and inclusive culture
that we want to create, as will removing the
remaining structural barriers that sometimes
stop our people from delivering for our
customers. We need to change the way we
hire to build skills and capabilities in areas that
are different to what we have needed
historically, including data, artificial
intelligence, and sustainable business models.
Our expanded HSBC University will also help
to upskill and reskill our people, while fostering
more of the softer skills that technology can
never replace.
Fourth, we will seek to help our customers and
communities to capture the opportunities
presented by the transition to a low-carbon
economy. Accelerating this transition is the
right thing to do for the environment, but also
the right thing commercially. We intend to
build on our market-leading position in
sustainable finance, supporting our clients
with $750bn to $1tn of sustainable financing
and investment over the next 10 years. We
also intend to unlock new climate solutions by
building one of the world’s leading climate
managers – HSBC Pollination Climate Asset
Management – and helping to transform
sustainable infrastructure into a global asset
class. These will help us achieve our ambition
to align our portfolio of financed emissions to
the Paris Agreement goal to achieve net zero
by 2050.
Second, we intend to increase the pace at
which we digitise HSBC through higher levels
of technology investment. This underpins
Championing inclusion
I believe passionately in building an inclusive
organisation in which everyone has the
HSBC Holdings plc Annual Report and Accounts 2020 Group Chief Executive’s review
” I believe passionately
in building an inclusive
organisation in which
everyone has the
opportunity to fulfil
their potential”
opportunity to fulfil their potential. Failing to do
so isn’t just wrong, it is totally self-defeating. It
means you don’t get the best out of the talent
you have, and sends the wrong signals to the
people you want to recruit. An inclusive
environment is the foundation of a truly
diverse organisation, with all of the rewards
that brings.
There is much still to do, but we are moving in
the right direction. More than 30% of our
senior leaders are female, in line with the goal
we set to achieve by the end of 2020. I want
that number to increase to at least 35% by
2025, and we have a number of initiatives in
place to help achieve it. In May, we launched a
new global ethnicity inclusion programme to
better enable careers and career progression
for colleagues from ethnic minorities, and in
July, we made a series of commitments to
address feedback from Black colleagues in
particular. These included a commitment to
more than double our number of Black senior
leaders by 2025.
I am particularly proud that during a difficult
year, which included a large-scale redundancy
programme, employee sentiment improved
within HSBC. Around 71% of my colleagues
said that they found HSBC to be a great place
to work, up from 66% in 2019. However, the
view varies across employees from different
groups. We know, for example, that
employees with disabilities or who identify as
ethnic minorities do not feel as engaged as
others. I take these gaps very seriously.
Better demographic data globally will help us
benchmark and measure our progress more
effectively, and we are taking concerted steps
to be able to capture that information
where possible.
2021 outlook
We have had a good start to 2021, and I am
cautiously optimistic for the year ahead. While a
spike in Covid-19 infection rates led to renewed
lockdown measures in many places at the start
of 2021, the development of multiple vaccines
gives us hope that the world will return to some
form of normality before long. Nonetheless, we
remain reactive to the ebb and flow of the
Covid-19 virus and prepared to take further
steps to manage the economic impact
where necessary.
The geopolitical uncertainty that prevailed
during 2020 remains a prominent feature of
our operating environment. We are hopeful
that this will reduce over the course of 2021,
but mindful of the potential impact on our
business if levels remain elevated. We remain
focused on serving the needs of our
customers, colleagues and communities in all
our markets.
Our people
I would like to pay tribute to my colleagues
and all those who supported them throughout
a difficult year. HSBC is a community of
around 226,000 colleagues – but it relies just
as much on the family, friends and support
networks that help them be the best they can
be. Our people did extraordinary things in
2020, but it asked a lot of those around them. I
am hugely grateful to everyone who helped
HSBC – whether directly or indirectly – in
supporting our customers, communities and
each other over the last 12 months.
Noel Quinn
Group Chief Executive
23 February 2021
11
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020
Strategic report
Our strategy
Our strategy
With continued delivery against our February 2020 commitments, we
are now in the next stage of our strategic plan, which responds to the
significant shifts during the year and aligns to our refreshed purpose,
values and ambition.
Progress on our 2020 commitments
In February 2020, we outlined our plan to
upgrade our returns profile through recycling
risk-weighted assets (‘RWAs’) out of low-
return franchises into higher-performing ones,
reducing our cost base and streamlining
our organisation.
we outlined. We delivered $1bn of cost
programme saves. We also reduced gross
RWAs by $52bn, including $24bn from our
non-ring-fenced bank in Europe and the UK,
and are currently on track to meet the greater
than $100bn target outlined by 2022.
During 2020, in spite of significant headwinds
posed by the impact of the Covid-19 outbreak
across our network, we made significant
progress on delivering against the ambitions
We took bold steps to simplify our
organisation, including the merger of Retail
Banking and Wealth Management and Global
Private Banking to form Wealth and Personal
Banking. We also reduced management layers
in Global Banking and Markets and our
non-ring-fenced bank in Europe and the UK.
We have built a strong capital position, ending
the year with a CET1 ratio of 15.9%. Our return
on tangible equity (‘RoTE’) of 3.1% was
negatively impacted by the Covid-19 outbreak
and the challenging macroeconomic
environment, including lower interest rates
and higher expected credit losses.
Responding to the new environment
There was a set of fundamental shifts in 2020 that profoundly impacted our organisation as well as the wider financial services sector. We have
adapted our strategy accordingly.
Low interest-rate environment
Interest rates are expected to remain lower for
longer, resulting in a more difficult revenue
environment for the financial services sector.
The new digital experience economy
Remote working and global lockdowns due to
the Covid-19 outbreak have increased our
customers’ propensity and preference to
engage digitally.
Increased focus on sustainability
The demand for sustainable solutions and
green finance rose to new highs in 2020.
Evolution of major interbank rates1
Three-month interbank offered rates (%)
3.0
2020
1.5
0.0
2018
2019
2020
2021
US
UK
Hong Kong
Digital banking usage up c.30%2
in the industry
% customers increasing digital usage,
mid-2020 vs pre-Covid-19
80
60
40
20
0
Mobile
Online
Average
US
UK
China
India
HSBC customer trends
125%
Increase in HSBCnet
mobile downloads3
253%
Increase in HSBCnet
mobile payments3
Green, social and sustainability
(’GSS’) bond market4
$bn
GSS share
of global debt
capital markets
2018
179
2019
2020
261
2.7%
3.6%
5.0%
445
Companies with
disclosed climate
action targets
under the Science
Based Targets Initiative
228
1,106
We are responding by targeting fee income
growth in wealth and wholesale banking
products and improving cost efficiencies.
We are responding by increasing investments
in technology across our customer platforms.
We stepped up our climate ambitions – we
aim to be a net zero bank and support our
clients in their transition with $750bn to $1tn
of financing.
1 Source: Datastream.
2 Source: Bain & Company Covid-19 Pulse Survey, July 2020; Overall sample: 10,000.
3 Fourth quarter of 2020 vs fourth quarter of 2019.
4 Source: Dealogic.
12
(in 2018)(in 2020)HSBC Holdings plc Annual Report and Accounts 2020
Our strategy
Shifting capital to areas with the highest returns and growth
We are responding to the changes in our
operating environment, and building on our
2020 commitments. Our strategy includes
accelerating the shift of capital to areas,
principally Asia and wealth, that have
demonstrated the highest returns and where
we have sustainable advantage through scale.
Our international network remains a key
competitive advantage and we will continue to
support cross-border banking flows between
major trade corridors. Supported by these
shifts, we are aiming to reach mid-single-digit
revenue growth in the medium to long term1,
with a higher proportion of our revenue
coming from fee and insurance income.
Capital allocation
Asia
(as a % of Group tangible equity2)
Wealth and Personal Banking
(as a % of Group tangible equity3)
Fees and insurance
(as a % of total revenue)
2020
c.42%
2020
c.25%
2020
Medium to long term
c.50%
Medium to long term
c.35%
Medium to long term
c.29%
c.35%
2020
2020
2020
1 Medium term is three to four years; long term is five to six years.
2 Based on tangible equity of the major legal entities excluding associates, Holdings companies, consolidation adjustments, and any potential inorganic actions.
3 WPB tangible equity as a share of tangible equity allocated to the global businesses (excluding Corporate Centre). Excludes Holdings companies,
consolidation adjustments, and any potential inorganic actions.
Group targets, dividend and capital policy
To support the ambitions of our strategy, we have revised our Group targets, dividend and capital policy.
Adjusted costs in 2022
Gross RWA reduction by end of 20221
CET1 ratio
≤$31bn
(on December 2020 average exchange rate;
or ≤$30bn using full year 2020 average
exchange rate)
>$100bn
≥14%
(manage in 14% to 14.5% range over
medium term2, and manage the range
down further long term2)
Sustainable cash dividends with
a payout ratio3 of
40% to 55%
from 2022 onwards
RoTE over medium term
≥10%
(vs 10% to 12% in 2022 in February 2020
commitment)
We have increased our 2022 cost reduction target by $1bn and we plan to keep costs stable from 2022. We also plan to reduce tangible equity in the
US and in our non-ring-fenced-bank in Europe and the UK, and increase tangible equity in Asia and in Wealth and Personal Banking. Dividends could
be supplemented by buy-backs or special dividends, over time and not in the near term4. We will also no longer offer a scrip dividend option, and will
pay dividends entirely in cash. Given the significant changes in our operating environment during 2020, we no longer expect to reach our RoTE target
of between 10% and 12% in 2022 as originally planned.
1 Excludes any inorganic actions.
2 Medium term is three to four years; long term is five to six years.
3 We intend to transition towards a target payout ratio of between 40% and 55% of reported earnings per ordinary share (‘EPS’) from 2022 onwards, with the
flexibility to adjust EPS for non-cash significant items, such as goodwill or intangibles impairments.
4 Should the Group find itself in an excess capital position absent compelling investment opportunities to deploy that excess.
13
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020
Strategic report | Our strategy
Our strategy
We have embedded our purpose, values and ambition into our strategy. Our purpose is ‘Opening up a world of opportunity’. Our values are:
we value difference; we succeed together; we take responsibility; and we get it done. Our ambition is to be the preferred international financial
partner for our clients. Our strategy centres around four key areas: focus on our areas of strengths; digitise at scale to adapt our operating
model for the future; energise our organisation for growth; and support the transition to a net zero global economy.
Focus on our strengths
In our global businesses
In each of our global businesses, we will focus on areas where we are strongest and have significant opportunities for growth. We aim to invest
approximately $6bn in Asia1, where we intend to drive double-digit growth in profit before tax in the region in the medium to long term2.
Wealth and Personal Banking
Our goal is to lead in wealth, with a particular
focus on Asia and the Middle East, while
investing in our largest retail markets such as
Hong Kong and the UK. Over the medium to
long term, we intend to grow wealth revenue
at more than 10% compound annual growth
rate, and grow Asia wealth assets under
management faster than the market. In
support of these ambitions, we aim to: capture
opportunities to serve high and ultra high net
worth segments across Asia, especially in
China, south-east Asia, Hong Kong and
Singapore; deploy our manufacturing
capabilities at scale in insurance and asset
management; and build propositions that
facilitate client origination from our wholesale
businesses.
Commercial Banking
Taking advantage of our international
network, we aspire to lead in supporting
cross-border trade and in serving mid-market
corporates globally. We plan to accelerate
international client acquisition and deepen our
share of wallet in cross-border services. We
aim to develop front-end ecosystems to drive
international mid-market client acquisition at
scale. We plan to improve SME propositions
in key markets with digital sales and service
journeys. We will also continue to invest in
our front-end platforms for Global Liquidity
and Cash Management, Global Trade and
Receivables Finance and Foreign Exchange to
drive more fee income and accelerate our
asset distribution.
Global Banking and Markets
We will continue to invest in Global Banking and
Markets as a leading international bank in Asia
and the Middle East, with a global network to
support trade and capital flows. We aim to
invest in areas such as: enhancing digital
platforms for our Asia wealth propositions,
including structured products and foreign
exchange; market access and execution
capabilities in Global Markets and Securities
Services; and expansion of our investment
banking coverage across Asia. The next five
years should see Global Banking and Markets
pivot to a less volatile and higher-returns model,
relying less on our balance sheet, and focusing
more on the growing capital markets
opportunity in Asia and the Middle East.
We aim to invest more than
We aim to invest approximately
We aim to invest approximately
$3.5bn
$2bn
$0.8bn
in Asia over five years to 20251.
across global platforms3 over five years to 20251.
in Asia over five years to 20251.
Continued execution of our transformation programme
To help create capacity for growth, we are refocusing our US business, our non-ring-fenced bank in Europe and the UK, and our Global
Banking and Markets business.
A focused international business in the US
We will continue to invest in our substantial
corporate and institutional franchise in the US
over the medium to long term, including taking
actions to further increase international
connectivity and revenue in other geographies
where HSBC and our US client base have a
strong presence around the world including
Asia, the Middle East, the UK and continental
Europe. We continue to explore strategic
options with respect to our US retail franchise,
looking to focus on our high net worth, Jade
and Premier client base and wealth
management products, while reviewing other
options in respect of our retail banking
presence.
Our non-ring-fenced bank in Europe and
the UK
Our non-ring-fenced bank will focus on a
wholesale footprint that serves international
customers both outbound and inbound within
our network. We intend to continue investing in
our transaction banking franchise that has
strong linkage to Asia. We are continuing with
the strategic review of our retail banking
operations in France and are in negotiations in
relation to a potential sale, although no decision
has yet been taken. If any sale is implemented,
given the underlying performance of the French
retail business, a loss on sale is expected. We
simplified our operating model, with shared
services between our two hubs in London and
Paris. We plan to continue reducing complexity
in our RWA and cost consumption, and we aim
to reduce costs5 by approximately 20% by 2022.
Our Global Banking and Markets business
Our Global Banking and Markets business will
refocus on Asia and the Middle East. We aim
to be the pre-eminent corporate and
investment bank in Asia, focusing on
opportunities such as the regionalisation of
trade and capital flows and the rise in wealth
creation. We will focus on serving clients into
and within Asia and the Middle East, and
providing global institutions with access to
developed and emerging markets. We are
redeploying capital and moving centres of
excellence in Global Markets and Global
Banking closer to clients in Asia as we
allocate investments to the region.
Commercial Banking and Global Banking
revenue4 ($bn)
RWA5 ($bn)
2020
1.9
Medium-term
mid-single-digit
compound annual
growth rate
2019
20206
2022
Shifting allocation of RWAs (%)
173
167
c.(25)%
2019
2020
2022
1 Consists of ‘growth investment’, which refers to investment in strategic business growth
(including the build-out of front-line staff).
East: Asia-Pacific and the Middle East
West: Europe and the Americas
2 Medium term is three to four years; long term is five to six years.
3 Commercial Banking platforms will be tested in Asia and rolled out globally thereafter.
4 Including Global Liquidity and Cash Management and Global Trade and Receivables Finance revenue.
5 Excludes any inorganic actions.
6 Gross RWA saves of $24.4bn achieved in 2020, largely offset by changes in asset size and quality, and updates to models, methodology and policy.
2019
2020
2022
14
2019
HSBC Holdings plc Annual Report and Accounts 2020 Our strategy
Digitise at scale
We plan to grow investments1 at a compound
annual growth rate of approximately 7% to
10% from 2019 to 2022. We will focus our
investments in areas such as technology to
improve our customers’ digital experiences
while ensuring security and resilience. These
investments will be funded in part by using
technology to drive down costs, including a
reduction in manual client processes and a
reduction in our commercial real estate
footprint.
Investing in technology
We aim to deliver excellent customer
experience throughout our network,
including through the use of straight-through
processing for payments, and through
partnerships with big technology firms and
fintechs for innovation support. We also
intend to build platforms for higher front-end
productivity, including arming our front-line
staff with data analytics and visualisation for
key insights. We plan to automate our middle
and back office by, for example, integrating
machine-learning to improve analytics
capabilities. We also plan to build solutions to
Energise for growth
We are moving to a leaner and simpler
organisation that is energised and fit for
the future.
Inspire a dynamic culture
We intend to re-energise our culture to
succeed with purpose and bring our values
to life. We also aim to adopt future ways of
working. To support these objectives, we
secured inputs from approximately 120,000
colleagues and engaged with over 2,500
customers to help shape our renewed purpose
and values, which have been embedded into
our strategy. Furthermore, we are launching
new leadership expectations that help to: give
life to our purpose; unleash our organisation’s
potential; and see through our actions.
Transition to net zero
Our ambition is to support the transition to a
net zero global economy.
Becoming a net zero bank
We are making changes both in our own
operations and for our customers through
our financing portfolio. We aim to bring our
operations and supply chain to net zero by
2030 or sooner. We also plan to align our
financed emissions – the carbon emissions
of our portfolio of customers – to the Paris
Agreement goal to achieve net zero by 2050
or sooner.
free up office footprint, supported by a shift to
a more agile way of working and more
efficiencies through reduced headcount.
Continuing to invest in technology
capabilities
Technology spend ($bn)
2018
2019
2020
2022
4.7
5.3
5.5
$1bn
increase in our 2022 cost reduction target
(≤$30bn based on full year 2020 exchange rate
vs ≤$31bn in our February 2020 commitments)
We plan to deliver
$5bn to $5.5bn
of cost programme saves from 2020 to 2022.
(vs $4.5bn in February 2020 commitments)
Investments Business-as-usual activities
We plan to spend approximately
Driving down our cost base
We plan to deliver $5bn to $5.5bn of
cost programme saves from 2020 to 2022,
supporting a decline of our cost base to
$31bn or less by 2022 (using December 2020
average exchange rate) or $30bn or less
(using full year 2020 average exchange rate).
2019
We plan to keep costs broadly stable from
2022, while increasing the proportion
of investment.
$7bn
in costs to achieve to help deliver our cost saves.
(vs $6bn in February 2020 commitments)
1 ‘Investment’ includes strategic business growth
(including build-out of front-line staff), and other
strategic, regulatory, and technology investment
(including amortisation).
Champion inclusion
We aim to increase diverse representation,
particularly in the senior levels of our
organisation. In 2020, we achieved more than
30% of female senior leadership, and we
intend to increase to more than 35% by 2025.
We endeavour to close the gaps in employee
engagement in under-represented groups. We
are also focusing on the quality and reporting
of ethnicity data and benchmarking our
actions. Our progress to date includes race
commitments to at least double the number of
Black employees in senior leadership roles
globally by 2025 and recognition within
Stonewall’s 2020 Top Global Employers Index
for LGBT+ staff.
Develop future skills
To energise our colleagues, we are setting out
initiatives to help develop their future skills and
capabilities. We aim to deepen the prevalence
of digital, professional and enabling skills
across the organisation. Our accomplishments
to date include expanding HSBC University
courses on future skills, digitalisation and
sustainability. Moreover, we are deploying
third-party platforms such as Degreed, for
educational technology, and Gloat, for career
development.
Supporting our customers
Our aim is to provide between $750bn and
$1tn of sustainable finance and investment by
2030 to support our customers in their
transition to lower carbon emissions.
We address the progress made on our
commitments in a number of different sections
of this Annual Report and Accounts 2020 and
beyond. For more information on our climate
strategy, please refer to the below.
Unlocking new climate solutions
We are working with a range of partners to
increase investment in natural resources, clean
technology and sustainable infrastructure. We
also plan to donate $100m to a programme
that will support climate solutions to scale over
the next five years.
Our ESG review can be found on page 42.
A summary of our fourth Task Force on
Climate-related Financial Disclosures (‘TCFD’)
can be found on page 20, and our TCFD Update
2020 can be found at www.hsbc.com/esg.
15
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report
How we do business
We conduct our business intent on supporting the sustained
success of our customers, people and other stakeholders.
Our approach
We recognise that it is important to be clear
about who we are and what we stand for to
create long-term value for our stakeholders.
This will help us deliver our strategy and
operate our business in a way that
is sustainable.
Following an extensive consultation with
our people and customers, we refined our
purpose and values. Our new purpose is
‘Opening up a world of opportunity’ and we
aim to be the preferred international financial
partner for our clients.
To achieve this in a way that is sustainable, we
are guided by our values: we value difference;
we succeed together; we take responsibility;
and we get it done.
Our Covid-19 actions
Having a clear purpose and strong values has
never been more important, with the Covid-19
pandemic testing us all in ways we could
never have anticipated. As the world changed
over the course of 2020, we adapted to new
ways of working and endeavoured to provide
support to our customers during this
challenging period.
We kept the majority of our branches and all
of our contact centres open. To help achieve
this, we equipped 85% of our colleagues to be
able to work from home, and provided extra
resources and support to help them manage
the mental and physical health challenges of
the pandemic.
We did not apply for government support
packages for our employees across the
countries and territories in which we operate.
connected workforce. We achieved our target
of 30% women holding senior leadership
roles, which are classified as 0 to 3 in our
global career band structure, by 2020. We
want to keep our focus and momentum and
build more gender-balanced teams, so we
have set ourselves a target to achieve 35%
women in senior leadership roles by 2025.
On the following page, we have set out
further ways that we supported each of
our stakeholders.
Fair outcomes
In 2020, we continued to promote and
encourage good conduct through our people’s
behaviours and the decisions we take during
these unprecedented times. We define
conduct as delivering fair outcomes for our
customers and not disrupting the orderly and
transparent operation of financial markets.
This is central to our long-term success and
ability to serve customers. We have clear
policies, frameworks and governance in place
to protect them. For further information on
conduct, see page 187. Details on our conduct
framework are available at www.hsbc.com/
who-we-are/esg-and-responsible-business/
our-conduct.
We believe diversity makes us stronger, and
we are dedicated to building a diverse and
We published ethnicity data in the UK and
US and recognise we need to take action. We
aim to at least double the number of Black
employees in senior leadership roles globally
by 2025.
Our climate ambition
In 2020, we announced our climate ambition
to become net zero in our operations and our
supply chain by 2030, and align our financed
emissions to the Paris Agreement goal of
net zero by 2050. We know this is a journey
and recognise that the current means of
measuring progress globally need improving
to track reductions better.
We have changed how we report on ESG
issues this year by embedding the content
previously provided in our stand-alone
ESG Update within this Annual Report
and Accounts. This can be found in the
ESG review on page 42.
Our new purpose and values
HSBC was born across different cultures and has
a long history of connecting people, ideas and
capital that make progress happen. That is why
we have been working hard to sharpen our
strategic focus, clarify our sense of purpose, and
re-energise our culture.
As we set out in this Annual Reports and
Accounts 2020, we have revised our purpose,
values and ambition. This has followed an extensive
listening, talking and reflecting exercise involving
tens of thousands of colleagues, customers and
other stakeholders. It was the largest employee
engagement programme in our history.
We plan to formally launch our purpose and
values to HSBC colleagues and other
stakeholders in March 2021.
16
HSBC Holdings plc Annual Report and Accounts 2020 How we do business
Supporting our stakeholders through Covid-19
The Covid-19 outbreak has created a great deal of uncertainty and disruption for the people, businesses and communities we serve around the
world. It is affecting everyone in different ways, with markets at different stages of the crisis. We are tailoring our response to the different
circumstances and situations in which our stakeholders find themselves.
Customers
The Covid-19 outbreak has posed significant
challenges for our customers. Our immediate
priority is to do what we can to provide them
with support and flexibility.
Employees
The Covid-19 outbreak tested our
colleagues in many ways and they
adapted at pace in this fast-changing
environment.
This has included offering payment relief and
restructuring mortgage payments, as well as
extending relief loans or temporary credit limit
increases for borrowers. At 31 December
2020, we had active payment relief measures
impacting 87,000 accounts and $5.5bn in
balances as part of market-wide schemes and
our own payment holidays programmes.
On the first day of a government cash payout
scheme in Hong Kong, we received one
million registrations after we set up a simple
digital and branch registration process. At the
end of 2020, the lending support we provided
to more than 237,000 wholesale customers
globally was valued at $35.3bn, both through
government schemes and our own initiatives.
We have taken steps to keep many of our
branches open while protecting customers
and our colleagues. However, with customers
doing more of their banking online, we have
also deployed new technology to help enable
them to engage with us in new ways.
For further details on how we are helping our
customers, including during the Covid-19
outbreak, see the Customers section of the
ESG review on page 52.
In branches, we introduced social
distancing measures, provided personal
protective equipment, reduced operating
hours and offered virtual appointments.
For office workers, we made sure
cybersecurity controls and software
supported home working.
For some of our colleagues, we changed
their roles, asking them to undertake
activities that were outside their normal
activities. This helped to keep many of our
colleagues working during these
extraordinary times.
Our employee networks have held regular
support calls for those experiencing
mental health challenges and 92,000
colleagues participated in our Covid-19
well-being survey, with 86% telling us
they were confident in the approach our
leadership team was taking to managing
the crisis.
For further details on how we are helping our
colleagues, see the Employees section of the
ESG review on page 62.
Investors
The Covid-19 outbreak and the impact of
geopolitics weighed heavily on our share
price throughout 2020. Central banks and
governments also implemented several
measures in their response to the
pandemic. In line with all other large
UK-based banks, and in response to a
request from the UK’s PRA, we cancelled
the fourth interim dividend for 2019. We
also announced that, until the end of
2020, we would make no quarterly or
interim dividend payments or accruals in
respect of ordinary shares.
This was a difficult decision and we
deeply regret the impact it has had on
shareholders. We are therefore pleased to
restart dividend payments at the earliest
opportunity. The Board has announced an
interim dividend of $0.15 for 2020.
Adopting a prudent approach now will
help ensure the dividend remains
sustainable in the future.
We continued to engage virtually with
investors. It was unfortunately not
possible for shareholders to attend the
2020 AGM in person due to social
distancing measures. Shareholders were
instead encouraged to vote by proxy and
submit questions in advance with the
answers published subsequently on our
website. We also maintained an active
programme of shareholder meetings and
presentations.
Communities
Our $25m Covid-19 donation fund supported
relief and recovery efforts around the world,
including immediate medical relief, access to
food, and care for the most vulnerable people.
Regulators and governments
We have proactively engaged with
regulators and governments globally
regarding the policy changes issued
in response to the Covid-19 outbreak
to help our customers and to contribute
to an economic recovery.
Suppliers
We made early payments to thousands
of our suppliers during the year to support
them through the pandemic.
17
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020
Strategic report | How we do business
Our ESG metrics and targets
We have established targets that guide how we
do business, including how we operate and
how we serve our customers. These targets are
designed to help us to make our business – and
those of our customers – more environmentally
sustainable. They also help us to improve
employee advocacy and diversity at senior
levels as well as strengthen our market conduct.
The 2020 annual incentive scorecards of the
Group Chief Executive, Group Chief Financial
Officer and Group Managing Directors had
30% weightings for measures linked to
outcomes that underpin the ESG metrics
below. In addition, for executive Directors, a
25% weighting is given to environment and
sustainability measures in the 2020 long-term
incentive (‘LTI’) scorecards, which have a
three-year performance period ending on 31
December 2023. The targets for this measure
are linked to our climate ambition of achieving
a reduction in our carbon footprint and
facilitating financing to help our clients in their
transition to net zero. For a summary of how
all financial and non-financial metrics link to
executive remuneration outcomes, see pages
241 to 245 in the Director’s remuneration
report.
For a number of the metrics outlined below,
2020 was a transition year. For further details,
including the high-level framework for how we
are looking to measure the progress on our
new climate ambition, see the ESG review on
page 42. In 2021, we will introduce new
metrics and targets aligned to our strategy.
Target
Performance in 2020
Environmental
Sustainable finance and investment
Provide and facilitate1
$100bn
by the end of 2025
Reduce operational CO2 emissions 2.0
Climate-related disclosures
tonnes used per full-time
equivalent (‘FTE’) by the
end of 20202
Continued implementation
of the Financial Stability
Board’s TCFD
$93.0bn
cumulative progress since 20171
1.76
tonnes used per FTE2
We published our
4th
TCFD, which can be found on page 20
and in the separate TCFD Update 2020 on
www.hsbc.com/esg. We recognise there
is still work to be done on how we report
climate-related disclosures
Social
Customer satisfaction
Customer satisfaction
improvements in
7
5
Employee advocacy
Employee gender diversity
Governance
8
scale markets3
69%
of employees recommending
HSBC as a great place to work
by the end of 20204
30%
women in senior leadership
roles by the end of 20205
WPB markets
sustained top-three
rank and/or improved
in customer
satisfaction3
CMB markets
sustained top-three
rank and/or improved
in customer
satisfaction3
71%
of employees would recommend HSBC
as a great place to work4
30.3%
women in senior leadership roles5
Achieve sustained delivery of global
conduct outcomes and effective
financial crime risk management 98%
of staff to complete annual
conduct training
93.2%
of staff completed conduct training in 20206
1 The sustainable finance commitment and progress figure includes green, social and sustainability activities. In October 2020, we announced a new target ambition
to provide between $750bn to $1tn of sustainable finance and investment by 2030. For further details, see page 44 in the ESG review.
2 This carbon figure covers scope 1, scope 2 and scope 3 (travel) emissions. For further details, see www.hsbc.com/our-approach/esg-information/esg-reporting-
and-policies.
3 Our customer satisfaction performance is based on improving from our 2017 baseline. Our scale markets are Hong Kong, the UK, Mexico, the Pearl River Delta,
Singapore, Malaysia, the UAE and Saudi Arabia. For further details on how we are transitioning to a new metric, see page 54 in the ESG review.
4 Our target was to improve employee advocacy by three points each year through to 2020. Our employee advocacy score in 2019 was 66%. Performance is based
on our employee Snapshot results. From 2021, our targets will be based on our employee engagement index.
5 Senior leadership is classified as 0 to 3 in our global career band structure.
6 The launch of conduct global mandatory training in 2020 was delayed due to the Covid-19 outbreak and the completion date was rolled over into 2021.
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HSBC Holdings plc Annual Report and Accounts 2020
How we do business
Our climate risk and reporting strategy
Every organisation has a role to play in limiting
the impact of climate change. We believe our
most significant contribution will be to align
with the Paris Agreement goal of net zero
global greenhouse emissions by 2050,
through financing the transformation of
businesses and infrastructure.
Central to our new climate ambition of
becoming net zero in our financed emissions
by 2050 or sooner is the intensification of our
support for customers transitioning to a
low-carbon economy. We aim to mobilise
between $750bn and $1tn of sustainable
finance and investment by 2030.
The Financial Stability Board’s Task Force
on Climate-related Financial Disclosures
(‘TCFD’) recommendations set an important
framework for understanding and analysing
climate-related risks, and we are committed
to regular, transparent reporting to help
communicate and track our progress. We
will advocate the same from our customers,
suppliers and the industry. However, this is
a journey and much work lies ahead as we
develop our climate risk management and
metrics capabilities, and build on our 2020
climate scenario analysis. This summary,
together with our separate TCFD Update 2020,
forms our fourth TCFD disclosure.
We have made headway assessing climate’s
impact on our customers and our operations
– from the physical risk of increased severity
or shifts in weather events, and the potential
transition risk from changes to policy,
technology and consumer behaviour. Working
to embed climate into our risk management
framework, we are initially focusing on five
principal risk types most likely to be influenced
by climate risk. The table below sets out
examples of how these risk types might
be impacted.
For further details of our climate ambition,
see pages 45 to 50 in the ESG review.
Our TCFD Update 2020 can be found at
www.hsbc.com/esg.
Climate risk impact
Principal risk type impacted Examples of potential impact
Extreme weather events or chronic
changes in weather patterns impact our
assets, operations or our customers’
assets
Retail credit risk
Wholesale credit risk
Resilience risk
– The cost of flood damage to a customer’s home leaves
them unable to repay their mortgage
– Hurricane damage to a customer’s warehouse halts
manufacturing and leaves them unable to repay their loan
– One of our data centres is flooded and we are unable to
service customers
Our business models or our customers’
business models fail to align to a
low-carbon economy
Wholesale credit risk
Reputational risk
– Failure to align to new regulations leads to a loss of business
and customers are unable to repay their loans
– Our actions lead to negative external perceptions of
our organisation
We fail to effectively design and market
climate-related products across all
global businesses or respond to
regulatory change
Reputational risk
Regulatory compliance risk
– We fail to respond to a regulatory change, leading to adverse
stakeholder reaction
We have identified six sectors where we are
most exposed to transition risk and our level of
lending activity in those sectors. From our
corporate questionnaire, we collate
information about our customers’ climate
transition strategies to assess their need and
readiness to adapt, and to identify potential
business opportunities. This supports our
decision making and credit risk management
processes. Across 2019 and 2020, we
received responses from customers within
the six high transition risk sectors, which
represented 41% of our exposure – an
increase of seven percentage points from
2019. The table below shows our lending
activity in the six sectors and insights from
our questionnaire.
Within the power and utilities, and metals and
mining sectors shown in the table below, our
direct exposure to thermal coal is 0.2% of the
wholesale loans and advances figures.
Wholesale loan exposure to transition risk sectors and customer questionnaire responses
Automotive
Building and
construction Chemicals
Metals and
mining
Oil and
gas
Power and
utilities
Total
Wholesale loan exposure as % of total
wholesale loans and advances to customers
and banks1,2,3
Proportion of sector for which questionnaires
were completed4
Proportion of questionnaire responses that
reported having a board policy or a
management plan4
Sector weight as proportion of high
transition risk sector4
≤3.1%
≤4.0%
≤3.4%
≤2.5%
≤3.4%
≤3.2%
≤19.6%
42%
68%
44%
81%
32%
77%
45%
42%
40%
41%
54%
84%
93%
77%
16%
20%
18%
13%
17%
16%
100%
1 Amounts shown in the table include green and other sustainable finance loans, which support the transition to the low-carbon economy. The methodology for
quantifying our exposure to high transition risk sectors and the transition risk metrics will evolve over time as more data becomes available and is incorporated in
our risk management systems and processes.
2 Counterparties are allocated to the high transition risk sectors via a two-step approach. Firstly, where the main business of a group of connected counterparties is in a
high transition risk sector, all lending to the group is included irrespective of the sector of each individual obligor within the group. Secondly, where the main business
of a group of connected counterparties is not in a high transition risk sector, only lending to individual obligors in the high transition risk sectors is included.
3 Total wholesale loans and advances to customers and banks amount to $673bn (2019: $680bn).
4 All percentages are weighted by exposure.
19
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report | How we do business
Task Force on Climate-related Financial Disclosures (‘TCFD’)
The table below sets out the 11 TCFD recommendations and summarises the progress we have made in the past 12 months.
TCFD recommendation
Our progress in 2020
Governance
Describe the Board’s oversight of
climate-related risks and
opportunities
Describe management’s role in
assessing and managing climate-
related risks and opportunities
Strategy
Describe the climate-related risks and
opportunities the organisation has
identified over the short, medium and
long term
Describe the impact of climate
risks and opportunities on the
organisation’s business, strategy
and planning
Describe the resilience of the
organisation’s strategy taking into
consideration different climate-
related scenarios, including a 2ºC or
lower scenario
Risk management
Describe the organisation’s processes
for identifying and assessing
climate-related risks
– The Board is responsible for our climate ambition and strategy and receives climate-focused updates
twice a year.
– The Group Risk Committee provides oversight of climate risks and opportunities through enterprise
risk reports, deep dives and updates.
– The Group Executive Committee manages our climate ambition with management responsibilities
integrated into the relevant business and functional areas.
For further details of our governance approach, see page 5 of our TCFD Update 2020.
– We have identified our key climate risks over the short, medium and long term and identified the
principal risk types as retail credit risk, wholesale credit risk, resilience risk, reputational risk and
regulatory compliance risk1.
For further details of our climate risks and risk types, see pages 3 and 22 of our TCFD Update 2020.
– We are prioritising climate-related financing and investment, and in October announced our new
climate ambition to become a net zero bank, support customers to thrive in the transition to a
low-carbon economy, and to unlock next generation climate solutions.
For further details of our climate ambition, see pages 45 to 50 in the ESG review.
– We have carried out various exercises to analyse our resilience, including:
– using the Paris Agreement Capital Transition Assessment (‘PACTA’) tool to assess our customers’
impact on climate and help develop clear pathways to net zero financed emissions. We have run a
pilot on our automotive loan book; and
– running a stress testing pilot to assess the impact of different climate scenarios on our customers
and our own infrastructure.
For further details of our scenario analysis and ‘PACTA’ pilots, see pages 13 to 21 of our TCFD Update 2020.
– In response to identifying our key climate risks, we have reviewed our risk appetite and defined our
approach to managing these risks.
– We are reviewing our policies for managing a number of principal risk types, initially resilience risk,
sustainability risk and regulatory compliance risk.
For further details of our climate risk management approach, see page 48 in the ESG review and pages 22 to 24
of our TCFD Update 2020.
Describe the organisation’s processes
for managing climate-related risks
– We manage our asset management customers’ climate risk in line with our fiduciary responsibilities
to protect and grow the assets.
Describe how processes for
identifying, assessing and managing
climate-related risks are integrated
into the organisation’s overall risk
management
Metrics and targets
Disclose the metrics used by the
organisation to assess climate-related
risk and opportunities in line with its
strategy and risk management process
Describe the targets used by the
organisation to manage climate-
related risks and opportunities and
performance against targets
Disclose scope 1, scope 2 and, if
appropriate, scope 3 greenhouse gas
emissions and the related risks
Read more on our asset management approach to climate risk in our policies and procedures on
www.assetmanagement.hsbc.co.uk/en/institutional-investor/about-us/responsible-investing/policies.
– The Trustee of our UK Pension Scheme manages climate risk in line with its fiduciary responsibilities
towards members2.
– We have established a dedicated climate risk programme to accelerate the integration of climate risk
into our Group-wide risk management framework, which includes identification and assessment,
management, and aggregation and reporting.
– We use several metrics to measure and track our progress against key targets, and we will be refining
our approach to financed emissions (scope 3), including carbon intensity, for specific portfolios.
– We set a new sustainable finance and investment target of $750bn to $1tn by 2030, after reaching
$93.0bn of our $100bn by 2025 target. The $40.6bn achieved in 2020 counts towards both the existing
2025 target and the new target.
– We continue to disclose our wholesale loan exposure to the six high transition risk sectors, and use
our corporate customer transition risk questionnaire to help inform our risk management.
– We include an environment measure in the scorecards of our executive Directors and Group Managing
Directors. The long-term incentive scorecards of our executive Directors (three-year performance period
to the end of December 2023) have a 25% weighting for targets aligned to our climate ambitions.
– We continue to disclose business travel, energy-related emissions and renewable energy use, and
aim to disclose further details on our own scope 3 emissions in future reporting.
For further details of our climate metrics and targets, see pages 45 to 50 in the ESG review.
1 Short term: less than one year; medium term: period to 2030; long term: period to 2050.
2 For further details of our UK Pension Scheme’s latest TCFD statement, see https://futurefocus.staff.hsbc.co.uk/-/media/project/futurefocus/information-centre/
pensioner/other-information/2020-tcfd-statement.pdf
20
HSBC Holdings plc Annual Report and Accounts 2020 How we do business
Responsible business culture
We have the responsibility to protect our
customers, our communities and the integrity
of the financial system. In this section, we
outline our requirements under the Non-
Financial Reporting Directive.
Environmental matters
In October 2020, we announced our ambition
to achieve net zero in our own operations and
our supply chain by 2030 or sooner. We also
plan to align our financed emissions –
the carbon emissions of our portfolio of
customers – to the Paris Agreement goal of
net zero by 2050 or sooner. For further details
of our climate strategy and carbon emission
metrics, see the ESG review on page 44.
Employee matters
We are opening up a world of opportunity for
our colleagues through building an inclusive
organisation that prioritises well-being and
prepares our colleagues for the future of work.
We expect colleagues to treat each other
with dignity and respect and take action
where we find behaviour that falls short of our
expectations. We monitor how we perform on
metrics that we value and benchmark against
our peers. We have a range of tools and
resources to help colleagues to take
ownership of their development journey.
We believe in the importance of listening
to our people and seek innovative ways to
encourage employees to speak up. At times,
individuals may not feel comfortable speaking
up through the usual channels. Our global
whistleblowing channel, HSBC Confidential, is
open to colleagues, past and present, to raise
concerns either confidentially or anonymously.
In 2018, we committed to reach 30% women
in senior leadership roles, which are classified
as 0 to 3 in our global career band structure,
by 2020. At the end of 2020, we achieved
30.3% and have now set ourselves a target to
achieve 35% by 2025. In July 2020, we set out
global race commitments, which included a
goal to at least double the number of Black
employees in senior roles over the next
five years. We are focusing on the quality
and reporting of ethnicity data to be more
transparent about our representation and
accountable for the effectiveness of our
actions. In 2020, we began a three-year
transformation programme. We work hard
to ensure colleagues impacted by change
are supported.
The table below outlines high-level
diversity metrics.
All employees
Male
Female
Senior leadership1
Male
Female
Directors
Male
Female
48%
52%
70%
30%
64%
36%
1 Senior leadership is classified as 0 to 3 in our
global career band structure.
For further details on how we look after
our people, including our diversity targets,
transformation employee metrics and how we
encourage our employees to speak up, see the
Employees section of the ESG review on page 62.
contribute to disaster relief efforts based on
need. In 2020, we contributed $112.7m to
charitable programmes and our employees
volunteered 82,000 hours to community
activities during the working day.
Human rights
Our commitment to respecting human rights,
principally as they apply to our employees, our
suppliers and through our financial services
lending, is set out in our Statement on Human
Rights. This statement, along with our
statements under the UK’s Modern Slavery
Act (‘MSA’) is available on www.hsbc.com/
our-approach/measuring-our-impact.
Anti-corruption and anti-bribery
HSBC requires compliance with all applicable
anti-bribery and corruption laws in all markets
and jurisdictions in which we operate. These
laws include the UK Bribery Act, the US
Foreign Corrupt Practices Act, and the Hong
Kong Prevention of Bribery Ordinance, as well
as other similar laws and regulations in the
countries where we operate. We have a global
anti-bribery and corruption policy, which gives
practical effect to these laws and regulations,
but also requires compliance with the spirit of
laws and regulations to demonstrate HSBC’s
commitment to ethical behaviours
and conduct.
Social matters
We have a responsibility to invest in the
long-term prosperity of the communities
where we operate. We recognise that
technology is developing at a rapid pace and
that a range of new and different skills are
now needed to succeed in the workplace. For
this reason, much of our focus is on
programmes that develop employability and
financial capability. We also back initiatives
that support responsible business, and
Non-financial information statement
This section primarily covers our non-
financial information as required by the
regulations. Other related information can
be found as follows:
For further details on our key performance
indicators, see page 1.
For further details on our business model,
see page 4.
For further details on our principal risks and
how they are managed, see pages 37 to 40.
Investing in the skills of the future
In 2020, we launched the global HSBC Future Skills
Innovation Challenge in partnership with Ashoka, a global
network for social entrepreneurs, to support innovations
that help people become more employable and financially
capable. We received more than 200 submissions to the
challenge, with 12 winners selected. Each winner received
a prize of up to $25,000 and additional support and
mentoring.
All winning entries provided solutions that address local
problems, such as digital platform Bamba, which helps
domestic workers gain access to the financial system
in Mexico.
Thanks to our support to the challenge, we won The
Banker’s global award for Banking in the Community in
December 2020. The award recognised the most innovative
initiatives launched by financial institutions that enrich and
improve the societies in which they operate.
21
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report
Board decision making and
engagement with stakeholders
Our Board is committed to effective engagement and
seeks to understand the interests of and impacts on
relevant stakeholders when making decisions.
Section 172 (1) statement
This section, from pages 22 to 24, forms our
section 172 statement. It describes how the
Directors have performed their duty to
promote the success of the company,
including how they have considered and
engaged with stakeholders and, in particular,
how they have taken account of the matters
set out in section 172(1)(a) to (f) of the
Companies Act 2006.
Stakeholder engagement and Covid-19
There were no changes to the Board’s
identified key stakeholders during the year,
namely our customers, employees, investors,
communities, suppliers, and regulators and
governments. In overseeing the business, the
Board sought to understand – and have
appropriate regard to – the interests and
priorities of these stakeholders, including in
relation to material decisions that were taken
during the course of the year.
Events during the year called for careful
consideration of the needs and interests of the
company’s various stakeholders. A specific
area of focus arising from the Covid-19
pandemic included our colleagues’ mental and
physical health, which the Board monitored by
way of frequent Snapshot and pulse surveys,
and discussions with senior management on
the well-being of their teams. Another area of
Board focus, supported by guidance from
subject matter experts, was the evolving views
and requirements of our customers, investors,
employees, communities and suppliers. The
effects of the Covid-19 outbreak on these
stakeholders contributed to the development
of our Group strategy and purpose and values.
For further details of how the Board engaged
with stakeholders in adapting our Group
strategy and refreshing our purpose and
values, see ‘Board engagement with
shareholders’ on page 204.
The unique nature of the Covid-19 outbreak
also brought logistical challenges for
interacting with stakeholders. For instance, to
protect and keep our shareholders and people
safe and in line with the advice from the UK
Government, it was not possible for
shareholders to attend our AGM.
Consequently, shareholders did not have the
opportunity to ask questions of the Board in
person, although alternative arrangements
were made to publish responses to written
questions on our website. Similarly, it was not
possible to hold the Informal Shareholders’
Meeting in Hong Kong nor for the Board to
undertake site visits due to travel restrictions.
In addition, the financial impact of the
pandemic brought into sharp focus the need to
consider carefully the impact of decisions on a
range of stakeholders. For example, the
decision to cancel the fourth interim dividend
for 2019 and suspend dividends for 2020
required consideration of the request from the
Prudential Regulation Authority to cancel the
dividend, the impact the decision would have
on our shareholders and the important role
that HSBC has in helping its customers
manage through the crisis. Further details on
the dividend cancellation are provided in
‘Financial decisions’ on page 209 and
‘Dividends’ on page 256.
Despite logistical challenges, the Board
continued to engage directly with many
stakeholders, including employees, regulators
and shareholders, and was kept informed
indirectly about relevant stakeholder matters
through management reports. Some of the
ways in which the Board engaged with – or
received views – from its key stakeholders
during the year are provided below. Further
details on our stakeholders are provided in
‘How we do business’ on page 17.
Customers
Employees
Investors
We seek to understand investor needs through
ongoing dialogue. Examples of the Board
engaging with investors in 2020 included:
– virtual and Covid-19 safe regular meetings with
investors to understand evolving views, trends
and sentiment;
– reports from institutional investor meetings
attended by Directors; and
– regular updates from Investor Relations,
including a weekly update on market activity
and sentiment.
Our business is centred around our customers and
clients. The greater the understanding we have of
their needs and the challenges they face, the better
we can support them to achieve their financial
aims. Examples of the Board engaging with
customers in 2020 included:
We want our organisation to continue to be a positive
place to work and build careers. The success of the
Group’s strategy is dependent upon having motivated
people with the expertise and skills required to help
deliver our strategy. Examples of the Board’s
engagement with our employees in 2020 included:
– monthly Group Chief Executive Board reports,
– ‘Snapshot’ survey updates on employee
which included updates on key customer
sentiment and activities;
sentiment and well-being, which were published
twice during the year;
– reports from the Group Chief Executive on
– additional employee opinion surveys to assess
meetings he held with customers across the world,
including pre-Covid-19 interactions and Covid-19
safe physical meetings in the UK and Asia;
– regional and sector-based customer insights
developed through customer interactions with
senior management and relationship managers,
which were incorporated into relevant Board
reports; and
– customer survey feedback, including the
results of our 2020 Navigator survey and
net promoter scores.
employee physical and mental well-being;
– status surveys to assess how employees might
be affected by the Covid-19 outbreak so that they
can be supported appropriately;
– virtual and Covid-19 safe attendance by our
Board members at workforce engagement
events focused on our global businesses,
functions and employee resource groups; and
– reports from members of senior management on
the welfare of their teams and areas of expertise
and skills that required development to deliver
the strategy.
22
HSBC Holdings plc Annual Report and Accounts 2020
Board decision making and engagement with stakeholders
Regulators and governments
Communities
Suppliers
Constructive dialogue and relations with the
relevant authorities in the markets we operate are
critical to support the effective functioning of
economies globally. Examples of the Board’s
engagement with regulators and governments in
2020 included:
We play an important role in supporting the
communities in which we operate through
customers we serve and corporate social
responsibility activities. We are, in turn, dependent
on those communities. Examples of the Board’s
engagement with communities in 2020 included:
– executive and non-executive Directors ‘continuous
– regular climate and ESG-related updates to
assessment’ meetings with the PRA and other
individual regulatory meetings;
– the annual presentation by the PRA to discuss
the outcome and progress of its Periodic
Summary Meeting Letter;
– the presentation by the UK Financial Conduct
Authority (‘FCA’) of its Firm Evaluation;
– reports from meetings with the supervisory
college of regulators; and
– regular dialogue with governments across the
world, including representation on government-
led forums.
the Board;
– economist updates to the Board on the varying
impact of the Covid-19 outbreak on the markets in
which the Group operates, helping to guide the
focus of the strategy and connect with stakeholder
groups;
– immunologist updates to the Board on the varying
impact of the Covid-19 outbreak in the geographies
in which the Group operates, providing insight into
what support may be required by governments
globally in support of the recovery and from HSBC
to our customers and employees; and
– a Director-led roundtable in Latin America to
focus on geopolitical and social matters influencing
that region.
Our suppliers provide the Group with vital
resources, expertise and services to help us
operate our business effectively. We work with
our suppliers to ensure mutually beneficial
relationships on a global and local level. In some
cases our suppliers will also be our customers.
Examples of the Board’s engagement with
suppliers in 2020 included:
– reports from the Group Chief Operating Officer,
which included updates on third-party suppliers
and operational resilience; and
– Board level engagement at external events
such as the World Economic Forum with the
opportunity to engage with suppliers across
the globe.
Principal decisions
Examples of principal decisions made by the Board during 2020, where the Directors had regard to the relevant matters set out in section 172(1)
(a)-(f) of the Companies Act 2006 when discharging their duties, are set out below:
Appointment of Group Chief Executive
In early 2020, Noel Quinn was appointed
as Group Chief Executive to lead the
Group through the next phase of its
strategy and transformation.
The appointment followed a thorough and
robust search process, which considered the
best internal and external talent with the aim
of identifying the most suitable and able
candidate to lead HSBC through its next
stage. For further details of the appointment
process, see the Nomination & Corporate
Governance Report on page 213.
In taking this decision, the Board considered
among other matters the ability of prospective
candidates to develop trusted, constructive
and strong relations with each of the Group’s
customers, colleagues, regulators and
members of the investor community. For
instance, the Board benefited from
assessment criteria that evaluated the ability
of each candidate to develop and maintain
strong relations with the global workforce
while implementing strategic change.
Given the market sensitive implications of the
appointment and the requirement for absolute
discretion and confidentiality in relation to
prospective candidates, it would not have
been appropriate to engage with all
stakeholders while the process was ongoing.
The Group’s principal regulators were kept
appraised of the progress with the search.
Towards the end of the process, the
appointment was approved by the Group’s UK
regulators, an important step given that the
role of Group Chief Executive is a regulated
position in the UK.
This detailed engagement, together with
the various interviews and assessments
conducted during the process, helped the
Board determine that the appointment of
Noel was in the best interests of the Group
as a whole.
Dividend cancellation
On 31 March 2020, HSBC announced
that, in response to a written request
from the Bank of England through the
PRA, the Board had cancelled the fourth
interim dividend for 2019. The Board also
announced that no quarterly or interim
dividend payments, accruals or share
buy-backs would be paid in respect of
ordinary shares until the end of 2020.
Cancelling the dividend was an extremely
difficult decision for the Board. In reaching its
decision, the Board took into account a
number of considerations including the
request from the PRA, the then current and
potential material impact on the global
economy as a result of the Covid-19 outbreak
and the important role that HSBC has in
helping its customers manage through the
crisis and to have the resources to invest
when recovery occurs.
The Board recognised that while HSBC had a
strong capital, funding and liquidity position,
there were significant uncertainties in
assessing the length and impact of the
Covid-19 outbreak. The Board also noted
HSBC’s commitment to supporting
customers in the economies in which HSBC
serves, particularly Hong Kong and the UK.
These considerations were carefully balanced
against the impact the decision would have
on HSBC’s shareholders, including retail
shareholders in Hong Kong, the UK
and elsewhere.
At the time of the announcement in March,
the Board stated that it would review the
ordinary share dividend policy and payments
in respect of 2020 once the full impact of the
outbreak was better understood and
economic forecasts for global growth in
future years were clearer.
We are therefore pleased to restart dividend
payments at the earliest opportunity and on
23 February 2021 the Board announced an
interim dividend for 2020 of $0.15 per ordinary
share. The Board has adopted a policy
designed to provide sustainable dividends
going forward. For more information on
dividend decisions for 2021 see ‘Highlights’
on page 2.
23
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020
Strategic report | Board decision making and engagement with stakeholders
Principal decisions continued
Adapted Group strategy
When Covid-19 was declared a global
pandemic, the Board determined that the
assumptions underpinning its February
2020 business review were to be
revisited.
As the extent and implications of the Covid-19
outbreak began to emerge, the Board
recognised the need to consider the impact on
the strategy of a prolonged low interest-rate
environment, as well as geopolitical,
technological and environmental challenges.
These fundamental shifts profoundly impacted
our organisation as well as the wider financial
services sector. The Board responded by
aligning our strategy accordingly.
Customer insights were gathered through
comprehensive engagement with over 4,000
customers, led by Global Banking and
Markets, which helped inform the Board of the
likely wider medium- to long-term implications
and consumer and societal shifts arising from
the pandemic. These insights indicated that
the Covid-19 outbreak had accelerated
customers’ behaviours and preferences
towards an increasingly digital, data-driven
and real-time service requirement, with
service standards set by sectors outside of
financial services. Providing a superior
digitalised proposition supports our customers
to help achieve their full potential and create a
culture of innovation and accountability
among our colleagues.
The Board actively engaged with senior
management to consider the likely
consequences of the strategic actions
proposed, while providing constructive
challenge and support in the development of
its plans. The insights gained reinforced the
need to shift capital away from
underperforming businesses while investing
for growth and reducing our cost base. The
Board considered the views of the Group’s
brokers in challenging the current strategy
from an investment perspective. In addition,
the Board recognised the need for continued
and constructive engagement with our
regulators to address their concerns and
priorities as the Group transforms its business.
Employees were identified as a key
stakeholder group given that they needed to
understand and implement the Group
strategy. The Board received updates on
senior talent and areas where skills need to be
developed further.
For further details of the Group’s adapted
strategy, see ‘Strategy and business
performance’ on page 209.
Purpose and values
The strategic review prompted the Board
to revise the Group’s purpose and values.
To support the Board in its decision making, a
working group was established to develop
proposals, including three non-executive
Directors who supported and challenged
management’s proposals.
An extensive programme of stakeholder
engagement across our main operating
markets was undertaken during the
development of the revised purpose and
values involving interviews, focus groups and
Climate ambition
During the year, the Board reviewed
and approved a new climate ambition
for the Group.
In reviewing and approving a new climate
ambition, the Board acknowledged that ESG
issues have developed significantly over
recent years, and such issues are now
recognised by stakeholders as key elements
and risks for businesses to manage.
In May 2020, the Board conducted a detailed
review of stakeholder expectations and was
advised of key stakeholders impacted by the
proposed climate strategy and the leading role
HSBC was expected to take. This included a
large-scale surveys. This engagement sought
to understand what was important to and
resonated with our employees and customers
(including next generation customers), while
identifying societal trends. The purpose and
value statements were tested for longevity
and were required to support a culture that
could help deliver the Group’s strategy.
The insights gained from this stakeholder
engagement were used to shape, refine and
enhance the proposals presented to the Board
for approval. In terms of our values, there was
a consistent message that we should build on
what was already working and avoid passive
language. Clear direction was provided that
the values should be simple, memorable,
translate and be easily understood in many
countries, and represent a clear guide to
action. This feedback encouraged the Board
to adopt a fourth value focused on delivery
and decision making. As the stakeholder
engagement neared completion, an additional
7,000 colleagues were consulted in the final
assessment of the proposed values. The
primary view indicated that the revised values
represented a ‘positive evolution’ for HSBC.
The Board selected the purpose and values
that it considered best aligned to the Group’s
revised strategy, would drive a culture to
deliver that strategy, and resonated most with
stakeholder sentiment.
Our new purpose and values can be found on
page 16.
comprehensive market update on current
positions taken by non-government
organisations, investors, competitors,
regulators and increased societal awareness.
As part of the review, HSBC’s climate advisory
panel – consisting of representatives from
non-government organisations, clients and
academics – was consulted in the
development and drafting of the new climate
ambition. Wider stakeholder engagement was
undertaken to help inform the Group’s position
from a customer perspective including the
HSBC Sustainable Financing and Investment
Survey 2020 and the HSBC Navigator survey.
In the course of the Board’s discussions, it
considered stakeholder feedback in the
context of our business mix and the need to
work towards an orderly transition, given
current exposures to fossil fuels assets. The
Board acknowledged the opportunity to help
support our customers with their transition to
lower carbon emissions and to manage other
expectations and matters impacting our
shareholders, employees and local
communities.
In addition, the Board noted that HSBC
had been recognised as a leading bank
for sustainable finance and acknowledged
increased competitive activity. As a result, it
was conscious of the need to maintain the
Group’s leadership in this area.
In making its decision, the Board recognised
investors’ expectations for HSBC to continue
to make progress on climate change, as it
provides sustainable finance and investment
and gradually reduces exposure to high-
carbon assets on a timeline aligned with the
Paris Agreement.
24
HSBC Holdings plc Annual Report and Accounts 2020
Remuneration
Remuneration
Our remuneration policy supports the achievement of
our strategic objectives by aligning reward with our
long-term sustainable performance.
Our remuneration principles
Variable pay
Our performance and pay strategy aims to reward competitively the
achievement of long-term sustainable performance by attracting,
motivating and retaining the very best people, regardless of gender,
ethnicity, age, disability or any other factor unrelated to performance
or experience.
For further details of our principles and what we did during 2020 to ensure
remuneration outcomes were consistent with those principles, see page 233.
Our variable pay pool was $2,659m, a 20.4% decrease from 2019.
For details of how the Group Remuneration Committee sets the pool,
see page 229.
($m)
2020
2019
2,659
3,341
Remuneration for our executive Directors
Our remuneration policy for executive Directors was approved at our
AGM in 2019 and is intended to apply for three performance years until
the AGM in 2022. Details of the policy can be found in the Directors’
remuneration report on page 235.
Variable pay for our executive Directors is driven by scorecard
achievement. Targets in the scorecard are set according to our key
performance indicators to ensure linkages between our strategy and
remuneration policies and outcomes.
2019
Executive Directors’ annual incentive scorecard outcome
(% of maximum opportunity)
Group Chief Executive
Group Chief Financial Officer
64.50%
63.75%
The table below shows the amount our executive Directors earned in 2020. For details of Directors’ pay and performance for 2020, see the
Directors’ remuneration report on page 229.
Single figure of remuneration
(£000)
Base
salary2
Fixed pay
allowance
Cash in
lieu of
pension
Taxable
benefits3
Noel Quinn1 2020
1,266
1,700
Ewen
Stevenson
2019
2020
2019
503
738
719
695
950
950
127
50
74
107
186
41
12
16
Non-taxable
benefits3 Total fixed
Annual
incentive4
Notional
returns5
Replacement
award6
Total
variable
Total fixed
and
variable
59
23
32
28
3,338
1,312
1,806
1,820
799
665
450
1,082
17
—
—
—
—
—
816
665
1,431
1,881
1,974
3,056
4,154
1,977
3,687
4,876
1 Noel Quinn succeeded John Flint as interim Group Chief Executive with effect from 5 August 2019 and was appointed permanently into the role on 17 March 2020.
The remuneration included in the single figure table above for 2019 is in respect of his services provided as an executive Director for that year.
2 As outlined on page 230, the executive Directors each donated a quarter of their base salary for six months in 2020. The base salary shown in the single figure of
remuneration is the gross salary before charitable donations.
3 Taxable benefits include the provision of medical insurance, accommodation, car and tax return assistance (including any associated tax due, where applicable).
Non-taxable benefits include the provision of life assurance and other insurance cover.
4 Under the policy approved by shareholders, executive Directors can receive 50% of their annual incentive award in cash and the remaining 50% in immediately
vested shares subject to a one-year retention period. As the executive Directors each decided not to take an annual cash bonus, the 2020 annual incentive is the
amount after this waiver and will be delivered in immediately vested shares subject to a one-year retention period. The total annual incentives waived by the Group
Chief Executive and Group Chief Financial Officer were £799,000 and £450,000, respectively.
5 ‘Notional returns’ refers to the notional return on deferred cash for awards made in prior years. The deferred cash portion of the annual incentive granted in prior
years includes a right to receive notional returns for the period between the grant date and vesting date, which is determined by reference to a rate of return
specified at the time of grant. A payment of notional return is made annually and the amount is disclosed on a paid basis in the year in which the payment is made.
6 As set out in the 2018 Directors’ remuneration report, in 2019 Ewen Stevenson was granted replacement awards to replace unvested awards, which were forfeited
as a result of him joining HSBC. The awards, in general, match the performance, vesting and retention periods attached to the awards forfeited, and will be subject
to any performance adjustments that would otherwise have been applied. The values included in the table for 2019 relate to Ewen Stevenson’s 2015 and 2016 LTI
awards granted by The Royal Bank of Scotland Group plc (‘RBS’) for performance years 2014 and 2015, respectively, and replaced with HSBC shares when Ewen
Stevenson joined HSBC. These awards are not subject to further performance conditions and commenced vesting in March 2019. The total value is an aggregate of
£1,121,308 for the 2015 LTI and £852,652 for the 2016 LTI. The 2016 LTI award value has been determined by applying the performance assessment outcome of
27.5% as disclosed in RBS’s Annual Report and Accounts 2018 (page 70) to the maximum number of shares subject to performance conditions. Values in the table
for 2020 relate to his 2017 LTI award granted by RBS for performance year 2016, which was determined by applying the performance assessment outcome of
56.25% as disclosed in RBS’s Annual Report and Accounts 2019 (page 91) to the maximum number of shares subject to performance conditions. This resulted in a
payout equivalent to 78.09% of the RBS award shares that were forfeited and replaced with HSBC shares. A total of 313,608 shares were granted in respect of his
2017 LTI replacement award at a share price of £6.643. The HSBC share price was £5.845 when the awards ceased to be subject to performance conditions, with
no value attributable to share price appreciation.
25
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report
Financial overview
In assessing the Group’s financial performance, management
uses a range of financial measures that focus on the delivery
of sustainable returns for our shareholders and maintaining our
financial strength.
Executive summary
Financial performance in 2020 was impacted
by the Covid-19 outbreak, together with the
resultant reduction in global interest rates.
Reported profit before tax of $8.8bn
decreased by 34%, while adjusted profit
before tax of $12.1bn decreased by 45%. The
fall in reported profit was due to an increase in
our expected credit losses and other credit
impairment charges (‘ECL’) and a reduction in
reported revenue. These factors were partly
mitigated by lower reported operating
expenses. Our return on average tangible
equity (‘RoTE’) for 2020 was 3.1%. Given
the significant changes in our operating
environment during 2020, we no longer expect
to reach our RoTE target of between 10%
and 12% in 2022, as originally planned.
Group financial targets
During 2020, our operations in Asia continued
to perform resiliently, generating a reported
profit before tax of $12.8bn, representing
146% of Group reported profits. In addition,
our Global Markets business delivered revenue
growth of 27% compared with 2019.
Reported results in 2020 included a $1.3bn
impairment of capitalised software, primarily
relating to businesses within HSBC Bank plc,
our non-ring-fenced bank in Europe, reflecting
underperformance and a deterioration in the
future forecasts, substantially relating to prior
periods. During 2020, we also incurred
restructuring and other related costs of $2.1bn,
in part related to our strategic actions taken to
address underperformance in our US business
and our non-ring-fenced bank in Europe and
the UK. Reported results in 2019 included a
$7.3bn impairment of goodwill, primarily in
GBM and CMB, and customer redress
programme costs of $1.3bn.
We have made good progress in
implementing the transformation programme
we announced in February 2020, despite the
significant headwinds posed by the Covid-19
outbreak. However, we recognise the
fundamental changes in our operating
environment, including the prospect of
prolonged low interest rates, the significant
increase in digital engagement from
customers and the enhanced focus on the
environment, and have aligned our strategy
accordingly. The implications for our Group
financial targets are set out below.
Return on average tangible equity (%)
Adjusted operating expenses
Gross RWA reductions
3.1%
(2019: 8.4%)
In our business update set out in February
2020, the Group targeted a reported RoTE
in the range of 10% to 12% in 2022.
Our RoTE for 2020 was 3.1%, a reduction
of 530 basis points from 2019, primarily
reflecting higher ECL and a reduction in
revenue. Given the significant changes in our
operating environment during 2020, we no
longer expect to reach our RoTE target of
between 10% and 12% in 2022, as originally
planned.
We have adapted our strategy with an
intention to increase investment in our areas of
strength to generate mid-single-digit revenue
growth, mainly from fees and volumes. We
intend to drive further reductions in our cost
base by 2022 and aim for broadly stable
costs thereafter. As we progress with our
transformation of our underperforming
businesses, we also expect to optimise the
capital allocation across the Group.
Collectively through these actions, together
with a normalisation in our ECL charge closer
to levels seen prior to the Covid-19 pandemic,
we will now target a RoTE of greater than or
equal to 10% in the medium term.
26
$31.5bn
$61.1bn
In February 2020, we announced a plan
to substantially reduce the cost base and
accelerate the pace of change, with the
aim of becoming leaner, simpler and more
competitive. In 2020, our adjusted operating
expenses were $31.5bn, a reduction of 3%
compared with 2019.
Our adjusted cost target for 2022 will remain
$31bn or less. This reflects a further reduction
in our cost base, which has been broadly offset
by the adverse impact of foreign currency
translation due to the weakening US dollar
towards the end of 2020.
We now plan to deliver $5bn to $5.5bn of cost
saves for 2020 to 2022, while spending around
$7bn in costs to achieve.
In the medium to long term, we aim to drive
positive operating leverage by growing revenue
while maintaining a broadly stable cost base.
To improve the return profile of the Group, we
have targeted a gross RWA reduction of more
than $100bn by 2022, mainly in low-returning
parts of the Group.
In 2020, we achieved gross RWA reductions of
$51.5bn, taking our cumulative RWA
reductions to $61.1bn. We expect to achieve a
further $30bn of gross RWA reductions in
2021. In addition, we continue to expect to
incur total asset disposal costs of around
$1.2bn during the period 2020 to 2022.
Capital and dividend policy
We intend to maintain a CET1 ratio in excess
of 14%, managing in the range of 14% to
14.5% in the medium term. We will seek to
manage this range down in the longer term.
The Board has adopted a policy designed to
provide sustainable dividends going forward.
We intend to transition towards a target
payout ratio of between 40% and 55% of
reported earnings per ordinary share (‘EPS’)
from 2022 onwards, with the flexibility to
adjust EPS for non-cash significant items,
such as goodwill or intangibles impairments.
The Group has decided to discontinue the
scrip dividend option as it is dilutive, including
to dividend per share progression over time.
HSBC Holdings plc Annual Report and Accounts 2020
Financial overview
Reported results
Reported profit
Reported profit after tax of $6.1bn was $2.6bn
or 30% lower than in 2019.
Reported profit before tax of $8.8bn was
$4.6bn or 34% lower due to a rise in reported
ECL, primarily reflecting the impact of the
Covid-19 outbreak on the forward economic
outlook, and a fall in reported revenue, mainly
from lower global interest rates. These were
partly offset by lower reported operating
expenses, reflecting the non-recurrence of a
$7.3bn impairment of goodwill in 2019, lower
customer redress programme costs, a
reduction of the variable pay accrual and lower
discretionary expenditure.
Results in 2020 included the impact of certain
volatile items, notably favourable market
impacts in life insurance manufacturing in
WPB of $90m (2019: $129m favourable) and
favourable movements on our long-term debt
and associated swaps in Corporate Centre of
$150m (2019: $147m favourable). These were
partly offset by adverse credit and funding
valuation adjustments in GBM of $252m (2019:
$44m favourable). Additionally in 2019, results
included disposal gains in WPB and CMB
of $157m.
Our operations across Asia delivered resilient
performances in 2020, despite the impact of
lower interest rates and higher ECL, with
reported profit before tax representing more
than 146% of Group profits. Outside of Asia,
in addition to higher ECL and lower interest
rates, HSBC Bank plc and our US business
incurred restructuring costs and charges from
the impairment of intangibles, in part as a
result of our strategic actions to address
underperformance. Reported profit in MENA
for 2020 included our share of an impairment
by our associate, The Saudi British Bank
(‘SABB’), of $462m, while 2019 included a
$0.8bn dilution gain recognised on the
completion of the merger of SABB with
Alawwal bank.
Reported revenue
Reported revenue of $50.4bn was $5.7bn or
10% lower than in 2019, primarily reflecting the
progressive impact of lower global interest
rates on net interest income, notably in Retail
Banking in WPB and Global Liquidity and Cash
Management (‘GLCM’) in CMB and GBM.
In WPB, revenue also reduced from lower
unsecured lending, a fall in credit card
spending and lower sales in insurance. In
GBM, adverse valuation movements relating
Reported profit after tax
$6.1bn
(2019: $8.7bn)
Basic earnings per share
$0.19
(2019: $0.30)
Reported results
Net operating income before change in
expected credit losses and other credit
impairment charges (‘revenue’)
Change in expected credit losses and other
credit impairment charges
Net operating income
Total operating expenses
Operating profit
Share of profit in associates and joint
ventures
Profit before tax
Tax expense
Profit after tax
to the widening of credit spreads in the first
quarter partly reversed as spreads narrowed
in the subsequent quarters, and in WPB the
adverse market impacts in life insurance
manufacturing in the first quarter more than
reversed over the same period.
These factors were partly offset by higher
revenue in Global Markets as market volatility
remained elevated. Revenue relating to
Markets Treasury, which is allocated to our
global businesses, also increased, primarily
due to increased disposal gains.
Reported revenue included net adverse
movements in significant items of $0.6bn,
primarily from the non-recurrence of a $0.8bn
dilution gain in 2019 as discussed above.
Significant items in 2020 included restructuring
and other related costs of $0.2bn associated
with disposal losses related to RWA
reductions, as well as a property-related
gain, both of which related to February 2020
business update commitments. Foreign
currency translation differences resulted
in a further adverse movement of $0.5bn
compared with 2019.
We have observed reductions in the Hong
Kong interbank offered rate (‘HIBOR’) in the
early part of 2021. This could put further
pressure on net interest income, and also
noting uncertainty around loan growth as
economies recover from the Covid-19
pandemic.
Reported ECL
Reported ECL of $8.8bn were $6.1bn higher
than in 2019, with increases across all global
businesses.
The ECL charge in 2020 reflected a significant
increase in stage 1 and stage 2 allowances,
notably in the first half of the year, to reflect the
deterioration in the forward economic outlook
globally as a result of the Covid-19 outbreak.
The economic outlook stabilised in the second
half of 2020 and as a result stage 1 and stage 2
allowances were broadly unchanged at 31
December 2020, compared with 30 June 2020.
Stage 3 charges also increased compared with
2019, largely against wholesale exposures,
including a significant charge related to a CMB
client in Singapore in the first quarter of 2020.
2020
$m
50,429
2019
$m
56,098
2018
$m
53,780
(8,817)
(2,756)
(1,767)
41,612
(34,432)
7,180
1,597
8,777
(2,678)
6,099
53,342
(42,349)
10,993
2,354
13,347
(4,639)
8,708
52,013
(34,659)
17,354
2,536
19,890
(4,865)
15,025
While we expect the full year ECL charge for
2021 to be materially lower than in 2020, the
outlook is highly uncertain and remains
dependent on the future path of the Covid-19
outbreak, including the successful deployment
of mass vaccination programmes, and the credit
quality of our loan portfolio as government
support packages are gradually withdrawn.
Reported operating expenses
Reported operating expenses of $34.4bn were
$7.9bn or 19% lower than in 2019, primarily
reflecting a net favourable movement in
significant items of $6.6bn, driven by the
non-recurrence of a $7.3bn impairment of
goodwill in 2019 and lower customer redress
programme costs. Additionally, the reduction
reflected lower performance-related pay,
reduced discretionary expenditure and the
impact of our cost-saving initiatives, partly
offset by an increase in investments in
technology, inflation and impairments of
certain real estate assets.
The movement in significant items included:
– a $1.1bn impairment of goodwill and other
intangibles in 2020, primarily capitalised
software related to the businesses within
HSBC Bank plc and to a lesser extent in the
US. It reflected underperformance and a
deterioration in the future forecasts of these
businesses, in the case of HSBC Bank plc
substantially relating to prior periods. This
compared with an impairment of goodwill of
$7.3bn in 2019, primarily related to lower
long-term economic growth assumptions in
CMB and GBM, and the planned reshaping
of GBM; and
– a net release in customer redress
programme costs of $0.1bn in 2020,
compared with charges of $1.3bn in 2019.
These were partly offset by restructuring and
other related costs of $1.9bn in 2020, of which
$0.9bn related to severance, $0.2bn related to
an impairment of software intangibles and
$0.2bn related to the impairment of tangible
assets in France and the US. This compared
with restructuring and other related costs of
$0.8bn in 2019.
The reduction in reported operating expenses
included favourable foreign currency
translation differences of $0.2bn.
27
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Net operating income before change in expected credit losses and other
credit impairment charges (‘revenue’)
50,366
54,944
52,098
(4,578)
Change in expected credit losses and other credit impairment charges
(8,817)
(2,627)
(1,620)
(6,190) >(200)
2020
$m
2019
$m
2018
$m
2020 vs 2019
$m
(31,459)
(32,519)
(31,723)
10,090
19,798
18,755
2,059
2,351
2,444
1,060
(9,708)
(292)
12,149
22,149
21,199
(10,000)
3
(49)
(12)
(45)
Strategic report | Financial overview
Reported results continued
Reported share of profit in associates
and joint ventures
Reported share of profit in associates of
$1.6bn was $0.8bn or 32% lower than in 2019.
This included our share of impairment of
goodwill by SABB of $462m. In addition, our
share of profit from associates fell due to the
impact of the Covid-19 outbreak and lower
global interest rates.
Adjusted performance
Our reported results are prepared in
accordance with IFRSs, as detailed in the
financial statements on page 288.
We also present alternative performance
measures (non-GAAP financial measures).
These include adjusted performance, which
we use to align internal and external reporting,
identify and quantify items management
believes to be significant, and provide insight
into how management assesses period-on-
period performance. Alternative performance
Adjusted results
Total operating expenses
Operating profit
Share of profit in associates and joint ventures
Profit before tax
Adjusted profit before tax
Adjusted profit before tax of $12.1bn was
$10.0bn or 45% lower than in 2019, primarily
from a rise in adjusted ECL and a fall in
adjusted revenue. Adjusted ECL increased by
$6.2bn, mainly from charges in the first half of
2020 relating to the global impact of the
Covid-19 outbreak on the forward economic
outlook. Adjusted revenue decreased by
$4.6bn or 8%, primarily from the progressive
impact of lower global interest rates in all our
global businesses, notably in our deposit
franchises, partly offset by higher revenue
from Global Markets. Adjusted operating
expenses decreased by $1.1bn or 3% as we
lowered performance-related pay and reduced
discretionary expenditure while continuing to
invest in our businesses.
28
Tax expense
The tax expense of $2.7bn was $2.0bn lower
than in 2019, and the effective tax rate for 2020
of 30.5% was lower than the 34.8% effective
tax rate for 2019. An impairment of goodwill
and non-deductible customer redress charges
increased the 2019 effective tax rate. These
were not repeated in 2020. Additionally, the
non-taxable dilution gain arising on the merger
of SABB with Alawwal bank decreased the
effective tax rate in 2019. Higher charges in
respect of the non-recognition of deferred tax
assets, particularly in the UK ($0.4bn) and
France ($0.4bn), increased the 2020 effective
tax rate.
measures are highlighted with the following
symbol:
To derive adjusted performance, we adjust for:
– the year-on-year effects of foreign currency
translation differences; and
– the effect of significant items that distort
year-on-year comparisons, which are
excluded to improve understanding of the
underlying trends in the business.
The results of our global businesses are
presented on an adjusted basis, which is
consistent with how we manage and assess
global business performance.
For reconciliations of our reported results to an
adjusted basis, including lists of significant items,
see page 85. Definitions and calculations of other
alternative performance measures are included
in our ‘Reconciliation of alternative performance
measures’ on page 103.
%
(8)
(519)
1,828
361
93
165
100
—
228
66
816
—
(1)
Reconciliation of reported to adjusted profit before tax
Reported profit before tax
Currency translation
Significant items:
– costs of structural reform
– customer redress programmes
– disposals, acquisitions and investment in new
businesses
– fair value movements on financial instruments
– impairment of goodwill and other intangibles
2020
$m
2019
$m
2018
$m
8,777
13,347
19,890
—
(122)
3,372
—
(33)
10
8,924
158
1,444
(768)
(264)
(84)
1,090
7,349
– past service costs of guaranteed minimum pension
17
—
benefits equalisation
– restructuring and other related costs
– settlements and provisions in connection with legal and
regulatory matters
– goodwill impairment (share of profit in associates and
joint ventures)
– currency translation on significant items
2,078
12
462
—
827
(61)
—
59
Adjusted profit before tax
12,149
22,149
21,199
HSBC Holdings plc Annual Report and Accounts 2020
Financial overview
Adjusted performance continued
Adjusted revenue
Adjusted revenue of $50.4bn was $4.6bn or
8% lower than in 2019, reflecting falls in WPB
(down $3.6bn) and CMB (down $1.9bn), partly
offset by higher revenue in GBM (up $0.4bn)
and Corporate Centre (up $0.4bn).
The reduction in adjusted revenue reflected
the progressive impact of lower global interest
rates in many of the key markets in which we
operate. This had an adverse impact on
revenue in Retail Banking within WPB, and in
GLCM within CMB and GBM, although we
grew deposit balances across these
businesses compared with 2019. In WPB,
revenue also reduced as the impact of the
Covid-19 outbreak resulted in lower customer
activity in unsecured lending, including a fall in
credit card spending, and a reduction in sales
of insurance and certain investment products.
In GBM, adverse valuation movements,
primarily in the first quarter, partly reversed in
the subsequent quarters. This resulted in a net
adverse movement in credit and funding
valuation adjustments of $0.3bn and a
reduction in revenue of $0.1bn in Principal
Investments compared with 2019. In life
insurance manufacturing, the adverse market
impacts in the first quarter following the sharp
fall in equity markets more than reversed over
the remainder of the year.
These reductions were partly offset by higher
revenue in Global Markets, as market volatility
remained elevated, as well as in Corporate
Centre. Revenue relating to Markets Treasury,
which is allocated to our global businesses, also
increased, primarily due to higher disposal gains.
Adjusted ECL
Adjusted ECL, which removes the period-on-
period effects of foreign currency translation
differences, were $8.8bn, an increase of
$6.2bn from 2019. This increase occurred in all
global businesses and mainly reflected
charges related to the global impact of the
Covid-19 outbreak.
The ECL charge in 2020 reflected a significant
increase in stage 1 and stage 2 allowances,
notably in the first half of the year, to reflect
the deterioration in the forward economic
outlook globally as a result of the Covid-19
outbreak. The economic outlook stabilised in
the second half of 2020 and as a result, stage
1 and stage 2 allowances were broadly
unchanged at 31 December 2020, compared
with 30 June 2020. Stage 3 charges in 2020
increased compared with 2019, with the rise
largely related to wholesale exposures,
including a significant charge related to a CMB
client in Singapore in the first quarter of 2020.
Adjusted ECL as a percentage of average
gross loans and advances to customers was
0.81%, compared with 0.25% in 2019.
Adjusted operating expenses
Adjusted operating expenses of $31.5bn were
$1.1bn or 3% lower than in 2019, as we
continued to review and reprioritise costs and
investments to help mitigate revenue
headwinds. The decrease primarily reflected a
$0.5bn reduction in performance-related pay
and lower discretionary expenditure, including
marketing (down $0.3bn) and travel costs
(down $0.3bn). In addition, our cost-saving
initiatives resulted in a reduction of $1.4bn, of
which $1.0bn related to our costs to achieve
programme, and the UK bank levy was $0.2bn
lower than in 2019. These decreases were
partly offset by an increase in investments in
technology to enhance our digital and
automation capabilities to improve how we
serve our customers, as well as inflation and
volume-related increases. In addition, the 2020
period included impairments of certain real
estate assets.
We are forecasting broadly stable adjusted
operating expenses in 2021, relative to 2020.
During 2020, we reduced the number of
employees expressed in full-time equivalent
staff (‘FTE’) and contractors by 11,011. This
included a 9,292 reduction in FTE to 226,059
at 31 December 2020, while the number of
contractors reduced by 1,719 to 5,692 at
31 December 2020.
Adjusted share of profit in associates
and joint ventures
Adjusted share of profit from associates of
$2.1bn was $0.3bn or 12% lower than in 2019,
primarily reflecting the impact of the Covid-19
outbreak and lower global interest rates on the
share of profit we recognised from our
associates.
Balance sheet and capital
Balance sheet strength
Total assets of $3.0tn were $269bn or 10%
higher than at 31 December 2019 on a
reported basis, and 7% higher on a constant
currency basis. The increase in total assets
included growth in cash balances and in
financial investments, as well as from an
increase in derivative assets, mainly reflecting
favourable revaluation movements on interest
rate derivatives. On a constant currency basis,
loans and advances to customers reduced by
$25bn during the year, despite mortgage
growth in WPB.
Customer accounts of $1.6tn increased by
$204bn, or $173bn on a constant currency
basis, as corporate customers consolidated
their funds and redeployed them into cash,
while our personal customers reduced
spending, resulting in larger balances held in
current and savings accounts.
Distributable reserves
The distributable reserves of HSBC Holdings
at 31 December 2020 were $31.3bn.
Movements in 2020 included the retained
earnings of HSBC Holdings plc for the year,
offset by distributions to and redemptions of
preference shares and other equity
instruments. Movements also included a
$1.7bn return of capital from a subsidiary,
which had previously been considered as part
of distributable reserves.
Capital position
We actively manage the Group’s capital
position to support our business strategy and
meet our regulatory requirements at all times,
Total assets
($bn)
$2,984bn
Common equity tier 1 ratio
(%)
15.9%
2020
2019
2018
2019
2,984
2020
2,715
2019
2,558
2018
2019
15.9
14.7
14.0
including under stress, while optimising our
capital efficiency. To do this, we monitor our
capital position using a number of measures.
These include: our capital ratios, the impact
on our capital ratios as a result of stress, and
the degree of double leverage being run by
HSBC Holdings. Double leverage is a
constraint on managing our capital position,
given the complexity of the Group’s subsidiary
structure and the multiple regulatory regimes
under which we operate. For further details,
see page 169.
Our CET1 ratio at 31 December 2020 was
15.9%, up from 14.7% at 31 December 2019.
This increase included the impact of the
cancellation of the fourth interim dividend of
2019 and changes to the capital treatment of
software assets.
Liquidity position
We actively manage the Group’s liquidity and
funding to support our business strategy and
meet regulatory requirements at all times,
including under stress. To do this, we monitor
our position using a number of risk appetite
measures, including the liquidity coverage
ratio and the net stable funding ratio. At 31
December 2020, we held high-quality liquid
assets of $678bn.
29
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020
Strategic report | Global businesses
Wealth and
Personal Banking
Contribution to Group adjusted profit
before tax
$4.1bn
(34%)
WPB was formed in the second quarter of
2020 by combining our Retail Banking
and Wealth Management and Global
Private Banking businesses. Throughout
the pandemic we supported our
customers with payment holidays and by
keeping between 70% to 90% of our
branches open. Performance in 2020 was
impacted by lower interest rates across
most markets, reduced customer activity
and a rise in adjusted ECL charges.
However, we remain committed to
serving our customers and increased our
net promoter scores in most of our
channels in the UK and Hong Kong.
We serve more than 38 million customers across
the full spectrum from retail customers to ultra
high net worth individuals and their families.
We offer locally-tailored products and services
across multiple channels for our customers’
everyday banking needs, as well as insurance,
investment management, advisory and wealth
solutions for those with more sophisticated
requirements. Our global presence provides
for customers with international needs.
Adjusted results
2020
$m
2019
$m
2018
$m
2020 vs 2019
$m
%
Net operating income
22,013
25,565
23,551
(3,552)
(14)
Change in expected credit losses
and other credit impairment
charges
(2,855)
(1,348)
(1,072)
(1,507)
(112)
Operating expenses
(15,024)
(15,388)
(14,614)
Share of profit in associates
and JVs
Profit before tax
RoTE excluding significant items
and UK bank levy (%)
6
54
32
4,140
9.1
8,883
19.7
7,897
18.8
364
2
(48)
(89)
(4,743)
(53)
Financial planning delivered to
your door
In 2020, we launched HSBC Pinnacle, a new financial
planning business in mainland China, which offers
insurance solutions and wealth services outside of
branches, bringing them direct to new customers. Our
wealth planners can advise on life and health protection,
education savings, retirement and legacy planning –
supporting multiple needs in one tailored proposition.
Blending seamless digital experiences with the expertise
and great service of our people sits at the very heart of
our approach.
The pioneering business has plans to hire 3,000 wealth
professionals over a four-year period. By the end of
2020, almost 200 new colleagues were already helping
customers in the cities of Shanghai, Guangzhou,
Hangzhou and Shenzhen. Pinnacle is vital to our
ambitions for growth and opportunity in one of the
world’s largest insurance markets, and supports our
ambition to be the number one wealth manager in Asia
in the medium to long term.
30
HSBC Holdings plc Annual Report and Accounts 2020
Global businesses | Wealth and Personal Banking
Management view of adjusted revenue
Retail Banking
– net interest income
– non-interest income
Wealth Management
– investment distribution
– life insurance manufacturing
– Global Private Banking
net interest income
non-interest income
– asset management
Other1
Markets Treasury, HSBC Holdings interest expense and
Argentina hyperinflation
2020
$m
12,938
11,708
1,230
7,818
3,209
1,816
1,746
670
1,076
1,047
429
828
2019
$m
15,655
13,993
1,662
8,633
3,268
2,464
1,878
891
987
1,023
788
489
2018
$m
14,746
13,155
1,591
7,778
3,333
1,621
1,783
884
899
1,041
512
515
2020 vs 2019
$m
(2,717)
(2,285)
(432)
(815)
(59)
(648)
(132)
(221)
89
24
(359)
339
Net operating income2
22,013
25,565
23,551
(3,552)
%
(17)
(16)
(26)
(9)
(2)
(26)
(7)
(25)
9
2
(46)
69
(14)
1 ‘Other’ includes the distribution and manufacturing (where applicable) of retail and credit protection insurance, disposal gains and other non-product specific
income.
2 ’Net operating income’ means net operating income before change in expected credit losses and other credit impairment charges (also referred to as ‘revenue’).
Divisional highlights
$1.6tn
WPB wealth balances at 31 December 2020,
up 12% from 31 December 2019.
$22bn
Growth in mortgage book in the UK (up 9%)
and Hong Kong (up 5%) since 31 December
2019.
Adjusted profit before tax
($bn)
$4.1bn
2020
2019
2018
2019
Net operating income
($bn)
$22.0bn
2020
2019
2018
2019
Financial performance
Adjusted profit before tax of $4.1bn was
$4.7bn or 53% lower than in 2019. Despite
this, we achieved a RoTE of 9.1%. The
reduction in adjusted profit before tax
reflected a fall in adjusted revenue and an
increase in adjusted ECL from the impact of
the Covid-19 outbreak. The reduction in
revenue was mainly as a result of lower global
interest rates, which particularly affected
deposit margins, as well as from lower
spending and reduced customer demand for
borrowing.
Adjusted revenue of $22.0bn was $3.6bn or
14% lower, which included the non-recurrence
of 2019 disposal gains in Argentina and
Mexico of $133m.
In Retail Banking, revenue of $12.9bn was
down $2.7bn or 17%.
– Net interest income was $2.3bn lower due
to narrower margins from lower global
interest rates. This reduction was partly
offset by deposit balance growth of $67bn
or 9%, particularly in Hong Kong and the
UK, and higher mortgage lending of $22bn
or 6%, mainly in the UK and Hong Kong.
– Non-interest income fell by $0.4bn, driven
by lower fee income earned on unsecured
lending products primarily due to lower
customer activity as a result of the Covid-19
outbreak.
In Wealth Management, revenue of $7.8bn
was down $0.8bn or 9%.
continued actions to support customers
by improving our digital channels. The
reduction also included lower favourable
movement in market impacts of $38m
(2020: $90m favourable, 2019: $128m
favourable), as the sharp adverse movement
we saw in the first quarter reversed over
subsequent quarters.
– In Global Private Banking, revenue was
$0.1bn or 7% lower, as net interest income
fell as a result of lower global interest rates,
although investment revenue increased,
reflecting market volatility and higher fees
from advisory and discretionary mandates.
– In investment distribution, revenue was
$0.1bn or 2% lower, reflecting adverse
market conditions, which resulted in lower
mutual fund sales and a reduction in wealth
insurance distribution. This was partly offset
by higher brokerage fees from increased
transaction volumes.
Adjusted ECL of $2.9bn were $1.5bn higher
than in 2019, reflecting the global impact of
the Covid-19 outbreak on the forward
economic outlook across all regions, notably
in the UK.
Adjusted operating expenses of $15.0bn
were $0.4bn or 2% lower, as a decrease
in performance-related pay and reduced
discretionary expenditure more than offset
the impact of inflation and our continued
investment in digital.
4.1
8.9
7.9
22.0
25.6
23.6
– In life insurance manufacturing, revenue fell
by $0.6bn or 26%, mainly as the value of
new business written reduced by $0.4bn or
37% due to lower volumes following the
Covid-19 outbreak, in part mitigated by
31
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report | Global businesses
Commercial Banking
Contribution to Group adjusted
profit before tax
$1.9bn
(15%)
Throughout 2020, CMB continued to
support our customers’ liquidity and
working capital needs, growing deposit
balances, while our ongoing investment
in technology enabled us to support
customers under exceptionally
challenging conditions. Performance in
2020 was adversely impacted by an
increase in adjusted ECL charges and
lower global interest rates.
We support over 1.3 million business
customers in 53 countries and territories,
ranging from small enterprises focused
primarily on their domestic markets to large
companies operating globally.
We help entrepreneurial businesses grow by
supporting their financial needs, facilitating
cross-border trade and payment services, and
providing access to products and services
offered by other global businesses.
Adjusted results
2020
$m
2019
$m
2018
$m
2020 vs 2019
$m
%
Net operating income
13,312
15,164
14,374
(1,852)
(12)
Change in expected credit losses
and other credit impairment
charges
(4,754)
(1,162)
(683)
(3,592) >(200)
Operating expenses
(6,689)
(6,832)
(6,307)
Share of profit in associates
and JVs
Profit before tax
RoTE excluding significant items
and UK bank levy (%)
(1)
—
—
1,868
1.3
7,170
13.0
7,384
13.2
143
(1)
2
—
(5,302)
(74)
Pioneering ecommerce
solutions
Hong Kong-based SHOPLINE helps
companies trade online through its
ecommerce shopping platform. Founded in
2013, it has expanded to support over
250,000 merchants, which serve more than
80 million customers across 10 regions in
Asia. We partnered with SHOPLINE to
integrate advanced digital capabilities, such
as our Business Collect and PayMe for
Business services, into their propositions.
These ‘banking as a service’ capabilities
enable merchants to access the latest
collections technology with no additional
development required. Our collaboration
with SHOPLINE embodies our passion to
support small and medium-sized
enterprises through innovation, enabling
them to grow their platforms and
ecosystems across Asia and beyond.
32
HSBC Holdings plc Annual Report and Accounts 2020 Global businesses | Commercial Banking
Management view of adjusted revenue
Global Trade and Receivables Finance
Credit and Lending
Global Liquidity and Cash Management
Markets products, Insurance and Investments and Other1
Markets Treasury, HSBC Holdings interest expense and
Argentina hyperinflation
2020
$m
1,744
5,640
4,178
1,596
154
2019
$m
1,826
5,421
5,932
2,023
2018
$m
1,806
5,162
5,625
1,836
(38)
(55)
2020 vs 2019
$m
(82)
219
(1,754)
(427)
192
%
(4)
4
(30)
(21)
>200
Net operating income2
13,312
15,164
14,374
(1,852)
(12)
1 Includes revenue from Foreign Exchange, insurance manufacturing and distribution, interest rate management and Global Banking products.
2 ’Net operating income’ means net operating income before change in expected credit losses and other credit impairment charges (also referred to as ‘revenue’).
Divisional highlights
$73.2bn
Growth in adjusted customer deposits
in 2020.
+8%
Increase in international account openings.
Adjusted profit before tax
($bn)
$1.9bn
2020
2019
2018
2019
Net operating income
($bn)
$13.3bn
2020
2019
2018
2019
1.9
7.2
7.4
13.3
15.2
14.4
Financial performance
Adjusted profit before tax of $1.9bn was
$5.3bn or 74% lower than in 2019. Adjusted
ECL were higher, reflecting the impact of the
Covid-19 outbreak, and adjusted revenue fell,
which was primarily due to the impact of
lower global interest rates.
Adjusted revenue of $13.3bn was $1.9bn or
12% lower.
– In GLCM, revenue decreased by $1.8bn or
30% due to the impact of the lower global
interest rates, mainly in Hong Kong and the
UK. This was partly offset by a 16% increase
in average deposit balances, with growth
across all regions, particularly in the UK
and the US.
– In Global Trade and Receivables Finance
(‘GTRF’), revenue decreased by $82m or 4%
from lower lending balances and fees,
notably in Hong Kong and the UK, reflecting
a reduction in global trade volumes as a
result of the Covid-19 outbreak. This was
partly offset by wider margins in the UK and
Latin America.
– In ‘Markets products, Insurance and
Investments and Other’, revenue was $0.4bn
lower, reflecting the impact of lower interest
rates on income earned on capital held in
the business, a fall in revenue from
Insurance, Investments and Markets
products, as well as a reduction in
revaluation gains on shares. In addition,
2019 included a disposal gain of $24m in
Latin America.
This was partly offset by:
– In Credit and Lending, revenue increased by
$0.2bn or 4%, reflecting growth in average
balances driven by the uptake of
government-backed lending schemes and
from wider margins.
Adjusted ECL of $4.8bn were $3.6bn higher
than in 2019. The increase reflected the global
impact of the Covid-19 outbreak on the
forward economic outlook, mainly in the UK
and Asia. There were also higher charges
against specific customers in 2020,
particularly in the oil and gas and wholesale
trade sectors, including a significant charge
related to a corporate exposure in Singapore in
the first quarter of 2020.
Adjusted operating expenses of $6.7bn were
$0.1bn or 2% lower, reflecting a decrease in
performance-related pay and reduced
discretionary expenditure, while we continued
to invest in our digital and transaction banking
capabilities to improve customer experience.
In 2020, we delivered around $13bn of RWA
reductions as part of our transformation
programme, which mitigated an increase from
asset quality deterioration.
33
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report | Global businesses
Global Banking
and Markets
Contribution to Group adjusted profit
before tax
$4.8bn
(40%)
GBM increased adjusted revenue as
strong Global Markets performance more
than offset the impact of lower global
interest rates and adverse movements in
credit and funding valuation adjustments.
In 2020, management actions delivered
gross RWA reductions of $37bn globally.
Performance in Global Markets was
achieved with both a decrease in RWAs
and no increase in trading value at risk
(‘VaR’).
We continue to invest in digital capabilities
to provide value to our clients and support
them in the current environment.
We support major government, corporate and
institutional clients worldwide. Our product
specialists deliver a comprehensive range of
transaction banking, financing, advisory,
capital markets and risk management
services.
Adjusted results
2020
$m
2019
$m
2018
$m
Net operating income
15,303
14,869
15,056
2020 vs 2019
$m
434
%
3
Change in expected credit losses
and other credit impairment
charges
(1,209)
(153)
34
(1,056) >(200)
Operating expenses
(9,264)
(9,544)
(9,316)
Share of profit in associates
and JVs
Profit before tax
RoTE excluding significant items
and UK bank levy (%)
—
—
—
4,830
6.7
5,172
9.8
5,774
9.5
280
—
3
—
(342)
(7)
Supporting Rolls-Royce with a
capital markets drive
Rolls-Royce, the blue-chip FTSE 100 engineering
company, needed to raise additional liquidity in the
fourth quarter of 2020 as a consequence of the
Covid-19 outbreak. We acted as joint global
coordinator on a £2bn fully underwritten rights
issue, which received strong support from
Rolls-Royce shareholders with a 94% take-up. The
rights issue was part of a broader liquidity solution
that also incorporated raising additional debt,
including a £2bn unsecured notes offering where
we acted as joint bookrunner, and a £1bn term loan
where we acted as lead arranger and bookrunner.
The rights issue was the largest equity capital
markets transaction we acted on in the UK in 2020
and demonstrates our expertise in offering holistic
solutions to our clients across both equity and debt.
34
HSBC Holdings plc Annual Report and Accounts 2020 Global businesses | Global Banking and Markets
Management view of adjusted revenue
Global Markets
– FICC
Foreign Exchange
Rates
Credit
– Equities
Securities Services1
Global Banking1
Global Liquidity and Cash Management
Global Trade and Receivables Finance
Principal Investments
Credit and funding valuation adjustments
Other2
Markets Treasury, HSBC Holdings interest expense and
Argentina hyperinflation
2020
$m
7,290
6,278
3,373
1,734
1,171
1,012
1,792
3,804
2,021
769
114
(252)
(575)
340
2019
$m
5,728
4,737
2,671
1,451
615
991
2,026
3,875
2,722
802
261
41
(642)
56
2018
$m
6,243
5,062
2,898
1,416
748
1,181
1,925
3,983
2,563
784
219
(183)
(579)
101
Net operating income3
15,303
14,869
15,056
2020 vs 2019
$m
1,562
1,541
702
283
556
21
(234)
(71)
(701)
(33)
(147)
(293)
67
284
434
%
27
33
26
20
90
2
(12)
(2)
(26)
(4)
(56)
>(200)
10
>200
3
1 From 1 June 2020, revenue from Issuer Services, previously reported in Securities Services, was reported within Global Banking. This resulted in $96m additional
revenue being recorded in Global Banking for 2020. Comparatives have not been restated.
2 ‘Other’ in GBM includes allocated funding costs. In addition, notional tax credits are allocated to the businesses to reflect the economic benefit generated by
certain activities to reflect the total operating income on an IFRS basis; the offset to these tax credits is included within ‘Other’.
3 ’Net operating income’ means net operating income before change in expected credit losses and other credit impairment charges (also referred to as ‘revenue’).
Divisional highlights
49%
Adjusted revenue generated in Asia in 2020.
$8bn
Reduction in reported RWAs compared with
31 December 2019.
Adjusted profit before tax
($bn)
$4.8bn
2020
2019
2018
2019
Net operating income
($bn)
$15.3bn
2020
2019
2018
2019
Financial performance
Adjusted profit before tax of $4.8bn was
$0.3bn lower than in 2019, mainly due to
higher adjusted ECL, which reflected the
global impact of the Covid-19 outbreak and
included charges relating to specific
exposures, partly offset by higher adjusted
revenue and lower adjusted operating
expenses.
Adjusted revenue of $15.3bn increased by
$0.4bn compared with 2019. We grew
adjusted revenue, which included adverse
movements in credit and funding valuation
adjustments of $0.3bn, while reducing net
reported RWAs by $8bn, compared with 31
December 2019.
– In Global Markets, revenue increased by
$1.6bn or 27%, as higher volatility levels and
increased client activity, together with wider
spreads supported an improved FICC
performance, particularly in Foreign
Exchange and Credit. Rates also performed
strongly due to increased trading activity in
government bonds.
4.8
5.2
5.8
This was partly offset by:
– In Securities Services, revenue fell by $0.2bn
or 12% due to lower global interest rates,
mainly affecting Asia and Europe, although
fees increased.
15.3
14.9
15.1
– In Global Banking, revenue decreased by
$0.1bn or 2%, reflecting lower real estate
and structured finance fee income and
losses on legacy corporate restructuring
positions. However, we grew capital
markets revenue and net interest income
increased from corporate lending.
– In GLCM, revenue decreased $0.7bn or 26%
due to the impact of lower global interest
rates and a fall in transaction volumes that
reduced fee income, notably in the US and
the UK, partly offset by a 21% growth in
average balances, across all regions,
particularly in the US, Asia and the UK.
– In GTRF, revenue decreased by $33m or 4%,
reflecting lower fees in Europe due to
management actions taken to reduce
RWAs, partly offset by repricing initiatives in
Asia and Latin America.
– In Principal Investments, revenue fell by
$0.1bn, reflecting revaluation losses incurred
in the first quarter of 2020, mainly in Europe,
as a result of the Covid-19 outbreak, which
partly reversed in the remainder of the period.
Adjusted ECL were $1.2bn, up $1.1bn
compared with 2019 from charges relating to
the impact of the Covid-19 outbreak on the
forward economic outlook, particularly in
Europe, MENA and North and Latin America.
Adjusted operating expenses of $9.3bn were
$0.3bn or 3% lower, reflecting management’s
cost reduction initiatives and from lower
performance-related pay, which more than
offset growth in regulatory programme costs
and investments in technology.
In 2020, net reported RWAs fell by $8bn. We
delivered around $37bn of RWA reductions in
2020, taking our cumulative reduction,
including accelerated saves relating to our
transformation programme, to $47bn. This
mitigated RWA growth from asset quality
deterioration, elevated market volatility and
from regulatory changes.
35
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020
Strategic report | Global businesses
Corporate Centre
During 2020, we began allocating the
revenue and expenses relating to Markets
Treasury, the funding costs of HSBC
Holdings debt and the impacts of
hyperinflation in Argentina to the global
businesses. This was to improve how we
reflect revenue and expense related to
the global businesses generating or
utilising these activities. All comparatives
have been restated accordingly.
The results of Corporate Centre now primarily
comprise the share of profit from our interests
in our associates and joint ventures, together
with Central Treasury revenue, stewardship
costs and consolidation adjustments.
Adjusted results
Net operating income
Change in expected credit losses
and other credit impairment
charges
2020
$m
(262)
1
2019
$m
(654)
36
2018
$m
(883)
101
Operating expenses
(482)
(755)
(1,486)
Share of profit in associates
and JVs
Profit before tax
RoTE excluding significant items
and UK bank levy (%)
2,054
2,297
2,412
1,311
3.1
924
0.8
144
1.6
2020 vs 2019
$m
392
%
60
(35)
(97)
273
(243)
36
(11)
387
42
Financial performance
Adjusted profit before tax of $1.3bn was
$0.4bn higher than in 2019.
Adjusted revenue increased by $0.4bn, which
included intersegment eliminations, largely
related to movements in own shares held by
the global businesses, which offset an
equivalent adverse movement in these
businesses. In addition, certain funding costs
that were retained in Corporate Centre during
2019 were allocated to global businesses with
effect from 1 January 2020. Revenue in our
legacy portfolios rose by $0.1bn due to the
non-recurrence of portfolio losses in 2019.
Adjusted operating expenses, which are
stated after recovery of costs from our global
businesses, decreased by $0.3bn due to a
lower UK bank levy charge and a reduction in
discretionary expenditure.
Share of profit in associates and joint ventures
decreased by $0.2bn, primarily due to the
impact of falling interest rates and the
Covid-19 outbreak.
Management view of adjusted revenue
Central Treasury1
Legacy portfolios
Other2
Net operating income3
2020
$m
156
(17)
(401)
(262)
2019
$m
179
(111)
(722)
(654)
2018
$m
(313)
(83)
(487)
(883)
2020 vs 2019
$m
(23)
94
321
392
%
(13)
85
44
60
1 Central Treasury includes favourable valuation differences on issued long-term debt and associated swaps of $150m (2019: gains of $146m; 2018: losses of $313m).
2 I n June 2020, we began allocating the revenue from Markets Treasury, HSBC Holdings net interest expense and Argentina hyperinflation out to the global
businesses, to align them better with their revenue and expense. The total Markets Treasury revenue component of this allocation for 2020 was $2,809m (2019:
$2,040m; 2018: $2,213m).
3 ’Net operating income’ means net operating income before change in expected credit losses and other credit impairment charges (also referred to as ‘revenue’).
36
HSBC Holdings plc Annual Report and Accounts 2020 Risk overview
Risk overview
Active risk management helps us to achieve our strategy,
serve our customers and communities and grow our
business safely.
Managing risk
Unprecedented global economic events meant
banks played an expanded role in supporting
society and customers in 2020. Many of our
customers’ business models and income were
impacted by the global economic downturn
caused by the Covid-19 outbreak, requiring
them to take significant levels of support from
both governments and banks.
Throughout the pandemic, we continued to
support our customers and adapted our
operational processes. We maintained high
levels of service as our people, processes and
systems responded to the required changes.
The financial performance of our operations
varied in different geographies, but the
balance sheet and liquidity of the Group
remained strong. This helped us to support
our customers both during periods of
government imposed restrictions and when
these restrictions were eased.
To meet the additional challenges, we
supplemented our existing approach to risk
management with additional tools and
practices. We increased our focus on the
quality and timeliness of the data used to
inform management decisions, through
measures such as early warning indicators,
prudent active risk management of our risk
appetite, and ensuring regular communication
with our Board and key stakeholders.
Our risk appetite
Our risk appetite defines our desired forward-
looking risk profile, and informs the strategic
and financial planning process. It provides an
objective baseline to guide strategic decision
making, helping to ensure that planned
business activities provide an appropriate
balance of return for the risk assumed, while
remaining within acceptable risk levels.
Our risk appetite also provides an anchor
between our global businesses and the Global
Risk and Global Finance functions, helping to
enable our senior management to allocate
capital, funding and liquidity optimally to
finance growth, while monitoring exposure
and the cost impacts of managing non-
financial risks.
In 2020, we continued to evolve our risk appetite
by reallocating both financial and non-financial
resources and adapting aspects of our risk
appetite statement to ensure we remained able
to support our customers and strategic goals
Key risk appetite metrics
Component Measure
Returns
Capital
Return on average tangible equity (‘RoTE’)
CET1 ratio – end point basis1
Change in
expected
credit losses
and other credit
impairment
charges
Change in expected credit losses and other credit
impairment charges as a % of advances: retail
Change in expected credit losses and other credit
impairment charges as a % of advances:
wholesale (GBM, CMB, Global Private Banking)
Risk
appetite
≥6.5%
≥13.1%
≤0.50%
2020
3.1%
15.9%
0.68%
≤0.45%
0.89%
against the backdrop of the Covid-19 outbreak.
We placed a specific emphasis on capital and
liquidity to ensure the Group could withstand
extreme but plausible stress, and had adequate
capacity to provide increasing levels of financial
support to customers. Associated non-financial
risks were reviewed and, where applicable,
processes and controls were enhanced to
accommodate material increases in lending
volumes and help our people manage the
lending process from a home environment. A
particular focus was placed on enhancing our
risk appetite statement to provide early warnings
of credit deterioration, deliver a more holistic
view of the Group’s resilience capabilities and
develop a climate risk appetite focusing on
transition and physical risk Significant work is
also underway to further develop our risk
appetite framework, with forward-looking
statements informed by stress testing.
As seen in the key risk appetite metrics table,
the financial impact of the Covid-19 outbreak
is apparent with RoTE and ECL outside of
appetite. These are subject to close monitoring
and management actions focusing on
adapting our strategy in the context of the
pandemic and recovery. We have conducted
reviews of our portfolios that are highly
vulnerable to general economic conditions
and additional review measures have been
implemented for new credit requests.
Stress tests
We regularly conduct stress tests to assess
the resilience of our balance sheet and our
capital adequacy, as well as to provide
actionable insights into how key elements of
our portfolios may behave during crises. We
use the outcomes to calibrate our risk appetite
and to review the robustness of our strategic
and financial plans, helping to improve the
quality of management’s decision making.
Stress testing analysis assists management in
understanding the nature and extent of
vulnerabilities to which the Group is exposed.
The results from the stress tests also drive
recovery and resolution planning to enhance
the Group’s financial stability under various
macroeconomic scenarios. The selection of
stress scenarios is based upon the
identification and assessment of our top and
emerging risks identified and our risk appetite.
In 2020, the Bank of England (‘BoE’) and
European Banking Authority (‘EBA’) cancelled
the requirement for all participating banks to
conduct their respective 2020 stress test
exercises in light of the emerging impacts of
the Covid-19 outbreak. Notwithstanding this,
we conducted a range of internal stress tests
during 2020. These included stress tests
covering several potential Covid-19-related
outcomes, incorporating assessments from
credit experts to assess the resilience of key
balance sheet metrics including capital
adequacy and liquidity. We are regularly
reviewing the economic impacts for key
economies and markets to understand
potential vulnerabilities in our balance sheet
and to identify appropriate mitigating actions.
We continue to monitor emerging geopolitical,
economic and environmental risks impacting
the Group’s capital adequacy and liquidity. Our
balance sheet and capital adequacy remain
resilient based on regulatory and internal
stress test outcomes.
We also developed a framework for our
climate stress testing and scenario analysis
capabilities. We conducted a pilot climate
scenario analysis on some of our portfolios
exposed to climate risk. The analysis was used
to identify the most material drivers of climate
risk within our business, and create informed
insights of our climate exposures for use in our
risk management and business decision
making.
37
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report | Risk overview
Our operations
We remain committed to investing in the
reliability and resilience of our IT systems and
critical services that support all parts of our
business. We do so to protect our customers,
affiliates and counterparties, and to help
ensure that we minimise any disruption to
services that could result in reputational and
regulatory consequences. We continue to
operate in a challenging environment in which
cyber threats are prevalent. To help defend
against these threats we continue to invest in
business and technical controls, such as our
infrastructure, software solutions, and system
resilience and service continuity.
We have started to move forward with the
implementation of our business transformation
plans. This follows a pause on some elements
during the first half of 2020 to help ensure our
continued safe operation and to support our
people and communities during a period of
significant change due to the Covid-19
outbreak. We are aiming to manage the risks
of the restructuring safely, which include
execution, operational, governance,
reputational, conduct and financial risks. We
put support in place to help our people,
particularly when we are unable to find
alternative roles for them as a result of the
business transformation plans.
For further details on our risk management
framework and risks associated with our banking
and insurance manufacturing operations, see
pages 118 and 119 respectively.
Risks related to Covid-19
The Covid-19 outbreak and its effect on the
global economy have impacted our customers
and our performance, and the future effects of
the outbreak remain uncertain. The outbreak
necessitated governments to respond at
unprecedented levels to protect public health,
local economies and livelihoods. It has affected
regions at different times and to varying degrees
as it has developed. The varying government
support measures and restrictions in response
have added challenges, given the rapid pace of
change and significant operational demands.
The speed at which countries and territories will
be able to unwind the government support
measures and restrictions and return to
pre-Covid-19 economic levels will vary based on
the levels of infection, local governmental
decisions and access to and ability to roll out
vaccines. There remains a risk of subsequent
waves of infection, as evidenced by the recently
emerged variants of the virus. Renewed
outbreaks emphasise the ongoing threat of
Covid-19 even in countries that have recorded
lower than average cases so far. We continue to
monitor the situation.
The development of Covid-19 vaccines has
raised hopes of widespread immunisation being
achieved by the end of 2021 and government
restrictions being eased. However, tensions
could increase as countries compete for access
to the array of vaccines either under
development, approved or pending approval,
while the potential differences in protection
offered by vaccines and the speed and scale
with which they can be manufactured and
distributed may further add to tensions.
The Covid-19 outbreak has led to a significant
weakening in GDP in many of our markets,
although regions and sectors have rebounded
to differing levels from their previous low
points. Economic consensus forecasts have
stabilised in recent months and monthly
changes to the forecasts have become
smaller, with a partial rebound broadly
predicted for 2021. However, there is wide
dispersion in forecasts, and these have yet to
incorporate fully the adverse effect of the most
recent stringent government restrictions that
have been imposed in an increasing number
of countries. Labour markets in several key
economies (namely those of the UK and EU)
may take longer to recover, with
unemployment rates expected to rise in 2021
as government support measures are
discontinued or tapered off.
Notwithstanding the potential for recovery in
2021, GDP levels are unlikely to return to
pre-Covid-19 levels until later years in many
markets. Differing levels of vaccine access
between markets will also hamper economic
recovery and could see individual markets
rebound at different paces.
While the longer-term effects of the outbreak
on businesses are uncertain, our financial
position should allow us to continue to help
support our customers. The management of
capital and liquidity remains a key focus area
and is being continually monitored both at
Group and entity levels.
The nature and scale of the Covid-19 crisis has
necessitated strong responses from
governments, central banks and regulators, and
the outbreak has also resulted in changes in the
behaviours of our retail and wholesale
customers. These factors have impacted the
performance of our expected credit loss
models, requiring enhanced monitoring of
model outputs and use of compensating
controls, specifically management judgemental
adjustments based on the expert judgement of
senior credit risk managers. In addition, we have
built up our operational capacity rapidly in
response to government and central bank
support measures aimed at combating the
impacts of the Covid-19 outbreak, and have
been responding to complex conduct
considerations and heightened risk of fraud
related to these external programmes.
For further details on our approach to the risks
related to Covid-19, see ‘Areas of special interest’
on page 116.
Geopolitical and macroeconomic risks
The geopolitical and economic landscape was
dominated by the Covid-19 outbreak for much
of 2020 and the virus and its economic impact
is expected to remain the dominating factor of
2021. The pandemic contributed to an
increasingly fragmented trade and regulatory
environment, and impacted business and
investor sentiment during a period of
heightened existing US-China tensions and
trade negotiations between the UK and the EU.
Central banks reduced interest rates in most
financial markets due to the adverse impact of
the pandemic, which has in turn increased the
likelihood of negative interest rates. Prolonged
low interest rates and flatter interest rate
curves in major financial markets continue
to present risks and concerns, such as our
readiness to accommodate zero or negative
rates, the resulting impacts on customers, and
the financial implications on our net interest
income.
38
A range of tensions in US-China relations could
have potential ramifications for the Group and
its customers. These tensions could include
divisions over Hong Kong, US funding of and
trading with strategic Chinese industries, claims
of human rights violations, and others. Some of
these tensions have manifested themselves
through actions taken by the governments of
the US and China in 2020 and early 2021. These
tensions may affect the Group as a result of the
impact of sanctions, including sanctions that
impact the Group’s customers, as well as
regulatory, reputational and market risks. The
US has imposed a range of sanctions and trade
restrictions on Chinese persons and
companies, focusing on entities the US believes
are involved in human rights violations,
information technology and communications
equipment and services, and military activities,
among others. In response, China has
announced a number of sanctions and trade
restrictions that target or provide authority to
target foreign officials and companies,
including those in the US. Certain measures are
of particular relevance, including the US Hong
Kong Autonomy Act. It remains unclear the
extent to which the new US administration
will affect the current geopolitical tensions
following the inauguration of President Biden.
We continue to monitor the situation.
Investor and business sentiment in some
sectors in Hong Kong remains dampened,
although the financial services sector has
remained strong and has benefited from
stable liquidity conditions.
The financial impact to the Group of
geopolitical risks in Asia is heightened due
to the strategic importance of the region,
and Hong Kong in particular, in terms of
profitability and prospects for growth.
For further details on our approach to geopolitical
and macroeconomic risks, see ‘Top and
emerging risks' on page 110.
HSBC Holdings plc Annual Report and Accounts 2020
Risk overview
UK withdrawal from the European Union
The UK left the EU on 31 January 2020 and
entered a transition period until 31 December
2020. A Trade and Cooperation Agreement
between the EU and the UK was agreed on 24
December 2020 and ratified by the UK on 30
December 2020. The deal mainly focused on
goods and services but also covered a wide
range of other areas, including competition,
state aid, tax, fisheries, transport, data and
security. However, it included limited elements
on financial services, and, as a result, did not
change HSBC’s planning in relation to the UK’s
withdrawal from the EU.
The EU and UK agreed through a joint
declaration to establish structured regulatory
cooperation on financial services, with the aim
of establishing a durable and stable relationship
between autonomous jurisdictions. Based on a
shared commitment to preserve financial
stability, market integrity, and the protection of
investors and consumers, these arrangements
are expected to allow for:
– bilateral exchanges of views and analysis
relating to regulatory initiatives and other
issues of interest;
– transparency and appropriate dialogue in
the process of adoption, suspension and
withdrawal of equivalence decisions; and
– enhanced cooperation and coordination,
including in international bodies as
appropriate.
In the coming months, both parties are
expected to enter discussions with the aim of
agreeing a memorandum of understanding
establishing the framework for this
cooperation. The parties are expected to
discuss, inter alia, how to move forward on
both sides with financial equivalence
determinations between the EU and UK.
Our global presence and diversified customer
base should help mitigate the direct impacts
on our financial position of the absence of a
comprehensive agreement on financial
Ibor transition
services between the UK and EU. Our existing
footprint in the EU, and in particular our
subsidiary in France, provides a strong
foundation for us to build upon. As part of our
stress testing programme, a number of
internal macroeconomic and event-driven
scenarios were assessed to support our
planning for, and evaluation of, the impact of
the UK’s withdrawal from the EU. The results
confirmed that we are well positioned to
withstand potential shocks. However, the UK’s
withdrawal from the EU is likely to increase
market volatility and economic risk,
particularly in the UK, which could adversely
impact our profitability and prospects for
growth in this market.
For further details on our approach to the UK’s
withdrawal from the EU, see ‘Areas of special
interest’ on page 116.
Throughout 2020, our interbank offered rate
(‘Ibor’) transition programme, which is tasked
with the development of new replacement
near risk-free rate (‘RFR’) products and
transition from legacy Ibor products, has
continued to implement the required IT and
operational changes necessary to facilitate an
orderly transition from Ibors to RFRs, or
alternative benchmarks, such as policy interest
rates. These changes have enabled HSBC to
meet regulatory endorsed milestones related
to product readiness and the clearing
house-led transition to RFR discounting.
Additionally, to further support our business
and our customers, our programme’s scope
has widened to include additional interest rate
benchmarks, which now have a plan for
demise in the near future. The Ibor transition
programme now covers 12 interest rate
benchmarks: five London interbank offered
rate (‘Libor’) currencies; four Asia-Pacific
benchmarks that reference US dollar Libor; the
Euro Overnight Index Average (‘Eonia’); the
Singapore interbank offered rate (‘Sibor’); and
Turkish Lira interbank offered rate (‘TRLibor’).
Global business lines, functions and, where
appropriate, HSBC entities have identified
financial and non-financial risks related to the
transition and developed key actions to
mitigate the identified risks. These risks
include those associated with the continued
sale of products referencing Ibor, through
2020. However, HSBC has actively removed
certain Ibor referencing products from sale,
and implemented processes and controls to
manage the continued sale of Ibor products to
assist in meeting our clients’ needs. As
products referencing Ibor continue to be sold,
and RFR products are developed,
considerations relating to the enforceability of
Ibor fallback provisions and the evolution of
RFR market conventions have increased legal
and compliance risks.
Furthermore, the impact of the Covid-19
outbreak has compressed timelines for client
engagement and potentially increased the
resilience risks associated with the rollout of
new products, transition of legacy contracts,
and new RFR product sales.
For further details on our approach to Ibor
transition, see ‘Top and emerging risks’ on
page 110.
Top and emerging risks
Our top and emerging risks report identifies
forward-looking risks so that they can be
considered in determining whether any
incremental action is needed to either prevent
them from materialising or to limit their effect.
Top risks are those that may have a material
impact on the financial results, reputation or
business model of the Group in the year
ahead. Emerging risks are those that have
large unknown components and may form
beyond a one-year horizon. If any of these
risks were to occur, it could have a material
adverse effect on HSBC.
Our suite of top and emerging risks is subject
to review by senior governance forums. In
January 2020, our top and emerging risk
themes were streamlined to interconnect
appropriate thematic risk issues that impact
our portfolios and business. The themes
‘geopolitical risk’, ‘the credit cycle’ and
‘economic outlook and capital flows’ were
merged into a single theme under ‘geopolitical
and macroeconomic risks’. We continue to
monitor closely the identified risks and ensure
robust management actions are in place, as
required. In December 2020, change
execution risk was added as a new thematic
risk due to the level of change in priorities
resulting from the Group transformation
programme and other regulatory or
remediation programmes.
39
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Strategic report | Risk overview
Risk
Trend Mitigants
Externally driven
Geopolitical and
macroeconomic risks
Cyber threat and
unauthorised access to
systems
Regulatory compliance
risk environment,
including conduct
Financial crime risk
environment
Ibor transition
Climate-related risks
Internally driven
IT systems
infrastructure and
resilience
Risks associated with
workforce capability,
capacity and
environmental factors
with potential impact on
growth
Risks arising from the
receipt of services from
third parties
Model risk
management
Data management
Change execution risk
We monitor developments in geopolitical and macroeconomic risk and assess what impacts these may have on
our portfolios. The Covid-19 outbreak, heightened US-China geopolitical tensions and the UK’s withdrawal from
the EU have resulted in an unprecedented global economic slowdown, leading to a significant increase in credit
stress in our portfolio. We have increased the frequency and depth of monitoring activities, and performed
stress tests and other sectoral reviews to identify portfolios or customers who were experiencing, or were likely
to experience, financial difficulty as a result.
We help protect HSBC and our customers by continuing to strengthen our cyber defences, helping enable the
safe execution of our business priorities and the security of our customers’ information. Our data-driven
approach, grounded in strong controls that help to mitigate advanced cyber threats, enhances our capability
in threat detection, access controls and resiliency.
We monitor regulatory developments closely and engage with regulators, as appropriate, to help ensure that
new regulatory requirements are implemented effectively and in a timely way. In addition to developments
driven by the Covid-19 outbreak, we are keeping abreast of the emerging regulatory agenda, which is
increasingly focused on diversity, sustainable development, climate change, operational resilience and digital
services and innovation.
We continued to support the business and our customers throughout the Covid-19 outbreak, while ensuring that
our controls remained effective to manage financial crime risk. We progressed with our plans to improve our
fraud controls and continue to invest in both advanced analytics and artificial intelligence (‘AI’), which remain key
components of our next generation of tools to fight financial crime. Additionally we continued to update our
policies and controls in response to new, increasingly complex sanctions and export control regulations, which
reflected heightened geopolitical tensions.
We remain focused on providing alternative near risk-free rate products, and the supporting processes and
systems, to replace all outstanding Ibor-linked contracts that are on a demise path. We engage with industry
participants and regulatory working groups to aid an orderly transition within the required timelines. In light of
delays in market and client readiness caused by the Covid-19 outbreak, we are engaging and prioritising clients
for transition of their outstanding contracts linked to Ibors that already have a confirmed demise.
We continue to enhance the identification, oversight and management of climate risk. In 2020, we enhanced
our climate risk appetite statement with quantitative metrics to articulate the risks from climate change, and
formalised our overall approach to climate risk management. We also started to integrate climate risk into the
Group-wide risk management framework (see our TCFD Update 2020 for further information).
We actively monitor and improve service resilience across our technology infrastructure to minimise service
disruption to our customers, and enhance our service management disciplines and change execution
capabilities. We continued to adapt our IT systems during 2020 to support our customers and operations during
the Covid-19 outbreak.
We monitor workforce capacity and capability requirements in line with our published growth strategy and
any emerging issues in the markets in which we operate. We have put in place measures to help ensure that
our people are supported and able to work safely during the Covid-19 outbreak. We are monitoring people
risks that may arise due to business transformation to help ensure that we sensitively manage any
redundancies and support impacted employees.
We continue to enhance our third-party risk management programme to help ensure engagements comply with
our third-party risk policy and required standards. We work closely with providers to monitor performance. In
2021, we will continue to strengthen our third-party risk framework and improve our technology, process and
people capabilities.
We continue to strengthen our oversight of models and the second line of defence Model Risk Management
function. We are embedding a new model risk policy, which includes updated controls around the monitoring
and use of models. We have developed new model risk appetite measures, which we expect to implement in the
first quarter of 2021. A redevelopment of our IFRS 9 and capital models is underway to reflect the potential
effects of the extreme economic shocks and various government support measures as a consequence of the
Covid-19 outbreak.
We continue to enhance and advance our insights, data aggregation, reporting and decisions through
ongoing improvement and investments in data governance, data quality, data privacy, data architecture, and
analytics (including machine learning and AI capabilities). Our work to modernise our data infrastructure also
continues, building on the Cloud to increase flexibility and scalability and improve our fit-for-purpose data
while also respecting the evolving regulatory landscape regarding the localisation of data. This is a crucial
component of effectively managing our risk.
We have established a global transformation programme to oversee all initiatives mobilised to deliver the
commitments made to restructure the business and reduce costs. The related execution risks are being
monitored and managed, recognising that many initiatives impact our colleagues and require continued
investment in technology. We are working to strengthen our change management practices to deliver changes
efficiently and safely.
Risk heightened during 2020
Risk remained at the same level as 2019
40
HSBC Holdings plc Annual Report and Accounts 2020
Long-term viability and going concern statement
Long-term viability and going
concern statement
Under the UK Corporate Governance Code,
the Directors are required to provide a viability
statement that must state whether the Group
will be able to continue in operation and meet
its liabilities, taking into account its current
position and the principal risks it faces. They
must also specify the period covered by, and
the appropriateness of, this statement.
The Directors have specified a period of three
years to 31 December 2023. They are satisfied
that a forward-looking assessment of the
Group for this period is sufficient to enable a
reasonable statement of viability. In addition,
this period is covered by the Group’s stress
testing programmes, and its internal
projections for profitability, key capital ratios
and leverage ratios. Notwithstanding this, our
stress testing programmes also cover
scenarios out to five years and our assessment
of risks are beyond three years where
appropriate:
– This period is representative of the time
horizon to consider the impact of ongoing
regulatory changes in the financial services
industry.
– Our updated business plan covers
2021–2025.
The Board, having made appropriate enquiries,
is satisfied that the Group as a whole has
adequate resources to continue operations for
a period of at least 12 months from the date of
this report, and it therefore continues to adopt
the going concern basis in preparing the
financial statements.
Based upon their assessment, the Directors
have a reasonable expectation that the Group
will be able to continue in operation and meet
liabilities as they fall due over the next three
years.
In making their going concern and viability
assessments, the Directors have considered a
wide range of detailed information relating to
present and potential conditions, including
projections for profitability, cash flows, capital
requirements and capital resources.
The Directors carried out a robust assessment
of the emerging and principal risks facing the
Group to determine its long-term viability,
including those that would threaten its
solvency and liquidity. They determined that
the principal risks are the Group’s top and
emerging risks, as set out on page 39. These
include risks related to geopolitical and
macroeconomic risks (including in relation to
Covid-19), which bring a heightened level of
uncertainty compared with previous years.
The Directors assessed that all of the top and
emerging risks identified are considered to be
material and, therefore, appropriate to be
classified as the principal risks to be
considered in the assessment of viability. They
also appraised the impact that these principal
risks could have on the Group’s risk profile,
taking account of mitigating actions planned
or taken for each, and compared this with the
Group’s risk appetite as approved by the
Board. At 31 December 2020, there were
seven heightened top and emerging risks:
geopolitical and macroeconomic risks;
financial crime risk environment; Ibor
transition; climate-related risks; risks
associated with workforce capability, capacity
and environmental factors with potential
impact on growth; model risk management;
and change executions risks.
In carrying out their assessment of the
principal risks, the Directors considered a wide
range of information including:
– details of the Group’s business and
operating models, and strategy;
– details of the Group’s approach to managing
risk and allocating capital;
– a summary of the Group’s financial position
considering performance, its ability to
maintain minimum levels of regulatory
capital, liquidity funding and the minimum
requirements for own funds and eligible
liabilities over the period of the assessment.
Notable are the risks which the Directors
believe could cause the Group’s future
results or operations to adversely impact
any of the above;
– enterprise risk reports, including the Group’s
risk appetite profile (see page 107 of the
Annual Report and Accounts 2020) and top
and emerging risks (see page 110 of the
Annual Report and Accounts 2020);
– the impact on the Group due to the Covid-19
pandemic, the UK’s departure from the EU,
tensions between the US and China and the
situation in Hong Kong;
– reports and updates regarding regulatory
and internal stress testing. While the Bank of
England and European Banking Authority
cancelled their industry-wide stress test
exercises in 2020, a number of internal
stress tests were conducted in 2020,
including several potential Covid-19 related
outcomes;
– reports and updates from management on
risk-related issues selected for in-depth
consideration;
– reports and updates on regulatory
developments;
– legal proceedings and regulatory matters
set out in Note 34 on the financial
statements of the Annual Report and
Accounts 2020; and
– reports and updates from management on
the operational resilience of the Group.
Having considered all the factors outlined
above, the Directors confirm that they have a
reasonable expectation that the Group will be
able to continue in operation and meet its
liabilities as they fall due over the period of the
assessment up to 31 December 2023.
Aileen Taylor
Group Company Secretary and Chief
Governance Officer
23 February 2021
41
Strategic reportHSBC Holdings plc Annual Report and Accounts 2020 Environmental,
social and governance
review
43
44
52
62
70
Our approach to ESG
Climate
Customers
Employees
Governance
Our ESG reporting
We have changed how we report this
year by embedding the content previously
provided in our stand-alone ESG Update
within our Annual Report and Accounts.
This is to further demonstrate that how
we do business is just as important as what
we do. In response to the feedback from
our investors, we are publishing a more
extensive breakdown of ESG information
in a supplementary ESG Data Pack for the
first time alongside the ESG review, which
can be found at www.hsbc.com/esg.
42
HSBC Holdings plc Annual Report and Accounts 2020 ESG review
Our approach to ESG
We have sought to support our stakeholders through an
unprecedented year, as we set a new climate ambition and
refined our purpose, ambition and values to reflect our strategy.
About the ESG review
Our new purpose is: ‘Opening up a world
of opportunity’.
To achieve our purpose and deliver our
strategy in a way that is sustainable, we
are guided by our values: we value difference;
we succeed together; we take responsibility;
and we get it done.
We also need to build strong relationships
with all of our stakeholders, who are the
people who work for us, bank with us, own
us, regulate us, and live in the societies we
serve and the planet we all inhabit.
Having a clear purpose and strong values
have never been more important, with the
Covid-19 pandemic testing us all in ways
we could never have anticipated.
We introduced payment relief measures to
our customers as part of government-backed
and our own schemes, which impacted
87,000 personal accounts and $5.5bn in
balances, as at the end of 2020. We also
provided $35.3bn of lending support to
more than 237,000 wholesale customers.
For our colleagues, we adapted to new ways
of working and provided extra support and
resources to manage their mental and physical
health. We also announced our climate
ambition of net zero by 2050, but we know
this is a journey and that the current means
of tracking emissions globally need improving.
In this Environmental, Social and Governance
(‘ESG’) review, we aim to set out our approach
to our climate, customers, employees and
governance.
Environmental
– We announced our net zero climate ambition and increased our climate
disclosures under TCFD, but we recognise more work is needed as methods
to measure progress evolve.
– We surpassed our goal of reducing CO2 per FTE to 2.0 tonnes in 2020, although we
acknowledge this was mainly due to the consequences of the Covid-19 pandemic.
Read more in the Climate section on page 44.
Social
– The customer shift to digital accelerated, with 54% of retail customers digitally
active in 2020. Mobile app downloads of our core business digital platform,
HSBCnet, rose 146%.
– An increase in complaints in certain markets reflected a challenging year,
but we continued to embed new ways of capturing feedback.
Read more in the Customers section on page 52.
– Employees responded to our Snapshot surveys at a record rate, and our
employee advocacy rose five points to 71%.
– We met our target of 30% women in senior leadership roles, and published ethnicity
data in the UK and US. We recognise we need to take action, and aim to at least
double the number of Black employees in senior leadership roles by 2025.
Read more in the Employees section on page 62.
Governance
– Our pioneering scheme to help survivors of human trafficking is used as a model
for making financial services more accessible.
– In seeking to safeguard the financial system, we screen over 708 million
transactions each month for signs of money laundering and financial crime.
Read more in the Governance section on page 70.
How we decide what to measure
We listen to our stakeholders in a number of
different ways, which we set out in more detail
within the ESG review. We use the information
they provide us to identify the issues that are
most important to them – and consequently
also matter to our own business.
Social and Governance Reporting Guide
contained in Appendix 27 to The Rules
Governing the Listing of Securities on the
Stock Exchange of Hong Kong Limited)
to choose what we measure and publicly
report in this ESG review.
Our ESG Steering Committee and other
relevant governance bodies regularly discuss
the new and existing themes and issues that
matter to our stakeholders. Our management
team then uses this insight, alongside the
framework of the ESG Guide (which refers
to our obligations under the Environmental,
Recognising the need for a consistent and
global set of ESG metrics, we have committed
to start aligning to World Economic Forum
core metrics from next year.
Under the ESG Guide, ’materiality’ is
considered to be the threshold at which
ESG issues become sufficiently important
to our investors and other stakeholders that
they should be publicly reported. We are
also informed by stock exchange listing and
disclosure rules globally. We know that what
is important to our stakeholders evolves over
time and we will continue to assess our
approach to ensure we remain relevant in
what we measure and publicly report.
For further information on our approach to
reporting, see the ‘Additional information’
section on page 375.
43
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020
ESG review
Climate
We are powering new solutions to the climate crisis and
supporting the transition to a low-carbon future, moving to
carbon net zero ourselves and helping others to do so too.
At a glance
Becoming a net zero bank
Our climate ambition
The transition to net zero carbon emissions
creates a clear opportunity to set the global
economy on a more sustainable, resilient
and inclusive path. We have the ability to
catalyse a resilient, vibrant future by financing
the transformation of businesses and
infrastructure to a low-carbon economy.
We have a strong track record of leadership
in the transition to a low-carbon economy.
In 2017, we committed that we would provide
and facilitate $100bn of sustainable finance
and investment by 2025. Since then, we have
achieved $93.0bn of that goal, launched a
number of award-winning products and
been recognised as a leading bank for
sustainable finance.
Achieving the scale of change required for the
world to meet the Paris Agreement goal of net
zero by 2050 will require us to go further and
faster. As such, in October 2020, we set out a
three-part plan to accelerate financing for the
transition to net zero, underpinned by strong
governance and risk management.
A summary of our fourth TCFD disclosure can
be found on page 20 in our Strategic Report.
The full TCFD Update 2020 can be found at
www.hsbc.com/esg.
To achieve our ambition to be a net zero bank, we can make changes both in
our own operations and for our customers through our financing portfolio. We
aim to bring our operations and supply chain to net zero by 2030 or sooner, and
align our financed emissions to the Paris Agreement goal to achieve net zero by
2050 or sooner.
Read more on becoming a net zero bank on page 45.
Supporting our customers through transition
The most significant contribution we can make to solving the climate crisis
is supporting our customers to decarbonise, while helping to ensure their
ongoing resilience and prosperity. Our aim is to provide between $750bn and
$1tn of sustainable finance and investment by 2030 to support our customers
to transition to lower carbon emissions.
Read more on supporting our customers through transition on page 48.
Unlocking climate solutions and innovations
We need new ideas to increase the pace of the transition to net zero. We are
working with a range of partners to increase investment in natural resources,
technology and sustainable infrastructure. We also plan to donate $100m to a
programme that will support climate solutions to scale over the next five years.
Read more on unlocking climate solutions and innovations on page 50.
Our approach to sustainability policies
Our sustainability policies help define our appetite for business, and seek to
encourage customers to meet good international standards of practice. In light
of our new net zero ambition, we are undertaking a review of our sustainability
risk policies. We have also removed an exception to our energy policy and are
a signatory of the Equator Principles.
Read more on our approach to sustainability policies on page 51.
Awards and achievements
Euromoney Awards for Excellence 2020
World’s Best Bank for Sustainable Finance
(second consecutive year)
Asia’s Best Bank for Sustainable Finance
Middle East’s Best Bank for Sustainable Finance
Western Europe’s Best Bank for Sustainable
Finance
The Banker Investment Banking Awards 2020
Best Investment Bank for Sustainability Finance
Best Investment Bank for Green/Climate
Action Bonds
Best Investment Bank for Sustainable SSA
Financing
Environmental Finance Bond Awards 2020
Lead Manager for the Year for Green Bond Bank
Lead Manager for the Year for Green Bond SSA
Lead Manager for the Year for Sustainability
Bond Local Authority/Municipality
Lead Manager for the Year for Sustainability
Bond Bank
Lead Manager for the Year for Social Bond SSA
44
HSBC Holdings plc Annual Report and Accounts 2020
Climate
Becoming a net zero bank
Securing the future of our planet – and
economic resilience and prosperity – depends
on the transition to a net zero global economy.
The Intergovernmental Panel on Climate
Change, a United Nations body, indicated that
in order to avoid the worst impacts of climate
change, we need to reduce global greenhouse
emissions by 45% by 2030, and achieve net
zero by 2050.
Our net zero ambition
In October 2020, we announced our ambition
to become net zero in all direct and indirect
emissions, known as scope 1, 2 and 3
emissions. We aim to deliver this by achieving
net zero in our operations and our supply chain
by 2030 or sooner. We also plan to align our
financed emissions – the carbon emissions
of our portfolio of customers – to the Paris
Agreement goal of net zero by 2050 or sooner.
We have outlined on the following page a set
of metrics and indicators against which we
plan to report progress towards our climate
ambition. We continue to make regular
TCFD-aligned disclosures and have published
our fourth disclosure, a summary of which is
on page 20. Our stand-alone TCFD Update
2020 is available at www.hsbc.com/esg.
We understand that achieving net zero
requires not just emissions reduction but
investment in carbon offsets for a balanced
transition. However, the world currently lacks
both a globally consistent, future-proofed
standard to measure financed emissions and
a fully functional carbon offset market. We are
working closely with our peers, central banks
and industry bodies to mobilise the financial
system around these important goals.
Reduce, replace and remove
To achieve net zero carbon emissions in our
operations and our supply chain, we are
building on the set of reduction targets that
we set in 2011 to reduce environmental and
carbon impacts from our operations by 2020.
Among other achievements, we reduced
carbon emissions from energy and travel per
FTE by 49.6% from the 2011 baseline. For
further details on our progress, see www.
hsbc.com/who-we-are/our-climate-strategy/
becoming-a-net-zero-bank.
For our 2030 ambition, we have three elements
to our strategy: reduce, replace and remove.
We plan to first focus on reducing carbon
emissions from consumption, and then
replacing remaining emissions with low-carbon
alternatives in line with the Paris Agreement
goal of limiting global warming to below 1.5°C.
We plan to remove the remaining emissions
that cannot be reduced or replaced by procuring
high-quality offsets at a later stage.
We will compare our success against our
carbon emissions in 2019, including scope
1, 2 and 3 emissions. We will use 2019 figures
as a baseline due to the Covid-19 outbreak
affecting working behaviours, which helped
to drive further reductions reflected in 2020
results. For our 2019 baseline, our operational
emissions were mainly composed of energy
(approximately 16%), travel (approximately 6%)
and supply chain emissions (approximately
78%). We are in the process of reviewing our
supply chain methodology and we will be
updating our 2019 baseline, accordingly. We
will take into consideration cabin class in our
recording of travel emissions, including the
baseline, as it represents a more accurate
representation of our air travel emissions.
Reducing our operational emissions
In 2017, we committed to achieving 100%
renewable power across our operations by
2030, joining other global companies in the
RE100 initiative. As electricity currently makes
up 92% of our energy emissions, our aim is to
reduce electricity consumption by 50% over
the next 10 years. We plan to then transition
the remainder to renewable energy. In 2020,
37.4% of our electricity was renewable, mainly
due to our power purchase agreements of
wind and solar energy in the UK, Mexico and
India. We plan to continue to build our power
purchase agreements portfolio and expand
our purchase of green tariffs in markets
where these are available.
The majority of our travel emissions
are concentrated in air travel, which fell in
2020 due to the Covid-19 outbreak. As travel
restrictions are lifted, we expect our travel
emissions to rise. However, we will continue to
encourage the use of technological solutions
where possible to provide connectivity with
colleagues and customers.
Explaining scope 1, 2 and 3 emissions
To measure and manage our carbon emissions,
we follow the Greenhouse Gas Protocol global
framework, which identifies three scopes
of emissions. Scope 1 represents the direct
emissions we create. Scope 2 represents the
indirect emissions resulting from the use of
electricity and energy to run a business. Scope 3
represents indirect emissions attributed to
upstream and downstream activities taking
place to provide services to customers. Our
upstream activities include business travel and
emissions from our supply chain including
transport, distribution and waste. Our
downstream activities are those related to
investments and financed emissions.
Scope 2
Indirect
Scope 3
Indirect
Scope 1
Direct
Scope 3
Indirect
Electricity,
steam
heating and
cooling
Supply
chain
Business
travel
Employee
commuting1
Company
facilities
Company
vehicles
Investments and
financed emissions
For further details, see our ESG Data Pack at
www.hsbc.com/esg.
1 HSBC-sponsored shuttles only
Upstream activities
HSBC Holdings
Downstream activities
45
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Climate
Becoming a net zero bank continued
Working with our supply chain
As the majority of our emissions are within
our supply chain, we know we cannot achieve
our net zero goal without our suppliers joining
us on our journey. Our supplier emissions are
currently calculated using a methodology
based on supplier spend. In 2020, we began
the three-year process of targeting our largest
suppliers, representing 60% of our annual
supplier spend, to encourage them to make
their own carbon commitments, and to
disclose their emissions via the CDP supply
chain programme. This programme will allow
us to work with our suppliers to understand
their commitment to carbon emission
reduction, to educate those that are starting
their journey, and to collaborate with those
that are leading in this area.
Our lending portfolio
At the heart of our climate plan is a goal
to align our financed emissions to the Paris
Agreement goal of net zero by 2050 or sooner.
Our carbon dioxide emissions in 2020
We report our carbon emissions following
the Greenhouse Gas Protocol, which
incorporates the scope 2 market-based
emission methodology. We report carbon
dioxide emissions resulting from energy
use in our buildings and employees’
business travel.
In 2020, we surpassed our carbon emissions
target of 2.0 tonnes per FTE, achieving 1.76
tonnes per FTE. This was mainly attributed
to travel restrictions and the reduction of
usage of our buildings due to the Covid-19
outbreak. We also implemented over
600 energy conservation measures that
amounted to an estimated energy
avoidance in excess of 15 million kWh.
In 2020, we collected data on energy
use and business travel for our operations
in 28 countries and territories, which
accounted for approximately 93% of our
FTEs. To estimate the emissions of our
operations in countries and territories
This means making financing decisions
with a consideration for climate change,
and intensifying our support for customers
in their transition to lower carbon emissions.
solutions to help even the most heavy-
emitting sectors to progressively decarbonise,
while helping to ensure a just and stable
transition to maintain economic stability.
In 2017, we pledged to provide and facilitate
$100bn of sustainable finance and investment
by 2025 to support our customers as they
switch to more sustainable ways of doing
business, and by the end of 2020 we had
already achieved $93.0bn of that ambition.
In October 2020, we set ourselves a new
target of providing between $750bn and
$1tn in sustainable finance and investment
by 2030 (for further details, see page 48).
We will work with our portfolio of customers
to provide expert advice and support them
on their transition to lower carbon emissions,
while taking into account the unique
conditions for customers across developed
and developing economies. To do this, we
will increase our portfolio of transition finance
where we have operational control and a
small presence, we scale up the emissions
data from 93% to 100%.
We then apply emission uplift rates to
reflect uncertainty concerning the quality
and coverage of emission measurement and
estimation. The rates are 4% for electricity,
10% for other energy and 6% for business
travel. This is consistent both with the
Intergovernmental Panel on Climate
Change’s Good Practice Guidance and
Uncertainty Management in National
Greenhouse Gas Inventories and our internal
analysis of data coverage and quality.
Further details on our methodology,
our third-party assurance report and
relevant environment key facts found
in our ESG Data Pack can each be found
at www.hsbc.com/esg.
Included within the $100bn facilitation
total is $2.8bn-worth of advisory services
on HSBC-issued green/SDG bonds. Our
green bond report summarises and our
asset register lists the loans that underpin
our issuances. The latest report includes
$1.6bn of balances as at 30 June 2020
that have been included within the
financing total. The green report and asset
register are available at: www.hsbc.com/
our-approach/esg-information/esg-
reporting-and-policies.
Carbon emissions (total and FTE)
1,000,000
)
s
e
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n
o
t
(
s
n
o
i
s
s
i
m
e
2
O
C
l
a
t
o
T
900,000
800,000
700,000
600,000
500,000
400,000
C
O
2
p
e
r
F
T
E
(
t
o
n
n
e
s
)
4.0
3.5
3.0
2.5
2.0
1.5
1.0
2011 2012 2013 2014 2015 2016 2017
2018
2019 2020
Key:
Total CO
2 emissions (tonnes)
CO per FTE (tonnes)
2
The 2020 target was set at 2.5 CO2 tonnes/FTE until 2017,
when the target was stretched to 2.0 CO2 tonnes/FTE
Carbon dioxide emissions in tonnes
Carbon dioxide emissions in tonnes per FTE
Energy consumption in GWh
2020
2019
2020
2019
2020
2019
Total
406,000 530,000
Total
1.76
2.26
Total Group
928
1,050
From energy
363,000 414,000
From energy
1.57
1.76
UK only
247
281
Included energy
UK
8,000
10,400
From travel
0.19
0.5
From travel
43,000
116,000
46
HSBC Holdings plc Annual Report and Accounts 2020
Climate
Becoming a net zero bank continued
Measuring our progress
We are using several metrics to measure our
progress of our net zero journey, including our
carbon emissions, renewable energy sourced
for our operations, balance sheet exposure to
carbon-intensive sectors and progress made
against our sustainable finance commitment.
In 2020, we began to apply PACTA to
the relevant segments of our loan book,
starting with the automotive sector, to build
our knowledge of the tool and improve
our understanding of its effectiveness and
limitations (for further details, see page 18
of our TCFD Update 2020).
We intend to develop clear, measurable
pathways to net zero within our financing
portfolio, using the Paris Agreement Capital
Transition Assessment (‘PACTA’) tool, which
measures the alignment of relevant sectors
with net zero.
We know this is a journey and recognise
that the current means of measurement of
financed emissions globally need improving
to track reductions better. Over the course
of 2021, we will be refining our approach
to financed and supply chain emissions,
formalising the qualifying criteria for
sustainable finance, and enhancing
reporting on investments.
In the following table, we set out our
ambition, the metrics and indicators we
used in 2020 to measure our progress,
and the metrics and indicators we aim to
develop in future to measure our progress.
Ambition
Metrics and indicators used in 2020
Becoming a net zero bank1
Be net zero in our operations
and supply chain by 2030 or
sooner
– CO2 emissions per FTE across scope 1, 2 and 3
– Absolute CO2 emissions across scope 1, 2 and 3
– Percentage of renewable electricity sourced
Metrics and indicators to be
developed in 2021
– Supply chain emissions
Align our financed emissions
to achieve net zero by 2050
or sooner
– Illustrative PACTA results for our automotive book. (For further
– Net zero alignment of our
details, see pages 18 and 19 of our TCFD Update 2020.)
financing portfolio
– Percentage of wholesale loans and advances in high transition
risk sectors. (For a breakdown by sector, see page 9 of our
TCFD Update 2020.)
– Illustrative impacts of climate scenarios on our transition
risk sectors. (For further details of our scenario analysis,
see pages 14 to 16 of our TCFD Update 2020.)
– Sustainable finance and investment provided ($bn). (For further
details of our progress, see pages 48 to 50.)
– Ranking in Dealogic green, social and sustainable bond
league tables2
– Established HSBC Pollination Climate Asset Management with
the aim to launch the first fund in mid-2021. (For further details,
see page 50.)
Supporting our customers
Support our customers
in the transition to
a sustainable future
with $750bn to $1tn of
sustainable finance and
investment by 2030
Unlocking new climate
solutions
Help transform sustainable
infrastructure into a global
asset class, and create a
pipeline of bankable projects
– Cleantech investment within our
technology venture debt fund
– Philanthropic programme
to provide scale to climate
innovation ventures, renewable
energy, and nature-based
solutions
1 Our reported CO2 emissions in 2020 related to energy and business travel. For further details on scopes 1, 2 and 3, and our progress on carbon emissions and
renewable energy targets, see pages 45 and 46.
2 Dealogic ranking based on apportioned bookrunner value, excluding self-issuances.
47
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Climate
Supporting our customers through transition
Our ability to finance the transformation of
businesses and infrastructure is key to building
a sustainable future for our customers and
society. The most significant contribution we
can make to this is supporting our portfolio of
customers to decarbonise within the transition
to a net zero global economy.
A leader in sustainable finance
We are a recognised leader in sustainable
finance, helping to pioneer the market for
green, social and sustainable bonds and
attaching ambitious environmental targets
to business loans. We maintained leadership in
green, social and sustainable bonds, ranking
third globally in 2020, according to Dealogic
on an excluding self-mandated basis. We
also set up HSBC Pollination Climate Asset
Management, the first large-scale venture
to invest in natural capital as an asset class
(see page 50). We have been recognised
as the World’s Best Bank for Sustainable
Finance by Euromoney in 2019 and 2020.
In 2020, we continued to expand the horizons
of sustainable finance. We helped the Egyptian
government launch the first sovereign green
bond in the Middle East and supported Henkel,
a German household goods company, to issue
the world’s first plastics reduction bond (see
page 76). We also issued the first transition
Islamic bond to enable Etihad, a Middle
Eastern airline, to become more sustainable
(see page 266). As we set out below, we are
intensifying our support to customers as they
transition to lower carbon emissions.
Our vision is to help create a vibrant, thriving
and resilient future that opens up opportunities
for new skills, ideas and jobs to thrive. Providing
transition finance solutions, particularly in
emerging markets where the opportunity
is greatest, is core to our climate strategy.
Transition solutions
In 2017, we committed to providing and
facilitating $100bn of sustainable finance
and investment by 2025. At the end of 2020,
we had fulfilled $93.0bn of this commitment,
comprising $66.9bn through facilitating the
flow of capital and providing customers
access to capital markets, and $20.0bn
in financing and $6.1bn in investments to
support environmental and social goals.
Our sustainable finance commitment has
enabled sustainable infrastructure and energy
systems, financed the transition towards net
zero emissions by promoting decarbonisation
efforts across the real economy, and enhanced
investor capital through sustainable
investments.
We recognise that more and faster action is
needed to achieve the Paris Agreement goal
of net zero by 2050 or sooner. That is why in
October 2020 we announced our ambition
to provide between $750bn and $1tn of
sustainable finance and investment over the
next 10 years. This new commitment builds
on our 2017 target. Our new commitment
incorporates sustainable finance and
investment of $40.6bn in 2020, which also
contributed to our initial 2017 target, as
well as additional products of $3.5bn.
Our sustainable finance and investment in
2020 for our updated target comprises 23%
green and sustainability-linked lending to
companies, 9% investments we manage and
distribute on behalf of investors, and 68%
facilitating the flow of capital and providing
access to capital markets.
We have developed and evolved our existing
data dictionary, taking into consideration
the principles we developed with UK Finance
in the white paper ‘Sustainable finance:
Establishing a principles-based framework for
the measurement and reporting of multi-year
commitments’. Our progress will be published
each year and will seek to continue to be
independently assured.
Our revised data dictionary, which includes a
detailed definition of contributing activities, and
our ESG Data Pack, which includes our third-party
assurance letter and the breakdown of our
sustainable finance and investment, can be found
at www.hsbc.com/who-we-are/esg-and-
responsible-business/esg-reporting-and-policies.
For further details of our net zero ambition,
see www.hsbc.com/who-we-are/our-climate-
strategy/becoming-a-net-zero-bank.
Our approach to climate risk
We continue to improve the identification,
oversight and management of climate risk.
In 2020, we enhanced our climate risk
appetite statement with quantitative
metrics to articulate the risks from climate
change, and we plan to develop our risk
appetite and key indicators iteratively
through 2021.
Sustainable finance
We define sustainable finance as:
– any form of financial service that
integrates ESG criteria into business
or investment decisions; and
– financing, investing and advisory
activities that support the UN
Sustainable Development Goals
(‘SDGs’), in particular taking action to
combat climate change. The SDGs,
also known as the Global Goals, were
adopted by all UN member states in
2015 as a universal call to action to
end poverty, protect the planet and
ensure that all people enjoy peace
and prosperity by 2030.
We have reviewed and updated these
definitions to reflect our updated climate
ambition, which is available at www.hsbc.
com/who-we-are/esg-and-responsible-
business/esg-reporting-and-policies.
$93.0bn
Cumulative progress since 2017
on our commitment to provide
and facilitate sustainable finance
and investment.
(Target: $100bn by 2025)
3rd
Dealogic ranking for green, social and
sustainability bonds globally in 2020.
(2019: 2nd)
We also formalised our overall approach
to climate risk management to integrate
climate risk into the Group-wide risk
management framework.
For further details on climate risk, see our
TCFD Update 2020 at www.hsbc.com/esg.
48
HSBC Holdings plc Annual Report and Accounts 2020 Climate
Supporting our customers through transition continued
Sustainable infrastructure
Good infrastructure is the backbone of any
successful society and economy. However,
addressing climate change requires the world
– particularly emerging markets – to develop
a new generation of sustainable infrastructure
quickly. The OECD estimates that up to
$6.9tn each year is needed through to 2030
to achieve this. While many institutions
have been engaged in mobilising finance
for this purpose, there remains a significant
investment gap and lack of adequate,
bankable projects. Stronger standards are
also needed to bring investors to the table.
To help solve for this, we are leading
the Finance to Accelerate the Sustainable
Transition-Infrastructure (‘FAST-Infra’) initiative.
This was established in partnership with the
International Finance Corporation (‘IFC’), the
OECD, the World Bank’s Global Infrastructure
Facility and Climate Policy Initiative under the
auspices of the One Planet Lab to develop a
consistent, globally applicable labelling system
for sustainable infrastructure investment.
This will aim to ensure that governments and
project developers embed high ESG standards
into new infrastructure to access this label. We
also co-chair the Coalition for Climate Resilient
Investment, launched at the UN General
Assembly’s Climate Action Summit in 2019,
bringing together institutional investors, banks,
insurers, rating agencies and governments
to develop risk-informed frameworks and tools
to integrate and price physical climate risks
in decision making.
Responsible and sustainable investment
We offer a broad suite of ESG capabilities
across asset management, global markets,
research, wealth, private banking and
securities services, enabling institutional
and individual investors to manage risk
and pursue ESG-related opportunities.
Our endeavour is to influence the market
through active engagement on ESG issues.
We have a dedicated Responsible Investment
team across developed and emerging
markets. The team’s activities, along with
portfolio managers and other investment
analysts, led to ESG issues being raised in
engagements with over 2,300 corporate and
non-corporate issuers in 78 markets in 2020.
We voted on more than 86,000 resolutions at
over 8,200 company meetings in 70 markets.
to build our sustainable investment portfolios
to support the UN SDGs and the Paris
Agreement. During 2020, we expanded
the assets in scope of the policy with full
compliance due in early 2021.
At HSBC Global Asset Management, nearly
89% of total assets under management were
invested according to at least one of the seven
strategies defined by the Global Sustainable
Investment Alliance, as at December 2020.
We define sustainable investing as: inclusion,
which involves strategies that enhance
portfolio exposure to better ESG performers;
thematic, where strategies provide exposure
to transformative environmental or social
trends; and impact, which are strategies
linked to tangible societal or environmental
outcomes/impact.
We launched the Real Economy Green
Investment Opportunity (‘REGIO’) fund with
the IFC, and at December 2020 had raised
$475m to fund green projects in developing
economies that reduce emissions and meet
the UN SDG Goals. Through our HGIF Lower
Carbon Equity and Bond Funds, which are
available in nine Wealth and Personal Banking
markets and seven Global Private Banking
markets, we aim to help investors generate
long-term total return with a lower carbon
footprint than reference benchmark indices.
We expanded our investment offering for
private banking and wealth clients, including:
TPG Rise, an impact fund linked to the UN
SDGs; structured products and certificates of
deposit where proceeds were used to fund
green and sustainable development projects;
and various thematic solutions such as gender
equality and energy transition.
As a signatory of the United Nations
Environment Programme Finance Initiative’s
Principles of Sustainable Insurance, our
insurance business has continued to
implement its sustainability policy. The policy
includes restricting investments that may
have adverse impacts on people and the
environment, and incorporating ESG principles
into our investment governance. We continued
Embedding ESG into our engagement
Our vision is to support our customers’
aspirations to make a positive change in the
world through wealth value creation. We are
embedding ESG across client engagement
and investment solutions in our wealth
management and private banking businesses.
We offer a comprehensive range of
sustainable investment products to help
clients marry their sustainability and financial
goals. These include green, social and
sustainability bonds, investment funds,
ETFs, discretionary mandates, private market
investments, structured products and green
certificates of deposit. Our advisory offering
also covers securities with substantial
exposure to environmental themes.
To help customers understand the topic and
the benefits of investing sustainably, a range
of educational materials, thought leadership
publications, and articles on sustainability
themes are distributed regularly. We partnered
with the Principles for Responsible Investment
to develop a training programme for our
advisers, covering ESG fundamentals,
investing strategies and client engagement.
We provide our customers with ESG insights
and foster industry development. HSBC Global
Research published over 200 climate and
ESG-related reports in 2020, accompanied
by approximately 500 client meetings and 15
client webcasts. Our ESG team works in close
collaboration with analysts from other asset
classes and across markets, embedding
sustainability into research and offering
a deeper integration approach to a global
investor client base. The team released
four episodes of the ESG Brief podcast.
ESG Insights from HSBC Global Research
are also repackaged for retail investors as
a series known as #WhyESGMatters.
Laying the foundations for a sustainable future
Cement is one of the world’s most socially
and economically important materials –
and also among the most highly carbon
intensive. Long-term change is needed
to help cement producers reduce their
environmental impact. Switzerland-based
LafargeHolcim, one of the largest global
cement producers, aims to lead its industry
in becoming greener.
We helped LafargeHolcim towards its goals
by playing a major role in the world’s first
building materials sustainability-linked bond.
We acted as joint bookrunner on the €850m
sustainability-linked bond, whose terms
mean LafargeHolcim must pay a premium
if it does not meet its target to reduce the
carbon intensity of the cement it produces
by 17.5% – from 2018 levels – by 2030.
49
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Climate
Unlocking climate solutions and innovations
We understand the need to find new solutions
to increase the pace of change if the world is
to achieve the Paris Agreement’s goal of being
net zero by 2050. We are working closely with
a range of partners to accelerate investment in
natural resources, technology and innovations,
and sustainable infrastructure to reduce
emissions and address climate change.
Working with our partners
We know that many investors want to
invest in companies that can demonstrate
their ESG credentials. Through philanthropy,
partnerships and new initiatives our aim is
to help them invest in protecting the planet,
with HSBC Global Asset Management
offering a range of funds for clients to invest
in businesses and projects that have strong
ESG track records and ambitions.
HSBC Global Asset Management also created
a joint venture in 2020 with Pollination, a
specialist climate change advisory and
investment firm. The joint venture, HSBC
Pollination Climate Asset Management, aims
to be the world’s largest manager of capital
invested in natural resources (see box below).
To encourage more investment in building
sustainable infrastructure, we are at the
forefront of an initiative that gives investors
greater confidence about where their money is
going. Working with the IFC, OECD, the World
Bank’s Global Infrastructure Facility and the
Climate Policy Initiative, under the auspices
of the One Planet Lab, we helped conceive
the FAST-Infra initiative. Our collective aim
is to turn sustainable infrastructure into
a mainstream asset class. We will aim to
achieve this by establishing a global labelling
system that clearly shows investors the
infrastructure in which they are investing
is sustainable and contributes to achieving
the UN’s SDGs.
Backing new technology and innovations
Addressing climate change requires innovative
ideas. By connecting financing with fresh
thinking, we can help climate solutions to
scale to support sustainable growth. Formed
in 2020, our $100m philanthropic climate
programme aims to do this and truly transform
the way we protect our planet, overcoming
barriers to addressing climate change. We
provided $7.1m to our non-governmental
organisation partners during the year to get
the programme underway.
We intend to expand our technology venture
debt capabilities to provide $100m of financing
to companies developing clean technologies
that can be deployed at scale to support
businesses and households to transition to a
low-carbon economy. We will provide further
updates on cleantech investment and the
philanthropic programme in 2021.
Skills for a sustainable future
We have a responsibility to invest in the
long-term prosperity of the communities
where we operate. We recognise that
technology is developing at a rapid pace and
that a range of new and different skills are now
needed to succeed. For this reason, much of
our focus is on programmes that develop
employability and financial capability. We also
back climate solutions and innovation, and
contribute to disaster relief efforts based on
need (see panel on the right).
We also continue to increase knowledge
on sustainability issues with our people.
We developed a seven-part online course
exclusively for our employees in partnership
with the University of Cambridge Institute
for Sustainability Leadership. In 2020,
our colleagues completed more than
36,700 modules.
Our charitable
contributions
In 2020, our charitable giving totalled
$112.7m, including our $25m Covid-19
donation fund. We also encourage our
people to volunteer time and share their
skills, offering paid volunteer days. In
2020, our colleagues gave over 82,000
hours to community activities during
work time.
In 2018, we set out a three-year
goal to help two million people in our
communities be more employable and
financially capable through providing
more than $100m in charitable
donations. Current projections from our
charity partners indicate our support
reached more than four million people
through donations of over $115m. This
funding helped marginalised young
people prepare for and secure their first
jobs, supported indigenous people to
complete their education and gain
employment, and helped migrant
workers avoid financial fraud. The
increased reach from our initial
projection is due in part to increased
reach from programmes moving online.
Investing in nature-based projects with Pollination
A key part of our strategy is to unlock new
climate solutions, helping to transform
sustainable infrastructure into a global asset
class. As part of this ambition, we launched
HSBC Pollination Climate Asset
Management in August 2020, with the
vision to create the world’s largest
dedicated natural capital investment
manager. The joint venture with Pollination,
a specialist climate change advisory and
investment firm, intends to set up funds that
will invest in a range of nature-based
projects that protect and enhance nature
over the long term, and reduce greenhouse
emissions. The intention is to launch a series
of natural capital and carbon credit funds for
institutional investors, with the aim to
launch the first fund in mid-2021.
50
HSBC Holdings plc Annual Report and Accounts 2020 Climate
Our approach to sustainability policies
We recognise that businesses can have
an impact on the environment, individuals
and communities around them. We have
developed, implemented and refined our
approach to working with our business
customers to understand and manage
these issues.
Our sustainability risk policies seek to ensure
that the financial services that we provide to
customers do not contribute to unacceptable
impacts on people or the environment. We
seek to analyse the impact of ESG issues
and follow international good practice in
these areas.
We believe that the key to managing
sustainability risk is creating partnerships
with our customers, assisting them on their
transition path to a more sustainable and
low-carbon economy.
Our policies
Our sustainability risk policies cover
agricultural commodities, chemicals,
defence, energy, forestry, mining and
metals, UNESCO World Heritage Sites
and Ramsar-designated wetlands.
These policies define our appetite for business
in these sectors and seek to encourage
customers to meet good international
standards of practice. Where we identify
activities that could cause material negative
impacts, we will only provide finance if we can
confirm customers are managing these risks
responsibly. Such customers are subject to
greater due diligence and generally require
additional approval by sustainability risk
specialists. We will not provide finance if
the business activities are not aligned to our
aims and values.
Our sustainability policies are being aligned
with our approach to climate risk as well as
our net zero commitments, and will be
enhanced during 2021.
For further details on how we manage
sustainability risk as well as our full policies,
see www.hsbc.com/our-approach/risk-and-
responsibility/sustainability-risk.
Supporting the transition
At the heart of our net zero plan is an aim
to align our financed emissions – emissions
produced by our portfolio of customers – to
the Paris Agreement goal of net zero by 2050
or sooner. The most significant contribution
we can make is to support our customers’
transition to lowering carbon through
transition financing, which is financial support
that helps heavy-emitting companies take
action to become more environmentally
sustainable over time.
To accelerate the global transition to net
zero, we also want to unlock climate solutions,
such as cleantech innovation, sustainable
infrastructure and nature-based solutions.
These will help smooth a transition and shift to
a more sustainable economy in the long term.
As we move closer to 2050, we expect our
portfolio of financed emissions to reflect this
and our customers’ business activities to be
less carbon intensive.
In that light, we are undertaking a review of
our sustainability risk policies to ensure that
they will reflect this need to transition and
the phased reduction of carbon-intensive
business activities.
Governance
Within our Global Risk function, we
have reputational and sustainability risk
specialists who are responsible for reviewing,
implementing and managing our sustainability
risk policies as well as our application of the
Equator Principles. Our global network of
more than 75 sustainability risk managers
supports the implementation of these
policies. In 2020, these local sustainability risk
managers were further supported by regional
reputational risk managers across the Group
who have taken on additional oversight
responsibilities for sustainability risk.
We have also established a Sustainability
Risk Oversight Forum, made up of senior
members of the Global Risk function and
global businesses across the Group.
Equator Principles
The Equator Principles provide a risk
management framework for determining,
assessing and managing environmental and
social risk in projects. We were an early
adopter of the principles in 2003.
In October 2020, the revised Equator
Principles framework came into effect, after
consultation with member banks and external
stakeholders. In response to the launch of the
revised framework, we are rolling out updated
training for staff in 2021 to ensure that Equator
Principles transactions are properly identified
and managed.
We report annually on the transactions
completed under the principles. Our latest
Equator Principles report is available at: www.
hsbc.com/who-we-are/our-climate-strategy/
sustainability-risk/equator-principles.
For further details of our approach to human
rights, see page 71.
For further details of our approach to risk
management, see page 37.
Our energy policy
When we last updated our energy
policy in 2018, we stated that we
would not finance any new coal-fired
power plants, with the potential
targeted and time-limited exceptions
in Bangladesh, Indonesia and
Vietnam, recognising the need to
balance local humanitarian needs
with the need to transition to a
low-carbon economy.
We therefore agreed that any
funding of new coal-fired power
plants in those three countries would
only be considered subject to certain
strict criteria. It is important to note
that we have not provided any
project finance for any new coal-fired
power plants anywhere in the world
since then, including those countries.
In April 2020, we removed these
exceptions and will not finance
any new coal-fired power plants
anywhere globally. We continue
to support the other needs of our
customers in these countries and
continue to support their
governments.
Within the power and utilities, and
metals and mining sectors shown
in our TCFD disclosures on page 19,
our direct exposure to thermal coal
is 0.2% of the wholesale loans and
advances figures.
51
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review
Customers
We are bringing the benefits of connectivity and a global
economy to more people around the world.
At a glance
Digital and technology
Our relationship
We create value by providing the products
and services our customers need and aim
to do so in a way that fits seamlessly into
their lives. This helps us to build long-lasting
relationships with our customers. We maintain
trust by striving to protect our customers’ data
and information, and delivering fair outcomes
for them. If things do go wrong, we aim to
take action in a timely manner.
Operating with high standards of conduct
is central to our long-term success and
underpins our ability to serve our customers.
In this section, we report on our customers as
three distinct groups: our wealth and personal
banking customers; medium and large-sized
corporate customers; and our global and
institutional customers. These groups are
served by our three global businesses
respectively: Wealth and Personal Banking
(‘WPB’), Commercial Banking (‘CMB’) and
Global Banking and Markets (‘GBM’).
Our retail and wholesale customers are using digital services more than
ever before, with the Covid-19 outbreak accelerating the shift to digital banking.
We have continued to invest in digital and technology to help make banking
simpler and safer, and have launched new products and platforms to assist
and support our customers.
Read more on digital and technology on page 53.
Customer satisfaction
Through a series of surveys, we aim to listen to our customers to put them at
the centre of our decision making. We continued to redesign how we receive
feedback to create a consistent measure of the customer experience and act on
customers’ feedback. While the roll-out of the full programme was slowed during
the Covid-19 outbreak, we continue to embed the new ways of working.
Read more on customer satisfaction on page 54.
How we listen
We aim to be open and consistent in how we track, record and manage
complaints. In 2020, complaints fell across our WPB and GBM businesses
and were up overall in CMB. Complaint resolution was impacted by staffing
challenges from the Covid-19 pandemic, while corporate complaints were
focused on account opening and operations due to increased demand
for finance.
Read more on how we listen on page 56.
Conduct
We responded to the changing environment and sought to help our customers,
particularly the most vulnerable, with payment relief measures, lending support
and improvements to our products and services. The conduct of our people is
linked to the way we work. We adapted our global training and support for
our colleagues, updated how we design products and deliver fair value, and
continued to help customers transition from interbank offered rates.
Read more on conduct on page 58.
52
HSBC Holdings plc Annual Report and Accounts 2020 Customers
Digital and technology
The Covid-19 outbreak meant that many of
our customers needed to increasingly use our
services remotely. The significant technology
investments we made in the years before
the pandemic to make digital banking easier
meant we could support the accelerated shift
to mobile and online channels during 2020.
For our clients with wealth management
needs we launched a simplified version of
Wealth View, an online platform enabling
easier analysis of their holdings and
transactions. It is available in Hong Kong,
Singapore, Luxembourg, the UK, Channel
Islands and the US.
In 2020, more than nine out of every 10,
or 92.7%, of our global personal banking
transactions were done digitally, an increase
of four points year-on-year. At the same time,
54% of our retail customers were digitally
active, an increase of five points from 2019.
Our corporate customers also increased
their use of our digital services, with mobile
app downloads of our core business digital
platform, HSBCnet, growing 146% in 2020.
Throughout the Covid-19 outbreak, we
continued to invest in technology to help
our customers to do more of their everyday
banking online, and we rolled out new
functionality to support them through the
pandemic and provide digital solutions for
their growth ambitions.
Making banking simpler and faster
During 2020, we completed the initial roll-out
of new online banking and mobile platforms
for our retail customers, replacing legacy
technology across 16 markets, which will
let us innovate more quickly in the future.
In 2020, the retail mobile banking app achieved
an average Apple rating of 4.8 in the UK and
4.7 in Hong Kong, and an average Android
rating of 3.8 in the UK and 3.5 in Hong Kong.
We helped many customers in need of
support during the economic slowdown.
On average we deployed digital lending
portals within six days for business customers
to be able to apply for government lending
schemes in the UK, the US and Hong Kong.
As it has been more difficult to meet in person,
we introduced customer video meetings for
all business areas across 47 markets. We also
continued to expand the use of chatbots to
support customers with day-to-day queries.
In WPB, we launched online and in-app chat
services across eight new markets and there
were more than 10.5 million chat
conversations in 2020.
Our improved global online Business Banking
Experience, used by more than 49,000
businesses across nine markets, helps
customers to complete everyday banking
tasks themselves and run their businesses
remotely. It has an average customer
satisfaction score of 9 out of 10.
Helping businesses to grow
We continue to transform our digital platform
for Global Trade and Receivables Finance,
HSBC Trade Solutions. We launched trade
finance and risk mitigation solutions to 2,100
customers in Hong Kong in November 2020,
making trade simpler, safer and faster.
In the UK, HSBC Kinetic, a new mobile
proposition for SMEs, had 2,899 customers
onboarded by the end of 2020. Launched
in June 2020, it enables customers who need
a business current account or a Business
Bounceback loan from the UK Government
to apply online and do their day-to-day
banking digitally.
In GBM, we are investing heavily in digital
and data capabilities to support our clients’
growth ambitions and accelerated digital
needs. In Securities Services, we are
developing solutions to provide clients with
fast access to data, and more control of their
assets and transactions. The monthly usage
of our API suite, which gives on-demand
access to data, grew 2,716% in the year to
December 2020, with a significant increase
in committed customers.
To help make HSBC even more secure,
we provide a front-end digital know-your-
customer solution via our SmartServe
platform, which has been launched in 20
countries and territories, including the UK,
UAE, the US, Hong Kong and France.
For further details of our digital satisfaction
scores, see page 54.
For further details of new features we introduced
to give people more control over their financial
lives during the Covid-19 outbreak, see page 58.
Harnessing the
benefits of blockchain
We are implementing distributed
ledger technology, including
blockchain, to improve efficiency,
transparency and security for clients.
In global trade, we are using the
technology to replace the previously
paper-driven letter of credit process,
which are the documents
guaranteeing the seller will be paid.
It offers a fast and secure alternative,
which is helping reduce letters of
credit processing time from between
five and 10 days to a matter of hours.
151%
Year-on-year increase in
wholesale customer mobile
payments during 2020.
92.7%
Retail banking transactions
globally that were digital at
the end of 2020.
119,782
Downloads of the HSBCnet
mobile app in 2020, a 146%
year-on-year increase.
53
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Customers
Customer satisfaction
We are continuing to redesign how we receive
feedback from our customers to put them at
the centre of decision making.
In 2019, we said we wanted to measure the
likelihood of customers to recommend HSBC
across our global businesses, and we now
have this consistent measure of our customer
experience to help engage our people and
improve how we benchmark our performance
internally and against our competitors.
Our transition to a new feedback system
What we are trying to achieve goes beyond
just a measure. It is a way of systematically
collecting, analysing and acting on our
customers’ feedback. Across our global
businesses, it will help us get better
insight from our customers, build stronger
relationships with them, and identify and
prioritise areas where we can improve
the experience they have with us.
Through a series of surveys, we ensure we
are listening to our customers and creating
insights at all levels of the relationship. We
create more transparency of the customer
experience by sharing feedback directly with
our customer-facing teams and allowing them
to respond directly to those customers to
address specific feedback.
The metric that underpins this new system is
the net promoter score based on the question:
‘On a scale on 0 to 10, how likely is it that
you would recommend HSBC to a friend
or colleague?’ The score is calculated by
subtracting the percentage of ‘detractors’,
who provide a score of 0 to 6, from the
percentage of ‘promoters’, who provide a
score of 9 to 10. It can range as low as -100
to as high as 100.
Although the roll-out of the full programme
was slowed during the Covid-19 outbreak,
as we redirected resources to ensure our
front-line teams could focus on delivering
for our customers, we continue to embed
the new ways of working. In 2020, WPB
launched more than 157 new surveys across
15 markets. In CMB, we launched elements
of our programme in the UK, the US, Canada,
Mexico and India, with more than 30 markets
planned for 2021. Our GBM business is also
continually working on ways to collect
valuable feedback and improve customer
experience. In 2020, we started conducting
post-implementation assessments through
questionnaires, which provide useful insights
on our performance.
54
How we fared
In 2017, we set ourselves the strategic
targets to improve customer satisfaction in
our WPB and CMB global businesses by 2020.
Both businesses achieved high levels of
satisfaction in the majority of their respective
‘scale markets’, although were unable to
fully achieve their 2020 ambitions to be
either ranked as top three against relevant
competitors in these markets, or to have
improved by at least two ranks compared
with their 2017 baselines.
Our WPB business, which surveyed more than
one million customers on their likelihood to
recommend HSBC and their satisfaction with
our services, achieved its target in seven of
our eight scale markets in 2020. Overall, our
ranking fell below ambition in Malaysia,
despite our rank position improving during
2020. Our lower performance than target was
largely due to ‘the ease of banking with us’
compared with our competitors. We are
carrying out several initiatives to improve its
performance, including the release of new
digital features, staff training and a refresh of
our customer propositions.
In surveys that we largely conducted of
customers’ views of our specific services and
channels, increased market attention,
geopolitical tensions and market volatility
impacted scores in mainland China. This trend
began to reverse due in part to enhanced
customer communications and a greater
emphasis on digital assistance. For our
relationship manager scores, we noted
7 out of 8
WPB markets sustained top-three rank
and/or improved in customer satisfaction.
5 out of 8
CMB markets sustained top-three rank
and/or improved in customer satisfaction.
48
GBM’s overall net promoter score,
outperforming competitors’ score of 39.
performance below expectations in France,
where we have ongoing action plans to
improve communications and drive more
proactive contact with customers.
In our private bank, our global net promoter
score fell to nine in 2020, compared with 24 in
the previous year, largely due to a decline in
Hong Kong and Switzerland. However, our
scores improved in Singapore and in France.
We achieved strong scores for our relationship
management services, and our approach to
coping with the Covid-19 outbreak was
commended in many markets. Key areas
where our clients would like us to improve
were our digital and advisory offerings, on
which we are focusing significant investment.
In CMB, five out of eight tracked markets
met targets by improving their rank position by
two places from 2017 or being in the top three
against competitors, which were Hong Kong,
the UAE, the Pearl River Delta, Singapore and
Saudi Arabia in 2020. We declined to fifth
position in the UK, as we deployed staff to
Covid-19-related lending schemes impacting
customer experience in telephony and
specialist availability in branches. Our rank in
Mexico remained unchanged at fifth. Similarly,
in Malaysia, our position remained unchanged
at sixth, notwithstanding improvement in
underlying satisfaction scores.
In GBM, our aim is to outperform the average
competitor score. To measure this, each year
we partner with Greenwich Associates to
conduct a relationship level satisfaction
survey. In 2020, we achieved an overall net
promoter score of 48, outperforming our
competitors’ score of 39. We scored 49
in Asia-Pacific, compared with 32 for our
competitors, and 44 in the Europe and Middle
East region, compared with 41 for our
competitors. However, we scored 54 in North
America, below our competitors’ score of 73.
Digital channels
Our customers have increasingly turned to our
digital services in recent years, a trend which
was accelerated in 2020 due to the Covid-19
outbreak. We launched new capabilities and
digital enhancements in each of our global
businesses to be closer to our customers and
support them during the pandemic.
In WPB, we were able to maintain robust
performance in our digital channels, with an
improvement in scores in online banking in
almost all markets compared with 2019.
This reflects the success of new mobile app
functionality in the UK, including balance after
bills forecasting, direct debits and standing
orders cancellation and in-app overdraft limit
HSBC Holdings plc Annual Report and Accounts 2020 Customers
Customer satisfaction continued
WPB customer satisfaction by channel
(Net promoter score1)
Branch
Contact centre2
Online banking
Relationship manager
UK
Hong Kong
2020
2019
2020
2019
62
62
57
42
39
36
57
57
48
41
4
2
58
45
49
25
1 The net promoter score is measured by subtracting the percentage of ‘detractors’ from the percentage of ‘promoters’. ‘Detractors’ are customers who provide a
score of 0 to 6, and ‘promoters’ are customers who provide a score of 9 to 10 to the question: ‘On a scale on 0 to 10, how likely is it that you would recommend
HSBC to a friend or colleague’.
2 Hong Kong benchmark data for 2019 is unavailable as the survey methodology changed. The data reported for 2019 is based on January 2020.
management. Customers in the US, Canada
and the UK gained a view of pending
transactions, while in Hong Kong and UAE we
added block and unblock cards capability. We
introduced digital secure key access and pay
by instalment in Singapore and Malaysia, and
launched our HSBC Life Well+ in-app wellness
and lifestyle programme in Hong Kong.
We faced a temporary technical issue
related to Bill Pay, a service that allows our
US customers to pay third-party bills online.
This affected our digital banking scores, but
they rebounded once this was resolved.
In CMB, customer satisfaction with our digital
services improved in six of the seven markets
assessed compared with 2019, which were
Hong Kong, the UAE, Singapore, Malaysia,
Mexico and the Pearl River Delta. However,
it fell in the UK, as the significant increase in
Covid-19-related lending schemes negatively
impacted turnaround times and our
customers’ perception of our digital services.
Despite the difficulties of operating during the
Covid-19 outbreak, technology enhancements
introduced during 2020 increased our
interactions with our customers, helping us
to provide solutions to their problems, and
contributed to performing at industry best
practice levels in our Global Liquidity and
Capital Management and Global Trade and
Receivables Finance businesses.
All of our relationship managers were enabled
to work remotely to support customers from
home. We introduced digital capabilities that
were particularly relevant in key markets,
including remote cheque deposits, a one-hour
turnaround of shipping guarantees and a
dedicated trade finance helpline in the UK, and
electronic signing for key product onboarding
in Hong Kong. Improvements to our digital
tools contributed to a 146% year-on-year
increase in customer downloads of HSBCnet
mobile in 2020 compared with 2019. Active
desktop users increased from 400,000 to
more than 470,000.
In GBM, the overall satisfaction with our digital
proposition was strong with 64% satisfaction
globally, and well ahead of competition in the
Asia-Pacific, and Europe, Middle East and
Africa regions, according to our relationship
level satisfaction survey. Our scores were only
slightly above our competitors’ score in North
America. Feedback from clients showed we
needed to reduce the complexity associated
with our systems and procedures. To address
this, we are shifting towards the use of
technology in our processes, helping to
remove unnecessary layers while increasing
efficiency. In 2020, we began the roll-out to a
small set of customers of HSBC SmartServe,
an automated centralised service that aims to
help clients onboard digitally and use services
with fewer manual transactions.
We also now offer customers the opportunity
to sign documentation electronically for
credit and lending, with this service live in
22 countries at December 2020. We have
also begun rolling out new soft token
security solutions.
Providing support in challenging times
While we have invested in digital and
technology, it has been important to provide
effective access to support our vulnerable
personal customers in our other channels
during the Covid-19 outbreak.
Conditions have been challenging for
in-person interactions at retail branches
and with relationship managers, which
hindered performance in some markets,
such as in Mexico, where a portion of our
branches remained closed until August
2020. This affected wait times and staffing
at open branches.
Our WPB contact centres recorded strong
scores during 2020.
In the UK, our WPB business issued new
telephone security numbers to 1.6 million
non-digitally active customers. We also
created a customer line for key workers
and vulnerable customers, supporting
more than 1.67 million customers in 2020
through our contact centres.
55
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Customers
How we listen
To improve how we serve our customers, we
must be open to feedback and acknowledge
when things go wrong. This was especially
true during periods of Covid-19-related
lockdown restrictions when our customers
encountered new challenges and we needed
to adapt quickly.
We aim to be open and consistent in how
we track, record and manage complaints,
although as we serve a wide range of
customers – from personal banking and
wealth customers to large corporates,
institutions and governments – we tailor our
approach in each of our global businesses.
When things go wrong
In 2020, our WPB business received just over
one million complaints from customers. The
ratio of complaints per 1,000 customers per
month in our large markets reduced from
3.7 to 2.6.
During the year, 73% of complaints were
resolved on the same or next working day,
a decline from 77% in 2019, and 80% were
resolved within five working days, compared
with 83% in 2019. Complaint resolution was
impacted predominantly due to staffing
challenges caused by the Covid-19 outbreak,
and by our focus on ensuring our customers
were served safely during this difficult time.
The reduction in complaints in the UK was
driven in part by the end of the payment
protection insurance (‘PPI’) complaints
programme in 2019. Our customers also
demonstrated a high level of understanding of
our Covid-19-related challenges. The increase
in complaints in Hong Kong was related to
operational stresses due to external events,
such as the Covid-19 outbreak, economic
relief measures, social-political sentiments
and investment market activities. We are
addressing these by equipping our colleagues
with home working capabilities, offering
flexible solutions and enhanced digital
solutions to improve our customer servicing
capabilities. In the fourth quarter of 2020, we
succeeded in bringing down the number of
complaints by 13% from its peak during June
to September.
In our private bank in 2020, we received
572 complaints, an 8% increase on 2019.
Administration and servicing issues remained
the largest contributor of complaint categories,
at 79% in total. Complaints linked to product
and performance as well as advice and
suitability were higher than in the previous
year. This was largely attributable to
complaints indirectly linked to the
Covid-19 outbreak.
In 2020, the private bank resolved 557
complaints, which was a 14% increase from
2019. We upheld 270 complaints, which
was a 3% increase on 2019.
Our CMB business resolved 105,215 customer
complaints in 2020, a 14% increase from 2019.
Of the overall volumes, 78% came from
the UK, 16% from Hong Kong and 1%
from France.
The highest sources of complaints involved
operations and account opening. This was
due to the unprecedented demand from
customers for funding and finance during
the Covid-19 outbreak through government
lending schemes and other relief measures,
which resulted in account opening delays and
increased call handling times. Recognising
the impact on our customers, we increased
automation in our loan application process,
extended repayment holidays and improved
processes to escalate and prioritise vulnerable
customers. We also redeployed resources to
support increases in call volumes in key
customer support functions.
Complaints on operations fell compared
with the previous year. However, based on
customer feedback, we are continuing to
implement changes to reduce payment
processing errors and delays, most notably
in the UK and in Hong Kong with several
digital business banking enhancements,
including payment notification services.
An overall increase in the number of
complaints in Hong Kong was largely
attributed to the adoption of a more prudent
complaints definition. This resulted in a
substantial increase in March 2020, although
it stabilised from July 2020.
WPB complaint volumes1
(per 1,000 customers per month)
2020
2019
UK
Hong Kong
France
US
Canada
Mexico
Singapore
Malaysia
Mainland China
UAE
2.1
0.6
6.8
2.8
3.8
4.9
1.4
0.5
0.6
4.5
4.5
0.5
7.8
2.9
3.9
5.7
1.3
0.6
0.6
5.1
CMB complaint volumes2
(000s)
UK2
2020
2019
81.9
78.8
Hong Kong
16.4
5.4
2.7
1.3
1.2
2.4
1
0.9
1.2
1.5
0.9
0.8
Europe
Latin America
US
Middle East,
North Africa
and Turkey
Rest of
Asia-Pacific
(excluding
Hong Kong)
Canada
0.5
0.8
1 A complaint is defined as any expression of dissatisfaction, whether upheld or not, from (or on behalf of) a
former, existing or prospective customer relating to the provision of, or failure to provide, a specific product
or service activity.
2 Volumes for the UK are received complaints from eligible complaints aligned to the current FCA reporting
requirements. Volume of complaints for all other markets, complaint reason breakdown and commentary
are based on total volumes of resolved complaints.
56
HSBC Holdings plc Annual Report and Accounts 2020 Customers
How we listen continued
Our GBM business received 1,432 customer
complaints, which represented a 14% decline
compared with 2019, despite the increased
transaction volumes during the Covid-19
outbreak in 2020. Our Global Liquidity and
Cash Management business received the
most complaints of GBM businesses. This
corresponds to the nature of the business and
the high volume of transactions processed
daily. Despite increased demands as a result
of the Covid-19 pandemic, Global Liquidity
and Cash Management demonstrated
resilience to major shocks and had a reduced
number of complaints compared with 2019.
Capturing feedback
We listen to complaints to address customers’
concerns and understand where we can
improve processes, procedures and systems.
In 2020, we continued to focus on staff
training in each of our global businesses
and emphasise the importance of recording
complaints. This is intended to improve
our complaint handling expertise and help
ensure our customers are provided with fair
outcomes. Complaints are monitored and
reported to governance forums to ensure
they are handled quickly and thoroughly.
In our WPB business, we are using our new
complaints management platform, which
we set up in 2018, in seven markets, allowing
us to deliver a more customer-focused
experience when managing feedback. We
have been able to streamline the complaints
process by simplifying complaints forms and
procedures, and integrating with our back-end
systems. We introduced greater automation to
track complaints from beginning to end and
provide customers with regular updates. We
also enhanced our reporting so we can spot
trends and fix emerging issues more quickly.
We have also continued our efforts to improve
the way we capture and report on customer
complaints in our wholesale businesses. We
are now piloting a single, overarching tool to
gather customer feedback for parts of our
wholesale businesses. The tool enables
customer complaints to be recorded by
customer-facing employees across GBM in
four sites and CMB in one site. This holistic
approach helps ensure consistent handling
of complaints and fair outcomes for
customers. It also makes it easier to identify a
clear root cause for each complaint, allowing
detailed thematic analysis, faster resolution
and more efficient reporting. In 2021, we plan
to expand the scope of the tool and use it in
the majority of countries and territories in
which we operate.
GBM complaint volumes1
2020
2019
Global Banking
309
340
Global Markets
and Securities
Services
Global Liquidity
and Cash
Management2
363
409
760
919
Total
1,432
1,668
1 A complaint is defined as any expression of
dissatisfaction, whether upheld/justified or
not, from (or on behalf of) a client relating
to the provision of, or failure to provide, a
specific product or service activity.
2 Global Liquidity and Cash Management
excludes 1,175 complaints relating to
payment operations, which is part of
Digital Business Services.
WPB top complaint categories
(% of total)
CMB top complaint categories
(% of total)
GBM top complaint categories
(% of total)
Process and procedures 43% (2019: 33%)
Service 25% (2019: 24%)
Other1 16% (2019: 29%)
Fees, rates and charges 9% (2019: 9%)
Product features and policy 7% (2019: 5%)
Operations 25% (2019: 26%)
Account opening 23% (2019: 4%)
Other1 16% (2019: 22%)
Contact centre 11% (2019: 6%)
Process and procedures (global standards)
8% (2019: 27%)
Internet banking 8% (2019: 8%)
Fees, rates and charges 5% (2019: 5%)
Credit risk decisions 4% (2019: 3%)
Process 41% (2019: 34%)
Systems and data 21% (2019: 29%)
People 20% (2019: 21%)
Other1 18% (2019: 16%)
1 ‘Other’ in WPB includes issues related to underwriting decisions, claims, personal data privacy, global standards; in CMB, it refers to a wide range of issues,
including service closures and mobile banking; and in GBM it includes complaints in relation to third parties, as well as legislative and regulatory changes.
57
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Customers
Conduct
We are committed to providing customers
with products that meet their needs. Good
conduct at HSBC means that we deliver fair
outcomes for customers, and maintain
the orderly and transparent operation of
financial markets
Supporting our customers responsibly
We responded rapidly to the changing
environment caused by the Covid-19
outbreak and revised our internal policies and
procedures to help our customers – especially
the most vulnerable – fairly and safely.
In this section, we address how we
endeavoured to help our customers in each
of our global businesses during a difficult year,
which included the global Covid-19 pandemic.
17
Number of major markets where we
introduced payment relief measures for
our personal and wealth customers.
>237,000
Wholesale customers supported globally
with $35.3bn of lending through both
government schemes and our own
initiatives at the end of 2020.
21,000
GBM colleagues who completed virtual
conduct training in 2020.
Many of our personal banking and wealth
customers needed financial relief as a result
of the economic slowdown caused by the
Covid-19 outbreak, which we sought to
address in a responsible way. At 31 December
2020, we had active payment relief measures
impacting 87,000 accounts and $5.5bn in
balances as part of market-wide schemes and
our own payment holidays programmes. This
consisted of $4.7bn of mortgage balances and
$850m of other personal loans in repayment
relief, compared with $21.1bn of mortgage
balances and $5.2bn of other personal loans
at the end of June 2020. To ensure customers
were financially prepared, we followed local
government guidelines. In the UK, we
extended the payment relief scheme into
March 2021 for customers who have not had
a payment holiday, in line with local furlough
timeframes.
In select markets, we used our digital
messaging capabilities to inform customers
about available financial help to reach more
people more quickly. We also made the
payment relief applications available online
and offered support to customers through our
chat functions, to enable a quick turnaround
of payment relief requests. We responded
quickly and flexibly to change our products
for customers, adding insurance coverage
for people whose health had been affected
by Covid-19 in Hong Kong, mainland China,
Singapore and Mexico, and extended the
grace period for premium payment deferral in
these countries as well as in France, the UK
and Argentina.
While our digital services can support
many of our customers, we were proactive in
supporting the most vulnerable. In the UK, we
identified customers who were at risk of being
vulnerable during the Covid-19 outbreak, and
conducted 565,780 outbound care calls
to update them on safe options to access
banking services, including access to
emergency cash and the available payment
relief options.
Global and country operational teams
transitioned resources to homeworking
throughout the period to ensure customer
service levels were maintained with minimal
disruption. Flexible resourcing and training
was undertaken to allow staff to move from
branches to call centres to support customers.
58
Seeking solutions with
our ‘Covid bundle’
We aimed to reach more of our
personal and wealth customers in
innovative ways during the Covid-19
outbreak, which contributed to
higher demand for banking services
due to its economic impact. Our
‘Covid bundle’ project aimed to
support our customers in our most
affected markets through new
features, capabilities and initiatives.
In addition to providing customers in
financial need a variety of payment
options, we upgraded our telephony
services and conversational
capabilities on mobile and web chat
to improve how we routed queries
on forbearance and collections to
our relevant front-line colleagues.
This helped support our customers
more quickly and mitigate the
increased demand on our other
front-line operational colleagues.
HSBC Holdings plc Annual Report and Accounts 2020 Customers
Conduct continued
Prior to the Covid-19 outbreak, we increased
our focus on identifying vulnerable customers
in the UK, but this meant that our teams
who service vulnerable customers in financial
difficulty became much busier, resulting in a
backlog of customer requests. In response,
we added more staff to these teams, trained
them and are working to resolve the backlog.
We also focused on training and coaching our
customer-facing colleagues to meet the needs
of customers who were made vulnerable due
to having difficulties making payments.
Responding to business needs
Our CMB and GBM businesses introduced
several measures to support our customers,
many of whom faced pressures in their
finances as lockdown restrictions impacted
their businesses. As at the end of 2020, the
lending support we provided to more than
237,000 wholesale customers globally was
valued at $35.3bn, both through government
schemes and our own initiatives. We offered
repayment holidays to help businesses
respond to cash flow pressures and provided
trade finance solutions to support customers
with their supply chains.
We launched online portals for customer
applications to various government-initiated
loan schemes, and set up a global team
to help oversee the provision of the loans,
expediting the turnaround of loan requests
and getting funds to our customers quicker.
In the UK, a dedicated Covid-19-related phone
line supported our customers by conveying
what financial guidance and support is
available to them. In order to help identify
and mitigate any potential fraud associated
with the Bounce Bank Loan Scheme, our UK
Commercial Banking business is also part of
an industry-wide fraud collaboration working
group, which has been set up by UK
Finance and includes other lenders and
government bodies.
In our GBM business, we focused on making
responsible lending decisions and extending
credit to corporate and institutional customers.
We also sought to protect the integrity and
flow of both internal and customer data,
while maintaining an operationally resilient
infrastructure. Relationship managers were in
regular contact with customers, helping to
ensure they received the most suitable
support for their business.
Our Global Liquidity and Cash Management
business, which helps our corporate clients
access, manage and move their cash,
provided urgent payment facilities to mobilise
clients’ cash where it was needed most,
and helped them move rapidly to digital
solutions. This included fast-tracking
payments for urgent medical supplies
from China to hospitals in Italy and enabling
cashless, socially distanced payments
for drive-through testing sites in Malaysia.
Global Liquidity and Cash Management also
launched a green deposit proposition during
2020 in the UK, Singapore and India, which
involved allowing treasurers to make deposits
that we use to finance environmentally
beneficial initiatives, such as renewable
energy and energy efficient projects.
Our Markets and Securities Services business
provided additional guidance around pricing
decisions in 2020, in light of heightened credit
risk and remote working arrangements. We
put in place measures and guidelines to help
ensure information continues to be monitored
effectively and controlled in the new working
environment.
While working remotely, our Global Research
team enhanced its review processes to
provide timely research on economics,
currencies, fixed income and equities, helping
our institutional, government, corporate and
central bank clients, as well as colleagues,
navigate the extremely complex and fast-
moving situation. We also increased the
number of research products made freely
available to help those affected by the crisis
on a wide variety of platforms.
Digital support
We continued to invest in our digital services
and tools to support our customers and
colleagues, delivering initiatives to make
banking with us simpler and more efficient,
and we made greater use of online
appointments and video calls to enable
our workforce to work from home.
We launched new features in each of our
businesses so we could handle crucial
everyday activities remotely, such as
onboarding.
In WPB, new digital features included allowing
customers to activate cards and cancel regular
payments through our mobile apps in select
markets. Our CMB and GBM businesses
each enabled key documents to be sent and
received with paperless instructions, enabling
digital sign-offs and eliminating the need for
physical signatures.
We also rolled out globally our digital platform
‘Vital Insights’ in CMB following a pilot in
Asia-Pacific, which helped enable us to
understand the impact of Covid-19 on our
customers and to take relevant action to
help them manage uncertainty.
Conduct of our colleagues
The conduct of our people is inextricably
linked to the way we work.
In WPB, in response to the Covid-19
outbreak, we adapted and reprioritised
global training, and rolled out well-being
programmes and tools, such as coaching
plans to support virtual working to ensure
our teams had the resources they needed
to work safely and productively.
We also remodelled our incentive
programme scorecards to allow for
flexibility, to help our colleagues focus
on our customer needs, ensuring they
can provide the appropriate solutions
as a result of the pandemic.
In our CMB and GBM businesses, we issued
guidance to our colleagues on remote
working to help maintain high standards of
conduct, adhere to competition law, and
manage potential conflicts of interest.
In GBM, classroom-based conduct training
was adapted for virtual learning, with more
than 21,000 colleagues completing the
curriculum in 2020. Cultivating a positive
working culture is central to the well-being
of our colleagues and the performance
of our business. We introduced culture
ambassadors, set up new communication
channels for interactions with senior
management, and established various
well-being programmes.
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ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Customers
Conduct continued
Delivering fair outcomes with
our products
We are committed to providing customers
with products that meet their needs. We have
policies and procedures to help deliver fair
outcomes for our customers, and to maintain
orderly and transparent financial markets.
Conduct principles are embedded into the way
we develop, distribute, structure and execute
products and services. We are refreshing our
approach to conduct arrangements across the
Group with a view to ensuring that the
arrangements remain appropriate for the
nature of our business.
Product design and development
Our approach to product design and
development entails the following
overarching principles:
– We offer a carefully selected range of
products that are continually reviewed to
help ensure they remain relevant in each
country they are offered and perform in
line with expectations we have set. Where
products do not meet our customers’ needs
or no longer meet our high standards,
improvements are made or they are
withdrawn from sale.
– Wherever possible, we act on feedback
from our customers to provide better and
more accessible products and services.
– We complete regular assessments of our
products to help ensure we continue to
deliver fair value.
Oversight of product design and sales
governance for each of our global businesses
is provided by governance committees
chaired and attended by senior executives
who are accountable for ensuring we manage
our related non-financial risks appropriately,
within appetite and in a manner designed to
ensure fair customer outcomes.
Our CMB business considers customer
feedback and user groups in its product
development and has invested in the
development of a new global product
inventory and lifecycle management system
to help ensure optimal product governance.
The system uses Cloud technology to provide
an improved way of managing our products
from approval through to demise, and has
been successfully piloted in our Global Trade
and Receivables Finance and Global Liquidity
and Cash Management businesses. The
system, which we plan to deploy to all CMB
markets within 2021, will help us to bring
appropriate products to market more quickly,
as well as helping to ensure we can more
easily demonstrate fair customer outcomes.
In our GBM business, we made strides to
further improve pricing transparency. We
launched the first phase of our strategic
foreign exchange margin management tool
across 1.1 million wholesale customers in
Singapore, the UAE, Australia and the UK.
The tool provides customers who make
or receive payments that require foreign
exchange conversion with consistent pricing
and improved transparency of information
across our various banking channels.
Transitioning away from Ibors
As a result of the planned cessation of the
London interbank offered rates (‘Libor’), Euro
Overnight Index Average (‘Eonia’) and other
benchmarks actively known as Ibors, we are
ensuring that we have the product capability
in place to support our customers on the
transition to alternative rates. We aim to
clearly outline the options available to our
customers holding existing Libor-based
products, and our commercial strategy is
designed to minimise value transfer when
transitioning their products from Libor
to alternative rates.
In October 2020, we launched loans using
the Sterling Overnight Index Average
(‘Sonia’) benchmark administered by
the Bank of England, which means that
customers wanting to borrow on sterling
Libor now have the option to borrow
against Sonia instead.
We began offering Secured Overnight
Financing Rate (‘SOFR’) loans as an
alternative to US dollar Libor in the US,
Hong Kong and the UK in 2020. Further
products, notably derivatives, and country
roll-outs are scheduled in 2021.
For further details on the transition from
Ibors, see ‘Ibor transition’ in the Risk section
on page 112.
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HSBC Holdings plc Annual Report and Accounts 2020 Customers
Conduct continued
Ensuring sales quality
In our WPB business, to help ensure
the quality of our sales process and our
colleagues’ behaviour in each of our markets,
we conduct a mystery shopping programme
and/or a sales quality programme. Issues
identified are treated seriously.
We will take action to help achieve a fair
outcome for our customers. Where concerns
are found, we will contact the customer to
apologise, explain and remediate. Depending
on the severity of the issue, the relevant
employee will be given enhanced training to
improve their behaviour and they may become
ineligible for an incentive reward payment.
Where a case of misconduct occurs,
disciplinary action may be taken, which
can lead to dismissal.
In CMB, for our smaller business clients,
we operate sales outcomes testing in 12
markets to ensure we correctly explain
important product features, pricing, risks
and benefits. In 2020, we identified 65 issues
related to documentation, sales process and
pricing, as well as some wrong customer
outcomes. We ensured appropriate customer
remediation took place along with the
necessary internal action to resolve the
situation. We plan to expand sales outcome
testing to a further six sites in 2021.
Meeting our customers’ needs
We have robust oversight of the sales
process, which aims to meet our customers’
needs effectively. This involves reviewing
the ongoing suitability of the products and
services we offer and monitoring sales quality
as well as examining how we incentivise
our colleagues (see box below).
Given the varying levels of customer
sophistication and associated exposure to
vulnerability in our CMB business, in 2020
we developed a globally consistent approach
to ensure we can more effectively identify
and support customers who are deemed
potentially vulnerable, with a particular focus
on sole traders and small and medium-sized
enterprises.
In our WPB business, we consider our
customers’ financial needs and personal
circumstances to assist us in offering
suitable product recommendations. This
is achieved through:
– a globally consistent methodology to
rate the riskiness of investment products,
which is customised for local regulatory
requirements;
– a thorough customer risk profiling
methodology to help assess customers’
financial objectives, attitude towards risk,
financial ability to bear investment risk,
and their knowledge and experience;
– robust testing during the design and
development of a product to help ensure
there is a clearly identifiable need in
the market; and
– consistent standards to follow when we
provide advice to our customers, while
taking into account local regulations.
We realise that some circumstances can put
customers in a vulnerable position, so we are
training our colleagues to recognise and treat
these individuals fairly.
Lessons learned from
the FX DPA
In 2018, we entered into a three-year
deferred prosecution agreement with the
US Department of Justice arising from its
investigation into HSBC’s historical foreign
exchange activities (‘FX DPA’). Since then,
we have significantly raised our standards
of conduct and strengthened our controls.
We have introduced systems and
enhanced procedures to monitor how we
execute client transactions, carried out
extensive conduct-focused training and
built a conduct-led culture. As a result, the
FX DPA has now expired, although the
process to formally dismiss the underlying
criminal charges will continue for several
months. Our corresponding 2017 Consent
Order with the US Federal Reserve Board
remains in force and going forward we
seek to continue to implement further
reforms and we aim to ensure that they are
effective and sustainable in the long term.
Managing front-line employees and their incentives
In our WPB business, we provide training
to our employees through our Product
Management Academy, with more than
2,000 of our colleagues completing over
5,200 courses since 2017, including on
customer insight, customer-focused design,
communications, product development
and governance.
We also use a discretionary approach
to incentivising our front-line colleagues
instead of a straight formula linked to sales.
This global improvement has resulted in a
more balanced performance assessment
for our people. We have since reviewed
the incentives approach during 2020 to
establish opportunities to be even more
customer-centric, have greater focus on
employee development and simplify the
framework. We have also strengthened our
approach to third-party sales agents that
distribute our products, such as insurance,
to ensure that our principles on balanced
reward are in place. While there is still more
to do, this change is designed to improve
oversight and alignment with third-party
sales agents.
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ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review
Employees
We are opening up a world of opportunity for our colleagues by building
an inclusive organisation that prioritises well-being, invests in learning and
careers and prepares our colleagues for the future of work.
At a glance
The future of work
Our culture
Our organisation has been shaped by the
many cultures, communities and continents
we serve, with over 226,000 full-time
equivalent employees (‘FTEs’) in 64 countries
with 168 nationalities. We were founded on
the strength of different experience and we
continue to value that difference. We strive
to champion inclusivity to better reflect the
worlds of our customers and communities.
Our culture is underpinned by our values: we
value difference; we succeed together; we
take responsibility, and we get it done.
For further details on region, age, ethnicity,
tenure and employment type of our workforce,
see the ESG Data Pack at www.hsbc.com/esg.
The Covid-19 outbreak taught us many roles can be undertaken effectively
outside of our branches and offices, accelerating our focus on enabling greater
flexibility in future working arrangements. Reskilling is also a key priority for us
and we are investing in a programme to build future skills as we transform the
structure of our business.
Read more on the future of work on page 63.
Inclusion
While there have been many new challenges during the Covid-19 outbreak,
we continued our emphasis on inclusion. We believe that diversity makes us
stronger, and we are dedicated to building a diverse and connected workforce.
We made good progress on gender diversity and increased our focus on ethnicity
and supporting our Black colleagues.
Read more on inclusion on page 64.
Well-being
We provided extra resources to help colleagues manage the mental and physical
health challenges caused by the Covid-19 outbreak. We carried out two global
well-being surveys of our colleagues in 2020, helping to shape our response and
ensure we had the right assistance in place.
Read more on well-being on page 66.
Learning and skills development
We have continued to find new ways to support colleagues’ learning and growth,
transitioning to on-demand and digital platforms. We are also using video
technologies to collaborate across boundaries more than ever before.
Read more on learning and skills development on page 67.
Listening to our colleagues
We believe in the importance of listening to our colleagues and seeking
innovative ways to encourage colleagues to speak up. We monitor how
we perform on selected metrics and benchmark against our peers.
Read more on listening to our colleagues on page 68.
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HSBC Holdings plc Annual Report and Accounts 2020 Employees
The future of work
We expect the way our colleagues work to
change as the workforce of the future meets
new demands. Colleagues will be using new
skills we have helped them to develop, and
working more flexibly to support a better
work-life balance.
Adapting how we work
The Covid-19 outbreak tested our colleagues
in many ways and they adapted at pace in this
fast-changing environment.
In branches, we introduced social distancing
measures, provided personal protective
equipment, reduced operating hours and
offered virtual appointments. For office
workers, we made sure cybersecurity controls
and software supported home working.
In 2020, we delivered laptops, desktops or
virtual desktop infrastructure to over 78,000
colleagues and had at points up to 70% of our
whole workforce working from home at the
same time. For some of our colleagues, we
changed their roles, asking them to undertake
activities that were outside of their normal
activities (see box). We took an early decision
not to furlough colleagues in the UK or apply
for government support packages for our
employees throughout 2020.
Our businesses are thinking about how we
adapt to the future of work. As our offices
reopen we expect to see a much greater
degree of hybrid working, recognising that
some roles and groups, such as regulated
roles and new graduates, will need to spend
more time in the office than others. We expect
a change in the way we use our office space,
recognising the work-life balance and
environmental benefits of hybrid working
arrangements.
The Covid-19 outbreak also impacted turnover,
with 2020 recording the lowest voluntary
turnover in the last 10 years at 8%, down
three percentage points on 2019. The rates
gradually declined month on month from
April as the pandemic became more of a
global challenge. Historically, voluntary
turnover has on average been closer to
11%, and has remained largely flat at this
rate over recent years.
Building the skills of the future
We have developed a flagship Future Skills
programme to prepare our colleagues for
the changing skills required in the future
workplace. We want our employees to take
greater ownership of their development and
invest time in learning new skills. We
are creating an innovative internal talent
marketplace through new technology
that helps improve career development
by matching the skills and aspirations of
our colleagues with business needs
and opportunities.
Managing change
Our three-year transformation programme,
launched in February 2020, is accelerating
the delivery of our strategy by creating a
simpler, more customer-centric and future-
focused bank.
We work hard to ensure our colleagues
understand the reasons for change and how
they might be affected. We communicate
through our managers, supported by our
transformation programme website, which
explains our plans and rationale in each of our
global businesses and functions, and we are
committed to engaging meaningfully with our
employee representative bodies. We ask our
businesses to apply global guidance when
carrying out changes to how we work to
ensure a fair and consistent experience for our
colleagues. We also provide mental health
support guidance to managers to ensure they
are mindful of the psychological impact of
change for our colleagues and know how to
access help. During the height of the Covid-19
outbreak, we paused the vast majority of
redundancy activity.
We redeploy our colleagues impacted
by change where possible. During 2020,
we restricted external hiring and retained
employees in preference to contractors so that
internal talent came first wherever possible.
We have made it easier for our colleagues
affected by the transformation programme
to find alternative roles with us by creating a
dedicated platform on which their CVs are
directly visible to internal recruiters. Of those
whose roles became redundant in 2020, 14%
were able to find new positions within HSBC.
We provide skills development, career
transition support and education for all our
colleagues, including those who leave as a
result of the transformation programme. We
will aim to continue to retain and reskill our
colleagues as much as possible over the next
two years of the programme but where we
cannot we provide severance payments in
many locations that exceed statutory
minimum levels.
Adapting to a
changing environment
Many of our colleagues have needed
to adapt to the challenges brought
about by the Covid-19 outbreak,
and in some cases took on new
responsibilities. In the UK, we asked
colleagues to volunteer to undertake
activities that were outside of their
normal roles to meet the changing
needs of our customers. This helped
to keep many of our colleagues
working during these extraordinary
times. When we reduced branch
opening times, over 1,000 UK branch
staff worked in other business areas
supporting activities such as
processing Bounce Back loans to
businesses, helping customers access
loan repayment holidays and
supporting with card disputes.
70%
Workforce working from
home at the same time
during the Covid-19 outbreak.
8%
Voluntary employee turnover.
(2019: 11%)
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ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Employees
Inclusion
Our customers, suppliers and communities
span many cultures and continents. We
believe this diversity makes us stronger,
and we are dedicated to building a diverse
and connected workforce where everyone
feels a sense of belonging.
Women in senior leadership
In 2018, we committed to reach 30% women
in senior leadership roles by 2020, which are
classified as 0 to 3 in our global career band
structure. We achieved 30.3%. Appointments
of external female candidates into senior
leadership reduced from 33.0% in 2019 to
31.6% in 2020. We will continue efforts to build
more gender-balanced leadership teams and
have set ourselves a target to achieve 35%
women in senior leadership roles by 2025.
To diversify the talent pipeline, every member
of our Group Executive Committee, as well as
many members of their management teams,
actively sponsor colleagues from under-
represented groups, including women.
We paid specific attention to how we select
and promote candidates for roles and how
colleagues can readily access opportunities.
In 2020, we expanded the Accelerating into
Leadership programme to all businesses and
functions. The programme provides group
coaching, networking and development for
high-performing women at manager level,
which are those at level 4 in our global career
band structure. Our Accelerating Female
Leaders programme, which focuses on
developing high-performing women at level 3
in the global career band structure, was
attended by four times as many women
in 2020 than in the previous year.
Focus on UK gender and ethnicity
pay gaps
In 2020, our median aggregate UK-wide
gender pay gap, including all reported HSBC
entities, was 48%, and our median bonus gap
was 57.9%. Our overall UK gender pay gap
is driven by the shape of our UK workforce.
There are more men than women in senior and
high-paid roles, and more women than men in
junior roles, many of which are part-time.
For the first time we also published our UK
ethnicity pay gap. Our median aggregate
UK-wide ethnicity pay gap across all reported
HSBC entities was -5.6%. Our median bonus
gap was 0.8%. However, the pay gaps differ
depending on the underlying ethnic minority
group. The businesses and roles which
employees from different ethnic groups work
in impact the gaps, with relatively lower
representation of ethnic minority employees in
senior, higher paid roles. While 79% of our UK
employees have declared their ethnicity, fewer
senior, higher paid employees have done so
to date and were therefore not included in our
ethnicity pay gap analysis.
We intend to publish ethnicity representation
and pay gap data annually to help ensure we
continue making progress and help us identify
further areas for action.
We review our pay practices regularly and
also work with independent third parties to
review equal pay. The most recent exercise
was undertaken in 2020. If pay differences
are identified that are not due to objective,
tangible reasons such as performance or skills
and experience, we make adjustments.
Our complete Gender and Ethnicity UK Pay Gap
Report 2020, along with more information about
our pay gaps and related actions, can be found at
www.hsbc.com/who-we-are/our-people-and-
communities/diversity-and-inclusion.
Gender balance
All employees
Senior leaders2
Gender diversity statistics1,2
Holdings
Board
Group
Executive
Committee
9
5
13
3
Combined
executive
committee and
direct reports
141
62
Senior
2019
leadership
Senior
leadership
WPB
Senior
leadership
CMB
Senior
leadership
GBM
Senior
2019
leadership
Digital Business
Services
6,621
2,875
1,059
545
710
300
2,218
635
732
285
All
employees
111,422
119,618
Male
Female
64%
36%
81%
19%
69%
31%
70%
30%
66%
34%
70%
30%
78%
22%
72%
28%
48%
52%
1 Combined executive committee and direct reports
includes HSBC executive Directors, Group
Managing Directors, Group Company Secretary
and Chief Governance Officer and their direct
reports (excluding administrative staff).
2 Senior leadership refers to employees performing
roles classified as 0, 1, 2 and 3 in our global career
band structure.
Percentage of our senior
leadership who are women
30.3%
(2019: 29.4%)
Male 48% (2019: 48%)
Female 52% (2019: 52%)
Male 70% (2019: 71%)
Female 30% (2019: 29%)
1 Senior leaders are defined as 0 to 3 in our global career band structure.
Our approach to ethnicity and Black Lives Matter
In May 2020, we launched a global ethnicity
inclusion programme to help us respond to
challenges that we identified through our
data. This programme aims to improve the
diversity of our workforce ethnicity profile
across the organisation to reflect the
customers and communities we serve.
The tragic death of George Floyd in the US
accelerated conversations around race and
ethnicity across the Group. Listening to what
our colleagues have told us in response to
the Black Lives Matter movement has been
so important in informing our actions. In July
2020, we also set out our race commitments
to improve opportunities for Black and ethnic
minority colleagues and boost the diversity
of our senior leadership.
As part of this, we set an aspirational target
to at least double the number of Black
employees in senior leadership roles from
0.7% at 31 December 2020 to 1.3% globally
by 2025. To achieve our commitments,
we are also strengthening our recruitment
processes, partnering with specialist search
firms, and enhancing talent development
opportunities. In October 2020, we also
published country-specific ethnicity data
and action plans in the UK and US.
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HSBC Holdings plc Annual Report and Accounts 2020 Employees
Inclusion continued
Delivering more inclusive outcomes for all
Our diversity and inclusion strategy is designed to deliver more inclusive outcomes for our colleagues, customers and suppliers. Globally we have
driven improvements in representation and sentiment across multiple diversity strands, grown our commercial focus, strengthened our employee
networks, and improved our diversity data. Here are some examples of our key achievements in 2020:
Beyond gender
Our global approach to diversity
goes beyond gender to include
ethnicity, disability and LGBT+
inclusion:
Beyond employees
Across our businesses, we
are taking opportunities to be
more inclusive of diverse
customer groups.
In our private bank, we want
to improve how we serve and
gain insights into our female
clients, and we are partnering
with external networks AllBright
and WealthiHer to address ways
to improve women’s wealth.
Our Global Banking and
Markets business has a team
that incorporates a gender
perspective into our mainstream
products and business lines to
generate business revenue from
transactions that drive
gender equality.
Our insurance business HSBC
Life uses a diversity and inclusion
framework to ensure product
development and engagement
opportunities are designed to
address needs across different
customer groups.
– Ethnicity: In 2020, we launched
our global ethnicity inclusion
programme, which is
sponsored by Group Chief Risk
Officer Pam Kaur and aims
to diversify our workforce
ethnicity profile (see box
on page 64).
– Disability: We continue to
develop our global approach
to workplace adjustments
to improve consistency for
employees with disabilities,
as part of our global disability
confidence programme,
sponsored by Group Chief
Financial Officer Ewen
Stevenson. We used our global
footprint and connectivity to
raise awareness about disability
inclusion through our
sponsorship of #PurpleLightUp.
– LGBT+: Our work, particularly
around leadership and engaging
colleagues, has again been
recognised by Stonewall, which
named HSBC as one of only 17
Top Global Employers for LGBT+
inclusion.
Employee networks
By appointing global executive
sponsors from our Group People
Committee as well as global
co-chairs across our employee
networks we are helping them to
deliver consistent and impactful
outcomes aligned to our strategy.
In 2020, we appointed our first
global executive sponsors for
our Embrace (ethnicity) and
Generations (age) networks,
and our first global co-chairs for
Embrace, Ability (disability) and
Nurture (caregivers) networks.
Global sponsors and co-chairs
are identifying issues and
opportunities across their groups
in different markets, and are
collaborating with key business
areas and across networks to
implement changes that will
help improve representation
and engagement with diverse
groups of colleagues.
Enhancing data
Collecting better diversity data
is imperative to measure the
success of our diversity and
inclusion strategy, and to inform
our inclusion priorities going
forward. It will help us to gain
a more accurate picture of our
workforce diversity, pinpoint
inclusion hotspots and be more
transparent about our progress.
We have updated ethnicity
categories in markets where
we can currently collect that data
to better reflect how colleagues
self-identify. In many locations
we have also delivered local
campaigns to promote self-
identification. In 2021, we are
enabling more colleagues to
share their ethnicity data with us
where it is legally permissible and
culturally acceptable to do so. We
will run similar self-identification
campaigns to improve declaration
rates throughout the year.
Making progress and next steps
There is a clear commitment to achieve
change from across our leadership. This
commitment is reinforced by enhanced
recruitment processes, targets, partnerships
with like-minded organisations, programmes
to accelerate diverse leadership and ongoing
dialogue with employees from under-
represented groups to understand
what we can do better.
The next phase of our strategy will take a
broader approach to inclusion across the
organisation. We will expand our focus to
recognise the impact of belonging to multiple
under-represented groups – for example,
the barriers that might be faced by a Black
women with disability.
We will continue to integrate inclusion
principles into how we do business, and
will use our employee networks to help us
address barriers or opportunities together.
Following colleague feedback, we will also
seek to improve the HSBC experience for
those with disability, using the Business
Disability Forum’s Disability Standard – for
which we achieved Silver in 2020 – as well
as for our ethnic minority colleagues.
We are realistic that some progress will take
time, and we will keep seeking to understand
different perspectives and experiences to grow,
learn and improve.
For further details on how our colleagues
self-identify, see the ESG Data Pack at
www.hsbc.com/esg.
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ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Employees
Well-being
We are deeply committed to supporting the
well-being of our people. Given the immense
strain caused by the Covid-19 outbreak,
including the new realities of working from
home, home schooling and lack of physical
contact with family members, friends
and colleagues – it has never been more
important. Our well-being priorities, driven by
feedback from surveys of our people, remain
mental health, work-life balance and financial
security. Helping our colleagues be healthy
and happy is the right thing to do, but by doing
so, we also enable them to better support our
customers and communities, which has been
hugely important this year.
Adapting to the challenges
In 2020, we provided extra resources to help
colleagues manage the mental and physical
health challenges caused by the Covid-19
outbreak. We launched a microsite to provide
them with up-to-date information to support
well-being, including guidance on how
to work safely from home. We also made
medical services available via video-
conferencing to more than 50,000 colleagues.
At the start of the outbreak, we undertook
additional surveys and virtual focus groups,
helping us shape our response to the Covid-19
outbreak and to ensure we had the right
assistance in place. From this, 86% told
us they were confident in the approach our
leadership team was taking to managing the
crisis. In December 2020, we ran our annual
global well-being survey, where 92,000
colleagues took part, helping us evaluate
progress since 2019 and to shape future plans.
Mental health
Our global well-being survey revealed 81%
of colleagues rated their mental health as
positive, a decrease of two points compared
with 2019. Given the extraordinary challenges
caused by the Covid-19 outbreak, we are not
surprised to see that decrease. However, we
are very encouraged to see that 70% of
colleagues feel confident talking to their line
manager about mental health, an increase
of 12 points compared with 2019.
Just over three-quarters (78%) of colleagues
know how to get support at work about
their mental health, an increase of 17 points
compared with 2019, and 63% of colleagues
feel able to take time off work when they
experience a mental health concern, an
increase of 17 points compared with 2019.
In 2020, we provided specialist support to
colleagues who were particularly affected
by the Covid-19 outbreak, including a mental
health seminar to colleagues in Wuhan, China.
Human resources advisers and business
continuity teams were given mental health
resource packs. Our employee network group,
Ability, offered weekly mental health calls to
those in need.
We conducted an independent review of
all our employee assistance programmes to
see if they met best-practice standards, and
to identify ways to improve our counselling
services. We continued to promote our global
mental health education programme that we
launched in 2019, which has been completed
by more than 22,000 colleagues. We also
redesigned our mental health classroom
course to be delivered virtually. Throughout
2020, we partnered with mental health
groups, the City Mental Health Alliance and
United for Global Mental Health, to share ideas
with other organisations on ways to raise
awareness and alleviate stigma surrounding
mental health.
Flexible working
Our colleagues have had to adapt how they
work due to the Covid-19 outbreak, with 80%
needing to work from home at the height of
the outbreak. Our global well-being survey
revealed 74% of colleagues feel they have a
positive work-life balance, an increase of two
points compared with 2019.
We are encouraged to see 76% of colleagues
feel confident talking to their line manager
about work-life balance and flexible working,
an increase of 12 points compared with 2019,
and 71% of colleagues know how to get
support at work about work-life balance and
flexible working, an increase of 14 points since
2019. In 2020, we promoted new resources,
videos and education to help colleagues
working remotely. Topics included stress
management, coping with isolation, remote
collaboration, workstation support, and
balancing care-giving responsibilities. We are
also thinking about how we will adapt when
our offices reopen, recognising a greater need
for hybrid working arrangements and the
work-life benefits these bring.
Financial security
Our global well-being survey revealed 68% of
colleagues rated their financial well-being as
positive, an increase of 14 points compared
with 2019. We are encouraged to see that
50% of colleagues feel confident talking to
their line manager about their financial
well-being, an increase of 14 points compared
with 2019. The survey also showed that 56%
of colleagues know how to seek support at
work about their financial well-being, an
increase of 16 points since 2019, and 42%
of colleagues feel they could handle an
unexpected expense without significant
hardship, an increase of 10 points since 2019.
While these results are positive, we know
there is more we can do.
Conscious that the pandemic may put
financial pressures on some of our colleagues,
we worked with experts from our Wealth and
Personal Banking business to create a financial
well-being education programme to help
colleagues develop healthy financial habits.
The programme was launched globally as part
of our Future Skills Resilience curriculum. We
will continue to expand this programme, with
a follow-up module on the theme of building
up savings, later in 2021.
World Mental Health Day
To celebrate World Mental Health Day,
we ran a global awareness campaign and
created a film of colleagues sharing personal
stories. Our human resources teams and
employee network groups held virtual
events in all locations across the whole
month of October 2020. These events
featured colleagues and external experts
providing advice on a range of mental
health-related topics including resilience,
sleep and management of stress. Following
this activity, we saw a 29% increase in
colleagues accessing well-being resources
compared with the previous month.
We believe this campaign activity
contributed to the significant increases
in levels of awareness, confidence and
de-stigmatisation of mental health, and why
75% of colleagues said they believe HSBC
cares about their well-being in our global
well-being survey. In 2021, we will continue
to work with our charity partner, United for
Global Mental Health, to create campaigns
that raise awareness and alleviate stigma.
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Learning and skills development
A workforce capable of meeting the
challenges of today and tomorrow requires
significant support to develop the right skills.
Whatever our colleagues’ career paths,
we have a range of tools and resources to
help them.
A rapid shift to virtual learning
The Covid-19 outbreak resulted in a halt to
classroom training and rapid expansion in
virtual learning. We prioritised the transition
to remote working and helping colleagues
manage their well-being. The shift from
physical classroom training to shorter virtual
equivalents and online resources resulted in
a total of 5.2 million hours and 2.9 days per
FTE training in 2020.
Risk management remains central to
development and is part of our mandatory
training. Those at higher risk of exposure
to financial wrongdoing experience more
in-depth training on financial risks, such
as money laundering, sanctions, bribery
and corruption. Other programmes and
resources address specific areas of risk,
like management of third-party suppliers.
Our Cyber Hub brings together training,
insights, events and campaigns on how to
combat cyber-crime. We are also supporting
those who develop models and senior leaders
with training to help them understand and
apply our Principles for the Ethical Use of
Big Data and AI.
We converted or rebuilt technical,
professional and personal classroom
programmes to deliver online. New joiners
to HSBC experienced an immersive virtual
induction programme and virtual internships.
Our global graduate induction programme
moved entirely online with more than 100
leaders and graduate alumni welcoming
approximately 650 graduates.
A learning and feedback culture
We want our colleagues to be well prepared
for changing workplace requirements and
so have developed a flagship Future Skills
programme to support them. We identified
nine key behaviours we believe are necessary
future skills for colleagues and built a
curriculum of resources to support learners
to develop these.
Supporting self-development
We have a range of tools and resources
to help colleagues take ownership of their
development and career.
– HSBC University is our one-stop shop
for learning delivered via an online portal,
network of global training centres and
third-party providers.
– Our My HSBC Career portal offers career
development resources and information on
managing change and on giving back to the
organisation and the communities in which
we operate. Over 100,000 of our colleagues
made use of it in 2020.
– We launched a global mentoring system in
2020 to enable colleagues to match with a
mentor or mentee. At 31 December 2020,
we had in excess of 6,800 mentors and
mentees in 58 countries and territories.
Developing core skills
Our managers are the critical link in supporting
our colleagues. In 2020, we redesigned our
suite of training and resources for managers
so they can focus on the most important skills
including leading and supporting teams
through change.
More than 1,000 colleagues now act as Future
Skills Influencers, supporting their businesses
and teams to invest in learning. In November
2020, we ran a week-long MySkills festival,
which helped colleagues explore future skills
through virtual events, interactive workshops
and online resources. Demand to join sessions
surpassed our expectations with more than
45,000 registrations for the events.
Senior succession planning
Developing future leaders is critical to our
long-term success. The Group Executive
Committee dedicates time to articulate the
current and future capabilities required to
deliver the business strategy, and identify
successors for our most critical roles.
Successors undergo robust assessment and
participate in executive development. Potential
successors for senior roles also benefit from
coaching and mentoring and are moved into
roles that build their skills and capabilities.
Inspiring future coders
We know supporting the next
generation provides a sense of
fulfilment to our colleagues. We
support the Technovation Girls
programme, which inspires girls
globally to design and code
applications that solve problems in
their community. The long-term goals
of the programme are to build the
capacity of girls as technology
innovators, thereby reducing the
gender gap in science, technology,
engineering and mathematics
(‘STEM’) professions.
Through our support, over 1,400
girls across the globe were able to
participate in the programme in 2020.
In August 2020, we supported the
virtual Technovation World Summit
that had nearly 2,000 participants.
Winning teams were awarded cash
prizes to spend on furthering their
education in STEM subjects or
turning their ideas into commercial
projects.
Training at HSBC
5.2 million
Training hours carried out by our
colleagues in 2020.
(2019: 6.5 million)
2.9 days
Training days per FTE.
(2019: 3.5 days)
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Listening to our colleagues
We run a Snapshot survey every six months
and report insights to our Group Executive
Committee and the Board. Results are shared
across the Group to provide managers in each
region with a better understanding to plan and
make decisions.
As our colleagues faced considerable
challenges in 2020, Snapshot was a critical
tool to ensure we were responding to our
colleagues’ needs.
Listening to employee sentiment
In our 2020 Snapshot surveys, we had a record
response rate of 62% in July and 56% in
December, up from 52% and 50% respectively
in the same periods of 2019. We undertook
additional surveys and virtual focus groups,
focusing on our colleagues’ well-being, the
changes that the Covid-19 outbreak brought to
their working lives and their views on returning
to the workplace. More than 50% of our
colleagues participated in our Covid-19
well-being survey, with 86% telling us they
were confident in the approach our leadership
team was taking to managing the crisis.
Finding new ways to listen
We used new and innovative ways to gather
feedback and ideas from our colleagues in
2020. In June, we conducted virtual focus
groups for the first time. Approximately 850
employees in four markets discussed what it
was like to work during the Covid-19 outbreak
and considered how work will evolve in the
future. In October, we organised our first
‘employee jam’ – a live online chat between
employees in 49 countries. This online
conversation ran over 72 hours and captured
more than 9,500 online posts on topics
including the future of work and our values,
which we have refreshed to remain relevant
and reflective of our organisation.
In February 2021, we introduced to our
colleagues our revised purpose and values,
which were co-created through an extensive
listening, talking and reflecting exercise with
tens of thousands of colleagues, customers
and other stakeholders. Our new purpose is
‘Opening up a world of opportunity’. Our new
values are ‘we value difference’; ‘we succeed
together’; ‘we take responsibility’; and ‘we get
it done’.
It was the largest employee engagement
programme in HSBC’s history – helping to
ensure our plans were an accurate reflection
of everything our colleagues told us about
what is best about HSBC, and everything
we want to become.
During the consultation on our values, 90%
of colleagues said they were clear on HSBC’s
new values and how they could be embedded
into their day-to-day work.
Encouraging our colleagues to speak up
We believe that change only happens when
people speak up. If our colleagues have
concerns, we want them to speak up to help
us do what’s right. In 2020, acting on findings
from the November 2019 Snapshot survey, we
ran a programme to raise awareness of how
to speak up and what happens when we do.
Our efforts focused on improving the process,
demystifying how we investigate concerns and
improving transparency about what action
we should take as a result. Following the 2020
‘Speak Up’ campaign, our speak-up index,
which is formed by surveying our colleagues’
comfort on speaking up, rose six points in
December 2020, compared with November
2019. The index outperformed peers by
10 points. We were pleased to see an
improvement in employee sentiment, with
78% of respondents saying they felt able to
speak up when they saw behaviour they
considered to be wrong. However, a smaller
proportion (66%) said they were confident that
if they speak up, appropriate action will be
taken. We recognise there is more to do to give
our colleagues confidence that their concerns
will be fully addressed. In 2021, we aim
to continue the speak-up programme
and will monitor sentiment through our
Snapshot survey.
Our whistleblowing channels
At times individuals may not feel comfortable
speaking up through the usual channels.
Our global whistleblowing channel, HSBC
Confidential, allows our colleagues and other
stakeholders to raise concerns confidentially,
and if preferred, anonymously (subject to
local laws). Enhancements to the channel
in December 2020 mean the majority
of concerns are now raised through an
independent third party offering 24/7 hotlines
and a web portal in multiple languages.
We also provide and monitor an external
email address for concerns about accounting,
internal financial controls or auditing matters
(accountingdisclosures@hsbc.com).
In 2020, while we continued to actively
promote the channel, the volume of
whistleblowing concerns fell by 11%, driven in
part by the change in working environment
during the Covid-19 outbreak. Of the
whistleblowing cases closed in 2020, 81%
related to behaviour and conduct, 15% to
security and fraud risks, 4% to compliance
risks and less than 1% to other categories.
The Group Audit Committee has overall
oversight of the Group’s whistleblowing
arrangements. Concerns are investigated
proportionately and independently, with action
taken where appropriate. This can include
disciplinary action, dismissal, and adjustments
to variable pay and performance ratings.
Our 2020 Snapshot survey showed increasing
confidence among our colleagues in raising
whistleblowing concerns without fear of
reprisal, reflecting our policy of zero tolerance
for acts of retaliation. This continues to be an
area of focus.
Employee conduct and harassment
We rely on our people to deliver fair
outcomes for our customers and to
make sure we act with integrity in
financial markets.
committees. Where we see themes
or adverse trends we take action,
including training, communications
and policy changes.
We foster a healthy working environment
and expect our people to treat each other
with dignity and respect, and take action
where we find behaviour that falls short of
our expectations.
The types of cases, thematic links between
them, and changes in volumes are reported
on a regular basis to management
In 2020, to ensure clarity over the standards
of behaviour expected, we delivered
mandatory training on bullying and
workplace harassment. The training
emphasised our commitment to creating
an environment where our people feel
comfortable to speak up and step in
where they witness poor behaviour.
We also took disciplinary action against
2% of our employees for poor conduct,
examples of which include avoiding
customer calls and not treating colleagues
respectfully. Over 800 colleagues were
dismissed for poor behaviour, including
41 for workplace harassment. We believe
in transparency on these matters, and also
know that we have room to improve. In 2021,
we will enhance our conduct policies and
procedures so that they remain current,
clear and effective.
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HSBC Holdings plc Annual Report and Accounts 2020 Employees
Listening to our colleagues continued
Measuring our progress against peers
In 2020, we introduced six new Snapshot indices to measure key areas of focus and to enable comparison against a peer group of global financial
institutions. The table sets out how we performed.
Index
Score1
vs
2019
HSBC vs
benchmark2 Questions that make up the index
Employee
engagement
Employee
focus
72
+5
+2
72
New
+4
Strategy
68
New
Change
leadership
74
New
-1
0
Speak-up
75
+6
+10
I am proud to say I work for this company.
I feel valued at this company.
I would recommend this company as a great place to work.
I generally look forward to going to work.
My work gives me a feeling of personal accomplishment.
My work is challenging and interesting.
I have a clear understanding of this company’s strategic objectives.
I am seeing the positive impact of our strategy.
I feel confident about this company’s future.
Leaders in my area set a positive example.
My line manager does a good job of communicating reasons behind important changes that are made.
Senior leaders in my area communicate openly and honestly about changes to the business.
My company is genuine in its commitment to encourage colleagues to speak up.
I feel able to speak up when I see behaviour which I consider to be wrong.
Where I work, people can state their opinion without the fear of negative consequences.
Trust
75
+6
+5
I trust my direct manager.
I trust senior leadership in my area.
Where I work, people are treated fairly.
1 Each index comprises three constituent questions, with the average of these questions forming the index score.
2 We benchmark Snapshot results against a peer group of global financial services institutions, provided by our research partner, Karian and Box. Scores for each
question are calculated as the percentage of employees who agree to each statement. For further details on the constituent questions and past results, see the
ESG Data Pack at www.hsbc.com/esg.
Measuring employee engagement
To understand how our colleagues perceive
the organisation, we ask if they feel proud,
valued and willing to recommend HSBC as a
great place to work. These questions form our
employee engagement index. Engagement
rose significantly in 2020 and was two points
above our peers. More colleagues said
they ‘feel valued by HSBC’ compared with
November 2019. Employee advocacy, which
is defined as those who would recommend
HSBC, improved five points in 2020 to
71%. We aim to continue improving our
understanding and address why 20% of our
colleagues report neutral levels of advocacy.
Our research showed that key drivers of
engagement are career opportunities, trust in
leadership and our commitment to encourage
speaking up. We expect our flagship
programme to help build future skills and
that this will in turn drive further improvements
in engagement levels.
Measuring employee focus
Our employee focus index tells us about
our colleagues’ perception of their work. The
2020 results were four points above our peers.
This will be a key measure of progress for our
transformation and our programme to build
future skills.
Measuring strategy and change leadership
Our strategy index, which measures how
employees feel about HSBC’s direction,
was just below its benchmark. However,
the index included an improvement in scores
for questions on whether colleagues see a
positive impact of our strategy and if they
have confidence in the future. Our efforts
to reshape the business and the uncertain
business environment are affecting these
results, and we recognise the challenge
this creates for colleagues. Despite these
challenges, our change leadership index,
which measures how employees feel about
change communication and leadership setting
a positive example, performed in line with
the benchmark. This will continue to be vital
during our ongoing transformation.
Measuring speak-up and trust
Our speak-up index rose six points from
November 2019, representing the biggest
improvement in the indices we measure.
Similarly, trust, particularly in senior
leadership, improved significantly. These
results are encouraging but need to be viewed
in the context of the Covid-19 outbreak
where research showed our colleagues were
positive about HSBC’s handling of the crisis.
Maintaining these gains through a period of
ongoing change and uncertainty will require
sustained effort.
Whistleblowing concerns raised
(subject to investigation) in 2020
2,510
(2019: 2,808)
Substantiated and partially
substantiated whistleblowing
cases in 20201
42%
(2019: 33%)
Employee advocacy
71%
Would recommend HSBC as a great
place to work.
(2019: 66 %)
1 The 2020 substantiation rate excludes
concerns redirected to other escalation
routes.
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ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review
Governance
We remain committed to high standards of governance.
We work alongside our regulators and recognise our
contribution to building healthy and sustainable societies.
At a glance
Our relationship
We act on our responsibility to run our
business in a way that upholds high
standards of corporate governance.
We are committed to working with our
regulators to manage the safety of the
financial system, adhering to the spirit and the
letter of the rules and regulations governing
our industry. In our endeavour to restore trust
in our industry, we aim to act with courageous
integrity and learn from past events to help
prevent their recurrence.
We meet our responsibilities to society,
including through being transparent in our
approach to paying taxes. We also seek to
ensure we respect global standards on human
rights in our workplace and our supply chains,
and continually work to improve our
compliance management capabilities.
We acknowledge that increasing financial
inclusion is a continuing effort, and we are
carrying out a number of initiatives to increase
access to financial services.
For further details on our corporate
governance see our corporate governance
report on page 195.
Respecting human rights
Our approach with our suppliers
We respect human rights and have signed,
or expressed support for, a number of
international codes, as set out in our
Statement on Human Rights.
Our ethical code of conduct for suppliers of goods
and services, which must be complied with by all
suppliers, sets out minimum standards for economic,
environmental and social impacts.
Read more on respecting human rights on page 71.
Read more on our approach with our suppliers on page 73.
Supporting financial inclusion
A responsible approach to tax
We aim to deliver products and services that
address financial barriers. We invest in financial
education to help customers, colleagues and
people in our communities be confident users
of financial services.
Read more on supporting financial inclusion on
page 71.
We seek to pay our fair share of tax in the jurisdictions
in which we operate and to minimise the likelihood
of customers using our products to inappropriately
avoid tax.
Read more on a responsible approach to tax on page 74.
Protecting data
Restoring trust
We are committed to protecting the information
we hold and process in accordance with local
laws and regulations. We continue to strengthen
our controls to prevent, detect and react to
cyber threats.
Read more on protecting data on page 72.
We have sought to learn from past mistakes and
we are seeking to develop and implement specific
measures designed to prevent recurrence of similar
events in the future.
Read more on restoring trust on page 75.
Safeguarding the financial system
We remain committed in our efforts to combat
financial crime by continuing to invest in
new technology to protect our customers
and organisation, while supporting key
industry initiatives.
Read more on safeguarding the financial system on
page 73.
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HSBC Holdings plc Annual Report and Accounts 2020 Governance
Respecting human rights
We recognise the duty of states to protect
human rights and the role played by business
in respecting them, in line with the UN Guiding
Principles’ Protect, Respect and Remedy
framework. We have signed, or expressed
support for, a number of international codes
as set out in our Statement on Human Rights.
Our Human Rights Steering Committee, which
was set up in 2018, continues to develop our
approach to human rights. Our Statement on
Human Rights is available at www.hsbc.com/
our-approach/esg-information.
Pioneering scheme
Our pioneering scheme to help survivors of
human trafficking is now used as a model for
making financial services more accessible to
vulnerable communities through the UN’s
Finance Against Slavery and Trafficking
(‘FAST’) Survivor Inclusion Initiative.
Building on the success of our Survivor Bank
programme in the UK, for which we received
a Stop Slavery Award from the Thomson
Reuters Foundation, we became the first bank
in Hong Kong to offer a Hong Kong Dollar
Statement Savings account for residents who
do not have a fixed abode, or who are living
in subdivided flats without access to postal
services. Having a bank account can
improve financial security for members of
disadvantaged communities – including those
under potential risk of forced labour or debt
bondage – and potentially enable them
to receive welfare allowances or find
employment.
Identifying suspicious activity
When two large cash deposits were made to
the same account on two consecutive days,
it raised suspicion with one of our analysts.
Further investigation identified a number of
cautionary flags for potential illegal activity,
including the apparent findings that 17 people
– all of whom banked with HSBC – lived in the
same property. The case was escalated to an
investigations team, who filed a suspicious
Spotting the signs of human trafficking
In many cases, transactions related to modern
slavery and human trafficking will not be
identified by automated systems alone. As
a result, our analysts also use a range of
secondary indicators that may not signify
suspicious activity on their own, but which
can be assessed as part of a case review.
Examples where such transactions have
successfully been identified and escalated
are then shared internally, as case studies
for others to learn from.
For details of our approach to modern slavery,
see: www.hsbc.com/our-approach/risk-and-
responsibility/modern-slavery-act.
activity report with the UK regulator. We also
proceeded to close the account. With these
actions, we not only disrupted the individual,
but also alerted the authorities to take the
case forward through appropriate law
enforcement channels.
Supporting financial inclusion
We believe that financial services, when
accessible and fair, can reduce inequality
and help more people access opportunities.
Access to products and services
We aim to deliver products and services
that address the barriers people can face
in accessing financial services.
In 2020, we continued to offer innovative
product offerings. In the UK, we are educating
people about banking services and reducing
barriers for those who do not have a fixed
address as well as for survivors of human
trafficking. We also introduced new products,
such as banking services for refugees in
Hong Kong, allowing individuals to have
a safe, affordable way to receive support
from overseas family, friends or local
non-governmental organisations.
We embedded diversity and inclusion
standards into our new product approval
framework for retail banking, wealth,
insurance and digital products, such as
in India, where we added a transgender
option to the customer application and
underwriting criteria for health insurance.
Access to financial education
We invest in financial education to help
customers, colleagues and people in our
communities be confident users of financial
services.
In 2020, we provided more of our own
financial education content, such as articles
and features on our digital channels. We had
over 1.7 million unique visitors to our digital
content in 2020, making progress towards our
2019 goal of reaching four million unique
visitors by the end of 2022.
We also support charity programmes that
deliver financial education. In 2020, HSBC UK
partnered with Young Money, a UK-based
charity focused on children’s financial
education, to introduce Money Heroes, an
innovative education programme that brings
together teachers and parents or carers to
develop a child’s financial capability from ages
three to 11. Combining learning with real life
activities, Money Heroes aims to reach one
million children over three years, supporting
the most vulnerable communities.
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ESG review | Governance
Protecting data
Cybersecurity
The threat of cyber-attacks remains a concern
for our organisation, as it does across the
entire financial sector. Failure to protect
our operations from internet crime or
cyber-attacks may result in financial loss,
disruption for customers or a loss of data.
This could undermine our reputation and
ability to attract and retain customers.
We have invested in business and technical
controls to help prevent, detect and react to
these threats. We continually evaluate threat
levels for the most prevalent attack types
and their potential outcomes. We have
strengthened our controls to reduce the
likelihood and impact of advanced malware,
data leakage, infiltration of payment systems
and denial of service attacks. In 2020, we
continued to strengthen our cyber defences
to enhance our cybersecurity capabilities,
including: Cloud security; identity and access
management; metrics and data analytics; and
third-party security reviews. These defences
are grounded in mature controls that mitigate
the current cyber-attacks and build upon a
proactive data analytical approach to identify
and mitigate future advanced targeted threats.
In addition, an important part of our defence
strategy is ensuring our people remain aware
of cybersecurity issues and know how to
report incidents. We continue to run regular
cyber awareness campaigns and have
dedicated training programmes in place.
We operate a three lines of defence model,
aligned to the operational risk management
framework, to ensure robust oversight and
challenge of our cybersecurity capabilities and
priorities. In the first line of defence, we have
risk owners within global businesses and
functions who are accountable for identifying,
owning and managing the cyber risk. They
work with control owners to help ensure
controls are in place to mitigate issues, prevent
risk events from occurring and resolve them if
they do. These controls are executed in line
with policies produced by the information
security risk teams, the second line of
defence, which provide independent review
and challenge. They are overseen by the third
line of defence, which is the Global Internal
Audit function.
We regularly report and review cyber risk and
control effectiveness at relevant governance
forums and the Board to ensure appropriate
oversight. We also report across the global
businesses, functions and regions to help
ensure appropriate visibility and governance
of risks and mitigating controls.
Data privacy
We are committed to protecting and
respecting the data we hold and process,
in accordance with the laws and regulations
of the geographies in which we operate.
Our approach rests on having the right
talent, technology, systems, controls policies,
and processes to help ensure appropriate
management of privacy risk. Our Group-wide
privacy policy and principles provide a
consistent global approach to managing data
privacy risk, and must be applied by all of
our global businesses and global functions.
We conduct regular training sessions on data
privacy and security issues throughout the
year, including global mandatory training for all
our colleagues, along with additional training
sessions, where required, to keep abreast of
new developments in this space.
We provide transparency to our customers
and stakeholders on how we collect, use
and manage their personal data, and their
associated rights. Where relevant, we work
closely with third parties to help ensure
adequate protections are provided, in line with
our data privacy policy and as required under
data privacy law. We offer a broad range of
channels in the markets we operate, through
which customers and stakeholders can raise
any concerns regarding the privacy of
their data.
We have established dedicated privacy
teams reporting to the highest level of
management on data privacy risks and
issues, and overseeing our global data privacy
programmes. We report data privacy regularly
at multiple governance forums, including at
Board level, to help ensure there is appropriate
challenge and visibility among senior
executives. In addition, we have established
data privacy governance structures and
continue to embed accountability across
all businesses.
We are committed to implementing industry
practices for data security and our privacy
teams work closely to drive the necessary
design, implementation and monitoring of
privacy solutions, including conducting regular
reviews and data privacy risk assessments.
We implemented procedures that articulate
clearly the action to be taken when dealing
with a data privacy breach. These include
notifying regulators, customers or other data
subjects, as required under applicable privacy
laws and regulations, in the event of a
reportable incident occurring.
Data Privacy Day
In January 2020, we hosted a global
data privacy event for all our colleagues
to mark International Data Privacy Day.
The event highlighted the importance
of taking accountability for data privacy
across the organisation and the
continuing need to provide simple and
clearer mechanisms for our customers
to have more control and choice in
managing their data.
We invited internal and external speakers,
including the UK’s former Deputy
Information Commissioner, our Group
Data Protection Officer and Group Chief
Data Officer, as well as representatives
from the technology industry. The event
was broadcast across 62 countries.
Cybersecurity Awareness Month
Our cybersecurity teams endeavour to
educate, support and equip every colleague
with the tools to prevent, mitigate and report
cyber incidents, and keep our organisation
and customers’ data safe. Throughout
October 2020, the cybersecurity team hosted
a number of virtual awareness events for all
colleagues as part of a dedicated annual
Cybersecurity Awareness Month. The global
and local events were hosted by our
executive leaders, with the support of a
number of internal subject matter experts and
external guest speakers. The Cybersecurity
Awareness Month established a new level
of awareness, participation, and commitment
to cybersecurity inside the Group.
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HSBC Holdings plc Annual Report and Accounts 2020
Governance
Safeguarding the financial system
We have continued our efforts to combat
financial crime risks and reduce their impact on
our organisation and the wider world. These
financial crime risks include money laundering,
terrorist and proliferation financing, tax
evasion, bribery and corruption, sanctions
and fraud. As part of this work, we have made
progress on several key initiatives, enabling
us to manage and mitigate these risks more
effectively, and further our pioneering work in
financial crime risk management across the
financial services industry.
Financial crime risk management
We have embedded a strong financial crime
risk management framework across all global
businesses and all countries and territories in
which we operate. For further details on our
financial crime risk management framework,
see page 187.
We continue to invest in new technology
to enable us to make an impact in the fight
against financial crime. Our global social
network analytics platform, which we
launched in 2018 as an investigative tool, now
helps us detect high-risk activity across our
trade finance business. Using a contextual
monitoring approach, we are able to improve
the accuracy and efficiency of our operations,
removing delays in approving genuine
customer transactions while focusing
attention on behaviour of concern.
Building on this approach, we have made
progress in applying machine learning
techniques to improve the accuracy and
timeliness of our financial crime detection
capabilities. Working with industry leaders,
we have sought to share what we have
learned, contributing to the development of
best practice in this emerging field, in line
with our Principles for the Ethical Use of
Big Data and AI.
We are confident our adoption of these new
technologies will continue to enhance our
ability to respond quickly to suspicious activity
and be more granular in our risk assessments,
helping to protect our customers and the
integrity of the financial system.
The scale of our work
Each month, we screen over 708 million
transactions across 275 million accounts for
signs of money laundering and financial
crime. In addition, we screen approximately
114 million customer records and 45 million
transactions monthly for sanctions
exposures. During 2020, we filed almost
50,000 suspicious activity reports to law
enforcement and regulatory authorities
where we identified potential financial
crime.
Our approach with our suppliers
We have globally consistent standards and
procedures for the onboarding and use of
external suppliers. We require suppliers to
meet our compliance and financial stability
requirements, as well as to comply with
our supplier ethical code of conduct. We
consider on time payment to be of paramount
importance, and our commitment to
paying our suppliers is in line with all
local requirements, including the Prompt
Payment Code in the UK.
Supplier ethical code of conduct
We have an ethical code of conduct for
suppliers of goods and services, which
must be complied with by all suppliers.
While our businesses and functions are
accountable for the suppliers they use, our
global procurement function owns the code
of conduct review process for them. Our goal
is to work collaboratively with our supply
chain partners on sustainability at all times.
The ethical code of conduct, which we
require suppliers to adopt, sets out minimum
standards for economic, environmental and
social impacts and outlines the requirement
for a governance and management structure
to help ensure compliance. Our supplier
management conduct principles set out how
we conduct business with our third-party
suppliers both in our legal and commercial
obligations. They also explain how we treat
suppliers fairly through our behaviour and
actions and in line with our values.
Our supplier management principles and our
ethical code of conduct are available at: www.
hsbc.com/our-approach/risk-and-responsibility/
working-with-suppliers.
73
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020 ESG review | Governance
A responsible approach to tax
We seek to pay our fair share of tax in the
jurisdictions in which we operate and to
minimise the likelihood of customers using
our products and services to evade or
inappropriately avoid tax. Our approach to
tax and governance processes is designed
to achieve these goals.
Through adoption of the Group’s risk
management framework, controls are
in place that are designed to ensure that
inappropriately tax-motivated transactions or
products are not adopted by the Group and
that any tax planning used must be supported
by genuine commercial activity. HSBC has no
appetite for using aggressive tax structures.
Significant investment has been made to
strengthen our risk processes and train staff to
identify instances of potential tax evasion and
we continue to enhance these processes.
With respect to our own taxes, we are guided
by the following principles:
– We are committed to applying both the
letter and spirit of the law in all jurisdictions
in which we operate. This includes
adherence to a variety of measures arising
from the OECD Base Erosion and Profit
Shifting initiative.
– We seek to have open and transparent
relationships with all tax authorities. As
with any group of our size and complexity,
a number of areas of differing interpretation
or disputes with tax authorities exist at any
point in time. We work with the local tax
authorities to try to agree and resolve these
in a timely manner.
– We have applied the OECD/G20 Inclusive
Framework Pillar 2 guidance to identify
those jurisdictions in which we operate that
have nil or low tax rates (12.5% or below).
We have identified seven such jurisdictions
in which we had active subsidiaries during
20201. We continually monitor the number
of subsidiaries within the Group as part of
the Group’s ongoing entity rationalisation
programme. We intend to continue this
process, with the aim of ensuring that the
HSBC entities remaining in such jurisdictions
are regulated entities essential for
conducting business.
With respect to our customers’ taxes, we
are guided by the following principles:
– We have made considerable investment
implementing processes designed to enable
us to support external tax transparency
initiatives and reduce the risk of banking
services being used to facilitate customer
tax evasion. These initiatives include the
US Foreign Account Tax Compliance Act,
the OECD Standard for Automatic Exchange
of Financial Account Information (the
‘Common Reporting Standard’), and the
UK legislation on the corporate criminal
offence of failing to prevent the facilitation
of tax evasion.
– We have processes in place to help ensure
that inappropriately tax-motivated products
and services are not provided to our
customers.
For further details of our approach to financial
crime and action we have taken, see page 73.
Our tax contributions
The effective tax rate for the year was 30.5%.
Further details are provided on page 308.
As highlighted below, in addition to paying
$8.1bn of our own tax liabilities during 2020,
we collected taxes of $9.5bn on behalf of
governments around the world. A more
detailed geographical breakdown of the taxes
paid in 2020 is provided in the ESG Data Pack.
The tax we paid during 2020 was higher than
in 2019 due to differences in the timing of
payments, particularly in Hong Kong.
Taxes paid – by type of tax
Taxes paid – by region
Taxes collected – by region
Tax on profits $3,873m (2019: $1,988m)
Withholding taxes $386m (2019: $282m)
Employer taxes $1,121m (2019: $1,041m)
Bank levy $1,011m (2019: $889m)
Irrecoverable VAT $1,389m (2019: $1,164m)
Other duties and levies $278m (2019: $227m)
Europe $3,022m (2019: $3,077m)
Asia-Pacific $3,911m (2019: $1,487m)
Middle East and North Africa $299m
(2019: $313m)
North America $382m (2019: $314m)
Latin America $444m (2019: $400m)
Europe $3,462m (2019: $3,636m)
Asia-Pacific $3,595m (2019: $3,288m)
Middle East and North Africa $90m
(2019: $127m)
North America $1,089m (2019: $876m)
Latin America $1,302m (2019: $1,379m)
1 The Bahamas, Bermuda, the Cayman Islands, Guernsey, Ireland, Jersey and the British Virgin Islands.
74
HSBC Holdings plc Annual Report and Accounts 2020 Governance
Restoring trust
Restoration of trust in our industry remains
a significant challenge as past misdeeds
continue to remain in the spotlight. But it is
a challenge we must meet successfully. We
owe this not just to our customers and to
society at large, but to our employees to
ensure they can rightly be proud of the
organisation where they work. We aim to act
with courageous integrity in all we do. This
guiding principle means having the courage
to make decisions based on doing the right
thing for customers and never compromising
our ethical standards.
The chart below sets out fines and penalties
arising out of major investigations involving
criminal, regulatory, competition or other law
enforcement authorities, and costs relating to
PPI remediation. We have sought to learn from
these past mistakes and are seeking to
develop and implement specific measures
designed to prevent recurrence of similar
events in the future. Further information
regarding the measures that we have taken
to prevent the recurrence of some of these
matters can be found at www.hsbc.com/
who-we-are/esg-and-responsible-business/
esg-reporting-and-policies.
Major criminal and regulatory fines and penalties and PPI remediation1
Pre-
2006
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
AML-related
investigations
Global Private
Banking
tax-related
investigations
RMBS-related
investigations
Libor/Euribor
FX-related
investigations
PPI
Key
1,921
13
43
13
360
521
765
36
2
618
6
175
102
333
870 1,138 700
553
448
502
741
750
572
Duration of conduct period
$m Fines/penalties/other costs
1 This chart only includes fines and penalties arising out of major investigations involving criminal, regulatory, competition or other law enforcement authorities,
and costs relating to PPI remediation. The chart reflects the year in which a fine, penalty or remediation cost was paid, which may be different from when a loss
or provision was recognised under IFRSs. Settlements or other costs arising out of private litigation or arbitration proceedings are not included.
75
ESG reviewHSBC Holdings plc Annual Report and Accounts 2020
Financial
review
77
85
Financial summary
Global businesses and geographical regions
103 Reconciliation of alternative performance measures
World’s first corporate bonds
to tackle plastic waste
Our green expertise and global connectivity helped
Henkel, a leading consumer goods and industrial
company, to issue the first ever corporate bonds aimed
at tackling plastic waste.
The firm behind well-known brands and products such
as Persil detergent, Schwarzkopf shampoo and Loctite
adhesives will use the equivalent of $100m raised for
projects and expenditures related to its activities to
foster a circular economy, which include the
development of reusable and recyclable packaging.
We were sole green structuring adviser and sole lead
manager on the five-year fixed-rate bonds, which were
issued in two tranches. The bonds generated interest
from international investors from Japanese insurers to
German banks.
76
HSBC Holdings plc Annual Report and Accounts 2020 Financial summary
Use of alternative performance measures
Changes from 1 January 2020
Critical accounting estimates and judgements
Consolidated income statement
Income statement commentary
Consolidated balance sheet
Page
77
77
77
78
79
82
Use of alternative performance measures
Our reported results are prepared in accordance with IFRSs
as detailed in the financial statements starting on page 278.
To measure our performance, we supplement our IFRS figures
with non-IFRS measures that constitute alternative performance
measures under European Securities and Markets Authority
guidance and non-GAAP financial measures defined in and
presented in accordance with US Securities and Exchange
Commission rules and regulations. These measures include those
derived from our reported results that eliminate factors that distort
year-on-year comparisons. The ‘adjusted performance’ measure
used throughout this report is described below. Definitions and
calculations of other alternative performance measures are
included in our ‘Reconciliation of alternative performance
measures’ on page 103. All alternative performance measures are
reconciled to the closest reported performance measure.
A change in reportable segments was made in 2020 by combining
Global Private Banking and Retail Banking and Wealth
Management to form Wealth and Personal Banking. We also
reallocated our reporting of Markets Treasury, hyperinflation
accounting in Argentina and HSBC Holdings net interest expense
from Corporate Centre to the global businesses. Comparative data
have been re-presented on an adjusted basis in accordance with
IFRS 8 ‘Operating Segments’ with the change in reportable
segments explained in more detail in Note 10: Segmental analysis
on page 311.
Adjusted performance
Adjusted performance is computed by adjusting reported results
for the effects of foreign currency translation differences and
significant items, which both distort year-on-year comparisons.
We consider adjusted performance provides useful information for
investors by aligning internal and external reporting, identifying
and quantifying items management believes to be significant, and
providing insight into how management assesses year-on-year
performance.
Significant items
‘Significant items’ refers collectively to the items that
management and investors would ordinarily identify and consider
separately to improve the understanding of the underlying trends
in the business.
The tables on pages 85 to 88 and pages 94 to 99 detail the effects
of significant items on each of our global business segments,
geographical regions and selected countries/territories in 2020,
2019 and 2018.
Foreign currency translation differences
Foreign currency translation differences reflect the movements of
the US dollar against most major currencies during 2020.
We exclude them to derive constant currency data, allowing us to
assess balance sheet and income statement performance on a
like-for-like basis and better understand the underlying trends in
the business.
Foreign currency translation differences
Foreign currency translation differences for 2020 are computed by
retranslating into US dollars for non-US dollar branches, subsidiaries, joint
ventures and associates:
•
the income statements for 2019 and 2018 at the average rates of
exchange for 2020; and
the balance sheets at 31 December 2019 and 31 December 2018 at the
prevailing rates of exchange on 31 December 2020.
•
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. The constant currency data of HSBC’s Argentinian subsidiaries
have not been adjusted further for the impacts of hyperinflation. When
reference is made to foreign currency translation differences 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 period on the basis described above.
Changes from 1 January 2020
Interest rate benchmark reform – Phase 2
Interest Rate Benchmark Reform Phase 2: Amendments to IFRS 9,
IAS 39, IFRS 7, IFRS 4 and IFRS 16 issued in August 2020
represents the second phase of the IASB’s project on the effects of
interest rate benchmark reform, addressing issues affecting
financial statements when changes are made to contractual cash
flows and hedging relationships as a result of the reform.
Under these amendments, changes made to a financial instrument
that are economically equivalent and required by interest rate
benchmark reform do not result in the derecognition or a change
in the carrying amount of the financial instrument, but instead
require the effective interest rate to be updated to reflect the
change in the interest rate benchmark. In addition, hedge
accounting will not be discontinued solely because of the
replacement of the interest rate benchmark if the hedge meets
other hedge accounting criteria.
These amendments apply from 1 January 2021 with early adoption
permitted. HSBC has adopted the amendments from 1 January
2020 and has made the additional disclosures as required by the
amendments, see pages 112 to 113.
Critical accounting estimates and judgements
The results of HSBC reflect the choice of accounting policies,
assumptions and estimates that underlie the preparation of
HSBC’s consolidated financial statements. The significant
accounting policies, including the policies which include
critical accounting estimates and judgements, are described
in Note 1.2 on the financial statements. The accounting policies
listed below are highlighted as they involve a high degree of
uncertainty and have a material impact on the financial
statements:
• Impairment of amortised cost financial assets and financial
assets measured at fair value through other comprehensive
income (‘FVOCI’): The most significant judgements relate to
defining what is considered to be a significant increase in credit
risk, determining the lifetime and point of initial recognition of
revolving facilities, and making assumptions and estimates to
incorporate relevant information about past events, current
conditions and forecasts of economic conditions. A high degree
of uncertainty is involved in making estimations using
assumptions that are highly subjective and very sensitive to the
risk factors. See Note 1.2(i) on page 293.
• Deferred tax assets: The most significant judgements relate to
judgements made in respect of expected future profitability.
See Note 1.2(l) on page 298.
• Valuation of financial instruments: In determining the fair value
of financial instruments a variety of valuation techniques are
used, some of which feature significant unobservable inputs
and are subject to substantial uncertainty. See Note 1.2(c) on
page 291.
• Impairment of interests in associates: Impairment testing
involves significant judgement in determining the value in use,
and in particular estimating the present values of cash flows
expected to arise from continuing to hold the investment,
based on a number of management assumptions. The most
significant judgements relate to the impairment testing of our
investment in Bank of Communications Co., Limited (‘BoCom’).
See Note 1.2(a) on page 290.
HSBC Holdings plc Annual Report and Accounts 2020
77
Financial review
Financial summary
•
Impairment of goodwill and non-financial assets: A high
degree of uncertainty is involved in estimating the future cash
flows of the cash-generating units (‘CGUs’) and the rates used
to discount these cash flows. See Note 1.2(a) on page 290.
• Provisions: Significant judgement may be required due to 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. See
Note 1.2(m) on page 298.
• Post-employment benefit plans: The calculation of the defined
benefit pension obligation involves the determination of key
assumptions including discount rate, inflation rate, pension
payments and deferred pensions, pay and mortality. See Note
1.2(k) on page 297.
Given the inherent uncertainties and the high level of subjectivity
involved in the recognition or measurement of the items above, it
is possible that the outcomes in the next financial year could differ
from the expectations on which management’s estimates are
based, resulting in the recognition and measurement of materially
different amounts from those estimated by management in these
financial statements.
Consolidated income statement
Summary consolidated income statement
Net interest income
Net fee income
Net income from financial instruments held for trading or managed on a fair value basis
Net income/(expense) from assets and liabilities of insurance businesses, including
related derivatives, measured at fair value through profit or loss
Footnotes
2020
$m
2019
$m
27,578
30,462
11,874
12,023
9,582
10,231
2018
$m
30,489
12,620
9,531
2017
$m
28,176
12,811
8,426
2016
$m
29,813
12,777
7,521
2,081
3,478
(1,488)
2,836
1,262
Change in fair value of designated debt and related derivatives
1
231
90
(97)
155
(1,997)
Changes in fair value of other financial instruments mandatorily measured at fair value
through profit or loss
Gains less losses from financial investments
Net insurance premium income
Other operating income/(expense)
Total operating income
455
653
812
335
695
218
10,093
10,636
10,659
527
2,957
960
N/A
1,150
9,779
443
N/A
1,385
9,951
(876)
63,074
71,024
63,587
63,776
59,836
Net insurance claims and benefits paid and movement in liabilities to policyholders
(12,645)
(14,926)
(9,807)
(12,331)
(11,870)
Net operating income before change in expected credit losses and other
credit impairment charges/Loan impairment charges and other credit risk
provisions
Change in expected credit losses and other credit impairment charges
Loan impairment charges and other credit risk provisions
Net operating income
2
50,429
56,098
53,780
51,445
47,966
(8,817)
(2,756)
(1,767)
N/A
N/A
N/A
N/A
N/A
(1,769)
(3,400)
41,612
53,342
52,013
49,676
44,566
Total operating expenses excluding impairment of goodwill and other intangible assets
(33,044)
(34,955)
(34,622)
(34,849)
(36,416)
Impairment of goodwill and other intangible assets
Operating profit
Share of profit in associates and joint ventures
Profit before tax
Tax expense
Profit for the year
Attributable to:
– ordinary shareholders of the parent company
– preference shareholders of the parent company
– other equity holders
– non-controlling interests
Profit for the year
Five-year financial information
Basic earnings per share
Diluted earnings per share
Dividends per ordinary share
Dividend payout ratio
Post-tax return on average total assets
Return on average ordinary shareholders’ equity
Return on average tangible equity
Effective tax rate
(1,388)
(7,394)
(37)
(35)
(3,392)
7,180
1,597
8,777
10,993
17,354
14,792
2,354
2,536
2,375
13,347
19,890
17,167
4,758
2,354
7,112
(2,678)
(4,639)
(4,865)
(5,288)
(3,666)
6,099
8,708
15,025
11,879
3,446
3,898
5,969
12,608
9,683
1,299
90
1,241
870
6,099
90
1,324
1,325
8,708
90
1,029
1,298
90
1,025
1,081
15,025
11,879
Footnotes
3
4
2020
$
0.19
0.19
—
%
—
0.2
2.3
3.1
30.5
2019
$
0.30
0.30
0.51
%
172.2
0.3
3.6
8.4
2018
$
0.63
0.63
0.51
%
81.0
0.6
7.7
8.6
2017
$
0.48
0.48
0.51
%
106.3
0.5
5.9
6.8
34.8
24.5
30.8
51.5
90
1,090
967
3,446
2016
$
0.07
0.07
0.51
%
728.6
0.1
0.8
2.6
1 The debt instruments, issued for funding purposes, are designated under the fair value option to reduce an accounting mismatch.
2 Net operating income before change in expected credit losses and other credit impairment charges/Loan impairment charges and other credit risk
provisions, also referred to as revenue.
3 Dividends recorded in the financial statements are dividends per ordinary share declared and paid in the period and are not dividends in respect
of, or for, that period.
4 Dividends per ordinary share expressed as a percentage of basic earnings per share.
Unless stated otherwise, all tables in the Annual Report and Accounts 2020 are presented on a reported basis.
For a summary of our financial performance in 2020, see page 27.
For further financial performance data for each global business and geographical region, see pages 85 to 88 and 92 to 102 respectively. The global business
segmental results are presented on an adjusted basis in accordance with IFRS 8 ‘Operating Segments’, in Note 10: Segmental analysis on page 311.
78
HSBC Holdings plc Annual Report and Accounts 2020
Income statement commentary
The following commentary compares Group financial performance for the year ended 2020 with 2019.
Net interest income
Interest income
Interest expense
Net interest income
Average interest-earning assets
Gross interest yield
Less: gross interest payable
Net interest spread
Net interest margin
Year ended
Quarter ended
31 Dec
2020
$m
41,756
(14,178)
27,578
2,092,900
31 Dec
2019
$m
54,695
(24,233)
30,462
1,922,822
31 Dec
2018
$m
49,609
(19,120)
30,489
1,839,346
31 Dec
2020
$m
9,301
(2,682)
6,619
30 Sep
2020
$m
9,455
(3,005)
6,450
31 Dec
2019
$m
13,229
(5,575)
7,654
2,159,003
2,141,454
1,945,596
%
2.00
(0.81)
1.19
1.32
%
2.84
(1.48)
1.36
1.58
%
2.70
(1.21)
1.49
1.66
%
1.71
(0.60)
1.11
1.22
%
1.76
(0.68)
1.08
1.20
%
2.70
(1.34)
1.36
1.56
Footnotes
1
1
2
3
1 Gross interest yield is the average annualised interest rate earned on average interest-earning assets (‘AIEA’). Gross interest payable is the average
annualised interest cost as a percentage on average interest-bearing liabilities.
2 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 payable on average interest-bearing funds.
3 Net interest margin is net interest income expressed as an annualised percentage of AIEA.
Summary of interest income by type of asset
2020
2019
2018
Short-term funds and loans and advances
to banks
Loans and advances to customers
Reverse repurchase agreements – non-trading
Financial investments
Other interest-earning assets
Total interest-earning assets
298,255 1,264
1,046,795 29,391
221,901 1,819
463,542 8,143
62,407 1,139
2,092,900 41,756
0.42
2.81
0.82
1.76
1.83
2.00
Summary of interest expense by type of liability
Average
balance
Interest
income
$m
$m
Yield
%
Average
balance
Interest
income
$m
$m
Yield
%
1.13
3.48
2.08
2.56
2.88
Average
balance
$m
Interest
income
$m
233,637
2,475
972,963 33,285
205,427
386,230
41,089
3,739
9,166
944
212,920
2,411
1,021,554 35,578
224,942
4,690
417,939 10,705
45,467
1,311
1,922,822 54,695
2.84
1,839,346 49,609
2020
2019
2018
Deposits by banks
Customer accounts
Repurchase agreements – non-trading
Debt securities in issue – non-trading
Other interest-bearing liabilities
Total interest-bearing liabilities
1
2
Footnotes
$m
Average
balance
Interest
expense
65,536
$m
330
1,254,249 6,478
125,376
963
219,610 4,944
76,395 1,463
1,741,166 14,178
Cost
%
0.50
0.52
0.77
2.25
1.92
0.81
Average
balance
Interest
expense
$m
52,515
$m
702
Cost
%
Average
balance
Interest
expense
$m
1.34
44,530
1,149,483 11,238
0.98
1,138,620
160,850
211,229
59,980
4,023
6,522
1,748
2.50
3.09
2.91
161,204
183,434
53,731
1,634,057 24,233
1.48
1,581,519 19,120
$m
506
8,287
3,409
5,675
1,243
Yield
%
1.06
3.42
1.82
2.37
2.30
2.70
Cost
%
1.14
0.73
2.11
3.09
2.31
1.21
1
2
Including interest-bearing bank deposits only.
Including interest-bearing customer accounts only.
Net interest income (‘NII’) for 2020 was $27.6bn, a decrease of
$2.9bn or 9.5% compared with 2019. This reflected lower average
market interest rates across the major currencies compared with
2019. This was partly offset by interest income associated with the
increase in average interest-earning assets (‘AIEA’) of $170.1bn or
8.8%.
Excluding the favourable impact of significant items and the
adverse effects of foreign currency translation differences, net
interest income decreased by $2.7bn or 9%.
NII for the fourth quarter of 2020 was $6.6bn, down 13.5% year-
on-year, and up 2.6% compared with the previous quarter. The
year-on-year decrease was driven by the impact of lower market
interest rates predominantly in Asia and North America. This was
partly offset by higher NII from growth in AIEA, notably short-term
funds and financial investments and predominantly in Asia and
Europe. The increase compared with the previous quarter was
mainly driven by lower rates on customer deposits and issued
debt securities, which were partly offset by lower rates on AIEA.
Net interest margin (‘NIM’) for 2020 of 1.32% was 26 basis
points (‘bps’) lower compared with 2019 as the reduction in the
yield on AIEA of 84bps was partly offset by the fall in funding
costs of average interest-bearing liabilities of 67bps. The decrease
in NIM in 2020 included the favourable impacts of significant
items and the adverse effects of foreign currency translation
differences. Excluding this, NIM fell by 25bps.
NIM for the fourth quarter of 2020 was 1.22%, down 34bps year-
on-year, and up 2bps compared with the previous quarter. The
year-on-year decrease was mainly driven by Asia and caused by
the impact of lower market interest rates. The increase compared
with the previous quarter was driven by a reduction in funding
costs of average interest-bearing liabilities of 8bps, which was
partly offset by a reduction in the yield on AIEA of 5bps.
Interest income for 2020 of $41.8bn decreased by $12.9bn or
24%, primarily due to the lower average interest rates compared
with 2019 as the yield on AIEA fell by 84bps. This was partly offset
by income from balance sheet growth, predominantly in Asia and
Europe. The balance sheet growth was driven by higher balances
in short-term funds and loans and advances to banks and financial
HSBC Holdings plc Annual Report and Accounts 2020
79
Financial review
Financial summary
investments, which increased by $85.3bn and $45.6bn,
respectively. The decrease in interest income included $0.2bn in
relation to the favourable impact of significant items and $0.8bn
from the adverse effects of foreign currency translation
differences. Excluding these, interest income decreased by
$12.3bn.
Interest income of $9.3bn in the fourth quarter of 2020 was down
$3.9bn year-on-year, and down $0.2bn compared with the
previous quarter. The year-on-year decrease was predominantly
driven by the impact of lower market interest rates, predominantly
in Asia and in North America, although partly offset by growth in
AIEA, notably short-term funds and loans and advances to banks
and financial investments. The small decrease compared with the
previous quarter was mainly driven by reduced rates on financial
investments and loans and advances to customers.
Interest expense for 2020 of $14.2bn decreased by $10.1bn or
41% compared with 2019. This reflected the decrease in funding
costs of 67bps, mainly arising from lower interest rates paid on
interest-bearing liabilities. This was partly offset by higher interest
expense from growth in interest-bearing customer accounts,
which increased by $104.8bn. The decrease in interest expense
included the favourable effects of foreign currency translation
differences of $0.5bn. Excluding this, interest expense decreased
by $9.6bn.
Interest expense of $2.7bn in the fourth quarter of 2020 was down
$2.9bn year-on-year, and down $0.3bn compared with the
previous quarter. The year-on-year decrease was predominantly
driven by the impact of lower market interest rates, partly offset by
growth in interest-bearing customer accounts, which increased by
$142.9bn. The small decrease compared with the previous quarter
was mainly due to reduced funding costs on customer deposits
and debt issuances.
Net fee income of $11.9bn was $0.1bn lower, reflecting
reductions in WPB and CMB, partly offset by an increase in GBM.
In WPB, lower fee income reflected a reduction in account
services, notably in the UK, due to lower customer activity. Income
from credit cards also reduced, as customer spending activity fell
across most markets, mainly in Hong Kong, the UK, MENA and
the US. Fee income on unit trusts fell, mainly in Hong Kong. These
decreases were partly offset by higher income from broking,
primarily in Hong Kong, as volatility in the equity markets resulted
in increased customer activity. Fee expenses fell as a result of
reduced customer activity levels, mainly in cards.
In CMB, trade-related fee income fell, reflecting the reduction in
global trade activity, notably in Hong Kong and the UK. Income
also fell in remittances due to lower client activity.
In GBM, net fee income was higher, mainly from growth in
underwriting fees in the US and the UK. Global custody and
broking fees also rose as client activity and turnover of securities
increased due to market volatility. These increases were partly
offset by a reduction in fee income from credit facilities, notably in
the UK, Hong Kong and the US.
Net income from financial instruments held for trading or
managed on a fair value basis of $9.6bn was $0.6bn lower and
included a loss of $0.3bn from asset disposals relating to our
restructuring programme. This was partly offset by favourable fair
value movements on non-qualifying hedges of $0.1bn and
favourable debit value adjustments of $0.1bn.
The remaining reduction was primarily due to lower trading
interest income, reflecting lower market rates. However, other
trading income increased in GBM as elevated market volatility and
wider spreads supported a strong performance in FICC.
Net income/(expense) from assets and liabilities of
insurance businesses, including related derivatives,
measured at fair value through profit or loss was a net
income of $2.1bn, compared with a net income of $3.5bn in 2019.
This decrease primarily reflected less favourable equity market
performance, compared with 2019 in France and Hong Kong, due
to the impact of the Covid-19 outbreak on the equity and unit trust
assets supporting insurance and investment contracts. After large
losses in the first quarter of 2020, there was a partial recovery in
the remainder of the year, resulting in higher revenue in these
80
HSBC Holdings plc Annual Report and Accounts 2020
subsequent quarters during 2020 compared with the equivalent
quarters in 2019.
This adverse movement resulted in a corresponding movement in
liabilities to policyholders and the present value of in-force long-
term insurance business (‘PVIF’) (see ‘Other operating income’
below). This reflected the extent to which the policyholders and
shareholders respectively participate in the investment
performance of the associated assets.
Change in fair value of designated debt and related
derivatives of $0.2bn was $0.1bn favourable compared with
2019. The movements were driven by the fall in interest rates
between the periods, notably in US dollars and pounds sterling.
The majority of our financial liabilities designated at fair value are
fixed-rate, long-term debt issuances and are managed in
conjunction with interest rate swaps as part of our interest rate
management strategy. These liabilities are discussed further on
page 83.
Changes in fair value of other financial instruments
mandatorily measured at fair value through profit or loss of
$0.5bn was $0.4bn lower compared with 2019. This primarily
reflected adverse movements in equity markets due to the impact
of the Covid-19 outbreak.
Gains less losses from financial investments of $0.7bn
increased by $0.3bn, reflecting higher gains from the disposal of
debt securities in Markets Treasury.
Net insurance premium income of $10.1bn was $0.5bn lower
than in 2019, reflecting lower new business volumes, particularly
in France and Hong Kong, partly offset by lower reinsurance
arrangements in Hong Kong.
Other operating income of $0.5bn decreased by $2.4bn
compared with 2019, primarily due to lower favourable changes in
PVIF compared with 2019 (down $1.4bn) and also the non-
recurrence of a $0.8bn dilution gain in 2019 following the merger
of The Saudi British Bank (‘SABB’) with Alawwal bank in Saudi
Arabia.
The change in PVIF included a reduction of $0.8bn due to
assumption changes and experience variances, mainly in Hong
Kong and France due to the effect of interest rate changes on the
valuation of liabilities under insurance contracts. In addition, the
value of new business written fell by $0.4bn, primarily in Hong
Kong, as sales volumes decreased.
The reduction also reflected the non-recurrence of 2019 gains
recognised in Argentina and Mexico.
Net insurance claims and benefits paid and movement in
liabilities to policyholders was $2.3bn lower, primarily due to
lower returns on financial assets supporting contracts where the
policyholder is subject to part or all of the investment risk. New
business volumes were also lower, particularly in Hong Kong and
France, partly offset by lower reinsurance arrangements in Hong
Kong.
Changes in expected credit losses and other credit
impairment charges (‘ECL’) of $8.8bn were $6.1bn higher
compared with 2019 with increases in all global businesses.
The ECL charge in 2020 reflected a significant increase in stage 1
and stage 2 allowances, notably in the first half of the year, to
reflect the deterioration in the forward economic outlook globally
as a result of the Covid-19 outbreak. The economic outlook
stabilised in the second half of 2020 and as a result stage 1 and
stage 2 allowances were broadly unchanged at 31 December
2020, compared with 30 June 2020. Stage 3 charges also
increased compared with 2019, largely against wholesale
exposures, including a significant charge related to a CMB client in
Singapore in the first quarter of 2020.
Excluding currency translation differences, ECL as a percentage of
average gross loans and advances to customers was 0.81%,
compared with 0.25% in 2019.
The estimated impact of the Covid-19 outbreak was incorporated
in the ECL through additional scenario analysis, which considered
differing severity and duration assumptions relating to the global
pandemic. These included probability-weighted shocks to annual
GDP and consequential impacts on unemployment and other
economic variables, with differing economic recovery
assumptions. Given the severity of the macroeconomic
projections, and the complexities of the government measures,
which have never been modelled, additional judgemental
adjustments have been made to our provisions.
While we expect the full year ECL charge for 2021 to be materially
lower than in 2020, the outlook is highly uncertain and remains
dependent on the future path of the Covid-19 outbreak, including
the successful deployment of mass vaccination programmes, and
the credit quality of our loan portfolio as government support
packages are gradually withdrawn.
For further details on the calculation of ECL, including the
measurement uncertainties and significant judgements applied to
such calculations, the impact of alternative/additional scenarios
and management judgemental adjustments, see pages 127 to 135.
Operating expenses – currency translation and significant items
Significant items
– costs of structural reform1
– customer redress programmes
– impairment of goodwill and other intangibles
– past service costs of guaranteed minimum pension benefits equalisation
– restructuring and other related costs2
– settlements and provisions in connection with legal and regulatory matters
– currency translation on significant items
Currency translation
Year ended 31 Dec
2020
$m
2,973
—
(54)
1,090
17
1,908
12
2,973
2019
$m
9,607
158
1,281
7,349
—
827
(61)
53
223
9,830
1 Comprises costs associated with preparations for the UK’s exit from the European Union.
2
Includes impairment of software intangible assets of $189m (of the total software intangible asset impairment of $1,347m) and impairment of
tangible assets of $197m.
Staff numbers (full-time equivalents)
Global businesses
Wealth and Personal Banking
Commercial Banking
Global Banking and Markets
Corporate Centre
At 31 Dec
2020
20191
20181
135,727
43,221
46,729
382
226,059
141,341
140,666
44,706
48,859
445
45,046
48,970
535
235,351
235,217
1 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly. For further guidance, see Note 10:
Segmental analysis on page 311.
Operating expenses of $34.4bn were $7.9bn lower than in 2019,
primarily reflecting the net favourable movements in significant
items of $6.6bn, which included:
•
the non-recurrence of a $7.3bn impairment of goodwill in
2019, primarily related to lower long-term economic growth
assumptions in GBM and CMB, and the planned reshaping of
GBM. This compared with a $1.1bn impairment of goodwill
and other intangibles in 2020, primarily capitalised software
related to the businesses within HSBC Bank plc, and to a lesser
extent our businesses in the US. These impairments reflected
underperformance and a deterioration in the future forecasts of
these businesses, and in the case of HSBC Bank plc
substantially relating to prior periods; and
customer redress programme costs, which were a net release
of $0.1bn in 2020, compared with charges of $1.3bn in 2019.
•
This was partly offset by:
• restructuring and other related costs of $1.9bn in 2020, of
which $0.9bn related to severance, $0.2bn related to an
impairment of software intangibles and $0.2bn related to the
impairment of tangible assets in France and the US. This
compared with restructuring and other related costs of $0.8bn
in 2019.
The reduction also included favourable currency translation
differences of $0.2bn.
The remaining reduction of $1.1bn reflected a $0.5bn decrease in
performance-related pay and lower discretionary expenditure,
including marketing (down $0.3bn) and travel costs (down
$0.3bn). In addition, our cost-saving initiatives resulted in a
reduction of $1.4bn, of which $1.0bn related to our costs to
achieve programme, and the UK bank levy was $0.2bn lower than
in 2019. These decreases were partly offset by an increase in
investments in technology to enhance our digital and automation
capabilities to improve how we serve our customers, as well as
inflation and volume-related increases. In addition, the 2020 period
included impairments of certain real estate assets.
During 2020, we reduced the number of employees expressed in
full-time equivalent staff (‘FTE’) and contractors by 11,011. This
included a 9,292 reduction in FTE to 226,059 at 31 December
2020, while the number of contractors reduced by 1,719 to 5,692
at 31 December 2020.
Share of profit in associates and joint ventures of $1.6bn
was $0.8bn or 32% lower than in 2019, primarily reflecting our
share of an impairment of goodwill by SABB of $0.5bn. This
goodwill was recognised by SABB on the completion of its merger
with Alawwal bank in 2019. The remaining reduction reflected a
lower share of profit recognised from our associates in Asia and
MENA due to the impact of the Covid-19 outbreak and the lower
interest-rate environment.
At 31 December 2020, we performed an impairment review of our
investment in BoCom and concluded that it was not impaired,
based on our value-in-use (‘VIU’) calculations. However, the
excess of the VIU of BoCom and its carrying value has reduced
over the period, increasing the risk of impairment in the future.
For more information, see Note 18: Interests in associates and
joint ventures on page 331.
Tax expense
The effective tax rate for 2020 of 30.5% was lower than the 34.8%
effective tax rate for 2019. An impairment of goodwill and non-
deductible customer redress charges increased the 2019 effective
tax rate. These were not repeated in 2020. Additionally, the non-
taxable dilution gain arising on the merger of SABB with Alawwal
bank decreased the effective tax rate in 2019. Higher charges in
respect of the non-recognition of deferred tax assets, particularly
in the UK ($0.4bn) and France ($0.4bn), increased the 2020
effective tax rate.
HSBC Holdings plc Annual Report and Accounts 2020
81
Financial review
Financial summary
Consolidated balance sheet
Five-year summary consolidated balance sheet
Assets
Cash and balances at central banks
Trading assets
Financial assets designated and otherwise mandatorily measured at fair
value through profit or loss
Financial assets designated at fair value
Derivatives
Loans and advances to banks
Loans and advances to customers
Reverse repurchase agreements – non-trading
Financial investments
Other assets
Total assets at 31 Dec
Liabilities and equity
Liabilities
Deposits by banks
Customer accounts
Repurchase agreements – non-trading
Trading liabilities
Financial liabilities designated at fair value
Derivatives
Debt securities in issue
Liabilities under insurance contracts
Other liabilities
Total liabilities at 31 Dec
Equity
Total shareholders’ equity
Non-controlling interests
Total equity at 31 Dec
Total liabilities and equity at 31 Dec
1 Net of impairment allowances.
Footnotes
2020
$m
2019
$m
2018
$m
2017
$m
2016
$m
304,481
231,990
154,099
254,271
162,843
238,130
180,624
287,995
128,009
235,125
45,553
43,627
41,111
N/A
N/A
N/A
N/A
29,464
307,726
242,995
207,825
219,818
81,616
69,203
1
1,037,987
1,036,743
230,628
490,693
253,490
240,862
443,312
230,040
72,167
981,696
242,804
407,433
204,115
90,393
962,964
201,553
389,076
159,884
N/A
24,756
290,872
88,126
861,504
160,974
436,797
148,823
2,984,164
2,715,152
2,558,124
2,521,771
2,374,986
82,080
59,022
56,331
69,922
59,939
1,642,780
1,439,115
1,362,643
1,364,462
1,272,386
111,901
140,344
165,884
83,170
164,466
239,497
104,555
97,439
84,431
148,505
205,835
85,342
87,330
130,002
184,361
94,429
216,821
64,546
85,667
88,958
153,691
86,832
279,819
65,915
75,273
75,266
157,439
303,001
95,492
107,191
204,019
194,876
167,574
113,690
109,595
2,779,169
2,522,484
2,363,875
2,323,900
2,192,408
196,443
183,955
186,253
190,250
175,386
8,552
8,713
7,996
7,621
7,192
204,995
192,668
194,249
197,871
182,578
2,984,164
2,715,152
2,558,124
2,521,771
2,374,986
A more detailed consolidated balance sheet is contained in the financial statements on page 280.
Five-year selected financial information
Called up share capital
Capital resources
Undated subordinated loan capital
Preferred securities and dated subordinated loan capital
Risk-weighted assets
Total shareholders’ equity
Less: preference shares and other equity instruments
Total ordinary shareholders’ equity
Less: goodwill and intangible assets (net of tax)
Tangible ordinary shareholders’ equity
Financial statistics
Loans and advances to customers as a percentage of customer accounts
Average total shareholders’ equity to average total assets
Net asset value per ordinary share at year-end ($)
Tangible net asset value per ordinary share at year-end ($)
Tangible net asset value per fully diluted share at year-end ($)
Number of $0.50 ordinary shares in issue (millions)
Basic number of $0.50 ordinary shares outstanding (millions)
Basic number of $0.50 ordinary shares outstanding and dilutive potential
ordinary shares (millions)
Closing foreign exchange translation rates to $:
$1: £
$1: €
Footnotes
1
2
3
2020
$m
10,347
184,423
1,970
30,721
857,520
196,443
(22,414)
174,029
(17,606)
156,423
63.2%
6.46%
8.62
7.75
7.72
20,694
20,184
2019
$m
2018
$m
2017
$m
10,319
10,180
10,160
172,150
173,238
182,383
1,968
33,063
843,395
183,955
(22,276)
161,679
(17,535)
144,144
72.0%
6.97%
8.00
7.13
7.11
20,639
20,206
1,969
35,014
865,318
186,253
(23,772)
162,481
(22,425)
140,056
72.0%
7.16%
8.13
7.01
6.98
20,361
19,981
1,969
42,147
871,337
190,250
(23,655)
166,595
(21,680)
144,915
70.6%
7.33%
8.35
7.26
7.22
20,321
19,960
2016
$m
10,096
172,358
1,967
42,600
857,181
175,386
(18,515)
156,871
(19,649)
137,222
67.7%
7.37%
7.91
6.92
6.88
20,192
19,838
20,272
20,280
20,059
20,065
19,933
0.732
0.816
0.756
0.890
0.783
0.873
0.740
0.834
0.811
0.949
1 Capital resources are regulatory capital, the calculation of which is set out on page 173.
2 Including perpetual preferred securities, details of which can be found in Note 28: Subordinated liabilities on page 344.
3 The definition of net asset value per ordinary share is total shareholders’ equity, less non-cumulative preference shares and capital securities,
divided by the number of ordinary shares in issue, excluding own shares held by the company, including those purchased and held in treasury.
82
HSBC Holdings plc Annual Report and Accounts 2020
Balance sheet commentary compared with
31 December 2019
At 31 December 2020, our total assets were $3.0tn, an increase of
$269bn or 10% on a reported basis and $200bn or 7% on a
constant currency basis.
The increase in total assets primarily reflected growth in cash
balances, derivative assets and financial investments.
On a reported basis, our ratio of customer advances to customer
accounts was 63.2%, compared with 72.0% at 31 December 2019,
mainly due to growth in customer accounts.
Assets
Cash and balances at central banks increased by $150bn or
98%, mainly in the UK, France, Hong Kong and North America, as
a result of deposit inflows and an increase in the commercial
surplus.
Trading assets decreased by $22bn or 9%, notably from a
reduction in debt securities held, along with a reduction in bond
positions previously used for hedging purposes.
Derivative assets increased by $65bn or 27%, primarily in the
UK, France and Hong Kong, reflecting favourable revaluation
movements on interest rate contracts as interest rates fell in most
major markets. There was also an increase in foreign exchange
contracts linked to valuation movements attributable to market
conditions. The growth in derivative assets was consistent with
the increase in derivative liabilities, as the underlying risk is
broadly matched.
Loans and advances to customers of $1.0tn increased by $1bn
on a reported basis. This included favourable foreign currency
translation differences of $26bn. Excluding the effects of foreign
currency translation differences, loans and advances to customers
decreased by $25bn or 2%.
Liabilities
Customer accounts of $1.6tn increased by $204bn or 14% on a
reported basis and included the favourable effect of foreign
currency translation differences of $31bn. Excluding this,
customer accounts increased by $173bn or 12%.
The commentary below is on a constant currency basis.
Customer accounts increased in all our global businesses and
regions. In CMB, balances grew by $73bn, and in GBM, customer
accounts increased by $33bn. These increases included the impact
of corporate clients consolidating their funds and depositing these
into their customer accounts to maintain liquidity, notably in the
UK, Hong Kong and the US.
In WPB, customer account balances increased by $67bn, notably
in the UK and Hong Kong, reflecting reduced customer spending
resulting in larger balances held in current and savings accounts.
Repurchase agreements – non-trading decreased by $28bn or
20%, primarily in the US, in line with our actions to manage our
funding requirements across the Group.
Derivative liabilities increased by $64bn or 27%, which is
consistent with the increase in derivative assets, since the
underlying risk is broadly matched.
Equity
Total shareholders’ equity, including non-controlling interests,
increased by $12bn or 6% compared with 31 December 2019,
reflecting the effects of profits generated of $6.1bn combined with
other comprehensive income (‘OCI’) of $8bn. OCI included fair
value gains on debt instruments of $2bn, favourable
remeasurement of defined benefit pension obligations of $1bn and
foreign exchange differences of $5bn. These increases were partly
offset by $2bn of coupon distributions on securities classified as
equity and dividends paid by non-controlling interests.
The commentary below is on a constant currency basis.
Risk-weighted assets
In GBM, customer lending was down $28bn or 11%, while in CMB
customer lending was down $11bn or 3%. Despite significant
growth in these businesses in the first quarter of 2020 from
customers drawing down on credit facilities, balances
subsequently reduced as customers made repayments in part due
to the uncertain economic outlook.
In GBM, lower lending was mainly from decreases in term lending
in Asia, Europe and the US, and also from a decrease in overdrafts
in Europe.
In CMB, the decrease in customer lending reflected a reduction in
other lending and overdrafts in Asia and North America. In Europe,
lending remained relatively flat as lower other lending and
overdrafts were almost entirely offset by a rise in term lending.
In WPB, lending increased by $14bn or 3%, notably from
mortgage growth in the UK (up $12bn) and in Hong Kong (up
$5bn). This was partly offset by a $6bn reduction in credit card
balances and overdrafts as customer activity fell as a result of
government measures to contain the outbreak of Covid-19.
Financial investments increased by $47bn or 11%, mainly as we
redeployed our commercial surplus. We increased our holdings of
debt securities and treasury bills and benefited from valuation
gains resulting from interest rate reductions. The increases in
financial investments were notably observed in Hong Kong, as we
increased our holdings of government-issued bonds and bills.
These increases were partly offset by lower holdings of debt
securities in Canada.
Other assets increased by $23bn due to a $10bn increase in cash
collateral balances, mainly in France and Hong Kong as underlying
derivative balances grew. Additionally, there were increases in
precious metals balances, mainly in the US as we grew our
depository.
Risk-weighted assets (‘RWAs’) totalled $857.5bn at 31 December
2020, a $14.1bn increase since 2019. Excluding foreign currency
translation differences, RWAs increased by $1.0bn in 2020, and
included the following movements:
•
a $9.7bn asset size decrease, largely driven by RWA
reductions in CMB and GBM under our transformation
programme. This was partly offset by lending growth and
increases in counterparty credit risk RWAs due to mark-to-
market movements;
• a $24.5bn increase in RWAs due to changes in asset quality,
mostly in CMB and GBM. This was largely due to credit
migration in Asia, North America and Europe, partly offset by
decreases due to portfolio mix changes; and
•
a $14.2bn fall in RWAs due to changes in methodology and
policy, mostly in GBM and CMB. This included reductions
under management initiatives involving risk parameter
refinements, improved collateral linkage, and data
enhancement, and changes under the CRR ‘Quick Fix’ relief
package. These reductions were partly offset by changes in
approach to credit risk exposures.
From a global business perspective, primarily in GBM and CMB,
increases from credit migration, lending growth, and market risk
volatility were mitigated by reductions of $51.5bn as a result of
our transformation programme.
HSBC Holdings plc Annual Report and Accounts 2020
83
Financial review Financial summary
Customer accounts by country/territory
Europe
– UK
– France
– Germany
– Switzerland
– other
Asia
– Hong Kong
– Singapore
– mainland China
– Australia
– India
– Malaysia
– Taiwan
– Indonesia
– other
Middle East and North Africa (excluding Saudi Arabia)
– United Arab Emirates
– Turkey
– Egypt
– other
North America
– US
– Canada
– other
Latin America
– Mexico
– other
At 31 Dec
Loans and advances, deposits by currency
2020
$m
629,647
504,275
55,111
21,605
10,102
38,554
762,406
531,489
55,140
56,826
29,286
20,199
15,997
16,041
5,198
32,230
41,221
20,974
3,987
5,659
10,601
182,028
117,485
56,520
8,023
27,478
22,220
5,258
1,642,780
2019
$m
528,718
419,642
47,699
19,361
6,558
35,458
697,358
499,955
48,569
48,323
23,191
14,935
14,624
14,668
4,732
28,361
38,126
17,949
3,870
5,186
11,121
146,676
90,834
48,425
7,417
28,237
23,051
5,186
1,439,115
$m
Loans and advances to banks
Loans and advances to customers
Total loans and advances
Deposits by banks
Customer accounts
Total deposits
$m
Loans and advances to banks
Loans and advances to customers
Total loans and advances
Deposits by banks
Customer accounts
Total deposits
At
31 Dec 2020
USD
GBP
HKD
17,959
3,495
7,155
173,117
280,803
222,138
191,076
284,298
229,293
EUR
4,601
89,851
94,452
CNY
6,063
Others1
42,343
Total
81,616
37,671
234,407
1,037,987
43,734
276,750
1,119,603
30,239
7,856
2,884
25,291
4,904
10,906
82,080
433,647
431,143
310,197
135,851
60,971
270,971
1,642,780
463,886
438,999
313,081
161,142
65,875
281,877
1,724,860
At
31 Dec 2019
USD
19,386
177,696
197,082
23,508
360,462
383,970
GBP
3,245
264,029
267,274
7,537
358,764
366,301
HKD
6,242
234,945
241,187
1,865
299,049
300,914
EUR
4,266
84,919
89,185
11,154
122,988
134,142
CNY
5,772
34,338
40,110
4,265
52,216
56,481
Others
30,292
Total
69,203
240,816
1,036,743
271,108
1,105,946
10,693
59,022
245,636
1,439,115
256,329
1,498,137
1 ‘Others’ includes items with no currency information available ($8,671m for loans to banks, $56,729m for loans to customers, $4m for deposits by
banks and $5m for customer accounts).
84
HSBC Holdings plc Annual Report and Accounts 2020
Global businesses and
geographical regions
Summary
Reconciliation of reported and adjusted items – global businesses
Reconciliation of reported and adjusted risk-weighted assets
Supplementary tables for WPB and GBM
Analysis of reported results by geographical regions
Reconciliation of reported and adjusted items – geographical regions
Analysis by country
Summary
.
Page
85
85
88
88
92
94
100
The Group Chief Executive, supported by the rest of the Group
Executive Committee (‘GEC') (previously the Group Management
Board), reviews operating activity on a number of bases, including
by global business and geographical region. Global businesses are
our reportable segments under IFRS 8 ‘Operating Segments’ and
are presented in Note 10: Segmental analysis on page 311.
Geographical information is classified by the location of the
principal operations of the subsidiary or, for The Hongkong and
Shanghai Banking Corporation Limited, HSBC Bank plc, HSBC UK
Bank plc, HSBC Bank Middle East Limited and HSBC Bank USA,
by the location of the branch responsible for reporting the results
or providing funding.
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 presentation by
global business, the cost of the levy is included in the Corporate
Centre.
The results of geographical regions are presented on a reported
basis.
Reconciliation of reported and adjusted items – global businesses
Supplementary unaudited analysis of significant items by global business is presented below.
Wealth and
Personal Banking
Commercial
Banking
2020
Global
Banking and
Markets
Corporate
Centre
Footnotes
$m
$m
$m
$m
1
2
3
4
5
Revenue
Reported
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial instruments
– restructuring and other related costs
Adjusted
ECL
Reported
Adjusted
Operating expenses
Reported
Significant items
– customer redress programmes
– impairment of goodwill and other intangibles
– past service costs of guaranteed minimum pension benefits
equalisation
– restructuring and other related costs
– settlements and provisions in connection with legal and
regulatory matters
Adjusted
Share of profit in associates and joint ventures
Reported
Significant items
– impairment of goodwill
Adjusted
Profit/(loss) before tax
Reported
Significant items
– revenue
– operating expenses
– share of profit in associates and joint ventures
Adjusted
Loans and advances to customers (net)
Reported
Adjusted
Customer accounts
Reported
Adjusted
21,999
13,294
14
5
9
—
—
18
16
—
1
1
22,013
13,312
(2,855)
(2,855)
(4,754)
(4,754)
14,994
309
—
—
2
307
15,303
(1,209)
(1,209)
(15,446)
(6,900)
(10,169)
422
(64)
294
—
211
1
45
—
905
—
577
—
142
(404)
—
1
(267)
(138)
(262)
1
1
(1,917)
1,435
9
174
17
Total
$m
50,429
(63)
21
10
(264)
170
50,366
(8,817)
(8,817)
(34,432)
2,973
(54)
1,090
17
192
165
326
1,225
1,908
—
—
2
(15,024)
(6,689)
(9,264)
10
(482)
12
(31,459)
6
—
—
6
(1)
—
—
(1)
3,704
1,639
436
14
422
—
229
18
211
—
—
—
—
—
3,616
1,214
309
905
—
4,140
1,868
4,830
1,592
462
462
2,054
(182)
1,493
(404)
1,435
462
1,311
1,597
462
462
2,059
8,777
3,372
(63)
2,973
462
12,149
469,186
343,182
469,186
343,182
224,364
224,364
1,255
1,255
1,037,987
1,037,987
834,759
834,759
470,428
470,428
336,983
336,983
610
610
1,642,780
1,642,780
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2
3 Comprises losses associated with the RWA reduction commitments and gains relating to the business update in February 2020.
4
Includes impairment of software intangible assets of $189m (of the total software intangible asset impairment of $1,347m) and impairment of
tangible assets of $197m.
5 During the year, The Saudi British Bank ('SABB'), an associate of HSBC, impaired the goodwill that arose following the merger with Alawwal bank
in 2019. HSBC's post-tax share of the goodwill impairment was $462m.
HSBC Holdings plc Annual Report and Accounts 2020
85
Financial review
Global businesses
Reconciliation of reported and adjusted items (continued)
Wealth and
Personal Banking
Commercial
Banking
20194
Global
Banking and
Markets
Footnotes
$m
$m
$m
1
2
3
Revenue
Reported
Currency translation
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial instruments
– currency translation on significant items
Adjusted
ECL
Reported
Currency translation
Adjusted
Operating expenses
Reported
Currency translation
Significant items
– costs of structural reform
– customer redress programmes
– goodwill impairment
– restructuring and other related costs
– settlements and provisions in connection with legal and
regulatory matters
– currency translation on significant items
Adjusted
Share of profit in associates and joint ventures
Reported
Currency translation
Adjusted
Profit before tax
Reported
Currency translation
Significant items
– revenue
– operating expenses
Adjusted
Loans and advances to customers (net)
Reported
Currency translation
Adjusted
Customer accounts
Reported
Currency translation
Adjusted
25,552
(208)
221
155
52
7
7
15,256
(103)
14,894
(107)
11
7
—
4
—
82
—
—
84
(2)
25,565
15,164
14,869
(1,437)
89
(1,348)
(17,351)
135
1,828
—
1,264
431
180
(69)
22
(1,192)
30
(1,162)
(9,905)
18
3,055
4
17
2,956
51
—
27
(162)
9
(153)
(13,790)
21
4,225
42
—
3,962
217
2
2
Corporate
Centre
$m
396
(53)
(997)
1
(820)
(179)
1
(654)
35
1
36
Total
$m
56,098
(471)
(683)
163
(768)
(84)
6
54,944
(2,756)
129
(2,627)
(1,303)
(42,349)
49
499
112
—
—
379
6
2
223
9,607
158
1,281
7,349
827
(61)
53
(15,388)
(6,832)
(9,544)
(755)
(32,519)
55
(1)
54
6,819
15
2,049
221
1,828
8,883
443,025
12,593
455,618
753,769
14,382
768,151
—
—
—
4,159
(55)
3,066
11
3,055
7,170
346,105
7,676
353,781
388,723
8,459
397,182
—
—
—
942
(77)
4,307
82
4,225
5,172
246,492
5,639
252,131
295,880
8,214
304,094
2,299
(2)
2,297
2,354
(3)
2,351
1,427
13,347
(5)
(498)
(997)
499
924
(122)
8,924
(683)
9,607
22,149
1,121
1,036,743
45
25,953
1,166
1,062,696
743
37
780
1,439,115
31,092
1,470,207
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2
3 Comprises costs associated with preparations for the UK’s exit from the European Union.
4 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly. For further guidance, see Note 10:
Segmental analysis on page 311.
86
HSBC Holdings plc Annual Report and Accounts 2020
Reconciliation of reported and adjusted items (continued)
Wealth and
Personal Banking
Commercial
Banking
20184
Global
Banking and
Markets
Footnotes
$m
$m
$m
Corporate
Centre
$m
1
2
3
Revenue
Reported
Currency translation
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial instruments
– currency translation on significant items
Adjusted
ECL
Reported
Currency translation
Adjusted
Operating expenses
Reported
Currency translation
Significant items
– costs of structural reform
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– past service costs of guaranteed minimum pension benefits
equalisation
– restructuring and other related costs
– settlements and provisions in connection with legal and
regulatory matters
– currency translation on significant items
Adjusted
Share of profit in associates and joint ventures
Reported
Currency translation
Adjusted
Profit/(loss) before tax
Reported
Currency translation
Significant items
– revenue
– operating expenses
Adjusted
Loans and advances to customers (net)
Reported
Currency translation
Adjusted
Customer accounts
Reported
Currency translation
Adjusted
24,232
(699)
14,889
(475)
18
—
2
16
—
(40)
(53)
—
9
4
15,754
(1,095)
(590)
(108)
—
—
(112)
4
(90)
302
—
111
187
4
23,551
14,374
15,056
(883)
52,098
Total
$m
53,780
(1,854)
172
(53)
113
100
12
(1,163)
91
(1,072)
(15,522)
625
283
2
172
52
—
7
58
(8)
(737)
54
(683)
(6,563)
255
1
8
(5)
—
—
—
—
(2)
(14,614)
(6,307)
33
(1)
32
7,580
16
301
18
283
—
—
—
7,589
(166)
(39)
(40)
1
7,897
7,384
5,774
401,268
17,963
419,231
707,773
22,129
729,902
333,400
11,455
344,855
359,957
12,594
372,551
245,525
7,794
253,319
294,130
12,308
306,438
26
8
34
(9,512)
304
(108)
41
(21)
—
—
—
(132)
4
(9,316)
—
—
—
107
(6)
101
(3,062)
96
1,480
310
—
—
228
59
890
(7)
(1,767)
147
(1,620)
(34,659)
1,280
1,656
361
146
52
228
66
816
(13)
(1,486)
(31,723)
2,503
(91)
2,412
2,536
(92)
2,444
6,268
(1,547)
19,890
(278)
(216)
(108)
(108)
(91)
1,782
302
1,480
144
1,503
96
(519)
1,828
172
1,656
21,199
981,696
37,308
1,599
1,019,004
783
48
831
1,362,643
47,079
1,409,722
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2
3 Comprises costs associated with preparations for the UK’s exit from the European Union, costs to establish the UK ring-fenced bank (including the
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
UK ServCo group) and costs associated with establishing an intermediate holding company in Hong Kong.
4 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly. For further guidance, see Note 10:
Segmental analysis on page 311.
HSBC Holdings plc Annual Report and Accounts 2020
87
Financial review
Global businesses
Reconciliation of reported and adjusted risk-weighted assets
Risk-weighted assets
Reported
Adjusted
Risk-weighted assets
Reported
Currency translation
Adjusted
Risk-weighted assets
Reported
Currency translation
Disposals
– operations in Brazil
Adjusted
Wealth and
Personal
Banking
Commercial
Banking
At 31 Dec 2020
Global
Banking and
Markets
Corporate
Centre
Footnotes
$bn
$bn
$bn
$bn
Total
$bn
1
1
1
172.8
172.8
327.7
327.7
265.1
265.1
91.9
91.9
857.5
857.5
At 31 Dec 2019
162.6
2.0
164.6
325.9
6.6
332.5
273.4
3.4
276.8
81.5
0.5
82.0
843.4
12.5
855.9
At 31 Dec 2018
161.8
2.2
—
—
331.8
10.3
—
—
297.9
4.4
—
—
164.0
342.1
302.3
73.8
0.6
(0.8)
(0.8)
73.6
865.3
17.5
(0.8)
(0.8)
882.0
1 Adjusted risk-weighted assets are calculated using reported risk-weighted assets adjusted for the effects of currency translation differences and
significant items.
Supplementary tables for WPB and GBM
WPB adjusted performance by business unit
A breakdown of WPB by business unit is presented below to reflect the basis of how the revenue performance of the business units is
assessed and managed.
WPB – summary (adjusted basis)
Footnotes
Total
WPB
$m
Banking
operations
Insurance
manufacturing
Global Private
Banking
Asset
management
$m
$m
$m
$m
Consists of1
2020
Net operating income before change in expected credit losses and other
credit impairment charges
2
– net interest income
– net fee income/(expense)
– other income
ECL
Net operating income
Total operating expenses
Operating profit
Share of profit in associates and joint ventures
Profit before tax
2019
Net operating income before change in expected credit losses and
other credit impairment charges
2
– net interest income
– net fee income/(expense)
– other income
ECL
Net operating income
Total operating expenses
Operating profit
Share of profit in associates and joint ventures
Profit before tax
22,013
15,090
5,408
1,515
(2,855)
19,158
17,346
12,181
4,094
1,071
(2,707)
14,639
(15,024)
(12,422)
4,134
2,217
6
5
1,874
2,241
(518)
151
(80)
1,794
(479)
1,315
1
4,140
2,222
1,316
1,745
1,048
670
828
247
(67)
1,678
(1,390)
288
—
288
(2)
1,004
46
(1)
1,047
(733)
314
—
314
25,565
17,423
5,621
2,521
(1,348)
24,217
(15,388)
8,829
54
8,883
20,024
14,371
4,582
1,071
(1,247)
18,777
(12,722)
6,055
11
6,066
2,639
2,167
(717)
1,189
(80)
2,559
(471)
2,088
43
2,131
1,878
1,024
891
784
203
(21)
1,857
(1,447)
410
—
410
(6)
972
58
—
1,024
(748)
276
—
276
88
HSBC Holdings plc Annual Report and Accounts 2020
WPB – summary (adjusted basis) (continued)
Footnotes
Total
WPB
$m
Banking
operations
Insurance
manufacturing
Global Private
Banking
Asset
management
$m
$m
$m
$m
Consists of1
2018
Net operating income before change in expected credit losses and other
credit impairment charges
2
– net interest income
– net fee income/(expense)
– other income
ECL
Net operating income
Total operating expenses
Operating profit
Share of profit in associates and joint ventures
Profit before tax
23,551
16,418
5,774
1,359
(1,072)
22,479
(14,614)
7,865
32
7,897
18,860
13,477
4,594
789
(1,079)
17,781
(12,023)
5,758
1
5,759
1,868
2,060
(593)
401
(1)
1,867
(437)
1,430
31
1,461
1,783
884
743
156
8
1,791
(1,449)
342
—
342
1,040
(3)
1,030
13
—
1,040
(705)
335
—
335
1 The results presented for insurance manufacturing operations are shown before elimination of inter-company transactions with HSBC non-
insurance operations. These eliminations are presented within Banking operations.
2 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue. WPB insurance
manufacturing adjusted revenue of $1,874m (2019: $2,639m, 2018: $1,868m) was disclosed within the management view of adjusted revenue on
page 31, as follows: Wealth Management $1,816m (2019: $2,464m, 2018: $1,621m) and Other $58m (2019: $175m, 2018: $247m).
WPB insurance manufacturing adjusted results
The following table shows the results of our insurance
manufacturing operations by income statement line item. It shows
the results of insurance manufacturing operations for WPB and for
all global business segments in aggregate, and separately the
insurance distribution income earned by HSBC bank channels.
Adjusted results of insurance manufacturing operations and insurance distribution income earned by HSBC bank channels1, 2
Net interest income
Net fee income/(expense)
– fee income
– fee expense
Net income from/(expenses) financial instruments held for trading or
managed on a fair value basis
Net income/(expense) from assets and liabilities of insurance businesses,
including related derivatives, measured at fair value through profit or loss
Gains less losses from financial investments
Net insurance premium income
Other operating income
Of which: PVIF
Total operating income
Net insurance claims and benefits paid and movement in liabilities to
policyholders
Net operating income before change in expected credit losses and
other credit impairment charges
Change in expected credit losses and other credit impairment charges
Net operating income
Total operating expenses
Operating profit
Share of profit in associates and joint ventures
Profit before tax of insurance manufacturing operations
Annualised new business premiums of insurance manufacturing operations
Insurance distribution income earned by HSBC bank channels
2020
2019
2018
WPB
$m
All global
businesses
$m
WPB
$m
All global
businesses
$m
WPB
$m
All global
businesses
$m
Footnotes
2,241
2,408
2,167
2,308
2,060
2,217
(518)
110
(628)
(556)
131
(687)
(717)
108
(825)
(742)
130
(872)
(593)
186
(779)
(567)
277
(844)
76
95
(82)
(82)
84
27
2,182
2,137
3,582
3,565
(1,600)
(1,627)
13
13
5
5
54
56
9,717
10,212
10,398
10,763
10,280
10,824
336
370
351
382
1,789
1,718
1,805
1,763
796
678
783
685
14,047
14,660
17,142
17,622
11,081
11,713
(12,173)
(12,683)
(14,503)
(14,902)
(9,213)
(9,693)
3
4
1,874
1,977
2,639
2,720
1,868
2,020
(80)
(92)
(80)
(86)
(1)
1,794
1,885
2,559
2,634
1,867
(479)
(509)
(471)
(497)
(437)
1,315
1,376
2,088
2,137
1,430
1
1,316
2,257
737
1
1,377
2,307
801
43
2,131
3,324
945
43
2,180
3,403
1,041
31
1,461
3,179
949
(1)
2,019
(462)
1,557
31
1,588
3,255
1,040
1 Adjusted results are derived by adjusting for year-on-year effects of foreign currency translation differences, and the effect of significant items that
distort year-on-year comparisons. There are no significant items included within insurance manufacturing, and the impact of foreign currency
translation on all global businesses’ profit before tax is 2019: $45m favourable (reported: $2,135m), 2018: $15m favourable (reported: $1,573m).
2 The results presented for insurance manufacturing operations are shown before elimination of inter-company transactions with HSBC non-
insurance operations.
3 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
4 The effect on the insurance manufacturing operations of applying hyperinflation accounting in Argentina resulted in an increase in adjusted
revenue in 2020 of $9m (2019: reduction of $1m, 2018: reduction of $8m) and an increase in profit before tax in 2020 of $12m (2019: increase of
$1m, 2018: reduction of $3m). These effects are recorded within ‘All global businesses’.
HSBC Holdings plc Annual Report and Accounts 2020
89
Financial review
Global businesses
Insurance manufacturing
The following commentary, unless otherwise specified, relates to
the ‘All global businesses’ results.
HSBC recognises the present value of long-term in-force insurance
contracts and investment contracts with discretionary
participation features (‘PVIF’) as an asset on the balance sheet.
The overall balance sheet equity, including PVIF, is therefore a
measure of the embedded value in the insurance manufacturing
entities, and the movement in this embedded value in the period
drives the overall income statement result.
Adjusted profit before tax of $1.4bn decreased by $0.8bn or 37%
compared with 2019.
Net operating income before change in expected credit losses and
other credit impairment changes was $0.7bn or 27% lower than in
2019. This reflected the following:
• ‘Net income from assets and liabilities of insurance businesses,
including related derivatives, measured at fair value through
profit or loss’ of $2.1bn in 2020 compared with $3.6bn in 2019.
This decrease primarily reflected less favourable equity market
performance, compared with 2019 in France and Hong Kong,
due to the impact of the Covid-19 outbreak on the equity and
unit trust assets supporting insurance and investment
contracts. While there was strong investment performance
within the portfolio in light of volatile markets during the year,
the overall fair value gains were lower compared with 2019.
This adverse movement resulted in a corresponding movement
in liabilities to policyholders and PVIF (see ‘Other operating
income’ below). This reflected the extent to which
policyholders and shareholders respectively participate in the
investment performance of the associated assets.
• Net insurance premium income of $10.2bn was $0.6bn lower
than in 2019, primarily reflecting lower new business volumes
due to the Covid-19 outbreak, particularly in France and Hong
Kong, partly offset by lower reinsurance premiums ceded in
Hong Kong.
• Other operating income of $0.4bn decreased by $1.5bn
compared with 2019, mainly from adverse movements in PVIF.
This included a reduction of $0.8bn due to assumption changes
and experience variances, mainly in Hong Kong and France due
to the effect of interest rate changes. In addition, the value of
WPB – reported client assets and funds under management1
Global Private Banking client assets
– managed by Global Asset Management
– external managers, direct securities and other
Retail wealth balances
– managed by Global Asset Management
– external managers, direct securities and other
Asset Management third-party distribution
Closing balance
new business written fell by $0.4bn, primarily in Hong Kong, as
sales volumes decreased.
• Net insurance claims and benefits paid and movement in
liabilities to policyholders was $2.2bn lower, primarily due to
lower returns on financial assets supporting contracts where
the policyholder is subject to part or all of the investment risk.
New business volumes were lower, particularly in Hong Kong
and France, partly offset by lower reinsurance arrangements in
Hong Kong.
• Change in expected credit losses and other credit impairment
charges (‘ECL’) of $92m was $6m higher compared with 2019,
mainly from charges relating to the global impact of the
Covid-19 outbreak on the forward economic outlook, partly
offset by the ECL release on Argentina sovereign exposure due
to the debt restructure in 2020.
Adjusted operating expenses of $0.5bn increased by 2%
compared with 2019, reflecting investments in core insurance
functions and capabilities during the period.
Annualised new business premiums (‘ANP’) is used to assess new
insurance premium generation by the business. It is calculated as
100% of annualised first year regular premiums and 10% of single
premiums, before reinsurance ceded. Lower ANP during the
period reflected a reduction in new business volumes, mainly in
Hong Kong and France.
Insurance distribution income from HSBC channels included
$470m (2019: $658m; 2018: $644m) on HSBC manufactured
products, for which a corresponding fee expense is recognised
within insurance manufacturing, and $331m (2019: $382m; 2018:
$397m) on products manufactured by third-party providers. The
WPB component of this distribution income was $423m (2019:
$583m; 2018: $575m) from HSBC manufactured products and
$314m (2019: $362m; 2018: $374m) from third-party products.
WPB: Client assets and funds under management
The following table shows the client assets and funds under
management, including self-directed client investments and
execution-only trades, across our WPB global business. Funds
under management represents assets managed, either actively or
passively, on behalf of our customers.
2020
$bn
394
66
328
407
219
188
317
1,118
2019
$bn
361
61
300
380
199
181
247
988
1 Client assets and funds distributed and under management 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. Customer deposits included in client assets are on balance sheet.
WPB wealth balances
The following table shows the consolidated areas of focus across all WPB wealth balances.
WPB wealth balances
Client assets and funds under management
Premier and Jade deposits1
Total
2020
$bn
1,118
470
1,588
2019
$bn
988
433
1,421
1 Premier and Jade deposits, which include Prestige deposits in Hang Seng Bank, form part of the total WPB customer accounts balance of $835bn
on page 85 (31 December 2019: $754bn).
90
HSBC Holdings plc Annual Report and Accounts 2020
Asset Management: Funds under management
The following table shows the funds under management of our
Asset Management business. Funds under management
represents assets managed, either actively or passively, on behalf
of our customers. Funds under management 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.
Asset Management – reported funds under management
Opening balance
Net new money
Value change
Exchange and other
Closing balance
Asset Management – reported funds under management by geography
Europe
Asia
MENA
North America
Latin America
Closing balance
2020
$bn
506
53
17
26
602
2020
$bn
346
176
6
65
9
602
2019
$bn
444
30
30
2
506
2019
$bn
287
161
6
44
8
506
2018
$bn
462
8
(14)
(12)
444
2018
$bn
235
164
2
36
7
444
At 31 December 2020, Asset Management funds under
management amounted to $602bn, an increase of $96bn or 19%.
The increase reflected strong net new money, primarily from
money market funds and passive investment products. In addition,
the growth reflected positive market performance and favourable
foreign exchange translation.
Global Private Banking: client assets
The following table shows the client assets of our Global Private
Banking business which are translated at the rates of exchange
applicable for their respective year-ends, with the effects of
currency translation reported separately.
Global Private Banking – reported client assets1
At 1 Jan
Net new money
Value change
Disposals
Exchange and other
At 31 Dec
Global Private Banking – reported client assets by geography1
Europe
Asia
North America
At 31 Dec
2020
$bn
361
6
6
—
21
394
2020
$bn
174
176
44
394
2019
$bn
309
23
23
—
6
361
2019
$bn
171
151
39
361
2018
$bn
330
10
(17)
—
(14)
309
2018
$bn
149
124
36
309
1 Client assets 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. Customer deposits included in these client assets are on balance sheet.
GBM: Securities Services and Issuer Services
Assets under administration
Assets held in custody
Custody is the safekeeping and servicing of securities and other
financial assets on behalf of clients. 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. At 31 December 2020, we held $10.0tn of
assets as custodian, 17% higher than at 31 December 2019. This
increase was driven by favourable market movements and the
effect of currency translation differences globally. In addition,
there were increases from new client asset inflows, notably in
Asia.
Our assets under administration business, which includes the
provision of bond and loan administration services, transfer
agency services and the valuation of portfolios of securities and
other financial assets on behalf of clients, complements the
custody business. At 31 December 2020, the value of assets held
under administration by the Group amounted to $4.5tn, which was
13% higher than at 31 December 2019. This increase was mainly
driven by the favourable effect of currency translation differences
in Europe and favourable market movements globally. It also
included increases from the onboarding of new client assets,
notably in Europe.
HSBC Holdings plc Annual Report and Accounts 2020
91
Financial review
Geographical regions
Analysis of reported results by geographical regions
HSBC reported profit/(loss) before tax and balance sheet data
Net interest income
Net fee income
Net income from financial instruments held for
trading or managed on a fair value basis
Net income from assets and liabilities of insurance
businesses, including related derivatives, measured
at fair value through profit and loss
Changes in fair value of other financial instruments
mandatorily measured at fair value through profit or
loss
Other income/(expense)
Net operating income before change in
expected credit losses and other credit
impairment charges
Change in expected credit losses and other credit
impairment charges
2020
Footnotes
Europe
$m
5,695
3,499
Asia
$m
MENA
$m
14,318
1,465
5,418
695
North
America
Latin
America
Intra-HSBC
$m
2,836
1,795
$m
$m
1,960
1,304
467
—
Total
$m
27,578
11,874
3,266
4,273
402
997
593
51
9,582
327
1,699
—
—
55
—
2,081
1
2
1,747
3,885
17
1,197
3
63
2
745
40
(95)
(1,354)
455
(6,936)
(1,141)
18,419
26,922
2,628
6,375
3,020
(6,935)
50,429
(3,751)
(2,284)
(758)
(900)
(1,124)
—
(8,817)
Net operating income
14,668
24,638
1,870
5,475
1,896
(6,935)
41,612
Total operating expenses excluding impairment of
goodwill and other intangible assets
Impairment of goodwill and other intangible assets
Operating profit/(loss)
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 data
(17,860)
(13,584)
(1,521)
(5,081)
(1,933)
6,935
(33,044)
(1,014)
(78)
(4,206)
10,976
1
1,856
(4,205)
12,832
%
(47.9)
102.5
$m
%
146.2
50.7
$m
(65)
284
(265)
19
%
0.2
60.4
$m
(226)
168
—
168
%
1.9
83.2
$m
(5)
(42)
5
(37)
%
(0.4)
64.2
$m
—
—
—
—
$m
(1,388)
7,180
1,597
8,777
%
100.0
68.3
$m
Loans and advances to customers (net)
408,495
473,165
28,700
107,969
19,658
— 1,037,987
1,416,111 1,206,404
68,860
373,167
49,703
(130,081) 2,984,164
629,647
762,406
41,221
182,028
27,478
3
284,322
384,228
60,181
117,755
35,240
— 1,642,780
—
857,520
Total assets
Customer accounts
Risk-weighted assets
Net interest income
Net fee income
Net income from financial instruments held for
trading or managed on a fair value basis
Net income from assets and liabilities of insurance
businesses, including related derivatives, measured
at fair value through profit and loss
Changes in fair value of other financial instruments
mandatorily measured at fair value through profit or
loss
Other income/(expense)
Net operating income before change in
expected credit losses and other credit
impairment charges
1
2
Change in expected credit losses and other credit
impairment charges
Net operating income
Total operating expenses excluding impairment of
goodwill and other intangible assets
Impairment of goodwill and other intangible assets
Operating profit/(loss)
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 data
5,601
3,668
16,607
5,325
1,781
685
3,241
1,804
2,061
540
1,171
1
30,462
12,023
2019
3,785
4,735
327
873
883
(372)
10,231
1,656
1,803
—
—
14
5
3,478
1,516
1,830
28
1,921
1
916
31
638
41
(23)
(805)
(6,190)
812
(908)
18,056
30,419
3,710
6,587
3,516
(6,190)
56,098
(938)
(724)
17,118
29,695
(117)
3,593
(237)
6,350
(740)
—
(2,756)
2,776
(6,190)
53,342
(19,209)
(13,284)
(1,452)
(5,150)
(2,050)
6,190
(34,955)
(2,550)
(4,641)
(12)
(13)
16,398
2,070
(4,653)
18,468
%
(34.9)
120.5
$m
%
138.4
43.7
$m
(97)
2,044
283
2,327
%
17.4
41.8
$m
(433)
767
—
767
%
5.7
84.8
$m
(339)
387
13
400
%
3.0
67.9
$m
(3,962)
(3,962)
—
(3,962)
(29.6)
$m
(7,394)
10,993
2,354
13,347
%
100.0
75.5
$m
Loans and advances to customers (net)
393,850
477,727
28,556
113,474
23,136
— 1,036,743
Total assets
Customer accounts
Risk-weighted assets
1,248,205 1,102,805
65,369
377,095
52,879
(131,201) 2,715,152
528,718
697,358
38,126
146,676
3
280,983
366,375
57,492
121,953
28,237
38,460
— 1,439,115
—
843,395
92
HSBC Holdings plc Annual Report and Accounts 2020
HSBC reported profit/(loss) before tax and balance sheet data (continued)
Net interest income
Net fee income
Net income from financial instruments held for
trading or managed on a fair value basis
Net income/(expense) from assets and liabilities of
insurance businesses, including related derivatives,
measured at fair value through profit and loss
Changes in fair value of other financial instruments
mandatorily measured at fair value through profit or
loss
Other income/(expense)
Net operating income before loan impairment
(charges)/recoveries and other credit risk provisions
Change in expected credit losses and other credit
impairment (charges)/recoveries
Net operating income
Total operating expenses excluding impairment of
goodwill and other intangible assets
Impairment of goodwill and other intangible assets
Operating profit/(loss)
Share of profit in associates and joint ventures
Profit/(loss) before tax
Share of HSBC’s profit before tax
Cost efficiency ratio
Balance sheet data
2018
Footnotes
Europe
$m
6,841
3,996
Asia
$m
16,108
5,676
MENA
$m
1,763
607
North
America
Latin
America
Intra-HSBC
items
$m
3,521
1,854
$m
2,020
498
$m
236
(11)
Total
$m
30,489
12,620
3,942
4,134
285
728
736
(294)
9,531
(789)
(717)
—
—
18
—
(1,488)
1
2
601
(26)
3,113
3,609
(1)
33
36
586
27
58
(237)
(5,171)
695
1,933
17,704
28,784
2,687
6,725
3,062
(5,182)
53,780
(609)
(602)
17,095
28,182
(209)
2,478
223
(570)
—
(1,767)
6,948
2,492
(5,182)
52,013
(17,912)
(12,449)
(1,357)
(6,151)
(1,935)
5,182
(34,622)
(22)
(839)
24
(815)
%
(4.1)
101.3
$m
(17)
15,716
2,074
17,790
%
89.5
43.3
$m
—
1,121
436
1,557
%
7.8
50.5
$m
2
799
—
799
%
4.0
91.4
$m
—
557
2
559
%
2.8
63.2
$m
—
—
—
—
$m
(37)
17,354
2,536
19,890
%
100.0
64.4
$m
Loans and advances to customers (net)
373,073
450,545
28,824
108,146
21,108
—
981,696
Total assets
Customer accounts
Risk-weighted assets
1,150,235 1,047,636
57,455
390,410
51,923
(139,535) 2,558,124
503,154
664,824
35,408
133,291
3
298,056
363,894
56,689
131,582
25,966
38,341
— 1,362,643
—
865,318
1
‘Other income/(expense)’ in this context comprises where applicable net income/expense from other financial instruments designated at fair value,
gains less losses from financial investments, dividend income, net insurance premium income and other operating income less net insurance
claims and benefits paid and movement in liabilities to policyholders.
2 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
3 Risk-weighted assets are non-additive across geographical regions due to market risk diversification effects within the Group.
HSBC Holdings plc Annual Report and Accounts 2020
93
Financial review
Geographical regions
Reconciliation of reported and adjusted items – geographical regions
Reconciliation of reported and adjusted items
Revenue
Reported
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial instruments
– restructuring and other related costs
Adjusted
ECL
Reported
Adjusted
Operating expenses
Reported
Significant items
– customer redress programmes
– impairment of goodwill and other intangibles
– past service costs of guaranteed minimum pension benefits equalisation
– restructuring and other related costs
– settlements and provisions in connection with legal and regulatory matters
Adjusted
Share of profit/(loss) in associates and joint ventures
Reported
Significant items
– impairment of goodwill
Adjusted
Profit/(loss) before tax
Reported
Significant items
– revenue
– operating expenses
– share of profit in associates and joint ventures
Adjusted
Loans and advances to customers (net)
Reported
Adjusted
Customer accounts
Reported
Adjusted
2,5
2
6
2
2
Footnotes
Europe
$m
Asia
$m
MENA
$m
North
America
Latin
America
$m
$m
Total
$m
2020
1
2
3
2,4
2
18,419
26,922
2,628
6,375
3,020
50,429
(242)
(37)
21
—
(254)
(9)
—
—
(5)
(32)
—
—
—
—
—
43
—
10
(2)
35
(3)
—
—
(3)
—
(63)
21
10
(264)
170
18,177
26,885
2,628
6,418
3,017
50,366
(3,751)
(2,284)
(3,751)
(2,284)
(758)
(758)
(900)
(1,124)
(8,817)
(900)
(1,124)
(8,817)
2
(18,874)
(13,662)
(1,586)
(5,307)
(1,938)
(34,432)
2,203
171
(54)
803
17
1,425
12
—
—
—
171
—
83
—
64
—
19
—
601
—
223
—
378
—
91
2,973
—
—
—
91
—
(54)
1,090
17
1,908
12
(16,671)
(13,491)
(1,503)
(4,706)
(1,847)
(31,459)
1,856
(265)
1
—
—
1
—
—
1,856
(4,205)
12,832
1,961
(242)
2,203
—
134
(37)
171
—
(2,244)
12,966
462
462
197
19
545
—
83
462
564
—
—
—
—
168
644
43
601
—
812
5
—
—
5
(37)
88
(3)
91
—
51
1,597
462
462
2,059
8,777
3,372
(63)
2,973
462
12,149
408,495 473,165
28,700 107,969
19,658 1,037,987
408,495 473,165
28,700 107,969
19,658 1,037,987
629,647 762,406
41,221 182,028
27,478 1,642,780
629,647 762,406
41,221 182,028
27,478 1,642,780
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2 Amounts are non-additive across geographical regions due to inter-company transactions within the Group.
3
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
4 Comprises losses associated with the RWA reduction commitments and gains relating to the business update in February 2020.
5
Includes impairment of software intangible assets of $189m (of the total software intangible asset impairment of $1,347m) and impairment of
tangible assets of $197m.
6 During the year, The Saudi British Bank ('SABB'), an associate of HSBC, impaired the goodwill that arose following the merger with Alawwal bank
in 2019. HSBC's post-tax share of the goodwill impairment was $462m.
94
HSBC Holdings plc Annual Report and Accounts 2020
Reconciliation of reported and adjusted items (continued)
Footnotes
UK
$m
2020
Hong
Kong
$m
Mainland
China
$m
US
$m
Mexico
$m
Revenue
Reported
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial instruments
– restructuring and other related costs
1
2
3
Adjusted
ECL
Reported
Adjusted
Operating expenses
Reported
Significant items
– customer redress programmes
– impairment of goodwill and other intangibles
– past service costs of guaranteed minimum pension benefits equalisation
– restructuring and other related costs
– settlements and provisions in connection with legal and regulatory matters
Adjusted
Share of profit/(loss) in associates and joint ventures
Reported
Significant items
– impairment of goodwill
Adjusted
Profit/(loss) before tax
Reported
Significant items
– revenue
– operating expenses
– share of profit in associates and joint ventures
Adjusted
Loans and advances to customers (net)
Reported
Adjusted
Customer accounts
Reported
Adjusted
13,886
16,345
3,088
4,590
2,234
(187)
21
—
(256)
48
15
—
—
—
15
(5)
—
—
(1)
(4)
41
—
10
(2)
33
(13)
—
—
(1)
(12)
13,699
16,360
3,083
4,631
2,221
(3,256)
(3,256)
(824)
(824)
(114)
(114)
(622)
(622)
(1,050)
(1,050)
(14,855)
(7,312)
(2,211)
(4,194)
(1,376)
1,318
100
(54)
650
17
693
12
—
—
—
100
—
19
—
—
—
19
—
556
—
223
—
333
—
42
—
—
—
42
—
(13,537)
(7,212)
(2,192)
(3,638)
(1,334)
1
—
—
1
(2)
—
—
(2)
1,849
—
—
1,849
(4,224)
8,207
2,612
1,131
(187)
1,318
—
115
15
100
—
14
(5)
19
—
(3,093)
8,322
2,626
—
—
—
—
(226)
597
41
556
—
371
5
—
—
5
(187)
29
(13)
42
—
(158)
314,530 302,454
46,113
58,082
17,296
314,530 302,454
46,113
58,082
17,296
504,275 531,489
56,826 117,485
22,220
504,275 531,489
56,826 117,485
22,220
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2
3 Comprises losses associated with the RWA reduction commitments and gains relating to the business update in February 2020.
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
HSBC Holdings plc Annual Report and Accounts 2020
95
Financial review
Geographical regions
Reconciliation of reported and adjusted items (continued)
Revenue
Reported
Currency translation
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial instruments
– currency translation on significant items
Adjusted
ECL
Reported
Currency translation
Adjusted
Operating expenses
Reported
Currency translation
Significant items
– costs of structural reform
– customer redress programmes
– goodwill impairment
– restructuring and other related costs
– settlements and provisions in connection with legal and regulatory matters
– currency translation on significant items
Adjusted
Share of profit/(loss) in associates and joint ventures
Reported
Currency translation
Adjusted
Profit/(loss) before tax
Reported
Currency translation
Significant items
– revenue
– operating expenses
Adjusted
Loans and advances to customers (net)
Reported
Currency translation
Adjusted
Customer accounts
Reported
Currency translation
Adjusted
Footnotes
Europe
$m
Asia
$m
MENA
$m
North
America
$m
Latin
America
$m
Total
$m
2019
1
2
2
3
2
18,056
30,419
3,710
6,587
3,516
56,098
125
30
163
—
(137)
4
34
35
—
—
35
—
(26)
(826)
—
(828)
—
2
(17)
(613)
68
—
59
9
—
10
—
1
9
—
(471)
(683)
163
(768)
(84)
6
18,211
30,488
2,858
6,638
2,913
54,944
(938)
(2)
(940)
(724)
—
(724)
(117)
2
(115)
(237)
—
(237)
(740)
129
(611)
(2,756)
129
(2,627)
2,5
(21,759)
(13,297)
(1,549)
(5,583)
(2,389)
(42,349)
2
5
4
5
5
5
5
5
(166)
4,495
154
1,281
2,522
538
(60)
60
25
126
4
—
—
123
(1)
—
28
112
—
—
97
15
—
—
11
543
—
—
431
113
—
(1)
351
369
—
—
337
38
—
(6)
223
9,607
158
1,281
7,349
827
(61)
53
(17,430)
(13,146)
(1,409)
(5,029)
(1,669)
(32,519)
(12)
—
(12)
2,070
(1)
2,069
283
—
283
(4,653)
18,468
2,327
(43)
4,525
30
4,495
58
161
35
126
4
(714)
(826)
112
—
—
—
767
(6)
611
68
543
(171)
18,687
1,617
1,372
13
(2)
11
2,354
(3)
2,351
400
13,347
(135)
379
10
369
644
(122)
8,924
(683)
9,607
22,149
393,850
477,727
28,556
113,474
23,136 1,036,743
18,021
9,114
(537)
964
(1,609)
25,953
411,871
486,841
28,019
114,438
21,527 1,062,696
528,718
697,358
38,126
146,676
28,237 1,439,115
22,977
10,172
(731)
979
(2,305)
31,092
551,695
707,530
37,395
147,655
25,932 1,470,207
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2 Amounts are non-additive across geographical regions due to inter-company transactions within the Group.
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
3
4 Comprises costs associated with preparations for the UK’s exit from the European Union.
5 Amounts are non-additive across geographical regions due to goodwill impairment recognised on the Global Banking and Markets cash-
generating unit, which is monitored on a global basis.
96
HSBC Holdings plc Annual Report and Accounts 2020
Reconciliation of reported and adjusted items (continued)
Revenue
Reported
Currency translation
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial instruments
– currency translation on significant items
Adjusted
ECL
Reported
Currency translation
Adjusted
Operating expenses
Reported
Currency translation
Significant items
– costs of structural reform
– customer redress programmes
– restructuring and other related costs
– settlements and provisions in connection with legal and regulatory matters
– currency translation on significant items
Adjusted
Share of profit/(loss) in associates and joint ventures
Reported
Currency translation
Adjusted
Profit/(loss) before tax
Reported
Currency translation
Significant items
– revenue
– operating expenses
Adjusted
Loans and advances to customers (net)
Reported
Currency translation
Adjusted
Customer accounts
Reported
Currency translation
Adjusted
UK
$m
Hong
Kong
$m
2019
Mainland
China
$m
Footnotes
US
$m
Mexico
$m
1
2
3
13,538
19,412
3,101
4,638
2,555
65
29
162
—
(139)
6
192
26
—
—
26
—
—
1
—
—
1
—
—
66
—
59
7
—
(256)
7
—
—
8
(1)
13,632
19,630
3,102
4,704
2,306
(714)
(2)
(716)
(459)
(4)
(463)
(129)
—
(129)
(170)
—
(170)
(491)
49
(442)
(16,157)
(6,935)
(2,111)
(4,033)
(1,390)
(63)
1,805
101
1,281
405
8
10
(66)
65
4
—
61
(1)
1
(5)
6
—
—
6
—
—
—
93
—
—
93
—
—
141
18
—
—
20
—
(2)
(14,415)
(6,936)
(2,110)
(3,940)
(1,231)
(12)
—
(12)
31
1
32
2,016
1
2,017
(3,345)
12,049
2,877
—
123
1,834
29
1,805
91
26
65
(4)
7
1
6
(1,511)
12,263
2,880
—
—
—
435
—
159
66
93
594
13
(2)
11
687
(68)
25
7
18
644
303,041 306,964
42,380
63,588
20,426
9,925
1,403
2,802
—
(1,033)
312,966 308,367
45,182
63,588
19,393
419,642 499,955
48,323
90,834
23,051
13,744
2,286
3,194
—
(1,166)
433,386 502,241
51,517
90,834
21,885
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2
3 Comprises costs associated with preparations for the UK’s exit from the European Union.
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
HSBC Holdings plc Annual Report and Accounts 2020
97
Financial review
Geographical regions
Reconciliation of reported and adjusted items (continued)
Revenue
Reported
Currency translation
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial investments
– currency translation on significant items
Adjusted
ECL
Reported
Currency translation
Adjusted
Operating expenses
Reported
Currency translation
Significant items
– costs of structural reform
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– past service costs of guaranteed minimum pension benefits equalisation
– restructuring and other related costs
– settlements and provisions in connection with legal and regulatory matters
– currency translation on significant items
Adjusted
Share of profit in associates and joint ventures
Reported
Currency translation
Adjusted
Profit/(loss) before tax
Reported
Currency translation
Significant items
– revenue
– operating expenses
Adjusted
Loans and advances to customers (net)
Reported
Currency translation
Adjusted
Customer accounts
Reported
Currency translation
Adjusted
Footnotes
Europe
$m
Asia
$m
MENA
$m
North
America
$m
Latin
America
$m
Total
$m
2018
1
2
2
3
2
2
2
4
17,704
28,784
2,687
6,725
3,062
53,780
(760)
105
(53)
(5)
156
7
(263)
(35)
—
—
(38)
3
(37)
(1)
—
—
(1)
—
(57)
97
—
103
(8)
2
(803)
(1,854)
6
—
15
(9)
—
172
(53)
113
100
12
17,049
28,486
2,649
6,765
2,265
52,098
(609)
(602)
5
6
(604)
(596)
(209)
17
(192)
223
(2)
221
(570)
121
(449)
(1,767)
147
(1,620)
(17,934)
(12,466)
(1,357)
(6,149)
(1,935)
(34,659)
530
664
352
146
52
228
46
(147)
(13)
185
16
9
—
—
—
7
—
—
47
—
—
—
—
—
—
—
—
33
976
—
—
—
—
13
963
—
551
—
—
—
—
—
—
—
—
1,280
1,656
361
146
52
228
66
816
(13)
2
(16,740)
(12,265)
(1,310)
(5,140)
(1,384)
(31,723)
24
(1)
23
2,074
(90)
1,984
436
—
436
(815)
(226)
769
105
664
17,790
1,557
(162)
(19)
(35)
16
27
(1)
(1)
—
—
—
—
799
(26)
1,073
97
976
2
(1)
1
2,536
(92)
2,444
559
19,890
(132)
(519)
6
6
—
1,828
172
1,656
(272)
17,609
1,583
1,846
433
21,199
373,073
450,545
28,824
108,146
21,108
981,696
26,141
10,289
(521)
2,957
(1,558)
37,308
399,214
460,834
28,303
111,103
19,550 1,019,004
503,154
664,824
35,408
133,291
25,966 1,362,643
34,940
12,491
(632)
3,094
(2,814)
47,079
538,094
677,315
34,776
136,385
23,152 1,409,722
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2 Amounts are non-additive across geographical regions due to inter-company transactions within the Group.
3
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
4 Comprises costs associated with preparations for the UK’s exit from the European Union, costs to establish the UK ring-fenced bank (including the
UK ServCo group) and costs associated with establishing an intermediate holding company in Hong Kong.
98
HSBC Holdings plc Annual Report and Accounts 2020
Reconciliation of reported and adjusted items (continued)
Revenue
Reported
Currency translation
Significant items
– customer redress programmes
– disposals, acquisitions and investment in new businesses
– fair value movements on financial instruments
– currency translation on significant items
Adjusted
ECL
Reported
Currency translation
Adjusted
Operating expenses
Reported
Currency translation
Significant items
– costs of structural reform
– customer redress programmes
– past service costs of guaranteed minimum pension benefits equalisation
– restructuring and other related costs
– settlements and provisions in connection with legal and regulatory matters
– currency translation on significant items
Adjusted
Share of profit in associates and joint ventures
Reported
Currency translation
Adjusted
Profit/(loss) before tax
Reported
Currency translation
Significant items
– revenue
– operating expenses
Adjusted
Loans and advances to customers (net)
Reported
Currency translation
Adjusted
Customer accounts
Reported
Currency translation
Adjusted
UK
$m
Hong
Kong
$m
2018
Mainland
China
$m
Footnotes
1
2
3
13,597
18,231
(616)
191
2,888
(120)
115
(53)
—
162
6
5
—
—
5
—
(1)
—
—
(1)
—
US
$m
Mexico
$m
4,741
—
97
—
103
(6)
—
2,294
(232)
(7)
—
—
(7)
—
13,096
18,427
2,767
4,838
2,055
(516)
4
(512)
(214)
(3)
(217)
(143)
1
(142)
199
—
199
(463)
45
(418)
(14,502)
(6,539)
(1,920)
(4,987)
(1,303)
425
519
294
146
228
39
(176)
(12)
(69)
16
9
—
—
7
—
—
76
—
—
—
—
—
—
—
—
919
—
—
—
11
908
—
131
—
—
—
—
—
—
—
(13,558)
(6,592)
(1,844)
(4,068)
(1,172)
25
(1)
24
36
—
36
(1,396)
11,514
(188)
634
115
519
119
21
5
16
2,033
(90)
1,943
2,858
(133)
(1)
(1)
—
(950)
11,654
2,724
—
—
—
(47)
—
1,016
97
919
969
—
—
—
528
(56)
(7)
(7)
—
465
287,144
290,547
38,979
64,011
17,895
19,928
2,945
2,068
—
(180)
307,072
293,492
41,047
64,011
17,715
399,487
484,897
45,712
82,523
19,936
27,720
4,915
2,426
—
(195)
427,207
489,812
48,138
82,523
19,741
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2
3 Comprises costs associated with preparations for the UK’s exit from the European Union, costs to establish the UK ring-fenced bank (including the
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
UK ServCo group) and costs associated with establishing an intermediate holding company in Hong Kong.
HSBC Holdings plc Annual Report and Accounts 2020
99
Financial review
Geographical regions
Analysis by country
Profit/(loss) before tax by country/territory within global businesses
Europe
– UK
– of which: HSBC UK Bank plc (RFB)
– of which: HSBC Bank plc (NRFB)
– of which: Holdings and other
– France
– Germany
– Switzerland
– other
Asia
– Hong Kong
– Australia
– India
– Indonesia
– mainland China
– Malaysia
– Singapore
– Taiwan
– other
Middle East and North Africa
– Egypt
– UAE
– Saudi Arabia
– other
North America
– US
– Canada
– other
Latin America
– Mexico
– other
Footnotes
1
Wealth and
Personal
Banking
Commercial
Banking
Global Banking
and Markets
Corporate
Centre
$m
(680)
(357)
113
109
(579)
(340)
17
(2)
2
5,031
4,927
108
16
(6)
(34)
8
45
9
(42)
(15)
68
(21)
21
(83)
(449)
(547)
52
46
(183)
(115)
(68)
$m
(529)
(543)
167
36
(746)
(168)
16
(4)
170
1,944
1,787
76
187
(14)
295
33
(644)
18
206
(120)
46
(210)
—
44
366
139
225
2
(22)
(106)
84
$m
(1,809)
(1,769)
90
(1,030)
(829)
(347)
197
—
110
4,002
1,674
138
593
147
506
141
239
104
460
478
185
102
26
165
712
573
100
39
233
59
174
$m
(1,187)
(1,555)
(124)
(454)
(977)
(310)
(15)
(10)
703
1,855
(181)
(7)
228
(13)
1,845
(55)
(12)
(2)
52
(324)
(1)
(39)
(264)
(20)
(461)
(391)
(67)
(3)
(65)
(25)
(40)
Total
$m
(4,205)
(4,224)
246
(1,339)
(3,131)
(1,165)
215
(16)
985
12,832
8,207
315
1,024
114
2,612
127
(372)
129
676
19
298
(168)
(217)
106
168
(226)
310
84
(37)
(187)
150
Year ended 31 Dec 2020
3,704
1,639
3,616
(182)
8,777
1 UK includes results from the ultimate holding company, HSBC Holdings plc, and the separately incorporated group of service companies (‘ServCo
Group’).
100 HSBC Holdings plc Annual Report and Accounts 2020
Profit/(loss) before tax by country/territory within global businesses (continued)
Wealth and
Personal
Banking3
Commercial
Banking3
Global
Banking
and Markets3
Corporate
Centre3
Europe
– UK
– of which: HSBC UK Bank plc (RFB)
– of which: HSBC Bank plc (NRFB)
– of which: Holdings and other
– France
– Germany
– Switzerland
– other
Asia
– Hong Kong
– Australia
– India
– Indonesia
– mainland China
– Malaysia
– Singapore
– Taiwan
– other
Middle East and North Africa
– Egypt
– UAE
– Saudi Arabia
– other
North America
– US
– Canada
– other
Latin America
– Mexico
– other
GBM goodwill impairment
Year ended 31 Dec 2019
Footnotes
1
2
2
2
2
2
$m
(841)
(1,053)
(331)
245
(967)
55
18
93
46
7,715
7,220
130
67
20
(73)
102
154
43
52
254
73
139
(3)
45
(573)
(277)
70
(366)
264
311
(47)
—
$m
(1,324)
904
1,555
278
(929)
120
46
7
(2,401)
4,519
3,242
127
201
55
317
73
105
25
374
212
81
94
—
37
855
386
427
42
(103)
176
(279)
—
6,819
4,159
$m
(997)
(1,217)
70
(186)
(1,101)
(65)
95
(3)
193
4,083
1,729
199
533
127
512
189
250
97
447
761
245
246
13
257
729
547
143
39
328
229
99
(3,962)
942
$m
(1,491)
(1,979)
13
(467)
(1,525)
(74)
2
(6)
566
2,151
(142)
(12)
205
14
2,121
(22)
(31)
(4)
22
1,100
11
(54)
1,145
(2)
(244)
(221)
(22)
(1)
(89)
(29)
(60)
—
1,427
Total
$m
(4,653)
(3,345)
1,307
(130)
(4,522)
36
161
91
(1,596)
18,468
12,049
444
1,006
216
2,877
342
478
161
895
2,327
410
425
1,155
337
767
435
618
(286)
400
687
(287)
(3,962)
13,347
1 UK includes results from the ultimate holding company, HSBC Holdings plc, and the separately incorporated group of service companies (‘ServCo
2
Group’).
Includes the impact of goodwill impairment. As per Group accounting policy, HSBC’s cash-generating units are based on geographical regions
subdivided by global business, except for Global Banking and Markets, for which goodwill is monitored on a global basis.
3 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly. For further guidance, see Note 10:
Segmental analysis on page 311.
HSBC Holdings plc Annual Report and Accounts 2020 101
Financial review
Geographical regions
Profit/(loss) before tax by country/territory within global businesses (continued)
Wealth and
Personal
Banking2
Commercial
Banking2
Global
Banking
and Markets2
Corporate
Centre2
Europe
– UK
– of which: HSBC UK Bank plc (RFB)
– of which: HSBC Bank plc (NRFB)
– of which: Holdings and other
– France
– Germany
– Switzerland
– other
Asia
– Hong Kong
– Australia
– India
– Indonesia
– mainland China
– Malaysia
– Singapore
– Taiwan
– other
Middle East and North Africa
– Egypt
– UAE
– Saudi Arabia
– other
North America
– US
– Canada
– other
Latin America
– Mexico
– other
Footnotes
1
$m
134
256
602
618
(964)
(42)
26
(76)
(30)
7,025
6,673
120
36
7
(195)
145
125
60
54
251
51
142
—
58
37
(106)
99
44
133
214
(81)
$m
1,798
1,393
967
1,408
(982)
163
92
5
145
4,475
3,291
137
157
21
282
89
127
29
342
142
63
65
—
14
1,036
498
489
49
138
119
19
$m
147
(175)
4
839
(1,018)
7
116
(2)
201
4,097
1,768
212
433
97
592
137
266
138
454
769
215
307
—
247
901
734
187
(20)
354
204
150
$m
(2,894)
(2,870)
(191)
(787)
(1,892)
(91)
(33)
(4)
104
2,193
(218)
(6)
199
(21)
Total
$m
(815)
(1,396)
1,382
2,078
(4,856)
37
201
(77)
420
17,790
11,514
463
825
104
2,179
2,858
3
(27)
(2)
86
395
4
(41)
436
(4)
(1,175)
(1,173)
(10)
8
(66)
(9)
(57)
374
491
225
936
1,557
333
473
436
315
799
(47)
765
81
559
528
31
Year ended 31 Dec 2018
7,580
7,589
6,268
(1,547)
19,890
1 UK includes results from the ultimate holding company, HSBC Holdings plc, and the separately incorporated group of service companies (‘ServCo
Group’).
2 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly. For further guidance, see Note 10:
Segmental analysis on page 311.
102 HSBC Holdings plc Annual Report and Accounts 2020
Reconciliation of alternative
performance measures
Use of alternative performance measures
Return on average ordinary shareholders’ equity and return on average
tangible equity
Net asset value and tangible net asset value per ordinary share
Post-tax return and average total shareholders’ equity on average total
assets
Expected credit losses and other credit impairment charges as % of
average gross loans and advances to customers
Page
103
103
104
105
105
Use of alternative performance measures
Our reported results are prepared in accordance with IFRSs
as detailed in our financial statements starting on page 278.
As described on page 77, we use a combination of reported and
alternative performance measures, including those derived from
our reported results that eliminate factors that distort year-on-year
comparisons. These are considered alternative performance
measures (non-GAAP financial measures).
The following information details the adjustments made to the
reported results and the calculation of other alternative
performance measures. All alternative performance measures are
reconciled to the closest reported performance measure.
Return on average ordinary shareholders’
equity and return on average tangible equity
Return on average ordinary shareholders’ equity (‘RoE’) is
computed by taking profit attributable to the ordinary shareholders
of the parent company (‘reported results’), divided by average
ordinary shareholders’ equity (‘reported equity’) for the period. The
adjustment to reported results and reported equity excludes
amounts attributable to non-controlling interests and holders of
preference shares and other equity instruments.
Return on average tangible equity (‘RoTE’) is computed by
adjusting reported results for the movements in the present value
of in-force long-term insurance business (‘PVIF’) and for
impairment of goodwill and other intangible assets (net of tax),
divided by average reported equity adjusted for goodwill,
intangibles and PVIF for the period.
Return on average tangible equity excluding significant items and
UK bank levy is annualised profit attributable to ordinary
shareholders, excluding changes in PVIF, significant items and
bank levy (net of tax), divided by average tangible shareholders’
equity excluding fair value of own debt, debt valuation adjustment
(‘DVA’) and other adjustments for the period.
We provide RoTE ratios in addition to RoE as a way of assessing
our performance, which is closely aligned to our capital position.
Return on average ordinary shareholders’ equity and return on average tangible equity
Profit
Profit attributable to the ordinary shareholders of the parent company
Impairment of goodwill and other intangible assets (net of tax)
Increase/(decrease) in PVIF (net of tax)
Profit attributable to the ordinary shareholders, excluding goodwill impairment and PVIF
Significant items (net of tax) and UK bank levy
Profit attributable to the ordinary shareholders, excluding goodwill impairment, PVIF, significant items and
UK bank levy
Equity
Average total shareholders’ equity
Effect of average preference shares and other equity instruments
Average ordinary shareholders’ equity
Effect of goodwill, PVIF and other intangibles (net of deferred tax)
Average tangible equity
Fair value of own debt, DVA and other adjustments
Average tangible equity excluding fair value of own debt, DVA and other adjustments
Ratio
Return on average ordinary shareholders’ equity
Return on average tangible equity
Return on average tangible equity excluding significant items and UK bank levy
2020
$m
2019
$m
3,898
1,036
(253)
4,681
2,402
5,969
7,349
(1,248)
12,070
2,251
2018
$m
12,608
—
(506)
12,102
2,590
7,083
14,321
14,692
189,719
(22,326)
167,393
(17,292)
150,101
422
150,523
%
2.3
3.1
4.7
189,035
186,979
(23,614)
(23,496)
165,421
163,483
(22,574)
(22,102)
142,847
141,381
1,032
2,439
143,879
143,820
%
%
3.6
8.4
10.0
7.7
8.6
10.2
HSBC Holdings plc Annual Report and Accounts 2020 103
Financial review
Reconciliation of alternative performance measures
The following table details the adjustments made to reported results by global business:
Return on average tangible equity by global business
Year ended 31 Dec 2020
Wealth and
Personal
Banking
Commercial
Banking
Global
Banking and
Markets
Corporate
Centre
Profit before tax
Tax expense
Profit after tax
Less attributable to: preference shareholders, other equity holders, non-controlling
interests
Profit attributable to ordinary shareholders of the parent company
Increase in PVIF (net of tax)
Significant items (net of tax) and UK bank levy
Markets Treasury allocation and other adjustments
$m
3,704
(509)
3,195
(736)
2,459
(242)
190
20
$m
1,639
(661)
978
(673)
305
(10)
208
(14)
$m
3,616
(977)
2,639
(784)
1,855
—
958
(25)
$m
(182)
(531)
(713)
Total
$m
8,777
(2,678)
6,099
(8)
(2,201)
(721)
(1)
2,041
60
3,898
(253)
3,397
41
Profit attributable to ordinary shareholders, excluding PVIF, significant
items and UK bank levy
Average tangible shareholders’ equity excluding fair value of own debt, DVA and
other adjustments
2,427
489
2,788
1,379
7,083
26,551
37,826
41,566
44,580
150,523
Return on average tangible equity excluding significant items and UK bank levy (%)
9.1
1.3
6.7
3.1
4.7
Profit before tax
Tax expense
Profit after tax
Less attributable to: preference shareholders, other equity holders, non-controlling
interests
Profit attributable to ordinary shareholders of the parent company
Increase in PVIF (net of tax)
Significant items (net of tax) and UK bank levy
Markets Treasury allocation and other adjustments
Profit attributable to ordinary shareholders, excluding PVIF, significant items and
bank levy
Average tangible shareholders’ equity excluding fair value of own debt, DVA and
other adjustments
Year ended 31 Dec 2019
6,819
(720)
6,099
(1,279)
4,820
(1,207)
1,641
1
4,159
(1,502)
2,657
(846)
1,811
(40)
3,036
—
942
(460)
482
(784)
(302)
—
4,218
—
1,427
(1,957)
(530)
170
(360)
(1)
702
2
13,347
(4,639)
8,708
(2,739)
5,969
(1,248)
9,597
3
5,255
4,807
3,916
343
14,321
26,627
36,856
39,999
40,397
143,879
Return on average tangible equity excluding significant items and UK bank levy (%)
19.7
13.0
9.8
0.8
10.0
Net asset value and tangible net asset value
per ordinary share
Net asset value per ordinary share is total shareholders' equity less
non-cumulative preference shares and capital securities (‘total
ordinary shareholders’ equity’), divided by the number of ordinary
shares in issue excluding shares that the company has purchased
and are held in treasury.
Net asset value and tangible net asset value per ordinary share
Tangible net asset value per ordinary share is total ordinary
shareholders’ equity excluding goodwill, PVIF and other intangible
assets (net of deferred tax) (‘tangible ordinary shareholders’
equity’), divided by the number of basic ordinary shares in issue
excluding shares that the company has purchased and are held in
treasury.
Total shareholders’ equity
Preference shares and other equity instruments
Total ordinary shareholders’ equity
Goodwill, PVIF and intangible assets (net of deferred tax)
Tangible ordinary shareholders’ equity
Basic number of $0.50 ordinary shares outstanding
Value per share
Net asset value per ordinary share
Tangible net asset value per ordinary share
2020
$m
2019
$m
2018
$m
196,443
183,955
186,253
(22,414)
(22,276)
(23,772)
174,029
161,679
162,481
(17,606)
(17,535)
(22,425)
156,423
144,144
140,056
20,184
20,206
19,981
$
$
$
8.62
7.75
8.00
7.13
8.13
7.01
104 HSBC Holdings plc Annual Report and Accounts 2020
Post-tax return and average total shareholders’
equity on average total assets
Post-tax return on average total assets is profit after tax divided by
average total assets for the period.
Average total shareholders’ equity to average total assets is
average total shareholders' equity divided by average total assets
for the period.
Post-tax return and average total shareholders’ equity on average total assets
Profit after tax
Average total shareholders’ equity
Average total assets
Ratio
Post-tax return on average total assets
Average total shareholders’ equity to average total assets
Expected credit losses and other credit
impairment charges as % of average gross
loans and advances to customers
Expected credit losses and other credit impairment charges (‘ECL’)
as % of average gross loans and advances to customers is the
annualised adjusted ECL divided by adjusted average gross loans
and advances to customers for the period.
2020
$m
2019
$m
2018
$m
6,099
8,708
15,025
189,719
189,035
186,979
2,936,939
2,712,376
2,611,976
%
0.2
6.46
%
0.3
6.97
%
0.6
7.16
The adjusted numbers are derived by adjusting reported ECL and
loans and advances to customers for the effects of foreign
currency translation differences.
Expected credit losses and other credit impairment charges as % of average gross loans and advances to customers (%)
Expected credit losses and other credit impairment charges (‘ECL’)
Currency translation
Adjusted ECL
Average gross loans and advances to customers
Currency translation
2020
$m
2019
$m
2018
$m
(8,817)
(2,756)
(1,767)
129
147
(8,817)
(2,627)
(1,620)
1,047,114
1,021,238
982,409
36,702
38,167
14,911
Average gross loans and advances to customers – at most recent balance sheet foreign exchange rates
1,083,816
1,059,405
997,320
Ratio
Expected credit losses and other credit impairment charges as % of average gross loans and advances to customers
%
0.81
%
0.25
%
0.16
HSBC Holdings plc Annual Report and Accounts 2020 105
Financial review
Risk
review
107 Our approach to risk
107
107
109
110
110
114
116
116
117
118
119
169
Our risk appetite
Risk management
Key developments in 2020
Top and emerging risks
Externally driven
Internally driven
Areas of special interest
Risks related to Covid-19
UK withdrawal from the European Union
Our material banking risks
Credit risk
Treasury risk
182 Market risk
186
186
187
Resilience risk
Regulatory compliance risk
Financial crime risk
188 Model risk
189
Insurance manufacturing operations risk
Operational resilience in a pandemic
We upheld our operational resilience during the Covid-19 outbreak
during a period of increased demand on our teams and systems,
with approximately 1.6 million of our WPB customers granted
payment relief options across more than 30 markets.
We supplemented our existing approach to risk management with
additional tools and practices helping to mitigate and manage risks.
Initiatives included mortgage assistance, payment holidays, and
the waiving of certain fees and charges.
As we helped our customers during these challenging times, we
continued to prioritise effective and robust credit risk management.
We also increased our focus on the quality and timeliness of the data
used to inform management decisions, so we were able to manage
the varying level of risk actively throughout the year.
For further details of our customer relief programmes, see page 142.
106
HSBC Holdings plc Annual Report and Accounts 2020
Our approach to risk
Our risk appetite
We recognise the importance of a strong culture, which refers to
our shared attitudes, values and standards that shape behaviours
related to risk awareness, risk taking and risk management. All our
people are responsible for the management of risk, with the
ultimate accountability residing with the Board.
We seek to build our business for the long term by balancing
social, environmental and economic considerations in the
decisions we make. Our strategic priorities are underpinned by our
endeavour to operate in a sustainable way. This helps us to carry
out our social responsibility and manage the risk profile of the
business. We are committed to managing and mitigating climate-
related risks, both physical and transition, and continue to
incorporate consideration of these into how we manage and
oversee risks internally and with our customers.
The following principles guide the Group’s overarching appetite for
risk and determine how our businesses and risks are managed.
Financial position
• We aim to maintain a strong capital position, defined by
regulatory and internal capital ratios.
• We carry out liquidity and funding management for each
operating entity, on a stand-alone basis.
Operating model
• We seek to generate returns in line with a conservative risk
appetite and strong risk management capability.
• We aim to deliver sustainable earnings and consistent returns
for shareholders.
Business practice
• We have zero tolerance for any of our people knowingly
engaging in any business, activity or association where
foreseeable reputational risk or damage has not been
considered and/or mitigated.
• We have no appetite for deliberately or knowingly causing
detriment to consumers, or incurring a breach of the letter or
spirit of regulatory requirements.
• We have no appetite for inappropriate market conduct by any
member of staff or by any Group business.
Enterprise-wide application
Our risk appetite encapsulates the consideration of financial and
non-financial risks. We define financial risk as the risk of a
financial loss as a result of business activities. We actively take
these types of risks to maximise shareholder value and profits.
Non-financial risk is the risk to achieving our strategy or objectives
as the result of failed internal processes, people and systems, or
from external events.
Our risk appetite is expressed in both quantitative and qualitative
terms and applied at the global business level, at the regional level
and to material operating entities. Every three years, the Global
Risk function commissions an external independent firm to review
the Group’s approach to risk appetite and to help ensure that it
remains in line with market best practice and regulatory
expectations. The exercise carried out in 2019 confirmed the
Group’s risk appetite statement (‘RAS’) remains aligned to best
practices, regulatory expectations and strategic goals. Our risk
appetite continues to evolve and expand its scope as part of our
regular review process.
The Board reviews and approves the Group’s risk appetite twice a
year to make sure it remains fit for purpose. The Group’s risk
appetite is considered, developed and enhanced through:
• an alignment with our strategy, purpose, values and customer
needs;
• trends highlighted in other Group risk reports;
• communication with risk stewards on the developing risk
landscape;
• strength of our capital, liquidity and balance sheet;
• compliance with applicable laws and regulations;
• effectiveness of the applicable control environment to mitigate
risk, informed by risk ratings from risk control assessments;
• functionality, capacity and resilience of available systems to
manage risk; and
• the level of available staff with the required competencies to
manage risks.
We formally articulate our risk appetite through our RAS. Setting
out our risk appetite ensures that we agree a suitable level of risk
for our strategy. In this way, risk appetite informs our financial
planning process and helps senior management to allocate capital
to business activities, services and products.
The RAS consists of qualitative statements and quantitative
metrics, covering financial and non-financial risks. It is applied to
the development of business line strategies, strategic and business
planning and remuneration. At a Group level, performance against
the RAS is reported to the Group Risk Management Meeting
(‘RMM’) alongside key risk indicators to support targeted insight
and discussion on breaches of risk appetite and associated
mitigating actions. This reporting allows risks to be promptly
identified and mitigated, and informs risk-adjusted remuneration
to drive a strong risk culture.
Each global business, region and strategically important country
and territory is required to have its own RAS, which is monitored
to help ensure it remains aligned with the Group’s RAS. Each RAS
and business activity is guided and underpinned by qualitative
principles and/or quantitative metrics.
Risk management
We recognise that the primary role of risk management is to
protect our customers, business, colleagues, shareholders and the
communities that we serve, while ensuring we are able to support
our strategy and provide sustainable growth. This is supported
through our three lines of defence model described on page 109.
We are focused on the implementation of our business strategy,
as part of which we are carrying out a major change programme.
It is critical that we ensure that as we implement changes, we use
active risk management to manage the execution risks.
We will also perform periodic risk assessments, including against
strategies, to help ensure retention of key personnel for our
continued safe operation.
We use a comprehensive risk management framework across the
organisation and across all risk types, underpinned by our culture
and values. This outlines the key principles, policies and practices
that we employ in managing material risks, both financial and non-
financial.
The framework fosters continual monitoring, promotes risk
awareness and encourages sound operational and strategic
decision making. It also ensures a consistent approach to
identifying, assessing, managing and reporting the risks we accept
and incur in our activities.
Our risk management framework
The following diagram and descriptions summarise key aspects of
the risk management framework, including governance and
structure, our risk management tools and our culture, which
together help align employee behaviour with our risk appetite.
HSBC Holdings plc Annual Report and Accounts 2020
107
Risk review Risk
Key components of our risk management framework
HSBC Values and risk culture
Risk governance
Non-executive risk governance
Executive risk governance
Roles and
responsibilities
Three lines of defence model
Risk appetite
Processes and tools
Enterprise-wide risk management tools
Active risk management: identification/assessment,
monitoring, management and reporting
The Board approves the Group’s risk appetite, plans and performance
targets. It sets the ‘tone from the top’ and is advised by the Group Risk
Committee (see page 209).
Our executive risk governance structure is responsible for the enterprise-
wide management of all risks, including key policies and frameworks for
the management of risk within the Group (see pages 109 and 118).
Our ‘three lines of defence’ model defines roles and responsibilities for
risk management. An independent Global Risk function helps ensure the
necessary balance in risk/return decisions (see page 109).
The Group has processes in place to identify/assess, monitor, manage
and report risks to help ensure we remain within our risk appetite.
Policies and procedures
Policies and procedures define the minimum requirements for the
controls required to manage our risks.
Internal controls
Control activities
Operational and resilience risk management defines minimum standards
and processes for managing operational risks and internal controls.
Systems and infrastructure
The Group has systems and/or processes that support the identification,
capture and exchange of information to support risk management
activities.
Risk governance
The Board has ultimate responsibility for the effective
management of risk and approves our risk appetite.
The Group Chief Risk Officer, supported by the RMM, holds
executive accountability for the ongoing monitoring, assessment
and management of the risk environment and the effectiveness of
the risk management framework.
The Group Chief Risk Officer is also responsible for the oversight
of reputational risk, with the support of the Group Reputational
Risk Committee. The Group Reputational Risk Committee
considers matters arising from customers, transactions and third
parties that either present a serious potential reputational risk to
the Group or merit a Group-led decision to ensure a consistent risk
management approach across the regions, global businesses and
global functions. Our reputational risk policy sets out our risk
appetite and the principles for managing reputational risk. Further
details can be found under the ‘Reputational risk’ section of
www.hsbc.com/our-approach/risk-and-responsibility.
The management of regulatory compliance risk and financial crime
risk resides with the Group Chief Compliance Officer. Oversight is
maintained by the Group Chief Risk Officer, in line with their
enterprise risk oversight responsibilities, through the RMM.
Day-to-day responsibility for risk management is delegated
to senior managers with individual accountability for decision
making. All our people have a role to play in risk management.
These roles are defined using the three lines of defence model,
which takes into account our business and functional structures as
described in the following commentary, 'Our responsibilities’.
We use a defined executive risk governance structure to help
ensure there is appropriate oversight and accountability of risk,
which facilitates reporting and escalation to the RMM. This
structure is summarised in the following table.
Governance structure for the management of risk
Authority
Membership
Responsibilities include:
Risk Management Meeting Group Chief Risk Officer
• Supporting the Group Chief Risk Officer in exercising Board-delegated risk
Global Risk Executive
Committee
Global business/regional
risk management meetings
Group Chief Legal Officer
Group Chief Executive
Group Chief Financial Officer
All other Group Executive Committee
members
management authority
• Overseeing the implementation of risk appetite and the risk management
framework
• Forward-looking assessment of the risk environment, analysing possible risk
impacts and taking appropriate action
• Monitoring all categories of risk and determining appropriate mitigating action
• Promoting a supportive Group culture in relation to risk management and conduct
Group Chief Risk Officer
Chief risk officers of HSBC’s
global businesses and regions
Heads of Global Risk sub-functions
Global business/regional chief
risk officer
Global business/regional chief
executive officer
Global business/regional chief financial
officer
Global business/regional heads
of global functions
• Supporting the Group Chief Risk Officer in providing strategic direction for the
Global Risk function, setting priorities and providing oversight
• Overseeing a consistent approach to accountability for, and mitigation of, risk
across the Group
• Supporting the Group Chief Risk Officer in exercising Board-delegated risk
management authority
• Forward-looking Group assessment of the risk environment, analysing the
possible risk impact and taking appropriate action
• Implementation of risk appetite and the risk management framework
• Monitoring all categories of risk and determining appropriate mitigating actions
• Embedding a supportive culture in relation to risk management and controls
The Board committees with responsibility for oversight of risk-related matters are set out on page 213.
108
HSBC Holdings plc Annual Report and Accounts 2020
Our responsibilities
All our people are responsible for identifying and managing
risk within the scope of their roles as part of the three lines of
defence model.
Three lines of defence
To create a robust control environment to manage risks, we use
an activity-based three lines of defence model. This model
delineates management accountabilities and responsibilities
for risk management and the control environment.
The model underpins our approach to risk management by
clarifying responsibility and encouraging collaboration, as well as
enabling efficient coordination of risk and control activities.
The three lines of defence are summarised below:
• The first line of defence owns the risks and is responsible
for identifying, recording, reporting and managing them in line
with risk appetite, and ensuring that the right controls and
assessments are in place to mitigate them.
• The second line of defence challenges the first line of defence
on effective risk management, and provides advice and
guidance in relation to the risk.
• The third line of defence is our Global Internal Audit function,
which provides independent assurance that our risk
management approach and processes are designed and
operating effectively.
Global Risk function
Our Global Risk function, headed by the Group Chief Risk Officer,
is responsible for the Group’s risk management framework. This
responsibility includes establishing global policy, monitoring risk
profiles, and identifying and managing forward-looking risk. Global
Risk is made up of sub-functions covering all risks to our business.
Global Risk forms part of the second line of defence. It is
independent from the global businesses, including sales and
trading functions, to provide challenge, appropriate oversight and
balance in risk/return decisions.
Responsibility for minimising both financial and non-financial risk
lies with our people. They are required to manage the risks of the
business and operational activities for which they are responsible.
We maintain adequate oversight of our risks through our various
specialist risk stewards and the collective accountability held by
our chief risk officers.
Non-financial risk is the risk to achieving our strategy or objectives
as a result of failed internal processes, people and systems, or
from external events. Sound non-financial risk management is
central to achieving good outcomes for our customers.
During 2020, we continued to strengthen the control environment
and our approach to the management of non-financial risk, as
broadly set out in our risk management framework. The
management of non-financial risk focuses on governance and risk
appetite, and provides a single view of the non-financial risks that
matter the most and the associated controls. It incorporates a risk
management system designed to enable the active management
of non-financial risk. Our ongoing focus is on simplifying our
approach to non-financial risk management, while driving more
effective oversight and better end-to-end identification and
management of non-financial risks. This is overseen by the
Operational and Resilience Risk function, headed by the Group
Head of Operational and Resilience Risk.
Stress testing and recovery planning
We operate a wide-ranging stress testing programme that is a key
part of our risk management and capital and liquidity planning.
Stress testing provides management with key insights into the
impact of severely adverse events on the Group, and provides
confidence to regulators on the Group’s financial stability.
Our stress testing programme assesses our capital and liquidity
strength through a rigorous examination of our resilience to
external shocks. As well as undertaking regulatory-driven stress
tests, we conduct our own internal stress tests in order to
understand the nature and level of all material risks, quantify the
impact of such risks and develop plausible business-as-usual
mitigating actions.
The Bank of England (‘BoE’) annual cyclical scenario stress test in
2020 was cancelled and the publication of the results of the 2019
biennial exploratory scenario on liquidity was postponed due to
the Covid-19 outbreak.
Internal stress tests
Our internal capital assessment uses a range of stress scenarios
that explore risks identified by management. They include
potential adverse macroeconomic, geopolitical and operational
risk events, as well as other potential events that are specific to
HSBC.
The selection of stress scenarios is based upon the output of our
identified top and emerging risks and our risk appetite. Stress
testing analysis helps management understand the nature and
extent of vulnerabilities to which the Group is exposed. Using this
information, management decides whether risks can or should be
mitigated through management actions or, if they were to
crystallise, be absorbed through capital and liquidity. This in turn
informs decisions about preferred capital and liquidity levels and
allocations.
In addition to the Group-wide stress testing scenarios, each major
subsidiary conducts regular macroeconomic and event-driven
scenario analyses specific to its region. They also participate, as
required, in the regulatory stress testing programmes of the
jurisdictions in which they operate, such as the Comprehensive
Capital Analysis and Review and Dodd-Frank Act Stress Testing
programmes in the US, and the stress tests of the Hong Kong
Monetary Authority (‘HKMA’). Global functions and businesses
also perform bespoke stress testing to inform their assessment of
risks to potential scenarios.
We also conduct reverse stress tests each year at Group level and,
where required, at subsidiary entity level to understand potential
extreme conditions that would make our business model non-
viable. Reverse stress testing identifies potential stresses and
vulnerabilities we might face, and helps inform early warning
triggers, management actions and contingency plans designed to
mitigate risks.
Recovery and resolution plans
Recovery and resolution plans form part of the integral framework
safeguarding the Group’s financial stability. The Group recovery
plan together with stress testing help us understand the likely
outcomes of adverse business or economic conditions and in the
identification of appropriate risk mitigating actions. The Group is
committed to further developing its recovery and resolution
capabilities in line with the BoE resolvability assessment
framework requirements.
Key developments in 2020
We actively managed the risks resulting from the Covid-19
outbreak and its impacts on our customers and operations during
2020, as well as other key risks described in this section.
In addition, we enhanced our risk management in the following
areas:
• In January 2020, we simplified our approach and articulation of
risk management through the combination of our enterprise
risk management framework and our operational risk
management framework.
• The global model risk policy and associated standards were
revised to improve how we manage model risk and meet
enhanced external expectations.
• We continued to focus on simplifying our approach to non-
financial risk management. We are implementing more
effective oversight and better end-to-end identification and
management of non-financial risks.
• We established the Treasury Risk Management function. This
function is a dedicated second line of defence, providing
independent oversight of treasury activities across capital risk,
liquidity and funding risk, structural foreign exchange risk and
HSBC Holdings plc Annual Report and Accounts 2020
109
Risk review Risk
interest rate risk in the banking book, together with pension
risk.
• We continued to support the business and our customers
throughout the global pandemic, while continuing our focus on
managing financial crime risk. We continued to invest in both
advanced analytics and artificial intelligence, which remain key
components of our next generation of tools to fight financial
crime.
• We combined our Operational Risk and Resilience Risk teams
to form a new Operational and Resilience Risk sub-function.
This sub-function provides robust non-financial risk first line of
defence oversight and risk steward oversight of the
management of risk by the Group’s businesses, functions, legal
entities and critical business services. The sub-function helps to
ensure that the first line of defence is focused firmly on priority
tasks. By bringing the two teams together, we expect to benefit
from improved stewardship, better risk management
capabilities and better outcomes for our customers.
• We established a dedicated Climate Risk Oversight Forum to
shape and oversee our approach to climate risk. We have also
established a climate risk programme to drive the delivery of
our enhanced climate risk management approach.
Top and emerging risks
We use a top and emerging risks process to provide a forward-
looking view of issues with the potential to threaten the execution
of our strategy or operations over the medium to long term.
We proactively assess the internal and external risk environment,
as well as review the themes identified across our regions and
global businesses, for any risks that may require global escalation,
updating our top and emerging risks as necessary.
We define a ‘top risk’ as a thematic issue that may form and
crystallise within one year, and which has the potential to
materially affect the Group’s financial results, reputation or
business model. It may arise across any combination of risk types,
regions or global businesses. The impact may be well understood
by senior management and some mitigating actions may already
be in place.
An ‘emerging risk’ is a thematic issue with large unknown
components that may form and crystallise beyond a one-year time
horizon. If it were to materialise, it could have a material effect on
our long-term strategy, profitability and/or reputation. Existing
mitigation plans are likely to be minimal, reflecting the uncertain
nature of these risks at this stage. Some high-level analysis and/or
stress testing may have been carried out to assess the potential
impact.
Our current top and emerging risks are as follows.
Externally driven
Geopolitical and macroeconomic risks
Our operations and portfolios are exposed to risks associated with
political instability, civil unrest and military conflict, which could
lead to disruption of our operations, physical risk to our staff and/
or physical damage to our assets.
Global tensions over trade, technology and ideology can manifest
themselves in divergent regulatory standards and compliance
regimes, presenting long-term strategic challenges for
multinational businesses.
The Covid-19 outbreak dominated the political and economic
landscape through much of 2020. The twin shocks of a public
health emergency and the resultant economic fallout were felt
around the world, hitting both advanced and emerging markets.
The closure of borders threatened medical and food supplies for
many markets, leading to countries and territories focusing efforts
on building resilient supply chains closer to home. The Covid-19
outbreak and corresponding vaccine roll-out will likely dominate
the political and economic agenda for most of 2021.
Tensions could increase as countries compete for access to the
array of vaccines either under development, approved or pending
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approval, while the potential differences of protection offered by
vaccines, and the speed and scale with which they can be
manufactured and distributed may further add to tensions.
The Covid-19 outbreak also heightened existing US-China
tensions. Tensions span a wide range of issues, including trade,
finance, military, technology and human rights. The Covid-19
outbreak has accelerated US and Chinese efforts to reduce mutual
dependence in strategic industries such as sensitive technology,
pharmaceuticals and precursor chemicals.
A range of tensions in US-China relations could have potential
ramifications for the Group and its customers. These tensions
could include divisions over Hong Kong, US funding of and trading
with strategic Chinese industries and claims of human rights
violations. Some of these tensions have manifested themselves
through actions taken by the governments of the US and China in
2020 and early 2021. These tensions may affect the Group through
the impact of sanctions, including the impact of sanctions on
customers, and could result in regulatory, reputational and market
risks for the Group.
The US has imposed a range of sanctions and trade restrictions on
Chinese persons and companies, focusing on entities the US
believes are involved in human rights violations, information
technology and communications equipment and services, and
military activities, among others. In response, China has
announced a number of sanctions and trade restrictions that
target or provide authority to target foreign officials and
companies, including those in the US. Certain measures are of
particular relevance.
The US Hong Kong Autonomy Act provides 'secondary sanctions’
authority that allows for the imposition of US sanctions against
non-US financial institutions found to be engaged in significant
transactions with certain Chinese individuals and entities subject
to US sanctions as a result of a US determination that these
individuals or entities engaged in activities undermining Hong
Kong’s autonomy. The US has also imposed restrictions on US
persons’ ability to engage in transactions in or relating to publicly
traded securities of a number of prominent Chinese companies.
China has subsequently adopted regulations providing a
framework for specific prohibitions against compliance with, and
private rights of action for damages resulting from, measures that
the government determines have an unjustified extraterritorial
application that impairs Chinese sovereignty.
No penalties have yet been imposed against financial institutions
under any of these measures, and their scope and application
remain uncertain. These and any future measures that may be
taken by the US and China may affect the Group, its customers,
and the markets in which we operate.
It remains unclear the extent to which the new US administration
will affect the current geopolitical tensions, following the
inauguration of President Biden on 20 January 2021. However,
long-term differences between the two nations will likely remain,
which could affect sentiment and restrict global economic activity.
We continue to monitor the situation.
While UK-China relations have historically been shaped by strong
trade and investment, there are also emerging challenges.
Following China’s implementation of the Hong Kong national
security law, the UK offered residency rights and a path to
citizenship to eligible British National (Overseas) passport holders
in Hong Kong. In addition, both the UK and Hong Kong
governments have suspended their extradition treaties with each
other.
As geopolitical tensions rise, the compliance by multinational
corporations with their legal or regulatory obligations in one
jurisdiction may be seen as supporting the law or policy objectives
of that jurisdiction over another, creating additional reputational
and political risks for the Group. We maintain an open dialogue
with our regulators on the impact of legal and regulatory
obligations on HSBC's business and customers.
China’s expanding data privacy and cybersecurity laws could pose
potential challenges to intra-group data sharing, especially within
the Greater Bay Area. China’s draft Personal Information
Protection Law and Data Security Law, if passed in their current
forms, could increase financial institutions’ compliance burdens in
respect of cross-border transfers of personal information. In Hong
Kong, there is also an increasing focus by regulators on the use of
data and artificial intelligence. Use of personal data through digital
platforms for initiatives in the Greater Bay Area may need to take
into account these evolving data privacy and cybersecurity
obligations.
Emerging and frontier markets have suffered particularly heavily
from the Covid-19 outbreak, in light of healthcare shortcomings,
widespread labour informality, exposure to commodities
production and often weak policy frameworks and buffers.
Multilateral institutions have mobilised support for the weaker
frontier markets, with the World Bank and G-20 marshalling efforts
to implement a standstill on debt to public sector institutions. The
International Monetary Fund has also, to date, made
approximately $106bn in emergency funds available to over 80
countries. However, negotiations on debt to the private sector will
likely prove more difficult, and may result in sovereign debt
restructuring and defaults for several countries. Most developed
markets are expected to recover from the crisis, as
macroeconomic policies remain highly accommodative. However,
permanent business closures and job losses in some sectors will
likely prevent several developed markets from achieving pre-crisis
growth rates or activity levels in the near term. These countries
and territories should be able to shoulder the higher public deficits
and debts necessary to offset private sector weaknesses, given
the continuing low cost of servicing public debt. However, some
continental European countries entered the Covid-19 crisis on a
weak economic and fiscal footing and suffered high healthcare
and economic costs. Although substantial joint EU monetary and
fiscal measures should help support recoveries and keep debt
servicing costs down at least through 2021, there are concerns
that permanently higher debt burdens will eventually lead to
investors questioning their sustainability. Renewed government
restrictions in response to new waves of infections will put further
pressure on these economies.
Central banks have reduced interest rates in most financial
markets due to the adverse impact on the path for economic
recovery from the Covid-19 outbreak, which has in turn increased
the likelihood of negative interest rates. This raises a number of
risks and concerns, such as the readiness of our systems and
processes to accommodate zero or negative rates, the resulting
impacts on customers, and the financial implications given the
significant impact that prolonged low interest rates have had, and
may continue to have, on our net interest income. For some
products, we have floored deposit rates at zero or made decisions
not to charge negative rates. This, alongside loans repriced at
lower rates, will result in our commercial margins being
compressed, which is expected to be reflected in our profitability.
The pricing of this risk will need to be carefully considered. These
factors may challenge the long-term profitability of the banking
sector, including HSBC, and will be considered as part of the
Group’s transformation programme.
A Trade and Cooperation Agreement between the EU and the UK
was agreed on 24 December 2020 and ratified by the UK on 30
December 2020. This avoids the imposition of tariffs and quotas
on UK-EU goods trade, and thus a more material setback to the
expected gradual recovery of the UK and EU economies from
recessions caused by the Covid-19 outbreak. However, the new
trading relationship features non-tariff barriers, and leaves several
aspects of the broader relationship, including financial services
trade, for further negotiation. While it is too early to assess the full
economic impact, the UK’s exit from the EU may lead to an
increase in market volatility and economic risk, particularly in the
UK, which could adversely impact our profitability and prospects
for growth in this market. For further details on our approach to
the UK’s withdrawal from the EU, see ‘Areas of special interest’ on
page 116.
The contraction in the global economy during 2020 has had
varying effects on our customers, with many of them experiencing
financial difficulties. This has resulted in an increase in expected
credit losses (‘ECL’) and risk-weighted assets (‘RWAs’). For further
details on customer relief programmes, see page 142. For further
details on RWAs, see page 174.
Mitigating actions
• We closely monitor economic developments in key markets
and sectors and undertake scenario analysis. This helps enable
us to take portfolio actions where necessary, including
enhanced monitoring, amending our risk appetite and/or
reducing limits and exposures.
• We stress test portfolios of particular concern to identify
sensitivity to loss under a range of scenarios, with management
actions being taken to rebalance exposures and manage risk
appetite where necessary.
• We undertake regular reviews of key portfolios to help ensure
that individual customer or portfolio risks are understood and
our ability to manage the level of facilities offered through any
downturn is appropriate.
• We continually monitor the geopolitical outlook, in particular in
countries where we have material exposures and/or a
significant physical presence. We have also established
dedicated forums to monitor geopolitical developments.
• We continue to carry out contingency planning following the
UK’s withdrawal from the EU and we are assessing the
potential impact on our portfolios, operations and staff. This
includes the possibility of disputes arising from differing
interpretations of the Trade and Cooperation Agreement and
other aspects of the bilateral relationship.
• We have taken steps to enhance physical security in those
geographical areas deemed to be at high risk from terrorism
and military conflicts.
Climate-related risks
Climate change can have an impact across HSBC’s risk taxonomy
through both transition and physical channels. Transition risk can
arise from the move to a low-carbon economy, such as through
policy, regulatory and technological changes. Physical risk can
arise through increasing severity and/or frequency of severe
weather or other climatic events, such as rising sea levels and
flooding.
These have the potential to cause both idiosyncratic and systemic
risks, resulting in potential financial and non-financial impacts for
HSBC. Financial impacts could materialise if transition and
physical risks impact the ability of borrowers to repay their loans.
Non-financial impacts could materialise if our own assets or
operations are impacted by extreme weather or chronic changes
in weather patterns, or as a result of business decisions to achieve
our climate ambition.
Climate risks increased over 2020, primarily as a result of the pace
and volume of policy and regulatory changes. These impacted the
Group both directly and indirectly through our customers.
Mitigating actions
• A dedicated Climate Risk Oversight Forum is responsible for
shaping and overseeing our approach to climate risk to provide
support in managing the Group climate-related risks that are
outside of our risk appetite. We have also established a climate
risk programme to drive the delivery of our plans relating to the
enhancement of our risk management approach.
• The Group’s risk appetite statement has been enhanced with
quantitative metrics to articulate the risks from climate change
and embed climate risk into our risk management framework.
We established a transition risk framework to gain a better
understanding of our exposure to the highest transition risk
sectors.
• We implement sustainability risk policies as part of our
reputational risk framework. We focus our policies on sensitive
sectors that may have a high adverse impact on people or on
the environment and in which we have a significant number of
customers. These include sectors with potentially high-carbon
impacts.
HSBC Holdings plc Annual Report and Accounts 2020
111
Risk review
Risk
• We have conducted a climate stress test pilot to inform the
development of our approach to climate risk management. This
pilot also aims to help us prepare and build the necessary
capabilities to execute the Bank of England’s climate biennial
exploratory scenario in 2021.
• We continue to engage with our customers, investors and
regulators proactively when compiling and disclosing the
information needed to manage climate risk. We also engage
with initiatives actively, including the Climate Financial Risk
Forum, Equator Principles, Taskforce on Climate-related
Financial Disclosures and CDP (formerly the Carbon Disclosure
Project) to drive best practice for climate risk management.
For further information, see our TCFD report on page 20.
Ibor transition
Interbank offered rates (‘Ibors’) are used to set interest rates on
hundreds of trillions of US dollars of different types of financial
transactions and are used extensively for valuation purposes, risk
measurement and performance benchmarking.
The UK’s Financial Conduct Authority (‘FCA’) announced in July
2017 that it would no longer continue to persuade or require panel
banks to submit rates for the London interbank offered rate
(‘Libor’) after 2021. In addition, the 2016 EU Benchmark
Regulation, which aims to ensure the accuracy, robustness and
integrity of interest rate benchmarks, has resulted in other
regulatory bodies reassessing their national benchmarks. As a
result, industry-led national working groups are actively discussing
the mechanisms for an orderly transition of five Libor currencies,
four Asia-Pacific benchmarks that reference US dollar Libor, the
Euro Overnight Index Average (‘Eonia’), the Singapore interbank
offered rate (‘Sibor’), and the Turkish Lira interbank offered rate
(‘TRLibor’) to their chosen replacement rates.
The transition process away from Ibors, including the transition of
legacy contracts that reference Ibors, exposes HSBC to material
execution risks, and increases some financial and non-financial
risks.
As our Ibor transition programme progresses into the execution
phase, resilience and operational risks are heightened. This is due
to an expected increase in the number of new near risk-free rate
('RFR') products being rolled out, compressed timelines for the
transition of legacy Ibor contracts and the extensive systems and
process changes required to facilitate both new products and the
transition. This is being exacerbated by the current interest rate
environment where low Libor rates, in comparison with
replacement RFRs, could affect decisions to transition contracts
early, further compressing transition timelines. Regulatory
compliance, legal and conduct risks may also increase as a result
of both the continued sale of products referencing Ibors, and the
sale of new products referencing RFRs, principally due to the lack
of established market conventions across the different RFR
products, and the compressed timelines for transition.
Financial risks resulting from the discontinuation of Ibors and the
development of market liquidity in RFRs will also affect HSBC
throughout transition. The differences in Ibor and RFR interest
rates will create a basis risk that we need to actively manage
through appropriate financial hedging. Basis risk in the trading
book and in the banking book may arise out of the asymmetric
adoption of RFRs across assets and liabilities and across
currencies and products. In addition, this may limit the ability to
hedge effectively.
The continued orderly transition from Ibors continues to be the
programme’s key objective through 2021 and can be broadly
grouped into two workstreams: the development of alternative
rate and RFR product capabilities and the transition of legacy Ibor
contracts.
Development of alternative rate and RFR product capabilities
All of our global businesses have actively developed and
implemented system and operational capabilities for alternative
rates, such as base or prime rates and RFR products during 2020.
Several key RFR product transactions were undertaken within the
wholesale, Wealth and Personal Banking and Markets and
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Securities Services business areas. The offering of RFR products is
expected to be expanded, with further releases for products
referencing the Sterling Overnight Index Average (‘Sonia’) and the
Secured Overnight Financing Rate (‘SOFR’) set for the first half of
2021, in addition to products linked to other RFRs set to be
released throughout 2021.
These developments and the reduced suitability of Ibor products
have enabled HSBC to cease selling certain Ibor-linked products.
Notably, the origination of US adjustable rate mortgages linked to
Libor has ceased, and Libor-linked loan products have been
demised for Business Banking and mid-market enterprise
segments in certain countries, where suitable alternatives are
available.
While Ibor sales do continue for a number of product lines, Ibor
exposures that have post-2021 maturities are reducing, aided by
market compression of Ibor trades, and undertaking new
transactions in alternative rate and replacement RFR products, as
market liquidity builds.
Transition legacy contracts
In addition to offering alternative rate and replacement RFR
products, the development of new product capabilities will also
help facilitate the transition of legacy Ibor and Eonia products.
HSBC has begun to engage clients to determine their ability to
transition in line with the readiness of alternative rate and
replacement RFR products. The Covid-19 outbreak and the
interest-rate environment may have affected clients’ abilities to
transition early, and has resulted in compressed timelines for the
transition of legacy Ibor contracts. However, for some US dollar
Libor legacy contracts, this timing risk may be mitigated in part by
the recent announcement by the Libor benchmark administrator,
ICE Benchmark Administration Limited (‘IBA’), to consult on
extending the publication of overnight and one, three, six and 12
month US dollar Libor settings to 30 June 2023. Despite the
proposed extension, regulatory and industry guidance has been
clear that market participants should cease writing new US dollar
Libor contracts as soon as is practicable, and in any event by the
end of 2021 for the majority of products. While the extended
deadline will result in additional US dollar Libor transactions
maturing before cessation, not all of them will, so it is possible
that other proposed solutions, including legislative relief, will still
be needed.
The Group continues to have Ibor and Eonia derivatives, loan and
bond exposures maturing beyond 2021.
For the derivatives exposures, HSBC’s main trading entities have
adhered to the adoption of the International Swaps and
Derivatives Association (‘ISDA’) protocol as a fallback provision,
which came into effect in January 2021, and the successful
changes made by clearing houses to discount derivatives using
the euro short-term rate (‘€STR’) and SOFR, to reduce the risk of a
disorderly transition of the derivatives market.
For HSBC’s loan book, our global businesses have developed
commercial strategies that include active client engagement and
communication, providing detailed information on RFR products to
determine our clients’ abilities to transition to a suitable alternative
rate or replacement RFR product, before Ibor cessation.
With respect to HSBC’s legacy bond issuances referencing Ibors
that may be subject to demise, we continue to assess the terms of
those bond issuances and a variety of transition options, with a
view to implementing, through 2021 and beyond, transition plans
that we expect to be value neutral and in line with market practice.
The timing of that implementation will depend on a variety of
factors, including the expected timing for the demise of the
relevant Ibor rate. The success of these transition plans will, to a
certain extent, also depend on the participation and engagement
of third-party market participants. In addition, bond issuances that
reference Ibors by certain issuing entities in the Group also
reduced during 2020, with such entities opting to issue bonds that
reference RFRs such as Sonia and SOFR. For those bonds where
HSBC is the paying agent, there remains dependence on
engagement of third-party market participants in the transition
process of their issued debt.
Mitigating actions
• Our global Ibor transition programme continues to assist in
progressing towards an orderly transition to alternative
benchmarks and replacement RFRs for our business and our
clients, which is overseen by the Group Chief Risk Officer.
• We have widened the scope of the global Ibor transition
programme to include additional interest rate benchmarks,
where plans are in place to demise those benchmarks in the
near future.
• We assess, monitor and dynamically manage risks, and
implement specific mitigating controls when required.
• We continue to engage with regulatory and industry bodies
actively to mitigate risks relating to hedge accounting changes,
multiple RFR market conventions, and so-called ‘tough legacy’
contracts that have no appropriate replacements or no
likelihood of renegotiation to transition. This includes providing
feedback and responses on recent IBA and FCA consultations.
Financial instruments impacted by Ibor reform
• We have and continue to carry out extensive training,
(Audited)
communication and client engagement to facilitate appropriate
selection of products.
• We have dedicated teams in place to support the development
of and transition to alternative rate and replacement RFR
products.
• We are implementing IT and operational changes to enable a
longer transition window.
• We met the third quarter of 2020 regulatory endorsed
milestones for implementing changes to contractual
documentation and the clearing house-led transition to RFR
discounting for derivatives.
• We actively compressed derivative contracts and are targeting
regulatory endorsed and industry-agreed milestones for the
cessation of new issuance of Libor transactions maturing
post-2021. These include the first quarter 2021 for sterling Libor
and the second quarter 2021 for US dollar Libor. This led to a
reduction in the Group’s Ibor portfolio of financial instruments.
• We are undertaking reviews of existing Ibor hedge accounting
strategies and have implemented policy and entity tools in
respect of regulatory reliefs.
Interest Rate Benchmark Reform Phase 2, the amendments to
IFRSs issued in August 2020, represents the second phase of the
IASB’s project on the effects of interest rate benchmark reform.
The amendments address issues affecting financial statements
when changes are made to contractual cash flows and hedging
relationships.
Under these amendments, changes made to a financial instrument
measured at other than fair value through profit or loss that are
economically equivalent and required by interest rate benchmark
reform, do not result in the derecognition or a change in the
carrying amount of the financial instrument. Instead they require
the effective interest rate to be updated to reflect the change in
the interest rate benchmark. In addition, hedge accounting will not
be discontinued solely because of the replacement of the interest
rate benchmark if the hedge meets other hedge accounting
criteria.
These amendments applied from 1 January 2021 with early
adoption permitted. HSBC adopted the amendments from
1 January 2020.
At 31 Dec 2020
Non-derivative financial assets2
Non-derivative financial liabilities2
Derivative notional contract amount
Financial instruments yet to transition to alternative
benchmarks, by main benchmark
USD Libor
GBP Libor
JPY Libor
$m
$m
$m
Others1
$m
94,148
33,602
46,587
7,183
371
10,763
1,548
549
3,045,337 1,196,865
508,200
514,959
1 Comprises financial instruments referencing other significant benchmark rates yet to transition to alternative benchmarks (Euro Libor, Swiss franc
Libor, Eonia, SOR, MIFOR, THBFIX, PHIREF, TRLibor and Sibor).
2 Gross carrying amount excluding allowances for expected credit losses.
The amounts in the above table relate to HSBC’s main operating
entities where HSBC has material exposures impacted by Ibor
reform, including in the UK, Hong Kong, France, the US, Mexico,
Canada, Singapore, the UAE, Bermuda, Australia, Qatar, Germany,
Japan and Thailand. The amounts provide an indication of the
extent of the Group’s exposure to the Ibor benchmarks that are
due to be replaced. Amounts are in respect of financial
instruments that:
• contractually reference an interest rate benchmark that is
planned to transition to an alternative benchmark;
• have a contractual maturity date after 31 December 2021, the
date by which Libor is expected to cease; and
• are recognised on HSBC’s consolidated balance sheet.
The administrator of Libor, IBA, has announced a proposal to
extend the publication date of most US dollar Libor tenors until
30 June 2023. Publication of one-week and two-month tenors will
cease after 31 December 2021. This proposal, if endorsed, would
reduce the amounts presented in the above table as some
financial instruments included will reach their contractual maturity
date prior to 30 June 2023.
Financial crime risk environment
Financial institutions remain under considerable regulatory
scrutiny regarding their ability to prevent and detect financial
crime. Financial crime threats continue to evolve, often in tandem
with increased geopolitical developments and tensions, posing
challenges for financial institutions to keep abreast of
developments and manage conflicting laws. In particular, during
2020, the escalating US-China tensions had significant impacts on
sanctions and export control legal and regulatory regimes.
The global economic slowdown as a result of the Covid-19
outbreak, and the resulting rapid deployment of government relief
measures to support individuals and businesses, have increased
the risk of fraud. Developments around virtual currencies,
stablecoins and central bank digital currencies have continued,
with the industry’s financial crime risk assessment and
management frameworks in their early stages. The evolving
regulatory environment presents an execution challenge. We
continue to face increasing challenges presented by national data
privacy requirements in a global organisation, which may affect
our ability to manage financial crime risks effectively. There has
also been an increase in media and public scrutiny on how
financial crime is managed within financial institutions.
Mitigating actions
• We continue to enhance our financial crime risk management
capabilities. We are investing in next generation capabilities to
fight financial crime through the application of advanced
analytics and artificial intelligence. We continue to monitor
geopolitical developments closely and the impacts on our
financial crime controls.
• We are strengthening and investing in our fraud controls, to
introduce next generation anti-fraud capabilities to protect both
our customers and the Group.
• We have developed procedures and controls to manage the
risks associated with direct and indirect exposure to virtual
currencies. We continue to monitor external developments. We
HSBC Holdings plc Annual Report and Accounts 2020
113
Risk review
Risk
continue to educate our staff on emerging digital products and
associated risks.
crime groups and to collaborate in fighting, detecting and
preventing cyber-attacks on financial organisations.
• We continue to monitor external developments on stablecoins
and central bank digital currencies, engaging with central
banks and regulators on financial crime risk management.
Internally driven
Data management
• We continue to work with jurisdictions and relevant
international bodies to address data privacy challenges through
international standards, guidance and legislation to help enable
effective management of financial crime risk.
• We continue to take steps designed to ensure that the reforms
we have put in place are both effective and sustainable over the
long term.
• We continue to work closely with our regulators and engage in
public-private partnerships, playing an active role in shaping
the industry’s financial crime controls for the future.
Regulatory compliance risk environment including
conduct
Financial service providers continue to face numerous regulatory
and supervisory requirements, particularly in the areas of capital
and liquidity management, conduct of business, financial crime,
internal control frameworks, the use of models and the integrity of
financial services delivery. The competitive landscape in which the
Group operates may be significantly altered by future regulatory
changes and government intervention. Regulatory changes,
including those driven by geopolitical issues, such as US-China
tensions and those resulting from the UK’s exit from the EU, may
affect the activities of the Group as a whole, or of some or all of its
principal subsidiaries. For further details, see page 110.
Mitigating actions
• We engage, wherever possible, with governments and
regulators in the countries and territories in which we operate,
to help ensure that new requirements are considered properly
and can be implemented effectively. In particular, we were
proactive with the global policy changes issued in response to
the Covid-19 outbreak to help our customers and contribute to
an economic recovery.
• We have had regular meetings with all relevant authorities to
discuss strategic contingency plans, including those arising
from geopolitical issues.
Cyber threat and unauthorised access to systems
Together with other organisations, we continue to operate in an
increasingly hostile cyber threat environment, which requires
ongoing investment in business and technical controls to defend
against these threats.
Key threats include unauthorised access to online customer
accounts, advanced malware attacks, attacks on our third-party
suppliers and security vulnerabilities being exploited.
Mitigating actions
• We continually evaluate threat levels for the most prevalent
attack types and their potential outcomes. To further protect
HSBC and our customers and help ensure the safe expansion of
our global business lines, we strengthen our controls to reduce
the likelihood and impact of advanced malware, data leakage,
exposure through third parties and security vulnerabilities.
• We continue to enhance our cybersecurity capabilities,
including Cloud security, identity and access management,
metrics and data analytics, and third-party security reviews. An
important part of our defence strategy is ensuring our
colleagues remain aware of cybersecurity issues and know how
to report incidents.
• We report and review cyber risk and control effectiveness
quarterly at executive and non-executive Board level. We also
report across our global businesses, functions and regions to
help ensure appropriate visibility and governance of the risk
and mitigating actions.
• We participate globally in several industry bodies and working
groups to share information about tactics employed by cyber-
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We use a large number of systems and applications to support key
business processes and operations. To manage the risk of error,
HSBC employs data controls at the point of capture, transfer and
consumption. Along with other organisations, we also need to
meet external/regulatory obligations such as the General Data
Protection Regulation (‘GDPR’) and Basel III.
Mitigating actions
• We are improving data quality across a large number of
systems globally. Our data management, aggregation and
oversight continues to strengthen and enhance the
effectiveness of internal systems and processes. We are
implementing data controls for end-to-end critical processes to
improve our data capture at the point of entry and throughout
the data lifecycle.
• Through our global data management framework we are
expanding and enhancing our data governance processes to
help monitor the quality of critical customer, product, reference
and transaction data proactively and resolve associated data
issues in a timely manner.
• We continue to modernise our data and analytics infrastructure
through investments in advanced capabilities in Cloud,
visualisation, machine learning and artificial intelligence
platforms.
• We help protect customer data via our global data privacy
framework programme, which establishes data privacy
practices, design principles and guidelines that help enable us
to demonstrate compliance with data privacy laws and
regulations in the jurisdictions in which we operate.
• To help our employees keep abreast of data privacy laws and
regulations we hold data privacy awareness training,
highlighting our commitment to protect personal data for our
customers, employees and other stakeholders.
Model risk management
Model risk arises whenever business decision making includes
reliance on models. We use models in both financial and non-
financial contexts, as well as in a range of business applications
such as customer selection, product pricing, financial crime
transaction monitoring, creditworthiness evaluation and financial
reporting. Assessing model performance is a continuous
undertaking. Models can need redevelopment as market
conditions change. This was required following the outbreak of
Covid-19 as some models used for estimating credit losses needed
to be redeveloped due to the dramatic change to inputs including
GDP, unemployment rates and housing prices.
Prior to the Covid-19 outbreak a key area of focus was improving
and enhancing our model risk governance, and this activity
continued throughout 2020. We prioritised the redevelopment of
internal ratings-based (‘IRB’) and internal models methods (‘IMM’)
models, in relation to counterparty credit, as part of the IRB repair
and Basel III programmes with a key focus on enhancing the
quality of data used as model inputs.
Mitigating actions
• We enhanced the monitoring and review of loss model
performance through our Model Risk Management function as
part of a broader quarterly process to determine loss levels. The
Model Risk Management team aims to provide strong and
effective review and challenge of any future redevelopment of
these models.
• We appointed model risk stewards for each of the global
businesses and functions to support, oversee and guide the
global businesses and functions on model risk management.
The risk stewards will provide close monitoring of changes in
model behaviour, working closely with business and function
model owners and sponsors.
• We worked with the model owners of IRB models and traded
risk models to increase our engagement on management of
model risk with key regulators including the Prudential
Regulation Authority (‘PRA’).
• We updated the model risk policy and introduced model risk
standards to enable a more risk-based approach to model risk
management.
• We refreshed the model risk controls through the risk control
assessment process. Employees who work in the first line of
defence are expected to complete testing using the new
enhanced controls in order to assess and understand model
risk across the global businesses and key geographies.
• We upgraded the Group model inventory system to provide
more granular measurement and management of model risk for
multiple applications of a single model.
• We are redeveloping our IRB and IMM models for counterparty
credit and our internal models approach (‘IMA’) for traded risk
models. These will be submitted for PRA approval over the next
two years.
Risks arising from the receipt of services from
third parties
We use third parties for the provision of a range of services, in
common with other financial service providers. Risks arising from
the use of third-party service providers may be less transparent
and therefore more challenging to manage or influence. It is
critical that we ensure we have appropriate risk management
policies, processes and practices. These should include adequate
control over the selection, governance and oversight of third
parties, particularly for key processes and controls that could
affect operational resilience. Any deficiency in our management of
risks arising from the use of third parties could affect our ability to
meet strategic, regulatory or customer expectations.
Mitigating actions
• We continue to embed our delivery model in the first line of
defence led by a global third-party management team, which
works closely with our global businesses, global functions and
regions. We have deployed processes, controls and technology
to assess third-party service providers against key criteria and
associated control monitoring, testing and assurance. This
includes requesting third-party service providers to attest to
HSBC’s ethical code of conduct during onboarding.
• A dedicated oversight forum in the second line of defence
monitors the embedding of policy requirements and
performance against risk appetite.
• We delivered a major programme involving our global
businesses, global functions and regions to help ensure that we
are compliant with our third-party risk policy.
• We reviewed our external supplier engagements to ensure that
they meet our third-party risk quality standards including
remediation where necessary.
• We implemented a new process for risk assessing our internal
group service providers and ensuring that services we provide
to other parts of our business also meet defined standards.
Risks associated with workforce capability, capacity
and environmental factors with potential impact on
growth
Our success in delivering our strategic priorities and managing the
regulatory environment proactively depends on the development
and retention of our leadership and high-performing employees.
The ability to continue to attract, develop and retain competent
individuals in an employment market impacted by the Covid-19
outbreak is challenging particularly due to organisational
restructuring. Changed working arrangements, local Covid-19
restrictions and health concerns during the pandemic also impact
on employee mental health and well-being.
Mitigating actions
• We have put in place measures to help support our people so
they are able to work safely during the Covid-19 outbreak.
While our approach to workplace recovery around the world is
consistent, the measures we take in different locations are
specific to their environment.
• We promote a diverse and inclusive workforce and provide
active support across a wide range of health and well-being
activities. We continue to build our speak-up culture through
active campaigns.
• We monitor people risks that could arise due to organisational
restructuring, helping to ensure we manage redundancies
sensitively and support impacted employees.
• We launched the Future Skills curriculum through HSBC
University to help provide critical skills that will enable
employees and HSBC to be successful in the future.
• We continue to develop succession plans for key management
roles, with actions agreed and reviewed on a regular basis by
the Group Executive Committee.
• We have robust plans in place, driven by senior management,
to mitigate the effects of external factors that may impact our
employment practices. Political and regulatory challenges are
closely monitored to minimise the impact on the attraction and
retention of talent and key performers.
IT systems infrastructure and resilience
We are committed to investing in the reliability and resilience of
our IT systems and critical services. We do so to protect our
customers and ensure they are not impacted by disruption to
services.
Mitigating actions
• We continue to invest in transforming how software solutions
are developed, delivered and maintained, with a particular
focus on providing high-quality, stable and secure services. We
concentrate on improving system resilience and service
continuity testing. We have enhanced the security features of
our software development life cycle and improved our testing
processes and tools.
• We upgraded many of our IT systems, simplified our service
provision and replaced older IT infrastructure and applications.
These enhancements led to continued global improvements in
service availability during 2020 for both our customers and
employees.
Change execution risk
In February 2020, we announced our plans to restructure our
business, reallocate freed-up capital into higher-growth and
higher-return businesses and markets, and to simplify our
organisation and reduce costs. Our success in delivering our
strategic priorities and continuing to address regulatory change
and other top and emerging risks is dependent on the effective
and safe delivery of change across the Group.
Mitigating actions
• We have established a global transformation programme to
deliver the commitments made in February 2020. The
programme is overseen by members of the Group Executive
Committee. Related execution risks across the initiatives,
including their sequencing and prioritisation, are being
monitored and managed. Many of the initiatives impact our
staff and require continued investment in technology.
• We continue to work to strengthen our change management
practices to deliver sustainable change. These include
increased adoption across the Group of Agile ways of working
to deliver change.
HSBC Holdings plc Annual Report and Accounts 2020
115
Risk review Risk
Areas of special interest
During 2020, a number of areas were identified and considered as
part of our top and emerging risks because of the effect they may
have on the Group. While considered under the themes captured
under top and emerging risks, in this section we have placed a
particular focus on the Covid-19 outbreak and the UK withdrawal
from the EU.
Risks related to Covid-19
The Covid-19 outbreak and its effect on the global economy have
impacted our customers and our performance, and the future
effects of the outbreak remain uncertain. The outbreak
necessitated governments to respond at unprecedented levels to
protect public health, local economies and livelihoods. It has
affected regions at different times and to varying degrees as it has
developed. The varying government support measures and
restrictions in response have added challenges, given the rapid
pace of change and significant operational demands. The speed at
which countries and territories will be able to unwind the
government support measures and restrictions and return to pre-
Covid-19 economic levels will vary based on the levels of infection,
local governmental decisions and access to and ability to roll out
vaccines. There remains a risk of subsequent waves of infection,
as evidenced by the recently emerged more transmissible variants
of the virus. Renewed outbreaks emphasise the ongoing threat of
Covid-19 even in countries that have recorded lower than average
cases so far.
Government restrictions imposed around the world to limit the
spread of Covid-19 resulted in a sharp contraction in global
economic activity during 2020. At the same time governments
also took steps designed to soften the extent of the damage to
investment, trade and labour markets. Our Central scenario used
to calculate impairment assumes that economic activity will
gradually recover over the course of 2021. In this scenario,
recovery will be supported by a successful roll-out of vaccination
programmes across our key markets, which, coupled with
effective non-pharmacological measures to contain the virus, will
lead to a decline in infections over the course of the year.
Governments and central banks are expected to continue to work
together across many of our key markets to ensure that
households and firms receive an appropriate level of financial
support until restrictions on economic activity and mobility can be
materially eased. Such support is intended to ensure that labour
and housing markets do not experience abrupt, negative
corrections. It is also intended to limit the extent of long-term
structural damage to economies. There is a high degree of
uncertainty associated with economic forecasts in the current
environment and there are significant risks to our Central scenario.
The degree of uncertainty varies by market, driven by country-
specific trends in the evolution of the pandemic and associated
policy responses. As a result, our Central scenario for impairment
has not been assigned an equal likelihood of occurrence across
our key markets. For further details of our Central and other
scenarios see ‘Measurement uncertainty and sensitivity analysis’
on page 127.
There is a material risk of a renewed drop in economic activity.
The economic fallout from the Covid-19 outbreak risks increasing
inequality across markets that have already suffered from social
unrest. This will leave the burden on governments and central
banks to maintain or increase fiscal and monetary stimulus. After
financial markets suffered a sharp fall in the early phases of the
spread of Covid-19, they rebounded but still remain volatile.
Depending on the long-term impact on global economic growth,
financial asset prices may suffer a further sharp fall.
Governments and central banks in major economies have
deployed extensive measures to support their local populations.
Measures implemented by governments have included income
support to households and funding support to businesses. Central
bank measures have included cuts to policy rates, support to
funding markets and asset purchases. These measures are being
extended in countries where further waves of the Covid-19
outbreak are prompting renewed government restrictions. Central
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HSBC Holdings plc Annual Report and Accounts 2020
banks are expected to maintain record-low interest rates for a
considerable period of time and the debt burden of governments is
expected to rise significantly.
We initiated market-specific measures to support our personal and
business customers through these challenging times. These
included mortgage assistance, payment holidays, the waiving of
certain fees and charges, and liquidity relief for businesses facing
market uncertainty and supply chain disruption. We are also
working closely with governments, and supporting national
schemes that focus on the parts of the economy most impacted
by Covid-19. In the UK, this included providing access to the
various government support schemes from the beginning. In Hong
Kong, we provided prompt liquidity relief to businesses facing
market uncertainty and supply chain pressures. For further details
of our customer relief programmes, see page 142.
Central bank and government actions and support measures taken
in response to the Covid-19 outbreak, and our responses to those,
have created, and may in the future create restrictions in relation
to capital. This has limited and may in the future limit
management's flexibility in managing the business and taking
action in relation to capital distribution and capital allocation. For
example, in response to a written request from the PRA, we
cancelled the fourth interim dividend for 2019 of $0.21 per
ordinary share. We also announced that we would make no
quarterly or interim dividend payments or accruals in respect of
ordinary shares until the end of 2020. Following this, in December
2020 the PRA announced a temporary approach to shareholder
distributions for 2020 in which it set out a framework for board
decisions on dividends. After considering the requirements of the
temporary approach, the Board announced an interim dividend for
2020 of $0.15 per ordinary share.
The rapid introduction and varying nature of the government
support schemes, as well as customer expectations, has led to
risks as the Group implements large-scale changes in a short
period of time. This has led to increased operational risks,
including complex conduct considerations, increased reputational
risk and increased risk of fraud. These risks are likely to be
heightened further as and when those government support
schemes are unwound. Central bank and government actions and
support measures, and our responses to those, have also led to
increased litigation risk, including lawsuits that have been and
may continue to be brought in connection with our cancellation of
the fourth interim dividend for 2019.
At 31 December 2020, our CET1 ratio was 15.9%, compared with
14.7% at 31 December 2019, and our liquidity coverage ratio
(‘LCR’) was 139%. Our capital, funding and liquidity position is
expected to help us to continue supporting our customers
throughout the Covid-19 outbreak.
In many of our markets the Covid-19 outbreak has led to a
worsening of economic conditions and increased uncertainty,
which has been reflected in higher ECL reserves. Furthermore,
credit losses may increase due to exposure to vulnerable sectors
of the economy such as retail, hospitality and commercial real
estate. The impact of the pandemic on the long-term prospects of
businesses in these sectors is uncertain and may lead to
significant credit losses on specific exposures, which may not be
fully captured in ECL estimates. In addition, in times of stress,
fraudulent activity is often more prevalent, leading to potentially
significant credit or operational losses.
The significant changes in economic and market drivers, customer
behaviours and government actions caused by Covid-19 have
materially impacted the performance of financial models. ECL
model performance has been significantly impacted, which has
increased reliance on management judgement in determining the
appropriate level of ECL estimates. The reliability of ECL models
under these circumstances has also been impacted by the
unprecedented response from governments to provide a variety of
economic stimulus packages to support livelihoods and
businesses. Historical observations on which the models were
built do not reflect these unprecedented support measures. We
continue to monitor credit performance against the level of
government support and customer relief programmes.
In order to address some model limitations and performance
issues, we redeveloped some of the key models used to calculate
ECL estimates. These models have been independently validated
by the Model Risk Management team and assessed as having the
ability to deliver reliable credit loss estimates. While this reduced
the reliance on management judgement for determining ECL
estimates, the current uncertain economic outlook, coupled with
the expected end to government support schemes, resulted in
judgemental post-model adjustments still being required. The
Model Risk Management team is reviewing IFRS 9 model
performance at the country and Group level on a quarterly basis to
assess whether or not the models in place can deliver reliable
outputs.
These assessments provide the credit teams with a view of model
reliability. The redevelopment of IFRS 9 models will continue as
the economic consequences of the Covid-19 outbreak become
clearer over time, economic conditions normalise and actual credit
losses occur.
As a result of the Covid-19 outbreak, business continuity
responses were implemented and the majority of service level
agreements have been maintained. We have not experienced any
major impacts to the supply chain from our third-party service
providers due to the pandemic. The risk of damage or theft to our
physical assets or criminal injury to our employees remains
unchanged and no significant incidents have impacted our
buildings or staff.
There remain significant uncertainties in assessing the duration of
the Covid-19 outbreak and its impact. The actions taken by various
governments and central banks, in particular in the UK, mainland
China, Hong Kong and the US, provide an indication of the
potential severity of the downturn and post-recovery environment,
which from a commercial, regulatory and risk perspective could be
significantly different to past crises and persist for a prolonged
period. A continued prolonged period of significantly reduced
economic activity as a result of the impact of the outbreak could
have a materially adverse effect on our financial condition, results
of operations, prospects, liquidity, capital position and credit
ratings. We continue to monitor the situation closely, and given
the novel or prolonged nature of the outbreak, additional
mitigating actions may be required.
UK withdrawal from the European Union
The UK left the EU on 31 January 2020 and entered a transition
period until 31 December 2020. A Trade and Cooperation
Agreement between the EU and the UK was agreed on
24 December 2020 and ratified by the UK on 30 December 2020. It
includes a joint declaration of cooperation, and in the coming
months both parties are expected to enter discussions with the
aim of agreeing a Memorandum of Understanding establishing the
framework for this cooperation. As expected, the financial
passporting arrangement expired at the end of the transition
period, and therefore financial institutions in the UK including
HSBC Bank plc and HSBC UK lost their EU regulatory permissions
to continue servicing clients in the European Economic Area
(‘EEA’) from 1 January 2021. The Trade and Cooperation
Agreement mainly focused on goods and services but also
covered a wide range of other areas, including competition, state
aid, tax, fisheries, transport, data and security. However, it
included limited elements on financial services, and, as a result,
did not change HSBC’s planning in relation to the UK’s withdrawal
from the EU.
Our programme to manage the impact of the UK withdrawal from
the EU has now been largely completed. It was based on the
assumption of a scenario whereby the UK exits the transition
period without the financial passporting or regulatory equivalence
framework that supports cross-border business.
Equivalence decisions are an established feature of EU law, which
allow the authorities in the UK and EU to rely on the other’s
regime for specific regulatory purposes only. While the UK and the
EU have made a number of equivalence decisions, these decisions
do not give UK firms full access to EU clients and counterparties.
Our programme focused on four main components: legal entity
restructuring; product offering; customer migrations; and
employees. However, there remain risks, many of them linked to
the absence of some equivalence decisions between the EU and
the UK.
We have carried out detailed reviews of our credit portfolios to
determine those sectors and customers most vulnerable to the
UK’s exit from the EU and will continue to monitor any
implications for our clients in adhering to the new requirements
under the Trade and Cooperation Agreement.
Legal entity restructuring
Our branches in seven EEA countries (Belgium, the Netherlands,
Luxembourg, Spain, Italy, Ireland and Czech Republic) relied on
financial passporting out of the UK. We had worked on the
assumption that this passporting would no longer be possible
following the UK’s withdrawal from the EU and therefore
transferred our branch business to newly established branches of
HSBC Continental Europe, our primary banking entity authorised
in the EU. This was completed in the first quarter of 2019.
Product offering
To accommodate customer migrations and new business after the
UK’s departure from the EU, we expanded our product offering in
a wide range of areas such as in our Markets and Securities
Services franchise as well as in our Global Trade Business. We
also enhanced our cash management solutions in France, the
Netherlands and Ireland. We also opened a new branch in
Stockholm to service our customers in the Nordic region.
Customer migrations
The UK’s withdrawal from the EU has had an impact on our
clients’ operating models, including their working capital
requirements, investment decisions and financial markets
infrastructure access. Our priority is to provide continuity of
service, and while our intention was to minimise the level of
change for our customers, we were required to migrate some
EEA-incorporated clients from the UK to HSBC Continental Europe
or another EEA entity. We have now migrated almost all clients
who we expect can no longer be serviced out of the UK. The
majority of remaining customers are covered by national regimes
that allow continuity of financial services on a temporary or
permanent basis between the UK and their respective jurisdictions.
We are working in close collaboration with our customers with the
aim of managing their transition in 2021, where required.
Employees
The migration of EEA-incorporated clients required us to
strengthen our local teams in the EU, and France in particular. We
have now completed the transfer of roles from London to Paris to
support our post-UK withdrawal from the EU operating model.
Looking beyond the transfer of roles to the EU, we are also
providing support to our employees who are UK citizens resident
in EEA countries, and employees who are citizens of an EU
member state resident in the UK, for example on settlement
applications.
HSBC Holdings plc Annual Report and Accounts 2020
117
Risk review Risk
Our material banking risks
The material risk types associated with our banking and insurance manufacturing operations are described in the following tables:
Description of risks – banking operations
Risks
Arising from
Measurement, monitoring and management of risk
Credit risk (see page 119)
Credit risk is the risk of financial
loss if a customer or
counterparty fails to meet an
obligation under a contract.
Treasury risk (see page 169)
Treasury risk is the risk of
having insufficient capital,
liquidity or funding resources to
meet financial obligations and
satisfy regulatory requirements,
including the risk of adverse
impact on earnings or capital
due to structural foreign
exchange exposures and
changes in market interest
rates, and including the
financial risks arising from
historical and current provision
of pensions and other post-
employment benefits to staff
and their dependants.
Market risk (see page 182)
Market risk is the risk that
movements in market factors,
such as foreign exchange rates,
interest rates, credit spreads,
equity prices and commodity
prices, will reduce our income
or the value of our portfolios.
Resilience risk (see page 186)
Resilience risk is the risk that
we are unable to provide critical
services to our customers,
affiliates and counterparties as
a result of sustained and
significant operational
disruption.
Credit risk arises principally
from direct lending, trade
finance and leasing business,
but also from other products
such as guarantees and
derivatives.
Credit risk is:
• measured as the amount that could be lost if a customer or counterparty fails to
make repayments;
• monitored using various internal risk management measures and 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.
Treasury risk arises from
changes to the respective
resources and risk profiles
driven by customer behaviour,
management decisions, or
pension plan fiduciary decisions.
It also arises from the external
environment, including changes
to market parameters such as
interest rates or foreign
exchange rates, together with
updates to the regulatory
requirements.
Treasury risk is:
• measured through risk appetite and more granular limits, set to provide an early
warning of increasing risk, minimum ratios of relevant regulatory metrics, and
metrics to monitor the key risk drivers impacting treasury resources;
• monitored and projected against appetites and by using operating plans based on
strategic objectives together with stress and scenario testing; and
• managed through control of resources in conjunction with risk profiles, strategic
objectives and cash flows.
Exposure to market risk is
separated into two portfolios:
trading portfolios and non-
trading portfolios.
Market risk exposures arising
from our insurance operations
are discussed on page 185.
Market risk is:
• measured using sensitivities, value at risk and stress testing, giving a detailed
picture of potential gains and losses for a range of market movements and
scenarios, as well as tail risks over specified time horizons;
• monitored using value at risk, stress testing and other measures; and
• managed using risk limits approved by the RMM and the risk management meeting
in various global businesses.
Resilience risk arises from
failures or inadequacies in
processes, people, systems or
external events.
Resilience risk is:
• measured using a range of metrics with defined maximum acceptable impact
tolerances, and against our agreed risk appetite;
• monitored through oversight of enterprise processes, risks, controls and strategic
change programmes; and
• managed by continual monitoring and thematic reviews.
Regulatory compliance risk (see page 186)
Regulatory 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, which as
a consequence incur fines and
penalties and suffer damage to
our business.
Regulatory compliance risk
arises from the risks associated
with breaching our duty to our
customers and inappropriate
market conduct, as well as
breaching regulatory licensing,
permission and rules.
Financial crime risk (see page 187)
Financial crime risk is the risk of
knowingly or unknowingly
helping parties to commit or to
further illegal activity through
HSBC, including money
laundering, fraud, bribery and
corruption, tax evasion,
sanctions breaches, and
terrorist and proliferation
financing.
Financial crime risk arises from
day-to-day banking operations
involving customers, third
parties and employees.
Exceptional circumstances that
impact day-to-day operations
may additionally increase
financial crime risk.
Regulatory compliance risk is:
• measured by reference to risk appetite, identified metrics, incident assessments,
regulatory feedback and the judgement and assessment of our regulatory
compliance teams;
• monitored against the first line of defence risk and control assessments, the results
of the monitoring and control assurance activities of the second line of defence
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 help ensure their observance.
Proactive risk control and/or remediation work is undertaken where required.
Financial crime risk is:
• measured by reference to risk appetite, identified metrics, incident assessments,
regulatory feedback and the judgement and assessment of our regulatory
compliance teams;
• monitored against the first line of defence risk and control assessments, the results
of the monitoring and control assurance activities of the second line of defence
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 help ensure their observance.
Proactive risk control and/or remediation work is undertaken where required.
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HSBC Holdings plc Annual Report and Accounts 2020
Description of risks – banking operations
Risks
Arising from
Measurement, monitoring and management of risk
Model risk (see page 188)
Model risk is the potential for
adverse consequences from
business decisions informed by
models, which can be
exacerbated by errors in
methodology, design or the
way they are used.
Model risk arises in both
financial and non-financial
contexts whenever business
decision making includes
reliance on models.
Model risk is:
• measured by reference to model performance tracking and the output of detailed
technical reviews, with key metrics including model review statuses and findings;
• monitored against model risk appetite statements, insight from the independent
review function, feedback from internal and external audits, and regulatory reviews;
and
• managed by creating and communicating appropriate policies, procedures and
guidance, training colleagues in their application, and supervising their adoption to
ensure operational effectiveness.
Our insurance manufacturing subsidiaries are regulated separately
from our banking operations. Risks in our insurance entities are
managed using methodologies and processes that are subject to
Group oversight. Our insurance operations are also subject to
many of the same risks as our banking operations, and these are
covered by the Group’s risk management processes. However,
there are specific risks inherent to the insurance operations as
noted below.
Description of risks – insurance manufacturing operations
Risks
Arising from
Measurement, monitoring and management of risk
Financial risk (see page 192)
For insurance entities, financial risk
includes the risk of not being able
to effectively match liabilities
arising under insurance contracts
with appropriate investments and
that the expected sharing of
financial performance with
policyholders under certain
contracts is not possible.
Exposure to financial risk arises
from:
• market risk affecting the fair
values of financial assets or
their future cash flows;
• credit risk; and
• liquidity risk of entities being
unable to make payments to
policyholders as they
fall due.
Financial risk is:
• measured (i) for credit risk, in terms of economic capital and the amount that
could be lost if a counterparty fails to make repayments; (ii) for market risk, in
terms of economic capital, internal metrics and fluctuations in key financial
variables; and (iii) for liquidity risk, in terms of internal metrics including stressed
operational cash flow projections;
• monitored through a framework of approved limits and delegated authorities; and
• managed through a robust risk control framework, which outlines clear and
consistent policies, principles and guidance. This includes using product design,
asset liability matching and bonus rates.
Insurance risk (see page 194)
Insurance risk is the risk that, over
time, the cost of insurance policies
written, including claims and
benefits, may exceed the total
amount of premiums and
investment income received.
The cost of claims and benefits
can be influenced by many
factors, including mortality and
morbidity experience, as well
as lapse and surrender rates.
Insurance risk is:
• measured in terms of life insurance liabilities and economic capital allocated to
insurance underwriting risk;
• monitored through a framework of approved limits and delegated authorities; and
• managed through a robust risk control framework, which outlines clear and
consistent policies, principles and guidance. This includes using product design,
underwriting, reinsurance and claims-handling procedures.
Credit risk
Overview
Credit risk management
Credit risk in 2020
Summary of credit risk
Credit exposure
Measurement uncertainty and sensitivity analysis of ECL estimates
Reconciliation of changes in gross carrying/nominal amount and
allowances for loans and advances to banks and customers including
loan commitments and financial guarantees
Credit quality
Customer relief programmes
Wholesale lending
Personal lending
Supplementary information
HSBC Holdings
Overview
Page
119
119
122
123
126
127
135
138
142
144
158
164
169
Credit risk is 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 other products such as guarantees and credit
derivatives.
Credit risk management
Key developments in 2020
There were no material changes to the policies and practices
for the management of credit risk in 2020. We continued to apply
the requirements of IFRS 9 ‘Financial Instruments’ within the
Credit Risk sub-function.
Due to the unique market conditions observed during the Covid-19
outbreak, we expanded operational practices to provide short-term
support to customers under the current credit policy framework.
The outbreak necessitated governments to respond at
unprecedented levels to protect public health, local economies and
livelihoods. It has affected regions at different times and varying
degrees as it has developed. The varying government support
measures in response have added challenges, given the rapid pace
of change and significant operational demands. The speed at
which countries and territories will be able to unwind the
government measures and return to pre-Covid-19 economic levels
will vary based on the levels of infection, local political decisions
and access to and ability to roll out vaccine.
As we helped our customers during these challenging times, we
continued to prioritise effective and robust credit risk
management. We performed a number of reviews on segments of
our loan portfolio that were likely to be impacted by the economic
slowdown. A number of internal stress tests were conducted
under different scenarios in order to assess the potential impact of
the Covid-19 outbreak on expected credit losses. We reviewed and
implemented the guidance provided by regulators on how to
manage the credit portfolio, how to identify the effects of the
various payment moratoria, and the appropriate classification of
forborne/renegotiated loans under the various schemes. We also
increased our focus on the quality and timeliness of the data used
to inform management decisions, so we were able to manage the
varying level of risk actively throughout the year.
The Covid-19 outbreak and its effect on the global economy have
impacted our customers and our performance during this year,
and the future effects of the outbreak remain uncertain.
For further details of market-specific measures to support our
personal and business customers, see page 142.
HSBC Holdings plc Annual Report and Accounts 2020
119
Risk review
Risk
Governance and structure
We have established Group-wide credit risk management and
related IFRS 9 processes. We continue to assess the impact of
economic developments in key markets on specific customers,
customer segments or portfolios. As credit conditions change, we
take mitigating action, including the revision of risk appetites or
limits and tenors, as appropriate. In addition, we continue to
evaluate the terms under which we provide credit facilities within
the context of individual customer requirements, the quality of the
relationship, local regulatory requirements, market practices and
our local market position.
Credit Risk sub-function
(Audited)
Credit approval authorities are delegated by the Board to the
Group Chief Executive together with the authority to sub-delegate
them. The Credit Risk sub-function in Global Risk is responsible for
the key policies and processes for managing credit risk, which
include formulating Group credit policies and risk rating
frameworks, guiding the Group’s appetite for credit risk
exposures, undertaking independent reviews and objective
assessment of credit risk, and monitoring performance and
management of portfolios.
The principal objectives of our credit risk management are:
• to maintain across HSBC a strong culture of responsible
lending, and robust risk policies and control frameworks;
• 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.
Key risk management processes
IFRS 9 ‘Financial Instruments’ process
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 economic, political
or other conditions. We use a number of controls and measures to
minimise undue concentration of exposure in our portfolios across
industries, countries and global businesses. These include portfolio
and counterparty limits, approval and review controls, and stress
testing.
Credit quality of financial instruments
(Audited)
Our risk rating system facilitates the internal ratings-based
approach under the Basel framework adopted by the Group to
support the calculation of our minimum credit regulatory capital
requirement. The five credit quality classifications 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.
For debt securities and certain other financial instruments, external
ratings have been aligned to the five quality classifications based
upon the mapping of related customer risk rating (‘CRR’) to
external credit rating.
Wholesale lending
The CRR 10-grade scale summarises a more granular underlying
23-grade scale of obligor probability of default (‘PD’). All corporate
customers are rated using the 10- or 23-grade scale, depending on
the degree of sophistication of the Basel approach adopted for the
exposure.
Each CRR band is associated with an external rating grade by
reference to long-run default rates for that grade, represented by
the average of issuer-weighted historical default rates. This
mapping between internal and external ratings is indicative and
may vary over time.
Retail lending
The IFRS 9 process comprises three main areas: modelling and
data; implementation; and governance.
Retail lending credit quality is based on a 12-month point-in-time
probability-weighted PD.
Modelling and data
We have established IFRS 9 modelling and data processes in
various geographies, which are subject to internal model risk
governance including independent review of significant model
developments.
Implementation
A centralised impairment engine performs the expected credit
losses calculation using data, which is subject to a number of
validation checks and enhancements, from a variety of client,
finance and risk systems. Where possible, these checks and
processes are performed in a globally consistent and centralised
manner.
Governance
Regional management review forums are established in key sites
and regions in order to review and approve the impairment results.
Regional management review forums have representatives from
Credit Risk and Finance. The key site and regional approvals are
reported up to the global business impairment committee for final
approval of the Group’s ECL for the period. Required members of
the committee are the global heads of Wholesale Credit, Market
Risk, and Wealth and Personal Banking Risk, as well as the global
business chief financial officers and the Group Chief Accounting
Officer.
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
120
HSBC Holdings plc Annual Report and Accounts 2020
Credit quality classification
Quality classification
Footnotes
1, 2
Strong
Good
Satisfactory
Sub-standard
Credit impaired
Sovereign debt
securities
and bills
Other debt
securities
and bills
Wholesale lending
and derivatives
Retail lending
External credit
rating
External credit
rating
Internal credit
rating
12-month Basel
probability of
default %
Internal credit
rating
12 month
probability-
weighted PD %
BBB and above
A- and above
CRR 1 to CRR 2
0–0.169
Band 1 and 2
BBB- to BB
BBB+ to BBB-
CRR 3
0.170–0.740
Band 3
0.000–0.500
0.501–1.500
BB- to B and
unrated
BB+ to B and
unrated
CRR 4 to CRR 5
0.741–4.914
Band 4 and 5
1.501–20.000
B- to C
Default
B- to C
CRR 6 to CRR 8
4.915–99.999
Default CRR 9 to CRR 10
100
Band 6
Band 7
20.001–99.999
100
1 Customer risk rating (‘CRR’).
2 12-month point-in-time probability-weighted probability of default (‘PD’).
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.
• ‘Good’ exposures require closer monitoring and demonstrate a good capacity to meet financial commitments, with low default risk.
• ‘Satisfactory’ exposures require closer monitoring and demonstrate an average-to-fair capacity to meet financial commitments, with moderate default
risk.
• ‘Sub-standard’ exposures require varying degrees of special attention and default risk is of greater concern.
• ‘Credit-impaired’ exposures have been assessed as described on Note 1.2(i) on the financial statements.
Renegotiated loans and forbearance
(Audited)
‘Forbearance’ describes concessions made on the contractual
terms of a loan in response to an obligor’s financial difficulties.
A loan is classed as ‘renegotiated’ when we modify the
contractual payment terms on concessionary terms because we
have significant concerns about the borrowers’ ability to meet
contractual payments when due. Non-payment-related
concessions (e.g. covenant waivers), while potential indicators of
impairment, do not trigger identification as renegotiated loans.
Loans that have been identified as renegotiated retain this
designation until maturity or derecognition.
For details of our policy on derecognised renegotiated loans, see Note 1.2(i)
on the financial statements.
Credit quality of renegotiated loans
such schemes, or an extension thereof, is not automatically
determined to be evidence of financial difficulty and would
therefore not automatically trigger identification as renegotiated
loans. Rather, information provided by payment deferrals is
considered in the context of other reasonable and supportable
information. The IFRS 9 treatment of customer relief programmes
is explained on page 142.
Impairment assessment
(Audited)
For details of our impairment policies on loans and advances and
financial investments, see Note 1.2(i) on the financial statements.
Write-off of loans and advances
(Audited)
For details of our policy on the write-off of loans and advances,
see Note 1.2(i) on the financial statements.
On execution of a renegotiation, the loan will also be classified as
credit impaired if it is not already so classified. In wholesale
lending, all facilities with a customer, including loans that have not
been modified, are considered credit impaired following the
identification of a renegotiated loan.
Unsecured personal facilities, including credit cards, are generally
written off at between 150 and 210 days past due. The standard
period runs until the end of the month in which the account
becomes 180 days contractually delinquent. However, in
exceptional circumstances, they may be extended further.
Wholesale renegotiated loans are classified as credit impaired until
there is sufficient evidence to demonstrate a significant reduction
in the risk of non-payment of future cash flows, observed over a
minimum one-year period, and there are no other indicators of
impairment. Personal renegotiated loans generally remain credit
impaired until repayment, write-off or derecognition.
Renegotiated loans and recognition of expected credit losses
(Audited)
For retail lending, unsecured renegotiated loans are generally
segmented from other parts of the loan portfolio. Renegotiated
expected credit loss assessments reflect the higher rates of losses
typically encountered with renegotiated loans. For wholesale
lending, renegotiated loans are typically assessed individually.
Credit risk ratings are intrinsic to the impairment assessments. The
individual impairment assessment takes into account the higher
risk of the future non-payment inherent in renegotiated loans.
Customer relief programmes and renegotiated loans
In response to the Covid-19 outbreak, governments and regulators
around the world encouraged a range of customer relief
programmes including payment deferrals. In determining whether
a customer is experiencing financial difficulty for the purposes of
identifying renegotiated loans a payment deferral requested under
For secured facilities, write-off should occur upon repossession of
collateral, receipt of proceeds via settlement, or determination that
recovery of the collateral will not be pursued.
Any secured assets maintained on the balance sheet beyond
60 months of consecutive delinquency-driven default require
additional monitoring and review to assess the prospect of
recovery.
There are exceptions in a few countries and territories where local
regulation or legislation constrains earlier write-off, or where the
realisation of collateral for secured real estate lending takes more
time. In the event of bankruptcy or analogous proceedings, write-
off may occur earlier than the maximum periods stated above.
Collection procedures may continue after write-off.
HSBC Holdings plc Annual Report and Accounts 2020
121
Risk review While credit risk arises across most of our balance sheet, ECL
have typically been recognised on loans and advances to
customers and banks, in addition to securitisation exposures and
other structured products. As a result, our disclosures focus
primarily on these two areas. For further details of:
• maximum exposure to credit risk, see page 126;
• measurement uncertainty and sensitivity analysis of ECL
estimates, see page 127;
• reconciliation of changes in gross carrying/ nominal amount
and allowances for loans and advances to banks and
customers including loan commitments and financial
guarantees, see page 135;
• credit quality, see page 138;
• customer relief programmes, see page 142;
• total wholesale lending for loans and advances to banks and
customers by stage distribution, see page 145;
• wholesale lending collateral, see page 150;
• total personal lending for loans and advances to customers at
amortised cost by stage distribution, see page 159; and
• personal lending collateral, see page 162.
Risk
Credit risk in 2020
At 31 December 2020, gross loans and advances to customers
and banks of $1,134bn increased by $19.4bn, compared with
31 December 2019. This included favourable foreign exchange
movements of $26.4bn. Excluding foreign exchange movements,
the decline was driven by a $33.2bn decrease in wholesale loans
and advances to customers. This was partly offset by a $15bn
increase in personal loans and advances and a $11.2bn increase in
loans and advances to banks.
At 31 December 2020, the allowance for ECL of $15.7bn increased
by $6.3bn compared with 31 December 2019, including adverse
foreign exchange movements of $0.1bn. It increased by $1.2bn
compared with 30 June 2020. The $15.7bn allowance comprised
$14.7bn in respect of assets held at amortised cost, $0.9bn in
respect of loan commitments and financial guarantees, and
$0.1bn in respect of debt instruments measured at fair value
through other comprehensive income (‘FVOCI’).
During the first half of 2020, the Group experienced a significant
increase in allowances for ECL, which subsequently stabilised
during the second half of 2020. Excluding foreign exchange
movements, the allowance for ECL in relation to loans and
advances to customers increased by $5.7bn from
31 December 2019. This was attributable to:
• a $4.1bn increase in wholesale loans and advances to
customers, of which $2.0bn was driven by stages 1 and 2; and
• a $1.6bn increase in personal loans and advances to
customers, of which $1.3bn was driven by stages 1 and 2.
During the first six months of the year, the Group experienced
significant migrations from stage 1 to stage 2, reflecting a
worsening of the economic outlook. This trend slowed during the
second half of 2020 as forward economic guidance remained
broadly stable in comparison with 30 June 2020, with some
regions experiencing transfers from stage 2 to stage 1.
At 31 December 2020, stage 3 gross loans and advances to
customers and banks of $19.1bn increased by $5.7bn compared
with 31 December 2019. This included favourable foreign
exchange movements of $0.2bn. Stage 3 gross loans and
advances to customers and banks at 31 December 2020 increased
from $17.1bn at 30 June 2020, while benefiting from releases
from historical default cases. As the Covid-19 pandemic continues,
there may be volatility in future stage 3 balances, in particular due
to the expiration of the measures implemented by governments,
regulators and banks to support customers.
The ECL charge for 2020 was $8.8bn, inclusive of recoveries,
which comprised $6.0bn in respect of wholesale lending, of which
stage 3 and purchased or originated credit impaired ('POCI') was
$3.4bn; $2.7bn in respect of personal lending, of which stage 3
was $0.8bn; and $0.1bn in respect of other financial assets
measured at amortised cost and debt instruments measured at
FVOCI.
The ECL charge for the six months ended 30 June 2020 was
$6.9bn, which comprised $4.6bn in respect of wholesale lending,
of which stage 3 and POCI was $2.2bn; $2.0bn in respect of
personal lending, of which stage 3 was $0.5bn; and $0.2bn in
respect of other financial assets measured at amortised cost and
debt instruments measured at FVOCI.
Income statement movements are analysed further on page 79.
122
HSBC Holdings plc Annual Report and Accounts 2020
Summary of credit risk
The following disclosure presents the gross carrying/nominal amount of financial instruments to which the impairment requirements in
IFRS 9 are applied and the associated allowance for ECL.
Summary of financial instruments to which the impairment requirements in IFRS 9 are applied
(Audited)
31 Dec 2020
At 31 Dec 2019
Gross carrying/
nominal amount
Allowance for
ECL1
Gross carrying/
nominal amount
Allowance for
ECL1
Loans and advances to customers at amortised cost
1,052,477
(14,490)
1,045,475
Footnotes
$m
$m
$m
– personal
– corporate and commercial
– non-bank financial institutions
Loans and advances to banks at amortised cost
Other financial assets measured at amortised cost
– cash and balances at central banks
– items in the course of collection from other banks
– Hong Kong Government certificates of indebtedness
– reverse repurchase agreements – non-trading
– financial investments
– prepayments, accrued income and other assets
Total gross carrying amount on-balance sheet
Loans and other credit-related commitments
– personal
– corporate and commercial
– non-bank financial institutions
Financial guarantees
– personal
– corporate and commercial
– non-bank financial institutions
Total nominal amount off-balance sheet
2
3
460,809
527,088
64,580
81,658
772,408
304,486
4,094
40,420
230,628
88,719
104,061
(4,731)
(9,494)
(265)
(42)
(175)
(5)
—
—
—
(80)
(90)
434,271
540,499
70,705
69,219
615,179
154,101
4,956
38,380
240,862
85,788
91,092
$m
(8,732)
(3,134)
(5,438)
(160)
(16)
(118)
(2)
—
—
—
(53)
(63)
1,906,543
(14,707)
1,729,873
(8,866)
659,783
236,170
299,802
123,811
18,384
900
12,946
4,538
678,167
(734)
(40)
(650)
(44)
(125)
(1)
(114)
(10)
(859)
600,029
223,314
278,524
98,191
20,214
804
14,804
4,606
620,243
2,584,710
(15,566)
2,350,116
(329)
(15)
(307)
(7)
(48)
(1)
(44)
(3)
(377)
(9,243)
Fair value
$m
Memorandum
allowance for
ECL4
$m
Memorandum
allowance for
ECL4
$m
Fair value
$m
Debt instruments measured at fair value through other comprehensive income
(‘FVOCI’)
399,717
(141)
355,664
(166)
1 The total ECL is recognised in the loss allowance for the financial asset unless the total ECL exceeds the gross carrying amount of the financial
2
asset, in which case the ECL is recognised as a provision.
Includes only those financial instruments that are subject to the impairment requirements of IFRS 9. ‘Prepayments, accrued income and other
assets’, as presented within the consolidated balance sheet on page 280, includes both financial and non-financial assets.
3 Represents the maximum amount at risk should the contracts be fully drawn upon and clients default.
4 Debt instruments measured at FVOCI continue to be measured at fair value with the allowance for ECL as a memorandum item. Change in ECL is
recognised in ‘Change in expected credit losses and other credit impairment charges’ in the income statement.
The following table provides an overview of the Group’s credit risk
by stage and industry, and the associated ECL coverage. The
financial assets recorded in each stage have the following
characteristics:
• Stage 3: There is objective evidence of impairment and the
financial assets are therefore considered to be in default or
otherwise credit impaired on which a lifetime ECL is
recognised.
• Stage 1: These financial assets are unimpaired and without
• POCI: Financial assets that are purchased or originated at a
significant increase in credit risk on which a 12-month
allowance for ECL is recognised.
deep discount are seen to reflect the incurred credit losses on
which a lifetime ECL is recognised.
• Stage 2: A significant increase in credit risk has been
experienced on these financial assets since initial recognition
for which a lifetime ECL is recognised.
HSBC Holdings plc Annual Report and Accounts 2020
123
Risk review
– corporate and
commercial
– non-bank
financial
institutions
Loans and
advances to
banks at
amortised cost
Other financial
assets measured
at amortised
cost
Loan and other
credit-related
commitments
– corporate and
commercial
– financial
Financial
guarantees
– personal
– corporate and
commercial
– financial
At 31 Dec
2020
Risk
Summary of credit risk (excluding debt instruments measured at FVOCI) by stage distribution and ECL coverage by industry sector at
31 December 2020
(Audited)
Gross carrying/nominal amount1
Allowance for ECL
ECL coverage %
Stage 1
Stage 2 Stage 3 POCI2
Total Stage 1 Stage 2 Stage 3 POCI2
Total Stage 1 Stage 2 Stage 3
POCI2 Total
$m
$m
$m
$m
$m
$m
$m
$m
$m
$m
%
%
%
%
%
Loans and
advances to
customers at
amortised cost
869,920 163,185 19,095 277 1,052,477 (1,974) (4,965) (7,439) (112) (14,490)
– personal
430,134 25,064 5,611 — 460,809
(827) (2,402) (1,502) — (4,731)
0.2
0.2
3.0
9.6
39.0
40.4
26.8
—
1.4
1.0
387,563 126,287 12,961 277 527,088 (1,101) (2,444) (5,837) (112) (9,494)
0.3
1.9
45.0
40.4
1.8
52,223 11,834
523 —
64,580
(46)
(119)
(100) —
(265)
0.1
1.0
19.1
—
0.4
79,654 2,004
— —
81,658
(33)
(9)
— —
(42)
—
0.4
—
—
0.1
768,216 3,975
177 40 772,408
(80)
(44)
(42)
(9)
(175)
—
1.1
23.7
22.5
—
604,485 54,217 1,080
1 659,783
(290)
(365)
(78)
(1)
(734)
– personal
234,337 1,681
152 — 236,170
(39)
(1)
— —
(40)
253,062 45,851
888
1 299,802
(236)
(338)
(75)
(1)
(650)
117,086 6,685
40 — 123,811
(15)
(26)
(3) —
(44)
14,090 4,024
269
1
18,384
(37)
(62)
(26) —
(125)
872
26
2 —
900
—
(1)
— —
(1)
9,536 3,157
252
1
12,946
(35)
(54)
(25) —
(114)
3,682
841
15 —
4,538
(2)
(7)
(1) —
(10)
—
—
0.1
—
0.3
—
0.4
0.1
0.7
0.1
0.7
0.4
1.5
3.8
1.7
0.8
7.2
100.0
0.1
—
—
—
8.4
100.0
0.2
7.5
—
—
9.7
—
9.9
6.7
—
—
—
—
0.7
0.1
0.9
0.2
2,336,365 227,405 20,621 319 2,584,710 (2,414) (5,445) (7,585) (122) (15,566)
0.1
2.4
36.8
38.2
0.6
1 Represents the maximum amount at risk should the contracts be fully drawn upon and clients default.
2 Purchased or originated credit-impaired (‘POCI’).
Unless identified at an earlier stage, all financial assets are
deemed to have suffered a significant increase in credit risk when
they are 30 days past due (‘DPD’) and are transferred from stage 1
to stage 2. The following disclosure presents the ageing of stage 2
financial assets by those less than 30 days and greater than 30
Stage 2 days past due analysis at 31 December 2020
(Audited)
DPD and therefore presents those financial assets classified as
stage 2 due to ageing (30 DPD) and those identified at an earlier
stage (less than 30 DPD).
Gross carrying amount
Allowance for ECL
ECL coverage %
Stage 2
$m
Up-to-
date
$m
1 to 29
DPD1,2
30 and >
DPD1,2
Stage 2
$m
$m
$m
Up-to-
date
$m
1 to 29
DPD1,2
30 and >
DPD1,2
Stage 2
$m
$m
%
Up-to-
date
%
1 to 29
DPD1,2
30 and >
DPD1,2
%
%
Loans and advances to
customers at amortised
cost
– personal
– corporate and
commercial
– non-bank financial
institutions
Loans and advances to
banks at amortised cost
Other financial assets
measured at amortised
cost
163,185 159,367 2,052 1,766
(4,965)
(4,358)
(275)
25,064 22,250 1,554 1,260
(2,402)
(1,895)
(227)
(332)
(280)
3.0
9.6
126,287 125,301
489
497
(2,444)
(2,344)
(48)
(52)
1.9
2.7
8.5
1.9
13.4
14.6
18.8
22.2
9.8
10.5
11,834 11,816
9
9
(119)
(119)
—
2,004 2,004
—
—
(9)
(9)
—
—
—
1.0
1.0
0.4
0.4
3,975 3,963
3
9
(44)
(44)
—
—
1.1
1.1
—
—
—
—
—
—
1 Days past due (‘DPD’).
2 The days past due amounts presented above are on a contractual basis and include the benefit of any customer relief payment holidays granted.
124
HSBC Holdings plc Annual Report and Accounts 2020
– corporate and
commercial
– non-bank
financial
institutions
Loans and
advances to
banks at
amortised cost
Other financial
assets measured
at amortised
cost
Loan and other
credit-related
commitments
– corporate and
commercial
– financial
Financial
guarantees
– personal
– corporate and
commercial
Summary of credit risk (excluding debt instruments measured at FVOCI) by stage distribution and ECL coverage by industry sector at
31 December 2019 (continued)
(Audited)
Gross carrying/nominal amount1
Allowance for ECL
ECL coverage %
Stage 1
Stage 2
Stage 3 POCI2
Total
Stage 1
Stage 2
Stage 3
$m
$m
$m
$m
$m
$m
$m
$m
POCI2
$m
Total
Stage 1
Stage 2
Stage 3
POCI2
Total
$m
%
%
%
%
%
Loans and
advances to
customers at
amortised cost
951,583 80,182 13,378 332 1,045,475 (1,297) (2,284) (5,052)
(99) (8,732)
– personal
413,669 15,751 4,851 —
434,271
(583) (1,336) (1,215)
— (3,134)
0.1
0.1
2.8
8.5
37.8
25.0
29.8
—
0.8
0.7
472,253 59,599 8,315 332
540,499
(672)
(920) (3,747)
(99) (5,438)
0.1
1.5
45.1
29.8
1.0
65,661
4,832
212 —
70,705
(42)
(28)
(90)
—
(160)
0.1
0.6
42.5
—
0.2
67,769
1,450
— —
69,219
(14)
(2)
—
—
(16)
—
0.1
—
—
—
613,200
1,827
151
1
615,179
(38)
(38)
(42)
—
(118)
—
2.1
27.8
—
—
– personal
221,490
1,630
194 —
223,314
(13)
(2)
—
577,631 21,618
771
9
600,029
(137)
(133)
(59)
259,138 18,804
573
9
278,524
(118)
(130)
(59)
97,003
1,184
4 —
98,191
(6)
(1)
—
17,684
2,340
186
4
20,214
(16)
(22)
(10)
802
1
1 —
804
(1)
—
—
– financial
4,342
263
1 —
4,606
(1)
(1)
12,540
2,076
184
4
14,804
(14)
(21)
(9)
(1)
At 31 Dec 2019
2,227,867 107,417 14,486 346 2,350,116 (1,502) (2,479) (5,163)
(99) (9,243)
1 Represents the maximum amount at risk should the contracts be fully drawn upon and clients default.
2 Purchased or originated credit-impaired (‘POCI’).
Stage 2 days past due analysis at 31 December 2019
(Audited)
—
—
(329)
(15)
—
—
(307)
(7)
—
—
—
—
(48)
(1)
(44)
(3)
—
—
—
—
0.1
0.1
0.1
—
0.1
0.6
0.1
0.7
0.1
0.9
—
1.0
0.4
2.3
7.7
—
10.3
—
5.4
—
4.9
100.0
—
—
—
—
—
—
—
—
35.6
28.6
0.1
—
0.1
—
0.2
0.1
0.3
0.1
0.4
Gross carrying amount
Allowance for ECL
ECL coverage %
Stage 2 Up-to-date
1 to 29
DPD1
30 and >
DPD1
Stage 2 Up-to-date
1 to 29
DPD1
30 and >
DPD1
Stage 2 Up-to-date
1 to 29
DPD1
30 and >
DPD1
$m
$m
$m
$m
$m
$m
$m
$m
%
%
%
%
80,182 76,035
2,471
1,676
(2,284)
(1,829)
15,751 12,658
1,804
1,289
(1,336)
(941)
(208)
(178)
(247)
(217)
59,599 58,557
657
385
(920)
(860)
(30)
(30)
4,832
4,820
10
2
(28)
(28)
—
1,450
1,450
—
—
(2)
(2)
—
—
—
2.8
8.5
1.5
0.6
0.1
2.4
7.4
1.5
0.6
0.1
1,827
1,783
14
30
(38)
(38)
—
—
2.1
2.1
8.4
9.9
4.6
—
—
—
14.7
16.8
7.8
—
—
—
Loans and advances to
customers at amortised
cost
– personal
– corporate and
commercial
– non-bank financial
institutions
Loans and advances to
banks at amortised cost
Other financial assets
measured at amortised
cost
1 Days past due (‘DPD’).
HSBC Holdings plc Annual Report and Accounts 2020
125
Risk review
Other credit risk mitigants
While not disclosed as an offset in the following ‘Maximum
exposure to credit risk’ table, other arrangements are in place that
reduce our maximum exposure to credit risk. These include a
charge over collateral on borrowers’ specific assets, such as
residential properties, collateral held in the form of financial
instruments that are not held on the balance sheet and short
positions in securities. In addition, for financial assets held as part
of linked insurance/investment contracts the risk is predominantly
borne by the policyholder. See page 293 and Note 30 on the
financial statements for further details of collateral in respect of
certain loans and advances and derivatives.
Collateral available to mitigate credit risk is disclosed in the
‘Collateral’ section on page 150.
Risk
Credit exposure
Maximum exposure to credit risk
(Audited)
This section provides information on balance sheet items and their
offsets as well as loan and other credit-related commitments.
Commentary on consolidated balance sheet movements in 2020
is provided on page 83.
The offset on derivatives remains in line with the movements
in maximum exposure amounts.
‘Maximum exposure to credit risk’ table
The following table presents our maximum exposure before taking
account of any collateral held or other credit enhancements (unless such
enhancements meet accounting offsetting requirements). The table
excludes financial instruments whose carrying amount best represents the
net exposure to credit risk, and it excludes equity securities as they are not
subject to credit risk. For the financial assets recognised on the balance
sheet, the maximum exposure to credit risk equals their carrying amount
and is net of the allowance for ECL. For financial guarantees and other
guarantees 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, it is generally the full amount of the
committed facilities.
The offset in the table relates to amounts 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. No offset has been applied to off-balance sheet collateral. In the
case of derivatives, the offset column also includes collateral received in
cash and other financial assets.
Maximum exposure to credit risk
(Audited)
Maximum
exposure
$m
2020
Offset
$m
Net
$m
Maximum
exposure
$m
2019
Offset
$m
Net
$m
Loans and advances to customers held at amortised cost
1,037,987
(27,221) 1,010,766
1,036,743
(28,524)
1,008,219
– personal
– corporate and commercial
– non-bank financial institutions
Loans and advances to banks at amortised cost
Other financial assets held at amortised cost
– cash and balances at central banks
– items in the course of collection from other banks
– Hong Kong Government certificates of indebtedness
– reverse repurchase agreements – non-trading
– financial investments
– prepayments, accrued income and other assets
Derivatives
456,078
(4,287)
451,791
517,594
(21,102)
496,492
64,315
81,616
(1,832)
62,483
—
81,616
774,116
(14,668)
759,448
304,481
4,094
40,420
—
—
—
304,481
4,094
40,420
431,137
535,061
70,545
69,203
616,648
154,099
4,956
38,380
230,628
(14,668)
215,960
240,862
88,639
105,854
—
—
88,639
105,854
85,735
92,616
307,726
(293,240)
14,486
242,995
Total on-balance sheet exposure to credit risk
2,201,445
(335,129) 1,866,316
1,965,589
Total off-balance sheet
– financial and other guarantees
– loan and other credit-related commitments
At 31 Dec
940,185
96,147
844,038
—
—
—
940,185
96,147
844,038
893,246
95,967
797,279
3,141,630
(335,129) 2,806,501
2,858,835
(4,640)
(21,745)
(2,139)
—
(28,826)
—
—
—
(28,826)
—
—
(232,908)
(290,258)
—
—
—
(290,258)
426,497
513,316
68,406
69,203
587,822
154,099
4,956
38,380
212,036
85,735
92,616
10,087
1,675,331
893,246
95,967
797,279
2,568,577
Concentration of exposure
Credit deterioration of financial instruments
(Audited)
A summary of our current policies and practices regarding the identification,
treatment and measurement of stage 1, stage 2, stage 3 (credit impaired) and
POCI financial instruments can be found in Note 1.2 on the financial
statements.
We have a number of global businesses with a broad range of
products. We operate in a number of geographical markets with
the majority of our exposures in Asia and Europe.
For an analysis of:
• financial investments, see Note 16 on the financial statements;
• trading assets, see Note 11 on the financial statements;
• derivatives, see page 158 and Note 15 on the financial
statements; and
• 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 plc, HSBC Bank Middle East Limited
and HSBC Bank USA, by the location of the lending branch),
see page 144 for wholesale lending and page 158 for personal
lending.
126
HSBC Holdings plc Annual Report and Accounts 2020
Measurement uncertainty and sensitivity analysis
of ECL estimates
(Audited)
The recognition and measurement of ECL involves the use of
significant judgement and estimation. We form multiple economic
scenarios based on economic forecasts, apply these assumptions
to credit risk models to estimate future credit losses, and
probability-weight the results to determine an unbiased ECL
estimate. Management judgemental adjustments are used to
address late-breaking events, data and model limitations, model
deficiencies and expert credit judgements.
Methodology
Four economic scenarios have been used to capture the
exceptional nature of the current economic environment and to
articulate management’s view of the range of potential outcomes.
Scenarios produced to calculate ECL are aligned to HSBC’s top
and emerging risks. Three of these scenarios are drawn from
consensus forecasts and distributional estimates. The Central
scenario is deemed the ‘most likely’ scenario, and usually attracts
the largest probability weighting, while the outer scenarios
represent the tails of the distribution, which are less likely to
occur. The Central scenario is created using the average of a panel
of external forecasters, while consensus Upside and Downside
scenarios are created with reference to distributions for select
markets that capture forecasters’ views of the entire range of
outcomes. Management has chosen to use an additional scenario
to represent its view of severe downside risks. The use of an
additional scenario is in line with HSBC’s forward economic
guidance methodology and has been regularly used over the
course of 2020. Management may include additional scenarios if it
feels that the consensus scenarios do not adequately capture the
top and emerging risks. Unlike the consensus scenarios, these
additional scenarios are driven by narrative assumptions, could be
country-specific and may result in shocks that drive economic
activity permanently away from trend.
Description of economic scenarios
The economic assumptions presented in this section have been
formed by HSBC with reference to external forecasts specifically
for the purpose of calculating ECL.
The world economy experienced a deep economic shock in 2020.
As Covid-19 spread globally, governments in many of our markets
sought to limit the human impact by imposing significant
restrictions on mobility, in turn driving the deep falls in activity that
were observed in the first half of the year. Restrictions were eased
as cases declined in response to the initial measures, which
supported an initial rebound in economic activity by the third
quarter of 2020. This increase in mobility unfortunately led to
renewed transmission of the virus in several countries, placing
healthcare systems under significant burden, leading governments
to reimpose restrictions on mobility and causing economic activity
to decline once more.
Economic forecasts are subject to a high degree of uncertainty in
the current environment. Limitations of forecasts and economic
models require a greater reliance on management judgement in
addressing both the error inherent in economic forecasts and in
assessing associated ECL outcomes. The scenarios used to
calculate ECL in the Annual Report and Accounts 2020 are
described below.
The consensus Central scenario
HSBC’s Central scenario features an improvement in economic
growth in 2021 as activity and employment gradually return to the
levels experienced prior to the outbreak of Covid-19.
Despite the sharp contraction in activity, government support in
advanced economies played a crucial role in averting significant
financial distress. At the same time, central banks in our key
markets implemented a variety of measures, which included
lowering their main policy interest rates, implementing emergency
support measures for funding markets, and either restarting or
increasing quantitative easing programmes in order to support
economies and the financial system. Across our key markets,
governments and central banks are expected to continue to work
together to ensure that households and firms receive an
appropriate level of financial support until restrictions on economic
activity and mobility can be materially eased. Such support intends
to ensure that labour and housing markets do not experience
abrupt, negative corrections and also intends to limit the extent of
long-term structural damage to economies.
Our Central scenario incorporates expectations that governments
and public health authorities in our key markets will implement
large vaccination programmes, first by inoculating critical groups
and then increasing coverage to include the wider population. The
deployment of mass vaccination programmes marks a significant
step forward in combating the virus and will ease the burden on
healthcare systems. We expect vaccination programmes across
our key markets to contribute positively to recovery prospects and
our Central scenario assumes a steady increase in the proportion
of the population inoculated against Covid-19 over the course of
2021.
Differences across markets in the speed and scale of economic
recovery in the Central scenario reflect timing differences in the
progression of the Covid-19 outbreak, national level differences in
restrictions imposed, the coverage achieved by vaccination
programmes and the scale of support measures.
The key features of our Central scenario are:
• Economic activity across our top eight markets will recover in
2021, supported by a successful roll-out of vaccination
programmes. We expect vaccination programmes, coupled
with effective non-pharmacological measures to contain the
virus including ‘track and trace’ systems and restrictions to
mobility, to lead to a significant decline in infections across our
key markets by the end of 2021.
• Where government support programmes are available, they will
continue to provide support to labour markets and households
in 2021. We expect a gradual reversion of the unemployment
rate to pre-crisis levels over the course of the projection period
as a result of economic recovery and due to the orderly
withdrawal of government support.
• Inflation will converge towards central bank targets in our key
markets.
• In advanced economies, government support in 2020 led to
large deficits and a significant increase in public debt. This
support is expected to continue as needed and deficits are
expected to reduce gradually over the projection period.
Sovereign debt levels will remain high and our Central scenario
does not assume fiscal austerity.
• Policy interest rates in key markets will remain at current levels
for an extended period and will increase very modestly towards
the end of our projection period. Central banks will continue to
provide assistance through their asset purchase programmes
as needed.
• The West Texas Intermediate oil price is forecast to average
$43 per barrel over the projection period.
HSBC Holdings plc Annual Report and Accounts 2020
127
Risk review Risk
The following table describes key macroeconomic variables and the probabilities assigned in the consensus Central scenario.
UK
%
US
Hong Kong
Mainland China
Canada
France
%
%
%
%
UAE
%
Mexico
%
(6.1)
(9.7)
(6.3)
(9.7)
Central scenario 2021–2025
GDP growth rate
2020: Annual average growth rate
2021: Annual average growth rate
2022: Annual average growth rate
2023: Annual average growth rate
5-year average
Unemployment rate
2020: Annual average rate
2021: Annual average rate
2022: Annual average rate
2023: Annual average rate
5-year average
House price growth
2020: Annual average growth rate
2021: Annual average growth rate
2022: Annual average growth rate
2023: Annual average growth rate
5-year average
Short-term interest rate
2020: Annual average rate
2021: Annual average rate
2022: Annual average rate
2023: Annual average rate
5-year average
Probability
(11.0)
(4.1)
(6.4)
4.9
3.1
2.4
2.8
4.6
6.9
5.8
5.4
5.6
2.3
(2.1)
0.9
3.0
1.9
0.3
0.1
0.1
0.1
0.2
40
3.8
2.9
2.4
2.7
8.3
6.7
5.8
4.9
5.3
6.0
4.0
4.3
4.0
4.0
0.7
0.3
0.3
0.4
0.5
65
4.3
2.9
2.6
2.9
5.8
5.0
3.9
3.8
4.0
(0.8)
(2.2)
2.4
5.2
2.3
1.2
1.0
1.1
1.2
1.3
70
The graphs comparing the respective Central scenarios in the
fourth quarters of 2019 and 2020 reveal the extent of economic
dislocation that occurred in 2020 and the impact this has had on
central projections made at the end of 2019.
The emergent nature of the Covid-19 outbreak at the end of 2019
meant that, consistent with other banks, HSBC’s Central scenario
did not, on a forward-looking basis, consider the impact of the
virus. Our Central scenario at the 2019 year-end projected
moderate growth over a five-year horizon, with strong prospects
for employment and a gradual increase in policy interest rates by
central banks in the major economies of Europe and North
America. The onset of the virus led to a fundamental reassessment
of our Central forecast and the distribution of risks over the course
of 2020. Our Central scenario at the end of 2020, as described
above, is based on assumptions that are considerably different.
GDP growth: Comparison
Hong Kong
8
6
4
2
0
‐2
‐4
‐6
‐8
‐10
2019
%
2.0
7.8
5.3
5.2
5.6
3.9
4.1
4.2
4.1
4.0
2.3
4.7
5.7
5.0
4.7
3.2
2.9
3.0
3.1
3.1
80
5.0
3.1
2.4
2.9
9.6
7.9
6.8
6.5
6.8
5.7
2.1
2.0
3.1
2.7
0.8
0.5
0.6
0.8
0.8
70
5.9
2.9
2.2
2.9
7.9
10.0
9.1
8.8
9.0
4.4
(0.5)
4.1
4.1
2.8
(0.4)
(0.5)
(0.5)
(0.5)
(0.5)
40
3.0
3.6
3.9
3.4
3.1
2.7
2.6
2.7
2.7
(11.6)
(9.8)
(1.3)
2.6
—
1.0
0.8
0.8
0.9
1.0
65
4Q19 Central scenario 5Y Average: 1.9%
4Q20 Central scenario 5Y Average: 2.9%
2021
2023
2025
4Q19 Central
4Q20 Central
UK
20
15
10
5
0
‐5
‐10
‐15
‐20
‐25
100
90
80
70
60
50
40
30
20
10
0
4Q19 Central scenario 5Y Average: 1.6%
4Q20 Central scenario 5Y Average: 2.8%
2019
2021
2023
2025
4Q19 Central
4Q20 Central
Note: Real GDP shown as year-on-year percentage change.
Note: Real GDP shown as year-on-year percentage change.
US
10
8
6
4
2
0
‐2
‐4
‐6
‐8
‐10
2019
4Q19 Central scenario 5Y Average: 1.9%
4Q20 Central scenario 5Y Average: 2.7%
2021
2023
2025
4Q19 Central
4Q20 Central
128
HSBC Holdings plc Annual Report and Accounts 2020
Note: Real GDP shown as year-on-year percentage change.
3.7
2.5
2.4
2.6
5.4
5.3
4.7
4.5
4.6
5.5
3.4
5.0
4.6
4.2
5.7
4.5
4.7
5.2
5.2
65
100
90
80
70
60
50
40
30
20
10
0
100
90
80
70
60
50
40
30
20
10
0
Mainland China
18
14
10
6
2
‐2
‐6
‐10
2019
4Q19 Central scenario 5Y Average: 5.6%
4Q20 Central scenario 5Y Average: 5.6%
2021
2023
2025
4Q19 Central
4Q20 Central
The consensus Upside scenario
Compared with the consensus Central scenario, the consensus
Upside scenario features a faster recovery in economic activity
during the first two years, before converging to long-run trends.
The scenario is consistent with a number of key upside risk
themes. These include the orderly and rapid global abatement of
Covid-19 via successful containment and prompt deployment of a
vaccine; de-escalation of tensions between the US and China; de-
escalation of political tensions in Hong Kong; continued support
from fiscal and monetary policy and smooth relations between the
UK and the EU, which enables the two parties to swiftly reach a
comprehensive agreement on trade and services.
The following table describes key macroeconomic variables and
the probabilities assigned in the consensus Upside scenario.
100
90
80
70
60
50
40
30
20
10
0
Note: Real GDP shown as year-on-year percentage change.
Consensus Upside scenario best outcome
UK
%
US
%
Hong
Kong
%
Mainland
China
%
Canada
France
%
%
UAE
%
Mexico
%
GDP growth rate
Unemployment rate
House price growth
19.9 (2Q21) 11.8 (2Q21) 13.8 (4Q21) 20.5 (1Q21) 15.8 (2Q21) 19.5 (2Q21) 13.8 (4Q21) 16.8 (2Q21)
3.7 (4Q22)
3.9 (4Q22)
3.0 (3Q22)
3.9 (4Q21)
5.3 (3Q22)
7.9 (4Q22)
2.2 (4Q21)
3.6 (3Q22)
6.9 (4Q22)
6.4 (1Q22)
4.9 (1Q22) 12.2 (1Q22)
5.2 (1Q21)
5.7 (2Q22) 18.5 (1Q22)
8.2 (3Q22)
Short-term interest rate
0.1 (2Q22)
0.4 (1Q21)
1.1 (1Q21)
3.0 (1Q21)
0.6 (1Q21)
(0.4) (1Q21)
0.9 (1Q21)
5.0 (1Q21)
Probability consensus Upside
5
5
5
10
10
5
5
5
Note: Extreme point in the consensus Upside is ‘best outcome’ in the scenario, for example the highest GDP growth and the lowest unemployment
rate, in the first two years of the scenario.
• Continued long-term differences between the US and China,
which could affect sentiment and restrict global economic
activity.
• The Covid-19 outbreak reduced the incidence of protests in
Hong Kong. Despite the passage of the national security law in
2020, such unrest has the potential to return as the virus abates
and restrictions to mobility ease.
• The Trade and Cooperation Agreement between the UK and EU
averted a disorderly UK departure from the EU, but the risk of
future disagreements remains, which may hinder the ability to
reach a more comprehensive agreement on trade and services.
The consensus Downside scenario
In the consensus Downside scenario, economic recovery is
considerably weaker compared with the Central scenario. GDP
growth remains weak, unemployment rates stay elevated and
asset and commodity prices fall before gradually recovering
towards their long-run trends.
The scenario is consistent with the key downside risks articulated
above. Further outbreaks of Covid-19, coupled with delays in
vaccination programmes, lead to longer-lasting restrictions on
economic activity in this scenario. Other global risks also increase
and drive increased risk-aversion in asset markets.
Downside scenarios
The year 2021 is expected to be a period of economic recovery,
but the progression and management of the pandemic presents a
key risk to global growth. A new and more contagious strain of the
virus increased the transmission rate in the UK and resulted in
stringent restrictions to mobility towards the end of 2020. This
viral strain observed in the UK, together with aggressive strains
observed in other countries including South Africa and Brazil,
introduce the risk that transmission may increase significantly
within the national borders of a number of countries in 2021 and
also raise concerns around the efficacy of vaccines as the virus
mutates. Some countries may keep significant restrictions to
mobility in place for an extended period of time and at least until
critical segments of the population can be inoculated. Further risks
to international travel also arise.
A number of vaccines have been developed and approved for use
at a rapid pace and plans to inoculate significant proportions of
national populations in 2021 across many of our key markets are a
clear positive for economic recovery. While we expect vaccination
programmes to be successful, governments and healthcare
authorities face country-specific challenges that could affect the
speed and spread of vaccinations. These challenges include the
logistics of inoculating a significant proportion of national
populations within a limited timeframe and the public acceptance
of vaccines. On a global level, supply challenges could affect the
pace of roll-out and the efficacy of vaccines is yet to be
determined.
Government support programmes in advanced economies in 2020
were supported by accommodative actions taken by central
banks. These measures by governments and central banks have
provided households and firms with significant support. An
inability or unwillingness to continue with such support or the
untimely withdrawal of support present a downside risk to growth.
While Covid-19 and related risks dominate the economic outlook,
geopolitical risks also present a threat. These risks include:
HSBC Holdings plc Annual Report and Accounts 2020
129
Risk review Risk
The following table describes key macroeconomic variables and the probabilities assigned in the consensus Downside scenario.
Consensus Downside scenario worst outcome
UK
%
US
%
Hong
Kong
%
Mainland
China
%
Canada
France
%
%
UAE
%
Mexico
%
GDP growth rate
Unemployment rate
House price growth
(7.6) (1Q21)
(3.4) (1Q21)
(2.1) (3Q21)
(1.3) (4Q21)
(3.6) (1Q21)
(3.0) (1Q21)
(7.3) (1Q21)
(8.0) (1Q21)
9.4 (4Q21)
8.2 (2Q21)
6.4 (1Q21)
4.3 (3Q22)
9.2 (1Q21)
11.2 (1Q21)
3.0 (1Q21)
6.2 (3Q21)
(10.8) (4Q21)
0.1 (3Q21)
(6.8) (3Q21)
0.3 (4Q21)
(1.3) (1Q22)
(3.3) (2Q21)
(19.2) (2Q21)
1.0 (4Q21)
Short-term interest rate
0.1 (1Q21)
0.3 (1Q22)
1.1 (4Q22)
2.8 (1Q21)
0.5 (1Q21)
(0.5) (1Q21)
0.8 (1Q22)
3.8 (1Q21)
Probability consensus Downside
40
25
20
8
10
40
25
25
Note: Extreme point in the consensus Downside is 'worst outcome' in the scenario, for example lowest GDP growth and the highest unemployment
rate, in the first two years of the scenario.
Additional Downside scenario
An additional Downside scenario that features a global recession
has been created to reflect management’s view of severe risks. In
this scenario, infections rise in 2021 and setbacks to vaccine
programmes imply that successful roll-out of vaccines only occurs
towards the end of 2021 and it takes until the end of 2022 for the
pandemic to come to an end. The scenario also assumes
governments and central banks are unable to significantly increase
fiscal and monetary programmes, which results in abrupt
corrections in labour and asset markets.
The following table describes key macroeconomic variables and
the probabilities assigned in the additional Downside scenario.
Additional Downside scenario worst outcome
UK
%
US
%
Hong
Kong
%
Mainland
China
%
Canada
France
%
%
UAE
%
Mexico
%
GDP growth rate
Unemployment rate
House price growth
(10.1) (1Q21)
(4.2) (1Q21)
(8.3) (4Q21)
(9.5) (4Q21)
(5.0) (1Q21)
(6.7) (1Q21)
(12.2) (1Q21)
(10.9) (1Q21)
9.8 (3Q21)
11.4 (4Q22)
6.7 (3Q21)
6.1 (3Q22)
11.3 (1Q21)
12.3 (1Q21)
3.9 (1Q21)
6.9 (4Q21)
(14.5) (4Q21)
(9.3) (3Q21)
(21.0) (4Q21)
(19.4) (4Q21)
(10.4) (4Q21)
(7.1) (3Q21)
(22.9) (2Q21)
(2.7) (4Q21)
Short-term interest rate
0.8 (2Q21)
1.1 (1Q21)
1.3 (1Q21)
4.0 (2Q21)
0.4 (1Q21)
0.2 (2Q21)
0.5 (3Q21)
6.7 (2Q21)
Probability additional Downside
15
5
5
2
10
15
5
5
Note: Extreme point in the additional Downside is 'worst outcome' in the scenario, for example lowest GDP growth and the highest unemployment
rate, in the first two years of the scenario.
Uncertainty related to the continued impact of the pandemic and
the ability of governments to control its spread via restrictions and
vaccinations over the course of 2021 also play a prominent role in
assigning scenario weights to our other markets. In addition, for
the US, Canada and Mexico, connectivity across the three North
American economies has been considered. In the UAE, the impact
of the oil price on the economy and the ability of non-oil sectors to
contribute to economic recovery have influenced the view of
uncertainty. The Central scenario has been assigned between 65%
and 70% weight for these four markets and, with risks perceived
as being weighted to the downside, the two Downside scenarios
have been given weights between 20% and 30%.
The following graphs show the historical and forecasted GDP
growth rate for the various economic scenarios in our four largest
markets.
US
15.0
10.0
5.0
0.0
‐5.0
‐10.0
2016
2017
2018
2019
Central
2020
Upside
2021
2022
2023
2024
2025
Downside
Additional Downside
100
90
80
70
60
50
40
30
20
10
0
In considering economic uncertainty and assigning probabilities to
scenarios, management has considered both global and country-
specific factors. This has led management to assigning scenario
probabilities that are tailored to its view of uncertainty in individual
markets.
To inform its view, management has considered trends in the
progression of the virus in individual countries, the expected reach
and efficacy of vaccine roll-outs over the course of 2021, the size
and effectiveness of future government support schemes and the
connectivity with other countries. Management has also been
guided by the actual response to the Covid-19 outbreak and by the
economic experience across countries in 2020. China’s visible
success at containing the virus and its repeated rapid response to
localised outbreaks, coupled with government support
programmes and clear signs of economic recovery, have led
management to conclude that the economic outlook for mainland
China is the least volatile out of all our top markets. The Central
scenario for mainland China has an 80% probability while a total
of 10% has been assigned to the two Downside scenarios. In
Hong Kong, the combination of recurrent outbreaks, a lack of
details around the roll-out of a vaccination programme and the
other risks outlined above, have led management to assign 25%
weight to the two Downside scenarios.
The UK and France face the greatest economic uncertainty in our
key markets. In the UK, the discovery of a more infectious strain of
the virus and subsequent national restrictions on activity imposed
before the end of 2020 have resulted in considerable uncertainty in
the economic outlook. In France, the increases in cases and
hospitalisations towards the end of 2020, the difficulties
experienced with the launch of a national vaccination programme
and the wide range of measures taken to restrict activity similarly
affect the economic outlook. Given these considerations, the
Central and the consensus Downside scenario for the UK and
France have each been assigned 40% probability. This reflects
management’s view that, as a result of elevated uncertainty in
these two markets, the Central scenario cannot be viewed as the
single most likely outcome. The additional Downside scenario has
been assigned 15% probability to reflect the view that the balance
of risks is weighted to the downside.
130
HSBC Holdings plc Annual Report and Accounts 2020
UK
25.0
20.0
15.0
10.0
5.0
0.0
‐5.0
‐10.0
‐15.0
‐20.0
‐25.0
2016
2017
2018
2019
Central
2020
Upside
2021
2022
2023
2024
2025
Downside
Additional Downside
Hong Kong
15.0
10.0
5.0
0.0
‐5.0
‐10.0
‐15.0
2016
2017
2018
2019
Central
2020
Upside
2021
2022
2023
2024
2025
Downside
Additional Downside
Mainland China
25.0
20.0
15.0
10.0
5.0
0.0
‐5.0
‐10.0
‐15.0
2016
2017
2018
2019
Central
2020
Upside
2021
2022
2023
2024
2025
Downside
Additional Downside
Critical accounting estimates and judgements
The calculation of ECL under IFRS 9 involves significant
judgements, assumptions and estimates. The level of estimation
uncertainty and judgement has increased during 2020 as a result
of the economic effects of the Covid-19 outbreak, including
significant judgements relating to:
• the selection and weighting of economic scenarios, given
rapidly changing economic conditions in an unprecedented
manner, uncertainty as to the effect of government and central
bank support measures designed to alleviate adverse economic
impacts, and a wider distribution of economic forecasts than
before the pandemic. The key judgements are the length of
time over which the economic effects of the pandemic will
occur, the speed and shape of recovery. The main factors
include the effectiveness of pandemic containment measures,
the pace of roll-out and effectiveness of vaccines, and the
emergence of new variants of the virus, plus a range of
geopolitical uncertainties, which together represent a very high
degree of estimation uncertainty, particularly in assessing
Downside scenarios;
• estimating the economic effects of those scenarios on ECL,
where there is no observable historical trend that can be
reflected in the models that will accurately represent the effects
of the economic changes of the severity and speed brought
about by the Covid-19 outbreak. Modelled assumptions and
100
90
80
70
60
50
40
30
20
10
0
100
90
80
70
60
50
40
30
20
10
0
100
90
80
70
60
50
40
30
20
10
0
linkages between economic factors and credit losses may
underestimate or overestimate ECL in these conditions, and
there is significant uncertainty in the estimation of parameters
such as collateral values and loss severity; and
• the identification of customers experiencing significant
increases in credit risk and credit impairment, particularly
where those customers have accepted payment deferrals and
other reliefs designed to address short-term liquidity issues
given muted default experience to date. The use of
segmentation techniques for indicators of significant increases
in credit risk involves significant estimation uncertainty.
How economic scenarios are reflected in ECL
calculations
Models are used to reflect economic scenarios on ECL estimates.
As described above, modelled assumptions and linkages based on
historical information could not alone produce relevant information
under the unprecedented conditions experienced in 2020, and it
was necessary to place greater emphasis on judgemental
adjustments to modelled outcomes than in previous years.
We have developed globally consistent methodologies for the
application of forward economic guidance into the calculation of
ECL for wholesale and retail credit risk. These standard
approaches are described below, followed by the management
judgemental adjustments made, including those to reflect the
circumstances experienced in 2020.
For wholesale, a global methodology is used for the estimation of
the term structure of probability of default (‘PD’) and loss given
default (‘LGD’). For PDs, we consider the correlation of forward
economic guidance to default rates for a particular industry in a
country. For LGD calculations, we consider the correlation of
forward economic guidance to collateral values and realisation
rates for a particular country and industry. PDs and LGDs are
estimated for the entire term structure of each instrument.
For impaired loans, LGD estimates take into account independent
recovery valuations provided by external consultants where
available or internal forecasts corresponding to anticipated
economic conditions and individual company conditions. In
estimating the ECL on impaired loans that are individually
considered not to be significant, we incorporate forward economic
guidance proportionate to the probability-weighted outcome and
the Central scenario outcome for non-stage 3 populations.
For retail, the impact of economic scenarios on PD is modelled at
a portfolio level. Historical relationships between observed default
rates and macroeconomic variables are integrated into IFRS 9 ECL
estimates by using economic response models. The impact of
these scenarios on PD is modelled over a period equal to the
remaining maturity of the underlying asset or assets. The impact
on LGD is modelled for mortgage portfolios by forecasting future
loan-to-value (‘LTV’) profiles for the remaining maturity of the
asset by using national level forecasts of the house price index and
applying the corresponding LGD expectation.
These models are based largely on historical observations and
correlations with default rates. Management judgemental
adjustments are described below.
Management judgemental adjustments
In the context of IFRS 9, management judgemental adjustments
are short-term increases or decreases to the ECL at either a
customer or portfolio level to account for late-breaking events,
model and data limitations and deficiencies, and expert credit
judgement applied following management review and challenge.
In the Annual Report and Accounts 2019, these were ‘Post-model
adjustments’.
The most severe projections at 31 December 2020 of
macroeconomic variables are outside the historical observations
on which IFRS 9 models have been built and calibrated to operate.
Moreover, the complexities of country-specific governmental
support programmes, the impacts on customer behaviours and
the unpredictable pathways of the pandemic have never been
modelled. Consequently, HSBC’s IFRS 9 models, in some cases,
generate outputs that appear overly sensitive when compared
HSBC Holdings plc Annual Report and Accounts 2020
131
Risk review Risk
with other economic and credit metrics. Governmental support
programmes and customer payment reliefs have dislocated the
correlation between economic conditions and defaults on which
models are based. Management judgemental adjustments are
required to help ensure that an appropriate amount of ECL
impairment is recognised.
We have internal governance in place to regularly monitor
management judgemental adjustments and, where possible, to
reduce the reliance on these through model recalibration or
redevelopment, as appropriate. During 2020 the composition of
modelled ECL and management judgemental adjustments
changed significantly, reflecting the path of the pandemic,
containment efforts and government support measures, and this is
expected to continue to be the case until economic conditions
improve. Wider-ranging model changes will take time to develop
and need observable loss data on which models can be developed.
Models will be revisited over time once the longer-term impacts of
Covid-19 are observed. Therefore, we anticipate significant
management judgemental adjustments for the foreseeable future.
Management judgemental adjustments made in estimating the
reported ECL at 31 December 2020 are set out in the following
table. The table includes adjustments in relation to data and model
limitations resulting from the pandemic, and as a result of the
regular process of model development and implementation. It
shows the adjustments applicable to the scenario-weighted ECL
numbers. Adjustments in relation to Downside scenarios are more
significant, as results are subject to greater uncertainty.
Management judgemental adjustments to ECL1
Low-risk counterparties (banks,
sovereigns and government entities)
Corporate lending adjustments
Retail lending PD adjustments
Retail model default suppression
adjustment
Other retail lending adjustments
Total
Retail Wholesale
$bn
$bn
—
—
(0.8)
1.9
0.4
1.5
(0.7)
0.5
—
—
(0.2)
Total
$bn
(0.7)
0.5
(0.8)
1.9
0.4
1.3
1 Management judgemental adjustments presented in the table reflect
increases or (decreases) to ECL, respectively.
Management judgemental adjustments at 31 December 2019
were an increase to ECL of $75m for the wholesale portfolio and
$131m for the retail portfolio. This excludes adjustments for
alternative scenarios.
During 2020, management judgemental adjustments reflected the
volatile economic conditions associated with the Covid-19
pandemic. The composition of modelled ECL and management
judgemental adjustments changed significantly over 2020 as
certain economic measures, such as GDP growth rate, passed the
expected low point in a number of key markets and returned
towards those reflected in modelled relationships, subject to
continued uncertainty in the recovery paths of different
economies.
At 31 December 2020, wholesale management judgemental
adjustments were an ECL reduction of $0.2bn (31 December 2019:
$0.1bn increase). These wholesale adjustments were lower than
those made in the second and third quarters of 2020 following an
improvement in macroeconomic assumptions, with models
operating closer to their calibration range and following
recalibration for stressed conditions.
The adjustments relating to low-credit-risk exposures are mainly to
highly rated banks, sovereigns and US government-sponsored
entities, where modelled credit factors did not fully reflect the
underlying fundamentals of these entities or the effect of
government support and economic programmes in the Covid-19
environment.
Adjustments to corporate exposures principally reflect the
outcome of management judgements for high-risk and vulnerable
sectors in some of our key markets, supported by credit experts’
input, quantitative analyses and benchmarks. Considerations
132
HSBC Holdings plc Annual Report and Accounts 2020
include potential default suppression in some sectors due to
government intervention and late-breaking idiosyncratic
developments.
In the fourth quarter of 2020, retail management judgemental
adjustments led to an ECL increase of $1.5bn, primarily from
additional ECL of $1.9bn to reflect adjustments to the timing of
default, which has been delayed by government support and
customer relief measures. This was partly offset by adjustments to
retail lending PD outputs, to reduce ECL of $0.8bn for unintuitive
model responses, primarily where economic forecasts were
beyond the bounds of the model development period. Other retail
lending adjustments of $0.4bn led to an increase in ECL from
areas such as customer relief and data limitations.
The retail model default suppression adjustment was applied as
defaults remain temporarily suppressed due to government
support and customer relief programmes, which have supported
stabilised portfolio performance. Retail models are reliant on the
assumption that as macroeconomic conditions deteriorate,
defaults will crystallise. This adjustment aligns the increase in
default due to changes in economic conditions to the period of
time when defaults are expected to be observed. The retail model
default suppression adjustment will be monitored and updated
prospectively to ensure appropriate alignment with expected
performance taking into consideration the levels and timing of
government support and customer relief programmes.
Retail lending PD adjustments are primarily related to an
adjustment made in relation to the UK. The downside
unemployment forecasts were outside the historical bounds on
which the model was developed resulting in unintuitive levels of
PD. This adjustment reduced the sensitivity of PD to better align
with the historical correlation between changes in levels of
unemployment and defaults.
Economic scenarios sensitivity analysis of ECL
estimates
Management considered the sensitivity of the ECL outcome
against the economic forecasts as part of the ECL governance
process by recalculating the ECL under each scenario described
above for selected portfolios, applying a 100% weighting to each
scenario in turn. The weighting is reflected in both the
determination of a significant increase in credit risk and the
measurement of the resulting ECL.
The ECL calculated for the Upside and Downside scenarios should
not be taken to represent the upper and lower limits of possible
ECL outcomes. The impact of defaults that might occur in the
future under different economic scenarios is captured by
recalculating ECL for loans in stages 1 and 2 at the balance sheet
date. The population of stage 3 loans (in default) at the balance
sheet date is unchanged in these sensitivity calculations. Stage 3
ECL would only be sensitive to changes in forecasts of future
economic conditions if the LGD of a particular portfolio was
sensitive to these changes.
There is a particularly high degree of estimation uncertainty in
numbers representing tail risk scenarios when assigned a 100%
weighting.
For wholesale credit risk exposures, the sensitivity analysis
excludes ECL and financial instruments related to defaulted
obligors because the measurement of ECL is relatively more
sensitive to credit factors specific to the obligor than future
economic scenarios. Therefore, it is impracticable to separate the
effect of macroeconomic factors in individual assessments. For
retail credit risk exposures, the sensitivity analysis includes ECL for
loans and advances to customers related to defaulted obligors.
This is because the retail ECL for secured mortgage portfolios
including loans in all stages is sensitive to macroeconomic
variables.
Wholesale and retail sensitivity
The wholesale and retail sensitivity analysis is stated inclusive of
management judgemental adjustments, as appropriate to each
scenario. The results tables exclude portfolios held by the
insurance business and small portfolios, and as such cannot be
directly compared to personal and wholesale lending presented in
other credit risk tables. Additionally in both the wholesale and
retail analysis, the comparative period results for additional/
alternative Downside scenarios are also not directly comparable
with the current period, because they reflect different risk profiles
relative to the consensus scenarios for the period end.
Wholesale analysis
IFRS 9 ECL sensitivity to future economic conditions
ECL of loans and advances to
customers at 31 December 20201
UK
US
Hong Kong
Mainland China
Canada
Mexico
UAE
France
Gross carrying
amount2
Reported ECL
Central scenario
ECL
Upside scenario
ECL
Downside
scenario ECL
$m
430,555
201,263
452,983
118,163
85,720
25,920
44,777
164,899
$m
2,077
369
474
116
183
246
250
117
$m
1,514
314
388
93
140
222
241
109
$m
1,026
219
211
28
82
177
190
97
$m
2,271
472
672
252
253
285
330
131
Additional
Downside
scenario ECL
$m
3,869
723
1,363
1,158
528
437
536
238
IFRS 9 ECL sensitivity to future economic conditions3
ECL of loans and advances to customers
at 31 December 20191
UK
US
Hong Kong
Mainland China
Canada
Mexico
UAE
France
Gross carrying
amount2
Reported ECL
Central scenario
ECL
Upside scenario
ECL
Downside scenario
ECL
Alternative
scenarios ECL4
$m
346,035
203,610
418,102
104,004
74,620
32,632
42,304
124,618
$m
725
148
328
124
80
69
97
55
$m
536
149
243
118
79
68
97
53
$m
480
132
241
95
63
48
89
50
$m
1,050–2,100
550-700
150
$m
635
161
244
106
108
99
108
79
1 ECL sensitivity includes off-balance sheet financial instruments that are subject to significant measurement uncertainty.
2
Includes low credit-risk financial instruments such as debt instruments at FVOCI, which have high carrying amounts but low ECL under all the
above scenarios.
3 ECL sensitivities for 2019 exclude portfolios utilising less complex modelling approaches and management judgemental adjustments only included
in reported ECL.
4 The UK alternative Downside (‘AD’) scenario 1 had an ECL impact of $1bn with AD2 and AD3 scenarios with ECL impacts of $1.9bn and $2.1bn
respectively. The Hong Kong AD1 and AD2 scenarios had an impact of $0.55bn and $0.7bn respectively.
At 31 December 2020, the most significant level of ECL sensitivity
was observed in the UK, Hong Kong and mainland China. This
higher sensitivity is largely driven by significant exposure in these
regions and more severe impacts of the Downside scenarios
relative to the Central and probability-weighted scenarios. For
mainland China, the additional Downside scenario weighting of
2% reflects a scenario that is considered highly unlikely and is
significantly more adverse compared with the Central scenario,
resulting in a higher ECL estimate relative to the reported and
Central scenarios.
HSBC Holdings plc Annual Report and Accounts 2020
133
Risk review
Risk
Retail analysis
IFRS 9 ECL sensitivity to future economic conditions1
ECL of loans and advances to
customers at 31 December 20202
$m
$m
$m
$m
$m
$m
Gross carrying
amount
Reported ECL
Central scenario
ECL
Upside scenario
ECL
Downside scenario
ECL
Additional
Downside scenario
UK
Mortgages
Credit cards
Other
Mexico
Mortgages
Credit cards
Other
Hong Kong
Mortgages
Credit cards
Other
UAE
Mortgages
Credit cards
Other
France
Mortgages
Other
US
Mortgages
Credit cards
Canada
Mortgages
Credit cards
Other
146,478
7,869
9,164
3,896
1,113
2,549
89,943
7,422
6,020
1,889
426
683
24,565
1,725
15,399
570
22,454
260
1,775
197
857
897
111
260
436
—
266
112
66
92
38
68
88
41
86
31
9
22
182
774
795
101
255
428
—
259
105
63
81
37
68
87
39
84
30
9
21
172
589
471
79
243
411
—
247
102
53
62
33
68
85
38
81
29
8
20
205
904
1,022
221
1,084
1,165
136
269
451
—
277
115
73
107
41
69
88
41
88
31
9
24
167
290
491
—
405
130
78
126
46
70
91
53
119
36
9
28
IFRS 9 ECL sensitivity to future economic conditions1 (continued)
ECL of loans and advances to
customers at 31 December 20192
$m
$m
$m
$m
$m
$m
Gross carrying
amount
Reported ECL Central scenario ECL Upside scenario ECL
Downside scenario
ECL
Alternative scenarios
ECL
UK
Mortgages
Credit cards
Other
Mexico
Mortgages
Credit cards
Other
Hong Kong
Mortgages
Credit cards
Other
UAE
Mortgages
Credit cards
Other
France
Mortgages
Other
US
Mortgages
Credit cards
Canada
Mortgages
Credit cards
Other
50-80
670-930
490-700
0
400
130
130,079
9,359
10,137
3,385
1,295
3,001
86,448
7,795
7,446
1,983
513
895
21,374
1,643
14,732
738
19,843
270
2,231
123
431
382
32
211
341
0
243
105
92
54
28
60
73
22
68
15
7
17
33
421
318
31
211
340
0
201
95
92
54
28
60
73
22
68
14
7
17
28
376
282
24
190
312
0
191
90
83
49
26
59
73
21
62
13
7
16
38
506
374
41
231
380
0
201
104
91
72
31
60
74
24
74
16
7
18
1 ECL sensitivities exclude portfolios utilising less complex modelling approaches.
2 ECL sensitivity includes only on-balance sheet financial instruments to which IFRS 9 impairment requirements are applied.
134
HSBC Holdings plc Annual Report and Accounts 2020
Reconciliation of changes in gross carrying/
nominal amount and allowances for loans and
advances to banks and customers including loan
commitments and financial guarantees
The following disclosure provides a reconciliation by stage of the
Group’s gross carrying/nominal amount and allowances for loans
and advances to banks and customers, including loan
commitments and financial guarantees. Movements are calculated
on a quarterly basis and therefore fully capture stage movements
between quarters. If movements were calculated on a year-to-date
basis they would only reflect the opening and closing position of
the financial instrument.
The transfers of financial instruments represents the impact of
stage transfers upon the gross carrying/nominal amount and
associated allowance for ECL.
The net remeasurement of ECL arising from stage transfers
represents the increase or decrease due to these transfers, for
example, moving from a 12-month (stage 1) to a lifetime (stage 2)
ECL measurement basis. Net remeasurement excludes the
underlying customer risk rating (‘CRR’)/probability of default (‘PD’)
movements of the financial instruments transferring stage. This is
captured, along with other credit quality movements in the
‘changes in risk parameters – credit quality’ line item.
Changes in ‘New financial assets originated or purchased’, ‘assets
derecognised (including final repayments)’ and ‘changes to risk
parameters – further lending/repayment’ represent the impact
from volume movements within the Group’s lending portfolio.
At 31 December 2020, the most significant level of ECL sensitivity
was observed in the UK, Mexico and Hong Kong.
Mortgages reflected the lowest level of ECL sensitivity across
most markets as collateral values remain resilient. Hong Kong
mortgages had low levels of reported ECL due to the credit quality
of the portfolio, and so presented sensitivity was negligible. Credit
cards and other unsecured lending are more sensitive to economic
forecasts, which have deteriorated in 2020 due to the Covid-19
pandemic.
Group ECL sensitivity results
The ECL impact of the scenarios and management judgemental
adjustments are highly sensitive to movements in economic
forecasts, including the efficacy of government support measures.
Based upon the sensitivity tables presented above, if the Group
ECL balance (excluding wholesale stage 3, which is assessed
individually) was estimated solely on the basis of the Central
scenario, Downside scenario or the additional Downside scenario
at 31 December 2020, it would increase/(decrease) as presented in
the below table.
Total Group ECL 2020
Reported ECL
Scenarios
100% consensus Central scenario
100% consensus Downside scenario
100% additional Downside scenario
Total Group ECL 2019
Reported ECL
Scenarios
100% consensus Central scenario
100% consensus Downside scenario
100% alternative Downside scenario
Retail1
Wholesale1
$bn
4.5
(0.3)
0.3
1.3
$bn
4.5
(0.9)
1.0
5.9
Retail1
Wholesale
$bn
2.9
(0.2)
0.1
n/a
$bn
2.0
(0.3)
—
n/a
1 On the same basis as retail and wholesale sensitivity analysis.
There still remains a significant degree of uncertainty in relation to
the UK economic outlook. If a 100% weight were applied to the
consensus Downside and additional Downside scenario for the
UK, respectively, it would result in an increase in ECL of $0.2bn
and $1.8bn in wholesale and $0.2bn and $0.5bn in retail.
HSBC Holdings plc Annual Report and Accounts 2020
135
Risk review
Risk
Reconciliation of changes in gross carrying/nominal amount and allowances for loans and advances to banks and customers including
loan commitments and financial guarantees
(Audited)
Non-credit impaired
Credit impaired
Stage 1
Stage 2
Stage 3
POCI
Total
Gross
carrying/
nominal
amount
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Allowance
for ECL
$m
$m
$m
$m
$m
$m
$m
$m
$m
$m
At 1 Jan 2020
1,561,613
(1,464) 105,551
(2,441) 14,335
(5,121)
345
(99) 1,681,844
(9,125)
Transfers of financial instruments:
(129,236)
(1,122) 116,783
1,951 12,453
(829)
– transfers from stage 1 to stage 2
(298,725)
947 298,725
(947)
– transfers from stage 2 to stage 1
172,894
(2,073) (172,894)
2,073
—
—
—
—
– transfers to stage 3
– transfers from stage 3
(3,942)
537
30 (10,320)
986 14,262
(1,016)
(26)
1,272
(161)
(1,809)
187
—
—
—
—
—
—
907
—
(1,158)
—
(750)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
(1,001)
Net remeasurement of ECL arising
from transfer of stage
New financial assets originated or
purchased
Assets derecognised (including final
repayments)
Changes to risk parameters –
further lending/repayment
Changes to risk parameters – credit
quality
Changes to models used for ECL
calculation
Assets written off
Credit-related modifications that
resulted in derecognition
Foreign exchange
Others
At 31 Dec 2020
ECL income statement change for
the period
Recoveries
Others
Total ECL income statement
change for the period
437,836
(653)
—
—
—
—
25
(1) 437,861
(654)
(313,347)
160 (37,409)
464
(3,430)
485
(23)
2 (354,209)
1,111
(83,147)
157 29,092
85
(597)
248
(50)
(2)
(54,702)
488
—
(408)
—
(4,374)
—
(4,378)
—
(39)
—
(9,199)
—
—
—
134
—
—
—
294
—
5
—
(2,946)
2,944
—
—
—
32,808
(47)
9,123
(223)
(76)
5
292
(1)
(23)
633
(1)
7
(163)
8
—
(30)
—
4
8
—
30
—
(3)
(1)
—
433
(2,976)
2,974
(23)
7
42,568
(436)
223
11
1,506,451
(2,331) 223,432
(5,403) 20,424
(7,544)
279
(113) 1,750,586
(15,391)
297
(4,689)
(4,390)
(40)
(8,822)
326
(84)
(8,580)
As above
Other financial assets measured at amortised cost
Non-trading reverse purchase agreement commitments
Performance and other guarantees not considered for IFRS 9
Summary of financial instruments to which the impairment requirements in
IFRS 9 are applied/Summary consolidated income statement
Debt instruments measured at FVOCI
Total allowance for ECL/total income statement ECL change for the period
At 31 Dec 2020
12 months ended
31 Dec 2020
Gross carrying/nominal
amount
Allowance for ECL
ECL charge
$m
1,750,586
772,408
61,716
—
2,584,710
399,717
n/a
$m
(15,391)
(175)
—
—
(15,566)
(141)
(15,707)
$m
(8,580)
(95)
—
(94)
(8,769)
(48)
(8,817)
As shown in the previous table, the allowance for ECL for loans
and advances to customers and banks and relevant loan
commitments and financial guarantees increased $6,266m during
the period from $9,125m at 31 December 2019 to $15,391m at 31
December 2020.
This increase was primarily driven by:
• $9,199m relating to underlying credit quality changes, including
the credit quality impact of financial instruments transferring
between stages;
• $1,001m relating to the net remeasurement impact of stage
transfers; and
• foreign exchange and other movements of $425m.
• $433m of changes to models used for ECL calculation; and
• $7m of credit-related modifications that resulted in
derecognitions.
The ECL charge for the period of $8,822m presented in the
previous table consisted of $9,199m relating to underlying credit
quality changes, including the credit quality impact of financial
instruments transferring between stage and $1,001m relating to
the net remeasurement impact of stage transfers. This was partly
offset by $945m relating to underlying net book volume
movement and $433m in changes to models used for ECL
calculation.
Summary views of the movement in wholesale and personal
lending are presented on pages 147 and 160.
These were partly offset by:
• $2,974m of assets written off;
• $945m relating to volume movements, which included the ECL
allowance associated with new originations, assets
derecognised and further lending/repayment;
136
HSBC Holdings plc Annual Report and Accounts 2020
Reconciliation of changes in gross carrying/nominal amount and allowances for loans and advances to banks and customers including
loan commitments and financial guarantees
(Audited)
Non-credit impaired
Credit impaired
Stage 1
Stage 2
Stage 3
POCI
Total
Gross
exposure
Allowance/
provision
for ECL
Gross
exposure
Allowance/
provision
for ECL
Gross
exposure
Allowance/
provision for
ECL
Gross
exposure
Allowance/
provision
for ECL
Gross
exposure
Allowance/
provision for
ECL
$m
$m
$m
$m
$m
$m
$m
$m
$m
$m
At 1 Jan 2019
1,502,976
(1,449) 95,104
(2,278)
14,232
(5,135)
334
(194) 1,612,646
(9,056)
Transfers of financial instruments:
(36,244)
(543) 31,063
1,134
5,181
(591)
– transfers from stage 1 to stage 2
(108,434)
487 108,434
(487)
– transfers from stage 2 to stage 1
73,086
(1,044)
(73,086)
1,044
—
—
– transfers to stage 3
– transfers from stage 3
(1,284)
388
59
(5,022)
(45)
737
665
(88)
6,306
(1,125)
—
—
(724)
133
—
—
—
—
—
—
669
—
(676)
—
(114)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
(121)
Net remeasurement of ECL arising
from transfer of stage
New financial assets originated or
purchased
Assets derecognised (including final
repayments)
Changes to risk parameters –
further lending/repayment
Changes to risk parameters – credit
quality
Changes to models used for ECL
calculation
Assets written off
Credit-related modifications that
resulted in derecognition
Foreign exchange
Others
At 31 Dec 2019
ECL income statement change for
the period
Recoveries
Others
Total ECL income statement change
for the period
504,064
(534)
—
—
—
—
135
(21)
504,199
(555)
(352,961)
112
(19,909)
553
(2,712)
656
(26)
8
(375,608)
1,329
(72,239)
291
(2,560)
67
402
(6)
28
12
(74,369)
364
—
—
—
—
16,838
(821)
2
—
(1,208)
—
(2,704)
—
(51)
—
(3,961)
(6)
—
—
(9)
3
—
—
—
1,201
652
4
—
—
(40)
3
—
14
—
—
—
12
(2,657)
2,657
(140)
140
(2,797)
2,797
(268)
160
(3)
125
(31)
8
—
1
13
—
1
6
(268)
18,200
(159)
125
(79)
20
1,561,613
(1,464) 105,551
(2,441)
14,335
(5,121)
345
(99) 1,681,844
(9,125)
534
(1,260)
(2,154)
(52)
(2,932)
361
(20)
(2,591)
As above
Other financial assets measured at amortised cost
Non-trading reverse purchase agreement commitments
Performance and other guarantees not considered for IFRS 9
Summary of financial instruments to which the impairment requirements in IFRS 9 are applied/
Summary consolidated income statement
Debt instruments measured at FVOCI
Total allowance for ECL/total income statement ECL change for the period
At 31 Dec 2019
12 months ended 31 Dec 2019
Gross carrying/
nominal amount
Allowance for ECL
ECL charge
$m
1,681,844
615,179
53,093
—
2,350,116
355,664
n/a
$m
(9,125)
(118)
—
—
(9,243)
(166)
(9,409)
$m
(2,591)
(26)
—
(34)
(2,651)
(105)
(2,756)
HSBC Holdings plc Annual Report and Accounts 2020
137
Risk review
Risk
Credit quality
Credit quality of financial instruments
(Audited)
We assess the credit quality of all financial instruments that are
subject to credit risk. The credit quality of financial instruments is
a point-in-time assessment of PD, whereas stages 1 and 2 are
determined based on relative deterioration of credit quality since
initial recognition. Accordingly, for non-credit-impaired financial
instruments, there is no direct relationship between the credit
quality assessment and stages 1 and 2, although typically the
lower credit quality bands exhibit a higher proportion in stage 2.
The five credit quality classifications each encompass a range of
granular internal credit rating grades assigned to wholesale and
personal lending businesses and the external ratings attributed by
external agencies to debt securities, as shown in the table on
page 121.
Distribution of financial instruments by credit quality at 31 December 2020
(Audited)
Gross carrying/notional amount
Strong
$m
Good
Satisfactory
Sub-
standard
$m
$m
$m
Credit
impaired
$m
Allowance for
ECL/other
credit
provisions
$m
Total
$m
Net
$m
In-scope for IFRS 9
Loans and advances to customers
held at amortised cost
506,231
233,320
256,584
36,970
19,372
1,052,477
(14,490)
1,037,987
– personal
357,821
53,892
38,520
4,965
5,611
460,809
– corporate and commercial
120,971
158,601
203,560
30,718
13,238
527,088
– non-bank financial institutions
27,439
20,827
14,504
1,287
523
64,580
(4,731)
(9,494)
(265)
456,078
517,594
64,315
Loans and advances to banks held
at amortised cost
Cash and balances at central
banks
Items in the course of collection
from other banks
Hong Kong Government
certificates of indebtedness
Reverse repurchase agreements –
non-trading
Prepayments, accrued income and
other assets
– endorsements and acceptances
– accrued income and other
Debt instruments measured at
fair value through other
comprehensive income1
Out-of-scope for IFRS 9
71,318
5,496
3,568
1,276
—
81,658
(42)
81,616
302,028
1,388
1,070
4,079
40,420
9
—
6
—
177,457
40,461
12,398
81,886
10,129
11,570
1,458
80,428
4,355
5,774
4,245
7,325
—
—
—
312
1
298
229
69
—
304,486
(5)
304,481
—
4,094
—
4,094
—
40,420
—
40,420
—
39
230,628
88,719
—
230,628
(80)
88,639
178
20
158
104,061
10,307
93,754
(90)
(30)
(60)
103,971
10,277
93,694
367,685
12,678
10,409
825
306
391,903
(141)
391,762
Financial investments
77,361
9,781
1,537
Trading assets
117,972
14,694
20,809
829
43
154,347
—
154,347
Other financial assets designated
and otherwise mandatorily
measured at fair value through
profit or loss
Derivatives
Total gross carrying amount on
balance sheet
6,440
2,378
243,005
54,581
1,827
8,709
109
1,359
—
72
10,754
307,726
—
—
10,754
307,726
1,995,882
384,915
328,487
41,979
20,010
2,771,273
(14,848)
2,756,425
Percentage of total credit quality
72.0%
13.9%
11.9%
1.5%
0.7%
100%
Loan and other credit-related
commitments
400,911
157,339
90,784
Financial guarantees
6,356
5,194
5,317
9,668
1,247
1,081
659,783
270
18,384
(734)
(125)
659,049
18,259
In-scope: Irrevocable loan
commitments and financial
guarantees
Loan and other credit-related
commitments
407,267
162,533
96,101
10,915
1,351
678,167
(859)
677,308
Performance and other guarantees
26,082
27,909
21,256
59,392
62,664
59,666
2,837
2,112
430
755
184,989
78,114
—
184,989
(226)
77,888
Out-of-scope: Revocable loan
commitments and non-
financial guarantees
85,474
90,573
80,922
4,949
1,185
263,103
(226)
262,877
1 For the purposes of this disclosure, gross carrying value is defined as the amortised cost of a financial asset before adjusting for any loss
allowance. As such, the gross carrying value of debt instruments at FVOCI as presented above will not reconcile to the balance sheet as it
excludes fair value gains and losses.
138
HSBC Holdings plc Annual Report and Accounts 2020
Distribution of financial instruments by credit quality at 31 December 2019 (continued)
(Audited)
Gross carrying/notional amount
Strong
$m
Good
Satisfactory
Sub-
standard
Credit impaired
$m
$m
$m
$m
Allowance for
ECL/other
credit
provisions
$m
Total
$m
Net
$m
In-scope for IFRS 9
Loans and advances to customers
held at amortised cost
– personal
– corporate and commercial
– non-bank financial institutions
Loans and advances to banks held
at amortised cost
Cash and balances at central
banks
Items in the course of collection
from other banks
Hong Kong Government
certificates of indebtedness
Reverse repurchase agreements –
non-trading
Financial investments
Prepayments, accrued income and
other assets
– endorsements and acceptances
– accrued income and other
Debt instruments measured at fair
value through other
comprehensive income1
Out-of-scope for IFRS 9
Trading assets
Other financial assets designated
and otherwise mandatorily
measured at fair value through
profit or loss
Derivatives
Total gross carrying amount on
balance sheet
524,889
258,402
228,485
354,461
138,126
32,302
45,037
27,636
190,470
186,383
22,895
14,466
20,007
2,286
16,891
830
13,692
1,045,475
(8,732)
1,036,743
4,851
8,629
212
434,271
540,499
70,705
(3,134)
(5,438)
(160)
431,137
535,061
70,545
60,636
5,329
1,859
1,395
—
69,219
(16)
69,203
151,788
1,398
915
4,935
38,380
18
—
193,157
78,318
37,947
6,503
70,675
1,133
69,542
8,638
4,651
3,987
3
—
9,621
906
11,321
4,196
7,125
—
—
—
137
61
306
230
76
—
154,101
(2)
154,099
—
4,956
—
4,956
—
38,380
—
38,380
—
—
152
4
148
240,862
85,788
91,092
10,214
80,878
—
(53)
(63)
(16)
(47)
240,862
85,735
91,029
10,198
80,831
333,158
10,966
7,222
544
1
351,891
(166)
351,725
135,059
15,240
22,964
2,181
—
175,444
—
175,444
4,655
1,391
5,584
187,636
42,642
11,894
139
821
—
2
11,769
242,995
—
—
11,769
242,995
1,783,286
388,474
300,774
25,591
13,847
2,511,972
(9,032)
2,502,940
Percentage of total credit quality
70.9%
15.5%
12.0%
1.0%
0.6%
100%
Loan and other credit-related
commitments
Financial guarantees
In-scope: Irrevocable loan
commitments and financial
guarantees
Loan and other credit-related
commitments
Performance and other guarantees
Out-of-scope: Revocable loan
commitments and non-financial
guarantees
369,424
146,988
77,499
7,441
6,033
5,539
5,338
1,011
780
190
600,029
20,214
(329)
(48)
599,700
20,166
376,865
153,021
83,038
6,349
970
620,243
(377)
619,866
66,148
30,099
69,890
23,335
58,754
20,062
2,605
2,057
182
380
197,579
75,933
—
197,579
(132)
75,801
96,247
93,225
78,816
4,662
562
273,512
(132)
273,380
1 For the purposes of this disclosure, gross carrying value is defined as the amortised cost of a financial asset before adjusting for any loss
allowance. As such, the gross carrying value of debt instruments at FVOCI as presented above will not reconcile to the balance sheet as it
excludes fair value gains and losses.
HSBC Holdings plc Annual Report and Accounts 2020
139
Risk review
Risk
Distribution of financial instruments to which the impairment requirements in IFRS 9 are applied, by credit quality and stage allocation
(Audited)
Loans and advances to customers at
amortised cost
– stage 1
– stage 2
– stage 3
– POCI
Loans and advances to banks at
amortised cost
– stage 1
– stage 2
– stage 3
– POCI
Other financial assets measured at
amortised cost
– stage 1
– stage 2
– stage 3
– POCI
Loan and other credit-related
commitments
– stage 1
– stage 2
– stage 3
– POCI
Financial guarantees
– stage 1
– stage 2
– stage 3
– POCI
Gross carrying/notional amount
Footnotes
Strong
$m
Good Satisfactory
Sub-
standard
Credit
impaired
$m
$m
$m
$m
Total
$m
Allowance
for ECL
$m
Net
$m
506,231
233,320
256,584
36,970
19,372 1,052,477
(14,490) 1,037,987
499,836
199,138
165,507
5,439
6,395
34,182
91,077
31,531
—
—
869,920
(1,974)
867,946
163,185
(4,965)
158,220
—
—
—
—
—
—
—
—
19,095
19,095
(7,439)
11,656
277
277
(112)
165
71,318
71,126
192
—
—
5,496
5,098
398
—
—
3,568
3,357
1,276
73
211
1,203
—
—
683,231
61,768
26,581
682,412
61,218
24,532
819
550
2,049
—
—
—
—
—
—
400,911
157,339
90,784
396,028
143,600
63,592
4,883
13,739
27,192
—
—
6,356
6,286
70
—
—
—
—
5,194
4,431
763
—
—
—
—
5,317
3,163
2,154
—
—
—
—
—
—
—
81,658
79,654
2,004
—
—
(42)
(33)
(9)
—
—
81,616
79,621
1,995
—
—
217
772,408
(175)
772,233
—
—
177
40
768,216
3,975
177
40
(80)
(44)
(42)
(9)
768,136
3,931
135
31
1,081
659,783
(734)
659,049
—
—
604,485
54,217
(290)
604,195
(365)
53,852
1,080
1,080
1
1
270
18,384
—
—
269
1
14,090
4,024
269
1
(78)
(1)
(125)
(37)
(62)
(26)
—
1,002
—
18,259
14,053
3,962
243
1
—
—
611
54
557
—
—
9,668
1,265
8,403
—
—
1,247
210
1,037
—
—
At 31 Dec 2020
1,668,047
463,117
382,834
49,772
20,940 2,584,710
(15,566) 2,569,144
Debt instruments at FVOCI
1
– stage 1
– stage 2
– stage 3
– POCI
367,542
12,585
10,066
143
—
—
93
—
—
343
—
—
—
825
—
—
—
—
257
49
390,193
1,404
257
49
(88)
(20)
(23)
(10)
390,105
1,384
234
39
At 31 Dec 2020
367,685
12,678
10,409
825
306
391,903
(141)
391,762
1 For the purposes of this disclosure, gross carrying value is defined as the amortised cost of a financial asset before adjusting for any loss
allowance. As such, the gross carrying value of debt instruments at FVOCI as presented above will not reconcile to the balance sheet as it
excludes fair value gains and losses.
140
HSBC Holdings plc Annual Report and Accounts 2020
Distribution of financial instruments to which the impairment requirements in IFRS 9 are applied, by credit quality and stage allocation
(continued)
(Audited)
Loans and advances to customers at
amortised cost
– stage 1
– stage 2
– stage 3
– POCI
Loans and advances to banks at
amortised cost
– stage 1
– stage 2
– stage 3
– POCI
Other financial assets measured at
amortised cost
– stage 1
– stage 2
– stage 3
– POCI
Loan and other credit-related
commitments
– stage 1
– stage 2
– stage 3
– POCI
Financial guarantees
– stage 1
– stage 2
– stage 3
– POCI
At 31 Dec 2019
Debt instruments at FVOCI
1
– stage 1
– stage 2
– stage 3
– POCI
Gross carrying/notional amount
Footnotes
Strong
$m
Good
Satisfactory Sub-standard
$m
$m
$m
Credit
impaired
$m
Allowance for
ECL
$m
Total
$m
Net
$m
524,889
258,402
228,485
20,007
13,692
1,045,475
(8,732)
1,036,743
523,092
242,631
181,056
4,804
1,797
15,771
47,429
15,185
—
—
—
18
13,378
314
—
—
60,636
60,548
88
—
—
—
—
5,329
5,312
17
—
—
—
—
1,859
1,797
62
—
—
537,253
54,505
22,766
536,942
54,058
21,921
311
—
—
447
—
—
845
—
—
369,424
146,988
77,499
368,711
141,322
713
5,666
—
—
7,441
7,400
41
—
—
—
6,033
5,746
287
—
66,283
11,216
—
—
5,539
4,200
1,339
—
—
1,499,643
—
471,257
—
336,148
333,072
10,941
86
—
—
25
—
—
6,902
320
—
—
951,583
80,182
13,378
332
69,219
67,769
1,450
—
—
(1,297)
(2,284)
(5,052)
(99)
950,286
77,898
8,326
233
(16)
(14)
(2)
—
—
69,203
67,755
1,448
—
—
—
—
—
—
—
152
615,179
(118)
615,061
—
—
151
1
613,200
1,827
151
1
780
600,029
—
—
771
9
190
—
—
186
577,631
21,618
771
9
20,214
17,684
2,340
186
(38)
(38)
(42)
—
(329)
(137)
(133)
(59)
—
(48)
(16)
(22)
(10)
613,162
1,789
109
1
599,700
577,494
21,485
712
9
20,166
17,668
2,318
176
4
14,814
4
2,350,116
—
(9,243)
4
2,340,873
—
—
—
1
1
350,915
(39)
350,876
975
—
1
(127)
—
—
848
—
1
351,891
(166)
351,725
1,395
112
1,283
—
—
503
279
224
—
—
5,338
1,315
4,023
—
—
1,011
338
673
—
—
28,254
—
544
—
—
544
At 31 Dec 2019
333,158
10,966
7,222
1 For the purposes of this disclosure, gross carrying value is defined as the amortised cost of a financial asset before adjusting for any loss
allowance. As such, the gross carrying value of debt instruments at FVOCI as presented above will not reconcile to the balance sheet as it
excludes fair value gains and losses.
Renegotiated loans and forbearance
The following table shows the gross carrying amounts of the
Group’s holdings of renegotiated loans and advances to
customers by industry sector and by stages. Mandatory and
general offer loan modifications that are not borrower-specific, for
example market-wide customer relief programmes, have not been
classified as renegotiated loans. For details on customer relief
schemes see page 142.
A summary of our current policies and practices for renegotiated loans and
forbearance is set out in ‘Credit risk management’ on page 119.
Credit-impaired loans
(Audited)
We determine that a financial instrument is credit impaired and in
stage 3 by considering relevant objective evidence, primarily
whether:
• contractual payments of either principal or interest are past due
for more than 90 days;
• there are other indications that the borrower is unlikely to pay,
such as when a concession has been granted to the borrower
for economic or legal reasons relating to the borrower’s
financial condition; and
• the loan is otherwise considered to be in default. If such
unlikeliness to pay is not identified at an earlier stage, it is
deemed to occur when an exposure is 90 days past due, even
where regulatory rules permit default to be defined based on
180 days past due. Therefore, the definitions of credit impaired
and default are aligned as far as possible so that stage 3
represents all loans that are considered defaulted or otherwise
credit impaired.
HSBC Holdings plc Annual Report and Accounts 2020
141
Risk review
Risk
Renegotiated loans and advances to customers at amortised cost by stage allocation
Stage 1
$m
Stage 2
$m
Stage 3
$m
Gross carrying amount
Personal
– first lien residential mortgages
– other personal lending
Wholesale
– corporate and commercial
– non-bank financial institutions
At 31 Dec 2020
Allowance for ECL
Personal
– first lien residential mortgages
– other personal lending
Wholesale
– corporate and commercial
– non-bank financial institutions
At 31 Dec 2020
Gross carrying amount
Personal
– first lien residential mortgages
– other personal lending
Wholesale
– corporate and commercial
– non-bank financial institutions
At 31 Dec 2019
Allowance for ECL
Personal
– first lien residential mortgages
– other personal lending
Wholesale
– corporate and commercial
– non-bank financial institutions
At 31 Dec 2019
—
—
—
328
324
4
328
—
—
—
(10)
(10)
—
(10)
—
—
—
1,168
1,168
—
1,168
—
—
—
(13)
(13)
—
(13)
—
—
—
989
972
17
989
—
—
—
(36)
(36)
—
(36)
—
—
—
1,179
1,179
—
1,179
—
—
—
(55)
(55)
—
(55)
2,429
1,692
737
3,929
3,903
26
6,358
(452)
(152)
(300)
(1,276)
(1,263)
(13)
(1,728)
2,207
1,558
649
3,353
3,290
63
5,560
(397)
(181)
(216)
(1,349)
(1,316)
(33)
(1,746)
North
America
Latin
America
POCI
$m
—
—
—
239
239
—
239
—
—
—
(86)
(86)
—
(86)
—
—
—
310
310
—
310
—
—
—
(86)
(86)
—
(86)
Total
$m
2,429
1,692
737
5,485
5,438
47
7,914
(452)
(152)
(300)
(1,408)
(1,395)
(13)
(1,860)
2,207
1,558
649
6,010
5,947
63
8,217
(397)
(181)
(216)
(1,503)
(1,470)
(33)
(1,900)
Of which:
Total
$m
UK
$m
7,914
3,483
8,217
3,438
Hong
Kong
$m
220
277
Renegotiated loans and advances to customers by geographical region
At 31 Dec 2020
At 31 Dec 2019
Europe
$m
4,274
4,182
Asia
$m
745
838
MENA
$m
$m
1,279
1,349
1,805
1,185
$m
267
207
Customer relief programmes
In response to the Covid-19 outbreak, governments and regulators
around the world have introduced a number of support measures
for both personal and wholesale customers in market-wide
schemes. The following table presents the number of personal
accounts/wholesale customers and the associated drawn loan
values of customers under these schemes and HSBC-specific
measures for major markets at 31 December 2020. In relation to
personal lending, the majority of relief measures, including
payment holidays, relate to existing lending, while in wholesale
lending the relief measures comprise payment holidays,
refinancing of existing facilities and new lending under
government-backed schemes.
At 31 December 2020, the gross carrying value of loans to
personal customers under relief was $5.5bn (30 June 2020:
$26.3bn). This comprised $4.7bn in relation to mortgages (30 June
2020: $21.1bn) and $0.9bn in relation to other personal lending (30
June 2020: $5.2bn). The decrease in personal customer relief
during the second half of the year was driven by customers exiting
relief measures. The gross carrying value of loans to wholesale
customers under relief was $35.3bn (30 June 2020: $51.8bn). We
continue to monitor the recoverability of loans granted under
customer relief programmes, including loans to a small number of
customers that were subsequently found to be ineligible for such
relief. The ongoing performance of such loans remains an area of
uncertainty at 31 December 2020.
142
HSBC Holdings plc Annual Report and Accounts 2020
Personal lending
Extant at 31 December 2020
Market-wide schemes
Number of accounts in mortgage customer relief
Drawn loan value of accounts in mortgage customer relief
Number of accounts in other personal lending customer relief
Drawn loan value of accounts in other personal lending customer relief
HSBC-specific measures
Number of accounts in mortgage customer relief
Drawn loan value of accounts in mortgage customer relief
Number of accounts in other personal lending customer relief
Drawn loan value of accounts in other personal lending customer relief
Total personal lending to major markets under market-wide schemes and
HSBC-specific measures
Number of accounts in mortgage customer relief
Drawn loan value of accounts in mortgage customer relief
Number of accounts in other personal lending customer relief
Drawn loan value of accounts in other personal lending customer relief
Market-wide schemes and HSBC-specific measures – mortgage relief as a
proportion of total mortgages
Market-wide schemes and HSBC-specific measures – other personal lending
relief as a proportion of total other personal lending loans and advances
Wholesale lending
Extant at 31 December 2020
Market-wide schemes
Number of customers under market-wide measures
Drawn loan value of customers under market-wide schemes
HSBC-specific schemes
Number of customers under HSBC-specific measures
Drawn loan value of customers under HSBC-specific measures
Total wholesale lending to major markets under market-wide schemes and
HSBC-specific measures
Number of customers
Drawn loan value
000s
$m
000s
$m
000s
$m
000s
$m
000s
$m
000s
$m
%
%
000s
$m
000s
$m
000s
$m
UK
Hong
Kong
6
1,412
15
140
—
—
—
—
—
7
—
—
3
1,124
1
75
6
3
1,419
1,124
15
140
0.9
0.7
1
75
1.2
0.2
UK
226
Hong
Kong
3
US
—
—
—
—
2
864
6
67
2
864
6
67
4.7
3.1
US
3
Other major
markets1,2,3
5
908
28
386
3
360
18
182
Total
11
2,320
43
526
8
2,355
25
324
8
19
1,268
4,675
46
568
1.6
1.1
68
850
1.4
0.8
Other major
markets1
Total
5
237
13,517
10,622
1,043
6,017
31,199
—
349
—
—
—
924
—
—
2,869
4,142
226
3
3
5
237
13,866
10,622
1,967
8,886
35,341
Market-wide schemes and HSBC-specific measures as a proportion of total
wholesale lending loans and advances
%
9.6
5.9
5.2
4.6
6.4
1 Other major markets include Australia, Canada, mainland China, Egypt, France, Germany, India, Indonesia, Malaysia, Mexico, Singapore,
Switzerland, Taiwan and UAE.
In Malaysia, personal lending customers are granted an automatic moratorium programme for all eligible retail customers. At 31 December 2020,
the number of accounts under this moratorium was 26,000 with an associated drawn balance of $452m.
In Mexico, there were 16,000 personal lending accounts under customer relief with an associated drawn balance of $233m.
2
3
The initial granting of customer relief does not automatically
trigger a migration to stage 2 or 3. However, information provided
by payment deferrals is considered in the context of other
reasonable and supportable information. This forms part of the
overall assessment for whether there has been a significant
increase in credit risk and credit impairment to identify loans for
which lifetime ECL is appropriate. An extension in payment
deferral does not automatically result in a migration to stage 2 or
stage 3. The key accounting and credit risk judgement to ascertain
whether a significant increase in credit risk has occurred is
whether the economic effects of the Covid-19 outbreak on the
customer are likely to be temporary over the lifetime of the loan,
and whether they indicate that a concession is being made in
respect of financial difficulty that would be consistent with
stage 3.
Market-wide schemes
The following narrative provides further details on the major
government and regulatory schemes offered in the UK, Hong Kong
and the US.
UK personal lending
Mortgages
Customer relief granted on UK mortgages primarily consists of
payment holidays or partial payment deferrals.
Relief is offered for an initial period of three months and may be
extended for a further three months in certain circumstances. No
payment is required from the customer during this period (though
with a partial payment deferral the customer has expressed a
desire to make a contribution) and interest continues to be
charged as usual. The customer’s arrears status is not worsened
from utilisation of these schemes.
Other personal lending payment holidays
Customer relief is granted for an initial period of three months and
may be extended for a further three months. The maximum relief
value is up to the due payment amount during the period.
UK wholesale lending
The primary relief granted under government schemes consists of
the Bounce Back Loan Scheme, Coronavirus Business Interruption
Loan Scheme and Coronavirus Large Business Interruption Loan
Scheme. Since their initial launch, the application deadline for
these schemes has been extended until 31 March 2021. The key
features of these schemes are as follows:
• The Bounce Back Loan Scheme provides small and medium-
sized enterprises (‘SME’) with loans of up to £50,000 for a
maximum period of six years. Interest is charged at 2.5% and
the government pays the fees and interest for the first 12
months. No capital repayment is required by the customer for
the first 12 months of the scheme. A government guarantee of
100% is provided under the scheme. Before their first payment
is due customers can extend the term of the loan to 10 years,
move to interest-only repayments for a period of six months
(customers can use this option up to three times) and/or pause
repayments for a period of six months (customers can use this
option once).
HSBC Holdings plc Annual Report and Accounts 2020
143
Risk review
Wholesale lending
This section provides further details on the regions, countries,
territories and products comprising wholesale loans and advances
to customers and banks. Product granularity is also provided by
stage with geographical data presented for loans and advances to
customers, banks, other credit commitments, financial guarantees
and similar contracts. Additionally, this section provides a
reconciliation of the opening 1 January 2020 to 31 December 2020
closing gross carrying/nominal amounts and the associated
allowance for ECL.
At 31 December 2020, wholesale lending for loans and advances
to banks and customers of $673bn decreased by $7.1bn since 31
December 2019. This included favourable foreign exchange
movements of $14.9bn. Excluding foreign exchange movements,
the total wholesale lending decrease was driven by a $25.3bn
decline in corporate and commercial balances and a $8bn decline
in balances from non-bank financial institutions. This was partly
offset by a $11.2bn increase in loans and advances to banks.
The primary driver of the decline in corporate and commercial
balances was $14.5bn in Asia, notably $7.1 bn in Hong Kong,
$2.8bn in Australia and $1.5bn in Singapore. Balances in Europe
declined $4.3bn, notably $2.4bn in Germany and $2bn in the UK,
partly offset by growth of $1.8bn in France.
In North America and Latin America, balances declined $6.8bn
and $1.3bn respectively, while they grew in MENA by $1.6bn.
Loan commitments and financial guarantees grew $45bn since 31
December 2019 to $441bn at 31 December 2020, including a
$8.6bn increase related to unsettled reverse repurchase
agreements. This also included favourable foreign exchange
movements of $15.4bn.
The allowance for ECL attributable to wholesale loans and
advances to banks and customers increased $4.2bn to $9.8bn at
31 December 2020 from $5.6bn at 31 December 2019. This
included adverse foreign exchange movements of $0.1bn.
Excluding foreign exchange movements, the total increase in the
wholesale ECL allowance for loans and advances to customers
and banks was driven by a $4bn rise in corporate and commercial
balances. The primary driver of this increase in corporate and
commercial allowance for ECL was $1.5bn in Europe, notably
$1.3bn in the UK. There was an increase of $1.3bn in Asia, notably
$0.7bn in Singapore and $0.4bn in Hong Kong. Additionally, there
were increases of $0.5bn, $0.4bn and $0.4bn in MENA, North
America and Latin America, respectively.
The allowance for ECL attributable to loan commitments and
financial guarantees of $0.8bn at 31 December 2020 increased
from $0.4bn at 31 December 2019.
Risk
• The Coronavirus Business Interruption Loan Scheme provides
SMEs that have a turnover of less than £45m with loans of up
to £5m for a maximum period of six years. Interest is charged
between 3.49% and 3.99% above the UK base rate and no
capital repayment is required by the customer for the first 12
months of the scheme. A government guarantee of up to 80%
is provided under the scheme.
• The Coronavirus Large Business Interruption Loan Scheme
provides medium and large-sized enterprises that have a
turnover in excess of £45m with loans of up to £200m. The
interest rate and tenor of the loan are negotiated on
commercial terms. A government guarantee of 80% is
provided under the scheme.
Hong Kong wholesale lending
Pre-approved Principal Payment Holiday Scheme for Corporate
Customers
The above scheme enables eligible customers to apply for a
payment holiday of six months (or 90 days for trade finance) with
no change to the existing interest rate charge. On 2 September
2020, the Hong Kong Monetary Authority announced that this
scheme has been extended for a further six months to April 2021.
US wholesale lending
Paycheck Protection Program
The CARES Act created the Paycheck Protection Program (‘PPP’)
loan guarantee programme to provide small businesses with
support to cover payroll and certain other expenses. Loans made
under the PPP are fully guaranteed by the Small Business
Administration, whose guarantee is backed by the full faith and
credit of the US. PPP-covered loans also afford customers
forgiveness up to the principal amount of the PPP-covered loan,
plus accrued interest, if the loan proceeds are used to retain
workers and maintain payroll or to make certain mortgage
interest, lease and utility payments, and certain other criteria are
satisfied. The Small Business Administration will reimburse PPP
lenders for any amount of a PPP-covered loan that is forgiven, and
PPP lenders will not be liable for any representations made by PPP
borrowers in connection with their requests for loan forgiveness.
Lenders receive pre-determined fees for processing and servicing
PPP loans.
HSBC-specific measures
UK wholesale lending
HSBC is offering capital repayment holidays to CMB customers.
Relief is offered on a preferred term of six months. However, some
are granted for three months with the option of an extension.
Interest continues to be paid as usual.
Hong Kong personal lending
Mortgages
Customer relief granted on Hong Kong mortgages consists of
deferred principal repayment of up to 12 months. This relief
programme is available to existing HSBC mortgage loan
customers who have a good repayment record during the past six
months.
US total personal lending
Customer relief granted on US mortgages and other personal
lending consists of deferrals of up to 12 months and up to nine
months respectively.
144
HSBC Holdings plc Annual Report and Accounts 2020
Total wholesale lending for loans and advances to banks and customers by stage distribution
Gross carrying amount
Allowance for ECL
Stage 1
Stage 2
Stage 3
$m
$m
$m
POCI
$m
Total
Stage 1
Stage 2
Stage 3
$m
$m
$m
$m
POCI
$m
Total
$m
Corporate and commercial
387,563 126,287 12,961
277 527,088
(1,101)
(2,444)
(5,837)
(112)
(9,494)
– agriculture, forestry and fishing
– mining and quarrying
– manufacturing
– electricity, gas, steam and air-
conditioning supply
– water supply, sewerage, waste
management and remediation
– construction
– wholesale and retail trade, repair of
motor vehicles and motorcycles
– transportation and storage
– accommodation and food
– publishing, audiovisual and
broadcasting
– real estate
6,087
1,026
7,429
3,705
331
797
1
7,445
16 11,947
(12)
(33)
68,179 23,564
2,076
87 93,906
(201)
(45)
(112)
(442)
(149)
(209)
(905)
(1)
(11)
(40)
(207)
(365)
(1,588)
14,240
1,907
53
— 16,200
(25)
(40)
(8)
—
(73)
2,874
253
9,368
4,455
47
773
—
3,174
(8)
(7)
(22)
4 14,600
(42)
(118)
(426)
65,937 21,518
3,196
12 90,663
(174)
(326)
(2,029)
19,510
9,143
10,616 14,918
769
536
11 29,433
1 26,071
(90)
(76)
(163)
(285)
(240)
(129)
—
(4)
(3)
—
(1)
(37)
(590)
(2,532)
(493)
(491)
17,019
2,796
131
33 19,979
(45)
(85)
(39)
(20)
(189)
102,933 22,186
1,907
1 127,027
(169)
(260)
(738)
—
(1,167)
– professional, scientific and technical
activities
17,162
6,379
– administrative and support services
17,085
8,361
– public administration and defence,
compulsory social security
– education
– health and care
– arts, entertainment and recreation
– other services
– activities of households
– extra-territorial organisations and
bodies activities
– government
– asset-backed securities
1,530
1,402
475
691
4,049
1,192
1,631
1,570
11,380
1,320
660
142
10
7,866
596
—
671
15
Non-bank financial institutions
52,223 11,834
Loans and advances to banks
79,654
2,004
498
907
3
29
261
236
410
—
—
1
—
523
—
33 24,072
70 26,423
—
—
8
—
2,008
2,122
5,510
3,437
— 13,110
—
802
—
—
—
10
8,538
611
— 64,580
— 81,658
(56)
(66)
(2)
(12)
(21)
(9)
(54)
—
—
(6)
—
(46)
(33)
(149)
(153)
(11)
(20)
(45)
(62)
(105)
(1)
—
(2)
(13)
(119)
(9)
(185)
(291)
(1)
(9)
(120)
(87)
(249)
—
—
(1)
—
(100)
—
(8)
(24)
—
—
—
—
—
—
—
—
—
—
—
(398)
(534)
(14)
(41)
(186)
(158)
(408)
(1)
—
(9)
(13)
(265)
(42)
519,440 140,125 13,484
277 673,326
(1,180)
(2,572)
(5,937)
(112)
(9,801)
156,474 51,708
6,531
109 214,822
(589)
(1,400)
(2,097)
104,534 40,454
4,712
53 149,753
(536)
(1,234)
(1,320)
279,985 58,159
3,443
106 341,693
– of which: Hong Kong
156,817 39,257
1,637
45 197,756
24,753
7,893
1,952
30 34,628
46,852 18,220
11,376
4,145
913
645
— 65,985
32 16,198
(337)
(162)
(91)
(77)
(86)
(383)
(2,040)
(260)
(751)
(216)
(1,205)
(302)
(271)
(281)
(314)
519,440 140,125 13,484
277 673,326
(1,180)
(2,572)
(5,937)
(112)
(9,801)
Total wholesale lending for loans and other credit-related commitments and financial guarantees by stage distribution1
Nominal amount
Allowance for ECL
Stage 1
Stage 2
Stage 3
$m
$m
$m
POCI
$m
$m
Total
Stage 1
Stage 2
Stage 3
Corporate and commercial
262,598 49,008
1,140
2 312,748
120,768
7,526
55
— 128,349
383,366 56,534
1,195
2 441,097
210,141 28,705
81,153 17,048
63,586
6,311
26,502
3,639
4,975
1,609
102,399 19,360
2,265
549
851
480
20
4
85
198
41
2 239,699
1 98,682
— 69,917
— 30,145
—
6,669
— 121,957
—
2,855
$m
(271)
(17)
(288)
(152)
(138)
(73)
(24)
(14)
(39)
(10)
$m
(392)
(33)
(425)
(208)
(176)
(43)
(22)
(44)
(124)
(6)
$m
(100)
(4)
(104)
(83)
(72)
(6)
(1)
(2)
(7)
(6)
383,366 56,534
1,195
2 441,097
(288)
(425)
(104)
1
Included in loans and other credit-related commitments and financial guarantees is $62bn relating to unsettled reverse repurchase agreements,
which once drawn are classified as ‘Reverse repurchase agreements – non-trading’.
HSBC Holdings plc Annual Report and Accounts 2020
145
At 31 Dec 2020
By geography
Europe
– of which: UK
Asia
MENA
North America
Latin America
At 31 Dec 2020
Financial
At 31 Dec 2020
By geography
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2020
(51)
(33)
(43)
(23)
(12)
—
(6)
(4,137)
(3,123)
(2,803)
(1,196)
(1,524)
(660)
(677)
POCI
$m
(1)
—
(1)
(1)
(1)
—
—
—
—
—
(1)
Total
$m
(764)
(54)
(818)
(444)
(387)
(122)
(47)
(60)
(170)
(22)
(818)
Risk review
(18)
(467)
(934)
(158)
(62)
(33)
(475)
(145)
(179)
—
(6)
(28)
(11)
(133)
—
—
(6)
—
(90)
—
—
(32)
(28)
(564)
(2)
—
(1)
(1)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
(1,184)
(237)
(146)
(87)
(680)
(209)
(270)
(8)
(18)
(57)
(25)
(199)
—
—
(14)
(14)
(160)
(16)
(42)
(37)
(30)
(108)
(31)
(33)
(1)
(7)
(9)
(6)
(35)
—
—
(6)
(2)
(42)
(14)
(37)
(46)
(23)
(97)
(33)
(58)
(7)
(5)
(20)
(8)
(31)
—
—
(2)
(12)
(28)
(2)
Risk
Total wholesale lending for loans and advances to banks and customers by stage distribution
Corporate and commercial
472,253
59,599
8,315
332 540,499
(672)
(920)
(3,747)
(99)
(5,438)
Gross carrying amount
Allowance for ECL
Stage 1
Stage 2
Stage 3
$m
$m
$m
POCI
$m
Total
$m
Stage 1
Stage 2
Stage 3
$m
$m
$m
POCI
$m
Total
$m
5,416
9,923
1,000
4,189
278
311
2
6,696
12
14,435
(13)
(22)
(29)
(70)
88,138
14,525
1,581
136 104,380
(143)
(211)
(139)
(122)
(806)
(1)
(12)
(50)
(182)
(226)
(1,210)
13,479
1,386
175
—
15,040
(14)
(41)
(25)
—
(80)
– agriculture, forestry and fishing
– mining and quarrying
– manufacturing
– electricity, gas, steam and air-
conditioning supply
– water supply, sewerage, waste
management and remediation
– construction
– wholesale and retail trade, repair of
motor vehicles and motorcycles
– transportation and storage
– accommodation and food
– publishing, audiovisual and
broadcasting
– real estate
2,963
508
10,520
3,883
30
852
—
3,501
32
15,287
(6)
(16)
(4)
(49)
83,151
9,897
1,625
8
94,681
(111)
(137)
22,604
20,109
2,359
4,284
588
262
29
25,580
1
24,656
18,103
1,706
141
21
19,971
122,972
6,450
1,329
1 130,752
– professional, scientific and technical
activities
21,085
2,687
– administrative and support services
21,370
3,817
– public administration and defence,
compulsory social security
– education
– health and care
– arts, entertainment and recreation
– other services
– activities of households
– extra-territorial organisations and
bodies activities
– government
– asset-backed securities
Non-bank financial institutions
Loans and advances to banks
1,889
1,700
3,543
2,537
13,143
725
2
8,159
722
65,661
67,769
488
184
811
257
941
66
—
147
14
4,832
1,450
350
438
—
16
111
30
191
—
—
7
—
212
—
—
24,122
89
25,714
—
—
—
—
1
—
—
—
—
—
—
2,377
1,900
4,465
2,824
14,276
791
2
8,313
736
70,705
69,219
At 31 Dec 2019
By geography
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2019
605,683
65,881
8,527
332 680,423
(728)
(950)
(3,837)
(99)
(5,614)
190,528
20,276
131,007
16,253
308,305
32,287
182,501
23,735
25,470
64,501
16,879
3,314
7,495
2,509
4,671
3,343
1,419
673
1,686
458
293
129 215,604
79 150,682
148 342,159
48 206,957
18
—
37
30,488
72,454
19,718
(318)
(252)
(228)
(118)
(55)
(45)
(82)
(458)
(385)
(253)
(172)
(85)
(96)
(58)
(1,578)
(989)
(986)
(475)
(946)
(141)
(186)
(45)
(32)
(38)
(28)
(12)
—
(4)
(2,399)
(1,658)
(1,505)
(793)
(1,098)
(282)
(330)
605,683
65,881
8,527
332 680,423
(728)
(950)
(3,837)
(99)
(5,614)
Total wholesale lending for loans and other credit-related commitments and financial guarantees by stage distribution1
Corporate and commercial
Financial
At 31 Dec 2019
By geography
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2019
Nominal amount
Stage 1
Stage 2
Stage 3
$m
$m
271,678
20,880
101,345
1,447
373,023
22,327
190,604
76,013
60,759
27,047
5,690
7,852
4,193
3,762
2,114
621
112,812
9,933
3,158
159
$m
757
5
762
645
494
8
5
31
77
1
POCI
$m
Total
$m
Allowance for ECL
Stage 1
Stage 2
Stage 3
$m
$m
13 293,328
(132)
(151)
— 102,797
(7)
(2)
13 396,125
(139)
(153)
13 199,114
9
—
—
—
80,709
64,529
29,166
6,342
— 122,822
—
3,318
(60)
(48)
(43)
(14)
(12)
(22)
(2)
(43)
(32)
(33)
(23)
(13)
(62)
(2)
$m
(68)
(1)
(69)
(56)
(31)
(4)
(2)
(4)
(5)
—
(69)
POCI
$m
—
—
—
—
—
—
—
—
—
—
—
Total
$m
(351)
(10)
(361)
(159)
(111)
(80)
(39)
(29)
(89)
(4)
(361)
373,023
22,327
762
13 396,125
(139)
(153)
1
Included in loans and other credit-related commitments and financial guarantees is $53bn relating to unsettled reverse repurchase agreements,
which once drawn are classified as ‘Reverse repurchase agreements – non-trading’.
146
HSBC Holdings plc Annual Report and Accounts 2020
Net remeasurement of ECL arising
from transfer of stage
Net new and further lending/
repayments
Change in risk parameters – credit
quality
Changes to models used for ECL
calculation
Assets written off
Credit-related modifications that
resulted in derecognition
Wholesale lending – reconciliation of changes in gross carrying/nominal amount and allowances for loans and advances to banks and
customers including loan commitments and financial guarantees
(Audited)
Non-credit impaired
Credit impaired
Stage 1
Stage 2
Stage 3
POCI
Total
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
At 1 Jan 2020
925,652
(867)
88,169
(1,103)
9,289
(3,906)
Transfers of financial instruments
(113,217)
(493) 103,413
770
9,804
(277)
$m
$m
$m
$m
$m
$m
$m
345
—
$m
$m
$m
(99) 1,023,455
(5,975)
—
—
—
—
—
(869)
—
476
—
(603)
—
(742)
—
10,451
(437)
(2,910)
141
(3,350)
583
(48)
(1)
4,143
286
—
(261)
—
(2,349)
—
(3,120)
—
(39)
—
(5,769)
—
—
—
137
—
—
—
—
—
303
—
—
—
(1,537)
1,537
—
(23)
479
7
(123)
—
(30)
—
12
—
30
—
(4)
—
440
(1,567)
1,567
(23)
7
26,700
(304)
Foreign exchange and other
18,219
(20)
7,990
(157)
At 31 Dec 2020
841,105
(1,465) 196,662
(2,998)
14,662
(6,041)
279
(113) 1,052,708
(10,617)
ECL income statement change for
the period
Recoveries
Others
Total ECL income statement
change for the period
(85)
(2,508)
(3,279)
(40)
(5,912)
46
(59)
(5,925)
As shown in the above table, the allowance for ECL for loans and
advances to customers and banks and relevant loan commitments
and financial guarantees increased $4,642m during the period
from $5,975m at 31 December 2019 to $10,617m at 31 December
2020.
This increase was primarily driven by:
• $5,769m relating to underlying credit quality changes, including
the credit quality impact of financial instruments transferring
between stages;
• $869m relating to the net remeasurement impact of stage
transfers; and
• foreign exchange and other movements of $304m.
These were partly offset by:
• $1,567m of assets written off;
• $440m of changes to models used for ECL calculation;
• $286m relating to volume movements, which included the ECL
allowance associated with new originations, assets
derecognised and further lending/repayments; and
• $7m of credit-related modifications that resulted in
derecognition.
The ECL charge for the period of $5,912m presented in the above
table consisted of $5,769m relating to underlying credit quality
changes, including the credit quality impact of financial
instruments transferring between stage and $869m relating to the
net remeasurement impact of stage transfers. These charges were
partly offset by $440m in changes to models used for ECL
calculation and $286m relating to underlying net book volume
movements.
HSBC Holdings plc Annual Report and Accounts 2020
147
Risk review
Risk
Wholesale lending – reconciliation of changes in gross carrying/nominal amount and allowances for loans and advances to banks and
customers including loan commitments and financial guarantees
(Audited)
Non-credit impaired
Credit impaired
Stage 1
Stage 2
Stage 3
POCI
Total
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
$m
$m
$m
$m
$m
$m
922,192
(31,493)
(902)
78,266
(1,012)
9,239
(3,987)
(169)
28,418
276
3,075
(107)
Gross
carrying/
nominal
amount
$m
334
—
—
223
—
(268)
—
(38)
—
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
$m
$m
$m
(194) 1,010,031
(6,095)
—
—
—
—
—
(83)
27,918
(134)
(20,121)
167
(1,552)
369
137
(1)
6,382
401
—
102
—
(193)
—
(1,514)
—
(51)
—
(1,656)
(56)
—
—
—
—
—
(56)
—
(1,312)
1,312
(140)
140
(1,452)
1,452
—
—
—
—
—
—
13
—
—
—
1,606
At 1 Jan 2019
Transfers of financial instruments
Net remeasurement of ECL arising
from transfer of stage
Net new and further lending/
repayments
Changes to risk parameters – credit
quality
Changes to models used for ECL
calculation
Assets written off
Credit-related modifications that
resulted in derecognition
Foreign exchange and other
7,035
At 31 Dec 2019
925,652
(867)
88,169
(1,103)
9,289
(3,906)
—
(17)
(268)
107
125
(66)
—
14
345
—
7
(268)
8,762
125
(63)
(99) 1,023,455
(5,975)
ECL income statement change for the
period
Recoveries
Others
Total ECL income statement change
for the period
191
(350)
(1,183)
(52)
(1,394)
47
(24)
(1,371)
Wholesale lending – distribution of financial instruments to which the impairment requirements of IFRS 9 are applied by credit quality
By geography
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2020
By geography
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2019
Gross carrying/nominal amount
Good Satisfactory
Sub-
standard
Credit
impaired
$m
$m
$m
$m
Total
$m
Allowance
for ECL
$m
Net
$m
Strong
$m
53,373
35,050
141,811
72,088
12,398
11,157
989
55,436
42,476
93,350
52,601
7,810
22,973
5,355
81,049
55,106
98,488
68,826
10,990
24,978
6,127
57,340
35,838
69,427
53,046
145,450
106,313
82,053
12,036
12,319
3,919
67,541
6,003
31,496
24,860
5,455
7,713
74,143
51,355
86,685
55,379
9,307
18,327
12,357
4,493
2,558
1,448
5,964
3,049
33,281
4.9%
6,637
4,764
3,551
1,683
1,982
913
678
214,822
(4,137)
210,685
149,753
(3,123)
146,630
341,693
(2,803)
338,890
197,756
(1,196)
196,560
34,628
65,985
16,198
(1,524)
(660)
(677)
33,104
65,325
15,521
13,761
673,326
(9,801)
663,525
2.0%
100.0%
9,895
7,023
2,158
1,263
1,439
3,320
2,304
4,799
3,420
215,604
150,682
1,553
342,159
721
206,957
1,703
459
327
30,488
72,454
19,718
(2,399)
(1,658)
(1,505)
(793)
(1,098)
(282)
(330)
213,205
149,024
340,654
206,164
29,390
72,172
19,388
Percentage of total credit quality
32.6%
27.5%
32.9%
219,728
184,924
221,632
231,064
218,694
202,708
19,116
8,841
680,423
(5,614)
674,809
Percentage of total credit quality
34.0%
32.1%
29.8%
2.8%
1.3%
100.0%
Our risk rating system facilitates the internal ratings-based approach under the Basel framework adopted by the Group to support
calculation of our minimum credit regulatory capital requirement. The credit quality classifications can be found on page 121.
148
HSBC Holdings plc Annual Report and Accounts 2020
– CRR 9/10
100.000
—
—
523 —
Wholesale lending – credit risk profile by obligor grade for loans and advances at amortised cost
Gross carrying amount
Allowance for ECL
Basel one-year PD
range Stage 1
Stage 2 Stage 3 POCI
Total Stage 1 Stage 2 Stage 3 POCI
%
$m
$m
$m $m
$m
$m
$m
$m
$m
Total
$m
ECL
coverage
Mapped
external rating
%
387,563 126,287 12,961 277 527,088 (1,101) (2,444) (5,837) (112) (9,494)
1.8
Corporate and
commercial
– CRR 1
– CRR 2
– CRR 3
– CRR 4
– CRR 5
– CRR 6
– CRR 7
– CRR 8
– CRR 9/10
Non-bank
financial
institutions
– CRR 1
– CRR 2
– CRR 3
– CRR 4
– CRR 5
– CRR 6
– CRR 7
– CRR 8
Banks
– CRR 1
– CRR 2
– CRR 3
– CRR 4
– CRR 5
– CRR 6
– CRR 7
– CRR 8
– CRR 9/10
At 31 Dec 2020
Corporate and
commercial
– CRR 1
– CRR 2
– CRR 3
– CRR 4
– CRR 5
– CRR 6
– CRR 7
– CRR 8
– CRR 9/10
Non-bank financial
institutions
– CRR 1
– CRR 2
– CRR 3
– CRR 4
– CRR 5
– CRR 6
– CRR 7
– CRR 8
– CRR 9/10
Banks
– CRR 1
– CRR 2
– CRR 3
– CRR 4
– CRR 5
– CRR 6
– CRR 7
– CRR 8
– CRR 9/10
At 31 Dec 2019
0.000 to 0.053 36,047
486
— — 36,533
(8)
(5)
— —
0.054 to 0.169 81,298 3,140
— — 84,438
(42)
(36)
— —
0.170 to 0.740 131,540 27,061
— — 158,601
(262)
(197)
— —
0.741 to 1.927 91,385 35,376
— — 126,761
(390)
(375)
— —
(13)
(78)
(459)
(765)
1.928 to 4.914 42,214 34,585
— — 76,799
(330)
(686)
— — (1,016)
4.915 to 8.860 3,523 14,560
— — 18,083
(35)
(476)
— —
8.861 to 15.000 1,111 7,241
— —
8,352
(21)
(322)
— —
15.001 to 99.999
445 3,838
— —
4,283
(13)
(347)
— —
(511)
(343)
(360)
100.000
—
— 12,961 277 13,238
—
— (5,837) (112) (5,949)
44.9
52,223 11,834
523 — 64,580
(46)
(119)
(100) —
(265)
0.4
0.000 to 0.053 12,234
0.054 to 0.169 15,128
28
49
— — 12,262
— — 15,177
0.170 to 0.740 16,741 4,086
— — 20,827
0.741 to 1.927 4,931 3,917
— —
8,848
1.928 to 4.914 2,859 2,797
— —
5,656
4.915 to 8.860
103
8.861 to 15.000
87
15.001 to 99.999
140
505
329
123
— —
— —
— —
608
416
263
523
79,654 2,004
— — 81,658
0.000 to 0.053 62,291
0.054 to 0.169 8,835
0.170 to 0.740 5,098
0.741 to 1.927 2,558
1.928 to 4.914
799
4.915 to 8.860
8.861 to 15.000
71
2
46
146
398
168
43
20
1
— — 62,337
— —
8,981
— —
5,496
— —
2,726
— —
842
— —
— —
91
3
15.001 to 99.999
— 1,182
— —
1,182
100.000
—
—
— —
—
(3)
(5)
(12)
(15)
(10)
(1)
—
—
—
(33)
(10)
(7)
(5)
(4)
(1)
(6)
—
—
—
—
(1)
(9)
(27)
(34)
(22)
(9)
(17)
— —
— —
— —
— —
— —
— —
— —
— —
(3)
(6)
(21)
(42)
(44)
(23)
(9)
(17)
—
(100) —
(100)
(9)
—
—
(2)
(4)
(1)
—
—
(2)
—
— —
— —
— —
— —
— —
— —
— —
— —
— —
— —
(42)
(10)
(7)
(7)
(8)
(2)
(6)
—
(2)
—
519,440 140,125 13,484 277 673,326 (1,180) (2,572) (5,937) (112) (9,801)
472,253 59,599 8,315 332 540,499
(672)
(920)
(3,747)
(99)
(5,438)
0.000 to 0.053 44,234
18
— — 44,252
0.054 to 0.169 92,861 1,013
— — 93,874
(7)
(20)
0.170 to 0.740 178,662 11,808
— — 190,470
(164)
0.741 to 1.927 105,708 17,829
— — 123,537
(244)
1.928 to 4.914 46,423 16,423
— — 62,846
(190)
4.915 to 8.860 3,323 7,592
— 15 10,930
8.861 to 15.000
795 3,067
—
3 3,865
15.001 to 99.999
247 1,849
— — 2,096
100.000
—
— 8,315 314 8,629
(33)
(11)
(3)
—
—
(10)
(91)
(151)
(218)
(141)
(172)
(137)
— —
— —
— —
— —
— —
— —
— —
— —
(7)
(30)
(255)
(395)
(408)
(174)
(183)
(140)
—
(3,747)
(99)
(3,846)
44.6
65,661 4,832
212 — 70,705
(42)
(28)
(90) —
(160)
0.000 to 0.053 16,616
0.054 to 0.169 15,630
—
56
— — 16,616
— — 15,686
0.170 to 0.740 21,562 1,333
— — 22,895
0.741 to 1.927 7,535 1,169
— — 8,704
1.928 to 4.914 4,024 1,738
— — 5,762
4.915 to 8.860
280
517
— —
797
8.861 to 15.000
15.001 to 99.999
100.000
12
2
—
7
12
—
— —
— —
19
14
212 —
212
(1)
(4)
(12)
(12)
(12)
(1)
—
—
—
67,769 1,450
— — 69,219
(14)
0.000 to 0.053 49,858
0.054 to 0.169 10,689
0.170 to 0.740 5,312
0.741 to 1.927 1,725
1.928 to 4.914
71
4.915 to 8.860
113
8.861 to 15.000
1
21
68
17
31
32
2
1
— — 49,879
— — 10,757
— — 5,329
— — 1,756
— —
— —
— —
103
115
2
15.001 to 99.999
— 1,278
— — 1,278
100.000
—
—
— —
—
(2)
(7)
(2)
(1)
—
(2)
—
—
—
—
—
(4)
(7)
— —
— —
— —
— —
(11)
— —
(4)
—
(2)
—
(2)
—
—
—
(1)
—
—
—
(1)
—
— —
— —
— —
(90) —
— —
— —
— —
— —
— —
— —
— —
— —
— —
— —
(1)
(4)
(16)
(19)
(23)
(5)
—
(2)
(90)
(16)
(2)
(7)
(2)
(2)
—
(2)
—
(1)
—
605,683 65,881 8,527 332 680,423
(728)
(950)
(3,837)
(99)
(5,614)
0.2
—
—
0.1
0.2
0.4
0.6
—
14.3
42.5
—
—
0.1
—
0.1
—
1.7
—
0.1
—
0.8
— AA- and above
0.1
0.3
0.6
1.3
2.8
4.1
8.4
A+ to A-
BBB+ to BBB-
BB+ to BB-
BB- to B
B-
CCC+
CCC to C
D
— AA- and above
A+ to A-
BBB+ to BBB-
BB+ to BB-
BB- to B
B-
CCC+
CCC to C
D
—
0.1
0.5
0.8
3.8
2.2
6.5
19.1
0.1
— AA- and above
0.1
0.1
0.3
0.2
6.6
—
0.2
—
1.5
1.0
—
—
0.1
0.3
0.6
1.6
4.7
6.7
A+ to A-
BBB+ to BBB-
BB+ to BB-
BB- to B
B-
CCC+
CCC to C
D
AA- and above
A+ to A-
BBB+ to BBB-
BB+ to BB-
BB- to B
B-
CCC+
CCC to C
D
AA- and above
A+ to A-
BBB+ to BBB-
BB+ to BB-
BB- to B
B-
CCC+
CCC to C
D
AA- and above
A+ to A-
BBB+ to BBB-
BB+ to BB-
BB- to B
B-
CCC+
CCC to C
D
HSBC Holdings plc Annual Report and Accounts 2020
149
Risk review
Risk
Commercial real estate
Commercial real estate lending includes the financing of
corporate, institutional and high net worth customers who are
investing primarily in income-producing assets and, to a lesser
extent, in their construction and development. The portfolio is
globally diversified with larger concentrations in Hong Kong,
the UK and the US.
Our global exposure is centred largely on cities with economic,
political or cultural significance. In more developed markets, our
exposure mainly comprises the financing of investment assets, the
redevelopment of existing stock and the augmentation of both
commercial and residential markets to support economic and
population growth. In less-developed commercial real estate
markets, our exposures comprise lending for development assets
on relatively short tenors with a particular focus on supporting
larger, better capitalised developers involved in residential
construction or assets supporting economic expansion.
Commercial real estate lending declined $5bn, including
favourable foreign exchange movements of $2.4bn, mainly in
Hong Kong and, to a lesser extent, within the UK.
Commercial real estate lending
Gross loans and advances
Stage 1
Stage 2
Stage 3
POCI
Europe
$m
22,639
5,549
1,114
1
Asia
$m
63,276
11,686
37
—
MENA
$m
1,147
436
250
—
North
America
Latin
America
$m
$m
Total
$m
UK
$m
Hong Kong
$m
Of which:
7,373
4,093
42
—
1,269
381
240
—
95,704
22,145
1,683
1
16,207
4,299
966
—
48,735
9,105
18
—
At 31 Dec 2020
– of which: renegotiated loans
Allowance for ECL
29,303
74,999
1,833
11,508
1,890
119,533
21,472
57,858
751
(650)
3
(117)
201
(190)
—
(64)
—
(120)
955
(1,141)
744
(575)
—
(65)
Gross loans and advances
Stage 1
Stage 2
Stage 3
POCI
At 31 Dec 2019
– of which: renegotiated loans
Allowance for ECL
25,017
3,988
1,115
1
76,832
2,673
21
—
1,507
10,938
1,653
115,947
18
208
—
508
33
—
41
27
—
7,228
1,404
1
17,953
2,953
948
—
60,632
1,696
17
—
30,121
79,526
1,733
11,479
1,721
124,580
21,854
62,345
788
(372)
—
(78)
195
(170)
—
(17)
—
(7)
983
(644)
782
(305)
—
(40)
Refinance risk in commercial real estate
Commercial real estate lending tends 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
Commercial real estate gross loans and advances maturity analysis
customer, being unable to repay the debt on maturity, fails to
refinance it at commercial rates. We monitor our commercial real
estate portfolio closely, assessing indicators for signs of potential
issues with refinancing.
On demand, overdrafts or revolving
< 1 year
1–2 years
2–5 years
> 5 years
Europe
$m
Asia
$m
MENA
$m
North
America
Latin
America
$m
$m
Total
$m
UK Hong Kong
$m
$m
Of which:
13,728
25,075
6,373
6,241
2,961
18,396
27,699
3,829
750
119
668
296
5,793
3,112
2,288
315
263
434
927
266
45,609
12,131
28,434
37,823
7,667
4,991
3,135
1,215
19,998
13,237
21,694
2,929
At 31 Dec 2020
29,303
74,999
1,833
11,508
1,890
119,533
21,472
57,858
On demand, overdrafts or revolving
< 1 year
1–2 years
2–5 years
> 5 years
13,808
6,197
7,797
2,319
21,625
17,638
35,557
4,706
816
142
509
266
5,905
1,548
3,511
515
135
107
1,332
147
42,289
25,632
48,706
7,953
11,775
5,274
4,347
458
At 31 Dec 2019
30,121
79,526
1,733
11,479
1,721
124,580
21,854
16,937
13,776
27,860
3,772
62,345
Collateral and other credit enhancements
(Audited)
Although collateral can be an important mitigant of credit risk, it is
the Group’s practice to lend on the basis of the customer’s ability
to meet their obligations out of cash flow resources rather than
placing primary reliance on collateral and other credit risk
enhancements. Depending on the customer’s standing and the
type of product, facilities may be provided without any collateral
or other credit enhancements. For other lending, a charge over
collateral is obtained and considered in determining the credit
decision and pricing. In the event of default, the Group 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. Where there is
sufficient collateral, an expected credit loss is not recognised. This
is the case for reverse repurchase agreements and for certain
loans and advances to customers where the loan to value (‘LTV’) is
very low.
Mitigants may include a charge on borrowers’ specific assets,
such as real estate or financial instruments. Other credit risk
mitigants 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. Additionally, risk
may be managed by employing other types of collateral and credit
risk enhancements, such as second charges, other liens and
150
HSBC Holdings plc Annual Report and Accounts 2020
Commercial real estate loans and advances
The value of commercial real estate collateral is determined
by using a combination of external and internal valuations
and physical inspections. For CRR 1–7, local valuation policies
determine the frequency of review on the basis of local market
conditions because of the complexity of valuing collateral
for commercial real estate. For CRR 8–10, almost all collateral
would have been revalued within the last three years.
In Hong Kong, market practice is typically for lending to major
property companies to be either 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.
unsupported guarantees. Guarantees are normally taken from
corporates and export credit agencies. Corporates would normally
provide guarantees as part of a parent/subsidiary relationship and
span a number of credit grades. The export credit agencies will
normally be investment grade.
Certain credit mitigants are used strategically in portfolio
management activities. While single name concentrations arise in
portfolios managed by Global Banking and Corporate Banking, it is
only in Global Banking that their size requires the use of portfolio
level credit mitigants. Across Global Banking, risk limits and
utilisations, maturity profiles and risk quality are monitored and
managed proactively. This process is key to the setting of 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, Global Banking also utilises loan
sales and credit default swap (‘CDS’) hedges to manage
concentrations and reduce risk. These transactions are the
responsibility of a dedicated Global Banking portfolio management
team. Hedging activity is carried out within agreed credit
parameters, and is subject to market risk limits and a robust
governance structure. Where applicable, CDSs are entered into
directly with a central clearing house counterparty. Otherwise, the
Group’s exposure to CDS protection providers is diversified among
mainly banking counterparties with strong credit ratings.
CDS mitigants are held at portfolio level and are not included in
the expected loss calculations. CDS mitigants are not reported in
the following tables.
Collateral on loans and advances
Collateral held is analysed separately for commercial real estate
and for other corporate, commercial and financial (non-bank)
lending. The following tables include off-balance sheet loan
commitments, primarily undrawn credit lines.
The collateral measured in the following tables consists of
fixed first charges on real estate, and charges over cash and
marketable financial instruments. 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. Marketable securities are measured at their fair value.
Other types of collateral such as unsupported guarantees and
floating charges over the assets of a customer’s business are not
measured in the following tables. While such mitigants have value,
often providing rights in insolvency, their assignable value is not
sufficiently certain and they are therefore assigned no value for
disclosure purposes.
The LTV ratios presented are calculated by directly associating
loans and advances with the collateral that individually and
uniquely supports each facility. When 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.
For credit-impaired loans, the collateral values cannot be directly
compared with impairment allowances recognised. The LTV
figures use open market values with no adjustments. Impairment
allowances are calculated on a different basis, by considering
other cash flows and adjusting collateral values for costs of
realising collateral as explained further on page 294.
HSBC Holdings plc Annual Report and Accounts 2020
151
Risk review Risk
Wholesale lending – commercial real estate loans and advances including loan commitments by level of collateral for key
countries/territories (by stage)
(Audited)
Total
UK
Hong Kong
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Of which:
$m
%
$m
%
$m
55,376
71,915
36,408
26,081
5,098
4,328
5,477
3,486
0.1
0.2
0.1
0.2
0.3
0.3
0.2
7,205
14,053
4,665
7,031
1,932
425
1,463
912
0.6
0.2
0.3
0.2
0.2
0.5
0.1
29,422
33,386
22,361
9,091
1,093
841
769
594
132,768
0.1
22,721
0.4
63,577
8,710
18,383
8,544
8,097
849
893
1,260
517
28,353
1,038
583
177
161
149
96
474
331
1.3
1.0
0.8
1.1
1.1
1.0
1.0
3,337
2,534
1,132
1,020
350
32
713
246
2.2
1.6
1.5
2.0
0.9
3.1
0.8
1,084
8,719
5,359
2,955
319
86
196
147
1.1
6,584
1.8
9,999
45.3
11.5
13.6
15.5
6.7
8.3
45.6
635
348
56
128
139
25
195
120
50.7
9.5
5.4
12.5
5.8
24.0
27.7
2,095
35.9
1,178
34.7
—
1
1
—
—
—
—
—
1
163,217
—
—
—
—
—
—
—
—
0.8
—
—
—
—
—
—
—
—
—
30,483
—
—
—
—
—
—
—
—
2.0
—
20
11
3
—
6
—
—
20
—
—
—
—
—
—
—
—
—
73,596
%
—
—
—
—
—
—
—
—
0.1
0.5
0.4
0.8
0.3
—
1.0
0.5
—
5.0
—
—
—
16.7
—
5.0
—
—
—
—
—
—
—
—
0.1
Stage 1
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (A):
– collateral value on A
Total
Stage 2
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (B):
– collateral value on B
Total
Stage 3
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (C):
– collateral value on C
Total
POCI
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (D):
– collateral value on D
Total
At 31 Dec 2020
152
HSBC Holdings plc Annual Report and Accounts 2020
Wholesale lending – commercial real estate loans and advances including loan commitments by level of collateral for key
countries/territories (by stage) (continued)
(Audited)
Stage 1
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (A):
– collateral value on A
Total
Stage 2
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (B):
– collateral value on B
Total
Stage 3
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (C):
– collateral value on C
Total
POCI
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (D):
– collateral value on D
Total
At 31 Dec 2019
Total
UK
Hong Kong
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Of which:
$m
%
$m
%
$m
61,820
89,319
46,318
32,583
5,018
5,400
6,563
3,602
0.1
0.1
0.1
0.1
0.1
0.2
0.2
7,266
18,535
7,018
9,349
1,649
519
682
535
0.1
—
0.1
—
0.1
—
—
32,478
41,798
28,776
10,815
1,436
771
1,627
1,142
157,702
0.1
26,483
0.1
75,903
3,040
5,184
2,167
1,986
333
698
500
203
1.2
1.1
1.1
0.9
2.1
1.1
0.6
1,857
1,419
615
712
16
76
296
56
1.2
1.2
1.8
0.6
6.3
1.3
0.3
440
1,501
955
497
29
20
42
25
8,724
1.1
3,572
1.1
1,983
315
557
87
90
89
291
773
380
57.8
14.9
16.1
7.8
15.7
16.5
41.5
1,645
35.6
—
1
1
—
—
—
—
—
1
168,072
—
—
—
—
—
—
—
—
0.5
66
404
42
69
72
221
507
166
977
—
—
—
—
—
—
—
—
—
31,032
92.4
12.9
7.1
4.3
4.2
19.5
27.8
26.0
—
—
—
—
—
—
—
—
1.0
—
17
6
10
—
1
—
—
17
—
—
—
—
—
—
—
—
—
77,903
%
—
—
—
0.1
0.1
—
0.1
—
0.2
0.6
0.3
1.0
—
—
—
0.5
—
11.8
16.7
—
—
—
—
11.8
—
—
—
—
—
—
—
—
0.1
HSBC Holdings plc Annual Report and Accounts 2020
153
Risk review
Risk
Wholesale lending – commercial real estate loans and advances including loan commitments by level of collateral for key
countries/territories
(Audited)
Rated CRR/PD1 to 7
Not collateralised
Fully collateralised
Partially collateralised (A):
– collateral value on A
Total
Rated CRR/PD8
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (B):
– collateral value on B
Total
Rated CRR/PD9 to 10
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (C):
– collateral value on C
Total
At 31 Dec 2020
Rated CRR/PD1 to 7
Not collateralised
Fully collateralised
Partially collateralised (A):
– collateral value on A
Total
Rated CRR/PD8
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (B):
– collateral value on B
Total
Rated CRR/PD9 to 10
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (C):
– collateral value on C
Total
At 31 Dec 2019
Total
UK
Hong Kong
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
$m
%
$m
%
$m
%
Of which:
64,046
89,664
6,728
3,994
0.3
0.3
0.4
160,438
0.3
10,527
16,483
2,174
1,157
29,184
1.1
0.4
0.3
30,506
41,861
965
741
0.6
73,332
40
634
282
321
14
17
9
9
22.5
8.2
7.1
9.0
21.4
—
11.1
15
104
15
75
5
9
2
1
6.7
12.5
6.7
13.3
20.0
—
50.0
—
244
102
138
4
—
—
—
—
0.1
0.2
—
—
12.7
11.8
13.0
25.0
—
—
683
9.1
121
12.4
244
12.7
1,038
584
178
161
149
96
474
331
2,096
163,217
64,850
94,299
7,052
3,796
45.3
11.5
13.5
15.5
6.7
8.3
45.6
35.9
0.8
0.1
0.1
0.2
635
348
56
128
139
25
195
120
1,178
30,483
9,119
19,833
971
586
50.7
9.5
5.4
12.5
5.8
24.0
27.7
34.7
2.0
0.3
0.1
0.1
166,201
0.1
29,923
0.1
10
204
47
120
25
12
11
9
225
315
557
87
90
89
291
774
380
1,646
168,072
50.0
4.9
8.5
3.3
4.0
8.3
—
6.7
57.8
14.9
16.1
7.8
15.7
16.5
41.6
35.7
0.5
4
121
27
68
15
11
7
5
132
66
404
42
69
72
221
507
166
977
31,032
100.0
5.0
14.8
1.5
6.7
—
—
7.6
92.4
12.9
7.1
4.3
4.2
19.5
27.8
26.0
1.0
—
20
11
3
—
6
—
—
20
73,596
32,918
43,299
1,669
1,167
77,886
—
—
—
—
—
—
—
—
—
—
17
6
10
—
1
—
—
17
77,903
—
5.0
—
—
—
16.7
—
5.0
0.1
—
0.1
0.1
—
—
—
—
—
—
—
—
—
—
11.8
16.7
—
—
100.0
—
11.8
0.1
154
HSBC Holdings plc Annual Report and Accounts 2020
Other corporate, commercial and financial (non-bank) loans
and advances
Other corporate, commercial and financial (non-bank) loans are
analysed separately in the following table, which focuses on the
countries/territories containing the majority of our loans and
advances balances. For financing activities in other corporate and
commercial lending, collateral value is not 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.
Accordingly, the following table reports values only for customers
with CRR 8–10, recognising that these loans and advances
generally have valuations that are comparatively recent.
Wholesale lending – other corporate, commercial and financial (non-bank) loans and advances including loan commitments by level
of collateral for key countries/territories (by stage)
(Audited)
Total
UK
Hong Kong
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
$m
%
$m
%
$m
%
Of which:
Stage 1
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (A):
– collateral value on A
Total
Stage 2
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (B):
– collateral value on B
Total
Stage 3
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (C):
– collateral value on C
Total
POCI
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (D):
– collateral value on D
Total
At 31 Dec 2020
617,592
110,528
37,991
36,696
13,542
22,299
52,892
25,903
0.2
0.2
0.1
0.2
0.2
0.1
0.2
122,554
28,232
7,367
11,891
2,624
6,350
6,826
3,524
0.4
0.3
0.3
0.3
0.4
0.1
0.5
95,061
40,207
14,744
13,961
6,522
4,980
19,163
9,208
781,012
0.2
157,612
0.4
154,431
118,959
37,753
11,992
16,982
3,727
5,052
16,829
9,425
1.6
1.3
1.3
1.6
1.2
0.9
1.5
173,541
1.5
7,852
1,939
637
526
294
482
2,847
1,619
50.0
17.3
24.0
19.0
9.2
11.6
35.5
37,430
9,316
2,498
5,715
502
601
3,984
1,714
50,730
2,793
585
151
182
211
41
553
337
2.6
2.1
1.5
2.2
3.2
2.0
2.7
19,466
15,044
3,920
6,657
2,150
2,317
3,849
2,104
2.5
38,359
28.5
7.9
8.6
12.6
1.9
14.6
23.1
865
342
83
128
49
82
592
322
0.1
0.1
0.1
0.2
0.1
0.1
0.1
0.1
0.4
0.8
0.7
1.0
0.7
0.3
0.9
0.6
66.0
6.4
6.0
4.7
14.3
4.9
26.4
12,638
41.7
3,931
24.7
1,799
41.6
211
63
6
11
34
12
4
4
278
967,469
39.8
41.3
50.0
9.1
64.7
—
75.0
40.6
1.0
54
—
—
—
—
—
—
—
54
212,327
63.0
—
—
—
—
—
—
63.0
1.3
1
45
—
11
34
—
—
—
46
194,635
—
51.1
—
9.1
64.7
—
—
50.0
0.6
HSBC Holdings plc Annual Report and Accounts 2020
155
Risk review
Risk
Wholesale lending – other corporate, commercial and financial (non-bank) loans and advances including loan commitments by level
of collateral for key countries/territories (by stage) (continued)
(Audited)
Total
UK
Hong Kong
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Of which:
%
—
0.1
0.1
0.1
0.1
0.1
0.1
—
0.7
0.6
0.6
0.7
0.5
0.2
0.4
0.6
83.5
12.8
33.3
4.8
7.5
25.0
48.3
$m
%
$m
%
$m
680,079
128,290
48,012
37,891
13,072
29,315
52,890
25,824
0.1
0.1
0.1
0.1
0.1
—
0.1
132,197
40,172
13,831
11,903
3,399
11,039
8,122
3,809
0.2
0.1
0.1
0.2
0.2
—
0.1
116,536
32,818
11,009
12,783
4,697
4,329
20,162
9,616
861,259
0.1
180,491
0.2
169,516
61,540
21,126
7,081
8,482
2,684
2,879
8,463
3,669
1.2
0.8
0.9
0.9
0.9
0.6
0.8
91,129
1.1
49.2
22.4
35.2
24.4
23.6
9.1
44.8
4,768
1,479
335
352
373
419
1,367
693
7,614
223
28
2
26
—
—
97
57
348
960,350
13,318
3,139
1,208
1,111
282
538
1,516
370
17,973
1,899
494
103
198
101
92
369
192
2.2
1.8
2.0
1.8
2.1
1.3
1.4
13,308
12,934
3,845
5,580
1,646
1,863
3,768
1,801
2.1
30,010
33.0
12.6
17.5
8.6
20.8
7.6
20.1
504
86
9
21
40
16
87
34
43.2
2,762
27.6
677
70.0
32.7
3.6
50.0
—
—
—
33.0
30.5
0.5
32
—
—
—
—
—
57
19
89
201,315
96.9
—
—
—
—
—
1.8
36.0
0.7
7
10
—
10
—
—
31
30
48
200,251
—
—
—
—
—
—
90.3
58.3
0.4
Stage 1
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (A):
– collateral value on A
Total
Stage 2
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (B):
– collateral value on B
Total
Stage 3
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (C):
– collateral value on C
Total
POCI
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (D):
– collateral value on D
Total
At 31 Dec 2019
156
HSBC Holdings plc Annual Report and Accounts 2020
Wholesale lending – other corporate, commercial and financial (non-bank) loans and advances including loan commitments by level
of collateral for key countries/territories
(Audited)
Total
UK
Hong Kong
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
$m
%
$m
%
$m
%
Of which:
Rated CRR/PD8
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (A):
– collateral value on A
Total
Rated CRR/PD9 to 10
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (B):
– collateral value on B
Total
At 31 Dec 2020
Rated CRR/PD8
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (A):
– collateral value on A
Total
Rated CRR/PD9 to 10
Not collateralised
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 75%
– 76% to 90%
– 91% to 100%
Partially collateralised (B):
– collateral value on B
Total
At 31 Dec 2019
3,787
1,107
269
480
140
218
493
352
7.1
5.2
4.1
6.3
5.0
4.1
8.1
5,387
6.8
8,062
2,003
644
538
327
494
2,851
1,623
12,916
18,303
2,499
694
246
189
97
162
279
152
49.7
18.1
24.2
18.8
15.0
11.3
35.6
41.7
31.4
5.8
3.3
2.8
4.2
2.1
3.7
4.7
3,472
5.2
4,991
1,507
338
377
373
419
1,464
750
7,962
11,434
48.5
22.0
35.2
22.8
23.6
9.1
44.0
42.7
31.3
924
171
29
87
13
42
174
83
1,269
2,847
585
151
182
211
41
553
337
3,985
5,254
285
382
120
93
42
127
53
34
720
1,930
494
103
198
101
92
427
211
2,851
3,571
8.7
9.4
10.3
6.9
23.1
9.5
9.2
103
15
25.2
—
1
—
14
—
27
13
—
—
—
—
3.7
8.7
145
18.6
29.1
7.9
8.6
12.6
1.9
14.6
23.1
25.2
21.2
13.0
2.6
1.7
3.2
2.4
3.9
5.7
6.9
34.1
12.6
17.5
8.6
20.8
7.6
17.6
27.9
23.7
865
388
84
139
83
82
592
322
1,845
1,990
10
—
—
—
—
—
73
6
83
510
96
10
30
40
16
119
64
725
808
66.0
11.6
6.0
5.0
34.9
4.9
26.4
41.8
40.2
70.0
—
—
—
—
—
2.7
12.0
82.5
11.5
—
3.3
7.5
—
58.8
69.2
63.4
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 summarised below:
• Some securities issued by governments, banks and other
financial institutions benefit from additional credit
enhancements provided by government guarantees
that cover the assets.
• Debt securities issued by banks and financial institutions
include asset-backed securities (‘ABSs’) and similar
instruments, which are supported by underlying pools of
financial assets. Credit risk associated with ABSs is reduced
through the purchase of credit default swap (‘CDS’) protection.
• Trading loans and advances mainly pledged against cash
collateral are posted to satisfy margin requirements. There is
limited credit risk on cash collateral posted since in the event of
default of the counterparty this would be set off against the
related liability. Reverse repos and stock borrowing are by their
nature collateralised.
Collateral accepted as security that the Group is permitted to sell or repledge
under these arrangements is described on page 330 of the financial
statements.
• The Group’s maximum exposure to credit risk includes financial
guarantees and similar contracts granted, as well as loan and
other credit-related commitments. Depending on the terms of
the arrangement, we may use additional credit mitigation if a
guarantee is called upon or a loan commitment is drawn and
subsequently defaults.
For further information on these arrangements, see Note 32 on the financial
statements.
HSBC Holdings plc Annual Report and Accounts 2020
157
Risk review
Risk
Derivatives
We participate in transactions exposing us to counterparty credit
risk. Counterparty credit risk is the risk of financial loss if the
counterparty to a transaction defaults before satisfactorily settling
it. It arises principally from over-the-counter (‘OTC’) derivatives
and securities financing transactions and is calculated in both the
trading and non-trading books. Transactions vary in value by
reference to a market factor such as an interest rate, exchange
rate or asset price.
Notional contract amounts and fair values of derivatives
The counterparty risk from derivative transactions is taken into
account when reporting the fair value of derivative positions. The
adjustment to the fair value is known as the credit valuation
adjustment (‘CVA’).
For an analysis of CVAs, see Note 12 on the financial statements.
The following table reflects by risk type the fair values and gross
notional contract amounts of derivatives cleared through an
exchange, central counterparty or non-central counterparty.
Notional
amount
$m
2020
Fair value
Assets
Liabilities
$m
$m
Notional
amount
$m
2019
Fair value
Assets
Liabilities
$m
$m
Total OTC derivatives
22,749,280
372,373
368,010 26,244,531
282,778
279,101
– total OTC derivatives cleared by central counterparties
9,898,260
74,054
75,253 12,563,343
45,140
46,351
– total OTC derivatives not cleared by central counterparties
12,851,020
298,319
292,757 13,681,188
237,638
232,750
Total exchange traded derivatives
Gross
Offset
At 31 Dec
1,332,438
4,456
4,094
1,583,590
1,956
2,135
24,081,718
376,829
372,104 27,828,121
284,734
281,236
(69,103)
(69,103)
307,726
303,001
(41,739)
(41,739)
242,995
239,497
The purposes for which HSBC uses derivatives are described in Note 15 on
the financial statements.
commitments and guarantees, and foreign exchange movements,
increased $1.6bn to $4.7bn at 31 December 2020.
Excluding foreign exchange movements, total personal lending
was primarily driven by mortgage growth, which grew by $21.5bn.
Mortgages grew $12.3bn in the UK; $6.4bn in Asia, notably $4.7bn
in Hong Kong and $1.6bn in Australia; and $1.8bn in Canada. The
allowance for ECL, excluding foreign exchange, attributable to
mortgages of $0.8bn increased $0.2bn compared with
31 December 2019.
The quality of both our Hong Kong and UK mortgage books
remained high, with low levels of impairment allowances. The
average LTV ratio on new mortgage lending in Hong Kong was
61%, compared with an estimated 45% for the overall mortgage
portfolio. The average LTV ratio on new lending in the UK was
70%, compared with an estimated 51% for the overall mortgage
portfolio.
Excluding foreign exchange movements, other personal lending
balances at 31 December 2020 declined by $6.5bn compared with
31 December 2019. The decline was attributable to a $3.8bn
decline in credit cards and a $2.4bn decline in loans and
overdrafts.
The $3.8bn decrease in credit card lending was attributable to
declines of $2.1bn in the UK, $0.5bn in Hong Kong and $0.3bn in
the US. The $2.4bn decrease in loans and overdrafts was
attributable to declines of $1.1bn in Hong Kong, $1.4bn in the UK,
$0.5bn in Singapore and $0.3bn in MENA. These declines were
partly offset by growth of $1bn in France, primarily in other
personal lending guaranteed by Crédit Logement and $0.5bn in
Switzerland.
The allowance for ECL, excluding foreign exchange, attributable to
other personal lending of $4.0bn increased $1.4bn compared with
31 December 2019. Excluding foreign exchange, the allowance for
ECL attributable to credit cards increased by $0.7bn while loans
and overdrafts increased by $0.7bn.
The International Swaps and Derivatives Association (‘ISDA’)
master agreement is our preferred agreement for documenting
derivatives activity. It is common, and our preferred practice,
for the parties involved in a derivative transaction 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 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.
We place strict policy restrictions on collateral types and as a
consequence the types of collateral received and pledged are, by
value, highly liquid and of a strong quality, being predominantly
cash.
Where a collateral type is required to be approved outside the
collateral policy, approval is required from a committee of senior
representatives from Markets, Legal and Risk.
See page 352 and Note 30 on the financial statements for details regarding
legally enforceable right of offset in the event of counterparty default and
collateral received in respect of derivatives.
Personal lending
This section presents further disclosures related to personal
lending. It provides details of the regions, countries and products
that are driving the change observed in personal loans and
advances to customers, with the impact of foreign exchange
separately identified. Additionally, Hong Kong and UK mortgage
book LTV data is provided.
This section also provides a reconciliation of the opening
1 January 2020 to 31 December 2020 closing gross carrying/
nominal amounts and associated allowance for ECL.
Further product granularity is also provided by stage, with
geographical data presented for loans and advances to customers,
loan and other credit-related commitments and financial
guarantees.
At 31 December 2020, total personal lending for loans and
advances to customers of $461bn increased by $26.5bn compared
with 31 December 2019. This increase included favourable foreign
exchange movements of $11.5bn. Excluding foreign exchange
movements, there was growth of $15.1bn, primarily driven by
$10.1bn in Europe and $3.4bn in Asia. The allowance for ECL
attributable to personal lending, excluding off-balance sheet loan
158
HSBC Holdings plc Annual Report and Accounts 2020
Total personal lending for loans and advances to customers at amortised cost by stage distribution
Gross carrying amount
Allowance for ECL
Stage 1
Stage 2
Stage 3
$m
$m
$m
Total
$m
Stage 1
Stage 2
Stage 3
$m
$m
$m
By portfolio
First lien residential mortgages
– of which: interest only (including offset)
– affordability (including US adjustable rate
mortgages)
Other personal lending
– other
– credit cards
– second lien residential mortgages
– motor vehicle finance
336,666
29,143
12,233
3,383
352,282
3,074
351
32,568
13,265
2,209
606
16,080
93,468
12,831
2,228
108,527
74,174
17,327
593
1,374
7,288
5,292
100
151
1,489
82,951
680
23,299
51
8
744
1,533
(125)
(9)
(11)
(702)
(305)
(386)
(3)
(8)
Total
$m
(755)
(116)
(188)
(19)
(442)
(88)
(11)
(5)
(27)
(2,214)
(1,060)
(914)
(1,281)
(9)
(10)
(665)
(380)
(10)
(5)
(3,976)
(1,884)
(2,047)
(22)
(23)
At 31 Dec 2020
By geography
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2020
430,134
25,064
5,611
460,809
(827)
(2,402)
(1,502)
(4,731)
200,120
11,032
2,511
213,663
163,338
178,175
118,252
4,879
40,387
6,573
9,476
7,969
5,133
403
4,613
1,047
1,721
174,535
1,169
187,313
206
123,591
251
5,533
1,378
46,378
302
7,922
430,134
25,064
5,611
460,809
(247)
(223)
(234)
(102)
(54)
(93)
(199)
(827)
(1,271)
(1,230)
(446)
(237)
(112)
(200)
(373)
(826)
(545)
(241)
(48)
(152)
(132)
(151)
(2,344)
(1,998)
(921)
(387)
(318)
(425)
(723)
(2,402)
(1,502)
(4,731)
Total personal lending for loans and other credit-related commitments and financial guarantees by stage distribution
Nominal amount
Allowance for ECL
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2020
Stage 1
Stage 2
Stage 3
$m
56,920
54,348
156,057
118,529
2,935
15,835
3,462
$m
719
435
790
10
46
124
28
$m
96
92
11
10
8
38
1
Total
$m
57,735
54,875
156,858
118,549
2,989
15,997
3,491
235,209
1,707
154
237,070
$m
(22)
(21)
—
—
(1)
(11)
(5)
(39)
$m
$m
(2)
(2)
—
—
—
—
—
(2)
—
—
—
—
—
—
—
—
Stage 1
Stage 2
Stage 3
Total
Total personal lending for loans and advances to customers at amortised cost by stage distribution (continued)
By portfolio
First lien residential mortgages
– of which: interest only (including offset)
– affordability (including US adjustable rate
mortgages)
Other personal lending
– other
– credit cards
– second lien residential mortgages
– motor vehicle finance
At 31 Dec 2019
By geography
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2019
Gross carrying amount
Allowance for ECL
Stage 1
Stage 2
Stage 3
$m
$m
$m
Total
$m
Stage 1
Stage 2
Stage 3
$m
$m
$m
312,031
31,201
14,222
101,638
77,031
22,285
750
1,572
7,077
1,602
796
8,674
4,575
3,959
84
56
3,070
322,178
376
33,179
514
15,532
1,781
1,193
524
55
9
112,093
82,799
26,768
889
1,637
(39)
(6)
(3)
(544)
(229)
(310)
(1)
(4)
(68)
(15)
(3)
(1,268)
(451)
(801)
(6)
(10)
(422)
(91)
(3)
(793)
(491)
(284)
(10)
(8)
413,669
15,751
4,851
434,271
(583)
(1,336)
(1,215)
(3,134)
186,561
153,313
173,523
117,013
5,671
41,148
6,766
6,854
5,455
5,855
2,751
247
1,930
865
2,335
1,612
717
189
299
195,750
160,380
180,095
119,953
6,217
1,238
44,316
262
7,893
413,669
15,751
4,851
434,271
(112)
(104)
(223)
(90)
(50)
(56)
(142)
(583)
(538)
(513)
(339)
(220)
(58)
(119)
(282)
(578)
(370)
(170)
(44)
(189)
(141)
(137)
(1,228)
(987)
(732)
(354)
(297)
(316)
(561)
(1,336)
(1,215)
(3,134)
HSBC Holdings plc Annual Report and Accounts 2020
159
$m
(24)
(23)
—
—
(1)
(11)
(5)
(41)
Total
$m
(529)
(112)
(9)
(2,605)
(1,171)
(1,395)
(17)
(22)
Risk review
Risk
Total personal lending for loans and other credit-related commitments and financial guarantees by stage distribution (continued)
Europe
– of which: UK
Asia
– of which: Hong Kong
MENA
North America
Latin America
At 31 Dec 2019
Stage 1
$m
51,575
49,322
149,336
115,025
3,150
13,919
4,312
Nominal amount
Stage 2
Stage 3
$m
604
493
682
27
46
256
43
$m
110
105
9
3
53
20
3
Total
$m
52,289
49,920
150,027
115,055
3,249
14,195
4,358
Stage 1
$m
(10)
(8)
—
—
—
(1)
(3)
222,292
1,631
195
224,118
(14)
Allowance for ECL
Stage 2
$m
Stage 3
$m
(2)
(1)
—
—
—
—
—
(2)
—
—
—
—
—
—
—
—
Total
$m
(12)
(9)
—
—
—
(1)
(3)
(16)
Exposure to UK interest-only mortgage loans
The following information is presented for HSBC branded UK
interest-only mortgage loans with balances of $15.0bn. This
excludes offset mortgages in the first direct brand and Private
Bank mortgages.
Of the interest-only mortgages that expired in 2018, 89% were
repaid within 12 months of expiry with a total of 98% being repaid
within 24 months of expiry. For interest-only mortgages expiring
during 2019, 89% were fully repaid within 12 months of expiry.
The profile of maturing UK interest-only loans is as follows:
At the end of 2020, the average LTV ratio in the portfolio was 41%
and 99% of mortgages had an LTV ratio of 75% or less.
UK interest-only mortgage loans
Expired interest-only mortgage loans
Interest-only mortgage loans by maturity
– 2021
– 2022
– 2023
– 2024
– 2025–2029
– Post 2029
At 31 Dec 2020
$m
169
356
392
500
407
3,317
9,914
15,055
Exposure to offset mortgage in first direct
The offset mortgage in first direct is a flexible way for our
customers to take control of their finances. It works by grouping
together the customer’s mortgage, savings and current accounts
to off-set their credit and debit balances against their mortgage
exposure which at the end of 2020 is of $8.6bn with an average
LTV ratio of 37%.
Personal lending – reconciliation of changes in gross carrying/nominal amount and allowances for loans and advances to
customers including loan commitments and financial guarantees
(Audited)
Non-credit impaired
Stage 1
Stage 2
Credit impaired
Stage 3
Total
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
$m
$m
$m
$m
$m
$m
$m
$m
At 1 Jan 2020
Transfers of financial instruments
635,961
(597) 17,382
(1,338)
(16,019)
(629) 13,370
1,181
Net remeasurement of ECL arising from transfer of stage
—
431
—
30,891
101
(5,407)
—
—
—
(147)
(3)
—
—
—
—
14,513
(22)
1,425
(1,215) 658,389
(3,150)
5,046
2,649
—
(677)
(552)
(8)
—
—
150
24,807
—
—
(1,258)
5
—
—
(1,409)
1,407
(1,409)
153
(32)
16,091
(555)
408
(2,025)
(9)
—
(67)
665,346
(866) 26,770
(2,405)
5,762
(1,503) 697,878
Net new and further lending/repayments
Change in risk parameters – credit quality
Changes to models used for ECL calculation
Assets written off
Foreign exchange and other
At 31 Dec 2020
ECL income statement change for the period
382
(2,181)
(1,111)
Recoveries
Other
Total ECL income statement change for the period
—
(132)
659
(3,430)
(7)
1,407
(121)
(4,774)
(2,910)
280
(25)
(2,655)
As shown in the above table, the allowance for ECL for loans and
advances to customers and banks and relevant loan commitments
and financial guarantees increased $1,624m during the period
from $3,150m at 31 December 2019 to $4,774m at 31 December
2020.
This increase was primarily driven by:
• $3,430m relating to underlying credit quality changes, including
the credit quality impact of financial instruments transferring
between stages;
• $132m relating to the net remeasurement impact of stage
transfers;
• foreign exchange and other movements of $121m; and
• $7m due to changes to models used for ECL calculation.
These were partly offset by:
• $1,407m of assets written off;
• $659m relating to volume movements, which included the ECL
allowance associated with new originations, assets
derecognised and further lending/repayments.
160
HSBC Holdings plc Annual Report and Accounts 2020
The ECL charge for the period of $2,910m presented in the above
table consisted of $3,430m relating to underlying credit quality
changes, including the credit quality impact of financial
instruments transferring between stages, $132m relating to the
net remeasurement impact of stage transfers and $7m in changes
to models used for ECL calculation. This was partly offset by
$659m relating to underlying net book volume movements.
Personal lending – reconciliation of changes in gross carrying/nominal amount and allowances for loans and advances to customers
including loan commitments and financial guarantees (continued)
(Audited)
Non-credit impaired
Stage 1
Stage 2
Credit impaired
Stage 3
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Gross
carrying/
nominal
amount
Allowance
for ECL
Total
Gross
carrying/
nominal
amount
Allowance
for ECL
$m
(547)
(374)
$m
$m
16,838
2,645
(1,266)
858
$m
4,993
2,106
$m
$m
(1,148)
(484)
602,615
—
Gross
carrying/
nominal
amount
$m
580,784
(4,751)
—
446
—
50,946
3
(2,348)
—
—
—
8,982
635,961
(100)
(6)
—
(19)
(597)
343
(408)
453
(1,015)
60
—
(20)
—
(758)
—
—
(76)
281
(1,190)
14
(1,345)
1,345
50
43
—
47,840
—
—
(1,345)
9,279
—
—
—
247
17,382
(1,338)
5,046
(1,215)
658,389
(910)
(971)
At 1 Jan 2019
Transfers of financial instruments
Net remeasurement of ECL arising from transfer of
stage
Net new and further lending/repayments
Change in risk parameters – credit quality
Changes to models used for ECL calculation
Assets written off
Foreign exchange and other
At 31 Dec 2019
ECL income statement change for the period
Recoveries
Other
Total ECL income statement change for the period
Personal lending – credit risk profile by internal PD band for loans and advances to customers at amortised cost
Gross carrying amount
Allowance for ECL
First lien residential
mortgages
– Band 1
– Band 2
– Band 3
– Band 4
– Band 5
– Band 6
– Band 7
PD range1
Stage 1
Stage 2
Stage 3
Total
Stage 1
Stage 2
Stage 3
%
$m
$m
$m
$m
$m
$m
$m
Total
$m
336,666 12,233
3,383 352,282
(125)
(188)
(442)
(755)
0.000 to 0.250 284,252
1,283
— 285,535
0.251 to 0.500 16,259
302
— 16,561
0.501 to 1.500 27,055
1,755
— 28,810
1.501 to 5.000
8,858
5,134
— 13,992
5.001 to 20.000
238
1,806
20.001 to 99.999
100.000
4
—
1,953
—
—
2,044
1,957
—
3,383
3,383
(36)
(9)
(64)
(15)
(1)
—
—
(3)
(3)
(8)
(32)
(41)
(101)
—
—
—
—
—
—
—
(442)
(39)
(12)
(72)
(47)
(42)
(101)
(442)
Other personal lending
93,468 12,831
2,228 108,527
(702)
(2,214)
(1,060)
(3,976)
– Band 1
– Band 2
– Band 3
– Band 4
– Band 5
– Band 6
– Band 7
0.000 to 0.250 41,565
0.251 to 0.500 13,053
589
518
— 42,154
— 13,571
0.501 to 1.500 23,802
1,280
— 25,082
1.501 to 5.000 11,787
2,175
— 13,962
5.001 to 20.000
3,234
5,288
20.001 to 99.999
100.000
27
—
2,981
—
—
8,522
3,008
—
2,228
2,228
(96)
(31)
(108)
(270)
(197)
—
—
(8)
(63)
(37)
(112)
(821)
(1,173)
—
—
—
—
—
—
(104)
(94)
(145)
(382)
(1,018)
(1,173)
—
(1,060)
(1,060)
At 31 Dec 2020
430,134 25,064
5,611 460,809
(827)
(2,402)
(1,502)
(4,731)
First lien residential
mortgages
– Band 1
– Band 2
– Band 3
– Band 4
– Band 5
– Band 6
– Band 7
312,031
7,077
3,070 322,178
0.000 to 0.250 268,490
0.251 to 0.500
22,293
0.501 to 1.500
17,247
1.501 to 5.000
3,796
5.001 to 20.000
198
20.001 to 99.999
100.000
7
—
284
301
2,313
1,970
1,383
826
—
— 268,774
—
—
—
—
—
22,594
19,560
5,766
1,581
833
3,070
3,070
Other personal lending
101,638
8,674
1,781 112,093
– Band 1
– Band 2
– Band 3
– Band 4
– Band 5
– Band 6
– Band 7
0.000 to 0.250
46,533
0.251 to 0.500
16,435
0.501 to 1.500
25,160
1.501 to 5.000
10,951
5.001 to 20.000
2,421
20.001 to 99.999
100.000
138
—
60
65
317
3,483
3,434
1,315
—
—
—
—
—
—
—
1,781
46,593
16,500
25,477
14,434
5,855
1,453
1,781
(39)
(16)
(4)
(13)
(5)
(1)
—
—
(544)
(120)
(38)
(110)
(144)
(132)
—
—
(68)
(422)
(529)
—
—
(3)
(7)
(23)
(35)
—
(1,268)
—
(26)
(13)
(329)
(440)
(460)
—
—
—
—
—
—
—
(422)
(793)
—
—
—
—
—
—
(793)
(16)
(4)
(16)
(12)
(24)
(35)
(2,605)
(120)
(64)
(123)
(473)
(572)
(460)
(793)
At 31 Dec 2019
413,669
15,751
4,851 434,271
(583)
(1,336)
(1,215)
(3,134)
1 12-month point in time adjusted for multiple economic scenarios.
(422)
13.7
HSBC Holdings plc Annual Report and Accounts 2020
161
$m
(2,961)
—
(38)
737
(2,305)
68
1,345
4
(3,150)
(1,538)
314
4
(1,220)
ECL
coverage
%
0.2
—
0.1
0.2
0.3
2.1
5.2
13.1
3.7
0.2
0.7
0.6
2.7
11.9
39.0
47.6
1.0
0.2
—
—
0.1
0.2
1.5
4.2
2.3
0.3
0.4
0.5
3.3
9.8
31.7
44.5
0.7
Risk review
Risk
Collateral on loans and advances
(Audited)
The following table provides a quantification of the value of fixed
charges we hold over 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 excludes
any adjustments for obtaining and selling the collateral and, in
particular, loans shown as not collateralised or partially
collateralised may also benefit from other forms of credit
mitigants.
Personal lending – residential mortgage loans including loan commitments by level of collateral for key countries/territories by stage
(Audited)
Stage 1
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 60%
– 61% to 70%
– 71% to 80%
– 81% to 90%
– 91% to 100%
Partially collateralised (A):
LTV ratio:
– 101% to 110%
– 111% to 120%
– greater than 120%
– collateral value on A
Total
Stage 2
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 60%
– 61% to 70%
– 71% to 80%
– 81% to 90%
– 91% to 100%
Partially collateralised (B):
LTV ratio:
– 101% to 110%
– 111% to 120%
– greater than 120%
– collateral value on B
Total
Stage 3
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 60%
– 61% to 70%
– 71% to 80%
– 81% to 90%
– 91% to 100%
Partially collateralised (C):
LTV ratio:
– 101% to 110%
– 111% to 120%
– greater than 120%
– collateral value on C
Total
At 31 Dec 2020
Total
UK
Hong Kong
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Of which:
$m
%
$m
%
$m
354,102
—
159,562
174,370
60,180
48,159
40,395
23,339
7,659
973
592
101
280
847
—
—
—
0.1
0.1
0.1
0.4
0.4
0.5
0.3
76,535
23,967
23,381
20,846
12,936
1,897
289
84
45
160
212
355,075
—
159,851
—
—
—
—
—
—
0.1
—
—
—
—
—
90,733
54,866
14,253
6,042
4,288
6,837
4,447
336
334
—
2
328
91,069
12,252
1.5
4,229
1.4
1,802
6,694
2,223
1,779
987
400
169
53
28
9
16
47
1.1
1.1
1.6
2.8
4.9
5.7
13.6
11.9
16.8
14.8
2,442
730
606
244
139
68
4
3
—
1
4
1.2
1.3
1.3
2.9
3.6
3.3
3.3
1.5
—
8.5
1,256
253
83
111
60
39
9
9
—
—
9
12,305
1.5
4,233
1.4
1,811
3,083
9.8
1,050
12.3
1,472
505
435
378
195
98
328
75
56
197
228
3,411
370,791
8.0
8.7
9.2
11.5
17.3
24.3
42.7
30.4
38.8
48.5
13.0
0.2
676
144
112
81
28
9
17
9
5
3
10
1,067
165,151
10.9
15.1
12.9
13.7
22.4
17.8
22.9
16.7
17.6
50.3
12.5
0.1
63
53
6
—
2
2
—
—
—
—
—
1
63
92,943
%
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
162
HSBC Holdings plc Annual Report and Accounts 2020
Personal lending – residential mortgage loans including loan commitments by level of collateral for key countries/territories by stage
(continued)
(Audited)
Total
UK
Hong Kong
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Gross carrying/
nominal amount
ECL
coverage
Of which:
Stage 1
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 60%
– 61% to 70%
– 71% to 80%
– 81% to 90%
– 91% to 100%
Partially collateralised (A):
LTV ratio:
– 101% to 110%
– 111% to 120%
– greater than 120%
– collateral value on A
Total
Stage 2
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 60%
– 61% to 70%
– 71% to 80%
– 81% to 90%
– 91% to 100%
Partially collateralised (B):
LTV ratio:
– 101% to 110%
– 111% to 120%
– greater than 120%
– collateral value on B
Total
Stage 3
Fully collateralised
LTV ratio:
– less than 50%
– 51% to 60%
– 61% to 70%
– 71% to 80%
– 81% to 90%
– 91% to 100%
Partially collateralised (C):
LTV ratio:
– 101% to 110%
– 111% to 120%
– greater than 120%
– collateral value on C
Total
At 31 Dec 2019
$m
%
$m
%
$m
326,510
—
143,772
168,923
55,287
44,208
33,049
18,157
6,886
1,384
843
195
346
1,232
327,894
—
—
—
—
—
—
0.1
0.1
0.2
0.1
70,315
21,898
19,903
17,649
11,127
2,880
326
89
48
189
232
—
144,098
—
—
—
—
—
—
—
—
—
—
—
—
86,049
57,043
13,169
6,478
3,195
3,685
2,479
284
281
1
2
279
86,333
7,087
0.9
1,941
1.0
1,116
3,781
923
909
894
425
155
76
45
10
21
69
0.5
1.1
1.2
1.1
1.6
4.4
7.2
5.4
11.1
9.0
1,146
233
262
231
36
33
23
20
1
2
20
0.7
1.5
1.2
1.0
2.9
1.8
1.8
1.5
4.8
3.0
892
95
59
32
25
13
1
1
—
—
1
7,163
1.0
1,964
1.0
1,117
2,725
9.0
1,177
9.9
1,337
410
358
309
178
133
371
97
62
212
305
3,096
338,153
7.1
7.0
7.9
13.4
13.8
21.8
47.6
36.4
37.8
55.6
13.7
0.2
711
159
136
100
47
24
25
11
6
8
24
1,202
147,264
7.8
10.0
10.6
18.9
12.3
26.3
27.3
19.1
22.7
42.0
10.3
0.1
44
39
3
—
1
1
—
—
—
—
—
—
44
87,494
%
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
0.5
0.5
0.2
—
—
—
—
—
—
—
—
0.5
—
HSBC Holdings plc Annual Report and Accounts 2020
163
Risk review
Risk
Supplementary information
Wholesale lending – loans and advances to customers at amortised cost by country/territory
Gross carrying amount
Allowance for ECL
Europe
– UK
– France
– Germany
– Switzerland
– other
Asia
– Hong Kong
– Australia
– India
– Indonesia
– mainland China
– Malaysia
– Singapore
– Taiwan
– other
Middle East and North Africa (excluding
Saudi Arabia)
– Egypt
– UAE
– other
North America
– US
– Canada
– other
Latin America
– Mexico
– other
At 31 Dec 2020
Europe
– UK
– France
– Germany
– Switzerland
– other
Asia
– Hong Kong
– Australia
– India
– Indonesia
– mainland China
– Malaysia
– Singapore
– Taiwan
– other
Middle East and North Africa (excluding
Saudi Arabia)
– Egypt
– UAE
– other
North America
– US
– Canada
– other
Latin America
– Mexico
– other
At 31 Dec 2019
Corporate
and
commercial
Of which:
real estate1
Non-bank
financial
institutions
$m
(3,918)
(2,958)
(645)
(125)
(14)
(176)
(95)
(90)
(229)
(187)
(86)
(782)
0
(117)
Corporate
and
commercial
Of which:
real estate1
Non-bank
financial
institutions
$m
$m
$m
Total
$m
179,104
128,933
32,278
8,309
1,489
8,095
26,505
18,890
5,740
364
576
935
22,176
201,280
16,165
145,098
3,557
1,156
513
785
35,835
9,465
2,002
8,880
257,942
162,039
82,359
64,216
31,637
289,579
18,406
180,445
(2,766)
(1,180)
9,769
7,223
3,699
28,443
7,228
18,859
6,115
14,567
24,625
2,162
13,485
8,978
53,386
30,425
22,361
600
12,031
10,244
1,787
1,813
1,951
81
6,251
1,968
4,637
50
1,392
1,839
37
1,690
112
14,491
7,722
6,645
124
1,833
1,832
1
1,348
3,075
246
11,117
10,298
3,945
7,128
35,571
7,351
19,221
6,175
15,456
123
362
60
889
379
13
170
196
9,292
7,708
1,440
144
1,096
1,083
13
25,004
(1,512)
2,175
(157)
13,655
(1,019)
9,174
62,678
38,133
23,801
744
13,127
11,327
1,800
(336)
(637)
(367)
(243)
(27)
(661)
(589)
(72)
$m
(632)
(574)
(40)
—
—
(18)
(162)
(83)
(2)
(18)
(2)
(23)
(27)
(2)
—
(5)
(187)
(7)
(176)
(4)
(73)
(38)
(27)
(8)
(113)
(113)
—
$m
(185)
(147)
(26)
(3)
—
(9)
(38)
(15)
—
(4)
0
(18)
—
—
—
(1)
(9)
(3)
(2)
(4)
(23)
(3)
(9)
(11)
(10)
(10)
—
Total
$m
(4,103)
(3,105)
(671)
(128)
(14)
(185)
(2,804)
(1,195)
(95)
(94)
(229)
(205)
(86)
(782)
0
(118)
(1,521)
(160)
(1,021)
(340)
(660)
(370)
(252)
(38)
(671)
(599)
(72)
527,088
127,027
64,580
591,668
(9,494)
(1,167)
(265)
(9,759)
175,215
126,760
27,885
9,771
1,535
9,264
267,709
168,380
11,428
6,657
4,346
26,594
6,914
19,986
6,384
17,020
23,447
1,889
13,697
7,861
59,680
34,477
24,427
776
14,448
12,352
2,096
26,587
18,941
5,643
390
554
1,059
85,556
67,856
1,993
1,565
63
5,304
1,597
5,235
28
1,915
1,816
35
1,695
86
15,128
8,282
6,556
290
1,665
1,664
1
26,497
18,545
4,899
1,743
406
904
32,157
19,776
1,743
2,622
353
5,911
230
618
82
822
288
16
122
150
10,078
8,975
979
124
1,685
1,625
60
201,712
145,305
32,784
11,514
1,941
10,168
299,866
188,156
13,171
9,279
4,699
32,505
7,144
20,604
6,466
17,842
23,735
1,905
13,819
8,011
69,758
43,452
25,406
900
16,133
13,977
2,156
(2,304)
(1,629)
(423)
(60)
(1)
(191)
(1,449)
(750)
(70)
(49)
(222)
(198)
(40)
(60)
(2)
(58)
(1,087)
(132)
(683)
(272)
(274)
(116)
(136)
(22)
(324)
(221)
(103)
(354)
(303)
(28)
—
—
(23)
(94)
(51)
(3)
(3)
(1)
(29)
(2)
(2)
—
(3)
(181)
—
(179)
(2)
(43)
(14)
(10)
(19)
(8)
(8)
—
(81)
(26)
(52)
—
—
(3)
(52)
(40)
—
(1)
(2)
(8)
—
—
—
(1)
(2,385)
(1,655)
(475)
(60)
(1)
(194)
(1,501)
(790)
(70)
(50)
(224)
(206)
(40)
(60)
(2)
(59)
(13)
(1,100)
(3)
(7)
(3)
(11)
(2)
(4)
(5)
(3)
(3)
—
(135)
(690)
(275)
(285)
(118)
(140)
(27)
(327)
(224)
(103)
540,499
130,752
70,705
611,204
(5,438)
(680)
(160)
(5,598)
1 Real estate lending within this disclosure corresponds solely to the industry of the borrower. Commercial real estate on page 150 includes
borrowers in multiple industries investing in income-producing assets and to a lesser extent, their construction and development.
164
HSBC Holdings plc Annual Report and Accounts 2020
Personal lending – loans and advances to customers at amortised cost by country/territory
Gross carrying amount
Allowance for ECL
Europe
– UK
– France1
– Germany
– Switzerland
– other
Asia
– Hong Kong
– Australia
– India
– Indonesia
– mainland China
– Malaysia
– Singapore
– Taiwan
– other
Middle East and North Africa (excluding Saudi Arabia)
– Egypt
– UAE
– other
North America
– US
– Canada
– other
Latin America
– Mexico
– other
At 31 Dec 2020
Europe
– UK
– France1
– Germany
– Switzerland
– other
Asia
– Hong Kong
– Australia
– India
– Indonesia
– mainland China
– Malaysia
– Singapore
– Taiwan
– other
Middle East and North Africa (excluding Saudi Arabia)
– Egypt
– UAE
– other
North America
– US
– Canada
– other
Latin America
– Mexico
– other
At 31 Dec 2019
First lien
residential
mortgages
Other
personal
Of which:
credit
cards
$m
$m
$m
Total
$m
162,630
51,033
8,471
213,663
154,839
19,696
8,064
174,535
3,623
23,982
358
27,605
—
1,195
2,973
368
6,641
346
—
—
49
368
7,836
3,319
141,581
45,732
11,186
187,313
91,997
31,594
7,573
123,591
First lien
residential
mortgages
$m
(364)
(236)
(43)
—
—
(85)
(80)
—
(12)
(9)
—
(6)
(41)
—
—
(12)
(43)
—
(37)
(6)
Other
personal
$m
(1,980)
(1,762)
(120)
—
(79)
(19)
(841)
(387)
(47)
(45)
(37)
(81)
(102)
(55)
(15)
(72)
Of which:
credit
cards
$m
(859)
(852)
(5)
—
—
(2)
(563)
(265)
(45)
(34)
(26)
(73)
(35)
(17)
(5)
(63)
(275)
(142)
(8)
(163)
(104)
(266)
(226)
(31)
(9)
(614)
(578)
(36)
(3)
(92)
(47)
(193)
(182)
(10)
(1)
(290)
(268)
(22)
Total
$m
(2,344)
(1,998)
(163)
—
(79)
(104)
(921)
(387)
(59)
(54)
(37)
(87)
(143)
(55)
(15)
(84)
(318)
(8)
(200)
(110)
(425)
(252)
(67)
(106)
(723)
(685)
(38)
514
215
167
644
841
375
277
580
863
89
432
342
20,922
1,477
359
10,834
5,761
13,931
6,476
3,962
5,533
360
2,999
2,174
1,373
46,378
(159)
1,091
20,571
244
24,471
38
1,406
1,119
287
1,336
7,922
7,252
670
(26)
(36)
(97)
(109)
(107)
(2)
20,320
933
71
9,679
2,797
7,394
5,407
2,983
2,192
—
1,841
351
41,826
18,430
22,241
1,155
4,053
3,901
152
602
544
288
1,155
2,964
6,537
1,069
979
3,341
360
1,158
1,823
4,552
2,141
2,230
181
3,869
3,351
518
352,282 108,527
23,299
460,809
(755)
(3,976)
(2,047)
(4,731)
145,382
50,368
10,246
195,750
137,985
22,395
9,816
160,380
3,520
21,120
376
24,640
(266)
(159)
(39)
—
1,183
2,694
325
6,165
363
—
—
54
325
7,348
3,057
131,864
48,231
12,144
180,095
86,892
33,061
8,043
119,953
16,997
1,047
67
8,966
2,840
6,687
5,286
3,082
2,303
—
1,920
383
39,065
17,870
19,997
1,198
3,564
3,419
145
693
528
329
1,190
3,200
7,033
1,004
1,193
3,914
346
1,462
2,106
5,251
2,551
2,495
205
4,329
3,780
549
603
219
204
656
980
452
297
690
1,042
88
517
437
1,742
1,424
271
47
1,594
1,308
286
17,690
1,575
396
10,156
6,040
13,720
6,290
4,275
6,217
346
3,382
2,489
44,316
20,421
22,492
1,403
7,893
7,199
694
—
(6)
(62)
(42)
(1)
(5)
(5)
—
(2)
(22)
(1)
0
(6)
(62)
—
(59)
(3)
(122)
(8)
(21)
(93)
(37)
(31)
(6)
(962)
(828)
(101)
—
(17)
(16)
(690)
(353)
(34)
(21)
(24)
(74)
(73)
(60)
(14)
(37)
(235)
(3)
(121)
(111)
(194)
(160)
(25)
(9)
(524)
(488)
(36)
(438)
(434)
(3)
—
—
(1)
(463)
(242)
(33)
(15)
(18)
(68)
(33)
(19)
(4)
(31)
(111)
(1)
(54)
(56)
(142)
(134)
(7)
(1)
(241)
(224)
(17)
(1,228)
(987)
(140)
—
(23)
(78)
(732)
(354)
(39)
(26)
(24)
(76)
(95)
(61)
(14)
(43)
(297)
(3)
(180)
(114)
(316)
(168)
(46)
(102)
(561)
(519)
(42)
322,178
112,093
26,768
434,271
(529)
(2,605)
(1,395)
(3,134)
1
Included in other personal lending at 31 December 2020 is $20,625m (31 December 2019: $17,585m) guaranteed by Crédit Lodgement.
HSBC Holdings plc Annual Report and Accounts 2020
165
Risk review
Risk
Change in reportable segments
Effective from 30 June 2020, we made the following realignments
within our internal reporting:
• We simplified our matrix organisational structure by merging
Global Private Banking and Retail Banking and Wealth
Management to form Wealth and Personal Banking (‘WPB’). As
a result, the gross carrying/nominal values and the associated
allowance for ECL of Global Private Banking and Retail Banking
and Wealth Management have been merged into WPB.
• We reallocated Markets Treasury from Corporate Centre to the
global businesses. As a result, Market Treasury's gross
carrying/nominal values and the associated allowance for ECL
have been transferred from the Corporate Centre into the other
global businesses.
Comparative data have been re-presented accordingly. There is no
impact upon total gross carrying/nominal values, total allowance
for ECL or the staging of financial instruments.
Summary of financial instruments to which the impairment requirements in IFRS 9 are applied – by global business
Gross carrying/nominal amount
Allowance for ECL
Stage 1
Stage 2
Stage 3
$m
$m
$m
POCI
$m
Total Stage 1 Stage 2 Stage 3
POCI
$m
$m
$m
$m
$m
Total
$m
Loans and advances to customers at amortised cost
869,920 163,185 19,095
277 1,052,477 (1,974) (4,965) (7,439)
(112) (14,490)
– WPB
– CMB
– GBM
442,641 25,694 5,753
— 474,088
(854) (2,458) (1,590)
—
(4,902)
238,517 101,960 10,408
212 351,097
(917) (2,029) (4,874)
(96)
(7,916)
187,564 35,461 2,934
65 226,024
(203)
(465)
(975)
(16)
(1,659)
– Corporate Centre
Loans and advances to banks at amortised cost
– WPB
– CMB
– GBM
– Corporate Centre
1,198
70
79,654 2,004
16,837
12,253
519
222
33,361 1,166
17,203
97
—
—
—
—
—
—
—
—
—
—
—
—
81,658
(33)
17,356
12,475
(2)
(2)
34,527
(23)
17,300
1,268
—
(13)
Other financial assets measured at amortised cost
768,216 3,975
177
40 772,408
– WPB
– CMB
– GBM
– Corporate Centre
167,053 1,547
111,299 1,716
391,967
705
97,897
7
50
65
56
6
39 168,689
1 113,081
— 392,728
—
97,910
(9)
(2)
—
(7)
—
(44)
(22)
(19)
(3)
—
—
—
—
—
—
—
(42)
(7)
(25)
(10)
—
—
—
—
—
—
—
(9)
(9)
—
—
—
(13)
(42)
(4)
(2)
(30)
(6)
(175)
(79)
(61)
(35)
—
(6)
(80)
(41)
(17)
(22)
—
Total gross carrying amount on-balance sheet at
31 Dec 2020
1,717,790 169,164 19,272
317 1,906,543 (2,087) (5,018) (7,481)
(121) (14,707)
Loans and other credit-related commitments
604,485 54,217 1,080
1 659,783
(290)
(365)
(78)
– WPB
– CMB
– GBM
– Corporate Centre
Financial guarantees
– WPB
– CMB
– GBM
– Corporate Centre
Total nominal amount off-balance sheet at
31 Dec 2020
WPB
CMB
GBM
Corporate Centre
Debt instruments measured at FVOCI at
31 Dec 2020
232,027 2,591
111,800 29,150
260,527 22,476
131
—
136
779
165
—
14,090 4,024
269
1,048
23
5,556 2,519
7,482 1,482
4
—
2
146
121
—
— 234,754
(41)
(2)
—
1 141,730
(157)
(203)
(72)
— 283,168
(92)
(160)
131
—
—
(6)
—
18,384
(37)
(62)
(26)
1,073
8,222
9,085
4
—
(19)
(17)
(1)
—
(36)
(26)
—
—
(12)
(14)
—
—
1
—
1
—
—
(1)
—
(1)
—
—
—
—
—
—
—
(734)
(43)
(433)
(258)
—
(125)
—
(67)
(57)
(1)
618,575 58,241 1,349
2 678,167
(327)
(427)
(104)
(1)
(859)
159,988
95,182
136,909
5,838
625
313
126
389
154
39 160,806
51
93
—
10
95,556
— 137,128
—
6,227
(27)
(22)
(24)
(17)
(10)
(15)
(3)
(1)
(6)
(2)
(3)
(1)
(8)
(2)
—
—
(60)
(29)
(28)
(24)
397,917 1,453
298
49 399,717
(90)
(20)
(21)
(10)
(141)
166
HSBC Holdings plc Annual Report and Accounts 2020
Summary of financial instruments to which the impairment requirements in IFRS 9 are applied – by global business (continued)1
Loans and advances to customers at amortised cost
951,583
80,182 13,378
332 1,045,475
(1,297)
(2,284)
(5,052)
(99)
(8,732)
Gross carrying/nominal amount
Allowance for ECL
Stage 1
Stage 2
Stage 3
$m
$m
$m
POCI
$m
Total
Stage 1
Stage 2
Stage 3
$m
$m
$m
$m
POCI
$m
Total
$m
Other financial assets measured at amortised cost
613,200
1,827
151
1 615,179
Loans and other credit-related commitments
577,631
21,618
9 600,029
(137)
(133)
– WPB
– CMB
– GBM
– Corporate Centre
Loans and advances to banks at amortised cost
– WPB
– CMB
– GBM
– Corporate Centre
– WPB
– CMB
– GBM
– Corporate Centre
Total gross carrying amount on-balance sheet at
31 Dec 2019
– WPB
– CMB
– GBM
– Corporate Centre
Financial guarantees
– WPB
– CMB
– GBM
– Corporate Centre
Total nominal amount off-balance sheet at
31 Dec 2019
WPB
CMB
GBM
Corporate Centre
Debt instruments measured at FVOCI at
31 Dec 2019
424,342
16,797
5,131
— 446,270
(602)
(1,330)
(1,312)
—
(3,244)
297,364
46,423
6,649
212 350,648
228,770
16,934
1,598
120 247,422
1,107
28
67,769
1,450
14,636
8,842
30,391
13,900
393
219
818
20
—
—
—
—
—
—
—
—
—
—
—
—
1,135
69,219
15,029
9,061
31,209
13,920
109,423
64,586
361,541
77,650
548
904
374
1
41
51
37
22
— 110,012
1
65,542
— 361,952
—
77,673
(520)
(173)
(2)
(14)
(1)
(2)
(9)
(2)
(38)
(21)
(10)
(7)
—
(765)
(3,190)
(68)
(4,543)
(177)
(550)
(31)
(931)
(12)
(2)
(1)
—
(1)
—
(38)
(30)
(7)
(1)
—
—
—
—
—
—
—
(42)
(5)
(26)
(11)
—
—
—
—
—
—
—
—
—
—
—
—
(14)
(16)
(2)
(2)
(10)
(2)
(118)
(56)
(43)
(19)
—
1,632,552
83,459 13,529
333 1,729,873
(1,349)
(2,324)
(5,094)
(99)
(8,866)
213,093
1,945
117,703
11,403
246,805
8,270
30
—
771
185
558
28
—
— 215,223
9 129,673
— 255,103
—
30
17,684
2,340
186
4
20,214
972
7,446
9,263
3
4
1
1,442
105
894
—
80
—
—
4
—
—
977
8,997
10,237
3
(15)
(69)
(53)
—
(16)
—
(9)
(7)
—
(1)
(65)
(67)
—
(22)
—
(12)
(10)
—
(59)
—
(56)
(3)
—
(10)
—
(6)
(4)
—
—
—
—
—
—
—
—
—
—
—
(329)
(16)
(190)
(123)
—
(48)
—
(27)
(21)
—
595,315
23,958
957
13 620,243
(153)
(155)
(69)
—
(377)
144,632
378
85,353
118,571
62
68
6,093
506
—
—
—
—
— 145,010
(13)
1
85,416
— 118,639
(5)
(9)
—
6,599
(12)
(81)
(19)
(16)
(11)
—
—
—
—
—
—
—
—
(94)
(24)
(25)
(23)
354,649
1,014
—
1 355,664
(39)
(127)
—
—
(166)
1 2019 figures are restated for the change in reportable segments.
HSBC Holdings plc Annual Report and Accounts 2020
167
Risk review
Risk
Loans and advances to customers and banks metrics
First lien residential mortgages
Other personal lending
Personal lending
– agriculture, forestry and fishing
– mining and quarrying
– manufacturing
– electricity, gas, steam and air-conditioning supply
– water supply, sewerage, waste management and remediation
– construction
– wholesale and retail trade, repair of motor vehicles and
motorcycles
– transportation and storage
– accommodation and food
– publishing, audiovisual and broadcasting
– real estate
– professional, scientific and technical activities
– administrative and support services
– public administration and defence, compulsory social security
– education
– health and care
– arts, entertainment and recreation
– other services
– activities of households
– extra-territorial organisations and bodies activities
– government
– asset-backed securities
Corporate and commercial
Non-bank financial institutions
Wholesale lending
Loans and advances to customers
Loans and advances to banks
At 31 Dec 2020
First lien residential mortgages
Other personal lending
Personal lending
– agriculture, forestry and fishing
– mining and quarrying
– manufacturing
– electricity, gas, steam and air-conditioning supply
– water supply, sewerage, waste management and remediation
– construction
– wholesale and retail trade, repair of motor vehicles and
motorcycles
– transportation and storage
– accommodation and food
– publishing, audiovisual and broadcasting
– real estate
– professional, scientific and technical activities
– administrative and support services
– public administration and defence, compulsory social security
– education
– health and care
– arts, entertainment and recreation
– other services
– activities of households
– extra-territorial organisations and bodies activities
– government
– asset-backed securities
Corporate and commercial
Non-bank financial institutions
Wholesale lending
Loans and advances to customers
Loans and advances to banks
At 31 Dec 2019
Gross
carrying
amount
Of which:
stage 3 and
POCI
Allowance
for ECL
Of which:
stage 3 and
POCI
Change in
ECL Write-offs
Recoveries
$m
352,282
108,527
460,809
7,445
11,947
93,906
16,200
3,174
14,600
$m
3,383
2,228
5,611
332
813
53
47
777
$m
$m
$m
(755)
(3,976)
(4,731)
(207)
(365)
(73)
(37)
(442)
(1,060)
(1,502)
(150)
(220)
(945)
(8)
(22)
(259)
(2,363)
(2,622)
(28)
(513)
(652)
(7)
(8)
$m
(92)
(1,315)
(1,407)
(3)
(311)
(375)
(14)
—
(590)
(430)
(151)
(135)
2,163
(1,588)
90,663
3,208
(2,532)
(2,032)
(1,560)
(280)
29,433
26,071
19,979
780
537
164
(493)
(491)
(189)
127,027
1,908
(1,167)
24,072
26,423
2,008
2,122
5,510
3,437
13,110
802
10
8,538
611
531
977
3
29
269
236
410
—
—
1
—
(398)
(534)
(14)
(41)
(186)
(158)
(408)
(1)
—
(9)
(13)
(240)
(130)
(59)
(738)
(193)
(315)
(1)
(9)
(120)
(87)
(249)
—
—
(1)
—
(308)
(365)
(94)
(424)
(219)
(298)
(5)
(26)
(127)
(170)
(360)
—
1
2
1
(62)
(28)
(2)
(47)
(36)
(61)
—
(6)
(2)
(2)
(168)
—
—
(5)
—
527,088
13,238
(9,494)
(5,949)
(5,311)
(1,537)
64,580
523
(265)
591,668
13,761
(9,759)
1,052,477
19,372
(14,490)
81,658
—
(42)
(100)
(6,049)
(7,551)
—
(146)
(5,457)
(8,079)
(23)
(30)
(1,567)
(2,974)
—
1,134,135
19,372
(14,532)
(7,551)
(8,102)
(2,974)
322,178
112,093
434,271
6,696
14,435
3,070
1,781
4,851
280
323
(529)
(2,605)
(3,134)
(182)
(226)
104,380
1,717
(1,210)
15,040
3,501
15,287
94,681
25,580
24,656
19,971
175
30
884
(80)
(28)
(564)
1,633
(1,184)
617
263
162
130,752
1,330
24,122
25,714
2,377
1,900
4,465
2,824
14,276
791
2
8,313
736
540,499
70,705
611,204
350
527
—
16
111
30
192
—
—
7
—
8,647
212
8,859
1,045,475
13,710
69,219
—
(422)
(793)
(1,215)
(140)
(134)
(856)
(25)
(18)
(499)
(936)
(158)
(63)
(34)
(475)
(145)
(179)
—
(6)
(28)
(11)
(107)
(1,114)
(1,221)
(15)
(31)
(392)
14
(4)
(171)
(139)
(1,206)
(1,345)
(6)
(4)
(332)
(54)
—
(191)
(330)
(389)
(93)
(49)
(17)
(34)
(47)
(80)
—
6
(6)
3
(37)
(81)
(31)
(168)
(10)
(22)
—
(3)
(13)
(4)
(237)
(146)
(87)
(680)
(209)
(270)
(8)
(18)
(57)
(25)
(199)
(133)
(79)
(102)
—
—
(14)
(14)
—
—
(6)
—
—
2
(8)
—
—
—
—
—
(5,438)
(3,846)
(1,331)
(1,447)
(160)
(5,598)
(8,732)
(16)
(90)
(3,936)
(5,151)
—
(71)
(1,402)
(2,623)
(6)
(5)
(1,452)
(2,797)
—
1,114,694
13,710
(8,748)
(5,151)
(2,629)
(2,797)
$m
35
245
280
—
—
7
—
—
13
11
1
—
—
4
1
—
—
1
1
—
4
—
1
—
—
44
2
46
326
—
326
54
260
314
—
—
8
2
—
12
13
—
—
—
6
1
—
—
—
1
—
2
—
1
—
—
46
1
47
361
—
361
168
HSBC Holdings plc Annual Report and Accounts 2020
HSBC Holdings
(Audited)
Risk in HSBC Holdings is overseen by the HSBC Holdings Asset
and Liability Management Committee (‘Holdings 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).
Credit risk in HSBC Holdings primarily arises from transactions
with Group subsidiaries and its investments in those subsidiaries.
In HSBC Holdings, the maximum exposure to credit risk arises
from two components:
• financial instruments on the balance sheet (see page 285); and
• financial guarantees and similar contracts, where the maximum
exposure is the maximum that we would have to pay if the
guarantees were called upon (see Note 32).
In the case of our derivative balances, we have amounts with a
legally enforceable right of offset in the case of counterparty
default that are not included in the carrying value. These offsets
also include collateral received in cash and other financial assets.
The total offset relating to our derivative balances was $1.7bn at
31 December 2020 (2019: $0.1bn).
The credit quality of loans and advances and financial
investments, both of which consist of intra-Group lending and US
Treasury bills and bonds, is assessed as ‘strong’, with 100% of the
exposure being neither past due nor impaired (2019: 100%). For
further details of credit quality classification, see page 121.
Treasury risk
Overview
Treasury risk management
Capital risk in 2020
Structural foreign exchange risk in 2020
Interest rate risk in the banking book in 2020
Overview
Page
169
169
173
179
179
Treasury risk is the risk of having insufficient capital, liquidity or
funding resources to meet financial obligations and satisfy
regulatory requirements, together with the financial risks arising
from the provision of pensions and other post-employment
benefits to staff and their dependants. Treasury risk also includes
the risk to our earnings or capital due to structural foreign
exchange exposures and changes in market interest rates.
Treasury risk arises from changes to the respective resources and
risk profiles driven by customer behaviour, management decisions
or the external environment.
Approach and policy
(Audited)
Our objective in the management of treasury risk is to maintain
appropriate levels of capital, liquidity, funding, foreign exchange
and market risk to support our business strategy, and meet our
regulatory and stress testing-related requirements.
Our approach to treasury management is driven by our strategic
and organisational requirements, taking into account the
regulatory, economic and commercial environment. We aim to
maintain a strong capital and liquidity base to support the risks
inherent in our business and invest in accordance with our
strategy, meeting both consolidated and local regulatory
requirements at all times.
Our policy is underpinned by our risk management framework, our
internal capital adequacy assessment process (‘ICAAP’) and our
internal liquidity adequacy assessment process (‘ILAAP’). The risk
framework incorporates a number of measures aligned to our
assessment of risks for both internal and regulatory purposes.
These risks include credit, market, operational, pensions, structural
foreign exchange, banking book foreign exchange risk and interest
rate risk in the banking book.
The ICAAP and ILAAP provide an assessment of the Group’s
capital and liquidity adequacy with consideration of HSBC’s risk
metrics, business model, strategy, performance and planning,
risks to capital, and the implications of stress testing to capital.
For further details, refer to our Pillar 3 Disclosures at 31 December 2020.
Treasury risk management
Key developments in 2020
In 2020, we established the Treasury Risk Management function.
This function is a dedicated second line of defence, providing
independent oversight of treasury activities across capital risk,
liquidity and funding risk, structural foreign exchange risk, banking
book foreign exchange risk, and interest rate risk in the banking
book, together with pension risk. The approach to treasury risk
management is evolving. This will operate across the Group
focusing on both adequacy of capital and sufficiency of returns. In
2020, we carried out several initiatives focused on treasury risk:
• We focused on the management of capital and liquidity to
ensure we responded to the unprecedented customer and
capital demands arising from the Covid-19 outbreak.
• In response to a written request from the PRA, we cancelled
the fourth interim dividend for 2019 of $0.21 per ordinary share.
Similar requests were also made to other UK incorporated
banking groups. We also announced that we would make no
quarterly or interim dividend payments or accruals in respect of
ordinary shares until the end of 2020. In December 2020, the
PRA announced a temporary approach to shareholder
distributions for 2020. After considering the requirements of the
temporary approach, the Board announced an interim dividend
for 2020 of $0.15 per ordinary share.
• In our response to the Covid-19 outbreak, we liaised with
governments, central banks and regulatory authorities globally,
to ensure there was continued support and provision of
financial services to the real economy. The Bank of England’s
Financial Policy Committee announced a reduction of the UK
countercyclical buffer rate to 0% effective from March 2020.
This change was reflected in the Group’s risk appetite
statement, and together with other regulatory relief, resulted in
a reduction to Group common equity tier 1 (‘CET1’) and
leverage ratio requirements.
• We implemented the acceleration of some of the beneficial
elements of the amendments to the Capital Requirements
Regulation (‘CRR II’) that were originally scheduled for June
2021. The relevant changes impacting the fourth quarter of
2020 positions included a resetting of the transitional
provisions in relation to recognising IFRS 9 provisions and the
application of the revised small and medium-sized enterprises
(‘SME’) supporting factor. It also included changes in the
capital treatment of software intangible assets and the netting
of the leverage ratio exposure measure of regular-way
purchases and sales. Additionally, there were changes that
enabled more favourable prudential treatment for investments
in infrastructure, beneficial changes to prudent valuation
adjustments and exemptions of market risk back-testing
exceptions that arose due to the extraordinary market
dislocations.
• The Group’s CET1 ratio was 15.9% at 31 December 2020 and
the leverage ratio was 5.5%. The Group also continues to
maintain the appropriate resources required for the risks to
which it is exposed, while continuing to support local
economies. This has been further informed by additional
internal stress tests carried out in response to the Covid-19
outbreak. Capital risk management practices continued to be
enhanced across the Group through the Treasury Risk
Management function, focusing on both adequacy of capital
and sufficiency of returns.
• The Group’s liquidity levels were impacted by the drawdown of
committed facilities and buy-backs of short-term debt.
However, this was offset by increases in deposits, use of
central bank facilities where appropriate, and the ability to issue
in the short-term markets as they stabilised. As a result of these
HSBC Holdings plc Annual Report and Accounts 2020
169
Risk review
Risk
liability enhancing actions, the Group and all entities had
significant surplus liquidity, resulting in heightened liquidity
coverage ratios throughout 2020. At 31 December 2020, all of
the Group’s material operating entities were above regulatory
minimum levels of liquidity and funding.
• Declines in interest rates and the flattening of interest rate yield
curves combined to put downwards pressure on net interest
income (‘NII’). Balance sheet composition changed, with a
significant build-up of liquidity that was deployed in short-term
investments, which were predominantly cash, hold-to-collect-
and-sell securities and reverse repos. This factor, together with
the lower level of interest rates, increased the sensitivity of NII
to future changes in interest rates. In the scenario where
interest rates fall significantly from current levels, contractual
floors would dampen the effect on the average rate that would
be paid on liabilities whereas the asset side of the balance
sheet would be more likely to reprice lower, reducing
commercial margin.
• During 2020 we worked with the fiduciaries of all our pension
plans to ensure robust and timely actions were taken in
response to the Covid-19 outbreak, including the smooth
transition to remote working for plan providers and dealing
appropriately with affected plan members. Our de-risking
programmes provided protection against the volatility in
financial markets that resulted from the outbreak’s economic
impact.
For quantitative disclosures on capital ratios, own funds and RWAs, see
pages 173 to 174. For quantitative disclosures on liquidity and funding
metrics, see pages 176 to 178. For quantitative disclosures on interest rate
risk in the banking book, see pages 179 to 180.
Governance and structure
The Global Head of Treasury Risk Management and Global Risk
Analytics is the accountable risk steward for all treasury risks, the
Group Head of Performance and Reward is the risk owner for
pensions and the Group Treasurer is the risk owner for remaining
treasury risks.
Capital and liquidity are the responsibility of the Group Executive
Committee and directly addressed by the Group Risk Committee
(‘GRC’). Treasury risks are generally managed through the
Holdings Asset and Liability Management Committee (‘ALCO’) and
local ALCOs and overseen by the Risk Management Meeting
(‘RMM’).
The Asset, Liability and Capital Management (‘ALCM’) function is
responsible for managing interest rate risk in the banking book. It
maintains the transfer pricing framework and informs the Holdings
ALCO of the Group’s overall banking book interest rate exposure.
Banking book interest rate positions may be transferred to be
managed by the Markets Treasury business, previously known as
Balance Sheet Management, within the market risk limits
approved by the RMM. Effective governance of Markets Treasury
is supported by the dual reporting lines it has to the Chief
Executive Officer of Global Banking and Markets and to the Group
Treasurer, with the Global Risk function acting as a second line of
defence.
Pension risk is managed by a network of local and regional
pension risk forums. The Global Pensions Oversight Forum
provides oversight of all pension plans sponsored by HSBC
globally and is co-chaired by the Group Treasurer and the Global
Head of Treasury Risk Management and Global Risk Analytics.
Capital, liquidity and funding risk management
processes
Assessment and risk appetite
Our capital management policy is underpinned by a capital
management framework and our ICAAP. The framework
incorporates key capital risk appetites for CET1, total capital,
minimum requirements for own funds and eligible liabilities
(‘MREL’), and double leverage. The ICAAP is an assessment of the
Group’s capital position, outlining both regulatory and internal
capital resources and requirements resulting from HSBC’s
business model, strategy, risk profile and management,
170
HSBC Holdings plc Annual Report and Accounts 2020
performance and planning, risks to capital, and the implications of
stress testing. Our assessment of capital adequacy is driven by an
assessment of risks. These risks include credit, market,
operational, pensions, insurance, structural foreign exchange and
interest rate risk in the banking book. The Group ICAAP supports
the determination of the consolidated capital risk appetite and
target ratios as well as enables the assessment and determination
of capital requirements by regulators. Subsidiaries prepare ICAAPs
based on their local regulatory regimes in order to determine their
own risk appetites and ratios.
HSBC Holdings is the 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.
HSBC Holdings seeks to maintain a prudent balance between the
composition of its capital and its investments in subsidiaries,
including management of double leverage. Double leverage
reflects the extent to which equity investments in operating
entities are funded by holding company debt. Where Group capital
requirements are less than the aggregate of operating entity
capital requirements, double leverage can be used to improve
Group capital efficiency provided it is managed appropriately and
prudently in accordance with risk appetite. Double leverage is a
constraint on managing our capital position, given the complexity
of the Group’s subsidiary structure and the multiple regulatory
regimes under which we operate. As a matter of long-standing
policy, the holding company retains a substantial portfolio of high-
quality liquid assets (‘HQLA’), which at 31 December 2020 was in
excess of $14bn. The portfolio of HQLA helps to mitigate holding
company cash flow risk arising from double leverage, and
underpins the strength of support the holding company can offer
its subsidiaries in times of stress. Further mitigation is provided by
additional tier 1 (‘AT1’) securities issued in excess of the regulatory
requirements of our subsidiaries.
We maintain a comprehensive liquidity and funding risk
management framework (‘LFRF’), which aims to enable us to
withstand very severe liquidity stresses. The LFRF comprises
policies, metrics and controls designed to ensure that Group and
entity management have oversight of our liquidity and funding
risks in order to manage them appropriately. We manage liquidity
and funding risk at an operating entity level to ensure that
obligations can be met in the jurisdiction where they fall due,
generally without reliance on other parts of the Group. Operating
entities are required to meet internal minimum requirements and
any applicable regulatory requirements at all times. These
requirements are assessed through the ILAAP, which ensures that
operating entities have robust strategies, policies, processes and
systems for the identification, measurement, management and
monitoring of liquidity risk over an appropriate set of time
horizons, including intra-day. The ILAAP informs the validation of
risk tolerance and the setting of risk appetite. It also assesses the
capability to manage liquidity and funding effectively in each
major entity. These metrics are set and managed locally but are
subject to robust global review and challenge to ensure
consistency of approach and application of the LFRF across the
Group.
Planning and performance
Capital and risk-weighted asset (‘RWA’) plans form part of the
annual operating plan that is approved by the Board. Capital and
RWA forecasts are submitted to the Group Executive Committee
on a monthly basis, and capital and RWAs are monitored and
managed against the plan. The responsibility for global capital
allocation principles rests with the Group Chief Financial Officer
supported by the Group Capital Management Meeting. This is a
specialist forum addressing capital management, reporting into
Holdings ALCO.
Through our internal governance processes, we seek to strengthen
discipline over our investment and capital allocation decisions, and
to ensure that returns on investment meet management’s
objectives. Our strategy is to allocate capital to businesses and
entities to support growth objectives where returns above internal
hurdle levels have been identified and in order to meet their
regulatory and economic capital needs. We evaluate and manage
business returns by using a return on average tangible equity
measure.
Funding and liquidity plans form part of the annual operating plan
that is approved by the Board. The critical Board-level appetite
measures are the liquidity coverage ratio (‘LCR’) and net stable
funding ratio (‘NSFR’). An appropriate funding and liquidity profile
is managed through a wider set of measures:
• a minimum LCR requirement;
• a minimum NSFR requirement or other appropriate metric;
• a legal entity depositor concentration limit;
• three-month and 12-month cumulative rolling term contractual
maturity limits covering deposits from banks, deposits from
non-bank financial institutions and securities issued;
• a minimum LCR requirement by currency;
• intra-day liquidity;
• the application of liquidity funds transfer pricing; and
• forward-looking funding assessments.
The LCR and NSFR metrics are to be supplemented by an internal
liquidity metric in 2021.
Risks to capital and liquidity
Outside the stress testing framework, other risks may be identified
that have the potential to affect our RWAs and/or capital position.
Downside and Upside scenarios are assessed against our capital
management objectives and mitigating actions are assigned as
necessary. We closely monitor future regulatory changes and
continue to evaluate the impact of these upon our capital
requirements. This includes the UK’s implementation of
amendments to the Capital Requirements Regulation, the Basel III
Reforms, and the regulatory impact from the UK’s withdrawal
from the EU, as well as other regulatory statements including
changes to IRB modelling requirements.
We currently estimate that these regulatory changes could
potentially increase RWAs, before any mitigating actions, by
approximately 5% over 2022–23. We plan to take action to
substantially mitigate a significant proportion of the increase.
The Basel III Reforms introduce an output floor that will be
introduced in 2023 with a five-year transitional provision. We
estimate that there will be an additional RWA impact as a result of
the output floor from 2027.
In parallel with regulatory developments in the EU, the UK’s PRA
is reviewing the requirements for the capitalisation of structural
foreign exchange risk to align to a Pillar 1 approach.
There remains a significant degree of uncertainty in the impact of
the regulatory changes due to the number of national discretions
and the need for further supporting technical standards to be
developed. Furthermore, the impact does not take into
consideration the possibility of offsets against Pillar 2, which may
arise as shortcomings within Pillar 1 are addressed.
We have applied the revised regulatory treatment of software
assets that became law in the EU following its publication in
December 2020. We are aware that the PRA intends to consult on
this change with a view to returning to full deduction. In line with
the PRA’s guidance, we have therefore excluded the capital
benefit of $2.1bn from our decisions about distributions.
Regulatory reporting processes and controls
There is a continued focus on the quality of regulatory reporting by
the PRA and other regulators globally. We continue to strengthen
our processes and controls, including commissioning independent
external reviews of various aspects of regulatory reporting. As a
result, there may be impacts on some of our regulatory ratios such
as the CET1 and LCR. We continue to keep the PRA and other
relevant regulators informed of adverse findings from external
reviews and our progress in strengthening the control
environment.
Further details can be found in the ‘Regulatory developments’ section of the
Group’s Pillar 3 Disclosures at 31 December 2020.
Stress testing and recovery planning
The Group uses stress testing to evaluate the robustness of plans
and risk portfolios, and to meet the requirements for stress testing
set by supervisors. Stress testing also informs the ICAAP and
ILAAP and supports recovery planning in many jurisdictions. It is
an important output used to evaluate how much capital and
liquidity the Group requires in setting risk appetite for capital and
liquidity risk. It is also used to re-evaluate business plans where
analysis shows capital, liquidity and/or returns do not meet their
target.
In addition to a range of internal stress tests, we are subject to
supervisory stress testing in many jurisdictions. These include the
programmes of the Bank of England, the US Federal Reserve
Board, the European Banking Authority, the European Central
Bank and the Hong Kong Monetary Authority, as well as stress
tests undertaken in other jurisdictions. The results of regulatory
stress testing and our internal stress tests are used when
assessing our internal capital requirements through the ICAAP.
The outcomes of stress testing exercises carried out by the PRA
and other regulators feed into the setting of regulatory minimum
ratios and buffers.
The Group and subsidiaries have established recovery plans,
which set out potential options management could take in a range
of stress scenarios that could result in a breach of our internal
capital buffers. This is to help ensure that our capital and liquidity
position can be recovered even in an extreme stress event.
During 2020, in light of the Covid-19 outbreak, we carried out
additional internal testing on baseline and stressed scenarios. The
results of these stress tests were considered in determining capital
actions to manage the Group’s position.
Additionally, further stress testing was carried out to include
scenarios relating to the impact of the UK’s withdrawal from the
EU and elevated tensions between the US and China.
All entities monitor internal and external triggers that could
threaten their capital, liquidity or funding positions. Entities have
established recovery plans providing detailed actions that
management would consider taking in a stress scenario should
their positions deteriorate and threaten to breach risk appetite and
regulatory minimum levels.
Details of HSBC’s liquidity and funding risk management framework (‘LFRF’)
can be found in the Group’s Pillar 3 Disclosures at 31 December 2020.
Measurement of interest rate risk in the banking book
processes
Assessment and risk appetite
Interest rate risk in the banking book is the risk of an adverse
impact to earnings or capital due to changes in market interest
rates. It is generated by our non-traded assets and liabilities,
specifically loans, deposits and financial instruments that are not
held for trading intent or held in order to hedge positions held with
trading intent. Interest rate risk that can be economically hedged
may be transferred to the Markets Treasury business. Hedging is
generally executed through interest rate derivatives or fixed-rate
government bonds. Any interest rate risk that Markets Treasury
cannot economically hedge is not transferred and will remain
within the global business where the risks originate.
The ALCM function uses a number of measures to monitor and
control interest rate risk in the banking book, including:
• net interest income sensitivity;
• economic value of equity sensitivity; and
• hold-to-collect-and-sell stressed value at risk.
Net interest income sensitivity
A principal part of our management of non-traded interest rate risk
is to monitor the sensitivity of expected net interest income (‘NII’)
under varying interest rate scenarios (i.e. simulation modelling),
where all other economic variables are held constant. This
monitoring is undertaken at an entity level by local ALCOs, where
entities forecast both one-year and five-year NII sensitivities across
a range of interest rate scenarios.
HSBC Holdings plc Annual Report and Accounts 2020
171
Risk review Risk
Projected NII sensitivity figures represent the effect of pro forma
movements in projected yield curves based on a static balance
sheet size and structure. The exception to this is where the size of
the balances or repricing is deemed interest rate sensitive, for
example, non-interest-bearing current account migration and
fixed-rate loan early prepayment. These sensitivity calculations do
not incorporate actions that would be taken by Markets Treasury
or in the business that originates the risk to mitigate the effect of
interest rate movements.
The NII sensitivity calculations assume that interest rates of all
maturities move by the same amount in the ‘up-shock’ scenario.
The sensitivity calculations in the ‘down-shock’ scenarios reflect
no floors to the shocked market rates. However, customer
product-specific interest rate floors are recognised where
applicable. This is a change from the NII sensitivity methodology
applied in the Annual Report and Accounts 2019, where market
rates were floored to zero, unless the central bank rate was
already negative as in the case of the euro, Swiss franc and
Japanese yen.
Economic value of equity sensitivity
Economic value of equity (‘EVE’) represents the present value of
the future banking book cash flows that could be distributed to
equity providers under a managed run-off scenario. This equates
to the current book value of equity plus the present value of future
NII in this scenario. EVE can be used to assess the economic
capital required to support interest rate risk in the banking book.
An EVE sensitivity represents the expected movement in EVE due
to pre-specified interest rate shocks, where all other economic
variables are held constant. Operating entities are required to
monitor EVE sensitivities as a percentage of capital resources.
Hold-to-collect-and-sell stressed value at risk
Hold-to-collect-and-sell stressed value at risk (‘VaR’) is a
quantification of the potential losses to a 99% confidence level of
the portfolio of securities held under a held-to-collect-and-sell
business model in the Markets Treasury business. The portfolio is
accounted for at fair value through other comprehensive income
together with the derivatives held in designated hedging
relationships with these securities. This is quantified based on the
worst losses over a one-year period going back to the beginning of
2007 and the assumed holding period is 60 days.
Hold-to-collect-and-sell stressed VaR uses the same models as
those used for trading book capitalisation and covers only the
portfolio managed by Markets Treasury under this business model.
Other Group risks
Structural foreign exchange exposures
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 normally that of the primary economic
environment in which the entity operates.
Exchange differences on structural exposures are recognised in
other comprehensive income (‘OCI’). 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.
Therefore, our consolidated balance sheet is affected by exchange
differences between the US dollar and all the non-US dollar
functional currencies of underlying subsidiaries.
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. We hedge structural foreign exchange
exposures only in limited circumstances.
For further details of our structural foreign exchange exposures, see page
179.
172
HSBC Holdings plc Annual Report and Accounts 2020
Banking book foreign exchange exposures
Banking book foreign exchange exposures arise from transactions
in the banking book generating profit and loss or OCI reserves in a
currency other than the reporting currency of the operating entity.
Transactional foreign exchange exposure is transferred to Markets
and Securities Services or Markets Treasury and managed within
limits, with the exception of both exposure generating OCI
reserves and limited residual foreign exchange exposure arising
from timing differences or for other reasons.
HSBC Holdings risk management
As a financial services holding company, HSBC Holdings has
limited market risk activities. Its activities predominantly involve
maintaining sufficient capital resources to support the Group’s
diverse activities; allocating these capital resources across the
Group’s businesses; earning dividend and interest income on its
investments in the businesses; payment of operating expenses;
providing dividend payments to its equity shareholders and
interest payments to providers of debt capital; and maintaining a
supply of short-term liquid assets for deployment under
extraordinary circumstances.
The main market risks to which HSBC Holdings is exposed are
banking book interest rate risk and foreign currency risk. Exposure
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 manage volatility in capital resources, cash flows and
distributable reserves that could be caused by movements in
market parameters. Market risk for HSBC Holdings is monitored
by 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.
During 2020, HSBC Holdings undertook a variety of liability
management exercises, including the issuance of fixed-rate
eligible liabilities. Group Treasury generally hedged out the fixed-
rate interest rate risk on these liabilities in previous years, but as
major interest rate markets remained at very low levels during
2020, this was assessed on a case-by-case basis and in some
cases the decision was made to retain the fixed-rate risk.
For quantitative disclosures on interest rate risk in the banking book, see
pages 179 to 180.
Pension risk management processes
Our global pensions strategy is to move from defined benefit to
defined contribution plans, where local law allows and it is
considered competitive to do so. In 2020 we reviewed our risk
appetite metrics and in 2021 we will continue to enhance and
expand these to further assist the internal monitoring of our de-
risking programmes.
In defined contribution pension plans, the contributions that HSBC
is required to make are known, while the ultimate pension benefit
will vary, typically with investment returns achieved by investment
choices made by the employee. While the market risk to HSBC of
defined contribution plans is low, the Group is still exposed to
operational and reputational risk.
In defined benefit pension plans, the level of pension benefit is
known. Therefore, the level of contributions required by HSBC will
vary due to a number of risks, including:
• investments delivering a return below that required to provide
the projected plan benefits;
• 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 expectations,
causing an increase in the value of plan liabilities; and
• plan members living longer than expected (known as longevity
risk).
Following the end of the transition period following the UK's
withdrawal from the EU, any reference to EU regulations and
directives (including technical standards) should be read as a
reference to the UK's version of such regulation or directive, as
onshored into UK law under the European Union (Withdrawal) Act
2018, as amended.
Capital figures and ratios in the previous table are calculated in
accordance with the revised Capital Requirements Regulation and
Directive, as implemented (‘CRR II’). The table presents them
under the transitional arrangements in CRR II for capital
instruments and after their expiry, known as the end point. The
end point figures in the table above include the benefit of the
regulatory transitional arrangements in CRR II for IFRS 9, which
are more fully described below.
Where applicable, they also reflect government relief schemes
intended to mitigate the impact of the Covid-19 outbreak.
Regulatory transitional arrangements for IFRS 9
‘Financial Instruments’
We have adopted the regulatory transitional arrangements in
CRR II for IFRS 9, including paragraph four of article 473a. Our
capital and ratios are presented under these arrangements
throughout the table above, including in the end point figures.
Without their application, our CET1 ratio would be 15.7%.
The IFRS 9 regulatory transitional arrangements allow banks to
add back to their capital base a proportion of the impact that
IFRS 9 has upon their loan loss allowances during the first five
years of use. The impact is defined as:
• the increase in loan loss allowances on day one of IFRS 9
adoption; and
• any subsequent increase in ECL in the non-credit-impaired
book thereafter.
Any add-back must be tax affected and accompanied by a
recalculation of exposure and RWAs. The impact is calculated
separately for portfolios using the standardised (‘STD’) and internal
ratings-based (‘IRB’) approaches. For IRB portfolios, there is no
add-back to capital unless loan loss allowances exceed regulatory
12-month expected losses.
The EU’s CRR II ‘Quick Fix’ relief package enacted in June 2020
increased from 70% to 100% the relief that banks may take for
loan loss allowances recognised since 1 January 2020 on the
non-credit-impaired book.
In the current period, the add-back to CET1 capital amounted to
$1.6bn under the STD approach with a tax impact of $0.4bn. At 31
December 2019, the add-back to the capital base under the STD
approach was $1.0bn with a tax impact of $0.2bn.
Pension risk is assessed using an economic capital model that
takes into account potential variations in these factors. The impact
of these variations on both pension assets and pension liabilities is
assessed using a one-in-200-year stress test. Scenario analysis
and other stress tests are also used to support pension risk
management. To fund the benefits associated with defined benefit
plans, sponsoring Group companies, and in some instances
employees, make regular contributions in accordance with advice
from actuaries and in consultation with the plan’s trustees where
relevant. These contributions are normally 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 are required when plan assets are considered
insufficient to cover the existing pension liabilities. Contribution
rates are typically revised annually or once every three years,
depending on the plan.
The defined benefit plans invest contributions in a range of
investments designed to limit the risk of assets failing to meet a
plan’s liabilities. Any changes in expected returns from the
investments may also change future contribution requirements. In
pursuit of these long-term objectives, an overall target allocation is
established between asset classes of the defined benefit plan. In
addition, each permitted asset class has its own benchmarks, such
as stock-market or property valuation indices or liability
characteristics. The benchmarks are reviewed at least once every
three to five years and more frequently if required by local
legislation or circumstances. The process generally involves an
extensive asset and liability review.
In addition, some of the Group’s pension plans hold longevity
swap contracts. These arrangements provide long-term protection
to the relevant plans against costs resulting from pensioners or
their dependants living longer than initially expected. The most
sizeable plan to do this is the HSBC Bank (UK) Pension Scheme,
which holds longevity swaps covering approximately three-
quarters of the plan’s pensioner liabilities (50% with The Prudential
Insurance Company of America and 25% with Swiss Re).
Capital risk in 2020
Capital overview
Capital adequacy metrics
Risk-weighted assets (‘RWAs’) ($bn)
Credit risk
Counterparty credit risk
Market risk
Operational risk
Total RWAs
Capital on a transitional basis ($bn)
Common equity tier 1 (‘CET1’) capital
Tier 1 capital
Total capital
Capital ratios on a transitional basis (%)
Common equity tier 1 ratio
Tier 1 ratio
Total capital ratio
Capital on an end point basis ($bn)
Common equity tier 1 (‘CET1’) capital
Tier 1 capital
Total capital
Capital ratios on an end point basis (%)
Common equity tier 1 ratio
Tier 1 ratio
Total capital ratio
Liquidity coverage ratio (‘LCR’)
Total high-quality liquid assets ($bn)
Total net cash outflow ($bn)
LCR ratio (%)
At
31 Dec
2020
31 Dec
2019
691.9
42.8
28.5
94.3
857.5
136.1
160.2
184.4
15.9
18.7
21.5
136.1
158.5
173.2
15.9
18.5
20.2
677.9
487.3
139.1
676.6
44.1
29.9
92.8
843.4
124.0
148.4
172.2
14.7
17.6
20.4
124.0
144.8
159.3
14.7
17.2
18.9
601.4
400.5
150.2
HSBC Holdings plc Annual Report and Accounts 2020
173
Risk review
Risk
Own funds
Own funds disclosure
(Audited)
Ref*
1
2
3
5
5a
6
28
29
36
43
44
45
51
57
58
59
Common equity tier 1 (‘CET1’) capital: instruments and reserves
Capital instruments and the related share premium accounts
– ordinary shares
Retained earnings
Accumulated other comprehensive income (and other reserves)1
Minority interests (amount allowed in consolidated CET1)
Independently reviewed interim net profits net of any foreseeable charge or dividend
Common equity tier 1 capital before regulatory adjustments
Total regulatory adjustments to common equity tier 1
Common equity tier 1 capital
Additional tier 1 capital before regulatory adjustments
Total regulatory adjustments to additional tier 1 capital
Additional tier 1 capital
Tier 1 capital
Tier 2 capital before regulatory adjustments
Total regulatory adjustments to tier 2 capital
Tier 2 capital
Total capital
At
31 Dec
2020
$m
31 Dec
2019
$m
23,219
23,219
22,873
22,873
128,665
127,188
9,768
4,079
(252)
165,479
(29,429)
136,050
24,183
(60)
24,123
160,173
25,722
(1,472)
24,250
1,735
4,865
(3,381)
153,280
(29,314)
123,966
24,453
(60)
24,393
148,359
25,192
(1,401)
23,791
184,423
172,150
* The references identify the lines prescribed in the European Banking Authority (‘EBA’) template, which are applicable and where there is a value.
1 Following the call and subsequent redemption of HSBC Holdings' non-cumulative preference shares, the remaining share premium that related to
such preference shares is now treated as an 'other reserve' and included in CET1.
Throughout 2020, we complied with the PRA’s regulatory capital
adequacy requirements, including those relating to stress testing.
At 31 December 2020, our CET1 ratio increased to 15.9% from
14.7% at 31 December 2019.
CET1 capital increased during the year by $12.1bn, mainly as a
result of:
•
•
•
•
•
•
the cancellation of the fourth interim dividend of $3.4bn for
2019;
favourable foreign currency translation differences of $3.4bn;
capital generation of $2.8bn net of dividends relating to other
equity instruments;
a fall of $2.1bn in the deduction for other intangible assets due
to changes to the capital treatment of software assets;
a $1.8bn increase in fair value through other comprehensive
income reserve; and
a $1.8bn fall in the deduction for excess expected loss.
These increases were partly offset by:
•
•
an interim dividend for 2020 of $3.1bn; and
a $0.8bn fall in allowable non-controlling interest in CET1. This
partly reflected the acquisition in May 2020 of additional
shares representing 18.66% of the capital of HSBC Trinkaus
and Burkhardt from Landesbank Baden-Württemberg, the
principal minority shareholder.
We have applied the revised regulatory treatment of software
assets, which became a UK requirement in December 2020.
Subsequently, the PRA announced its intention to consult on a
reversal of this change in due course and recommended firms do
not base their distribution decision on any capital increase from
applying this requirement. As a result, we have not considered the
related capital benefit in our distributions. The impact of the
change on our CET1 ratio was 0.2 percentage points.
Our Pillar 2A requirement at 31 December 2020, as per the PRA’s
Individual Capital Requirement based on a point-in-time
assessment, was equivalent to 3.0% of RWAs, of which 1.7% was
met by CET1.
Risk-weighted assets
RWAs by global business
Credit risk
Counterparty credit risk
Market risk
Operational risk
At 31 Dec 2020
WPB
$bn
CMB
$bn
135.9
300.0
0.7
1.6
34.6
172.8
0.2
0.9
26.6
327.7
GBM Corporate Centre
$bn
168.6
41.2
22.9
32.4
265.1
$bn
87.4
0.7
3.1
0.7
91.9
Total
$bn
691.9
42.8
28.5
94.3
857.5
174
HSBC Holdings plc Annual Report and Accounts 2020
RWAs by geographical region
Credit risk
Counterparty credit risk
Market risk
Operational risk
At 31 Dec 2020
Footnotes
1
Europe
$bn
Asia
$bn
MENA
$bn
211.2
307.3
50.2
23.7
23.5
25.9
10.7
20.9
45.3
1.4
2.4
6.2
284.3
384.2
60.2
North
America
Latin
America
$bn
96.1
5.3
4.7
11.7
117.8
$bn
27.1
1.7
1.2
5.2
Total
$bn
691.9
42.8
28.5
94.3
35.2
857.5
1 RWAs are non-additive across geographical regions due to market risk diversification effects within the Group.
RWA movement by global business by key driver
RWAs at 1 Jan 2020
Asset size
Asset quality
Model updates
Methodology and policy
Acquisitions and disposals
Foreign exchange movements
Total RWA movement
RWAs at 31 Dec 2020
RWA movement by geographical region by key driver
RWAs at 1 Jan 2020
Asset size
Asset quality
Model updates
Methodology and policy
Acquisitions and disposals
Foreign exchange movements
Total RWA movement
RWAs at 31 Dec 2020
Credit risk, counterparty credit risk and operational risk
WPB
$bn
161.4
2.2
0.3
2.7
2.6
—
2.0
9.8
CMB
$bn
325.1
(12.3)
14.5
0.9
(8.6)
—
7.2
1.7
GBM
$bn
248.7
(3.1)
9.3
(2.2)
(13.9)
—
3.4
(6.5)
171.2
326.8
242.2
Corporate
Centre
Market
risk
$bn
78.3
2.4
0.4
—
6.2
1.0
0.5
10.5
88.8
$bn
29.9
1.1
—
(2.0)
(0.5)
—
—
(1.4)
28.5
Credit risk, counterparty credit risk and operational risk
Europe
$bn
Asia
$bn
MENA
$bn
North
America
Latin
America
$bn
$bn
257.9
345.9
55.5
117.6
36.6
(9.9)
7.2
1.7
(6.8)
—
10.7
3.4
10.9
0.3
(3.0)
—
5.8
2.9
17.4
1.1
1.3
—
(0.2)
1.0
(0.9)
2.3
(6.1)
4.6
(0.6)
(3.2)
—
0.8
(4.5)
0.7
0.5
—
(0.5)
—
(3.3)
(2.6)
260.8
363.3
57.8
113.1
34.0
Market risk
$bn
29.9
1.1
—
(2.0)
(0.5)
—
—
(1.4)
28.5
Total
RWAs
$bn
843.4
(9.7)
24.5
(0.6)
(14.2)
1.0
13.1
14.1
857.5
Total
RWAs
$bn
843.4
(9.7)
24.5
(0.6)
(14.2)
1.0
13.1
14.1
857.5
Risk-weighted assets (‘RWAs’) rose by $14.1bn during the year,
including an increase of $13.1bn due to foreign currency
translation differences. The $1.0bn increase (excluding foreign
currency translation differences) is described in the commentary
below. During the period we recognised RWA reductions through
our transformation programme of $51.5bn. These are included
within the movements described below, primarily under asset size
movements and methodology and policy changes.
Asset size
The $9.7bn fall in RWAs due to asset size movements was due to
reductions in CMB and GBM, partly offset by increases in
Corporate Centre, WPB and market risk.
The $12.3bn decrease in CMB RWAs was primarily due to
management initiatives under our transformation programme,
most notably in Europe, North America and Asia.
The $3.1bn fall in GBM RWAs was driven by $16.4bn of
reductions under the transformation programme, largely in North
America, Europe, Asia and Latin America. This was partly offset by
lending growth, mostly in Asia and MENA, and mark-to-market
movements in counterparty credit risk RWAs.
In Asia, an increase in the value of material holdings and lending
growth in the property market drove increases in Corporate Centre
and WPB RWAs of $2.4bn and $2.2bn respectively.
Market risk RWAs increased by $1.1bn, largely due to market
conditions, partly offset by management initiatives.
Asset quality
Changes in asset quality led to an RWA increase of $24.5bn,
mostly in CMB and GBM. This included credit migration of
$29.7bn, largely caused by the Covid-19 outbreak. These
downgrades were mostly in Asia, North America and Europe,
partly offset by decreases due to portfolio mix changes.
Model updates
The $0.6bn fall in RWAs due to model updates comprised
decreases in GBM and market risk, partly offset by increases in
WPB and CMB.
The $2.2bn reduction in GBM RWAs was due to corporate model
updates in our major regions, most significantly in North America.
Market risk RWAs fell by $2.0bn primarily as a result of changes to
the calculation of risks not in VaR, and the implementation of a
new model for an options portfolio.
The increases in WPB and CMB credit risk RWAs were mainly due
to updates to French, Hong Kong and North American models.
Methodology and policy
The $14.2bn reduction in RWAs due to methodology and policy
changes included reductions as a result of risk parameter
refinements and regulatory responses to the Covid-19 outbreak,
offset by changes in approach to credit risk exposures.
GBM and CMB reduced RWAs by $23.8bn, of which $11.5bn were
under the transformation programme. These reductions stem from
a variety of actions, including risk parameter refinements,
improved collateral linkage, and data enhancement.
Changes under the CRR ‘Quick Fix’ relief package also reduced
CMB and GBM RWAs. Implementation of the revised small and
medium-sized enterprise supporting factor led to a $3.4bn fall in
RWAs for CMB while the new infrastructure supporting factor
HSBC Holdings plc Annual Report and Accounts 2020
175
Risk review
Risk
caused a $0.5bn fall in GBM. Partly offsetting these reductions, the
recent change in the regulatory treatment of software assets
caused a $2.3bn increase in Corporate Centre RWAs.
At the start of 2020, we implemented two changes that led to a
$6.4bn increase in our wholesale credit risk exposures. Application
of the new securitisation framework to the pre-existing book
caused RWAs to rise by $3.4bn, mainly in Corporate Centre and
GBM. Following the conclusion of discussions with the PRA, we
also transferred several UK corporate portfolios onto a Foundation
IRB approach, causing a $3bn rise in RWAs in CMB and GBM.
Leverage ratio1
Corporate Centre and WPB RWAs increased by $5bn as a result of
updates to exposures in Asia and the French retail business.
The $0.5bn fall in market risk largely comprised reductions from
updates to the calculation of stressed VaR and foreign exchange
risk, partly offset by increases due to risks not in VaR.
Acquisitions and disposals
The increase in our shareholding of The Saudi British Bank from
29.2% to 31.0% led to $1.0bn additional Corporate Centre RWAs.
Ref*
20
21
22
Tier 1 capital
Total leverage ratio exposure
Leverage ratio
EU-23 Choice of transitional arrangements for the definition of the capital measure
UK leverage ratio exposure – quarterly average
UK leverage ratio – quarterly average
UK leverage ratio – quarter end
Footnotes
At
31 Dec
2020
$bn
158.5
2,897.1
%
5.5
31 Dec
2019
$bn
144.8
2,726.5
%
5.3
Fully phased-in Fully phased-in
2,555.5
2,535.4
%
6.1
6.2
%
5.8
5.7
2
2
2
* The references identify the lines prescribed in the EBA template.
1 The CRR II regulatory transitional arrangements for IFRS 9 are applied in both leverage ratio calculations.
2 UK leverage ratio denotes the Group’s leverage ratio calculated under the PRA’s UK leverage framework. This measure excludes qualifying central
bank balances and loans under the UK Bounce Back Loan Scheme from the calculation of exposure.
Our leverage ratio calculated in accordance with the Capital
Requirements Regulation was 5.5% at 31 December 2020, up
from 5.3% at 31 December 2019, due to an increase in tier 1
capital, offset by an increase in exposure primarily due to growth
in central bank deposits and financial investments. The change in
treatment of software assets benefited our leverage ratio by 0.1
percentage points.
At 31 December 2020, our UK minimum leverage ratio
requirement of 3.25% under the PRA’s UK leverage framework
was supplemented by an additional leverage ratio buffer of 0.7%
and a countercyclical leverage ratio buffer of 0.1%. These
additional buffers translated into capital values of $17.9bn and
$1.8bn respectively. We exceeded these leverage requirements.
Pillar 3 disclosure requirements
Pillar 3 of the Basel regulatory framework is related to market
discipline and aims to make financial services firms more
transparent by requiring publication of wide-ranging information
on their risks, capital and management. Our Pillar 3 Disclosures at
31 December 2020 is published on our website, www.hsbc.com/
investors.
Operating entities’ liquidity
HSBC UK Bank plc (ring-fenced bank)
HSBC Bank plc (non-ring-fenced bank)
The Hongkong and Shanghai Banking Corporation – Hong Kong branch
The Hongkong and Shanghai Banking Corporation – Singapore branch
Hang Seng Bank
HSBC Bank China
HSBC Bank USA
HSBC Continental Europe
HSBC Middle East – UAE branch
HSBC Canada
HSBC Mexico
176
HSBC Holdings plc Annual Report and Accounts 2020
Liquidity and funding risk in 2020
Liquidity metrics
At 31 December 2020, all of the Group’s material operating
entities were above regulatory minimum liquidity and funding
levels.
Each entity maintains sufficient unencumbered liquid assets to
comply with local and regulatory requirements. The liquidity value
of these liquidity assets for each entity is shown in the following
table along with the individual LCR levels on a European
Commission (‘EC’) basis. This basis may differ from local LCR
measures due to differences in the way non-EU regulators have
implemented the Basel III standards.
Each entity maintains sufficient stable funding relative to the
required stable funding assessed using the NSFR or other
appropriate metrics.
Given our continued focus on the quality of regulatory reporting,
liquidity reporting processes are undergoing a detailed review,
which may lead to impacts on some of our regulatory ratios,
including LCR and NSFR. All entities are above regulatory
minimums and are expected to continue to remain above risk
appetite.
The Group liquidity and funding position at the end of 2020 is
analysed in the following sections.
Footnotes
1
2
3
3
4
4
LCR
%
198
136
195
162
212
232
130
143
280
165
198
At 31 December 2020
HQLA
Net outflows
NSFR
$bn
121
138
146
16
50
24
106
48
11
30
10
$bn
61
102
75
10
24
10
82
34
4
18
5
%
164
124
146
135
151
158
130
130
164
136
139
Operating entities’ liquidity (continued)
HSBC UK Bank plc (ring-fenced bank)
HSBC Bank plc (non-ring-fenced bank)
The Hongkong and Shanghai Banking Corporation – Hong Kong branch
The Hongkong and Shanghai Banking Corporation – Singapore branch
Hang Seng Bank
HSBC Bank China
HSBC Bank USA
HSBC Continental Europe
HSBC Middle East – UAE branch
HSBC Canada
HSBC Mexico
Footnotes
1
2
3
3
4
4
LCR
%
165
142
163
147
185
180
125
152
202
124
208
At 31 December 2019
HQLA
Net outflows
$m
75
103
109
14
42
21
73
44
11
18
9
$m
45
72
67
10
23
11
59
29
5
14
4
NSFR
%
150
106
128
120
148
151
122
117
159
124
136
1 HSBC UK Bank plc refers to the HSBC UK liquidity group, which comprises four legal entities: HSBC UK Bank plc (including the Dublin branch),
Marks and Spencer Financial Services plc, HSBC Private Bank (UK) 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 PRA.
2 HSBC Bank plc includes oversea branches and special purpose entities consolidated by HSBC for financial statements purposes.
3 The Hongkong and Shanghai Banking Corporation – Hong Kong branch and The Hongkong and Shanghai Banking Corporation – Singapore
branch represent the material activities of The Hongkong and Shanghai Banking Corporation. Each branch is monitored and controlled for liquidity
and funding risk purposes as a stand-alone operating entity.
4 HSBC Continental Europe and HSBC Canada represent the consolidated banking operations of the Group in France and Canada, respectively.
HSBC Continental Europe and HSBC Canada are each managed as single distinct operating entities for liquidity purposes.
At 31 December 2020, all of the Group’s principal operating
entities were well above regulatory minimum levels.
The most significant movements in 2020 are explained below:
1 As defined in EU regulations, level 1 assets means ‘assets of
extremely high liquidity and credit quality’, and level 2 assets means
‘assets of high liquidity and credit quality’.
• HSBC UK Bank plc improved its liquidity ratio to 198%, mainly
driven by growth in commercial and retail deposits.
Liquidity pool by currency
• HSBC Bank plc and HSBC Continental Europe maintained a
strong liquidity position, with an increase in HQLA mainly due
to deposit growth. However the LCR declined, reflecting a
reassessment of potential outflows, particularly with respect to
committed facilities.
• The Hongkong and Shanghai Banking Corporation – Hong
Kong branch, Hang Seng Bank and HSBC Bank China remained
in a strong liquidity position, mainly as result of an increase in
customer deposits.
• HSBC Bank USA remained in a strong liquidity position, mainly
driven by an increase in deposits and a reduction in illiquid
assets.
• HSBC Bank Middle East – UAE branch remained in a strong
liquidity position, with a liquidity ratio of 280%.
• HSBC Canada increased its LCR to 165%, mainly driven by
increased customer deposits and covered bond issuance.
Liquid assets
$
£
€
HK$
Other
Total
$bn
$bn
$bn
$bn
$bn
$bn
Liquidity pool at 31 Dec
2020
Liquidity pool at 31 Dec
2019
218 176 117
74
93 678
179
117
93
47
165
601
Consolidated liquidity metrics
At 31 December 2020, the total HQLA held at entity level
amounted to $857bn (31 December 2019: $646bn), an increase of
$211bn, reflecting the increases in entity liquidity positions
described above. Consistent with prior periods, the application of
requirements under the EC Delegated Act resulted in an
adjustment of $179bn (31 December 2019: $45bn) to reflect the
limitations in the fungibility of entity liquidity around the Group. As
a consequence, the Group consolidated LCR was 139% at
31 December 2020 (31 December 2019: 150%). The $179bn of
HQLA remains available to cover liquidity risk in the relevant
entities.
At 31 December 2020, the Group had a total of $678bn of highly
liquid unencumbered LCR eligible liquid assets (31 December
2019: $601bn) held in a range of asset classes and currencies. Of
these, 90% were eligible as level 1 (31 December 2019: 90%).
The following tables reflect the composition of the liquidity pool by
asset type and currency at 31 December 2020:
The methodology used in the Group consolidated LCR in relation
to the treatment of part of the Group’s HQLA is currently under
review. Upon implementation of this revised approach it is
anticipated that the Group’s consolidated LCR will reduce,
although remain within appetite. The liquidity position of the
entities is unaffected by this change and remains the key focus.
Liquidity pool by asset type
Liquidity
pool
Cash
Level 11
Level 21
Cash and balance at central bank
307
307
—
$bn
$bn
$bn
$bn
—
High-quality liquid assets (in entities)
EC Delegated Act adjustment
Central and local government
bonds
Regional government public
sector entities
International organisation and
multilateral developments banks
Covered bonds
Other
Total at 31 Dec 2020
Total at 31 Dec 2019
312
—
263
49
12
—
11
1
14
11
22
—
—
—
14
3
10
678
307
301
601
158
383
—
8
12
70
60
Group LCR HQLA
Net outflows
Liquidity coverage ratio
31 Dec
2020
$bn
857
(179)
678
487
At
30 Jun
2020
$bn
784
(130)
654
443
31 Dec
2019
$bn
646
(45)
601
400
139%
148%
150%
HSBC Holdings plc Annual Report and Accounts 2020
177
Risk review
Risk
Sources of funding
Our primary sources of funding are customer current accounts and
savings deposits payable on demand or at short notice. We issue
secured and unsecured wholesale securities to supplement
customer deposits, meet regulatory obligations and to change the
currency mix, maturity profile or location of our liabilities.
The following ‘Funding sources’ and ‘Funding uses’ tables provide
a view of how our consolidated balance sheet is funded. In
practice, all the principal operating entities are required to manage
liquidity and funding risk on a stand-alone basis.
The tables analyse our consolidated balance sheet according to
the assets that primarily arise from operating activities and the
sources of funding primarily supporting these activities. Assets
and liabilities that do not arise from operating activities are
presented at a net balancing source or deployment of funds.
In 2020, the level of customer accounts continued to exceed the
level of loans and advances to customers. The positive funding
gap was predominantly deployed in liquid assets.
Funding sources
(Audited)
Customer accounts
Deposits by banks
Repurchase agreements – non-trading
Debt securities in issue
Cash collateral, margin and settlement accounts
Subordinated liabilities
2020
$m
1,642,780
82,080
111,901
95,492
78,565
21,951
2019
$m
1,439,115
59,022
140,344
104,555
71,002
24,600
Financial liabilities designated at fair value
157,439
164,466
Liabilities under insurance contracts
Trading liabilities
– repos
– stock lending
– other trading liabilities
Total equity
Other balance sheet liabilities
At 31 Dec
107,191
75,266
11,728
4,597
58,941
204,995
406,504
97,439
83,170
558
9,702
72,910
192,668
338,771
2,984,164
2,715,152
Funding uses
(Audited)
Footnotes
2020
$m
2019
$m
Loans and advances to customers
1,037,987
1,036,743
Loans and advances to banks
81,616
69,203
Reverse repurchase agreements – non-
trading
Prepayments, accrued income and other
assets
– cash collateral, margin and settlement
230,628
240,862
1
76,859
63,891
accounts
Assets held for sale
Trading assets
– reverse repos
– stock borrowing
– other trading assets
Financial investments
Cash and balances with central banks
Other balance sheet assets
At 31 Dec
76,859
63,891
299
123
231,990
254,271
13,990
8,286
209,714
490,693
304,481
529,611
13,659
7,691
232,921
443,312
154,099
452,648
2,984,164
2,715,152
1
Includes only those financial instruments that are subject to the
impairment requirements of IFRS 9. ‘Prepayments, accrued income
and other assets’, as presented within the consolidated balance sheet
on page 280, includes both financial and non-financial assets.
Wholesale term debt maturity profile
The maturity profile of our wholesale term debt obligations is set
out in the following table.
The balances in the table are not directly comparable with those in
the consolidated balance sheet because 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.
Wholesale funding cash flows payable by HSBC under financial liabilities by remaining contractual maturities
Due over
1 month
but not
more than
3 months
Due over
3 months
but not
more than
6 months
Due over
6 months
but not
more than
9 months
Due over
9 months
but not more
than
1 year
Due over
1 year
but not
more than
2 years
Due over
2 years
but not
more than
5 years
Due over
5 years
Due not
more than
1 month
$m
$m
$m
$m
$m
$m
$m
$m
Total
$m
18,057
16,848
20,314
15,208
7,561
20,768
49,948 59,911 208,615
4,048
9,625
2,075
—
8,440
3,363
1,539
—
—
19
119
9,977
3,915
1,451
28
—
171
6,186
4,684
1,242
—
—
45
2,945
2,005
1,241
750
—
41
1,474
1,454 1,546 36,070
9,295
35,834 49,209 117,930
3,702
2,514
—
4,979 6,765 22,994
3,917
—
—
—
7,209
1,094
410
1,865
646
3,316
1,196
3,387
4,772
3,051
579
3,373
1,899 1,745 20,002
618
618
—
—
—
—
237
237
—
—
—
—
12
12
—
12
12
—
6,081 22,941 29,901
6,081 21,085 28,045
— 1,856
1,856
18,675
16,848
20,551
15,208
7,573
20,780
56,029 82,852 238,516
– secured asset-backed commercial paper
1,094
Debt securities issued
– unsecured CDs and CP
– unsecured senior MTNs
– unsecured senior structured notes
– secured covered bonds
– secured ABS
– others
Subordinated liabilities
– subordinated debt securities
– preferred securities
At 31 Dec 2020
Debt securities issued
– unsecured CDs and CP
– unsecured senior MTNs
– unsecured senior structured notes
– secured covered bonds
– secured asset-backed commercial paper
– secured ABS
– others
Subordinated liabilities
– subordinated debt securities
– preferred securities
At 31 Dec 2019
17,728
4,913
8,198
1,698
—
1,933
—
986
1,523
1,500
23
19,758
12,280
2,462
1,386
—
—
—
3,630
—
—
—
15,654
11,020
695
1,711
—
—
248
1,980
22
22
—
16,284
8,745
4,595
1,003
—
—
161
1,780
2,000
2,000
—
16,132
11,509
35,836
57,387 53,768 232,547
1,156
2,095
1,578
53,296
1,753
25,121
42,316 38,812 123,952
923
1,139
—
—
3,579
6,102
9,596
25,998
749
—
205
3,661
1,159
—
911
—
741
6,708
1,933
2,266
808
5,026
2,302
1,882
18,394
—
—
—
754
754
—
2,424 26,809
33,532
2,424 24,587
31,287
—
2,222
2,245
19,251
19,758
15,676
18,284
16,132
36,590
59,811 80,577 266,079
178
HSBC Holdings plc Annual Report and Accounts 2020
Structural foreign exchange risk in 2020
Structural foreign exchange exposures represent net investments
in subsidiaries, branches and associates, the functional currencies
of which are currencies other than the US dollar. Exchange
differences on structural exposures are recognised in ‘Other
comprehensive income’.
Net structural foreign exchange exposures
Footnotes
1
Currency of structural exposure
Hong Kong dollars
Pound sterling
Chinese renminbi
Euros
Canadian dollars
Indian rupees
Mexican pesos
Saudi riyals
UAE dirhams
Malaysian ringgit
Singapore dollars
Australian dollars
Taiwanese dollars
Indonesian rupiah
Swiss francs
Korean won
Thai baht
Egyptian pound
Others, each less than $700m
At 31 Dec
2020
$m
47,623
35,285
32,165
15,672
5,123
4,833
4,139
3,892
3,867
2,771
2,473
2,357
2,036
1,726
1,444
1,368
991
889
6,858
175,512
2019
$m
46,527
33,383
28,847
14,881
4,416
4,375
4,600
4,280
4,105
2,695
2,256
1,898
1,957
1,665
1,188
1,245
910
875
7,029
167,132
1 At 31 December 2020, we had forward foreign exchange contracts
of $11.2bn (2019: $10.5bn) in order to manage our sterling structural
foreign exchange exposure.
Shareholders’ equity would decrease by $2,427m (2019: $2,298m)
if euro and sterling foreign currency exchange rates weakened by
5% relative to the US dollar.
Interest rate risk in the banking book in 2020
Net interest income sensitivity
The following tables set out the assessed impact to a hypothetical
base case projection of our NII (excluding insurance) under the
following scenarios:
• an immediate shock of 25 basis points (‘bps’) to the current
market-implied path of interest rates across all currencies on
1 January 2021 (effects over one year and five years); and
• an immediate shock of 100bps to the current market-implied
path of interest rates across all currencies on 1 January 2021
(effects over one year and five years).
The sensitivities shown represent our assessment of the change to
a hypothetical base case NII, assuming a static balance sheet and
NII sensitivity to an instantaneous change in yield curves (12 months)
no management actions from the Markets Treasury business. They
incorporate the effect of interest rate behaviouralisation, managed
rate product pricing assumptions and customer behaviour,
including prepayment of mortgages or customer migration from
non-interest-bearing to interest-bearing deposit accounts under
the specific interest rate scenarios. Market uncertainty and our
competitors’ behaviours also need to be factored in when
analysing these results. The scenarios represent interest rate
shocks to the current market implied path of rates.
The NII sensitivity analysis performed in the case of a down-shock
does not include floors to the shocked market rates for wholesale
assets and liabilities including those denominated in US dollars
and sterling. Floors have however been maintained for deposits
and loans to customers where this is contractual or where
negative rates would not be applied. This is a change from the NII
sensitivity approach published in the Annual Report and Accounts
2019, where market rates were floored to zero, unless the central
bank rate was already negative, as in the case of the euro, Swiss
franc and Japanese yen. This reflects the increased risk of
negative market interest rates going forward.
As such, the one-year and five-year NII sensitivities in the down-
shock scenarios have increased in December 2020 at Group level
when compared with December 2019. This was driven by the
change in approach, changes in the forecasted yield curves and
changes in balance sheet composition. The NII sensitivities are
forecasted for the whole period of one and five years each quarter.
The NII sensitivities shown are indicative and based on simplified
scenarios. Immediate interest rate rises of 25bps and 100bps
would increase projected NII for the 12 months to 31 December
2021 by $1,647m and $5,348m, respectively. Conversely, falls of
25bps and 100bps would decrease projected NII for the 12 months
to 31 December 2021 by $1,508m and $4,854m, respectively.
The sensitivity of NII for 12 months increased by $2,550m in the
plus 100bps parallel shock and increased by $(1,542)m in the
minus 100bps parallel shock, comparing December 2021 with
December 2020.
The increase in the sensitivity of NII for 12 months in the plus
100bps parallel shock was mainly driven by the growth of rate
insensitive customer deposits, against an increase in rate sensitive
assets due to a general build-up of liquidity throughout the Group,
which has been deployed in short-term investments
(predominantly cash, held-to-collect-and-sell securities, and
reverse repos) as well as shortening of Markets Treasury’s
positioning in view of the significant drop in interest rates.
The change in NII sensitivity for five years is also driven by the
factors above.
The tables do not include Markets Treasury management actions
or changes in MSS net trading income that may further limit the
impact.
The limitations of this analysis are discussed within the ‘Treasury
risk management’ section on page 169.
Change in Jan 2021 to Dec 2021 (based on balance sheet at 31 December 2020)
+25bps parallel
-25bps parallel
+100bps parallel
-100bps parallel
Change in Jan 2020 to Dec 2020 (based on balance sheet at 31 December 2019)
+25bps parallel
-25bps parallel
+100bps parallel
-100bps parallel
Currency
$
$m
HK$
$m
£
$m
€
$m
Other
$m
Total
$m
223
(227)
423
(343)
555
(548)
126
(88)
320
1,647
(302)
(1,508)
546
1,267
1,811
502
1,222
5,348
(565)
(749)
(1,906)
(299)
(1,335)
(4,854)
59
(91)
(16)
198
(255)
504
278
(332)
1,123
(490)
(1,023)
(1,049)
116
11
441
(23)
202
(182)
746
(726)
853
(849)
2,798
(3,311)
The net interest income sensitivities arising from the scenarios presented in the tables above are not directly comparable. This is due to timing
differences relating to interest rate changes and the repricing of assets and liabilities.
HSBC Holdings plc Annual Report and Accounts 2020
179
Risk review
Risk
NII sensitivity to an instantaneous change in yield curves (5 years)
Change in Jan 2021 to Dec 2021 (based on balance sheet at 31 December 2020)
+25bps parallel
-25bps parallel
+100bps parallel
-100bps parallel
Change in Jan 2020 to Dec 2020 (based on balance sheet at 31 December 2019)
+25bps parallel
-25bps parallel
+100bps parallel
-100bps parallel
Year 1
Year 2
Year 3
Year 4
Year 5
$m
$m
$m
$m
$m
Total
$m
1,647
1,866
1,930
2,028
2,100
9,571
(1,508)
(1,986)
(2,307)
(2,045)
(2,113)
(9,959)
5,348
6,538
7,083
7,444
7,736 34,149
(4,854)
(6,174)
(7,087)
(7,660)
(8,323)
(34,098)
853
1,158
1,348
1,449
1,523
6,331
(849)
(1,205)
(1,402)
(1,562)
(1,649)
(6,667)
2,798
4,255
4,915
5,155
5,454
22,577
(3,311)
(4,621)
(5,289)
(5,766)
(6,164)
(25,151)
Sensitivity of capital and reserves
Hold-to-collect-and-sell stressed VaR is a quantification of the
potential losses to a 99% confidence level of the portfolio of
securities held under a hold-to-collect-and-and-sell business model
in the Markets Treasury business. The portfolio is accounted for at
fair value through other comprehensive income together with the
derivatives held in designated hedging relationships with these
securities. The mark-to-market of this portfolio therefore has an
impact on CET1. Stressed VaR is quantified based on the worst
losses over a one-year period going back to the beginning of 2007
and the assumed holding period is 60 days. At December 2020,
the stressed VaR of the portfolio was $2.94bn (2019: $3.2bn).
Alongside our monitoring of the stressed VaR of this portfolio, we
also monitor the sensitivity of reported cash flow hedging reserves
to interest rate movements on a yearly basis by assessing the
expected reduction in valuation of cash flow hedges due to
parallel movements of plus or minus 100bps in all yield curves.
Although we allow rates to go negative in this assessment, we
apply a floor on the shocks in the minus 100bps scenario set at the
lower of either minus 50bps or the central bank deposit rate.
These particular exposures form only a part of our overall interest
rate exposure.
The following table describes the sensitivity of our cash flow
hedge reported reserves to the stipulated movements in yield
curves at the year end. The sensitivities are indicative and based
on simplified scenarios.
Comparing December 2020 with December 2019, the sensitivity of
the cash flow hedging reserve reduced by $37m in the plus
100bps scenario and reduced by $323m in the minus 100bps
scenario. The reduction in the minus 100bps scenario was mainly
driven by the significant downwards movement in sterling yields
during 2020, which meant that the floor at minus 50bps had an
impact across the yield curve.
Sensitivity of cash flow hedging reported reserves to interest rate movements
At 31 Dec 2020
+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 Dec 2019
+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
Third-party assets in Markets Treasury
For our Markets Treasury governance framework, see page 170.
Third-party assets in Markets Treasury increased by 40%
compared with 31 December 2019. Commercial surplus went up
in 2020 due to an increase in client deposits and lower credit
growth. This was partly reflected in the increase of $135bn in
‘Cash and balances at central banks’.
Third-party assets in Markets Treasury
Cash and balances at central banks
Trading assets
Loans and advances:
– to banks
– to customers
Reverse repurchase agreements
Financial investments
Other
At 31 Dec
$m
(665)
(0.34)%
409
0.21%
(702)
(0.38)%
732
0.4%
The increase of $42bn across ‘Loans and advances to banks’ and
‘Reverse repurchase agreements’ was driven by the short-term
investment of part of this surplus. The remainder was invested in
high-quality liquid assets, contributing to the increase of $39bn in
‘Financial Investments’.
2020
$m
263,656
392
34,555
1,167
61,693
391,017
8,724
761,204
2019
$m
129,114
268
24,466
310
29,868
351,842
7,655
543,523
Defined benefit pension plans
assets with determinable cash flows.
Market risk arises within our defined benefit pension plans to the
extent that the obligations of the plans are not fully matched by
For details of our defined benefit plans, including asset allocation, see Note 5
on the financial statements, and for pension risk management, see page 172.
180
HSBC Holdings plc Annual Report and Accounts 2020
Additional market risk measures applicable only to the
parent company
HSBC Holdings monitors and manages foreign exchange risk and
interest rate risk. In order to manage interest rate risk, HSBC
Holdings uses the projected sensitivity of its NII to future changes
in yield curves and the interest rate repricing gap tables.
During 2020, HSBC Holdings undertook a variety of liability
management exercises, replacing approximately $11.5bn of short-
term fixed-rate debt and their corresponding hedges with longer
term fixed-rate debt of five to 10 years. As major interest rate
markets remained at very low levels during 2020, we left this
replacement debt unhedged. In addition to these exercises,
approximately $4bn of debt matured in 2020 and we issued
$2.5bn of new debt. The impact of this can be observed in the
‘Repricing gap analysis of HSBC Holdings’ table below, where the
gap switched from a net liability to a net asset profile in the ‘Up to
1 year’ bucket, with a concurrent liability gap increase in the ‘5 to
10 years’ bucket. Additionally it can be observed in the NII
sensitivity tables, where NII now increases as interest rates rise.
Foreign exchange risk
HSBC Holdings’ foreign exchange exposures derive almost entirely
from the execution of structural foreign exchange hedges on
NII sensitivity to an instantaneous change in yield curves (12 months)
behalf of the Group as its business-as-usual foreign exchange
exposures are managed within tight risk limits. At 31 December
2020, HSBC Holdings had forward foreign exchange contracts of
$11.2bn (2019: $10.5bn) to manage the Group’s sterling structural
foreign exchange exposure.
Sensitivity of net interest income
HSBC Holdings monitors NII sensitivity over a five-year time
horizon, reflecting the longer-term perspective on interest rate risk
management appropriate to a financial services holding company.
These sensitivities assume that any issuance where HSBC
Holdings has an option to reimburse at a future call date is called
at this date. The table below sets out the effect on HSBC Holdings’
future NII over a five-year time horizon of incremental 25bps
parallel falls or rises in all yield curves at the beginning of each
quarter during the 12 months from 1 January 2021.
The NII sensitivities shown are indicative and based on simplified
scenarios. Immediate interest rate rises of 25bps and 100bps
would increase projected NII for the 12 months to 31 December
2021 by $23m and $90m, respectively. Conversely, falls of 25bps
and 100bps would decrease projected NII for the 12 months to 31
December 2021 by $23m and $96m, respectively.
Change in Jan 2021 to Dec 2021 (based on balance sheet at 31 December 2020)
+25bps
-25bps
+100bps
-100bps
Change in Jan 2020 to Dec 2020 (based on balance sheet at 31 December 2019)
+25bps
-25bps
+100bps
-100bps
NII sensitivity to an instantaneous change in yield curves (5 years)
Change in Jan 2021 to Dec 2021 (based on balance sheet at 31 December 2020)
+25bps
-25bps
+100bps
-100bps
Change in Jan 2020 to Dec 2020 (based on balance sheet at 31 December 2019)
+25bps
-25bps
+100bps
-100bps
$
$m
HK$
$m
13
(12)
50
(51)
(30)
30
(120)
120
—
—
—
—
—
—
—
—
£
$m
8
(8)
33
(32)
7
(7)
30
(21)
€
$m
Other
$m
Total
$m
2
(3)
7
(13)
2
—
(6)
—
—
—
—
—
—
—
—
—
Year 1
Year 2
Year 3
Year 4
Year 5
$m
$m
$m
$m
$m
23
(23)
91
(95)
(21)
23
(96)
99
40
(42)
159
(169)
43
(46)
171
(189)
39
(41)
156
(169)
(14)
12
(64)
61
(13)
8
(53)
41
(14)
9
(54)
38
31
(32)
126
(139)
—
(17)
13
(72)
43
23
(23)
90
(96)
(21)
23
(96)
99
Total
$m
176
(184)
702
(761)
(79)
65
(339)
282
The figures represent hypothetical movements in NII 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.
The sensitivities represent our assessment of the change to a
hypothetical base case based on a static balance sheet
assumption, and do not take into 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 following ‘Repricing gap analysis of
HSBC Holdings’ table analyses the full-term structure of interest
rate mismatches within HSBC Holdings’ balance sheet where debt
issuances are reflected based on either the next repricing date if
floating rate or the maturity/call date (whichever is first) if fixed
rate.
HSBC Holdings plc Annual Report and Accounts 2020
181
Risk review
Risk
Repricing gap analysis of HSBC Holdings
Cash at bank and in hand:
– balances with HSBC undertakings
Derivatives
Loans and advances to HSBC undertakings
Financial investments in HSBC undertakings
Investments in subsidiaries
Other assets
Total assets
Amounts owed to HSBC undertakings
Financial liabilities designated at fair values
Derivatives
Debt securities in issue
Other liabilities
Subordinated liabilities
Total equity
Total liabilities and equity
Off-balance sheet items attracting interest rate sensitivity
Net interest rate risk gap at 31 Dec 2020
Cumulative interest rate gap
Cash at bank and in hand:
– balances with HSBC undertakings
Derivatives
Loans and advances to HSBC undertakings
Financial investments in HSBC undertakings
Investments in subsidiaries
Other assets
Total assets
Amounts owed to HSBC undertakings
Financial liabilities designated at fair values
Derivatives
Debt securities in issue
Other liabilities
Subordinated liabilities
Total equity
Total liabilities and equity
Off-balance sheet items attracting interest rate sensitivity
Net interest rate risk gap at 31 Dec 2019
1
Cumulative interest rate gap
Footnotes
Total
$m
2,913
4,698
75,696
17,485
156,485
1,721
Up to
1 year
$m
2,913
—
25,610
15,112
5,381
257
From over
1 to 5 years
From over
5 to 10 years
More than
10 years
Non-interest
bearing
$m
$m
$m
$m
—
—
—
—
—
—
22,190
20,398
2,000
2,771
7,660
—
—
1,500
—
—
—
—
—
4,698
5,498
(398)
141,944
1,464
258,998
49,273
32,621
21,898
2,000
153,206
(330)
(25,664)
(3,060)
(64,029)
(5,375)
(17,916)
(142,624)
(258,998)
2,382
2,002
72,182
16,106
163,948
1,095
257,715
(464)
(30,303)
(2,021)
(56,844)
(2,203)
(18,361)
(147,519)
(257,715)
(330)
(1,827)
—
—
—
(6,533)
(13,535)
—
—
—
(750)
—
(9,932)
(29,026)
(22,063)
(2,000)
—
—
(1,464)
(13,553)
(20,324)
15,396
15,396
—
(3,839)
(11,439)
(50,837)
11,562
(6,654)
8,742
—
—
(1,780)
(10,463)
(9,198)
(120,523)
(46,576)
(13,213)
(134,819)
2,492
(22,186)
(13,444)
6,200
(5,013)
(18,457)
70
18,457
—
—
(3,019)
(3,060)
(1,008)
(5,375)
(1,834)
2,382
—
19,976
13,054
5,035
102
40,549
(464)
—
—
—
—
—
—
—
—
21,084
24,739
2,000
3,006
5,118
—
—
3,924
—
—
—
—
—
2,002
4,383
46
149,871
993
29,208
28,663
2,000
157,295
—
—
(14,628)
(14,698)
—
—
—
(750)
—
(15,446)
(22,336)
(15,154)
(2,000)
—
—
(2,950)
(18,860)
(30,363)
(8,674)
(8,674)
—
(2,000)
(10,707)
(49,671)
16,789
(3,674)
(12,348)
—
(2,543)
(9,975)
—
(11,284)
—
(42,370)
(14,034)
6,796
(6,911)
6,469
(5,565)
(19,259)
(24,824)
—
(227)
(2,021)
(1,908)
(2,203)
(2,534)
(123,887)
(132,780)
309
24,824
—
1
Investments in subsidiaries and equity have been allocated based on call dates for any callable bonds. The prior year figures have been amended
to reflect this.
Market risk
Market risk management
Market risk in 2020
Trading portfolios
Non-trading portfolios
Market risk balance sheet linkages
Overview
Page
182
183
184
185
186
Market risk is the risk that movements in market factors, such as
foreign exchange rates, interest rates, credit spreads, equity prices
and commodity prices, will reduce our income or the value of our
portfolios. Exposure to market risk is separated into two portfolios:
trading portfolios and non-trading portfolios.
Market risk management
Key developments in 2020
There were no material changes to our policies and practices for
the management of market risk in 2020.
Governance and structure
The following diagram summarises the main business areas where
trading and non-trading market risks reside, and the market risk
measures used to monitor and limit exposures.
182
HSBC Holdings plc Annual Report and Accounts 2020
Risk types
Trading risk
Non-trading risk
• Foreign exchange and
commodities
• Interest rates
• Credit spreads
• Equities
• Interest rates1
• Credit spreads
• Foreign exchange
Global business
GBM
Risk measure
Value at risk | Sensitivity
| Stress testing
GBM, ALCM, CMB and
WPB
Value at risk | Sensitivity |
Stress testing
1 The interest rate risk on the fixed-rate securities issued by HSBC
Holdings is not included in the Group value at risk. The management
of this risk is described on page 181.
Where appropriate, we apply similar risk management policies and
measurement techniques to both trading and non-trading
portfolios. Our objective is to manage and control market risk
exposures to optimise return on risk while maintaining a market
profile consistent with our established risk appetite.
Market risk is managed and controlled through limits approved by
the Group Chief Risk Officer for HSBC Holdings. These limits are
allocated across business lines and to the Group’s legal entities.
The majority of HSBC’s total value at risk (‘VaR’) and almost all
trading VaR reside in GBM. Each major operating entity has an
independent market risk management and control sub-function,
which is responsible for measuring, monitoring and reporting
market risk exposures against limits on a daily basis. Each
operating entity is required to assess the market risks arising in its
business and to transfer them either to its local Markets and
Securities Services or Markets Treasury unit for management, or
to separate books managed under the supervision of the local
ALCO. The Traded Risk function enforces the controls around
trading in permissible instruments approved for each site as well
as changes that follow completion of the new product approval
process. Traded Risk also restricts trading in the more complex
derivative products to offices with appropriate levels of product
expertise and robust control systems.
Key risk management processes
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, VaR and stress testing.
Sensitivity analysis
Sensitivity analysis measures the impact of individual market
factor movements on specific instruments or portfolios, including
interest rates, foreign exchange rates and equity prices. We use
sensitivity measures to monitor the market risk positions within
each risk type. Granular sensitivity limits are set for trading desks
with consideration of market liquidity, customer demand and
capital constraints, among other factors.
Value at risk
(Audited)
VaR is a technique for estimating 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. The use
of VaR is integrated into market risk management and calculated
for all trading positions regardless of how we capitalise them. In
addition, we calculate VaR for non-trading portfolios to have a
complete picture of risk. Where we do not calculate VaR explicitly,
we use alternative tools as summarised in the ‘Stress testing’
section below.
Our models are predominantly based on historical simulation that
incorporates the following features:
• historical market rates and prices, which are calculated with
reference to foreign exchange rates, commodity prices, interest
rates, equity prices and the associated volatilities;
Risk not in VaR framework
The risks not in VaR (‘RNIV’) framework captures and capitalises
material market risks that are not adequately covered in the VaR
model.
Risk factors are reviewed on a regular basis and are either
incorporated directly in the VaR models, where possible, or
quantified through either the VaR-based RNIV approach or a stress
test approach within the RNIV framework. While VaR-based RNIVs
are calculated by using historical scenarios, stress-type RNIVs are
estimated on the basis of stress scenarios whose severity is
calibrated to be in line with the capital adequacy requirements.
The outcome of the VaR-based RNIV approach is included in the
overall VaR calculation but excluded from the VaR measure used
for regulatory back-testing. In addition, the stressed VaR measure
also includes risk factors considered in the VaR-based RNIV
approach.
Stress-type RNIVs include a deal contingent derivatives capital
charge to capture risk for these transactions and a de-peg risk
measure to capture risk to pegged and heavily managed
currencies.
Stress testing
Stress testing is an important procedure that is integrated into our
market risk management framework to evaluate the potential
impact on portfolio values of more extreme, although plausible,
events or movements in a set of financial variables. In such
scenarios, losses can be much greater than those predicted by
VaR modelling.
Stress testing is implemented at legal entity, regional and overall
Group levels. A set of scenarios is used consistently across all
regions within the Group. The risk appetite around potential stress
losses for the Group is set and monitored against a referral limit.
Market risk reverse stress tests are designed to identify
vulnerabilities in our portfolios by looking for scenarios that lead to
loss levels considered severe for the relevant portfolio. These
scenarios may be quite local or idiosyncratic in nature, and
complement the systematic top-down stress testing.
Stress testing and reverse stress testing provide senior
management with insights regarding the ‘tail risk’ beyond VaR, for
which our appetite is limited.
Trading portfolios
Trading portfolios comprise positions held for client servicing and
market-making, with the intention of short-term resale and/or to
hedge risks resulting from such positions.
• potential market movements that are calculated with reference
Back-testing
to data from the past two years; and
• calculations to a 99% confidence level and using a one-day
holding period.
The models also incorporate the effect of option features on the
underlying exposures. 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.
VaR model limitations
Although a valuable guide to risk, VaR is used with awareness of
its limitations. For example:
• The use of historical data as a proxy for estimating future
market moves may not encompass all potential market events,
particularly those that are extreme in nature.
• The use of a one-day holding period for risk management
purposes of trading and non-trading books assumes that this
short period is sufficient to hedge or liquidate all positions.
• 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 reflect intra-day
exposures.
We routinely validate the accuracy of our VaR models by back-
testing the VaR metric against both actual and hypothetical profit
and loss. Hypothetical profit and loss excludes non-modelled items
such as fees, commissions and revenue of intra-day transactions.
The number of back-testing exceptions is used to gauge how well
the models are performing. We consider enhanced internal
monitoring of a VaR model if more than five profit exceptions or
more than five loss exceptions occur in a 250-day period.
We back-test our VaR at set levels of our Group entity hierarchy.
Market risk in 2020
Global financial conditions worsened rapidly with the onset of the
Covid-19 outbreak from mid-February 2020. Market volatility
reached extreme levels across most asset classes and equity
prices fell sharply. In credit markets, spreads and yields reached
multi-year highs. The gold market experienced Covid-19-related
disruption in refining and transportation, affecting the relative
pricing of gold futures contracts. Oil prices collapsed due to rising
oversupply as demand reduced materially from the economic
slowdown. Financial markets stabilised from April onwards, as
governments in several developed countries announced economic
recovery programmes and key central banks intervened to provide
liquidity and support asset prices. Global equity markets
substantially recovered from their losses in March and credit
HSBC Holdings plc Annual Report and Accounts 2020
183
Risk review Risk
spreads reverted towards pre-Covid-19 levels. During the second
half of 2020 markets remained susceptible to further bouts of
volatility triggered by increases in Covid-19 cases and various
geopolitical risks. Market sentiment improved after positive
vaccine news and the US presidential elections in November 2020,
adding momentum to the performance of risky assets.
We managed market risk prudently during 2020. Sensitivity
exposures remained within appetite as the business pursued its
core market-making activity in support of our customers during
the outbreak. We also undertook hedging activities to protect the
business from potential future deterioration in credit conditions.
Market risk continued to be managed using a complementary set
of exposure measures and limits, including stress and scenario
analysis.
Trading portfolios
Value at risk of the trading portfolios
Trading VaR was predominantly generated by the
Daily VaR (trading portfolios), 99% 1 day ($m)
Markets and Securities Services business. The Fixed Income
business continued to be the key driver of trading VaR up to the
end of 2020, although with a lower contribution than in the first
half of the year. Interest rate risks from market-making activities
were the main drivers of trading VaR.
Trading VaR at 31 December 2020 was higher than at
31 December 2019. The moderate increase in trading VaR during
the year and a spike in the first half of the year were due primarily
to higher levels of market volatility reached in March and April
2020, as a result of the economic impact of the Covid-19 outbreak.
Trading VaR did not change significantly during the second half of
the year and VaR remained in line with the normal range observed
in 2019. Overall market risk in the trading book was actively
managed during the year.
The daily levels of total trading VaR during 2020 are set out in the
graph below.
The Group trading VaR for the year is shown in the table below.
Trading VaR, 99% 1 day1
(Audited)
Balance at 31 Dec 2020
Average
Maximum
Minimum
Balance at 31 Dec 2019
Average
Maximum
Minimum
Foreign
exchange and
commodity
Interest
rate
$m
13.7
11.0
25.7
5.6
7.7
6.9
13.5
4.1
$m
20.3
26.6
43.5
19.1
28.2
29.9
36.5
22.9
Equity
$m
21.5
27.3
42.0
13.6
15.7
16.2
24.9
12.4
Portfolio
diversification2
$m
(36.4)
(38.3)
(26.4)
(29.0)
Credit
spread
$m
24.3
21.6
44.1
12.6
15.2
23.7
33.2
11.7
Total3
$m
43.4
48.1
69.3
33.6
40.3
47.8
59.3
33.3
1 Trading portfolios comprise positions arising from the market-making and warehousing of customer-derived positions.
2 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 – such as 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 occurs on different days for different risk types,
it is not meaningful to calculate a portfolio diversification benefit for these measures.
3 The total VaR is non-additive across risk types due to diversification effects.
Back-testing
During 2020, the Group experienced three loss back-testing
exceptions against actual profit and losses, with no additional
back-testing exceptions in the second half of 2020. The Group also
experienced 10 loss back-testing exceptions against hypothetical
profit and losses, including one back-testing exception in the
second half of the year. The high number of hypothetical back-
184
HSBC Holdings plc Annual Report and Accounts 2020
testing exceptions that occurred from March 2020 was primarily
due to the extreme market volatility resulting from the economic
impact of the Covid-19 outbreak, which was significantly greater
than the volatility used in the model calibration.
In recognition of the exceptional market environment in 2020, the
PRA granted an exemption from the higher VaR multiplier for
market risk RWA purposes arising from six out of 10 VaR back-
Trading totalInterest rate (‘IR’) tradingEquity (‘EQ’) tradingCredit spread (‘CS’) trading intentForeign exchange (‘FX’) tradingDiversificationDec-19Jan-20Feb-20Mar-20Apr-20May-20Jun-20Jul-20Aug-20Sep-20Oct-20Nov-20Dec-20-80-60-40-20020406080
testing exceptions that occurred after the onset of the Covid-19
outbreak. These six back-testing exceptions were granted on the
basis that they were not the result of inherent model weaknesses
but were driven by larger than normal market volatility in the first
half of 2020 caused by the Covid-19 outbreak.
the interest rate management of our retail and commercial
banking assets and liabilities, financial investments measured at
fair value through other comprehensive income, debt instruments
measured at amortised cost, and exposures arising from our
insurance operations.
The hypothetical profit and loss reflects the profit and loss that
would be realised if positions were held constant from the end of
one trading day to the end of the next. This measure of profit and
loss does not align with how risk is dynamically hedged, and is not
therefore indicative of the actual performance of the business.
Accordingly, of the 10 loss back-testing exceptions against
hypothetical profit and losses, only two corresponded to actual
profit and loss exceptions.
Despite the high number of loss exceptions, performance of the
VaR model was in line with expectations when considered in the
context of the extraordinary market movements observed in
March and April 2020. During this period, market risk continued to
be managed using a complementary set of exposure measures
and limits, including stress and scenario analysis. This ensured
that the business was prudently managed and performed well
across the period.
Non-trading portfolios
Non-trading portfolios comprise positions that primarily arise from
Daily VaR (non-trading portfolios), 99% 1 day ($m)
Value at risk of the non-trading portfolios
The VaR for non-trading activity at 31 December 2020 was higher
than at 31 December 2019. The increase arose primarily from the
effect of higher levels of market volatility observed in March and
April 2020 due to the economic impact of the Covid-19 outbreak.
Although the size of interest rate and credit exposures did not
change significantly during the year, increased volatility of yields
and spreads led to an increase in VaR and a reduction of the
diversification benefit effects across these exposures.
Non-trading VaR includes the interest rate risk in the banking book
transferred to and managed by Markets Treasury and the non-
trading financial instruments held by Markets Treasury. The
management of interest rate risk in the banking book is described
further in the ‘Net interest income sensitivity’ section.
The daily levels of total non-trading VaR over the last year are set
out in the graph below.
The Group non-trading VaR for the year is shown in the table below.
Non-trading VaR, 99% 1 day
(Audited)
Balance at 31 Dec 2020
Average
Maximum
Minimum
Balance at 31 Dec 2019
Average
Maximum
Minimum
Interest
rate
$m
166.6
150.2
196.4
59.0
96.2
65.9
100.1
49.2
Credit
spread
$m
87.0
82.5
133.4
44.2
62.5
44.2
81.2
26.6
Portfolio
diversification1
$m
(5.7)
(42.0)
—
—
(28.2)
(25.6)
0
0
Total2
$m
247.8
190.7
274.6
79.7
130.5
84.5
132.8
60.9
1 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 – such as 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 occurs on different days for different risk types,
it is not meaningful to calculate a portfolio diversification benefit for these measures.
2 The total VaR is non-additive across risk types due to diversification effects.
HSBC Holdings plc Annual Report and Accounts 2020
185
Non-trading totalIR non-tradingCS non-trading intentDiversificationDec-19Jan-20Feb-20Mar-20Apr-20May-20Jun-20Jul-20Aug-20Sep-20Oct-20Nov-20Dec-20-180-160-140-120-100-80-60-40-20020406080100120140160180200220240260280300Risk review
Risk
Non-trading VaR excludes equity risk on securities held at fair
value, structural foreign exchange risk and interest rate risk on
fixed-rate securities issued by HSBC Holdings. HSBC’s
management of market risks in non-trading books is described
further in the Treasury Risk section.
Market risk balance sheet linkages
The following balance sheet lines in the Group’s consolidated
position are subject to market risk:
Trading assets and liabilities
The Group’s trading assets and liabilities are in almost all cases
originated by GBM. 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.
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
hedge our own risks. Most of our derivative exposures arise from
sales and trading activities within GBM. The assets and liabilities
included in trading VaR give rise to a large proportion of the
income included in net income from financial instruments held for
trading or managed on a fair value basis. Adjustments to trading
income such as valuation adjustments are not measured by the
trading VaR model.
For information on the accounting policies applied to financial instruments at
fair value, see Note 1 on the financial statements
Resilience risk
Overview
Resilience risk is the risk that we are unable to provide critical
services to our customers, affiliates and counterparties, as a result
of sustained and significant operational disruption. Resilience risk
arises from failures or inadequacies in processes, people, systems
or external events.
Resilience risk management
Key developments in 2020
In line with the increasing expectations from customers, regulators
and the Board, and in response to a continually evolving threat
landscape that the wider industry faces, we combined Operational
Risk and Resilience Risk to form a new Operational and Resilience
Risk sub-function. This sub-function provides robust non-financial
risk steward oversight of the management of risk by the Group
businesses, functions, legal entities and critical business services.
It also provides effective and timely independent challenge. We
carried out several initiatives during the year:
• We developed regional hubs accountable for core Operational
and Resilience Risk activities.
• We implemented teams aligned to businesses and functions,
which were focused on emerging risks as well as material
products and services.
• We deployed risk management oversight of the most material
transformation programmes across the Group.
• We implemented central services including governance,
reporting and transformation.
• We created a stand-alone assurance capability that provides
independent review and evaluation of end-to-end processes,
risks and key controls.
We prioritise our efforts on material risks and areas undergoing
strategic growth, aligning our location strategy to this need. We
also remotely provide oversight and stewardship, including
support of chief risk officers, in territories where we have no
physical presence.
186
HSBC Holdings plc Annual Report and Accounts 2020
Governance and structure
The Operational and Resilience Risk target operating model
provides a globally consistent view across resilience risks,
strengthening our risk management oversight while operating
effectively as part of a simplified non-financial risk structure. We
view resilience risk across seven risk types related to: third parties
and supply chains; information, technology and cybersecurity;
payments and manual processing; physical security; business
interruption and contingency risk; building unavailability; and
workplace safety.
A principal senior management meeting for operational and
resilience risk governance is the Non-Financial Risk Management
Board, chaired by the Group Chief Risk Officer, with an escalation
path to the Group Risk Management Meeting.
Key risk management processes
Operational resilience is our ability to anticipate, prevent, adapt,
respond to, recover and learn from internal or external disruption,
protecting customers, the markets we operate in and economic
stability. Resilience is determined by assessing whether we are
able to continue to provide our most important services, within an
agreed level. We accept we will not be able to prevent all
disruption but we prioritise investment to continually improve the
response and recovery strategies for our most important business
services.
Business operations continuity
As a result of the Covid-19 outbreak, we successfully implemented
business continuity responses and continue to maintain the
majority of service level agreements. We did not experience any
major impacts to the supply chain from our third-party service
providers due to the pandemic. The risk of damage or theft to our
physical assets or criminal injury to our colleagues remains
unchanged and no significant incidents impacted our buildings or
people.
Regulatory compliance risk
Overview
Regulatory 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, which as a consequence incur
fines and penalties and suffer damage to our business.
Regulatory compliance risk arises from the risks associated with
breaching our duty to our customers and inappropriate market
conduct, as well as breaching regulatory licensing, permissions
and rules.
Regulatory compliance risk management
Key developments in 2020
In 2020, we made changes to our wider approach to the
governance and structure of the Compliance function and
continued to raise standards related to the conduct of our
business, as set out below.
Governance and structure
In May, we introduced a new operating model to transform the
Compliance function. We created a new Group capability called
Group Regulatory Conduct, which was formed from the regulatory
compliance and regulatory affairs capabilities, and the monitor
liaison office team. The Group Head of Regulatory Conduct
continues to report to the Group Chief Compliance Officer. The
Group Regulatory Conduct capability works with the newly
appointed regional chief compliance officers and their respective
teams to help them identify and manage regulatory compliance
risks across the Group. They also work together to ensure good
conduct outcomes and provide enterprise-wide support on the
regulatory agenda.
Key risk management processes
The Group Regulatory Conduct capability is responsible for setting
global policies, standards and risk appetite to guide the Group’s
management of regulatory compliance. It also devises clear
frameworks and support processes to protect against regulatory
compliance risks. The capability provides oversight, review and
challenge to the regional chief compliance officers and their teams
to help them identify, assess and mitigate regulatory compliance
risks, where required. The Group’s regulatory compliance risk
policies are regularly reviewed. Global policies and procedures
require the prompt identification and escalation of any actual or
potential regulatory breach. Relevant reportable events are
escalated to the Group RMM and the GRC, as appropriate.
Conduct of business
In 2020, we continued to promote and encourage good conduct
through our people’s behaviour and decision making to deliver fair
outcomes for our customers, and to maintain financial market
integrity. During 2020:
• We continued to champion a strong conduct and customer-
focused culture. We implemented a number of measures
throughout the Covid-19 outbreak to support our customers in
financial difficulties. We also maintained service and supported
colleagues in unprecedented conditions.
• We continued our focus on culture and behaviours, adapting
our controls and risk management processes to reflect
significant levels of remote working throughout the year.
• We continued to invest significant resources to improve our
compliance systems and controls relating to our activities in
Global Markets and to ensure market integrity. These included
enhancements to: pricing and disclosure, order management
and trade execution; trade; voice and audio surveillance; front
office supervision; and the enforcement and discipline
framework for employee misconduct.
• We continued to emphasise – and worked to create – an
environment in which employees are encouraged and feel safe
to speak up. We placed a particular focus on the importance of
well-being during the pandemic through regular top-down
communications, virtual town halls, videos and podcasts.
• We continued to embed conduct within our business line
processes. We also considered and sought to mitigate the
conduct impacts of the Group’s strategic transformation
programme and other key business change programmes,
including those relating to the UK’s departure from the EU and
the Ibor transition.
• We delivered our sixth annual global mandatory training course
on conduct to reinforce the importance of conduct for all
colleagues.
measures during this period to support the business and our
customers. These included:
• We supported the most vulnerable customers and those in
financial difficulty, including by increasing the awareness of
fraud during this period.
• The Compliance function proactively engaged with other parts
of the organisation to ensure financial crime risks were
considered as part of Covid-19-related decisions.
• Compliance colleagues were seconded to other parts of the
organisation to assist with supporting the establishment of
government relief measures.
• We supported customers and the organisation through policy
exceptions, including by allowing email instructions instead of
face-to-face meetings, and introducing virtual onboarding.
We consistently review the effectiveness of our financial crime risk
management framework, which includes consideration of
geopolitical and wider economic factors. The sanctions regulatory
environment remained changeable and uncertain during the
course of 2020 due to the ongoing geopolitical tensions between
the US and China, the end of the transition period following the
UK’s departure from the EU, and the increasing divergence in
sanctions policies between the US and the EU on Iran and Russia.
Our policy is to comply with all applicable sanctions regulations in
the jurisdictions in which we operate, and we continue to monitor
the geopolitical landscape for ongoing developments. We also
continued to progress several key financial crime risk
management initiatives, including:
• We continued to strengthen our anti-fraud capabilities,
focusing on threats posed by new and existing technologies,
and have delivered a comprehensive fraud training programme
across the Group.
• We continued to invest in the use of artificial intelligence (‘AI’)
and advanced analytics techniques to manage financial crime
risk, and we published our principles for the ethical use of Big
Data and AI.
• We continued to work on strengthening our ability to combat
money laundering and terrorist financing. In particular, we
focused on the use of technology to enhance our risk
management processes while minimising the impact to the
customer. We also continued to develop our approach of
intelligence-led financial crime risk management, in part,
through enhancements to our automated transaction
monitoring systems.
• We are refreshing our approach to conduct arrangements
Governance and structure
across the Group with a view to ensuring that the
arrangements remain appropriate for the nature of our
business.
The Board continues to maintain oversight of conduct matters
through the GRC.
Further details can be found under the ‘Our conduct’ section of
www.hsbc.com/our-approach/risk-and-responsibility.
Financial crime risk
Overview
Financial crime risk is the risk of knowingly or unknowingly
helping parties to commit or to further illegal activity through
HSBC, including money laundering, fraud, bribery and corruption,
tax evasion, sanctions breaches, and terrorist and proliferation
financing. Financial crime risk arises from day-to-day banking
operations involving customers, third parties and employees.
Financial crime risk management
Key developments in 2020
In 2020, we continued to strengthen our fight against financial
crime and to enhance our financial crime risk management
capability. Amid the challenges posed by the Covid-19 outbreak,
we introduced a number of financial crime risk management
Since establishing a global framework of financial crime risk
management committees in 2018, we have continued to
strengthen and review the effectiveness of our governance
framework to manage financial crime risk. Formal governance
committees are held across all countries, territories, regions and
global businesses, and are chaired by the respective chief
executive officers. They help to enable compliance with the letter
and the spirit of all applicable financial crime laws and regulations,
as well as our own standards, values and policies relating to
financial crime risks. At a Group level, the Financial Crime Risk
Management Meeting, chaired by the Group Chief Compliance
Officer, has served as the pinnacle of this governance structure,
ultimately responsible for the management of financial crime risk.
As a reflection of the growing maturity and effectiveness of our
financial crime risk management, this meeting was integrated with
the Group Risk Management Meeting in January 2021. During the
course of 2021, we will review the management of financial crime
risk across the Group to identify other areas that could be
simplified.
During 2020, we redesigned and delivered an integrated operating
model for our Compliance function, with the accompanying
restructure providing greater accountability to our regional
Compliance teams. These teams, led by regional chief compliance
officers, will support the Group Chief Compliance Officer in
aligning the way in which we manage all compliance risks,
including financial crime risk, to the needs and aims of the wider
HSBC Holdings plc Annual Report and Accounts 2020
187
Risk review
Risk
business. They will also support making our compliance risk
management processes and procedures more efficient and
effective.
Key risk management processes
We continued to deliver a programme to further enhance the
policies and controls around identifying and managing the risks of
bribery and corruption across our business. Recognising that the
fight against financial crime is a constant challenge, we
maintained our investment in operational controls and new
technology to deter and detect criminal activity in the banking
system. We continued to simplify our governance and policy
frameworks, and our management information reporting process,
which demonstrates the effectiveness of our financial crime
controls. We remain committed to enhancing our risk assessment
capabilities and to delivering more proactive risk management,
including our ongoing investment in the next generation of
capabilities to fight financial crime by applying advanced analytics
and AI.
We are committed to working in partnership with the wider
industry and the public sector in managing financial crime risk,
protecting the integrity of the financial system, and helping to
protect the communities we serve. We are a strong advocate of
public-private partnerships and participate in a number of
information-sharing initiatives around the world. We are a
constructive partner to national governments and international
standard setters, and support reforms being undertaken in key
markets such as the UK and the EU where the Group is
represented on the joint public-private Economic Crime Strategic
Board and the Centre for European Policy Studies taskforce on
anti-money laundering, respectively. We also work closely with
peer banks in Singapore, and with the Monetary Authority of
Singapore. In the US, we are a member of the Bank Secrecy Act
Advisory Group, which has put forward recommendations for
reform that have been supported by the US Treasury and the
Financial Crimes Enforcement Network.
We have been an advocate for a more effective international
framework for managing financial crime risk, whether through
engaging directly with intergovernmental bodies such as the
Financial Action Task Force, or via our key role in industry groups
such as the Wolfsberg Group and the Institute of International
Finance.
Skilled Person/Independent Consultant
In December 2012, HSBC Holdings entered into a number of
agreements, including an undertaking with the UK Financial
Services Authority (replaced with a Direction issued by the UK
Financial Conduct Authority (‘FCA’) in 2013 and again in 2020), as
well as a cease-and-desist order with the US Federal Reserve
Board (‘FRB’), both of which contained certain forward-looking
anti-money laundering (‘AML’) and sanctions-related obligations.
HSBC also agreed to retain an independent compliance monitor
(who was, for FCA purposes, a ‘Skilled Person’ under section 166
of the Financial Services and Markets Act and, for FRB purposes,
an ‘Independent Consultant’) to produce periodic assessments of
the Group’s AML and sanctions compliance programme.
In 2020, HSBC’s engagement with the independent compliance
monitor, acting in his roles as both Skilled Person and Independent
Consultant, concluded. The role of FCA Skilled Person was
assigned to a new individual in the second quarter of 2020.
Separately, a new FRB Independent Consultant will be appointed
pursuant to the cease-and-desist order.
The new Skilled Person has a narrower mandate to assess the
remaining areas that require further work in order for HSBC to
transition fully to business-as-usual financial crime risk
management. The review is ongoing and is expected to complete
later in 2021. The new Independent Consultant is expected to
carry out the eighth annual review for the FRB during 2021.
In accordance with the Direction issued by the FCA to HSBC
Holdings in 2020, the Group Risk Committee retains oversight of
matters relating to anti-money laundering, sanctions, terrorist
financing and proliferation financing. Throughout 2020, the Group
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HSBC Holdings plc Annual Report and Accounts 2020
Risk Committee received regular updates on the Skilled Person’s
and the Independent Consultant’s reviews.
Model risk
Overview
Model risk is the potential for adverse consequences from
business decisions informed by models, which can be exacerbated
by errors in methodology, design or the way they are used. Model
risk arises in both financial and non-financial contexts whenever
business decision making includes reliance on models.
Key developments in 2020
In 2020, we carried out a number of initiatives to further develop
and embed the Model Risk Management sub-function, including:
• We appointed a Group Chief Model Risk Officer, which is a
senior role reporting to the Group Chief Risk Officer.
• We updated the model risk policy and introduced model risk
standards to enable a more risk-based approach to model risk
management while retaining a consistent approach.
• Working with the businesses and functions, new model risk
controls were developed in the risk control library. These
controls formed the basis for model risk control assessments
that have been implemented for businesses and functions.
• We updated the target operating model for Model Risk
Management, referring to internal and industry best practice
and added risk stewards for key businesses, functions and legal
vehicles. The risk stewards will also provide close monitoring of
changes in model behaviour, working closely with business and
function model owners and sponsors.
• The independent model validation team began a transformation
programme that will use advanced analytics and new workflow
tools, with the objective of providing a more risk-based,
efficient and effective management of model validation
processes.
• The consequences of the Covid-19 outbreak on model
performance and reliability resulted in enhanced monitoring of
models and related model adjustments. Dramatic changes to
model inputs such as GDP and unemployment rates made the
model results unreliable. Model performance limitations have
been most pronounced for IFRS 9 models, which calculate
expected credit losses. As a result, greater reliance has been
placed on management underlays and overlays based on
business judgement to derive expected credit losses.
• New IFRS 9 models for portfolios that required the largest
model overlays during 2020 have been redeveloped, validated
and implemented in the fourth quarter of 2020. Limited new
data was available for the use in the recalibrations, therefore
judgemental post-model adjustments were required to allow for
the economic effects of the pandemic not captured by the
models.
Governance and structure
We placed greater focus on our model risk activities during 2020,
and to reflect this, we elevated Model Risk Management to a
function in its own right within the Global Risk structure.
Previously, structured as a sub-function within the Global Risk
Strategy function, the team now reports directly to the Group
Chief Risk Officer. Regional Model Risk Management teams
support and advise all areas of the Group.
Key risk management processes
We use a variety of modelling approaches, including regression,
simulation, sampling, machine learning and judgemental
scorecards for a range of business applications. These activities
include customer selection, product pricing, financial crime
transaction monitoring, creditworthiness evaluation and financial
reporting. Global responsibility for managing model risk is
delegated from the RMM to the Group Model Risk Committee,
which is chaired by the Group Chief Risk Officer. This committee
regularly reviews our model risk management policies and
procedures, and requires the first line of defence to demonstrate
comprehensive and effective controls based on a library of model
risk controls provided by Model Risk Management.
insurance operations to better align to the Group’s capital risk
framework.
Model Risk Management also reports on model risk to senior
management on a regular basis through the use of the risk map,
risk appetite metrics and top and emerging risks.
We regularly review the effectiveness of these processes,
including the model oversight committee structure, to help ensure
appropriate understanding and ownership of model risk is
embedded in the businesses and functions.
Insurance manufacturing operations risk
Overview
Insurance manufacturing operations risk management
Measurement
Key risk types
– Market risk
– Credit risk
– Capital and liquidity risk
– Insurance risk
Overview
Page
189
189
190
192
192
193
193
194
The majority of the risk in our insurance business derives from
manufacturing activities and can be categorised as financial risk or
insurance risk. Financial risks include market risk, credit risk and
liquidity risk. Insurance risk is the risk, other than financial risk, of
loss transferred from the holder of the insurance contract to
HSBC, the issuer.
HSBC’s bancassurance model
We operate an integrated bancassurance model that provides
insurance products principally for customers with whom we have
a banking relationship.
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. For the products we
manufacture, the majority of sales are of savings, universal life and
credit and term life contracts.
We choose to manufacture these insurance products in HSBC
subsidiaries based on an assessment of operational scale and risk
appetite. Manufacturing insurance allows us to retain the risks and
rewards associated with writing insurance contracts by keeping
part of the underwriting profit and investment income within the
Group.
We have life insurance manufacturing subsidiaries in eight
countries and territories, which are Hong Kong, France, Singapore,
the UK, mainland China, Malta, Mexico and Argentina. We also
have a life insurance manufacturing associate in India.
Where we do not have the risk appetite or operational scale to be
an effective insurance manufacturer, we engage with a small
number 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 combination of commissions, fees and a share of profits.
We distribute insurance products in all of our geographical
regions.
Insurance products are sold worldwide through branches, direct
channels and third-party distributors.
Insurance manufacturing operations risk
management
Key developments in 2020
There were no material changes to the insurance risk management
framework in 2020. Policies and practices for the management of
risks associated with the selling of insurance contracts outside of
bancassurance channels were enhanced in response to this being
an increasing area of importance for the insurance business. Also,
enhancements were made to the capital risk framework for
Governance and structure
(Audited)
Insurance risks are managed to a defined risk appetite, which
is aligned to the Group’s risk appetite and risk management
framework, including its three lines of defence model. For details
of the Group’s governance framework, see page 107. The Global
Insurance Risk Management Meeting oversees the control
framework globally and is accountable to the WPB Risk
Management Meeting on risk matters relating to the insurance
business.
The monitoring of the risks within our insurance operations is
carried out by insurance risk teams. Specific risk functions,
including Wholesale Credit and Market Risk, Operational and
Resilience Risk, and Compliance, support Insurance Risk teams in
their respective areas of expertise.
Stress and scenario testing
(Audited)
Stress testing forms a key part of the risk management framework
for the insurance business. We participate in local and Group-wide
regulatory stress tests, as well as internally-developed stress and
scenario tests, including Group internal stress test exercises.
These have highlighted that a key risk scenario for the insurance
business is a prolonged low interest-rate environment. In order to
mitigate the impact of this scenario, the insurance operations have
taken a number of actions, including repricing some products to
reflect lower interest rates, launching less capital intensive
products, investing in more capital efficient assets and developing
investment strategies to optimise the expected returns against the
cost of economic capital.
Key risk management processes
Market risk
(Audited)
All our insurance manufacturing subsidiaries have market risk
mandates that specify the investment instruments in which they
are permitted to invest and the maximum quantum of market risk
that they may retain. They manage market risk by using, among
others, some or all of the techniques listed below, depending on
the nature of the contracts written:
• We are able to adjust bonus rates to manage the liabilities to
policyholders for products with discretionary participating
features (‘DPF’). The effect is that a significant portion of the
market risk is borne by the policyholder.
• We use asset and liability matching where asset portfolios are
structured to support projected liability cash flows. The Group
manages its assets using an approach that considers asset
quality, diversification, cash flow matching, liquidity, volatility
and target investment return. It is not always possible to match
asset and liability durations due to uncertainty over the receipt
of all future premiums, the timing of claims and 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 best to structure asset
holdings to support liabilities.
• We use derivatives to protect against adverse market
movements to better match liability cash flows.
• For new products with investment guarantees, we consider the
cost when determining the level of premiums or the price
structure.
• We periodically review products identified as higher risk, such
as those that contain investment guarantees and embedded
optionality features linked to savings and investment products,
for active management.
HSBC Holdings plc Annual Report and Accounts 2020
189
Risk review
Risk
• We design new products to mitigate market risk, such as
changing the investment return sharing portion between
policyholders and the shareholder.
• We exit, to the extent possible, investment portfolios whose
risk is considered unacceptable.
• We reprice premiums charged on new contracts to
Insurance risk
HSBC Insurance primarily uses the following techniques to
manage and mitigate insurance risk:
• a formalised product approval process covering product design,
pricing and overall proposition management (for example,
management of lapses by introducing surrender charges);
policyholders.
Credit risk
(Audited)
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
insurance manufacturing subsidiaries and are aggregated and
reported to the Group Insurance Credit Risk and Group Credit Risk
functions. Stress testing is performed on 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 report containing a watch-list of
investments with current credit concerns, primarily investments
that may be at risk of future impairment or where high
concentrations to counterparties are present in the investment
portfolio. Sensitivities to credit spread risk are assessed and
monitored regularly.
Liquidity risk
(Audited)
Risk is managed by cash flow matching and maintaining sufficient
cash resources, investing in high credit-quality investments with
deep and liquid markets, monitoring investment concentrations
and restricting them where appropriate, and establishing
committed contingency borrowing facilities.
Insurance manufacturing subsidiaries complete quarterly liquidity
risk reports and an annual review of the liquidity risks to which
they are exposed.
• underwriting policy;
• claims management processes; and
• reinsurance which cedes risks above our acceptable thresholds
to an external reinsurer thereby limiting our exposure.
Insurance manufacturing operations risk in 2020
Measurement
(Audited)
The risk profile of our insurance manufacturing businesses is
measured using an economic capital approach. Assets and
liabilities are measured on a market value basis, and a capital
requirement is defined to ensure that there is a less than one-
in-200 chance of insolvency over a one-year time horizon, given
the risks to which the businesses are exposed. The methodology
for the economic capital calculation is largely aligned to the pan-
European Solvency II insurance capital regulations. The economic
capital coverage ratio (economic net asset value divided by the
economic capital requirement) is a key risk appetite measure.
The Covid-19 outbreak caused sales of insurance products to be
lower than forecast in 2020, although we responded by expanding
digital and remote servicing capabilities. To date there has been
limited impact on claims or lapse behaviours, although this
remains under close monitoring. The largest effect on insurance
entities came from volatility in the financial markets and the
material fall in interest rates, which impact levels of capital and
profitability. Businesses responded by executing de-risking
strategies followed by subsequent re-risking of positions as
markets recovered. Enhanced monitoring of risks and pricing
conditions continues.
190
HSBC Holdings plc Annual Report and Accounts 2020
The following tables show the composition of assets and liabilities by contract type and by geographical region.
Balance sheet of insurance manufacturing subsidiaries by type of contract1
(Audited)
Financial assets
– trading assets
– financial assets designated and otherwise mandatorily measured at fair
value through profit or loss
– derivatives
– financial investments at amortised cost
– financial investments at fair value through other comprehensive income
– other financial assets
Reinsurance assets
PVIF
Other assets and investment properties
Total assets
Liabilities under investment contracts designated at fair value
Liabilities under insurance contracts
Deferred tax
Other liabilities
Total liabilities
Total equity
Total liabilities and equity at 31 Dec 2020
Financial assets
– trading assets
– financial assets designated and otherwise mandatorily measured at fair
value through profit or loss
– derivatives
– financial investments at amortised cost
– financial investments at fair value through other comprehensive income
– other financial assets
Reinsurance assets
PVIF
Other assets and investment properties
Total assets
Liabilities under investment contracts designated at fair value
Liabilities under insurance contracts
Deferred tax
Other liabilities
Total liabilities
Total equity
Total liabilities and equity at 31 Dec 2019
Footnotes
With
DPF
$m
Unit-linked
Other
contracts2
Shareholder
assets and
liabilities
$m
$m
$m
Total
$m
84,478
8,802
18,932
8,915
121,127
—
—
—
—
—
3
4
5
3
4
5
26,002
8,558
3,508
1,485
39,553
262
39,891
12,531
5,792
2,256
—
2,628
89,362
—
84,931
145
—
85,076
—
85,076
3
30
—
211
65
—
1
8,868
2,285
6,503
5
—
8,793
—
8,793
13
13,984
459
968
1,447
—
227
3
4,521
1,931
975
2
9,435
721
281
58,426
14,921
7,946
3,770
9,435
3,577
20,606
19,073
137,909
4,100
15,827
25
—
19,952
—
19,952
—
—
6,385
107,261
1,400
7,244
8,644
15,444
24,088
1,575
7,244
122,465
15,444
137,909
73,929
7,333
17,514
8,269
107,045
—
—
—
—
—
21,652
202
35,299
12,447
4,329
2,208
—
2,495
78,632
—
77,147
197
—
7,119
3,081
(6)
18
—
202
72
—
2
7,407
2,011
6,151
23
—
9
13,436
445
543
1,563
—
211
19,288
3,881
14,141
6
—
77,344
8,185
18,028
—
—
—
77,344
8,185
18,028
2,426
3
4,076
1,136
628
1
8,945
602
34,278
208
52,829
14,028
5,702
3,844
8,945
3,310
17,817
123,144
—
—
1,297
4,410
5,707
13,879
19,586
5,892
97,439
1,523
4,410
109,264
13,879
123,143
1 Balance sheet of insurance manufacturing operations are shown before elimination of inter-company transactions with HSBC non-insurance
operations.
2 ‘Other Contracts’ includes term insurance, credit life insurance, universal life insurance and investment contracts not included in the ‘Unit-linked’
or ‘With DPF’ columns.
3 Comprise mainly loans and advances to banks, cash and inter-company balances with other non-insurance legal entities.
4 Present value of in-force long-term insurance business.
5 ‘Deferred tax’ includes the deferred tax liabilities arising on recognition of PVIF.
HSBC Holdings plc Annual Report and Accounts 2020
191
Risk review
Risk
Balance sheet of insurance manufacturing subsidiaries by geographical region1,2
(Audited)
Financial assets
– trading assets
– financial assets designated and otherwise mandatorily measured at fair value through
profit or loss
– derivatives
– financial investments – at amortised cost
– financial investments – at fair value through other comprehensive income
– other financial assets
Reinsurance assets
PVIF
Other assets and investment properties
Total assets
Liabilities under investment contracts designated at fair value
Liabilities under insurance contracts
Deferred tax
Other liabilities
Total liabilities
Total equity
Total liabilities and equity at 31 Dec 2020
Financial assets
– trading assets
– financial assets designated and otherwise mandatorily measured at fair value through
profit or loss
– derivatives
– financial investments – at amortised cost
– financial investments – at fair value through other comprehensive income
– other financial assets
Reinsurance assets
PVIF
Other assets and investment properties
Total assets
Liabilities under investment contracts designated at fair value
Liabilities under insurance contracts
Deferred tax
Other liabilities
Total liabilities
Total equity
Total liabilities and equity at 31 Dec 2019
Footnotes
Europe
$m
Asia
$m
Latin
America
$m
Total
$m
34,768
85,259
1,100
121,127
—
—
—
—
3
4
5
3
4
5
17,184
22,099
107
531
13,894
3,052
245
884
1,189
174
57,420
706
4,860
3,521
8,390
2,332
270
—
475
321
34
4
161
56
39,553
281
58,426
14,921
7,946
3,770
9,435
3,577
37,086
99,502
1,321
137,909
1,288
5,097
—
6,385
31,153
74,994
1,114
107,261
204
2,426
35,071
2,015
37,086
1,348
4,800
86,239
13,263
99,502
23
18
1,575
7,244
1,155
122,465
166
15,444
1,321
137,909
31,613
74,237
1,195
107,045
—
—
—
—
15,490
18,562
84
100
13,071
2,868
237
945
1,085
33,880
1,139
28,437
229
2,212
32,017
1,862
33,879
124
52,186
582
2,783
3,604
7,841
2,176
87,858
4,753
67,884
1,275
2,172
76,084
11,774
87,858
226
—
543
375
51
3
159
49
34,278
208
52,829
14,028
5,702
3,844
8,945
3,310
1,406
123,144
—
1,118
19
26
1,163
243
1,406
5,892
97,439
1,523
4,410
109,264
13,879
123,143
1 HSBC has no insurance manufacturing subsidiaries in the Middle East and North Africa or North America.
2 Balance sheet of insurance manufacturing operations are shown before elimination of inter-company transactions with HSBC non-insurance
operations.
3 Comprise mainly loans and advances to banks, cash and inter-company balances with other non-insurance legal entities.
4 Present value of in-force long-term insurance business.
5 ‘Deferred tax’ includes the deferred tax liabilities arising on recognition of PVIF.
Key risk types
The key risks for the insurance operations are market risks, in
particular interest rate and equity, and credit risks, followed by
insurance underwriting risk and operational risks. Liquidity risk,
while significant for the bank, is minor for our insurance
operations.
Market risk
(Audited)
Description and exposure
Market risk is the risk of changes in market factors affecting
HSBC’s capital or profit. Market factors include interest rates,
equity and growth assets and foreign exchange rates.
Our exposure varies depending on the type of contract issued.
Our most significant life insurance products are contracts with
discretionary participating features (‘DPF’) issued in France and
Hong Kong. These products typically include some form of capital
guarantee or guaranteed return on the sums invested by the
policyholders, to which discretionary bonuses are added if allowed
by the overall performance of the funds. These funds are primarily
192
HSBC Holdings plc Annual Report and Accounts 2020
invested in bonds, with a proportion allocated to other asset
classes to provide customers with the potential for enhanced
returns.
DPF products expose HSBC to the risk of variation in asset returns,
which will impact our participation in the investment performance.
In addition, in some scenarios the asset returns can become
insufficient to cover the policyholders’ financial guarantees, in
which case the shortfall has to be met by HSBC. Amounts are held
against the cost of such guarantees, calculated by stochastic
modelling.
The cost of such guarantees is accounted for as a deduction from
the present value of in-force ('PVIF') asset, unless the cost of such
guarantees is already explicitly allowed for within the insurance
contract liabilities under the local rules.
The following table shows the total reserve held for the cost of
guarantees, the range of investment returns on assets supporting
these products and the implied investment return that would
enable the business to meet the guarantees.
The cost of guarantees increased to $1,105m (2019: $693m)
primarily due to the reduction in swap rates in France and Hong
Kong, partly offset by the impact of modelling changes in France
and Hong Kong.
policyholder, but some market risk exposure typically remains, as
fees earned are related to the market value of the linked assets.
For unit-linked contracts, market risk is substantially borne by the
Financial return guarantees
(Audited)
Capital
Nominal annual return
Nominal annual return
Nominal annual return
At 31 Dec
Sensitivities
2020
Long-term
investment
returns on
relevant
portfolios
%
0.7–3.2
2.3–3.6
2.0–4.5
2.0–4.2
Investment
returns implied
by guarantee
%
0.0
0.1–1.9
2.0-3.9
4.0–5.0
Cost of
guarantees
Investment
returns implied
by guarantee
$m
277
515
180
133
1,105
%
0.0
0.1–2.0
2.0–4.0
4.1–5.0
2019
Long-term
investment
returns on
relevant
portfolios
%
1.3–3.9
3.0–4.5
2.4–4.5
2.3–4.1
Cost of
guarantees
$m
110
118
355
110
693
Changes in financial market factors, from the economic
assumptions in place at the start of the year, had a positive impact
on reported profit before tax of $102m (2019: $124m). The
following table illustrates the effects of selected interest rate,
equity price and foreign exchange rate scenarios on our profit for
the year and the total equity of our insurance manufacturing
subsidiaries.
Where appropriate, the effects of the sensitivity tests on profit
after tax and equity incorporate the impact of the stress on the
PVIF.
Due in part to the impact of the cost of guarantees and hedging
strategies, which may be in place, the relationship between the
profit and total equity and the risk factors is non-
linear, particularly in a low interest-rate environment. Therefore,
the results disclosed should not be extrapolated to measure
sensitivities to different levels of stress. For the same reason, the
impact of the stress is not necessarily symmetrical on the upside
and downside. The sensitivities are stated before allowance for
management actions, which may mitigate the effect of changes in
the market environment. The sensitivities presented allow for
adverse changes in policyholder behaviour that may arise in
response to changes in market rates. The differences between the
impacts on profit after tax and equity are driven by the changes in
value of the bonds measured at fair value through other
comprehensive income, which are only accounted for in equity.
Sensitivity of HSBC’s insurance manufacturing subsidiaries to market risk factors
(Audited)
+100 basis point parallel shift in yield curves
-100 basis point parallel shift in yield curves
10% increase in equity prices
10% decrease in equity prices
10% increase in US dollar exchange rate compared with all currencies
10% decrease in US dollar exchange rate compared with all currencies
Credit risk
(Audited)
Description and exposure
Credit risk is the risk of financial loss if a customer or counterparty
fails to meet their obligation under a contract. It arises in two main
areas for our insurance manufacturers:
• risk associated with credit spread volatility and default by debt
security counterparties after investing premiums to generate a
return for policyholders and shareholders; and
• risk of default by reinsurance counterparties and non-
reimbursement for claims made after ceding insurance risk.
The amounts outstanding at the balance sheet date in respect
of these items are shown in the table on page 191.
The credit quality of the reinsurers’ share of liabilities under
insurance contracts is assessed as ‘satisfactory’ or higher (as
defined on page 121), with 100% of the exposure being neither
past due nor impaired (2019: 100%).
Credit risk on assets supporting unit-linked liabilities is
predominantly borne by the policyholder. Therefore, our exposure
is primarily related to liabilities under non-linked insurance and
investment contracts and shareholders’ funds. The credit quality of
insurance financial assets is included in the table on page 138.
2020
2019
Effect on
profit after tax
Effect on
total equity
Effect on
profit after tax
Effect on
total equity
$m
(67)
(68)
332
(338)
84
(84)
$m
(188)
58
332
(338)
84
(84)
$m
43
(221)
270
(276)
41
(41)
$m
(37)
(138)
270
(276)
41
(41)
The risk associated with credit spread volatility is to a large extent
mitigated by holding debt securities to maturity, and sharing a
degree of credit spread experience with policyholders.
Capital and liquidity risk
(Audited)
Description and exposure
Liquidity risk is the risk that an insurance operation, though
solvent, either does not have sufficient financial resources
available to meet its obligations when they fall due, or can secure
them only at excessive cost.
The following table shows the expected undiscounted cash flows
for insurance liabilities at 31 December 2020. The liquidity risk
exposure is wholly borne by the policyholder in the case of unit-
linked business and is shared with the policyholder for non-linked
insurance.
The profile of the expected maturity of insurance contracts at
31 December 2020 remained comparable with 2019.
The remaining contractual maturity of investment contract
liabilities is included in Note 29 on page 347.
HSBC Holdings plc Annual Report and Accounts 2020
193
Risk review
Risk
Expected maturity of insurance contract liabilities
(Audited)
Unit-linked
With DPF and Other contracts
At 31 Dec 2020
Unit-linked
With DPF and Other contracts
At 31 Dec 2019
Insurance risk
Description and exposure
Insurance risk is the risk of loss through adverse experience, in
either timing or amount, of insurance underwriting parameters
(non-economic assumptions). These parameters include mortality,
morbidity, longevity, lapses and unit costs.
The principal risk we face is that, over time, the cost of the
contract, including claims and benefits, may exceed the total
amount of premiums and investment income received.
The tables on pages 191 and 192 analyse our life insurance risk
exposures by type of contract and by geographical region.
The insurance risk profile and related exposures remain largely
consistent with those observed at 31 December 2019.
Sensitivities
(Audited)
The following table shows the sensitivity of profit and total equity
to reasonably possible changes in non-economic assumptions
across all our insurance manufacturing subsidiaries.
Sensitivity analysis
(Audited)
Within 1 year
1-5 years
5-15 years
Over 15 years
Expected cash flows (undiscounted)
$m
1,407
8,427
9,834
1,296
7,907
9,203
$m
3,097
30,156
33,253
3,153
26,906
30,059
$m
2,976
51,383
54,359
2,654
50,576
53,230
$m
2,099
75,839
77,938
1,955
71,731
73,686
Total
$m
9,579
165,805
175,384
9,058
157,120
166,178
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 Hong
Kong.
Sensitivity to lapse rates depends on the type of contracts
being written. For a portfolio of term assurance, an increase in
lapse rates typically has a negative effect on profit due to the loss
of future income on the lapsed policies. However, some contract
lapses have a positive effect on profit due to the existence of
policy surrender charges. We are most sensitive to a change in
lapse rates on unit-linked and universal life contracts in Hong
Kong and DPF contracts in France.
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.
Effect on profit after tax and total equity at 31 Dec
Effect on profit after tax and total equity at 10% increase in mortality and/or morbidity rates
Effect on profit after tax and total equity at 10% decrease in mortality and/or morbidity rates
Effect on profit after tax and total equity at 10% increase in lapse rates
Effect on profit after tax and total equity at 10% decrease in lapse rates
Effect on profit after tax and total equity at 10% increase in expense rates
Effect on profit after tax and total equity at 10% decrease in expense rates
2020
$m
(93)
98
(111)
128
(117)
115
2019
$m
(88)
88
(99)
114
(106)
105
194
HSBC Holdings plc Annual Report and Accounts 2020
Corporate
governance report
196
198
202
Group Chairman’s governance statement
The Board
Senior management
204 How we are governed
209
213
Board activities during 2020
Board committees
229 Directors’ remuneration report
256
260
261
264
Share capital and other related disclosures
Internal control
Employees
Statement of compliance
265 Directors’ responsibility statement
HSBC is committed to high standards of corporate
governance. We have a comprehensive range of
policies and systems in place designed to ensure that
the Group is well managed, with effective oversight
and control.
195
Corporate governanceHSBC Holdings plc Annual Report and Accounts 2020 Report of the Directors | Corporate governance report
Group Chairman’s governance statement
Despite the challenging environment, the Board
remained informed on relevant issues, engaged
with stakeholders, and oversaw the development
of our new Group purpose and values.
As Group Chairman, I am ultimately
responsible for the Group’s governance
arrangements and the effective operation of
the Board. I am also responsible for ensuring
that the Board sets the right tone from the top
of the organisation and monitors the Group’s
culture. Given the unique challenges faced
during 2020 as a result of the Covid-19
outbreak, it was important that the Board was
properly informed on a regular basis on all
key issues and priorities affecting the Group.
To achieve this, we increased our Board
communication and met more frequently
during 2020, albeit remotely and with
scheduling flexed to meet the challenges
of Directors based in different time zones.
This allowed us to share insights and receive
updates on key developments, supported by
the attendance of external subject matter
experts.
Given the restrictions on travel and large
gatherings, and the guidance available to us
at the time, we took the decision to hold the
2020 AGM behind closed doors. As we
approach our 2021 AGM, we will continue to
monitor the situation, and will prioritise the
health and safety of the Board, our colleagues
and of course our shareholders. Further details
will be provided when our Notice of AGM is
published on 24 March 2021.
Board changes
Following a thorough and robust search
process, as more fully set out in the
Nomination & Corporate Governance
Committee report on page 213, the Board
unanimously supported the appointment
of Noel Quinn as Group Chief Executive on
17 March 2020. Noel has provided strong
direction and excellent leadership to HSBC
through these unprecedented times.
Mark E Tucker
Group Chairman
“ Governance improvements will remain
an area of focus for the Board and its
subsidiaries in the years ahead as the
Group aims to achieve its ambition of
operating with world-class governance.”
Dear Shareholder
With the global pandemic and challenging
macroeconomic and geopolitical environment,
2020 was an extraordinary year for the Board.
These challenges have highlighted the
importance of our governance framework and
operating practices. Against this backdrop,
the Board oversaw the development of the
Group’s future purpose and strategy led by
the Group Chief Executive. We adapted our
Board and senior management engagement
schedule to ensure that as a Board, we
continued to deliver on our responsibilities
to our key stakeholders.
I would like to thank Sir Jonathan Symonds
and Kathleen Casey who stepped down from
the Board earlier this year. We subsequently
appointed three new Directors, James Forese,
Steven Guggenheimer and Eileen Murray, who
collectively bring strong universal banking,
operational and technology expertise.
While the Board and its committees have
operated well in a virtual environment, I do
not underestimate the value of in-person
meetings. Our three new Directors underwent
a successful virtual non-executive Director
induction programme during the year and we
look forward to welcoming them in person at
an appropriate point in the future.
196
HSBC Holdings plc Annual Report and Accounts 2020 Today we also announce that Laura Cha will
step down from the Board at the conclusion of
our 2021 AGM in May. On behalf of the Board,
I wish to thank Laura for her outstanding
dedication and the enormous contribution
she has made to the success of HSBC over
many years. I greatly appreciate the support
and counsel that she has provided to me
personally on many occasions since I
became the Group Chairman.
The Board initiated a search for suitable
candidates to join and strengthen the expertise
on the Board, and further enhance our
Board diversity and knowledge of Asia.
I was delighted that last week we were able
to announce the appointment of Dame Carolyn
Fairbairn as an independent non-executive
Director. Carolyn will bring a wealth of relevant
experience to our Board and her appointment
will be effective from 1 September 2021. I am
pleased to report we are in advanced stages
on other searches that will result in further
strengthening the Board’s skill set.
Board evaluation
In line with best practice, the Board and its
committees again conducted a review of the
effectiveness of our operation and practices.
Our 2019 review identified a number of areas
for improvement in the way that the Board
operated. We took a number of actions during
the second half of 2019 and throughout
2020 to address the areas identified, which
contributed to improved effectiveness despite
the challenges posed by Covid-19 and the
uncertain geopolitical environment.
We took the decision to once again invite
Dr Tracy Long, the independent board
evaluator, to facilitate our 2020 review, provide
assurance on the progress made, and identify
any areas where further action was required.
Further details of the process, findings and
recommendations from the 2020 review can
be found on page 211.
Subsidiary governance
During the year, the Board requested
the Group Company Secretary and Chief
Governance Officer to undertake a review of
subsidiary governance, including a review of
the composition of the principal subsidiary
boards. Following this exercise, principal
subsidiaries will report to the Nomination &
Corporate Governance Committee during
2021 on their future board compositions and
succession plans to help ensure that they have
effective and diverse skill sets that are aligned
with our future strategy. Further details
are set out in the Nomination & Corporate
Governance Committee report on page 213.
issues, as well as training to provide the Board
with insight and an understanding of the
developing landscape and stakeholder
expectations.
We enhanced our subsidiary accountability
framework, which applies to all subsidiaries
within the Group, by supplementing this with
clear principles and provisions. The refreshed
framework builds on the progress made to
enhance Group standards with the aim of
achieving world-class governance across
all our subsidiaries.
We strengthened connectivity between
the HSBC Holdings Board and principal
subsidiaries by increasing the frequency of the
Chairman’s Forum meetings. These monthly
meetings – which I chair – are attended by the
chairs of the Holdings Board committees and
the chairs of the principal subsidiaries’ boards.
Given the significant uncertainty and
challenges that the Group, the industry and
wider society encountered in 2020, these
more frequent meetings proved hugely
beneficial in identifying and navigating the
challenges facing the Group globally.
Purpose and values
As we developed our purpose and values, the
Board undertook significant engagement with
key stakeholders. Their input was important
and influenced the outcome. It is critical that
the values and associated behaviours are
embedded across the Group. Senior
management’s success in embedding the
purpose and values will be overseen by the
Board. The Board and the Group Executive
Committee set the tone from the top by
adopting these refreshed values, which will
inform the Board’s engagement practices
and help facilitate an open and collaborative
relationship with its stakeholders. The
boardroom guidelines, which set out the
ways of working between the Board and
management and which were implemented
in 2020, also support the engagement
between the Board and management.
Further details of the Board’s consideration
when developing the purpose and values
can be found in our section 172 statement
on page 24.
Climate commitments
Environmental, social and governance (‘ESG’)
issues have been an area of significant Board
focus during 2020. This has been in the form
of formal consideration of our strategy and
ambitions in relation to ESG and climate
Recognising the importance of these matters
to our stakeholders, investors and customers,
the Board was pleased to announce our
updated climate ambition in October 2020.
Further information is provided on pages 24
and 44.
Workforce engagement
Members of the Board and subsidiary boards
engaged actively with our employees during
2020 in line with the requirements of the 2018
UK Corporate Governance Code in relation to
workforce engagement.
Despite travel restrictions, all of the non-
executive Directors engaged directly with
members of the workforce across our global
business lines, and through our employee
resource groups. This has provided great
insight into the views of the wider workforce
and gave valuable context for the Directors
in informing their discussions at the Board.
Further details of our workforce engagement
practices during 2020 can be found on
page 210.
Looking ahead
I am pleased with the progress that the Board
and broader Group have made in enhancing
our governance practices during 2020.
Governance improvements will remain an area
of focus for the Board and its subsidiaries in
the years ahead as the Group aims to achieve
its ambition of operating with world-class
governance.
As a result of the Covid-19 outbreak, we
have had to adjust how we engage with our
shareholders and other stakeholders, with
in-person meetings substituted for virtual
meetings where necessary. Despite this, we
continued to engage fully with institutional
investors. With encouraging news regarding
successful vaccines, I look forward to
resuming in-person engagement practices
with our stakeholders when safe to do so.
Mark E Tucker
Group Chairman
23 February 2021
197
Corporate governanceHSBC Holdings plc Annual Report and Accounts 2020
Report of the Directors | Corporate governance report
The Board
The Board aims to promote the Group’s long-term
success, deliver sustainable value to shareholders
and promote a culture of openness and debate.
Chairman and executive Directors
Mark E Tucker (63)
Group Chairman
Appointed to the Board: September 2017
Group Chairman since: October 2017
Noel Quinn (59)
Group Chief Executive
Appointed to the Board: August 2019
Group Chief Executive since: March 2020
Skills and experience: With over 30 years’
experience in financial services in Asia and the
UK, Mark has a deep understanding of the industry
and the markets in which we operate.
Career: Mark was previously Group Chief Executive
and President of AIA Group Limited (‘AIA’). Prior to
joining AIA, he held various senior management
roles with Prudential plc, including as Group Chief
Executive for four years. He served on Prudential’s
Board for 10 years.
Mark previously served as non-executive Director of
the Court of The Bank of England, as an independent
non-executive Director of Goldman Sachs Group and
as Group Finance Director of HBOS plc.
External appointments:
– Chair of TheCityUK
– Non-executive Chairman of Discovery Limited
– Member of Build Back Better Council
– Supporting Chair of Chapter Zero
Skills and experience: Noel has more than 30
years’ banking and financial services experience,
both in the UK and Asia, with over 28 years at HSBC.
Career: Noel was formally named Group Chief
Executive in March 2020, having held the role on an
interim basis since August 2019. He has held various
management roles across HSBC since joining in
1992. He was most recently Chief Executive Officer
of Global Commercial Banking, having been
appointed to the role in December 2015 and as a
Group Managing Director in September 2016. Noel
joined Forward Trust Group, a subsidiary of Midland
Bank, in 1987 and joined HSBC in 1992 when the
Group acquired Midland Bank.
External appointments:
– Chair of the Financial Services Task Force of the
Ewen Stevenson (54)
Group Chief Financial Officer
Appointed to the Board: January 2019
Skills and experience: Ewen has over 25 years’
experience in the banking industry, both as an
adviser to major banks and as an executive of
large financial institutions. In addition to his existing
leadership responsibilities for Group Finance,
Ewen assumed responsibility for the oversight
of the Group's transformation programme in
February 2021 and will assume responsibility
for the Group’s mergers and acquisitions activities
in April 2021.
Career: Ewen was Chief Financial Officer of
Royal Bank of Scotland Group plc from 2014
to 2018. Prior to this, Ewen spent 25 years with
Credit Suisse, where his last role was co-Head
of the EMEA Investment Banking Division
and co-Head of the Global Financial
Institutions Group.
Sustainable Market Initiative
External appointments: None
Board committee membership key
Committee Chair
Group Audit Committee
Group Risk Committee
Group Remuneration Committee
Nomination & Corporate Governance Committee
For full biographical details of our Board members, see
www.hsbc.com/who-we-are/leadership.
198
HSBC Holdings plc Annual Report and Accounts 2020 Independent non-executive Directors
Laura Cha, GBM (71)
Independent non-executive Director
Appointed to the Board: March 2011
Henri de Castries (66)
Independent non-executive Director
Appointed to the Board: March 2016
James Forese (58)
Independent non-executive Director
Appointed to the Board: May 2020
Steven Guggenheimer (55)
Independent non-executive Director
Appointed to the Board: May 2020
Skills and experience: Laura
has extensive regulatory and
policymaking experience in the
finance and securities sector in
Hong Kong and mainland China.
Skills and experience: Henri has
more than 25 years’ international
experience in the financial services
industry, working in global insurance
and asset management.
Career: Laura was formerly Vice
Chairman of the China Securities
Regulatory Commission, becoming
the first person outside mainland
China to join the Central Government
of the People’s Republic of China at
Vice-Ministerial level. The Hong Kong
Government awarded her the Grand
Bauhinia Medal for public service.
She has previously served
as non-executive Director of China
Telecom Corporation Limited, Bank
of Communications Co., Ltd, and
Tata Consultancy Services Limited.
External appointments:
– Chair of Hong Kong Exchanges
and Clearing Limited
– Non-executive Chair of The
Hongkong and Shanghai Banking
Corporation Limited
– Non-executive Director of
The London Metal Exchange
– Non-executive Director of
Unilever PLC
Career: Henri joined AXA S.A. in
1989 and held a number of senior
roles, including Chief Executive Officer
from 2000. In 2010, he was appointed
Chairman and Chief Executive, before
stepping down in 2016.
He has previously worked for the
French Finance Ministry Inspection
Office and the French Treasury
Department.
External appointments:
– Special Adviser to General Atlantic
– Chairman of Institut Montaigne
– Vice Chairman of Nestlé S.A.
– Non-executive Director of the French
National Foundation for Political
Science
– Member of the Global Advisory
Council at LeapFrog Investments
– Senior Independent non-executive
Director of Stellantis NV
Skills and experience: James has
over 30 years’ international business
and management experience in the
finance industry.
Career: James formerly served as
President of Citigroup. He began his
career in securities trading with
Salomon Brothers, one of Citigroup’s
predecessor companies, in 1985. In
addition to his most recent role as
President and Chief Executive Officer
of Citigroup’s Institutional Clients
Group, he has been Chief Executive of
its Securities and Banking division and
head of its Global Markets business.
On 1 January 2021, he became a
non-executive Director of HSBC North
America Holdings Inc.
External appointments:
– Non-executive Chairman of Global
Bamboo Technologies
– Trustee of Colby College
Skills and experience: Steven is an
experienced technology executive
with a strong track record of advising
businesses on digital transformation.
He brings extensive insight into
technologies ranging from artificial
intelligence to Cloud computing.
Career: Steven has more than
25 years’ experience at Microsoft,
where he has held a variety of senior
leadership roles. These include:
Corporate Vice President for AI
Business; Corporate Vice President
of AI and ISV Engagement; Chief
Evangelist; and Corporate Vice
President, Original Equipment
Manufacturer.
External appointments:
– Non-executive Director of Forrit
Technologies Limited
– Advisor to Tensility Venture Fund
– Advisory Board Member of 5G
Open Innovation Lab
199
Corporate governanceHSBC Holdings plc Annual Report and Accounts 2020
Report of the Directors | Corporate governance report
Independent non-executive Directors
Irene Lee (67)
Independent non-executive Director
Appointed to the Board: July 2015
Skills and experience: Irene has
more than 40 years’ experience
in the finance industry, having held
senior investment banking and fund
management roles in the UK, the
US and Australia.
Dr José Antonio Meade Kuribreña
(51)
Independent non-executive Director
Appointed to the Board: March 2019
Skills and experience: José has
extensive experience across a number
of industries, including in public
administration, banking, financial
policy and foreign affairs.
Career: Irene held senior positions at
Citibank, the Commonwealth Bank of
Australia and SealCorp Holdings
Limited.
Other past appointments include
being a member of the Advisory
Council for J.P. Morgan Australia,
a member of the Australian
Government Takeovers Panel and a
non-executive Director of Cathay
Pacific Airways Limited.
External appointments:
– Executive Chair of Hysan
Development Company Limited
– Non-executive Director of The
Hongkong and Shanghai Banking
Corporation Limited
– Non-executive Director of Hang
Seng Bank Limited
– Member of the Exchange Fund
Advisory Committee of the Hong
Kong Monetary Authority.
– Chair of Hang Seng Bank Limited
(from the conclusion of its 2021
AGM)
Career: Between 2011 and 2017,
José held Cabinet-level positions
in the federal government of Mexico,
including as Secretary of Finance
and Public Credit, Secretary of Social
Development, Secretary of Foreign
Affairs and Secretary of Energy. Prior
to his appointment to the Cabinet, he
served as Undersecretary and as
Chief of Staff in the Ministry of
Finance and Public Credit.
José is also a former Director General
of Banking and Savings at the Ministry
of Finance and Public Credit and
served as Chief Executive Officer of
the National Bank for Rural Credit.
External appointments:
– Commissioner and Board Member
of the Global Commission on
Adaptation
– Non-executive Director of Alfa
S.A.B. de C.V.
Heidi Miller (67)
Independent non-executive Director
Appointed to the Board: September 2014
Eileen Murray (62)
Independent non-executive Director
Appointed to the Board: July 2020
Skills and experience: Heidi
has more than 30 years’ senior
management experience in
international banking and finance.
Career: Heidi was President of
International at J.P. Morgan Chase &
Co. between 2010 and 2012 where
she led the bank’s global expansion
and international business strategy
across the investment bank, asset
management, and treasury and
securities services divisions.
Previously, she ran the treasury
and securities services division
for six years.
Other past roles included Chief
Financial Officer of Bank One
Corporation and Senior Executive Vice
President of Priceline.com Inc.
She has previously served in
non-executive Director roles for
General Mills Inc., Merck & Co Inc.
and Progressive Corp. She was also a
trustee of the International Financial
Reporting Standards Foundation. She
is currently Chair of HSBC North
America Holdings Inc.
External appointments:
– Non-executive Director of Fiserv Inc.
– Chair of the Audit Committee of
Fiserv, Inc.
Skills and experience: Eileen is
an accomplished executive with
extensive knowledge in financial
technology and corporate strategy from
a career spanning more than 40 years.
Career: Eileen most recently served
as co-Chief Executive Officer of
Bridgewater Associates, LP. Prior to
joining Bridgewater, she was Chief
Executive Officer for Investment Risk
Management LLC and President and
co-Chief Executive Officer of Duff
Capital Advisors.
She started her professional career in
1984 at Morgan Stanley, where she
held several senior positions including
Controller, Treasurer, and Global Head
of Technology and Operations, as well
as Chief Operating Officer for its
Institutional Securities Group. From
2002 to 2005, she was Head of Global
Technology, Operations and Product
Control at Credit Suisse and served on
its management and executive board.
External appointments:
– Chair of the Financial Industry
Regulatory Authority
– Non-executive Director of Compass
– Non-executive Director of Guardian
Life Insurance Company of America
– Director of HumanityCorp
– Non-executive Director of Atlas
Crest Investment Corp.
200
HSBC Holdings plc Annual Report and Accounts 2020
David Nish (60)
Independent non-executive Director
Appointed to the Board: May 2016
Senior Independent non-executive
Director since February 2020
Skills and experience: David has
substantial international experience
of financial services, corporate
governance, financial accounting
and operational transformation.
Career: David served as Group Chief
Executive Officer of Standard Life plc
between 2010 and 2015, having joined
the company in 2006 as Group
Finance Director. He is also a former
Group Finance Director of Scottish
Power plc and was a partner at Price
Waterhouse.
David has also previously served as a
non-executive Director of HDFC Life
(India), Northern Foods plc, London
Stock Exchange Group plc, the UK
Green Investment Bank plc and Zurich
Insurance Group.
External appointments:
– Non-executive Director of Vodafone
Group plc
Jackson Tai (70)
Independent non-executive Director
Appointed to the Board: September 2016
Skills and experience: Jackson
has significant experience as a
non-executive Director, having held
senior operating and governance
roles across Asia, North America
and Europe.
Career: Jackson was Vice Chairman
and Chief Executive Officer of DBS
Group and DBS Bank Ltd. between
2002 and 2007, having served as Chief
Financial Officer and then as President
and Chief Operating Officer. He was
previously a managing director and
senior officer for Asia-Pacific, and
executive director and Head of Japan
Capital Markets in the investment
banking division of J.P. Morgan & Co.
Incorporated, where he worked for
25 years.
Other former appointments include
non-executive Director of Canada
Pension Plan Investment Board, Royal
Philips N.V., Bank of China Limited,
Singapore Airlines, NYSE Euronext,
ING Groep N.V., CapitaLand Ltd,
SingTel Ltd. and Jones Lang LaSalle
Inc. He also served as Vice Chairman
of Islamic Bank of Asia.
External appointments:
– Non-executive Director of Eli Lilly
and Company
– Non-executive Director of
MasterCard Incorporated
Pauline van der Meer Mohr (61)
Independent non-executive Director
Appointed to the Board: September 2015
Skills and experience: Pauline has
extensive legal, corporate governance
and human resources experience
across a number of different sectors.
Career: Pauline served on the
Supervisory Board of ASML Holding
N.V. between 2009 and 2018. She
was formerly President of Erasmus
University Rotterdam, a member of
the Dutch Banking Code Monitoring
Committee and a Senior Vice
President and Head of Group Human
Resources Director at ABN AMRO
Bank N.V. and TNT N.V. She also held
various executive roles at the Royal
Dutch Shell Group.
External appointments:
– Chair of the Dutch Corporate
Governance Code Monitoring
Committee
– Chair of the Supervisory Board
of EY Netherlands
– Deputy Chair of the Supervisory
Board of Royal DSM N.V.
– Member of the Selection and
Nomination Committee of the
Supreme Court of the Netherlands
– Member of the Capital Markets
Committee of the Dutch Authority
for Financial Markets
– Non-executive Director of Viatris,
Inc.
Aileen Taylor (48)
Group Company Secretary and
Chief Governance Officer
Appointed: November 2019
Skills and experience: Aileen
has significant governance and
regulatory experience across
various roles in the banking
industry. She is a solicitor and a
member of the European Corporate
Governance Council, the GC100 and
the Financial Conduct Authority’s
Listing Authority Advisory Panel.
Career: Aileen spent 19 years at
the Royal Bank of Scotland Group,
having held various legal, risk
and compliance roles. She was
appointed Group Secretary in
2010 and was most recently
Chief Governance Officer and
Board Counsel.
Former Directors who served
for part of the year
Sir Jonathan Symonds
Sir Jonathan Symonds retired from the
Board on 18 February 2020.
Kathleen Casey
Kathleen Casey retired from the Board
on 24 April 2020.
For full biographical details of our Board members,
see www.hsbc.com/who-we-are/leadership.
201
Corporate governanceHSBC Holdings plc Annual Report and Accounts 2020
Report of the Directors | Corporate governance report
Senior management
Senior management, which includes the Group Executive
Committee, supports the Group Chief Executive in the day-to-day
management of the business and the implementation of strategy.
Elaine Arden (52)
Group Chief Human
Resources Officer
Colin Bell (53)
Chief Executive Officer,
HSBC Bank plc and HSBC Europe
Jonathan Calvert-Davies (52)
Group Head of Audit
Georges Elhedery (46)
Co-Chief Executive Officer,
Global Banking and Markets
Elaine joined HSBC as Group Chief
Human Resources Officer in June
2017. She was previously at the Royal
Bank of Scotland Group, where she
was Group Human Resources
Director. She has held senior human
resources and employee relations
roles in a number of other financial
institutions, including Clydesdale Bank
and Direct Line Group. Elaine is a
member of the Chartered Institute of
Personnel and Development and a
fellow of the Chartered Banker
Institute.
Colin joined HSBC in July 2016 and
was appointed Chief Executive Officer,
HSBC Bank plc and HSBC Europe on
22 February 2021. He previously held
the role of Group Chief Compliance
Officer, and also led the Group
transformation oversight programme.
Colin previously worked at UBS, which
he joined in 2007, where he was the
Global Head of Compliance and
Operational Risk Control. Colin joined
the British Army in 1990 and he served
for 16 years in a variety of command
and staff roles and completed the
Joint Services Command and Staff
College in 2001.
Jonathan joined HSBC as Group Head
of Audit in October 2019 and is a
standing attendee of the Group
Executive Committee. He has 30 years
of experience providing assurance,
audit and advisory services to the
banking and securities industries in
the UK, the US and Europe. Prior to
joining HSBC, he led KPMG’s financial
services internal audit services
practice. His previous roles include
leading PwC’s UK internal audit
services practice. He also served as
interim Group Head of Internal Audit at
the Royal Bank of Scotland Group.
Georges joined HSBC in 2005 and was
appointed as co-Chief Executive
Officer of Global Banking and Markets
in March 2020. He is also head of the
Markets and Securities Services
division of the business. Georges
previously served as Chief Executive
Officer for HSBC, Middle East, North
Africa and Turkey and Head of Global
Markets; Head of Global Banking and
Markets, MENA; and Regional Head of
Global Markets, MENA.
Kirsty Everett (44)
Interim Group Chief Compliance
Officer
Greg Guyett (57)
Co-Chief Executive Officer,
Global Banking and Markets
John Hinshaw (50)
Group Chief Operating Officer
Bob Hoyt (56)
Group Chief Legal Officer
Kirsty was appointed as Interim
Group Chief Compliance Officer
on 22 February 2021. She took on
this role in addition to her existing
responsibilities as the Global Chief
Operating Officer for the Compliance
function. She joined HSBC in March
2019 as the Chief of Staff and Head of
Digital Transformation for Compliance.
Prior to joining HSBC, Kirsty was the
designated Chief Compliance Officer,
Head of Conduct Risk and Operational
Risk, Head of Monitoring and
Oversight at UBS, having originally
joined from Deloitte in 2012.
Greg joined HSBC in October 2018 as
Head of Global Banking and became
co-Chief Executive Officer of Global
Banking and Markets in March 2020.
Prior to joining HSBC, he was
President and Chief Operating Officer
of East West Bank. Greg began his
career as an investment banker at J.P.
Morgan, where positions included:
Chief Executive Officer for Greater
China; Chief Executive Officer, Global
Corporate Bank; Head of Investment
Banking for Asia-Pacific; and Co-Head
of Banking Asia-Pacific.
John became Group Chief Operating
Officer in February 2020, having joined
HSBC in December 2019. John has an
extensive background in transforming
organisations across a range of
industries. Most recently, he served as
Executive Vice President of Hewlett
Packard and Hewlett Packard
Enterprise, where he managed
technology and operations and was
Chief Customer Officer. He also held
senior roles at Boeing and Verizon and
served on the Board of Directors of
BNY Mellon.
Bob joined HSBC as Group Chief Legal
Officer in January 2021. He was most
recently Group General Counsel at
Barclays from 2013 to 2020. Prior to
that he was General Counsel and Chief
Regulatory Affairs Officer for The PNC
Financial Services Group. Bob has
served as General Counsel to the US
Department of the Treasury under
Secretary Paulson, and as Special
Assistant and Associate Counsel to
the White House under President
George W. Bush.
202
HSBC Holdings plc Annual Report and Accounts 2020 Nuno Matos (53)
Chief Executive Officer,
Wealth and Personal Banking
Stephen Moss (54)
Regional Chief Executive
Barry O’Byrne (45)
Chief Executive Officer,
Global Commercial Banking
Pam Kaur (57)
Group Chief Risk Officer
Pam was appointed Group Chief Risk
Officer in January 2020, having joined
HSBC in 2013. She was previously
Head of Wholesale Market and Credit
Risk and Chair of the enterprise-wide
non-financial risk forum. Pam has also
served as Group Head of Internal
Audit and held a variety of audit and
compliance roles at banks, including
Deutsche Bank, RBS, Lloyds TSB and
Citigroup. She serves as a non-
executive Director of Centrica plc.
Nuno joined HSBC in 2015 and was
appointed Chief Executive Officer of
Wealth and Personal Banking on 22
February 2021. He was previously the
Chief Executive Officer of HSBC Bank
plc and HSBC Europe, a role he held
from March 2020. He has also served
as Chief Executive Officer of HSBC
Mexico, and as regional head of Retail
Banking and Wealth Management in
Latin America. Prior to joining HSBC,
he held senior positions at
Santander Group.
Stephen joined HSBC in 1992. He was
named Regional Chief Executive in
March 2020, with responsibility for
overseeing the Group's businesses in
Europe (apart from HSBC UK); the
Middle East, North Africa and Turkey
(‘MENAT’); Latin America; and Canada.
He previously held the role of Chief of
Staff to the Group Chief Executive and
oversaw the Group’s mergers and
acquisitions and strategy and planning
activities. Stephen will be appointed as
CEO, MENAT, in April 2021 subject to
regulatory approval. Stephen is a
non-executive Director of The Saudi
British Bank, HSBC Bank Middle East
Limited, HSBC Middle East Holdings
B.V, HSBC Latin America Holdings
(UK) Limited and HSBC Bank Canada.
Michael Roberts (60)
President and Chief Executive
Officer, HSBC USA
Michael joined HSBC in October 2019.
He is an executive Director, President
and CEO of HSBC North America
Holdings Inc. He also serves as
Chairman of HSBC Bank USA, N.A.
and HSBC USA Inc. Michael will
assume executive responsibility for the
Group’s Canadian and Latin American
businesses, in addition to his existing
responsibilities in relation to the US.
His expanded role as CEO, US and
Americas will take effect from April
2021. Previously, he spent 33 years
at Citigroup in a number of senior
leadership roles, most recently as
Global Head of Corporate Banking
and Capital Management and Chief
Lending Officer of Citibank N.A.
John David Stuart
(known as Ian Stuart) (57)
Chief Executive Officer,
HSBC UK Bank plc
Ian has been Chief Executive Officer
of HSBC UK Bank plc since April 2017
and has worked in financial services
for over four decades. He joined HSBC
as Head of Commercial Banking
Europe in 2014, having previously led
the corporate and business banking
businesses at Barclays and NatWest.
He started his career at Bank of
Scotland. Ian is a business
ambassador for Meningitis Now
and a member of the Economic
Crime Strategic Board.
Peter Wong (69)
Deputy Chairman and
Chief Executive Officer,
The Hongkong and Shanghai
Banking Corporation Limited
Peter joined HSBC in 2005 and is
Chairman and non-executive Director
of HSBC Bank (China) Company
Limited, and a non-executive Director
of Hang Seng Bank Limited. Other
appointments include Council Member
of Hong Kong Trade Development
Council, a member of its Belt and Road
Committee; and Chairman of the Hong
Kong General Chamber of Commerce.
Barry joined HSBC in April 2017 and
was appointed Chief Executive of
Global Commercial Banking in
February 2020, having served in the
role on an interim basis since August
2019. He was previously Chief
Operating Officer for Global
Commercial Banking. Prior to joining
HSBC, Barry worked at GE Capital for
19 years in a number of senior
leadership roles, including as CEO,
GE Capital International and in CEO
positions in Italy, France and the UK.
Additional members of the
Group Executive Committee
Noel Quinn
Ewen Stevenson
Aileen Taylor
Biographies are provided on pages
198 and 201.
203
Corporate governanceHSBC Holdings plc Annual Report and Accounts 2020
Report of the Directors | Corporate governance report
How we are governed
We are committed to high standards of corporate governance. The
Group has a comprehensive range of policies and procedures in
place designed to ensure that it is well managed, with effective
oversight and controls. We comply with the provisions of the UK
Corporate Governance Code and the applicable requirements of
the Hong Kong Corporate Governance Code.
Board’s role, Directors’ responsibilities and
attendance
The Board, led by the Group Chairman, is responsible among other
matters for:
• promoting the Group’s long-term success and delivering
sustainable value to shareholders;
• establishing and approving the Group’s strategy and objectives
and monitoring the alignment of the Group’s purpose, strategy
and values with the desired culture;
Group. For further details of how the Board engages with the
workforce, see page 210.
How Board governance was adapted for Covid-19
The Board oversaw the implementation of various governance
changes introduced in response to the Covid-19 outbreak. Board
and committee agendas were tailored to focus on key priorities
taking into account the need to hold most meetings via
videoconference. The challenges that arose from communicating
across three time zones were navigated by remaining agile in
meeting arrangements and through increased frequency of
communications during the year.
In addition to substantially increasing the frequency of Board and
executive committee meetings, the following changes were
implemented to improve connectivity, and provide an
understanding of the challenges and priorities of the
management team as it led the organisation through the crisis:
• The Group Chairman introduced a weekly Board update note.
• Management produced a weekly Board report on its response
• setting the Group’s risk appetite and monitoring the Group’s
to the Covid-19 outbreak.
risk profile;
• approving and monitoring capital and operating plans for
achieving strategic objectives; and
• approving material transactions.
The Board's terms of reference are available on our website at
www.hsbc.com/who-we-are/leadership-and-governance/board-
responsibilities.
The Board's powers are subject to relevant laws, regulations and
HSBC’s articles of association.
The role of the independent non-executive Directors is to support
the development of proposals on strategy, hold management to
account and ensure the executive Directors are discharging their
responsibilities properly, while creating the right culture to
encourage constructive challenge. Non-executive Directors also
review the performance of management in meeting agreed goals
and objectives. The Group Chairman meets with the non-executive
Directors without the executive Directors in attendance after
Board meetings and otherwise, as necessary.
The roles of Group Chairman and Group Chief Executive are
separate. There is a clear division of responsibilities between the
leadership of the Board by the Group Chairman, and the executive
responsibility for day-to-day management of HSBC’s business,
which is undertaken by the Group Chief Executive.
The majority of Board members are independent non-executive
Directors. At 31 December 2020, the Board comprised the Group
Chairman, 11 non-executive Directors, and two executive
Directors who are the Group Chief Executive and the Group Chief
Financial Officer. With effect from 1 January 2020, the role of the
Group Chief Risk Officer ceased to be a member of the Board.
For further details of the Board’s career background, skills,
experience and external appointments, see pages 198 to 201.
Operation of the Board
The Board is ordinarily scheduled to meet at least seven times a
year. In 2020, due to the Covid-19 outbreak, the Board held 17
meetings. The Board agenda is agreed by the Group Chairman,
working with the Group Company Secretary and Chief Governance
Officer and the Group Chief Executive. For more information, see
the section on 'Board activities during 2020' on page 209.
The Group Chief Risk Officer and Group Chief Legal Officer are
regular attendees at Board meetings, and other senior executives
attend as required.
Outside of Board meetings, the Board Oversight Sub-Group,
established by the Group Chairman, meets in advance of each
Board meeting as an informal mechanism for a smaller group of
Board members and management to discuss emerging issues.
This group provides regular opportunities for members of the
Board to communicate with senior management to deepen
understanding of, and provide input into, key issues facing the
204 HSBC Holdings plc Annual Report and Accounts 2020
• A Board Oversight Sub-Group was set up to provide guidance
to the executive team on emerging issues.
• The chairs of our principal subsidiaries and the chairs of the
Group's Board committees attended the Group Chairman’s
Forum each month.
Technology governance
In light of the increasingly significant role of technology in the
Group’s strategy, operations and growth prospects, in January
2021 the Board approved the establishment of a Technology
Governance Working Group for a period of 12 months.
The working group has been tasked with developing
recommendations to strengthen the Board’s oversight of
technology strategy, governance and emerging risks and
enhance connectivity with the principal subsidiaries.
The working group will be jointly chaired by Eileen Murray and
Steven Guggenheimer, given their expertise and experience in
this area. Jackson Tai, the Group Risk Committee Chair, will be a
member, along with other non-executive Directors to be
nominated by each of our US, UK, European and Asian principal
subsidiaries. The co-Chairs will each receive fees in respect of
their leadership of the working group over the next 12 months.
Details of these fees can be found on page 238.
Key IT and business staff will attend the Technology Governance
Working Group to provide insights on key technology issues
across the Group allowing the working group to make
recommendations for enhanced Board oversight of technology.
The total time commitment expected of the co-chairs will be up
to 30 days, reflective of the complexity and profile of the subject
matter.
Board engagement with shareholders
In 2020, the Group Chairman, Senior Independent Director and
the Group Company Secretary and Chief Governance Officer
engaged with a number of our large institutional investors in over
20 meetings, primarily ahead of the 2020 AGM. Topics that were
raised included geopolitical tensions, primarily relating to Hong
Kong, mainland China, the US and the UK, as well as Board
composition, changes to the Group Executive Committee, our
climate policy and the impact of the Covid-19 outbreak on the
Group, its employees, customers and communities.
The Group Remuneration Committee Chair also engaged with
key investors and proxy advisory firms on our remuneration
approach in respect of the 2020 performance year. During such
engagements, the Group Remuneration Committee Chair kept
investors informed on other matters including the Group’s
response to the Covid-19 outbreak and the Group Chief
Executive's and Group Chief Financial Officer's salary sacrifice
and charitable donations.
Board roles, responsibilities and attendance
At 31 December 2020, the Board comprised the Group Chairman, 11 non-executive Directors and two executive Directors. The table
below sets out their roles, responsibilities and attendance at Board meetings. For a full description of responsibilities see
www.hsbc.com/who-we-are/leadership-and-governance/board-responsibilities.
Roles
Group Chairman
Mark E Tucker1,2
Executive Director
Group Chief Executive
Noel Quinn2
Executive Director
Chief Financial Officer
Ewen Stevenson2
Board
attendance
in 2020
Responsibilities
17/17
• Provides effective leadership of the Board and promotes the highest standards of corporate governance
practices.
• Leads the Board in providing strong strategic oversight and setting the Board’s agenda, culture and
values.
• Leads the Board in challenging management’s thinking and proposals, and foster open and constructive
debate among Directors.
• Maintains external relationships with key stakeholders and communicates investors' views to the Board.
• Evaluates the performance of the Board, Committees, non-executive Directors and Group Chief
Executive.
17/17
• Leads and directs the implementation of the Group’s business strategy, embedding the organisation’s
culture and values.
• Leads the Group Executive Committee with responsibility for the day-to-day operations of the Group,
under authority delegated to him from the Board.
• Maintains relationships with key stakeholders including the Group Chairman and the Board.
17/17
• Supports the Group Chief Executive in developing and implementing the Group strategy and
recommends the annual budget and long-term strategic and financial plan.
17/17
17/17
17/17
12/12
12/12
17/17
17/17
16/17
5/7
17/17
17/17
5/5
2/2
Non-executive Directors
Senior Independent
Director
David Nish2,3
Laura Cha3
Henri de Castries3
James Forese3
Steven Guggenheimer3
Irene Lee3
Dr José Antonio Meade
Kuribreña3
Heidi Miller3,4
Eileen Murray3,4
Jackson Tai3
Pauline van der Meer Mohr3
Kathleen Casey3
Sir Jonathan Symonds3
Group Company Secretary
and Chief Governance
Officer
Aileen Taylor
• Leads the Finance function and is responsible for effective financial reporting, including the
effectiveness of the processes and controls, to ensure the financial control framework is robust and fit
for purpose.
• Maintains relationships with key stakeholders including shareholders.
• Supports the Group Chairman, acting as intermediary for non-executive Directors when necessary.
• Leads the non-executive Directors in the oversight of the Group Chairman, supporting the clear division
of responsibility between the Group Chairman and the Group Chief Executive.
• Listens to shareholders' views if they have concerns that cannot be resolved through the normal
channels.
• Develop and approve the Group strategy.
• Challenge and oversee the performance of management.
• Approve the Group’s risk appetite and review risk profile and performance.
• Maintains strong and consistent governance practices at Board level and throughout the Group.
• Supports the Group Chairman in ensuring effective functioning of the Board and its committees, and
transparent engagement between senior management and non-executive Directors.
• Facilitates induction and professional development of non-executive Directors.
• Advises and supports the Board and management in ensuring effective end-to-end governance and
decision making across the Group.
1 The non-executive Group Chairman was considered to be independent on appointment.
2 Mark Tucker, David Nish, Noel Quinn and Ewen Stevenson attended the AGM on 24 April 2020. As a consequence of the UK Government's
Covid-19 guidance and prohibitions at the time of the AGM, only a limited number of Directors and essential personnel attended the AGM to
ensure a quorum was present and to conduct the business of the meeting.
Independent non-executive Director. All of the non-executive Directors are considered to be independent of HSBC. There are no relationships or
circumstances that are likely to affect any individual non-executive Director’s judgement. All non-executive Directors have confirmed their
independence during the year. Kathleen Casey and Sir Jonathan Symonds retired from the Board on 24 April 2020 and 18 February 2020
respectively.
3
4 Eileen Murray was unable to attend two Board meetings owing to prior commitments made before her appointment to the Board. Heidi Miller
was unable to attend one Board meeting that was arranged at short notice owing to a pre-scheduled external commitment.
HSBC Holdings plc Annual Report and Accounts 2020 205
Corporate governance
Report of the Directors | Corporate governance report
Board induction and training
The Group Company Secretary and Chief Governance Officer
works with the Group Chairman to oversee appropriate induction
and ongoing training programmes for the Board. On appointment,
new Board members are provided with tailored, comprehensive
induction programmes to fit with their individual experiences and
needs, including the process for dealing with conflicts.
The structure of the induction allows a Board member to
contribute meaningfully from appointment. An early focus on
induction supports good information flows within the Board and
its committees and between senior management and non-
executive Directors, providing a better understanding of our
culture and way of operating. During 2020 we welcomed three
new non-executive Directors to our Board and also facilitated the
Group Chief Executive’s induction. For illustrations of the typical
induction modules, see the 'Directors' induction and ongoing
development in 2020' table on the following page.
Although there were constraints due to the Covid-19 outbreak,
virtual meetings enabled our new non-executive Directors to
engage with colleagues and key external personnel in a shorter
time period than would have been the case if meeting in person.
When it is safe to recommence Board travel to our global
locations, we will take opportunities to facilitate comprehensive
face-to-face engagement. These opportunities provide invaluable
insight and understanding of our business, customers, culture and
people.
Directors undertook routine training during 2020. They also
participated in 'deep dive' sessions into specific areas of the
Group’s strategic priorities, risk appetite and approach to
managing certain risks. These focused on areas such as:
technology and Cloud capability; climate change; financial crime;
shareholder activism; and business and governance. External
consultants, in conjunction with the Group Company Secretary
and Chief Governance Officer, provided specific training to
members of relevant boards and executive committees within
scope for the Senior Managers and Certification Regime. This
included practical examples of responsibility in decision making
and discussion of relevant case studies.
In addition, non-executive Directors discussed individual
development areas with the Group Chairman during performance
reviews and in conversations with the Group Company Secretary
and Chief Governance Officer. The Group Company Secretary and
Chief Governance Officer makes appropriate arrangements for any
additional training needs identified using internal resources, or
otherwise, at HSBC’s expense.
Between the induction and training programmes, the Directors’
understandings of key matters and risks for the business are
supported so that they provide effective, informed and insightful
challenge in their leadership and oversight roles.
Members of Board committees receive relevant training as
appropriate. Directors may take independent professional advice
at HSBC’s expense.
Board Directors who serve on principal subsidiary boards also
receive training relevant to those boards. Opportunities exist for
the principal subsidiary and principal subsidiary committee chairs
to share their understanding in specific areas with the Board
Directors.
'I was impressed with the smooth and thorough management
of my induction at a time when the Covid-19 outbreak was
otherwise creating confusion and uncertainty.
Shifting quickly to a remote, video-enabled process allowed
me to be introduced to other Board members and to meet a
wide range of senior executives from across the global
businesses, regions and functions in quick succession.
Conversations with management were informative and
comprehensive.
Where I had questions or wanted further conversations, the
team responded swiftly and engaged in additional sessions as
requested. Despite the lack of the usual in-person induction
meetings, the open culture at HSBC helped me to come up
the learning curve quickly and made me feel immediately
welcomed.'
James Forese
Non-executive Director
206 HSBC Holdings plc Annual Report and Accounts 2020
Directors’ induction and ongoing development in 2020
Director
Induction1
Kathleen Casey
Laura Cha
Henri de Castries
James Forese
Steven
Guggenheimer
Irene Lee
José Antonio
Meade Kuribreña
Heidi Miller
Eileen Murray
David Nish
Noel Quinn
Ewen Stevenson
Jackson Tai
Mark Tucker
Pauline van der
Meer Mohr
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briefings2
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Global mandatory
training5
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ARCC, Chairs and
Remco Forum
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1 The induction programme is delivered through formal briefings and introductory sessions with Board members, senior management, treasury
executives, legal counsel, auditors, brokers, tax advisers and regulators. Topics covered included: values, culture and leadership; governance and
stakeholder management; Directors’ legal and regulatory duties; anti-money laundering and anti-bribery; technical and business briefings; and
strategy.
2 Directors participated in business strategy, market development and business briefings, which are global, regional and/or market-specific.
Examples of specific sessions held in 2020 included 'Asia growth: build and strengthen in Hong Kong' and 'Strategic priority: growth of UK ring-
fenced bank'.
3 Directors received risk and control training. Examples of specific sessions held in 2020 included 'Governance of climate-related risk', 'Wholesale
and retail credit risk management', 'Forward-looking financial crime risk issues', ’Resolvability assessment framework’ and ‘Technology
terminology’.
4 All Directors received corporate governance training including ‘Senior Managers and Certification Regime’ and ‘Climate and sustainable finance’.
5 Global mandatory training, issued to all Directors, mirrored training undertaken by all employees, including senior management. These included
management of risk under the enterprise risk management framework, with a focus on operational risk; cyber risk and fraud; health, safety and
well-being; data privacy and the protection of data of our customers and colleagues; combating financial crime, including understanding money
laundering, sanctions, and bribery and corruption risks; and our values and conduct, including workplace harassment and speaking up.
Board committees
The Board delegates oversight of certain audit, risk, remuneration,
nomination and governance matters to its committees. Each
standing Board committee is chaired by a non-executive Board
member and has a remit to cover specific topics in accordance
with their respective terms of reference. Only independent non-
executive Directors are members of Board committees. Details of
the work carried out by each of the Board committees can be
found in the respective committee reports from page 213.
In addition, the Chairman’s Committee is convened to provide
flexibility for the Board to consider ad hoc Board and routine
matters between scheduled Board meetings. It meets with
attendees determined by the nature of the proposed business to
be discussed.
Board
Chairman’s
Committee
Group Audit
Committee
Group Risk
Committee
Group
Remuneration
Committee
Nomination &
Corporate
Governance
Committee
HSBC Holdings plc Annual Report and Accounts 2020 207
Corporate governance To strengthen accountability and information flow, each principal
subsidiary takes responsibility for the oversight of Group
companies in its region through the subsidiary accountability
framework. The guidance underpinning the framework principles
defines how we escalate and cascade information and procedures
between the Board, the principal subsidiary boards and their
respective committees.
During 2020, a subsidiary governance review was undertaken by
the Group Company Secretary and Chief Governance Officer to
consider the application of the framework by the principal
subsidiaries and certain material subsidiaries. This resulted in
recommended changes to both the subsidiary accountability
framework principles and their application. All relevant boards will
consider and implement any recommendations and actions arising
out of this review over the course of 2021. For further details of
the subsidiary governance review, see the Nomination &
Corporate Governance Committee report on page 213.
The Group Chairman interacts regularly with the chairs of the
principal subsidiaries, including through the Chairman’s Forum,
which brings together the chairs of the principal subsidiaries and
the chairs of the Group's audit, risk and remuneration committees
to discuss Group-wide and regional matters. From March 2020,
these meetings moved from twice a year to monthly, in response
to the complex and dynamic environment. The Group Chairman
hosted nine Chairman’s Forums, which were also attended by
relevant executive management, to cover sessions on strategy, the
economy, regulatory matters, cyber risk and resilience,
implementation of the subsidiary accountability framework and
corporate governance.
The chairs of each of the Group Audit Committee, Group Risk
Committee and Group Remuneration Committee also have regular
dialogues with the respective committees of the principal
subsidiaries to ensure an awareness and coordinated approach to
key issues. These interactions are reinforced through Audit and
Risk Committee Chairs' Forums, and the Remuneration Committee
Chairs' Forum, which are held several times a year. The chairs of
the principal subsidiaries’ committees are invited to attend the
relevant forums to raise and discuss current and future global
issues, including regulatory priorities in each of the regions.
Board members attend principal subsidiary meetings as guests
from time to time. Similarly, principal subsidiary directors are
invited to attend committee meetings at Group level, where
relevant.
Report of the Directors | Corporate governance report
Relationship between Board and senior management
The Board delegates day-to-day management of the business and
implementation of strategy to the Group Chief Executive. The
Group Chief Executive is supported in his day-to-day management
of the Group by recommendations and advice from the Group
Executive Committee ('GEC'), an executive forum that he chairs
comprising members of senior management.
The Directors are encouraged to have free and open contact with
management at all levels and full access to all relevant
information. Non-executive Directors are encouraged to visit local
business operations and meet local management when they
attend off-site Board meetings and when travelling for other
reasons, although this was not possible during 2020 due to the
Covid-19 outbreak.
Executive governance
The Group’s executive governance is underpinned by the Group
operating rhythm, which sets out the Board and executive
engagement schedule. This was refreshed for 2020 to facilitate
end-to-end governance flowing up from executive governance to
the Board.
The Group operating rhythm is characterised by three pillars:
i. The GEC normally meets every week to discuss current and
emerging issues. However, during 2020 it met much more
frequently as a result of Covid-19.
ii. On a monthly basis, the GEC reviews the performance of
global businesses, principal geographical areas and legal
entities. These performance reviews are supplemented by
quarterly performance management review meetings
between the Group Chief Executive and the Group Chief
Financial Officer and each of the chief executive officers of
the global businesses, principal geographical areas and legal
entities on an individual basis.
iii. The GEC holds a strategy and governance meeting two weeks
in advance of each Board meeting.
Separate committees have been established to provide specialist
oversight for matters delegated to the Group Chief Executive and
senior management, in keeping with their responsibilities under
the Senior Managers and Certification Regime. Some of these
separate committees are dedicated sub-committees of the GEC,
and some operate under individual accountability. These
committees support the Group Chief Executive and GEC
members in areas such as capital and liquidity, risk management,
disclosure and financial reporting, restructuring and investment
considerations, transformation programmes, people issues,
diversity and inclusion, and talent and development.
In addition to our regional company secretaries supporting our
principal subsidiaries, we have corporate governance officers
supporting our global lines of business, digital business services
and our larger global functions to assist in effective end-to-end
governance, consistency and connectivity across the Group.
Subsidiary governance
Subsidiaries are formally designated as principal subsidiaries by
approval of the Board.
The designated principal subsidiaries are:
Principal subsidiary
Oversight responsibility
The Hongkong and Shanghai
Banking Corporation Limited
HSBC Bank plc
HSBC UK Bank plc
HSBC Middle East Holdings BV
HSBC North America Holdings Inc.
HSBC Latin America Holdings (UK)
Limited
HSBC Bank Canada
Asia-Pacific
Europe, Bermuda (excluding
Switzerland and UK ring-fenced
activities)
UK ring-fenced bank and its
subsidiaries
Middle East
US
Mexico and Latin America
Canada
208 HSBC Holdings plc Annual Report and Accounts 2020
Board activities during 2020
During 2020, the Board focused on resetting the strategic
direction, supporting the Group Chief Executive and overseeing
performance and risk. It considered performance against financial
and other strategic objectives, key business challenges, emerging
risks, business development, investor relations and the Group’s
relationships with its stakeholders. The end-to-end governance
framework facilitated discussion on strategy and performance by
each of the global businesses and across the principal
geographical areas, which enabled the Board to support executive
management with its delivery of the Group’s strategy.
The Board's key areas of focus in 2020 are set out by theme
below.
Strategy and business performance
In February 2020, the Group’s strategic review and associated
transformation programme was announced. This aimed to reshape
underperforming businesses, simplify the organisation and reduce
costs, to position the Group to increase returns for investors,
create capacity for future investment and build a sustainable
platform for growth.
In contrast to 2019 when the Board held two dedicated strategy
sessions, given the evolving external landscape during 2020, the
Board engaged in ongoing dialogue with management throughout
the year to progress development of the Group strategy. As part of
the strategy review, the Board considered organic and inorganic
opportunities to grow and restructure the business, as well as
disposal options.
The Board announced its new climate statement with the Group's
ambition to align financed emissions to net zero by 2050 and
become net zero for its own operations and supply chain by 2030,
its aim to support clients on the road to a net zero carbon
economy and a focus on sustainable finance opportunities. For
further details of our new climate ambitions, see page 44.
The Board received external insights on topics such as the
economic implications of the Covid-19 outbreak and ongoing
geopolitical issues at regular intervals throughout the year.
Financial decisions
The Board approved key financial decisions throughout the year
and approved the Annual Report and Accounts 2019, the Interim
Report 2020 and the first quarter and the third quarter Earnings
Releases.
The Board approved the annual operating plan for 2020 at the start
of 2020 and since 31 December 2020 has approved the annual
operating plan for 2021. The Board monitored the Group's
performance against the approved 2020 annual operating plan, as
well as the operating plans of each of the global businesses. The
Board also approved the renewal of the debt issuance programme.
On 31 March 2020, HSBC announced that, in response to a
written request from the Bank of England through the UK's
Prudential Regulation Authority ('PRA'), the Board had cancelled
the fourth interim dividend for 2019. Similar requests were also
made to other UK incorporated banking groups. We also
announced that until the end of 2020 we would make no quarterly
or interim dividend payments or accruals in respect of ordinary
shares. For further details of the dividend cancellation, see page
256 and our section 172 statement on page 22.
In December 2020, the PRA announced a temporary approach to
shareholder distributions for 2020 in which it set out a framework
for Board decisions on dividends. After considering the
requirements of the temporary approach, on 23 February 2021 the
Board announced an interim dividend for 2020 of $0.15 per
ordinary share.
The Board has adopted a policy designed to provide sustainable
dividends going forward. We intend to transition towards a target
payout ratio of between 40% and 55% of reported earnings per
ordinary share (‘EPS’) for 2022 onwards, with the flexibility to
adjust EPS for non-cash significant items such as goodwill or
intangibles impairments. The Board believes this payout ratio
approach will allow for a good level of income to shareholders and
a progressive dividend, assuming good levels of economic and
earnings growth.
The Group will not be paying quarterly dividends during 2021 but
will consider whether to announce an interim dividend at the 2021
half-year results in August. The Group will review whether to
revert to paying quarterly dividends at or ahead of its 2021 results
announcement in February 2022. The 2020 interim dividend will be
paid in cash with no scrip alternative. The Group has decided to
discontinue the scrip dividend option as it is dilutive, including to
dividend per share progression over time.
The dividend policy could be supplemented by buy-backs or
special dividends, over time and not in the near term, should the
Group find itself in an excess capital position absent compelling
investment opportunities to deploy that excess.
Risk, regulatory and legal considerations
The Board, advised by the Group Risk Committee, promotes a
strong risk governance culture that shapes the Group’s risk
appetite and supports the maintenance of a strong risk
management framework, giving consideration to the
measurement, evaluation, acceptance and management of risks,
including emerging risks.
The Board considered the Group’s approach to risk including its
regulatory obligations. A number of key frameworks, control
documents, core processes and legal responsibilities were also
reviewed and approved as required. These included:
• the Group's risk appetite framework and risk appetite
statement;
• the individual liquidity adequacy assessment process;
• the individual capital adequacy assessment process;
• the Group’s obligations under the Modern Slavery Act and
approval of the Modern Slavery Act statement;
• stress testing and capabilities required to meet the PRA’s
resolvability assessment framework;
• the revised terms of reference for the Board and Board
committees; and
• delegations of authority.
The Board also reviewed and monitored the implications of
geopolitical developments during the year including US-China
relations and the trade talks between the UK and the EU following
the UK's departure, including no-deal contingency planning.
Technology
Throughout the year, the Board received regular updates on
technology from the Group Chief Operating Officer, including the
refreshed technology strategy and restructuring of the technology
leadership function.
The newly appointed non-executive Directors with deep
technology experience have worked in collaboration with the
Group Chief Operating Officer to enhance the governance of
technology.
The Board received technology training and educational sessions
from both internal and external subject matter experts to
understand further the evolving technology landscape.
People and culture
The Board continued to spend time discussing people and culture-
related topics. The Group Chief Executive led discussions on the
development of a new people strategy to support the Group’s
growth and transformation.
During the year, the Board shaped the revision of the Group's
purpose and values statement, which was approved in December
2020. A sub-group of the Board was created to assist the process.
It met regularly with management to provide support, guidance
and constructive challenge, seeking to ensure the revised purpose
and values remained aligned with the Group's culture and future
strategy. For further details of how stakeholder engagement was
HSBC Holdings plc Annual Report and Accounts 2020 209
Corporate governance Report of the Directors | Corporate governance report
used by the Board in setting the revised purpose and values, see
the section 172 statement on page 22.
Governance
The Board continued to oversee the governance, smooth operation
and oversight of the Group and its principal and material
subsidiaries. During 2020, it undertook a review of subsidiary
governance. For further details of the review and subsequent
actions, see page 208.
Succession planning was considered by the Board following a
thorough review at the Nomination & Corporate Governance
Committee. During the year, Kathleen Casey retired as
independent non-executive Director and Sir Jonathan Symonds
retired as Deputy Group Chairman, Senior Independent Director
and the Chair of the Group Audit Committee. The Board appointed
David Nish in the role of Senior Independent Director and Chair of
the Group Audit Committee, and appointed James Forese, Steven
Guggenheimer and Eileen Murray as independent non-executive
Directors. The Board, supported by the Nomination & Corporate
Governance Committee, will continue to review the skills and
experience of the Board as a whole to ensure that it comprises the
relevant skills, experiences and competencies to discharge its
responsibilities effectively.
For further details of the changes to the Board, see the
Nomination & Corporate Governance Committee report on page
213.
The Board monitored its compliance with the UK Corporate
Governance Code and the Companies Act 2006 throughout the
year.
Workforce engagement
The Board reaffirmed, in accordance with the UK Corporate
Governance Code, that it would use ‘alternative arrangements’ in
approaching workforce engagement. This flexible method
allowed all non-executive Directors to have direct engagement
across a wide network of employees in multiple geographies.
The virtual working environment during the Covid-19 outbreak
enabled more employees to participate in various workforce
engagement activities. The programme of activities used a
variety of interaction styles: more bespoke sessions with smaller
groups; formal presentations; Q&A opportunities; and sessions to
facilitate engagement across a breadth of experience and
seniority. This enabled open dialogue and two-way discussions
between non-executive Directors and employees. Non-executive
Directors met with:
• employees of the innovation teams in Wealth and Personal
Banking, Commercial Banking and Global Banking and
Markets where discussions focused on bespoke business-
specific matters;
• representatives of global employee resource groups where
wide-ranging issues were discussed such as employee
sentiment;
• leaders and talent from Digital Business Services at an
employee Exchange session; and
• participants in the Asia talent programme.
The Board received formal updates from the Group Chief
Executive and the Group Chief Human Resources Officer on
employee views and sentiment. These include results of
employee engagement surveys, benchmarked data, and
additional surveys to understand well-being throughout the
Covid-19 outbreak. The Chairman’s Forum meetings also
discussed employee feedback from the Group's subsidiaries.
As the Board considered the Group’s strategy and strategic
initiatives throughout 2020, themes emerged that directly
impacted the workforce. These helped shape subsequent
workforce engagement sessions. These sessions continue to give
the Board valuable insight on employee perspectives when
reviewing proposals. For further details of how the Board
considered the views of employees and other stakeholders, see
the section 172 statement on page 22.
The Board looks forward to continuing its workforce engagement
programme and holding in-person sessions when possible in
2021.
210 HSBC Holdings plc Annual Report and Accounts 2020
Board activities in 2020
Main topic
Sub-topic
Strategy
Group strategy
Regional strategy/Business line strategy
Environmental, social, governance
Business and
financial
performance
Region/Business line
Financial performance
Financial
Results and accounts
Dividends
Group annual operating plan
Risk
Risk function
Risk appetite
Regulatory
Capital and liquidity adequacy
Regulatory matters (including resolvability
assessment framework)
Regulatory matters with regulators in
attendance2
External
External insights
Technology
Strategic and operational
People and
culture
Purpose, values and engagement
Governance
Subsidiary governance framework
Policies and terms of reference
Board/committee effectiveness
Appointment and succession
Meetings at which topics were discussed1
Jan
Feb
Mar
Apr
May
Jun
Jul
Sep
Oct
Nov
Dec
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1 No formal Board meetings were held during August 2020.
2 Meetings attended by members of the Financial Conduct Authority, Prudential Regulation Authority, Monetary Authority of Singapore, Hong Kong
Monetary Authority.
Board and committee effectiveness,
performance and accountability
The Board and its committees are committed to regular,
independent evaluation of their effectiveness at least once every
three years.
Following the externally facilitated review of the Board and
committee effectiveness in 2019, conducted by the external
service provider Dr Tracy Long of Boardroom Review Limited, the
Nomination & Corporate Governance Committee again invited Dr
Long to support the Board with its annual evaluation. She was
invited to conduct a follow-up review on the Board's progress
against the findings and recommendations from her 2019 report,
and more broadly on the effectiveness of the Board's operations.
Dr Long is independent and has no other connection to the Group
or any individual Director.
This external review was complemented by a review of the Board
committees led by the Group Company Secretary and Chief
Governance Officer. Details of the Board committees’
effectiveness reviews, key findings and recommendations can be
found in the respective committee reports on pages 213 to 232.
Dr Long acknowledged the progress that the Board had made in
respect of her 2019 recommendations, with her 2020 review again
focusing on the main themes from the previous review. These
were: leadership, shared perspective, culture, end-to-end
governance and future thinking. Qualitative feedback was
gathered from one-to-one interviews held with members of the
Board and regular Board attendees.
At the December Board meeting, the key findings presented were:
• a strong focus on vision, strategy, and balancing short-term
and long-term objectives;
• a culture of collegiality and inclusion with positive team
dynamics and healthy dialogue;
• an open and transparent communication between the Board
and management and the boards of the principal subsidiaries, a
shared perspective on strategy and risk between the Board and
management, with a focus on clarity of objectives;
• a clear focus on operational resilience and support for clients,
continuous Board and employee communications, attention to
employee well-being, and documented lessons learned;
• a clear focus on priorities, with sessions on current and
dynamic topics as required; and
• a strong link between culture and remuneration.
Following Dr Long’s final report, the Group Chairman led a Board
discussion in January 2021, at which the Board agreed the actions
and priorities to be implemented, which will be monitored and
addressed on an ongoing basis. Progress against these actions will
be included in the Annual Report and Accounts 2021.
The following table outlines the main findings from the 2019 and
2020 reviews, progress against the 2019 findings and the actions
agreed by the Board to address the areas that were identified as
requiring improvement.
During 2020, a review of the Group Chairman’s performance was
led by the Senior Independent Director in consultation with the
other independent non-executive Directors. Non-executive
Directors also undergo regular individual reviews with the Group
Chairman. The reviews confirmed that the Group Chairman and
each Director were effective and had met their time commitments
during the year.
The review of executive Directors’ performance, which helps
determine the level of variable pay they receive each year, is
contained in the Directors’ remuneration report on page 240.
HSBC Holdings plc Annual Report and Accounts 2020 211
Corporate governance
Report of the Directors | Corporate governance report
Summary of Board effectiveness recommendations and actions:
Leadership
Recommendation from the 2019 and 2020
evaluations
2019
• Continue to provide strong leadership
through a culture of collaboration,
transparency, open communication and
cooperation.
2020
• Continue to focus on Board succession
planning, building on the progress made
during 2020 to facilitate and manage
succession for Board and committee
positions, cognisant of diversity in all
aspects and making full use of external
advisers and skills matrix analysis.
• Embed executive succession so that it
translates into a stronger, more diversified
talent pool for future senior leadership.
Progress against 2019
recommendations
The Group Chairman enhanced his
communication activities with the Board
and executive management during 2020.
Following the appointment of the new
Group Chief Executive, the Group
Chairman established a Board Oversight
Sub-Group to engage further with
management and provide a sounding
board.
Agreed actions for 2020
recommendations
The Nomination & Corporate Governance
Committee will allocate additional time
for discussion and debate of external
candidates for non-executive Director
succession and the internal and external
talent pool for senior management roles
including executive Directors.
Shared
perspective
2019
• Build on the shared perspective by ensuring
that the Board agenda allows sufficient
time and visibility of longer-term strategic
perspectives aligned to its appetite for
business risk.
The Board adapted the Group operating
rhythm and increased the frequency of
meetings throughout the Covid-19
outbreak to provide the opportunity to
reflect and act in real-time on the
evolving external factors.
The Board will continue to enhance the
use of governance practices, such as the
Board Oversight Sub-Group and the
Group operating rhythm. It will also
continue to use Board committees to
underpin and deliver effective decision
making.
2020
• Optimise use of Board information to
enhance testing of the effectiveness of the
strategic and business plans with reference
to the evolving external factors and
competitive landscape across its key
markets.
2019
• Reflecting the improvement in corporate
culture, keep culture on the agenda to
ensure ongoing transparency and
escalation of issues. Maintain visibility and
insight into cultural initiatives and
differences across global businesses.
2020
• Continue to review and determine the
culture and key behaviours required to
support the delivery of the revised strategy
with a clear focus on pace and execution.
2019
• Maintain focus on improving the quality of
information and increased communication
channels with subsidiaries and other
stakeholders, including the voice of
employees.
Culture
End-to-end
governance
Future thinking
2019
• Continue to develop the Board agenda to
provide focus on emerging issues.
2020
• Maintain and evolve good quality papers
and presentations to the Board to continue
providing insight and supporting informed
decision making.
Alongside the strategic review, the Board
oversaw work on refreshing the Group’s
purpose and values, driving a resetting of
the culture to deliver the strategy.
The Group Chairman and Group Chief
Executive will monitor progress of
strategic decision making at pace.
Increased insight into organisational
cultural indicators provided to the Board
will support delivering the desired
organisational culture in line with
strategy, purpose and values.
Communications with the principal
subsidiary chairs was increased by
holding monthly Chairman’s Forums for
most of the year. The Board continued to
engage with key investors and
regulators, with some of the key
regulators attending a session with the
Board. There were additional
opportunities for employees to engage
throughout the year given the extreme
circumstances brought about by the
Covid-19 outbreak.
The Group Chairman, Group Chief
Executive and Group Company Secretary
and Chief Governance Officer met
regularly throughout the year to plan
Board meeting agendas to focus more
effectively on emerging matters and
external developments.
The Group Chairman and Group Chief
Executive will sponsor a project to review
Board reporting in 2021.
212 HSBC Holdings plc Annual Report and Accounts 2020
Board committees
Membership
Nomination & Corporate Governance Committee
Member since
Meeting attendance in
2020
Mark Tucker (Chair)
Kathleen Casey1
Laura Cha
Henri de Castries
James Forese
Steven Guggenheimer
Irene Lee
José Antonio Meade
Kuribreña
Eileen Murray2
Heidi Miller
David Nish
Jackson Tai
Pauline van der Meer Mohr
Sir Jonathan Symonds1
Oct 2017
Apr 2018
May 2014
Apr 2018
May 2020
May 2020
Apr 2018
Apr 2019
Jul 2020
Apr 2018
Apr 2018
Apr 2018
Apr 2016
Apr 2017
9/9
4/4
9/9
9/9
5/5
5/5
9/9
9/9
3/4
9/9
9/9
9/9
9/9
3/3
1 Sir Jonathan Symonds stepped down from the Board on 18 February
2020. Kathleen Casey stepped down from the Board on 24 April
2020.
2 Eileen Murray was unable to attend one Committee meeting owing
to a prior commitment made before her appointment to the Board
Group Chief Executive succession
The choice of Group Chief Executive is a matter of significance,
and it was therefore important that we allowed ourselves the time
to fully assess our options before arriving at our decision, given
the potential ramifications on the future success of the Group and
our stakeholders.
We conducted a thorough and robust search process with the
support of an external search partner, Egon Zehnder, to identify
the new Group Chief Executive. The Committee was delighted to
have been able to source an internal candidate, in Noel Quinn, and
believe that we identified the best candidate for the role and for
the Group. Further information on Noel’s appointment is set out in
our section 172 statement on page 22. Egon Zehnder provides
assistance with senior recruitment at HSBC. It has no other
connection with the Group or members of the Board.
Following Noel’s appointment on a permanent basis in March
2020, the Committee agreed a comprehensive induction and
development plan to best support him to succeed in leading the
Group through the various challenges we face. The Committee
monitored this throughout the year, and will continue to support
Noel and his executive team in the delivery of our strategic and
business priorities.
Board composition
The composition of both the Board and its Committee continued
to be a key focus during 2020, with progress made in ensuring
that the Board possesses the necessary expertise to oversee,
support and monitor management performance based on the
longer-term strategy and developments in the external
environment.
In James Forese, Steven Guggenheimer and Eileen Murray, the
Board has added deep experience in the areas of banking,
technology and operations, which will remain critical to the
Board’s discussions in the coming years. Further details on skills
and previous experience are set out in the Board biographies on
pages 198 to 201.
Russell Reynolds Associates supported the Board in identifying
prospective non-executive Director candidates. It has also
supported the Committee and the management team in senior
executive succession planning, as part of an integrated approach
to talent identification, assessment and development during 2020.
Russell Reynolds also assists with senior recruitment at HSBC.
They have no other connection with the Group or members of the
Board.
HSBC Holdings plc Annual Report and Accounts 2020 213
"The Committee's priorities in 2021 will continue to be
composition, succession and development of the Board, as well as
efforts to enhance the Group’s diversity, talent and bench strength
for key executive positions."
Dear Shareholder
It has been a busy year for the Nomination & Corporate
Governance Committee. This report provides an overview of the
work of the Committee and its activities during the year.
Priorities during 2020
Succession planning for both the Board and our senior executive
team remained a critical focus of the Committee in line with its
responsibilities. In addition to the appointment of Noel as Group
Chief Executive, we appointed three new independent non-
executive Directors during the year. Details of the appointments
are set out below.
In line with our strategic focus on Asia, we considered proposals
from management on ways to improve how we support and
develop our talent under the Asia talent programme. Asian
representation on the Board remains of critical importance, given
the benefits that having members with deep knowledge and
insight into Asian culture and business practices can bring to our
discussions as a Board.
Subsidiary governance has also been an area of focus for the
Committee, and we have made great progress in this regard
during the past couple of years. The Subsidiary Governance
Review, which is summarised later in this report, has
demonstrated the progress made while acknowledging there is
more to do to support our ambition of achieving world-class
governance across the Group.
Focus for 2021
The Committee's priorities in 2021 will continue to be
composition, succession and development of the Board, as well as
efforts to enhance the Group’s diversity, talent and bench strength
for key executive positions. In developing our talent, the
Committee will continue to focus on the promotion of diverse
candidates to ensure that the Group Executive Committee and
other senior management are representative of the customers,
communities and markets in which we operate.
As our strategy develops, we know that the skills and capabilities
we require will evolve and the Committee has a key role to play.
Mark E Tucker
Chair
Nomination & Corporate Governance Committee
23 February 2021
Corporate governance
Report of the Directors | Corporate governance report
We refreshed our Board skills matrix in recognition of the
changing context in which the Group is now operating and the
strategic priorities. The revised skills matrix places greater
emphasis on the need for competencies in areas such as
transformation, ESG and climate given the Group’s ambitions in
these areas. The skills matrix will be a key tool in ensuring that the
Board has the necessary range of skills and experience to
discharge its responsibilities, oversee management and respond to
emerging trends.
The Board remains committed to increasing its diversity, and
ensuring that it is reflective of the markets and societies in which
we serve.
Board changes
There have been a number of changes to the Board during the
past year. In addition to the appointment of the three new non-
executive Directors referred to above, in February 2020, we saw
the departure of both Sir Jonathan Symonds and Kathleen Casey
during 2020. David Nish was appointed in the role of Senior
Independent Director and Chair of the Group Audit Committee in
place of Sir Jonathan Symonds.
Laura Cha will retire from the Board at the conclusion of our 2021
AGM at the end of May.
As mentioned earlier in the report, Dame Carolyn Fairbairn will join
the Board on 1 September 2021. We are in the process of
concluding a search for suitable candidates to join and further
strengthen the expertise and experience on the Board and its
committees.
We have also considered our committee membership and as a
result confirm that David Nish will step down from the Group
Remuneration Committee following the publication of the Annual
Report and Accounts 2020. David kindly agreed to remain a
member throughout 2020 following his appointment as Senior
Independent Director and GAC Chair in February 2020 to provide a
strong link through all committees while new Board members
were onboarded.
Senior executive succession and development
Following Noel’s appointment as Group Chief Executive on an
interim basis in August 2019, he took steps to refresh the
composition of the then Group Management Board and
repositioned this as the Group Executive Committee. This included
the appointment of new incumbents for seven roles, meaning that
we actioned a significant number of our succession plans for our
most senior executive positions.
The Committee has therefore focused on rebuilding this bench
strength during 2020 to ensure that we have a strong cohort of
potential future leaders of HSBC. We have worked in partnership
with Noel and our Group Chief Human Resources Officer to
support an integrated approach to our assessment, development
and external market benchmarking of executive talent.
The refreshed Group Executive Committee succession plan, which
we discussed and approved at our meeting in December 2020,
reflects the changing shape of the Group and involves greater
diversity, in particular with regard to gender and ethnicity.
In connection with this, and to ensure we support and develop
talent from the Group’s key region, the Committee received an
update on the Asia talent programme. This programme involves
approximately 1,000 employees of high potential talent in the
region and aims to support their development and progression
both within the region and across the broader Group.
Committee evaluation
The annual review of the effectiveness of the Board committees,
including the Committee, was internally facilitated for 2020.
Overall the review concluded that the Committee continued to
operate effectively. The review made certain recommendations for
improvement, in particular regarding the time allocated for
discussion of key items to ensure that the Committee has
sufficient opportunity to discuss topics such as senior executive
succession and development in the required depth. The
214 HSBC Holdings plc Annual Report and Accounts 2020
Committee has considered and discussed the outcomes of the
evaluation and accepts the findings.
The outcomes of the evaluation have been reported to the Board
and the Committee will track progress on the recommendations
during 2020.
Subsidiary governance review
Following the implementation of the subsidiary accountability
framework in 2019, during 2020 the Committee commissioned a
governance review of the Group’s seven principal subsidiaries,
plus three material subsidiaries in the form of Hang Seng Bank,
HSBC Global Asset Management and HSBC Private Bank (Suisse).
The review was led by our Group Company Secretary and Chief
Governance Officer and focused on:
• Board size, skills, tenure and fees;
• governance support; and
• the relationship between the Group and its subsidiaries.
Good boardroom practice and adherence to our Group governance
expectations, including under the subsidiary accountability
framework, were observed in the course of the review.
A number of recommendations were identified to raise the
standard and ensure consistent application of governance across
the organisation, and to further improve the transparency and
engagement between the Group and its subsidiaries. These
included:
• Subsidiary accountability framework: a review and update to
the principles under the subsidiary accountability framework to
clarify and provide greater guidance on the Group’s
expectations;
• Board composition, size and independence: clarification of the
Group’s expectations on the size, composition and
independence of subsidiary boards and length of board tenure,
to encourage proactive refreshment of subsidiary board
membership. A number of our longer-serving subsidiary
Directors have announced their retirement from the Group as a
result of this review; and
• Board reporting and management information: the need for
greater consistency in the quality of reporting and management
information, with work underway to ensure that the Board and
its committees, as well as individuals on subsidiary boards and
other senior governance forums, receive the information they
require to make informed decisions.
Given the success and strong support that the review received at
both Group and subsidiary level, including the Group Executive
Committee, it has been agreed that a review of our governance
practices in our global businesses will be undertaken in 2021.
Governance
Our decision to create the Chief Governance Officer role in 2019
was in recognition of the significance the Board assigns to the
governance agenda and the strategic importance of having best-
in-class governance at HSBC, including in the oversight of
subsidiaries. This role is held by the Group Company Secretary,
now designated as the Group Company Secretary and Chief
Governance Officer, reporting to the Group Chairman.
Despite the challenges we have faced as an organisation from a
business and geopolitical perspective, we have made good
progress in enhancing our overall governance arrangements
during 2020, in particular the areas identified as requiring
improvement in our 2019 Board effectiveness review.
This has included our new governance operating rhythm, which
was established to provide robust end-to-end governance and
more efficient and effective governance meetings across the
Board, Group Executive Committee and subsidiaries. The new
Group operating rhythm has resulted in greater alignment
between our Board and the Group Executive Committee, and has
driven the sequencing of meetings to allow for our subsidiaries
and global business to have input on key matters prior to
discussion and approval at the Board. This has been particularly
pertinent during 2020, given the central role that our subsidiaries
hold in developing and executing our strategic priorities.
In line with the Board’s commitment at the commencement of the
UK Corporate Governance Code 2018, the Committee reviewed
the Board’s choice of an alternative mechanism to engage with
and understand the views of the wider workforce with reference to
developing market practice. During 2020, the Committee
confirmed that it remained confident that our preferred
mechanism of 'alternative arrangements' remained effective and
believed that this was most appropriate for an organisation of our
scale and geographical diversity. Engagement with the workforce
will continue to be a priority for the Board in 2021. Further details
on the arrangements we have in place to facilitate workforce
engagement can be found on page 210.
Diversity
The Board diversity policy sets out our approach to achieving our
diversity ambitions, and helps to ensure that diversity and
inclusion factors are taken into account in succession planning.
In line with our ongoing commitment to diversity, we reviewed our
Board diversity policy during 2020. This review included
consideration of developments in best practice as well as
regulatory expectations on board diversity, including those
outlined by the PRA.
A number of minor updates were made to the characteristics that
the Board will take into account when considering candidates for
future appointment as Directors. These included adding social
backgrounds to the Board diversity policy as a factor for
consideration, and making amendments to emphasise the link
between diversity of thought with risk avoidance and improved
decision making. The revised Board diversity policy is available at
www.hsbc.com/who-we-are/leadership-and-governance/board-
responsibilities.
Our recent non-executive Director searches have prioritised
diversity both in terms of gender and representation from those of
Asia-Pacific heritage. These have been identified as areas where
we needed to strengthen in anticipation of retirements from the
Board in the coming years.
At the year-end, at 35% (five out of 14), our Board gender diversity
met the Hampton-Alexander Review target of 33% female
representation by the end of 2020. We have also met and
exceeded the Parker Review targets of at least one Director from
an ethnic minority background by 2021, with four members of our
Board self-identifying as 'Directors of colour' in line with the
definition set by Parker.
The Board is also extremely focused on diversity across the wider
organisation, and believes that this is a critical component of
HSBC’s future success. Further details on activities to improve
diversity across senior management and the wider workforce,
together with representation statistics, can be found on pages 64
to 65.
Independence of non-executive Directors
The Committee has delegated authority from the Board in relation
to the assessment of the independence of non-executive Directors.
In accordance with the UK and Hong Kong Corporate Governance
Codes, the Committee has reviewed and confirmed that all non-
executive Directors who have submitted themselves for election
and re-election at the AGM are considered to be independent. This
conclusion was reached after consideration of all relevant
circumstances that are likely to impair, or could appear to impair,
independence.
Laura Cha, who joined the Board in 2011, will not be standing for
re-election at the 2021 AGM. The Committee determined that
Laura, notwithstanding her length of service, continues to be
independent when taking into consideration all other relevant
circumstances that are likely to impair, or could appear to impair,
independence and that she will continue to be independent up to
the date of the 2021 AGM when she will retire from the Board.
The Committee also has oversight of the composition of the
boards of the Group’s regional principal subsidiaries and approves
the appointment of Directors and senior management in those
subsidiaries.
Matters considered during 2020
Board composition and succession
Board composition, including succession planning and skills
matrices
Approval of diversity and inclusion policy
Approval of conflicts of interest policy
Executive talent and development
Senior executive succession
Approval of executive succession plans
Talent programmes
Governance
Board and committee evaluation
Subsidiary governance
Subsidiary and executive appointments
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Appointment process – assessment of new non-executive Directors
Step 1
Step 2
Step 3
Step 4
Step 5
The Committee agreed the
desired criteria sought in
the candidates for
appointment to the Board.
An external search partner
was engaged.
The Committee considered
a long-list of candidates
and agreed which should
be prioritised. Relevant
candidates were
approached by the external
search partner to
understand their interest.
Meetings were arranged
between members of the
Committee and priority non-
executive Director
candidates. Feedback from
the non-executive Directors
was discussed alongside
consideration of potential
conflicts and other matters
identified through due
diligence.
The Committee
recommended the
appointment of the non-
executive Director to the
Holdings Board for
approval, subject to
completion of outstanding
due diligence.
Outstanding due diligence
and associated procedures
completed prior to
announcement of
appointment. Director
onboarding and induction
pack issued and completed.
HSBC Holdings plc Annual Report and Accounts 2020 215
Corporate governance
Report of the Directors | Corporate governance report
Group Audit Committee
Membership
David Nish (Chair)
Kathleen Casey1
James Forese
Eileen Murray2
Sir Jonathan Symonds1
Jackson Tai
Pauline van der Meer Mohr
Member since
Meeting attendance
in 2020
May 2016
Mar 2014
May 2020
Jul 2020
Sep 2014
Dec 2018
Apr 2020
13/13
5/5
7/7
5/6
3/3
13/13
10/10
1 Sir Jonathan Symonds stepped down from the Board on 18 February
2020. Kathleen Casey stepped down from the Board on 24 April
2020.
2 Eileen Murray was unable to attend a meeting in July 2020 due to a
prior commitment made before her appointment.
Key responsibilities
The Committee’s key responsibilities include:
• monitoring and assessing the integrity of the financial
statements, formal announcements and regulatory information
in relation to the Group's financial performance, as well as
significant accounting judgements;
• reviewing the effectiveness of, and ensuring that management
has appropriate internal controls over, financial reporting;
• reviewing and monitoring the relationship with the external
auditor and oversees its appointment, tenure, rotation,
remuneration, independence and engagement for non-audit
services; and
• overseeing the work of Global Internal Audit and monitoring
and assessing the effectiveness, performance, resourcing,
independence and standing of the function.
Committee governance
The Committee keeps the Board informed and advises on matters
concerning the Group's financial reporting requirements to ensure
that the Board has exercised oversight of the work carried out by
management, Global Internal Audit and the external auditor.
The Group Chief Executive, Group Chief Financial Officer, Group
Head of Finance, Group Chief Accounting Officer, Group Head of
Audit, Group Chief Risk Officer and other members of senior
management routinely attended meetings of the GAC. The
external auditor attended all meetings.
The Chair held regular meetings with management, Global Internal
Audit and the external auditor to discuss agenda planning and
specific issues as they arose during the year outside the formal
Committee process. The Committee also regularly met separately
with the Group Chief Legal Officer, internal and external auditors
and other senior management to discuss matters in private.
The Committee Secretary regularly met with the Chair to ensure
the Committee fulfilled its governance responsibilities and to
consider input from stakeholders when finalising meeting
agendas, tracking progress on actions and Committee priorities.
Meetings of the Committee usually take place a couple of days
before the Board meeting to allow the Committee to report its
findings and recommendations in a timely and orderly manner.
This is done through the Chair who comments on matters of
particular relevance and the Board receives copies of the
Committee agenda and minutes of meetings.
"The Committee spent substantial time in understanding and
assessing the effect of the Covid-19 outbreak on expected credit
losses, the Group-wide transformation programme and other
related accounting judgements and disclosures."
Dear Shareholder
I am pleased to present my first report to you as Chair of the
Group Audit Committee (‘GAC’). The Committee had a busy year,
holding 13 meetings. This report sets out some of the issues
considered during 2020.
The Committee has strong, but diverse, financial services
experience. To strengthen our skill set further, we welcomed
Pauline van der Meer Mohr, James Forese and Eileen Murray as
new members. Sir Jonathan Symonds and Kathleen Casey
stepped down during the year and I would like to thank them for
their insightful and significant contributions to the work of the
GAC.
The Committee spent substantial time in understanding and
assessing the effect of the Covid-19 outbreak on expected credit
losses, the Group-wide transformation programme, the impact of
regulatory change on the control environment, and other related
accounting judgements and disclosures.
Given the Committee's role in relation to whistleblowing I regularly
met with the Group Chief Compliance Officer and the Group Head
of Whistleblowing Oversight to discuss material whistleblowing
cases, enhancements to whistleblowing arrangements and plans
for periodic updates to the Committee.
To develop a better understanding of the key issues and
challenges at the local level, I attended a number of principal
subsidiary audit committee meetings throughout the Group. These
meetings were complemented by regular Audit and Risk
Committee Chairs’ Forums throughout the year to ensure
alignment of priorities and to strengthen our relationship with the
principal subsidiaries.
The Committee received regular updates from the Group Head of
Audit on the progress against the audit plan. During the year the
audit plan was adjusted in response to new risks arising from the
Covid-19 outbreak and assurance work in relation to major change
programmes throughout the Group.
Our external auditor, PricewaterhouseCoopers LLP ('PwC'), has
now completed its sixth audit. PwC continues to provide robust
challenge to management and provide sound independent advice
to the Committee on specific financial reporting judgements and
the control environment.
An internal evaluation concluded that the Committee continued to
operate effectively in 2020, and made certain recommendations
for continual improvement.
David Nish
Chair, Group Audit Committee, 23 February 2021
216 HSBC Holdings plc Annual Report and Accounts 2020
Matters considered during 2020
Reporting
Financial reporting matters including:
– Review of financial statements, ensuring that disclosures are fair,
balanced and understandable
– Significant accounting judgements
– Going concern assumptions and viability statement
– Supplementary regulatory information and the ESG Update
Regulatory reporting-related matters
Certificates from principal subsidiary audit committees
Control environment
Review of deficiencies and effectiveness of internal financial controls
Internal audit
Reports from Global Internal Audit
Annual audit plan, independence and effectiveness
External audit
Reports from external audit, including external audit plan
Appointment, remuneration, non-audit services and effectiveness
Compliance
Accounting standards and critical accounting policies
Corporate governance codes and listing rules
Whistleblowing
Whistleblowing arrangements and effectiveness
Jan
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Jun
Jul
Sep
Oct
Dec
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Compliance with regulatory requirements
The Board has confirmed that each member of the
Committee is independent according to the criteria from the
US Securities and Exchange Commission, and the
Committee continues to have competence relevant to the
sector in which the Group operates. The Board has
determined that David Nish, Jackson Tai and Eileen Murray
are all ‘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 and Hong
Kong Corporate Governance Codes.
The Committee assessed the adequacy of resources of the
accounting and financial reporting function. It also monitored the
legal and regulatory environment relevant to its responsibilities.
The GAC Chair had regular meetings with the regulators, including
the UK’s PRA and the FCA. These included trilateral meetings
involving the Group’s external auditor PwC.
How the Committee discharged its
responsibilities
Connectivity with principal subsidiary audit committees
During the year the GAC Chair regularly met with the chairs of the
principal subsidiary audit committees and attended meetings to
enable closer links and deeper understanding on judgements
around key issues. In addition, there was regular interaction with
committee chairs across the Group through the Audit and Risk
Committee Chairs’ Forum (‘ARCC’).
Appointments to the audit committees of the principal subsidiary
audit committees were reviewed and endorsed by the GAC. The
GAC Chair met with proposed new chairs prior to their
appointment.
On a half-yearly basis, principal subsidiary audit committees
provided certifications to the GAC regarding the preparation of
their financial statements, adherence to Group policies and
escalation of any issues that required the attention of the GAC.
Financial reporting
The Committee’s review of financial reporting during the year
included the Annual Report and Accounts, Interim Report, quarterly
earnings releases, analyst presentations and Pillar 3 disclosures.
As part of its review, the GAC evaluated management’s
application of critical accounting policies, significant accounting
judgements and compliance with disclosure requirements to
ensure these were consistent, appropriate and acceptable under
the relevant financial reporting requirements. The Committee gave
careful consideration to the key performance metrics related to
strategic priorities and ensured that the performance and outlook
statements were fair, balanced and reflected the risks and
uncertainties appropriately.
During the year, the Committee received regular updates from
management on the additional guidance and disclosures made in
relation to the Covid-19 outbreak. The Committee considered and
was satisfied with the management response to the Financial
Reporting Council’s (‘FRC') comments on HSBC’s Annual Report
and Accounts 2019 regarding goodwill impairment disclosures,
and the industry-wide FRC publications, including the letter to
audit committee chairs.
In conjunction with the Group Risk Committee (‘GRC’), the GAC
considered the current position of the Group, along with the
emerging and principal risks, and carried out a robust assessment
of the Group’s prospects, before making a recommendation to the
Board on the Group’s long-term viability statement. The GAC also
undertook a detailed review before recommending to the Board
that the Group continues to adopt the going concern basis in
preparing the annual and interim financial statements. Further
details can be found on page 41.
The Committee’s review of the long-term viability statement and
the adoption of the going concern basis factored in additional
guidance issued by the FRC on financial reporting in light of the
Covid-19 outbreak.
Following review and challenge of the disclosures, the Committee
recommended to the Board that the financial statements, taken as
a whole, were fair, balanced and understandable. The financial
statements provided the shareholders with the necessary
information to assess the Group’s position and performance,
business model, strategy and risks facing the business.
Covid-19 impact on accounting judgements
The Committee devoted significant time, including additional
meetings, to the review and challenge of management’s approach
and analysis of IFRS 9 expected credit losses (‘ECL’) in light of the
Covid-19 outbreak and other geopolitical events. In its review, the
GAC gave due regard to the interpretation and application of
additional guidelines in relation to the Covid-19 outbreak and
estimating ECL that were issued by various regulators.
The Committee gave careful consideration to the measurement of
ECL, in particular the key judgements and management
adjustments made in relation to the forward economic guidance,
underlying economic scenarios, reasonableness of the weightings
and the impact on financial statements and disclosures.
There was detailed discussion on the risks to ECL models as the
unprecedented nature of the pandemic meant that the severity of
the economic conditions was outside the bounds of historical data
HSBC Holdings plc Annual Report and Accounts 2020 217
Corporate governance
Report of the Directors | Corporate governance report
and experience used to develop IFRS 9 models. The Committee
challenged management on the approach to modelling ECL,
specifically the use of Credit Risk judgements and invited HSBC’s
credit experts to present their views to the Committee.
At the request of the GAC Chair, Global Internal Audit carried out
additional verification and assurance regarding the disclosures
made in quarterly reporting on the range of ECL outlook and
consistency of the ECL disclosures. The Group’s external auditor
regularly shared its views with the Committee on the
reasonableness of management assumptions, given the significant
changes made to the estimation of ECL due to the impact of the
Covid-19 outbreak on the design, implementation and operation of
ECL controls.
Other areas of significant accounting judgements requiring in-
depth review due to the Covid-19 pandemic included valuation of
financial instruments, goodwill impairment, hedge accounting and
investment in associates. Further details can be found in the
'Principal activities and significant issues considered during 2020'
table on page 220.
Internal controls
The GAC assessed the effectiveness of the internal control
system for financial reporting and any developments
affecting it. This was in support of the Board’s assessment of
internal control over financial reporting, in accordance with
section 404 of the Sarbanes-Oxley Act.
The Committee received regular updates and confirmations that
management had taken, or was taking, the necessary actions to
remediate any failings or weaknesses identified through the
operation of the Group’s framework of controls. Further details of
how the Board reviewed the effectiveness of key aspects of
internal control can be found on page 260.
In 2020 the updates provided to the Committee included the
potential impacts on internal control from the Covid-19 outbreak.
These impacts included both those directly relevant to operational
processes and controls, such as where new or amended controls
were required to administer government relief packages, and more
indirect impacts such as from colleagues working under
contingency arrangements. A number of additional assurance
procedures were performed across the lines of defence to monitor,
assess and mitigate these impacts, with results regularly reported
to the Committee.
External auditor
The Group’s external auditor is PwC, which has held the role
for six years, and the senior audit partner is Scott Berryman
who has been in the role since 2019. The Committee
reviewed the external auditor’s approach and strategy for the
annual audit and also received regular updates on the impact
on the control environment from the Covid-19 outbreak and
the Group transformation programme. Principal matters
discussed with PwC are set out in its report on page 267.
PwC discussed the impact from the Covid-19 outbreak on the
execution and delivery of the audit and the plans to deliver the
audit through remote working and mitigating actions being taken.
These included accelerating aspects of planning and performing a
number of areas of audit earlier to factor in expected delays due to
remote working. There was also discussion on additional relevant
work in relation to significant accounting judgements, such as
expected credit losses, and the impact of the Covid-19 outbreak
on the basis for determining materiality.
During the year, the GAC assessed the effectiveness of PwC as the
Group's external auditor, using a questionnaire that focused on the
overall audit process, its effectiveness and the quality of output.
The Committee gave particular focus to the actions being taken by
PwC in response to the findings from the HSBC effectiveness
review and the PwC firm-wide Audit Quality Review by the
Financial Reporting Council. PwC highlighted the continuing
investment in both additional resources and new technologies to
improve the quality and consistency of the audit. The Committee
Chair also met the PwC engagement quality control partner for
218 HSBC Holdings plc Annual Report and Accounts 2020
HSBC privately to discuss the continuous audit improvement
actions.
The GAC received an update on the partner rotation and
succession for the Group and its principal subsidiaries and the
steps taken to ensure effective transitions.
The GAC monitored the policy on hiring employees or former
employees of the external auditor, and there were no breaches of
the policy highlighted during the year. The external auditor
attended all Committee meetings and the GAC Chair maintains
regular contact with the senior audit partner and his team
throughout the year.
The Committee also assessed any potential threats to
independence that were self-identified or reported by PwC. The
GAC considered PwC to be independent and PwC, in accordance
with professional ethical standards, provided the GAC with written
confirmation of its independence for the duration of 2020.
The Committee confirms it has complied with the provisions of the
Competition and Markets Authority Order for the financial
statements. The Committee acknowledges the provisions
contained in the UK Corporate Governance Code in respect of
audit tendering. In conformance with these requirements, HSBC
will be required to tender for the audit for the 2025 financial year
end and beyond, having appointed PwC from
1 January 2015.
The Committee believed it would not be appropriate to re-tender
as a change in auditor would have a significant impact on the
organisation, including on the Global Finance function. A change
would lead to disruption and an increase in operational risk given
the ongoing impact from the Covid-19 pandemic and the
significant strategic change underway through the Group
transformation programme. In addition, the Committee is closely
monitoring the consultations and proposals arising from the
Competition and Market Authority's statutory audit market study,
the Kingman Review of the Financial Reporting Council and the
Brydon Review on the quality and effectiveness of audit on the
future of the UK external audit market. The Committee will
consider its audit tendering strategy in line with the outcomes of
the UK audit reform and well in advance of re-tendering in 2025.
The Committee has recommended to the Board that PwC should
be reappointed as auditor. Resolutions concerning the
reappointment of PwC and its audit fee for 2021 will be proposed
to shareholders at the 2021 AGM.
Non-audit services
The Committee is responsible for setting, reviewing and
monitoring the appropriateness of the provision of non-audit
services by the external auditor. It also applies the Group’s policy
on the award of non-audit services to the external auditor. During
the year, GAC reviewed changes made to the Group’s policy
resulting from the implementation of ‘The Financial Reporting
Council Revised Ethical Standard 2019’ (effective in 2020) and
changes to internal governance. The key change in the revised
standard is the introduction of a ‘whitelist of services’ that the
principal accountant can provide. All services not prescribed in the
whitelist are prohibited. The non-audit services are carried out in
accordance with the external auditor independence policy to
ensure that services do not create a conflict of interest. All non-
audit services are either approved by the GAC, or by Group
Finance when acting within delegated limits and criteria set by the
GAC.
The non-audit services carried out by PwC included 45
engagements approved during the year where the fees were over
$100,000 but less than $1m. Global Finance, as a delegate of GAC,
considered that it was in the best interests of the Group to use
PwC for these services because they were:
• audit-related engagements that were largely carried out by
members of the audit engagement team, with the work closely
related to the work performed in the audit;
• engagements covered under other assurance services that
require obtaining appropriate audit evidence to express a
conclusion designed to enhance the degree of confidence of
the intended users other than the responsible party about the
subject matter information; or
• other permitted services to advisory attestation reports on
internal controls of a service organisation primarily prepared for
and used by third-party end users.
Eight engagements during the year were approved where the fees
exceeded $1m. These were mainly engagements required by the
regulator and incremental fees related to previously approved
engagements. One new engagement outside the scope of the pre-
approved services related to preliminary advanced audit
procedures for the adoption of IFRS 17 in 2023.
Auditors‘ remuneration
Total fees payable
Fees for non-audit services
Global Internal Audit
2020
$m
130.2
37.3
2019
$m
110.7
25.5
The primary role of the Global Internal Audit function is to help the
Board and management protect the assets, reputation and
sustainability of the Group. Global Internal Audit does this by
providing independent and objective assurance on the design and
operating effectiveness of the Group’s governance, risk
management and control framework and processes, prioritising
the greatest areas of risk.
The independence of Global Internal Audit from day-to-day line
management responsibility is critical to its ability to deliver
objective audit coverage by maintaining an independent and
objective stance. Global Internal Audit is free from interference by
any element in the organisation, including on matters of audit
selection, scope, procedures, frequency, timing, or internal audit
report content. Global Internal Audit adheres to The Institute of
Internal Auditors' mandatory guidance.
The Group Head of Audit reports to the Chair of the GAC and there
are frequent meetings held between them. Results of audit work,
together with an assessment of the Group’s overall governance,
risk management and control framework and processes are
reported regularly to the GAC, GRC and local audit and risk
committees, as appropriate. This reporting highlights key themes
identified through audit activity, business and regulatory
developments, and provides an independent view of emerging and
horizon risk, together with details of audit coverage.
Audit coverage is achieved using a combination of business and
functional audits of processes and controls, risk management
frameworks and major change initiatives, as well as regulatory
audits, investigations and special reviews. In addition to the
ongoing importance of regulatory-focused work, key risk theme
categories for 2020 audit coverage were strategy, governance and
culture, financial crime, conduct and compliance, financial
resilience and operational resilience. In April 2020, in response to
the Covid-19 outbreak, Global Internal Audit completed a risk-
based review to revise the 2020 annual audit plan to create
capacity for real-time audits targeted at key risks arising from the
pandemic. Real-time audits provide real-time, independent
ongoing observations to management responding to the Covid-19
outbreak. Issues are raised for significant observations that are not
addressed in a timely manner. In addition, in response to the
business update in February 2020, Global Internal Audit focused
on governance over the transformation programme and performed
project audit activity for selected complex and high-priority
business cases.
Executive management is responsible for ensuring that issues
raised by the Global Internal Audit function are addressed within
an appropriate and agreed timetable. Confirmation to this effect
must be provided to Global Internal Audit, which validates closure
on a risk basis.
Consistent with previous years, the 2021 audit planning process
includes assessing the inherent risks and strength of the control
environment across the audit entities representing the Group.
Results of this assessment are combined with a top-down analysis
of risk themes by risk category to ensure that themes identified are
addressed in the plan. Risk theme categories for the 2021 audit
work continue to be strategy, governance and culture, financial
crime, conduct and compliance, financial resilience, and
operational resilience. During 2021, a quarterly assessment of key
risk themes will form the basis of thematic reporting and plan
updates and will ultimately drive the 2022 planning process. The
annual audit plan and material plan updates are approved by the
GAC. Based on regular internal audit reporting to the GAC, private
sessions with the Group Head of Audit, the Global Professional
Practices annual assessment and quarterly Quality Assurance
updates, the GAC is satisfied with the effectiveness of the Global
Internal Audit function and the appropriateness of its resources.
Global Internal Audit maintains a close working relationship with
HSBC’s external auditor, PwC. The external auditor is kept
informed of Global Internal Audit’s activities and results, and is
afforded free access to all internal audit reports and supporting
records.
Principal activities and significant issues
considered during 2020
Collaborative oversight by GAC and GRC
The GAC and GRC worked closely to ensure there were
procedures to manage risk and oversee the internal control
framework. They also worked together to ensure any
common areas of responsibility were addressed
appropriately with inter-committee communication or joint
discussions with the Chairs.
The Chairs are members of both committees and engage on the
agendas of each other’s committees to further enhance
connectivity, coordination and flow of information. This is further
complemented with significant overlap in membership of the GAC
and GRC to ensure deeper understanding and informed challenge
at both meetings.
During 2020, the GAC and GRC Chairs reviewed and challenged
management’s proposals to transition the responsibility for
oversight of entity level controls from the GAC to the GRC. The
Chairs considered whether there was the suitable level of
management seniority for ownership of entity level controls and
whether there was regular and appropriate reporting to both
committees to fulfil their oversight responsibilities.
In 2020, five ARCC Forums were held with the chairs of principal
and regional subsidiaries’ audit and risk committees, together with
senior management from these subsidiaries. The purpose of these
ARCC Forums was to discuss mutual priorities, improvement and
remediation programmes and forward-looking issues in relation to
the management of risk and the internal control framework. The
topics discussed at the ARCC Forums can be found in the GRC
report on page 226.
Three areas of joint focus for the GAC and GRC during 2020 were:
Sustainable control environment
With oversight from the GAC, the Group Executive Committee
continued a programme to ensure there is clear understanding,
accountability and ownership for internal controls and end-to-end
processes to deliver operational quality and consistent outcomes
for customers and simpler operation of controls for colleagues.
The GAC provided constructive challenge to management
proposals and received regular progress updates on the work
streams. Improvements were measured and tracked through a
new enterprise-wide non-financial risk forum with escalation paths
into the GAC and GRC.
Financial reporting
The GAC reviewed and provided feedback on the assurance work
and management’s opinion on internal controls over financial
reporting, as required by the Sarbanes-Oxley Act. In conjunction
with the GRC, the GAC monitored the remediation of significant
deficiencies and weaknesses in entity level controls raised by
management and the external auditor. The GAC will continue to
monitor the progress of remediation as well as efforts to integrate
requirements of the Sarbanes-Oxley Act with the operational risk
HSBC Holdings plc Annual Report and Accounts 2020 219
Corporate governance
Report of the Directors | Corporate governance report
framework as part of the sustainable control environment
programme.
In 2020, the GAC and the GRC reviewed the risks arising from
models used for the estimation of expected credit losses under
IFRS 9, particularly given the economic backdrop of the Covid-19
outbreak. The committees challenged the underlying economic
scenarios, additional scenarios added by management and the
reasonableness of the weightings applied to each scenario in order
to understand the impact on the financial statements.
Monitoring changes to regulatory requirements
The GAC approved an annual priorities plan to review
management’s response to current and future changes in
regulatory requirements affecting financial reporting. In 2020, this
included interpretation of new accounting standards, industry-
wide regulatory reform programmes and their impact on
accounting judgements. The GAC will continue to monitor specific
accounting issues identified during the year and future regulatory
items that will impact the integrity of financial reporting, the Group
and its relationships with regulators.
There continues to be an increased focus on the quality of
regulatory reporting by the PRA and other regulators globally. The
GAC will review the steps taken by management to strengthen the
controls over regulatory reporting and as we strengthen our
processes and controls, there may be impacts on some of our
regulatory ratios.
In conjunction with the GRC, the GAC continued to oversee the
progress of management’s proposals and implementation of the
Basel III Reforms and the Ibor transition. The GAC focused on the
operational and control environment impacts from Basel III
Reforms and Ibor transition on HSBC’s financial reporting and
interdependencies with other Group transformation programmes.
Whistleblowing and ‘speak up’ culture
Whistleblowing is a key element of ‘speak up’ culture, with
the Group’s whistleblowing channel, HSBC Confidential,
offering a variety of ways for our people to raise
whistleblowing concerns (see page 68 for further
information). The GAC is responsible for the oversight of the
effectiveness of the Group’s whistleblowing arrangements.
The Group’s Chief Compliance Officer provides periodic
reporting to the GAC on the efficacy of the whistleblowing
arrangements, providing an assessment of controls and
detailing the results of internal audit assessments. The
Committee is also briefed on culture and conduct risks and
associated management actions arising from whistleblowing
cases. The Chair of the GAC acts as the Group’s
whistleblowers’ champion, with responsibility for ensuring
and overseeing the integrity, independence and effectiveness
of HSBC’s policies and procedures on whistleblowing and
the protection of whistleblowers. The Chair met with the
Group Head of Whistleblowing Oversight throughout the
year for briefings on material whistleblowing cases and
assessments of the whistleblowing arrangements.
The Committee has requested updates on a number of key areas
during 2020, including an assessment of the timeliness of
whistleblowing investigations. The arrangements were subject to
an internal audit review during 2020, which rated the design,
control and management oversight of the arrangements as
satisfactory. As part of the ongoing assessment of the end-to-end
arrangements, the Committee has requested a deeper review in
key markets of the employee investigation function in which the
whistleblowing arrangements have a dependency. An external
benchmarking assessment was presented to the GAC in
December 2020. This provided an overview of the overall
effectiveness of whistleblowing arrangements and investigations
processes against a number of industry peers, and best practice
guidance issued by external consultancy and legal firms as well as
the UK charity, Protect. The assessment reflected the significant
progress made during 2020 such as the implementation of a new
whistleblowing platform (Navex), the enhanced global minimum
standards and improvements observed in the ‘speak up’ culture. In
addition, governance was improved with a particular focus on key
emerging conduct themes to enable timely management action,
and a mechanism was introduced for whistleblowers to provide
feedback post-investigation. The assessment also identified further
opportunities for 2021 as part of the Group’s fit for the future
programme with updates to be provided to the whistleblowing
champion and the GAC throughout 2021.
Principal activities and significant issues considered during 2020
Areas of focus
Key issues
Conclusions and actions
In exercising its oversight, the Committee assessed management's assurance and
preparation of external financial reporting disclosures. The Committee was
particularly focused on the ongoing Covid-19-related uncertainty and how
management addressed and reflected the impact of the pandemic in external
reporting and disclosures. The Committee reviewed the draft external reporting
disclosures and provided feedback and challenge on the top sensitive disclosures,
including key financial metrics and strategic priorities to ensure HSBC was
consistent and transparent in its messaging.
The GAC reviewed the approach to combining the ESG Update into the Annual
Report and Accounts for the 2020 reporting period. This included consideration of
the steps taken by management to address findings from Global Internal Audit
regarding the controls and assurance processes for ESG content. The Committee
will review the steps taken by management in developing the target operating
model to deliver integrated reporting in 2021.
The Committee reflected on the continued focus on the quality and reliability of
regulatory reporting by the PRA and other regulators globally. The GAC reviewed
management’s efforts to strengthen and simplify the end-to-end operating model,
including commissioning independent external reviews of various aspects of
regulatory reporting. The Committee discussed and provided management’s
engagement plans with the Group’s regulators, including any potential impacts on
some of our regulatory ratios such as CET1 and LCR. We continue to keep the
PRA and other relevant regulators informed of our progress.
The actions taken are summarised above in the 'Covid-19 impact on accounting
judgements' section of this report.
Financial and
regulatory
reporting
Key financial metrics and strategic priorities
The GAC considered the key judgements in relation
to external reporting to track the key financial
metrics and strategic priorities and to review the
forecast performance and outlook.
Environmental, social and governance (‘ESG’)
reporting
The Committee considered management's efforts to
embed and enhance ESG reporting to demonstrate
strong controls, operation and governance,
including key performance indicators and assurance
plans.
Regulatory reporting assurance programme
The GAC monitored the progress of the regulatory
reporting assurance programme to enhance the
Group’s regulatory reporting, impact on the control
environment and oversee regulatory reviews and
engagement.
Significant
accounting
judgements
Expected credit losses
The measurement of expected credit losses involves
significant judgements, particularly under current
economic conditions. There remains an elevated
degree of uncertainty over ECL estimation under
current macroeconomic, political and
epidemiological uncertainties. Further details are
provided in the 'Covid-19 impact on accounting
judgements' section of this report.
220 HSBC Holdings plc Annual Report and Accounts 2020
Principal activities and significant issues considered during 2020 (continued)
Areas of focus
Key issues
Conclusions and actions
Significant
accounting
judgements
Long-term viability and going concern
statement
During the year, the GAC has considered a wide
range of information relating to present and future
projections of profitability, cash flows, capital
requirements and capital resources. These
considerations include stressed scenarios that
reflect the increasing uncertainty that the global
Covid-19 outbreak has had on HSBC’s operations,
as well as considering potential impacts from other
top and emerging risks, and the related impact on
profitability, capital and liquidity.
Goodwill and other non-financial assets
impairment
During the year, management tested for impairment
goodwill and other non-financial assets. Key
judgements in this area relate to long-term growth
rates, discount factors and what cash flows to
include for each cash-generating unit tested, both in
terms of compliance with the accounting standards
and reasonableness of the forecast. During the
year, the Group recognised $1.3bn impairment in
relation to non-financial assets, following which a
detailed analysis of various balance sheet amounts
was initiated.
Associates (Bank of Communications Co.,
Limited and The Saudi British Bank)
During the year, management performed the
impairment review of HSBC’s investment in Bank of
Communications Co., Ltd (‘BoCom’) and The Saudi
British Bank (‘SABB’). The impairment reviews are
complex and require significant judgements, such
as projected future cash flows, discount rate, and
regulatory capital assumptions.
Legal proceedings and regulatory matters
Management has used judgement in relation to the
recognition and measurement of provisions, as well
as the existence of contingent liabilities for legal
and regulatory matters, including, for example, an
FCA investigation into HSBC Bank’s and HSBC UK
Bank’s compliance with the UK money laundering
regulations and financial crime systems and
controls requirements.
Valuation of defined benefit pension
obligations
The valuation of defined benefit pension obligations
involves highly judgemental inputs and
assumptions, of which the most sensitive are the
discount rate, pension payments and deferred
pensions, inflation rate and changes in mortality.
Valuation of financial instruments
Due to the volatile market conditions in 2020,
management refined its approach to valuing
Group’s investment portfolio. In addition, as losses
were incurred on the novation of certain derivative
portfolios, management considered whether fair
value adjustments were required under the fair
value framework. Management’s analysis provided
insufficient evidence to support the introduction of
these adjustments in line with IFRS.
Tax-related judgements
HSBC has recognised deferred tax assets to the
extent that they are recoverable through expected
future taxable profits. Significant judgement
continues to be exercised in assessing the
probability and sufficiency of future taxable profits,
future reversals of existing taxable temporary
differences and ongoing tax planning strategies.
UK customer remediation
Management’s judgement is used in determining
the assumptions used to calculate the Group’s
remediation provisions, of which the most material
are PPI and a programme in relation to the
collections and recoveries operations of the bank.
In accordance with the UK and Hong Kong Corporate Governance Codes, the
Directors carried out a robust assessment of the principal risks of the Group and
parent company. The GAC considered the statement to be made by the Directors
and concluded that the Group and parent company will be able to continue in
operation and meet liabilities as they fall due, and that it is appropriate that the
long-term viability statement covers a period of three years.
The GAC received reports on management's approach to goodwill and other non-
financial assets impairment testing and challenged the approach and models
used. The GAC also challenged management's key judgements and considered
the reasonableness of the outcomes as a sense check against the business
forecasts and strategic objectives of HSBC. The GAC reviewed the results of
management’s detailed analysis of the balance sheet and agreed with the
conclusions.
The GAC reviewed the judgements in relation to the impairment reviews of
HSBC’s investment in BoCom and SABB, including the sensitivity of the results to
estimates and key assumptions such as projected future cash flows and
regulatory capital assumptions. Additionally, the GAC reviewed the models’
sensitivity to long-term assumptions including the continued appropriateness of
the discount rates.
The GAC received reports from management on the legal proceedings and
regulatory matters that highlight the accounting judgements for matters where
these are required. The matters requiring significant judgements were highlighted.
The GAC has reviewed these reports and agree with the conclusions reached by
management.
The GAC has considered the effect of changes in key assumptions on the HSBC
UK Bank plc section of the HSBC Bank (UK) Pensions Scheme, which is the
principal plan of HSBC Group.
The GAC considered the key valuation metrics and judgements involved in the
determination of the fair value of financial instruments. The GAC considered the
valuation control framework, valuation metrics, significant year-end judgements
and emerging valuation topics and agrees with the judgements applied by
management.
The GAC considered the recoverability of deferred tax assets, in particular in the
US and the UK. The GAC also considered management’s judgements relating to
tax positions in respect of which the appropriate tax treatment is uncertain, open
to interpretation or has been challenged by the tax authority.
The GAC considered and challenged management’s assumptions and the
approach for estimating potential outflows relating to the calculations of the
customer remediation provisions.
HSBC Holdings plc Annual Report and Accounts 2020 221
Corporate governance
Report of the Directors | Corporate governance report
Principal activities and significant issues considered during 2020 (continued)
Areas of focus
Key issues
Conclusions and actions
Other
accounting
judgements
Long-term asset return assumptions in PVIF
Market volatility during 2020 resulted in further
review of the long-term investment assumptions
used in the measurement of the present value of in-
force business ('PVIF') intangible assets recorded on
the balance sheet in relation to shareholder returns
expected from long-term insurance contracts.
Hedge accounting
Significant judgements relating to hedge
accounting matters under current economic
conditions include the impact of Covid-19 payment
deferrals on the highly probable cash flow forecasts
required by macro cash flow programmes; and
whether hedge accounting relationships, where
hedged items include interest rate floors and the
hedging instrument does not, would be highly
effective over the hedged horizon.
Transformation and sustainable control
environment
The GAC will oversee the impact on the risk and
control environment from the Group transformation
programme.
Global Finance transformation
The Committee reviewed the proposals for the
Global Finance organisational design, the migration
to Cloud and the impact on financial controls.
Group
transformation
IFRS 17 'Insurance Contracts'
The Committee will oversee the transition to IFRS
17 and consider the wider strategic implications of
the change on the insurance business.
Regulatory
change
222 HSBC Holdings plc Annual Report and Accounts 2020
The GAC reviewed the assumptions determined by management under existing
insurance governance processes, which involve significant expert judgement, and
concluded that they were supportable given internal and external benchmarks and
information reviewed.
The GAC noted that the effect of Covid-19 payment deferrals on hedge
accounting was limited and no additional actions were required. Additionally the
GAC was informed about the mitigation actions management has taken to reduce
the risk associated with floored hedged items, such as designating new hedge
accounting relationships.
The Committee received regular updates on the Group transformation programme
to review the impact on the risk and control environment and to oversee progress
of the Group transformation programme.
In these updates the Committee monitored the development of management’s
approach to structuring and governing the Group transformation programme and
risk management processes. This oversight helped satisfy the Committee of the
appropriateness of these processes and associated benefits delivery.
Management kept the Committee apprised of the changes and adjustments made
to the Group transformation programme in response to Covid-19, and associated
impact on the financial performance.
Management’s updates were supplemented by significant focus and assurance
work from Global Internal Audit where a dedicated team continuously monitored
and reviewed the Group transformation programme. This included carrying out a
number of targeted audit reviews, in addition to audits of significant programmes.
These reviews focused on key elements of change management.
The Committee has oversight for the adequacy of resources and expertise, as well
as succession planning for the Global Finance function. During 2020, the
Committee dedicated significant time to the review and progress of the multi-year
Global Finance transformation programme, with the overall objectives being to
improve the control environment and customer outcomes and to leverage
technology to increase overall efficiency. In particular, the Committee discussed
the challenges to Global Finance operations, including financial reporting, from
the Covid-19 pandemic and sought assurance that controls were in place to
maintain standards and quality.
The Committee reviewed and challenged the key change programmes and
delivery milestones and tracked the progress of the deliverables. In particular, the
Committee considered the impact from the Global Finance transformation on the
Group transformation programme, regulatory change programmes and where
there were interdependencies and concentrations risks through key programmes
such as Finance on the Cloud. There were frequent discussions with management
with input from Global Internal Audit on the impact on key risks and controls,
including steps taken to mitigate these risks. Management regularly updated the
Committee on the approach and plans for regulatory engagement, including
follow-up on the outcomes and actions to be taken post-meetings with regulators.
The Group Chief Financial Officer had private sessions with the Committee to
share his perspectives on the progress of the Global Finance transformation, areas
of strategic priorities and where additional focus was required. The private
sessions included discussion on succession planning and resourcing and areas
where GAC members could support and guide management by leveraging
members’ experience.
Management provided an update on the final standard amendments that were
issued in June 2020 and discussed the impact on the transition programme
necessitated by the one-year delay to the effective date, both from a policy
implementation and model build perspective. The discussions highlighted the
significant uncertainty that remained in the interpretation of key areas and the
working assumptions adopted by management to enable design solutions,
investment in technology and data infrastructure to proceed.
The Committee discussed the impact from IFRS 17 on HSBC’s reported numbers
in the financial statements and management will continue to consider how to
appropriately apply the standard to HSBC’s insurance business, as well as
monitoring insurance industry developments on disclosures. Management will
continue to keep the Committee updated on plans for the investor narrative,
taking into account the relevant disclosure requirements applicable to HSBC, and
ongoing presentation of insurance results up to the time of the transition.
Principal activities and significant issues considered during 2020 (continued)
Areas of focus
Key issues
Conclusions and actions
Basel III Reform
The GAC considered the implementation of the
Basel III Reform and the impact on the capital
requirements and RWA assurance. This was
considered in the context of the strategy and
structure of the balance sheet.
Regulatory
change
Interest rate benchmark replacement
The financial reporting risks of interest rate
benchmark transition include the potential for
volatility arising from financial instruments
valuation, contract modification and hedge
accounting. The transitions involve significant
operational complexity for financial institutions, and
industry approaches to transition continue to
develop.
The Committee received an update on the progress and impact of the Basel III
Reform programme on the Group. Management discussed the uncertainty over
the final definition of the rules and the actions taken to ensure sufficient flexibility
to make changes and mitigate risks from legislation being finalised at a later date.
The discussion highlighted the dependencies of the Basel III Reform programme
with other Group transformation programmes, in particular the dependency on
adoption of the Finance on the Cloud solution and the impact on data delivery and
storage.
The Committee reviewed and challenged management on the findings from an
audit on the programme structure, governance and the significant cost increase
year on year. Management explained the actions being taken in response to the
audit findings and the reasons for the increase in costs, which included delays to
implementation dates caused by Covid-19.
The GAC noted management’s early adoption of ‘Interest Rate Benchmark Reform
– Phase 2’ amendments to IFRSs in relation to benchmark reform, including the
disclosures necessary to support adoption of the reliefs.
The Committee considered the risks and financial reporting impacts arising from
the Ibor transition. Management discussed actions being taken to mitigate the
risks, which included new product development and a client outreach programme
to ensure readiness to migrate and explain the changes and outcomes arising
from the transition to clients. Management advised about the operational
challenges such as the updates to current systems and processes that were
required to support the accounting for the Ibor transition and our external
dependency on market and client readiness. In particular, management drew
attention to the potentially material impact on hedge accounting programmes
from the Ibor transition and the substantial costs and risks involved in the
redocumentation of hedges.
The Committee discussed the approach being taken across the industry with
management and PwC and potential impacts on the control environment relevant
to financial reporting from the Ibor transition.
Committee evaluation and effectiveness
Focus of future activities
The annual review of the effectiveness of the Board
committees, including the GAC, was conducted internally in
2020. Overall the review concluded that the GAC continued
to operate effectively, and highlighted improvements made
in 2020 in relation to Committee structure and focus. The
review also made certain recommendations for continuous
improvement, including in relation to further enhancing the
quality of information presented to the meeting through
revised executive governance oversight. The Committee has
considered and discussed the outcomes of the evaluation
and accepts the findings.
The outcomes of the evaluation have been reported to the Board
and the Committee will track progress on the recommendations
during 2021.
At the beginning of each year the Committee discusses its key
priorities for the year ahead. In 2021, the Committee will continue
to monitor execution of the Group transformation programme and
its impact on the risk and control environment. In monitoring the
Group transformation programme, the Committee will consider
the interdependencies between the Group transformation
programme and implementation of large-scale regulatory change
programmes such as Basel III Reforms, the Ibor transition and
IFRS 17 'Insurance Contracts'. A major area of focus is also
expected to be the GAC’s engagement with the UK Government’s
consultation and proposals for the future of the UK external audit
market.
HSBC Holdings plc Annual Report and Accounts 2020 223
Corporate governance
Report of the Directors | Corporate governance report
Group Risk Committee
Membership
Member since
Meeting attendance
in 2020
Jackson Tai (Chair)
Kathleen Casey1
Steven Guggenheimer
José Antonio Meade Kuribreña
Heidi Miller
Eileen Murray
David Nish
Sir Jonathan Symonds1
Pauline van der Meer Mohr
Sep 2016
Jan 2020
May 2020
May 2019
Sep 2014
Jul 2020
Feb 2020
Apr 2018
Apr 2018
8/8
3/3
4/4
8/8
8/8
3/3
7/7
2/2
8/8
1 Sir Jonathan Symonds stepped down from the Board on 18 February
2020. Kathleen Casey stepped down from the Board on 24 April
2020.
Key responsibilities
The Group Risk Committee has overall non-executive responsibility
for oversight of risk-related matters and the risks impacting the
Group. The GRC’s key responsibilities includes:
• advising the Board on risk appetite-related matters, and key
regulatory submissions, including the ICAAP and ILAAP, as well
as recovery and resolution planning;
• overseeing and advising the Board on all risk-related matters,
including financial risks, non-financial risks and the
effectiveness of the Group’s conduct framework;
• undertaking a review and challenge of the Group’s stress
testing exercises; and
• reviewing the effectiveness of the Group’s enterprise risk
management framework and internal controls systems (other
than internal financial controls overseen by the GAC).
Committee governance
In carrying out its responsibilities, the GRC is supported by the
participation of senior management, including Noel Quinn who
attended six GRC meetings in 2020.
The Group Chief Risk Officer, Group Chief Financial Officer, Group
Head of Audit, Group Chief Compliance Officer and Global Head of
Risk Strategy are standing attendees and regularly attend GRC
meetings to contribute their subject matter expertise and insight.
They facilitate GRC members' review and challenge of current and
forward-looking risk issues, working together with business,
functional and regional leaders across all three lines of defence.
The Chair also regularly meets with the Group Chief Risk Officer,
the Group Head of Audit and external auditor, PwC, without
management present.
The Chair also has regular meetings with members of senior
management to discuss specific risk matters that arise during the
year outside formal meetings. The Chair consults regularly with
the Committee Secretary to ensure the GRC meets its governance
responsibilities and to consider input from stakeholders when
finalising meeting agendas, tracking progress on actions and
Committee priorities.
“Geopolitical developments, civil unrest, the UK's trade negotiation
with the EU and the Covid-19 outbreak introduced new challenges
for our organisation, customers and people. The Group Risk
Committee responded by working closely with management to
understand and appropriately challenge scenario stress testing,
early warning indicators and management of information."
Dear Shareholder
I am pleased to present the Group Risk Committee (‘GRC’) report.
Geopolitical developments, civil unrest in Hong Kong, the UK’s
trade negotiations with the EU and the Covid-19 outbreak
introduced new challenges for our organisation, customers and
people. The GRC responded by working closely with management
to understand and appropriately challenge scenario stress testing
results, early warning indicators and key management metrics.
Importantly, we monitored heightened capital and liquidity risks
against the prospect of greater market volatility, large customer
financing needs, rapid credit deterioration and lapses in fair
outcomes for our customers. We reviewed and challenged the
impact of forward economic growth assumptions on our markets
and credit exposures. We maintained close watch over people and
operational risks arising from fatigue, the health impact of the
virus, and government-imposed restrictions.
The GRC continued to strengthen its composition and skills to
promote proactive risk governance. During the year we welcomed
seasoned technology and operations experts Steven
Guggenheimer and Eileen Murray to the GRC. We also extended
deep appreciation to Sir Jonathan Symonds and Kathleen Casey
for their valuable insight and contribution upon their retirement
from the GRC and the Board.
The GRC convened eight formal meetings plus seven special
sessions to review and challenge our most important
responsibilities, including Group internal stress testing, internal
liquidity adequacy assessment process ('ILAAP'), and internal
capital adequacy assessment process ('ICAAP'). We also
organised timely education sessions, including a full-day training
on sanctions in Hong Kong for non-executive Directors and
management in Asia-Pacific.
Throughout 2020, the GRC and GAC coordinated closely our
respective agendas, as evident in our five jointly organised
regional Audit and Risk Committee Chairs’ Forums, which featured
discussion on key audit and risk issues with our principal
subsidiaries, ensuring alignment of priorities between the Group
and its subsidiaries.
Jackson Tai
Chair
Group Risk Committee
23 February 2021
224 HSBC Holdings plc Annual Report and Accounts 2020
Matters considered by the GRC in 2020
Financial risk
Credit risk
Jan
ô
ô
IT and operational risk including
outsourcing, third-party risk
management, cyber risk
l
Model risk
People and conduct risk
Risk appetite
Financial crime risk
Regulatory compliance
Legal risk l
l
l
ô
l
ô
Feb
Mar
Apr
May
Jun
Jul
Sep
Oct
Nov
Dec
l
ô
l
ô
l
l
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l
l
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l
l
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l
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How the GRC discharges its responsibilities
Monitoring changes to regulatory requirements
During 2020, the GRC reshaped its meeting agenda to place
greater emphasis on a regular review of the Group’s risk
landscape and to track the management of information and
desired outcomes for our most important risk areas. Each meeting
now commences with a review of our enterprise risk landscape
through the Group Chief Risk Officer’s update of the Group risk
profile followed by a comprehensive review of critical
management information, led by the Group Chief Risk Officer, and
supported by the Group Chief Financial Officer, Group Chief
Operating Officer, Group Chief Compliance Officer and Group
Human Resources Officer.
The GRC also reviewed internal and external audit reports and
regular risk reports, which provided deeper reporting on the
Group’s risk profile and highlighted the material current and
forward-looking risks and issues, such that the GRC could
effectively identify any areas that required more of the GRC's
attention. A summary of coverage is set out in the table above.
Throughout the year, the GRC adhered to an agenda that sought
to regularly address topics and oversight responsibilities set out in
the Group risk taxonomy, while being flexible to undertake
informed review and appropriate challenge of timely risk issues
that have economic, commercial, regulatory and reputational
implications for the Group’s franchise.
Three thematic risk areas are described below to illustrate the
GRC’s focus during the year.
Sustainable control environment
During 2020, the GRC undertook in-depth reviews of a number of
topics relating to the Group’s internal controls and the necessary
culture change needed to improve the control environment. The
GRC reviewed model enhancements needed as a result of changes
in the economy due to the Covid-19 outbreak. The GRC also
continued its review of the Group’s approach to operational
resilience and identified improvements from a pilot study to
identify areas for further enhancements. The GRC also reviewed
the effectiveness of the Group’s anti-fraud controls. At the
November meeting of the Committee, it was agreed the ultimate
oversight for all of the Group’s entity level controls move from the
GAC to the GRC. This change supports the Committee’s
responsibility for review and oversight of the risk management
culture, framework and internal control systems.
Financial risk
The GRC provided informed review and constructive challenge to
the Group’s regulatory submissions of ICAAP and ILAAP. It also
monitored progress on the Group’s liquidity risk management
improvement plan, including the development of the internal
liquidity metric. It reviewed work by the Global Finance function
on strengthening recovery planning.
The GRC continued to maintain oversight of the Group’s regulatory
and internal stress testing programmes, particularly in light of the
impact of the Covid-19 outbreak with specific review and
challenge of the key assumptions, strategic management actions
and outcomes of the principal tests conducted. Through these
reviews, the GRC assessed risks facing the Group to determine the
principal risks to its long-term viability, including those that would
threaten its solvency and liquidity.
During 2020, the GRC undertook review and challenge of a
number of risk areas for which the Group has regulatory
obligations or is facing regulatory change. These included
operational resilience, climate risk and sanctions. The Committee
received updates on regulators’ rules and guidance relating to
operational resilience, which is designed to protect customers and
maintain economic stability by preventing incidents leading to
intolerable consumer harm, market disruption, and impact to the
safety and soundness of firms. To reinforce continued emphasis
and visibility on financial crime and sanctions compliance, the
GRC organised a full-day training session on international
sanctions early in the year in Hong Kong for our Asia-Pacific non-
executive Directors and management.
The GRC also considered the PRA’s latest requirements and
expectations relating to evidencing of the embedding of climate
risk management capabilities within regulated firms.
Activities outside formal meetings
The GRC organised a number of activities outside of its regular
meeting cycle to facilitate more effective oversight of the risks
impacting the Group. In particular, the GRC’s formal meetings
continue to be supported by training and ‘walk-through’ sessions
to raise the GRC’s understanding of the underlying domain issues,
ensuring the GRC is well prepared in its informed review and
constructive challenge. The chairs of principal subsidiary risk
committees were also invited. Activities included, among others:
• a Directors' education session, held in October 2020, focusing
on the increasingly complex international sanctions and export
control landscape, including key sanctions challenges facing
the Group with the imposition of new US sanctions following
the US Hong Kong Autonomy Act. This education session was
attended by 27 non-executive Directors from across the Group;
• a Directors' education session, held in November 2020, led by
senior leaders in Group Treasury on the implementation of the
internal liquidity metric, which is designed to provide an
internal view of liquidity risk and to ensure the Group holds
enough liquidity to meet and recover from a defined stress;
• GRC Chair’s Working Sessions on a range of topics including
financial crime developments, progress on FCA conduct
remediation matters (May 2020), the Wealth and Personal
Banking conduct programme (May 2020), progress on
regulatory remediation programmes (January and December
2020), the outcomes and implications of the 2020 Group
internal stress test (November 2020), and progress on the 2020
ICAAP and ILAAP submissions (November 2020); and
• three cybersecurity consultation sessions and regular updates
on cyber developments such as cyber-crime, legislation and
technology led by the GRC’s independent cybersecurity adviser.
Connectivity with principal subsidiary risk committees
The risk committees of principal subsidiaries provided half-yearly
confirmations to the GRC. These certifications confirmed that the
principal subsidiary risk committees had challenged management
on the quality of the information provided, reviewed the actions
proposed by management to address any emerging issues or
trends and that the risk management and internal control systems
in place were operating effectively.
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Throughout 2020, the GRC proactively encouraged principal
subsidiary risk committee chairs to participate in regular GRC
meetings and special review or learning sessions, leading to
improved connectivity between the Group and principal subsidiary
risk committees. In addition the GRC Chair participated in the
meetings of principal subsidiary risk committees for Asia, the UK,
Europe, the US, Latin America, Canada and the Middle East, with
the aim of ensuring strong alignment, information sharing and
connectivity between the GRC and principal subsidiaries.
Collaboration between the GRC and GAC
The GRC worked closely with the GAC to ensure that there are no
gaps in risk oversight, and that any areas of significant overlap are
appropriately addressed by inter-committee coordination or joint
meetings where appropriate. The GRC and GAC Chairs are
members of both committees to further enhance connectivity,
coordination and flow of information.
Audit and Risk Committee Chairs' Forum
The Audit and Risk Committee Chairs' ('ARCC') Forum meetings
continue to be one of the more collaborative GRC and GAC
exercises. The forum meetings promote shared risk and audit
subject matter expertise, align Group and subsidiary priorities,
support the subsidiary accountability framework and promote
two-way connectivity between the Group and principal subsidiary
risk and audit committees. The meetings are jointly hosted by the
GAC and GRC Chairs and attended by members of the GAC and
GRC, the Group Executive Committee (more than half of whom
attended at least one meeting), several Group non-executive
Directors, the chairs of principal and regional subsidiary audit and
risk committees, together with non-executive Directors and senior
management from those subsidiaries.
In May, the ARCC Forum provided updates through video calls
with the Asia-Pacific region and a combined call with the Europe,
Middle East and Americas regions. This was followed by three
ARCC Forum calls for each of the Asia-Pacific, UK, Europe and
Middle East, and Americas regions in September and November.
The ARCC Forums provided an important opportunity for the GRC
to understand locally-specific issues and priorities with potential
read-across to other areas and regions of the Group. They also
served to help the GRC hear the observations, concerns and
achievements from subsidiary risk and audit chairs, with a
particular focus on pressing issues or concerns (such as the
Covid-19 outbreak, business restructuring, or macroeconomic
issues); where Group initiatives need to be recalibrated to reflect
regional constraints; cross-regional dependencies; and where the
Group can progress faster. In light of the Covid-19 pandemic and
highly uncertain macroeconomic environment, the ARCC Forum
meetings included discussion on:
• reinforcing the control environment and embedding of non-
financial risk management;
• sustaining operational integrity and resilience during a Covid-19
and restructuring environment;
• need for even stronger risk appetite, credit, counterparty and
conduct risk management during a Covid-19 and
macroeconomic-sensitive environment;
• strengthening model risk management and our portfolio of
models at the Group level and in the regions;
• subsidiaries’ role and responsibilities in our Group recovery and
resolvability planning in a more macroeconomic-sensitive
environment; and
• understanding the perspectives and feedback from regional
subsidiaries.
Focus of future activities
The GRC’s focus for 2021 will include the following activities. It
will:
• provide oversight of the execution risk arising from the Group
transformation programme;
• oversee enhancements to our risk appetite statement so that it
is more regular, forward-looking and risk responsive;
• ensure the risk appetite statement is closely linked to our
strategic goals, our annual operating plan, stress testing, ILAAP
and ICAAP exercises, and our recovery and resolution planning;
• monitor and appropriately challenge management’s plans to
manage and mitigate the impacts of geopolitical risks on our
operations and portfolios in Asia, the Middle East and the rest
of the world;
• monitor the impact of the Covid-19 outbreak on the Group’s
customer franchise as well as on the capital and liquidity risk,
credit risk, market risk, people and operational risk for the
Group;
• monitor continued progress in financial crime compliance,
including enhancements in our transaction monitoring
programme and the application of new analytical tools and
applications to improve our fraud detection and prevention;
• continue to monitor developments and enhancements in the
Group’s management of conduct and culture, as well as people
risk management;
• continue to review and challenge management’s progress in
developing and implementing our operational resilience
strategy;
• oversee the Group’s approach to climate risk management and
climate risk appetite;
• review plans, jointly with the GAC, to strengthen the Group’s
data strategy and management so that we can better serve our
customers, protect customer data as well as strengthen model
risk management, credit risk management and risk appetite,
including climate risk appetite; and
• track progress regularly in remediating outstanding, unresolved
regulatory actions across the Group and principal subsidiaries,
including progress in closing-out any regulatory consent orders
or matters requiring attention.
Committee evaluation
The GRC is committed to regular, independent evaluation of its
own effectiveness. During 2020, the GRC undertook an internal
GRC effectiveness exercise, which concluded that the GRC
continued to operate effectively and in line with regulatory
requirements.
The effectiveness exercise highlighted improvements made in
2020 to anchor meetings with the regular review of the Group’s
risk landscape and management information. Progress made in
relation to the Committee’s operation and engagement with
principal subsidiaries was acknowledged. The review also made
certain recommendations for enhancement, including in relation to
rebalancing the breadth of the GRC agenda, and increasing the
use of alternative mechanisms to allow the GRC to efficiently
exercise oversight of risk matters through additional education and
supplementary sessions. The Committee has considered and
discussed the outcomes of the evaluation and accepts the
findings.
The outcomes of the evaluation have been reported to the Board
and the Committee will track progress on the recommendations
during 2020.
226 HSBC Holdings plc Annual Report and Accounts 2020
Principal activities and significant issues considered during 2020
Areas of focus
Key issues
Conclusions and actions
The Group risk appetite statement defines the
Group’s risk appetite and tolerance thresholds and
forms the basis of the first and second lines of
defence’s management of risks, our capacity and
capabilities to support our customers, and the
pursuit of the Group’s strategic goals
Geopolitical developments and risks continue to
present significant challenges for the Group’s
customer franchise and for the resilience of our
operations.
Managing operational risk and counterparty credit
risk to enable the Group’s support of our
customers, communities and the local economy
throughout the Covid-19 outbreak.
Management’s operational resilience programme
is being redesigned to enable our priority business
services to continue to serve our customers in the
event of unforeseen disruptions in our key
markets.
The GRC undertook its biannual risk appetite review and recommended the Group’s
2020 risk appetite statement to the Board with enhancements to both financial and
non-financial risk metrics. It then continued to work closely with Group Risk Strategy
to enhance the 2021 risk appetite statement including a climate risk qualitative
statement and quantitative measures that focus on the Group's exposure and risk
profile to high transition risk sectors, as well as improvements to the suite of
resilience risk metrics. The GRC also raised the importance of strengthening the
granularity risk appetite statements to be forward-looking and risk-responsive at
GRC meetings and at regional ARCC Forums. In the process, the GRC has reinforced
the importance of stronger linkage of the risk appetite statements to the Group’s
annual operating plan, strategic planning, stress testing exercises, annual capital
adequacy and liquidity management exercises, and to the Group’s recovery and
resolution planning.
The GRC reviewed the Group’s readiness to address major geopolitical
developments, including the short- and longer-term impact of civil unrest in Hong
Kong and heightened trade tensions between the US and China on our Asia and
global franchise, as well as our ability to maintain our high service levels in our
multi-channels to serve our customers. The GRC also monitored the Group’s
preparedness for financial market, operational and commercial disruptions arising
out of protracted UK trade negotiations with the EU.
The GRC reviewed how the Group leveraged its capital and liquidity strength, robust
credit standards, and digital capabilities to assist customers during the Covid-19
outbreak and to maintain market strength. In doing so, the Committee closely
assessed credit trends, economic outlook and the impact on portfolio credit quality.
The GRC also reviewed the operational, reputational and conduct challenges in
implementing government support schemes across different geographies and
regulatory jurisdictions, including associated risks, controls and oversight.
The GRC maintained its focus on the Group’s policies, programmes and practices for
strengthening and prioritising our ability to test, detect, resolve and recover from
unforeseen operational disruptions in our key markets. With the goal of minimising
harm to our customers and to the local financial markets, the GRC continued its
review of the Group’s approach to operational resilience, which incorporates
learnings from the Group's response to the Covid-19 outbreak across our franchise.
The GRC’s oversight activities included:
• the review and challenge of progress on the formulation of a comprehensive
operational resilience strategy including working with the Group Chief Control
Officer on the programme to comply with regulatory standards for operational
resilience;
• the planned 'operationalisation' of critical business services and impact
tolerances, and risk and control mapping to strengthen the ability to prevent,
respond to, recover, and learn from operational disruptions, such as Covid-19;
• the embedding of ownership with first line business and function leaders to
deliver operational resilience outcomes for customers, for the Group’s own safety
and soundness, and to avoid disruptions to market integrity and financial stability;
and
• the review and challenge of management’s progress in managing third-party risk
in the context of an increasing reliance on technology services provided by third
parties and growing regulatory scrutiny.
Technology resilience is the risk of unmanaged
disruption to any IT system within HSBC, as a
result of malicious acts, accidental actions or poor
IT practice or IT system failure.
The GRC reviewed the Committee’s approach to governance of technology risk and
Cloud adoption, which was a high priority area under regulatory scrutiny. The GRC
also continued its oversight and challenge of the Group’s cybersecurity strategy and
management of cyber risks.
Risk appetite
Geopolitical
developments
and risks
Managing
through the
Covid-19
outbreak
Operational
resilience
Technology
resilience
including
cybersecurity
and Cloud
strategy
The Group promotes a culture that is effective in
managing risk and leads to fair conduct
outcomes.
It seeks to actively manage the risk of adverse
impact due to not having the right people with
the right skills doing the right thing, including
risks associated with employment practices and
relations.
People, conduct
and culture
The GRC continued to exercise oversight in the area of people risk and employee
conduct, supported by the Group Chief Human Resources Officer and Group
business heads, including:
• regular monitoring of the Group’s progress in remediating the market conduct
issues underlying the 2018 deferred prosecution agreement with the US
Department of Justice and the related 2017 Federal Reserve Bank Consent Order;
• informed review and challenge of the alignment of risk and reward, satisfying
itself that risk and compliance objectives and outcomes were reflected in the
Group variable pay pool;
• discussion of the people risk issues arising due to the impact of the Covid-19
outbreak; and
• the review of workplace harassment data and insights, action taken and 2020
focus areas.
HSBC Holdings plc Annual Report and Accounts 2020 227
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Principal activities and significant issues considered during 2020 (continued)
Areas of focus
Key issues
Conclusions and actions
Successful delivery of HSBC’s climate ambition
will be determined by our ability to measure and
manage all components of climate risk.
Climate risk
The GRC recognises the Group’s regulatory commitments due in 2021 and the
Group’s own publicly stated climate risk targets, as well as the need to manage
climate risk of the Group’s existing portfolios and future business. The GRC reviewed
the Group’s approach to climate risk management and climate risk appetite
including associated stress testing and scenario analysis.
The GRC oversees the Group’s management of its
financial risk, particularly in the context of the
challenges of the Covid-19 outbreak.
The Group is committed to closely monitoring and
managing the risk of knowingly or unknowingly
helping parties to commit or to further potentially
illegal activity, including both internal and external
fraud.
Capital and
liquidity risk
including ICAAP
and ILAAP
Financial crime
risk
HSBC faces risk from the inappropriate or
incorrect business decisions arising from the use
of models that have been inadequately designed,
implemented or used, or from models that do not
perform in line with expectations and predictions.
Model risk
HSBC is required to show how its resolution
strategy could be carried out in an orderly way,
including identification of any risks to successful
resolution.
Resolvability
The GRC reviewed the Group’s capability to track environmental and
macroeconomic headwinds through early warning indicators and scenario stress
testing. It also oversaw the Group’s progress in developing a range of strategic
management actions capable of timely execution and the development of recovery
and resolution capabilities that meet PRA and local regulatory expectations. The
GRC also maintained oversight of the Group’s liquidity risk management with
particular emphasis on the outlook, lessons learned from the Covid-19 outbreak,
metric development, systems and controls, and regulatory feedback.
The GRC reviewed and challenged the assessment of the Group ICAAP and ILAAP
programmes and engaged with Group management in overseeing and evaluating
the Group’s forward-looking capital and liquidity strategies and capabilities,
including the Group’s liquidity risk management improvement programme.
Additionally, the GRC Chairs participated in several subsidiary risk committees’
review of ICAAP, leading up to final GRC review, challenge and recommendation of
ICAAP to the Board.
Throughout 2020, the GRC reviewed the Group’s approach to managing its financial
crime risk across a number of important areas. This included:
• the Group’s progress in enhancing its transaction monitoring framework;
• the fraud landscape, particularly against heightened Covid-19 conditions, the
Group’s fraud risk profile and the impact of regulatory developments; and
• the nature and scale of insider risk and the Group’s strategies for managing
insider risk.
The GRC also maintained oversight of the ever-changing and increasingly complex
international sanctions landscape in which the Group and its customers operate, as
well as the Group’s approach to managing its compliance with sanctions regimes
globally. The GRC held a full-day training session on sanctions in Hong Kong in
January for our Asia-Pacific non-executive Directors and management. A further
education session on sanctions was held for Group-wide non-executive Directors in
October to address the US government imposition of sanctions in connection with
its Hong Kong Autonomy Act.
Following the organisational restructuring of Financial Crime Compliance, the GRC
requested the Committee’s independent financial crime advisers to examine the
effectiveness of the financial crime function in the Group’s subsidiaries.
The GRC raised awareness of progress and importance of models at a number of its
meetings and at the regional Audit and Risk Committee Chairs’ Forums. It reviewed
progress under the Group’s model risk transformation programme. The Committee
oversaw the development and embedding of improved model risk management
controls and oversight in the first line of defence, as well as enhancements to model
risk governance. The GRC also considered the adverse impact of the Covid-19
outbreak on model uncertainty including the need for enhancements as necessary.
The GRC monitored the Group’s progress in demonstrating that it has developed
capabilities to support its own resolution, in line with the Group’s resolution strategy
in order to meet new requirements from the Bank of England under its resolvability
assessment framework by 1 January 2022, including the requirement to comply with
the valuation in resolution requirement by 1 April 2021, to submit a self-assessment
to the PRA/Bank of England by 1 October 2021 and to publicly disclose HSBC’s
resolvability in June 2022. Together with the Group Chief Financial Officer, the GRC
and GAC programmed our five regional Audit and Risk Committee Chairs' Forums to
raise the importance of Boards and management of principal subsidiaries in
upgrading their awareness and compliance with new regulatory standards for
recovery and resolution.
228 HSBC Holdings plc Annual Report and Accounts 2020
Directors’ remuneration report
Membership
Group Remuneration Committee
Workforce remuneration
Our approach to Directors' remuneration
Annual report on remuneration
Additional remuneration disclosures
Page
232
233
235
239
253
All disclosures in the Directors’ remuneration report are unaudited
unless otherwise stated. Disclosures marked as audited should be
considered audited in the context of financial statements taken as
a whole.
'The remuneration outcomes for 2020 strike the right balance between
rewarding our employees for their exceptional efforts this year and being
equitable in the broader context.'
Dear Shareholder
I am pleased to present our 2020 Directors’ remuneration report
on behalf of the members of the Group Remuneration Committee.
Making remuneration decisions in the face of the challenges
presented by the Covid-19 pandemic required a delicate balancing
of factors. Recognising our people for their performance is a key
element of our reward strategy and helps to drive ongoing
engagement, which is critically important as we navigate through
the Covid-19 outbreak and the Group’s transformation. However,
we must also recognise the impact of these circumstances on our
stakeholders and the wider community.
Actions taken in response to Covid-19
In determining the remuneration outcomes, the Committee noted
the following:
• We did not apply for government support packages for our
employees across the countries and territories in which we
operate, and put employee well-being, customer experience,
and supporting the economy at the centre of our response to
the pandemic.
• Our front-line employees continued to serve customers in
challenging circumstances. Our customer contact centres were
fully operational during the period, and between 70% and 90%
of branches remained open, as we continued to enhance our
digital capabilities.
• We worked with governments to support national schemes,
granting over 720,000 payment holidays to our personal
customers and 237,000 loans to our wholesale customers. We
provided more than $26bn in customer relief to our personal
customers during the initial stages of the pandemic and more
than $52bn in lending to wholesale customers, many of whom
still require our support.
• In line with all other large UK-based banks and at the direct
request of the Group’s lead regulator, the UK’s PRA, we
cancelled the fourth interim dividend of 2019 and suspended
dividend payments until the end of 2020. In December 2020,
the PRA announced a temporary approach to shareholder
distributions for 2020. After considering the requirements of the
temporary approach, the Board announced an interim dividend
for 2020 of $0.15 per ordinary share.
Member since
Meeting attendance in
2020
Pauline van der Meer Mohr (Chair)
Henri de Castries
James Forese
Irene Lee
David Nish
Jan 2016
May 2017
May 2020
Apr 2018
May 2017
5/5
5/5
4/4
5/5
5/5
Reflecting on these actions, the Committee concluded that the
2020 remuneration outcomes should strike the right balance
between rewarding our employees for their exceptional efforts this
year and being equitable in the broader context.
Performance and pay for 2020
Financial performance
The Group's financial performance deteriorated in 2020, reflecting
the impact of the Covid-19 outbreak on the global economy.
Adjusted profit before tax of $12bn was down 45% due to lower
revenue and a higher expected credit loss charge directly linked to
the impact of the pandemic.
However, the Group continued to make good progress on its
strategic plan, demonstrated by a $51.5bn reduction of RWAs in
2020 in low-return franchises and a 3% reduction in adjusted
costs. Economic activity in Asia has proven to be resilient and is
rebounding. We continue to elevate our ambition in the region by
stepping up our investment.
Non-financial performance
We made progress in creating a simpler, more efficient
organisation by combining our wholesale back office operations,
and bringing our retail, wealth and private banking businesses
together into a single global business. We also continue to
increase investment in technology to drive improved customer
experience and operational efficiency. Technology enhancements
introduced in 2020 included automated lending processes for
Covid-19 relief programmes, upgraded global payment systems,
transformed customer onboarding processes, and use of Cloud
technology for risk analytics systems.
Remuneration funding approach
While events such as those seen in 2020 are rare, our
remuneration framework was designed with the entire economic
cycle in mind, including the possibility of exceptional years. We
use a countercyclical funding methodology, with both a floor and
a ceiling, to recognise that there will be times when profitability is
exceptionally low or exceptionally high as a result of factors not
directly linked to employee performance. In such years, factors
such as applying franchise protection and limiting the risk of
inappropriate behaviour need to be considered when setting the
variable pay pool. Nonetheless, financial performance and
affordability remain central tenets in determining the
appropriateness of the variable pay pool.
Group variable pay pool
For 2020, the Committee reviewed and agreed the Group variable
pay pool of $2,659m, taking into account performance against
financial and non-financial metrics set out in the Group risk
appetite statement, including conduct, and targets set out in our
operating plan. This represents a 20.4% reduction in the pool
compared with 2019, with the variable pay pool down
approximately 15% in Global Banking and Markets, asset
management and private banking, and approximately 22.5% in
other areas of the Group. We also differentiated by market, with a
better year-on-year outcome in Asia, reflecting the region's
strategic importance and consistent contribution towards Group
performance.
In determining the size of the pool, the Committee took into
account the fact that overall financial performance was lower than
what we had targeted at the start of the year, and certain non-
financial risk metrics were outside of our risk appetite. We also
took into account the exceptional circumstances faced by our
shareholders, including the impact of the regulatory request to
HSBC Holdings plc Annual Report and Accounts 2020 229
Corporate governance
Report of the Directors | Corporate governance report
cancel the final 2019 dividend and suspend dividend payments
until the end of 2020.
While it is appropriate that the pool is significantly lower this year,
the Committee was cognisant of the extraordinary effort and
performance of many of our colleagues in 2020. Equally, it is
critical we retain talent for the long-term interests of our
stakeholders. This is of particular importance in growth markets
and our areas of strategic focus, and is most acute for our high
performers who are helping us restore the business to our
expected performance levels. As a result, the variable pay accrual
was increased in the fourth quarter in response to financial
performance and market pay challenges.
Review of workforce remuneration
Remuneration outcomes
In allocating the pool, the Committee decided that while the
variable pay outcomes for junior colleagues should reflect Group
performance, they should receive better outcomes with less
differentiation relative to our senior employees. Overall, total
compensation for our junior members of staff was broadly flat,
which we felt was important given their significant efforts in a
challenging year. Higher paid employees had an overall decrease
in total compensation. We also made limited fixed pay increases
for 2021 and targeted these towards our junior colleagues. As part
of the year-end pay review, the Committee reviewed results of
remuneration outcomes to ensure they were in line with our pay
principles and the approach decided by the Committee for 2020.
Support for our employees
Throughout 2020, the well-being of our people was our paramount
concern. Many employees had to juggle personal and professional
priorities, while adapting to new and unfamiliar ways of working.
In March 2020, we temporarily paused the redundancy
programme intended to deliver the reduction in headcount that we
set out in the transformation programme announced in February
2020. The Board was conscious of the impact of proceeding with
redundancies, particularly at the outset of the crisis given the
significant stress for our people and communities, and the need to
protect our capacity to serve our customers. The Board lifted the
pause on the redundancy programme in June 2020 while
continuing the freeze on the vast majority of external recruitment
to make every effort to fill vacancies internally. We maintained a
regular flow of communication and listened closely to our
colleagues' needs, providing the support and flexibility required to
help them manage their lives during the pandemic, and
maintained their full pay without applying for government support
packages.
We ran a mid-year employee survey to determine how the
Covid-19 outbreak was impacting our colleagues and how we
could support them through this period. More than 50% of our
total employee population responded, of which more than 89%
said they were getting the information they needed from the
organisation, 86% reported that they were getting the support
they needed from their line manager and 86% of the respondents
reported they felt confident in leadership. In addition, 75% of
employees that participated in our 2020 Snapshot survey said they
believed HSBC values their well-being.
For our departing colleagues, we took steps to offer them support
on searching and applying for jobs and preparing for interviews.
We also maintained a dedicated advice website, offered virtual
workshops and provided access to career development tools to set
them up for success outside HSBC.
Key remuneration decisions for Directors
Voluntary decisions made by executive Directors
Reflecting on the severity of the impact of Covid-19 at the outset,
our two executive Directors made personal contributions to the
fight against the pandemic by donating to charity a quarter of their
base salaries for six months, and our Group Chairman donated his
entire fee for 12 months to charity. Additionally, as an
organisation, we provided $25m in charitable donations, which
went toward immediate medical relief, access to food, and care
230 HSBC Holdings plc Annual Report and Accounts 2020
for the most vulnerable people. Our executive Directors also
decided to voluntarily forgo any annual cash bonus for 2020 due
to the impact of the suspension of dividends on our shareholders.
Executive Director annual performance assessment
With regard to performance-based pay for 2020, the financial
measures in the executive Directors’ annual scorecards were
aligned to the delivery of profit before tax, our strategic priority of
reducing RWAs in low-return franchises and, for the Group Chief
Financial Officer, effective management of Group costs. Following
careful consideration, these targets were not revised for the
significant economic impact of the Covid-19 outbreak to reflect
the Committee’s view that reward for our executive Directors
should align with the experience of our shareholders.
Non-financial performance measures were linked to customer
satisfaction, employee engagement and diversity, environmental
stewardship, risk and compliance, and organisational
simplification. The Committee noted strong non-financial
performance as our commitment to delivering responsibly for our
stakeholders remained unchanged throughout the pandemic. In
addition to the actions noted to support our customers and the
wider economy, customer and digital satisfaction scores increased
in some of our scale markets, employee engagement scores
improved, we met our diversity goal of having at least 30%
women in senior management roles, and we achieved carbon
reduction and sustainable finance and investment targets. We
were also recognised by Euromoney for ‘Global Excellence in
Leadership during the Covid-19 pandemic’ in its Awards for
Excellence 2020.
Executive Director annual incentive scorecard outcome
The above resulted in an overall outcome of 64.50% for the Group
Chief Executive and 63.75% for the Group Chief Financial Officer
(further details of performance are provided on page 240). The
Committee reviewed this outcome in the context of a number of
internal and external considerations to determine whether it
should exercise its discretion to reduce the outcome, including:
• overall share price performance in the year, which was
significantly impacted by both the Covid-19 outbreak and the
impact of the PRA’s request to suspend dividend payments;
• the impact of the bonus pool reduction on the total
compensation for our wider workforce;
• profit before tax and return on tangible equity ('RoTE')
performance; and
• the positive actions taken by the Board to support our
customers, colleagues and communities in these uncertain
times.
The Committee determined the 2020 formulaic scorecard
outcomes appropriately reward the executive Directors for their
performance within the context of overall stakeholder experience.
With the voluntary waiver of cash bonuses by executive Directors,
the Group Chief Executive's effective payout was reduced to
32.25% of its maximum, and the Group Chief Financial Officer's
was reduced to 31.88%. The effective payouts are 51.43% and
58.86% below their respective outcomes compared with 2019.
2020 long-term incentive ('LTI') for executive Directors
To reflect the Group’s strategy, and after listening to our
shareholders, the Committee has agreed that the 2020 LTI will be
based on four equally weighted measures.
• RoTE: We have retained a key measure of our financial
performance and how we generate returns that deliver value
for our shareholders.
• Capital reallocation to Asia: We have set a new metric to assess
a key lever of our strategy and business transformation plan.
• Environment and sustainability: We have set a new measure to
align with the Group’s climate ambition to bring our own
operations to net zero by 2030 and support our customers in
their transition to a more sustainable future.
• Relative total shareholder return: We have retained this metric,
which rewards executive Directors based on comparison of the
total shareholder return performance of the Group and a
relevant peer group.
2020 LTI grant size
The Committee is aware of shareholders’ expectations on the need
to adjust the size of LTI awards to ensure they do not result in
'windfall gains' in the event that the share price falls significantly
due to the impact of the Covid-19 outbreak. While this does not
impact outstanding LTI awards, the Committee agreed, in line with
investor expectations, that the 2020 LTI awards should be subject
to a 'windfall gain' adjustment at grant if the share price falls
significantly relative to the grant price of the 2019 LTI. This is to
ensure that the reward for our executive Directors aligns with the
experience of our shareholders and is reflective of management
performance over the performance period.
While the share price to be used for the 2020 LTI award is not
known at this stage, the Committee has agreed, in line with
investor expectations, if the 2020 LTI grant share price
experiences a greater than 30% decline since the previous grant,
this would be considered a material share price fall, and an
adjustment percentage equal to half the share price percentage
decline would be applied to the awards to mitigate the potential
for 'windfall gains'.
Executive Directors' fixed pay for 2021
We have increased the base salary of our executive Directors by
1.6% in line with the average increase for our Group employees.
Additionally, in an expansion to his current remit, the Group Chief
Financial Officer will assume responsibility for the Group’s
transformation programme, effective immediately, and its mergers
and acquisitions agenda, from April. In acknowledgement of the
expanded remit and responsibilities, the Committee has decided to
adjust his fixed pay allowance from £950,000 to £1,085,000 in
accordance with the terms of the Directors’ remuneration policy
approved at the 2019 AGM. The executive Directors have made
the personal decision to donate 100% of their salary and fixed pay
allowance increases for 2021 to charity given the ongoing
challenging external environment.
Investor consultation
The Committee considers that regular dialogue with our
shareholders, including outside of our policy vote years and
especially during these uncertain times, is important to ensure our
remuneration policy operates as intended and in line with
shareholder expectations. In 2020, we met with a number of our
significant shareholders and proxy voting agencies to hear their
views on executive and wider workforce remuneration. As ever,
we found this engagement to be very helpful as we considered the
implementation of our remuneration policy, including the 'windfall
gain' adjustment for the 2020 LTI award, and use of ESG
measures in the forward-looking scorecards. Further details of the
2020 LTI measures and targets are on page 243. The 2021 annual
incentive scorecard is provided on page 249.
On behalf of the Committee, I would like to thank investors for
their time during the consultations and their support for the
direction of travel.
The Group’s Directors’ remuneration policy is due to expire at the
2022 AGM. During the course of 2021, we will be reviewing our
current approach to Directors’ remuneration and will consult with
our large shareholders and proxy advisory bodies with the aim of
introducing a new policy in 2022. The review will continue to be
based on our following key principles:
• The policy should be simple and transparent.
• There should be a strong alignment between rewards and the
interests of our stakeholders, including shareholders,
customers and employees.
• The policy should maintain a focus on long-term performance.
• The total compensation package should be competitive to
ensure we can retain and attract talent.
• The structure should meet the expectations of investors and
our regulators.
The Committee is concerned that over time, HSBC’s overall
remuneration opportunity has fallen behind desired levels to
reflect the calibre of the executives and market positioning. While
conscious of external sentiment, one of the areas of focus for the
Committee will therefore be ensuring that overall remuneration
levels remain appropriate in the context of the above and support
delivery of our strategic priorities. Any proposed changes would
be discussed with shareholders and the proxy advisory bodies as
part of the wider consultation on the remuneration policy in 2021.
Our annual report on remuneration
As Chair of the Committee, I hope you will support the 2020
Directors' remuneration report.
Pauline van der Meer Mohr
Chair
Group Remuneration Committee
23 February 2021
HSBC Holdings plc Annual Report and Accounts 2020 231
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Report of the Directors | Corporate governance report
Group Remuneration Committee
The Group Remuneration Committee is responsible for setting the
overarching principles, parameters and governance of the Group's
remuneration framework for all employees, and the remuneration
of executive Directors, the Group Chairman and other senior
Group employees. The Committee regularly reviews the
framework in the context of consistent and effective risk
management, and the regulatory requirements of multiple
jurisdictions.
Matters considered during 2020
No Directors are involved in deciding their own remuneration. All
members of the Committee are independent non-executive
Directors of HSBC Holdings. A copy of the Committee’s terms of
reference can be found on our website at www.hsbc.com/our-
approach/corporate-governance/board-committees.
The Committee met five times during 2020. James Forese was
appointed as a member of the Committee on 1 May 2020. David
Nish stepped down as a member of the Committee on 23 February
2021. The following is a summary of the Committee’s key
activities during 2020.
Remuneration framework and governance
Group variable pay pool, workforce performance and pay matters, Gender Pay Gap report, and employee surveys
Executive Director remuneration policy implementation, scorecards and pay proposals
Remuneration for other senior executives of the Group
Non-executive Director compensation
Shareholder consultation and proxy adviser views
Directors’ remuneration report
Regulatory, risk and audit
Information on material risk and audit events, and performance and remuneration impacts for individuals involved
Regulatory updates and filings, including approach and outcomes for the identification of Material Risk Takers
Jan
May
Jul
Sep
Dec
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Corporate governance briefings
Principal subsidiaries
Matters from subsidiary committees
Advisers
The Committee received input and advice from different advisers
on specific topics during 2020. Deloitte LLP’s engagement with
the Committee was extended during 2020. The Committee’s
decision reflected the quality and objectivity of the independent
advice that Deloitte had provided to the Committee on
remuneration matters. Deloitte provided benchmarking data on
remuneration policy matters and independent advice to the
Committee. Deloitte also provided tax compliance and other
advisory services to the Group.
The Committee also received advice from Willis Towers Watson
on market data and remuneration trends for senior management.
Willis Towers Watson was appointed as remuneration adviser by
management after considering invited proposals from similar
consultancy firms. It provides actuarial support to Global Finance
and benchmarking data and services related to benefits
administration for our Group employees. To ensure the advice
from Deloitte and Willis Towers Watson was objective, the
Committee required the advice to be independent and distinct
from any internal review and analysis on remuneration policy
matters. The Committee was satisfied the advice provided by
Deloitte and Willis Towers Watson was objective and independent
in 2020. Deloitte is a founding member of the Remuneration
Consultants Group and voluntarily operates under the code of
conduct in relation to executive remuneration consulting in the
UK.
For 2020, total fees of £173,900 and £68,289 were incurred in
relation to remuneration advice provided by Deloitte and Willis
Towers Watson, respectively. This was based on pre-agreed fees
and a time-and-materials basis.
Attendees and interaction with other Board
committees
During the year, Noel Quinn as the Group Chief Executive provided
regular briefings to the Committee. In addition, the Committee
engaged with and received updates from the following:
• Mark Tucker, Group Chairman;
• Elaine Arden, Group Chief Human Resources Officer;
• Alexander Lowen, Group Head of Performance Management,
Reward, Human Resources Transformation and People
Analytics;
• Pam Kaur, Group Chief Risk Officer;
• Colin Bell, Group Chief Compliance Officer;
232 HSBC Holdings plc Annual Report and Accounts 2020
• Jonathan Calvert-Davies, Group Head of Audit; and
• Aileen Taylor, Group Company Secretary and Chief Governance
Officer.
The Committee also received feedback and input from the Group
Risk Committee and Group Audit Committee on risk, conduct and
compliance-related matters relevant to remuneration.
Review of workforce remuneration and related
policies
In light of the year's challenging circumstances, the Committee's
review and approval of the workforce remuneration strategy was
particularly focused on ensuring protection for our junior
employees and delivering appropriate pay differentiation for those
areas of the business that performed well.
The Committee also reviewed the results of remuneration
outcomes across the Group to ensure they were in line with our
pay principles (as set out on page 233). This included details of
variable remuneration adjustments and information on reward
outcomes by performance and behaviour ratings. The Committee
uses this information to assess the effectiveness of our
remuneration framework and whether our framework aligns
employee rewards with our values.
We measure our employees’ sentiment on performance and pay
matters through our annual pay review surveys. In the first half of
2020, the Committee reviewed the results of the most recent
survey. A significant proportion of the respondents’ comments
indicated improved sentiment towards our pay review process.
The majority of employees believed their year-end ratings were a
fair reflection of their performance and behaviour, and felt
motivated to perform at their best following their performance
review.
Committee effectiveness
The annual review of the effectiveness of the Board committees
was internally facilitated during 2020. Overall, the review
concluded that the Group Remuneration Committee continued to
operate effectively, with a number of positive aspects of the
operation and practices highlighted by the review. There were also
areas of improvement identified, including the engagement
dynamic with advisers. The Committee has considered and
discussed the outcomes of the evaluation, and accepts the
findings with a number of actions to address them already in
progress. The outcomes of the evaluation have been reported to
the Board and the Committee will track progress against the
recommendations during 2021.
Our approach to workforce remuneration
Remuneration principles
Our performance and pay strategy aims to reward competitively the achievement of long-term sustainable performance by attracting,
motivating and retaining the very best people, regardless of gender, ethnicity, age, disability or any other factor unrelated to performance
or experience. It supports our people to perform their roles in the long-term interests of our stakeholders, which includes the customers
and communities we serve, our shareholders and our regulators. The strategy is underpinned by:
• decisions that are fair, appropriate and free from bias;
• a culture supportive of continuous feedback through manager and employee empowerment;
• reward and recognition of sustainable performance and values-aligned behaviour; and
• a balanced, simple and transparent total reward package that supports employee well-being.
Spotlight on 2020: Our response to the Covid-19 outbreak
These principles were key to facilitating the agile approach we took to pay and performance in response to the Covid-19 outbreak. In
response to the challenging circumstances our colleagues faced, we offered them increased practical support, recognised them for their
exceptional response to our customers and each other, and helped to ensure fair and appropriate treatment.
Appropriate practical support for our colleagues
• We took a country-based approach to our response to ensure that what we provided to our employees was appropriate for the
conditions and restrictions in place in their location.
•
Our priority was to support the well-being of our employees using a range of initiatives focusing on:
– enabling employees to work flexibly to support additional caring responsibilities;
– ensuring employees could purchase the equipment they needed to work from home wherever possible;
– providing financial assistance to employees who may have incurred additional costs, for example where normal commuting or
onsite catering services were disrupted; and
– supporting mental and physical well-being with employee assistance programmes, access to Covid-19-related private medical
treatment and flu vaccination initiatives.
• More than 50% of our total employee population responded to our mid-year employee survey. Of those who responded, 86% of
employees reported they were getting the support they needed from their line manager, and 83% said they believed HSBC valued
their well-being.
Recognising the exceptional response
• We ran a ‘Spotlight’ campaign within our ‘At Our Best Recognition’ points programme that focused on recognising our Covid-19
Heroes.
•
There were over 169,000 colleague recognitions made over a three-month period, a threefold increase in recognitions compared
with previous Spotlight campaigns that we have run.
Helping managers to make fair decisions
•
The majority of our people underwent a change in working pattern and/or location as a result of the Covid-19 outbreak. We
wanted to ensure our people are always recognised against relevant and achievable objectives with allowance for barriers to
performance outside of their control.
•
In response to the Covid-19 outbreak, we issued specific guidance for managing performance under some of the most common
scenarios our people found themselves in, to support our managers in continuing to make performance decisions.
HSBC Holdings plc Annual Report and Accounts 2020 233
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Our approach to performance and pay in 2020 for the broader workforce was underpinned by our remuneration principles.
Principle
Our approach in 2020
•
Fair,
appropriate
and free from
bias
Our communications to managers encouraged them to challenge their assessments by questioning whether they
were objective and based on fact. Managers in similar roles then came together to complete fairness reviews of the
performance and behaviour ratings of their team and make any necessary adjustments based on the review of the peer group to
mitigate the risk of bias and take a broader view of team performance.
• We supported managers, particularly the less experienced ones, to make informed, consistent and fair pay
•
decisions. Managers of 96% of our junior employees are supported by simplified or guided decision making.
As part of our annual performance and pay review process, we undertook analytical reviews to check for and identify bias,
and provide these reports to our senior management and Group Remuneration Committee as part of their review of annual pay
review outcomes.
• We made pay and performance reporting tools available to our managers for the purpose of undertaking an analytical review of
pay decisions for their team. We continue to enhance these based on manager feedback to make these tools useful and
increase usage.
• We regularly review our pay practices and in 2020 worked with independent third parties to review equal pay.
•
If pay differences are identified that are not due to an objective reason such as performance or skills and
experience, we made adjustments.
• We seek to create a culture where our people can fulfil their potential, gain new skills and develop their careers for the
•
future.
In 2020, we enhanced our continuous feedback culture, Everyday Performance and Development, which supported our
people to have regular conversations with their line managers about items such as their performance, pay, development and well-
being throughout the year.
• We launched our Continuous Performance Management tool, including on mobile, to make it easier for our people as
team members and as managers to share activities, feedback, achievements and progress regularly to drive conversations.
• We encouraged colleagues to use our online career planning tools to help them with their thinking about future roles and
•
•
the capabilities they require.
Line managers were provided with clear guidance materials to support them in making fair and appropriate decisions at key stages
in the performance and pay decision-making process. We were clear on the decisions that managers are empowered to
own and provided them with principles to support such decision making.
Employees also received notifications and guidance throughout the performance and pay review period to support their
understanding of what is expected of them and what they can expect.
A culture of
continuous
feedback
through
manager and
employee
empowerment
Reward and
recognition of
sustainable
performance
and values-
aligned
behaviour
• We have a robust performance management process that underpins our approach to reward and drives clear pay
•
•
differentiation.
Group and business unit performance is used in determining the Group variable pay pool and its allocation to each
business unit. Where performance in a year is weak, as measured by both financial and non-financial metrics, this will impact
the relevant pool, while the final pool also considers the external operating environment and expectation of our stakeholders.
Assessment of individual performance is made with reference to a balanced scorecard of clear and relevant financial and
non-financial objectives, including appropriate risk and compliance objectives.
• We believe it is important to recognise our people not just for results, but also for upholding our values. As such,
subject to local law, employees receive a behaviour rating as well as a performance rating to ensure performance is assessed not
only on what is achieved, but also on how it is achieved.
• We undertake analytical reviews to ensure there is clear pay differentiation across both performance and behaviour
ratings, which are provided to senior management and the Group Remuneration Committee as part of their oversight of the
remuneration outcomes for the Group’s workforce.
• We recognise examples of exceptional positive conduct through an increase in variable pay, and apply a reduction in
•
variable pay for misconduct or inappropriate behaviour that exposes us to financial, regulatory or reputational risk.
Our global ‘At Our Best’ recognition programme allows our people to recognise their colleagues for demonstrating
our values, with an award of recognition points that can be redeemed against a wide range of goods. Over one million peer-to-
peer recognitions were made globally in 2020.
• We promote employee share ownership through variable pay deferral or voluntary enrolment in an all-employee share plan, which
assists with incentivising long-term sustainable performance.
Balanced,
simple and
transparent
total reward
packages,
which support
employee well-
being
• We maintain an appropriate balance between fixed pay, variable pay and employee benefits, taking into consideration
•
an employee’s seniority, role, individual performance and the market. We are informed, but not driven, by market position and
practice.
For the 2020 pay review process, we have prioritised fixed pay increases for our global career bands 6 to 8 population,
where it represents a higher proportion of total compensation, and towards locations and business areas which are particularly
integral to the execution of the Group’s strategy.
• We are committed to employee well-being and offer employee benefits that support the mental, physical and financial health
•
of a diverse workforce.
All HSBC employees that work in a jurisdiction with a legal minimum wage are paid at or above this amount. In 2014,
HSBC in the UK was formally accredited by the Living Wage Foundation for having adopted the ‘Living Wage’ and the ‘London
Living Wage’.
234 HSBC Holdings plc Annual Report and Accounts 2020
Our approach to Directors' remuneration
This section summarises our remuneration policy for executive and non-executive Directors. The policy was approved at the AGM on
12 April 2019 and is intended to apply for three performance years until the AGM in 2022. The full remuneration policy, including the
policy on payment for loss of office, can be found on pages 175 to 184 of our Annual Report and Accounts 2018 and the Directors'
Remuneration Policy Supplement, which is available under Group Results and Reporting in the Investor Relations section of
www.hsbc.com.
Remuneration policy summary – executive Directors
Elements and objectives
Operation
Base salary1
To attract and retain key talent by being
market competitive and rewarding
ongoing contribution to role.
• Base salary is paid in cash on a monthly basis.
• Other than in exceptional circumstances, the base salary for the current
executive Directors will not increase by more than 15% above the level at
the start of the policy period in total for the duration of the policy.
Fixed pay allowance (‘FPA’)1
To deliver a level of fixed pay required
to reflect the role, skills and experience
of the Directors and to maintain a
competitive total remuneration package
for retention of key talent.
• The FPA is granted in instalments of immediately vested shares.
• On vesting, shares equivalent to the net number of shares delivered (after
those sold to cover any income tax and social security) are subject to a
retention period and released annually on a pro-rata basis over five years,
starting from the March immediately following the end of the financial year
for which the shares are granted.
• Dividends are paid on the vested shares held during the retention period.
Cash in lieu of pension
To attract and retain key talent by being
market competitive.
• Cash in lieu of pension is paid on a monthly basis as 10% of base salary.
• This allowance, as a percentage of salary, is not more than the maximum
contribution rate, as a percentage of salary, that HSBC could make for a
majority of employees who are defined contribution members of the HSBC
Bank (UK) Pension Scheme.
Implementation in 2021
Base salary will be increased by
1.6% in line with the overall
increase for Group employees.
Base salary from 1 March 2021
will be as follows:
• Noel Quinn: £1,291,000
• Ewen Stevenson: £753,000
FPA for 2021 will be as follows:
• Noel Quinn: £1,700,000
• Ewen Stevenson: will increase
from £950,000 to £1,085,000
from 1 March 2021
• No change to percentage of
base salary.
Annual incentive
To drive and reward performance
against annual financial and non-
financial objectives that are consistent
with the strategy and align to
shareholder interests.
Long-term incentive ('LTI')
To incentivise sustainable long-term
performance and alignment with
shareholder interests.
• The maximum opportunity is up to 215% of base salary.
• Annual incentive performance is measured against an individual scorecard.
• At least 50% of any award is delivered in shares, which are normally
• See page 249 for details of
performance measures.
immediately vested.
• On vesting, shares equivalent to the net number of shares that have vested
(after those sold to cover any income tax and social security payable) will
be held for a retention period of up to one year, or such period as required
by regulators.
• Awards will be subject to clawback (i.e. repayment or recoupment of paid
vested awards) for a period of seven years from the date of award,
extending to 10 years in the event of an ongoing internal/regulatory
investigation at the end of the seven-year period. Any unvested awards will
be subject to malus (i.e. reduction and/or cancellation) during any
applicable deferral period.
• The Committee retains the discretion to:
apply a longer retention period;
increase the proportion of the award to be delivered in shares; and
–
–
– defer the vesting of a portion of the award.
• The maximum opportunity is up to 320% of base salary.
• The LTI is granted if the Committee considers that there has been
• See page 249 for further
details.
satisfactory performance over the prior year.
• The LTI is subject to a forward-looking three-year performance period from
the start of the financial year in which the awards are granted.
• At the end of the performance period, awards will vest in five equal
instalments, with the first vesting on or around the third anniversary of the
grant date and the last instalment vesting on or around the seventh
anniversary of the grant date.
• On vesting, shares equivalent to the net number of shares that have vested
(after those sold to cover any income tax and social security payable) will
be held for a retention period of up to one year, or such period as required
by regulators.
• Awards are subject to malus provisions prior to vesting. Vested shares are
subject to clawback for a period of seven years from the date of award,
extending to 10 years in the event of an ongoing internal/regulatory
investigation at the end of the seven-year period.
• Awards may be entitled to dividend equivalents during the vesting period,
paid on vesting. Where awards do not receive dividend equivalents, the
number of shares awarded can be determined using the share price
discounted for the expected dividend yield.
1 The executive Directors have made the personal decision to donate 100% of their increases to salaries and increases to their fixed pay allowances
for 2021 to charity given the ongoing challenging external environment.
HSBC Holdings plc Annual Report and Accounts 2020 235
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Remuneration policy summary – executive Directors
Elements and objectives
Operation
Implementation in 2021
Benefits
To provide benefits in accordance with
local market practice.
• Benefits include the provision of medical insurance, accommodation, car,
club membership, independent legal advice in relation to a matter arising
out of the performance of employment duties for HSBC, tax return
assistance or preparation and travel assistance (including any associated
tax due, where applicable).
• Benefits to be provided as per
policy. Details will be
disclosed in the Annual Report
and Accounts 2021 single
figure of remuneration table.
• Additional benefits may also be provided when an executive is relocated or
spends a substantial proportion of his/her time in more than one
jurisdiction for business needs.
Executive Directors are expected to satisfy the following shareholding
requirement as a percentage of base salary within five years from the date of
their appointment:
• Group Chief Executive: 400%
• Group Chief Financial Officer: 300%
Executive Directors are eligible to participate in all-employee share plans,
such as HSBC Sharesave, on the same basis as all other employees.
• No change to percentage of
base salary.
• Participation in any such plans
will be disclosed in the Annual
Report and Accounts 2021, as
required.
Shareholding guidelines
To ensure appropriate alignment with
the interest of our shareholders.
All-employee share plans
To promote share ownership by all
employees.
Illustration of release profile
The following chart provides an illustrative release profile of remuneration for executive Directors.
Illustration of release profile
Fixed pay
allowance • Released in five equal annual instalments
starting from March 2021.
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029 u
u
u
u
u
u
Annual
incentive
• Paid 50% in cash and 50% in immediately vested
shares subject to a retention period of one year.
• Subject to clawback provisions for seven years
from grant, which may be extended to 10 years
in the event of an ongoing internal/regulatory
investigation.
Perform
-ance
period
Retained
shares
u u u
u
Clawback
• Award granted taking into consideration
performance over the prior year and also subject
to a three-year forward-looking performance
period.
• Subject to performance outcome, awards will
vest in five equal annual instalments starting
from the third anniversary of the grant date1.
• On vesting, shares are subject to a retention
Long-term
incentive
period of one year.
• Unvested awards subject to malus provisions.
• Subject to clawback provisions for seven years
from grant, which may be extended to 10 years
in the event of an ongoing internal/regulatory
investigation.
Performance
period
Vesting period
u
u u
u
Retention period u
u
u
u
u
Malus
Clawback
u
u
u
u
u
u
1 The seven-year vesting period and the one-year post-vesting retention period applied to shares granted under the LTI aligns with the minimum
five-year holding period expected by shareholders and under the UK Corporate Governance Code as the share awards will be released over a
period of eight years with a weighted-average holding period of six years.
The table below details how the Group Remuneration Committee addresses the principles set out in the UK Corporate Governance Code
in respect of the Directors' remuneration policy.
236 HSBC Holdings plc Annual Report and Accounts 2020
Provision
Clarity
Remuneration arrangements should be transparent and
promote effective engagement with shareholders and the
workforce.
Simplicity
Remuneration structures should avoid complexity and their
rationale and operation should be easy to understand.
Risk
Remuneration structures should identify and mitigate
against reputational and other risks from excessive
rewards, as well as behavioural risks that can arise from
target-based incentive plans.
Predictability
The range of possible values of rewards to individual
Directors and any other limits or discretions should be
identified and explained at the time of approving the policy.
Proportionality
The link between individual awards, the delivery of strategy
and the long-term performance of the Group should be
clear and outcomes should not reward poor performance.
Alignment with culture
Incentive schemes should drive behaviours consistent with
the Group's purpose, values and strategy.
Approach
• The Committee regularly engages and consults with key shareholders to take into account
shareholder feedback and to ensure there is transparency on our policy and its
implementation.
• Our employees were informed about the Directors' remuneration policy approved by our
shareholders at our 2019 AGM. Details of our remuneration practices and our remuneration
policy for Directors are published and available to all our employees.
• Our Directors' remuneration policy has been designed to achieve simplicity while
complying with the provisions set out in the UK Corporate Governance Code and the
remuneration rules of the UK's Prudential Regulation Authority and Financial Conduct
Authority, as well as meeting the expectations of our shareholders. The objective of each
remuneration element is explained and the amount paid in respect of each element of pay
is clearly set out.
• In line with regulatory requirements, our remuneration practices promote sound and
effective risk management while supporting our business objectives (see page 252).
• Risk and conduct considerations are taken into account in setting the variable pay pool,
from which any executive Director variable pay is funded.
• Executive Directors' annual and LTI scorecards include a mix of financial and non-financial
measures. Financial measures in the scorecards are subject to a CET1 underpin to ensure
CET1 remains within risk tolerance levels while achieving financial targets. In addition, the
overall scorecard outcome is subject to a risk and compliance underpin.
• The deferred portion of any awards granted to executive Directors is subject to a seven-
year deferral period during which our malus policy can be applied. All variable pay awards
that have vested are subject to our clawback policy for a period of up to seven years from
the award date (extending to 10 years where an investigation is ongoing).
• The charts set out on page 7 of our Directors’ remuneration policy show how the total
value of remuneration and its composition vary under different performance scenarios for
executive Directors. The Directors' remuneration policy can be found at www.hsbc.com/
our-approach/corporate-governance/remuneration.
• The annual incentive scorecard rewards achievement of our annual operating targets and
the LTI scorecard rewards achievement of long-term financial and shareholder value
creation targets.
• The Committee retains the discretion to reduce (to zero if appropriate) the annual incentive
and LTI payout based on the outcome of the relevant scorecards, if it considers that the
payout determined does not appropriately reflect the overall position and performance of
the Group during the performance period.
• In order for any annual incentive award to be made, each executive Director must achieve
a required behaviour rating, which is assessed by reference to the HSBC Values.
• Annual incentive and LTI scorecards contain non-financial measures linked to our wider
social obligations. This includes measures related to reducing the environmental impact of
our operations, improving customer satisfaction, diversity and employee engagement.
• Annually, senior employees participate in a 360 degree survey which gathers feedback on
values-aligned behaviours.
HSBC Holdings plc Annual Report and Accounts 2020 237
Corporate governance
Report of the Directors | Corporate governance report
Remuneration policy – non-executive Directors
Non-executive Directors are not employees. They receive base
fees for their service and further fees for additional Board duties,
including but not limited to chairmanship, membership of a
committee, or acting as the Senior Independent Director and/or
Deputy Chairman.
Non-executive Directors also receive a travel allowance of £4,000
towards the additional time commitment required for travel.
Any other taxable or other expenses incurred in performing their
role are reimbursed, as well as any related tax cost on such
reimbursement.
All non-executive Directors are expected to satisfy a shareholding
guideline of 15,000 shares within five years of their appointment.
There have been no changes to the non-executive Directors' fees
from the remuneration policy approved at the AGM in 2019, with
the exception of a revised fee for the Senior Independent Director.
This change was approved by the Committee following Sir
Jonathan Symonds' retirement from the Board and as Deputy
Group Chairman and Senior Independent Director in February
2020, when David Nish was appointed as Senior Independent
Director.
In addition, and in light of the increasingly significant role of
technology in the Group’s strategy, operations and growth
prospects, the Board approved the establishment of a Technology
Governance Working Group for a period of 12 months. The
working group has been tasked with developing recommendations
to strengthen the Board’s oversight of technology strategy,
governance and emerging risks.
The working group will be jointly chaired by Eileen Murray and
Steven Guggenheimer, given their expertise and experience in this
area. Jackson Tai, the Group Risk Committee Chair, will be a
member, with other non-executive Directors members from our
US, UK, European and Asian principal subsidiaries.
The time commitment expected of the co-Chairs will be up to 30
days, reflective of the complexity and profile of the subject matter.
As a result, the Group Remuneration Committee have determined
a fee of £60,000. Members will not receive fees.
Accordingly, the following table sets out the fees for 2021.
Position
Non-executive Group Chairman1
Non-executive Director (base fee)
Senior Independent Director2
Group Risk Committee
Group Audit Committee and Group Remuneration Committee
Nomination & Corporate Governance Committee
Technology Governance Working Group
2021 fees
£
1,500,000
127,000
200,000
150,000
40,000
75,000
40,000
––
33,000
60,000
Chair
Member
Chair
Member
Chair
Member
Co-Chair
1 The Group Chairman does not receive a base fee or any other fee in respect of chairing of the Nomination & Corporate Governance Committee.
2 For the period to 18 February 2020, a fee of £375,000 was paid in respect of the combined role of Deputy Group Chairman and Senior
Independent Director.
Service contracts
Executive Directors
The length of service and notice periods of executive Directors are
set at the discretion of the Committee, taking into account market
practice, governance considerations, and the skills and experience
of the particular candidate at that time.
Noel Quinn
Ewen Stevenson
Contract date (rolling)
18 March 2020
1 December 2018
Notice period
(Director and HSBC)
12 months
12 months
Service agreements for each executive Director are available for
inspection at HSBC Holdings’ registered office. 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. The Directors’ biographies
are set out on pages 198 to 203, and include those directorships
provided for under the Capital Requirements Regulation II.
Non-executive Directors
Non-executive Directors are appointed for fixed terms not
exceeding three years, which may be renewed subject to their re-
election by shareholders at AGMs. Non-executive Directors do not
have service contracts, but are bound by letters of appointment
issued for and on behalf of HSBC Holdings, which are available for
inspection at HSBC Holdings’ registered office. There are no
obligations in the non-executive Directors’ letters of appointment
that could give rise to remuneration payments or payments for
loss of office.
Non-executive Directors’ current terms of appointment will expire
as follows:
2021 AGM
Mark Tucker
Heidi Miller
Laura Cha
James Forese1
Steven Guggenheimer1
Eileen Murray1
2022 AGM
Irene Lee
José Antonio Meade Kuribreña
Pauline van der Meer Mohr
Henri de Castries
2023 AGM
David Nish
Jackson Tai
1 James Forese, Steven Guggenheimer and Eileen Murray were appointed following the 2020 AGM and therefore their initial three-year
appointment terms are subject to approval of their election by shareholders at the 2021 AGM. Their initial three-year term of appointment will end
at the conclusion of the 2024 AGM, subject to shareholders' approval at the relevant AGMs.
238 HSBC Holdings plc Annual Report and Accounts 2020
Annual report on remuneration
This section sets out how our approved Directors’ remuneration policy was implemented during 2020.
Single figure of remuneration
(Audited)
The following table shows the single figure of total remuneration of each executive Director for 2020, together with comparative figures.
Single figure of remuneration
(£000)
Base salary2
Fixed pay allowance
Cash in lieu of pension
Taxable benefits3
Non-taxable benefits3
Total fixed
Annual incentive4
Notional returns5
Replacement award6
Total variable
Total fixed and variable
Noel Quinn1
Ewen Stevenson
2020
1,266
1,700
127
186
59
3,338
799
17
—
816
4,154
2019
503
695
50
41
23
1,312
665
—
—
665
1,977
2020
738
950
74
12
32
1,806
450
—
1,431
1,881
3,687
2019
719
950
107
16
28
1,820
1,082
—
1,974
3,056
4,876
1 Noel Quinn succeeded John Flint as interim Group Chief Executive with effect from 5 August 2019 and was appointed permanently into the role
on 17 March 2020. The remuneration included in the single figure table above for 2019 is in respect of his services provided as an executive
Director for that year.
2 As outlined on page 230, the executive Directors each donated a quarter of their base salary for six months in 2020. The base salary shown in the
single figure of remuneration is the gross salary before charitable donations.
3 Taxable benefits include the provision of medical insurance, accommodation, car and tax return assistance (including any associated tax due,
where applicable). Non-taxable benefits include the provision of life assurance and other insurance cover.
4 Under the policy approved by shareholders, executive Directors can receive 50% of their annual incentive award in cash and the remaining 50% in
immediately vested shares subject to a one-year retention period. As the executive Directors each decided not to take an annual cash bonus, the
2020 annual incentive is the amount after this waiver and will be delivered in immediately vested shares subject to a one-year retention period.
The total annual incentives waived by the Group Chief Executive and Group Chief Financial Officer were £799,000 and £450,000, respectively.
'Notional returns' refers to the notional return on deferred cash for awards made in prior years. The deferred cash portion of the annual incentive
granted in prior years includes a right to receive notional returns for the period between the grant date and vesting date, which is determined by
reference to a rate of return specified at the time of grant. A payment of notional return is made annually and the amount is disclosed on a paid
basis in the year in which the payment is made.
5
6 As set out in the 2018 Directors' remuneration report, in 2019 Ewen Stevenson was granted replacement awards to replace unvested awards,
which were forfeited as a result of him joining HSBC. The awards, in general, match the performance, vesting and retention periods attached to
the awards forfeited, and will be subject to any performance adjustments that would otherwise have been applied. The values included in the table
for 2019 relate to Ewen Stevenson's 2015 and 2016 LTI awards granted by The Royal Bank of Scotland Group plc ('RBS') for performance years
2014 and 2015, respectively, and replaced with HSBC shares when Ewen Stevenson joined HSBC. These awards are not subject to further
performance conditions and commenced vesting in March 2019. The total value is an aggregate of £1,121,308 for the 2015 LTI and £852,652 for
the 2016 LTI. The 2016 LTI award value has been determined by applying the performance assessment outcome of 27.5% as disclosed in RBS's
Annual Report and Accounts 2018 (page 70) to the maximum number of shares subject to performance conditions. Values in the table for 2020
relate to his 2017 LTI award granted by RBS for performance year 2016, which was determined by applying the performance assessment
outcome of 56.25% as disclosed in RBS's Annual Report and Accounts 2019 (page 91) to the maximum number of shares subject to performance
conditions. This resulted in a payout equivalent to 78.09% of the RBS award shares that were forfeited and replaced with HSBC shares. A total of
313,608 shares were granted in respect of his 2017 LTI replacement award at a share price of £6.643. The HSBC share price was £5.845 when
the awards ceased to be subject to performance conditions, with no value attributable to share price appreciation.
Benefits
The values of the significant benefits in the single figure table are set out in the following table1.
(£000)
Insurance benefit (non-taxable)
Car and driver (UK and Hong Kong)
Noel Quinn
2020
51
139
2019
—
—
1 The value of benefits provided to Noel Quinn in 2019 were not deemed significant. The insurance and car benefits for Ewen Stevenson are not
included in the above table as they were not deemed significant.
HSBC Holdings plc Annual Report and Accounts 2020 239
Corporate governance
Report of the Directors | Corporate governance report
Determining executive Directors’ performance
(Audited)
Awards made to executive Directors reflected the Committee’s
assessment of performance against scorecard objectives which
were developed with consideration for the Group’s strategic
priorities and risk appetite. The targets for financial measures were
set at the start of the financial year. They were not revised for the
significant economic impact of the Covid-19 outbreak due to the
Committee’s desire that reward for our executive Directors should
reflect the experience of our shareholders in the year. For non-
financial objectives, the performance assessment involved
considering targets set in line with our disclosed commitments,
such as carbon emissions reduction, diversity, survey results for
employee experience and customer satisfaction measures, as
detailed in the non-financial performance assessment table.
Performance achieved against each measure was applied to the
weighting of each objective to determine the outcome percentage.
As part of this assessment, the Committee consulted the Group
Risk Committee and took into consideration its feedback in
determining outcomes for the executive Directors' risk and
compliance measures. It also considered whether any discretion
should be exercised with respect to the risk and compliance
underpin.
As set out in the scorecard assessment table below, the target for
profit before tax was not met. However, good progress was made
against the targets set for RWA optimisation and cost-savings
measures, and strong progress was made on the non-financial
metrics, as our commitment to delivering responsibly for our
stakeholders remained unchanged throughout the pandemic.
Overall, this level of performance resulted in a payout of 64.50% of
the maximum for the Group Chief Executive and 63.75% for the
Group Chief Financial Officer. The Committee reviewed these
outcomes in the context of a number of internal and external
Annual assessment
considerations to determine whether it should exercise its
discretion to reduce the outcome, including:
• overall share price performance in the year, which was
significantly impacted by both the Covid-19 outbreak and the
impact of the regulator’s request to suspend dividend
payments;
• the impact of the bonus pool reduction on the total
compensation for our wider workforce;
• profit before tax and RoTE performance; and
• the positive actions taken by the Board to support our
customers, colleagues and communities in these difficult and
uncertain times.
Taking the above into account, the Committee determined that the
2020 formulaic scorecard outcome appropriately rewards the
executive Directors for their performance within the context of
overall stakeholder experience. With the voluntary waiver of cash
bonuses by the executive Directors, the effective payout was
reduced to 32.25% of the maximum for the Group Chief Executive
(2019: 66.40%) and 31.88% for the Group Chief Financial Officer
(2019: 77.50%).
In order for any annual incentive award to be made, each
executive Director must achieve a minimum behaviour rating,
which is assessed by reference to the HSBC Values. For 2020,
both executive Directors met this requirement.
The maximum 2020 annual incentive opportunity for Noel Quinn
was set at 195% of salary and for Ewen Stevenson at 191% of
salary.
Grow profit before tax1 ($bn)
RWA optimisation2 ($bn)
Cost savings ($bn)
Customer satisfaction
Employee experience
Environment
Risk and compliance
Personal objectives
Total
Maximum annual incentive opportunity
(£000)
Annual incentive pre-cash waiver
(£000)
Annual incentive post-cash waiver
(£000)
Minimum
(25%
payout)
19.91
35.00
1.00
Maximum
(100%
payout) Performance
23.38
44.90
1.60
14.77
51.50
1.04
See following section for non-
financial performance commentary
Group Chief Executive
Group Chief Financial Officer
Weighting
(%)
Assessment
(%)
Outcome
(%)
Weighting
(%)
Assessment
(%)
Outcome
(%)
30.0
20.0
—
10.0
10.0
10.0
10.0
10.0
100.0
20.0
20.0
10.0
10.0
10.0
10.0
10.0
10.0
100.0
—
—
100.0
20.00
—
80.0
95.0
85.0
85.0
100.0
—
8.00
9.50
8.50
8.50
10.00
64.50
£2,478
£1,598
£799
—
—
100.0
20.00
30.0
80.0
95.0
85.0
85.0
62.5
3.00
8.00
9.50
8.50
8.50
6.25
63.75
£1,412
£900
£450
1 Profit before tax, as defined for Group annual bonus pool calculation. This definition excludes business disposal gains and losses, debt valuation
and goodwill adjustments and variable pay expense. However, it takes into account fines, penalties and costs of customer redress, including
provisions, which are excluded from the adjusted profit before tax. Other significant items are included or excluded in line with the principles
underpinning the definition. The adjusted profit before tax as per adjusted results is found on page 2.
2 As set out in our February 2020 business update, our objective is to reduce RWAs in low-return franchises (in particular the US and the non-ring-
fenced bank in Europe and the UK) and redeploy capital in areas of faster growth and higher returns. Our target is to achieve a $100bn reduction
by 2022, with a $35bn RWA reduction target for 2020. We achieved a reduction of $51.5bn during 2020, which included a reduction of $37.4bn
in GBM, mainly in our non-ring-fenced bank and in the US, and $12.9bn in CMB, primarily in our ring-fenced bank.
240 HSBC Holdings plc Annual Report and Accounts 2020
Non-financial performance
Shared objectives for the Group Chief Executive and Group Chief Financial Officer
Objectives
Performance
Customer satisfaction
Re-engineer the business
with digital technology to
improve customer service
•
•
In our Wealth and Personal Banking business, our retail customer satisfaction scores in six of seven scale markets
(excluding SABB) were ranked in the top three or improved at least two ranks against the benchmark, and three markets
improved their digital satisfaction scores. Our private banking business did not meet either of its improvement targets.
In our Commercial Banking business, four of seven scale markets (excluding SABB) improved their customer satisfaction
scores and six improved their digital satisfaction scores.
• Our Global Banking and Markets business met the target of improving on its 2019 net promoter score of 38, with a global
net promoter score of 48 (compared with a global competitor score of 40). The global digital satisfaction score of 64% also
exceeded the global competitor digital satisfaction score of 36%.
In Hong Kong, we launched a fully remote, digital account opening solution for business customers, while in the UK, we
launched HSBC Kinetic, our new app-only digital banking offering for small and medium-sized business customers. In
China, we launched Pinnacle, our new digital platform for wealth planning and insurance services.
•
• During the Covid-19 outbreak, we enhanced our digital capabilities to serve more customers remotely, with faster access
and improved security. We also engaged with regulators to help customers gain better access to a broad range of banking
products and services from their homes, including through remote consultations and sales.
• We maintained a high level of business continuity and customer support with 85% of colleagues equipped to work from
home, all of our customer contact centres fully operational, and between 70% and 90% of our branches open for business.
• We worked with governments to support national schemes, granting over 720,000 payment holidays to our personal
customers and 237,000 loans to our wholesale customers. We provided more than $26bn in customer relief to our
personal customers during the initial stages of the pandemic and more than $52bn in lending to wholesale customers,
many of whom still require our support.
• We helped our clients raise over $1.89tn in capital markets financing, and we retained a top-three position in green, social
and sustainable finance bonds, according to Dealogic’s rankings. Our Global Banking and Markets business helped
arrange more than $125bn of financing for our clients through social and Covid-19 relief bonds.
Employee experience
Improve engagement,
diversity and succession
Employee engagement
• Our Employee Engagement Index, which measures employee survey sentiment on pride, advocacy, intent to stay,
motivation and feeling of accomplishment questions, increased by five percentage points to 72%, meeting our target to
improve the metric.
• During the Covid-19 outbreak, extra steps were undertaken to maintain a healthy culture, including: a regular dialogue
with our colleagues through regular leadership calls and communications; listening closely to their needs; and providing
the support and flexibility to manage their lives during the pandemic. A culture of ‘looking out for each other’ was
encouraged and employee networks held regular support calls for employees, specifically those experiencing mental
health challenges and those with caring responsibilities.
• We ran a mid-year employee survey to determine how the Covid-19 outbreak was impacting our colleagues and how we
could support them through this period. More than 50% of our total employee population responded, of which more than
89% said they were getting the information they needed from the organisation, 86% reported that they were getting the
support they needed from their line manager, and 86% of the respondents reported they felt confident in leadership. In
addition, 75% of employees that participated in our 2020 Snapshot survey said they believed HSBC values their well-being.
Diversity and inclusion
• We met our aspirational target of achieving at least 30% women holding senior leadership positions by 2020.
• Several components of the global diversity and inclusion strategy were reprioritised throughout 2020 in direct response to
the Black Lives Matter movement and the Covid-19 outbreak. Good progress was made, with key achievements including
the design and launch of the global ethnicity inclusion programme, progression of the global disability confidence
programme and the appointment of new executive sponsors for the ‘Embrace’ and ‘Balance’ employee resource groups.
• We delivered phase one of the global diversity data project, which collected and reported employee ethnicity data in 21
countries and territories through a self-identification campaign.
Group Executive Committee succession planning
• Succession plans have been updated for all Group Executive Committee roles and approved by the Group Nomination &
Corporate Governance Committee.
• The Group also identified a number of enterprise critical roles across the organisation and succession plans have also been
updated for these roles with approval from the Group Executive Committee.
• The majority of ‘ready now’ and ‘develop in role’ successors on these plans have undergone leadership assessments with
our third-party specialist provider, with all development plans documented. A global executive coaching panel is utilised
and executive development solutions have been designed to be implemented in 2021.
• We reduced our carbon emission tonnes to 1.76 per full-time equivalent employee (‘FTE’), beating the target of 2.0 tonnes
per FTE we had set for 2020. It was recognised that reduced travel and increased working from home due to the Covid-19
outbreak impacted this outcome, and as a result, the performance assessment for this metric was revised down.
• We exceeded our sustainable finance and investment target of $24bn by facilitating, financing and investing in the
development of clean energy, lower-carbon technologies and projects that contribute to the delivery of the Paris
Agreement and the UN Sustainable Development Goals.
• We were recognised as 'The World's Best Bank for Sustainable Finance’ by Euromoney in its Awards for Excellence 2020.
• Awareness of climate change impacts across the organisation continued to increase, with 93% of relationship managers
completing their required sustainability training modules.
•
•
In spite of the additional stress due to the operational challenges of the Covid-19 outbreak, enabled by the non-financial
risk optimisation programme outcomes, the organisation maintained fair customer outcomes and a stable non-financial
risk profile while implementing new products and adapting to significantly different ways of working.
In 2020, we completed our financial crime risk operational effectiveness exercise programme, with all countries having
passed the Global Standards exit criteria and assurance. While there was year-on-year improvement in performance
against a number of specific financial crime risk metrics, it was recognised that some further work is still required. The
executive Directors demonstrated strong commitment to the conduct framework, maintaining focus on fair outcomes for
our customers and market integrity. In 2020, this included initiatives to minimise the impact of the Covid-19 crisis and
protect the business with rapid introduction of initiatives and mitigation against unacceptable levels of conduct risk.
HSBC Holdings plc Annual Report and Accounts 2020 241
Environment
Sustainable operations and
sustainable finance
Risk and compliance
Achieve effective
management of non-
financial risk Group-wide
and fulfilment of regulatory
obligations.
Achieve sustained delivery
against the Global Conduct
framework and effective
financial crime risk
management.
Corporate governance
Report of the Directors | Corporate governance report
Personal measures for the Group Chief Executive and Group Chief Financial Officer
Objectives
Performance
Group Chief Executive
Simplify the Group operating model
Group Chief Financial Officer
• Deploy Cloud technologies in
Global Finance function
• Reduce Finance function costs
and number of full-time
equivalents
• As part of the Group transformation programme, we commenced work on 'organisation simplification and design'
by defining roles with clear accountabilities and decision rights, simplifying and minimising matrix reporting and
realising transformation objectives through the redesign of certain structures across businesses and functions.
• The programme successfully delivered all key milestones in 2020, including: the establishment of design principles
to shape the future organisation model and structures; the creation of the Group Organisational Design Authority
to drive consistent design thinking; the simplification of the Group Executive Committee and the introduction of a
clear operating rhythm to increase discipline and focus on strategy and performance delivery; the redesign of the
majority of top leadership structures; the definition of a consistent role taxonomy across business and functions;
and the identification of reductions in FTEs and cost, principally at senior levels.
• The Finance on the Cloud programme will transform the way the Global Finance function operates by rationalising
operational processes, automation of data production and providing faster delivery of comprehensive data to our
internal and external stakeholders. The programme has progressed into the execution phase in 2020, with the
programme design, scope and implementation approach approved.
• The first phase of implementation, which relates to the risk-weighted assets reporting process for our UK entities,
was successfully implemented in November 2020. Execution plans are in place for the further extension of Cloud
technologies within the UK pilot in 2021, followed by a global deployment.
• The target of reducing Finance function costs to $0.8bn was met, but the target number of full-time equivalent
staff in the function was not achieved.
2017 long-term incentive performance
The 2017 LTI award was granted to Marc Moses (former Group Chief Risk Officer) and Iain Mackay (former Group Finance Director)1.
Assessment of the LTI award in respect of 2017 (granted in 2018)
Minimum
Target
Maximum
Measures (with weighting)
(25% payout)
(50% payout)
(100% payout)
Actual
Assessment Outcome
Average return on equity
(with CET1 underpin)2 (20%)
Cost-efficiency ratio (20%)
Relative total shareholder return3
(20%)
Risk and compliance4 (25%)
• Achieve and sustain compliance with
Global Financial Crime Compliance
policies and procedures.
• Achieve a sustainable adoption of
Group operation risk management
framework, along with its policies and
practices.
• Achieve and sustain delivery of global
conduct outcomes and compliance
with conduct of business regulatory
obligations.
Strategy (15%)
Sustainable finance ($bn)5
Employee confidence6
Customer
(based on customer recommendation in
top five markets by revenue)
Total7
9.0%
60.0%
At median of
peer group
10.0%
58.0%
Straight-line vesting
between minimum
and maximum
11.0%
55.5%
7.3%
62.4%
0.0%
0.0%
0.00%
0.00%
At upper quartile of
peer group
Rank 11th
0.0%
0.00%
Performance assessed by the Committee based on a number of
qualitative and quantitative inputs such as Group Financial Crime Risk
assessment against Financial Crime Compliance objectives, outcome
of assurance and audit reviews, and achievement of long-term Group
objectives and priorities during the performance period, with input
and approval from the Group Risk Committee.
65.0%
65.0%
16.25%
30.0
65.0%
34.0
67.0%
37.0
70.0%
93.0
62.0%
100.0%
0.0%
5.00%
0.00%
Improvement in
recommendation in
three of top five
markets for WPB,
CMB and GBM.
Improvement in
recommendation in
four of top five
markets for WPB,
CMB and GBM.
Improvement in
recommendation in all
of top five markets for
WPB, CMB and GBM.
Improvement
in three of
top five
markets
25.0%
1.25%
22.50%
1 Based on the scorecard outcome, 29,655 shares will vest with Iain Mackay and 86,491 shares will vest with Marc Moses (determined by pro-
rating their awards for time in employment during the performance period of 1 January 2018 to 31 December 2020). The awards will vest in five
equal annual instalments commencing in March 2021. Using the average daily closing share prices over the three months to 31 December 2020
of £3.604 the value of awards to vest with Iain Mackay and Marc Moses is £106,877 and £311,714, respectively.
2 Significant items are excluded from the profit attributable to ordinary shareholders of the company for the purpose of computing adjusted return
on equity.
3 The peer group for the 2017 award is: Bank of America, Barclays, BNP Paribas, Citigroup, Credit Suisse Group, DBS Group Holdings, Deutsche
Bank, JPMorgan Chase & Co., Lloyds Banking Group, Standard Chartered and UBS Group.
4 The performance outcome was reviewed and approved by the Group Risk Committee taking into account evidence of progress made during the
three-year performance period. Specifically, it noted a steady improvement in financial crime risk related audit outcomes, a significant reduction of
overdue and re-opened high and medium risk assurance issues and stabilisation of the global residual risk for anti-money laundering, sanctions,
and anti-bribery and corruption. The non-financial risk optimisation programme made significant progress during 2020 to demonstrate operational
risk management maturity in areas of focus. There was also a steady improvement in conduct ratings with significant improvement seen in Global
Banking and Markets since 2018. The Group Risk Committee also noted the need for ongoing enhancements in certain areas and the need for
further improvement in approach to conduct management.
5 Assessed based on cumulative financing and investment made to develop clean energy, lower-carbon technologies and projects that contribute to
the delivery of the Paris Agreement and the UN Sustainable Development Goals.
6 Assessed based on results of the latest employee Snapshot survey question, ‘I am seeing the positive impact of our strategy’.
7 Taking into consideration the overall performance of the Group using a number of internal and external measures, including profit before tax,
RoTE, share price and total shareholder returns, the Committee considered that the scorecard outcomes reflected the performance achieved.
242 HSBC Holdings plc Annual Report and Accounts 2020
Long-term incentive awards
(Audited)
Long-term incentive in respect of 2020
After taking into account performance for 2020, the Committee
decided to grant Noel Quinn and Ewen Stevenson LTI awards of
£3,718,000 and £2,118,000, respectively. These awards will be
subject to 'windfall gain' adjustments, as set out below. As the
awards are not entitled to dividend equivalents in accordance with
regulatory requirements, the number of shares to be awarded will
be adjusted to reflect the expected dividend yield of the shares
over the vesting period.
The 2020 LTI awards will have a three-year performance period
starting 1 January 2021. During this period, performance will be
assessed based on the 2020 LTI scorecard comprising four
equally-weighted measures: two financial measures to incentivise
value creation for our shareholders; a measure linked to our
climate ambitions; and a measure for relative total shareholder
return ('TSR').
RoTE was retained as a metric as it remains a key measure of our
financial performance and how we generate returns that deliver
value for our shareholders. Given the uncertainty from the
economic impact of the Covid-19 outbreak, the Committee
determined it was most appropriate to assess RoTE at the end of
the performance period. This element of the award will continue to
be subject to a CET1 underpin.
Capital reallocation to Asia was added as a new metric as this is
one of the key levers of our strategy and business transformation
plan. This measure will be assessed based on the share of Group
tangible equity allocated to Asia at the end of the performance
period and is also subject to the CET1 underpin.
The environment and sustainability scorecard measure was added
to align to our new climate ambition. Announced in October 2020,
we set out how we aim to bring carbon emissions in our own
Performance conditions for LTI awards in respect of 2020
operations to net zero by 2030 and support our customers in the
transition to a more sustainable future with financing, facilitation
and investments of $750bn to $1tn over the same time period.
Scorecard targets are linked to this climate ambition and
performance will be assessed based on the reduction in our
carbon footprint and the financing we provide to our clients in
their net zero transition.
Relative TSR was retained as a metric in the scorecard as it
rewards executive Directors based on comparison of the total
shareholder return performance of the Group and a relevant peer
group. No changes were made to the peer group used for this
purpose. Given the planned strategic shifts in our geographical
and business mix, notably future growth investment in Asia and
wealth business, we will review our peer group for any relative
TSR measure to be used for the 2021 LTI scorecard. The updated
peer group will be set out in the Annual Report and Accounts 2021.
The LTI continues to be subject to a risk and compliance modifier,
which gives the Committee the discretion to adjust down the
overall scorecard outcome to ensure that the Group operates
soundly when achieving its financial targets. For this purpose, the
Committee will receive information including any risk metrics
outside of tolerance for a significant period of time and any risk
management failures that have resulted in significant customer
detriment, reputational damage and/or regulatory censure.
To the extent performance conditions are satisfied at the end of
the three-year performance period, the awards will vest in five
equal annual instalments commencing from around the third
anniversary of the grant date. On vesting, shares equivalent to the
net number of shares that have vested (after those sold to cover
any income tax and social security payable) will be held for a
retention period of up to one year, or such period as required by
regulators.
Measures
RoTE (with CET1 underpin)1
Capital reallocation to Asia (with CET1
underpin)2
Environment and
sustainability3
Carbon reduction
Sustainable finance
and investment $bn
Minimum
(25% payout)
Target
(50% payout)
8.0%
45.0%
42.0%
200.0
9.0%
47.0%
48.0%
240.0
Maximum
Weighting
(100% payout)
10.0%
50.0%
51.0%
260.0
%
25.0
25.0
25.0
25.0
Relative TSR4
At median of the peer group
Straight-line vesting between
minimum and maximum
At upper quartile of peer
group
1 To be assessed based on RoTE at the end of the performance period. The measure will also be subject to a CET1 underpin. If the CET1 ratio at the
end of the performance period is below the CET1 risk tolerance level set in the risk appetite statement, then the assessment for this measure will
be reduced to nil.
2 To be assessed based on share of Group tangible equity (on a constant currency basis and excluding associates) allocated to Asia by 31 December
2023. This metric will be measured on an organic basis and will exclude changes in Group tangible equity allocation resulting from acquisitions
and disposals (and also part-acquisitions or part-disposals) of businesses and is subject to the CET1 underpin outlined above.
3 Carbon reduction will be measured based on percentage reduction in total energy and travel emissions achieved by 31 December 2023 using
2019 as the baseline. A sustainable finance and investment metric will assess cumulative financing provided over the period commencing on
1 January 2020 and ending on 31 December 2023.
4 The peer group for the 2020 award is: Bank of America, Barclays, BNP Paribas, Citigroup, Credit Suisse Group, DBS Group Holdings, Deutsche
Bank, J.P. Morgan Chase & Co., Lloyds Banking Group, Morgan Stanley, Standard Chartered and UBS Group.
5 Awards will vest on a straight-line basis for performance between the minimum, target and maximum levels of performance set in this table.
2020 LTI grant size
The Committee is conscious of the external commentary on
'windfall gains' from LTI awards given the impact of the Covid-19
outbreak. The Committee is also aware that a number of investors
have expressed their preference that, where executives may
benefit from 'windfall gains', the Committee is proactive in
considering award levels at the time of grant. Based on the above
and discussions with investors and proxy voting agencies, the
Committee agreed that the 2020 LTI awards should be subject to a
'windfall gain' adjustment at grant if the share price falls
significantly relative to the grant price of the 2019 LTI. This is to
ensure reward for our executive Directors aligns with the
experience of our shareholders and is reflective of management
performance over the performance period. While the share price
to be used for the 2020 LTI award is not known at this stage, the
Committee agreed that, in line with investor expectations, if the
2020 LTI grant share price experiences a greater than 30% decline
since the previous grant, this would be considered a material fall
in share price (based on review of historical share price volatility
and the impact of significant external macroeconomic events). In
such an event, an adjustment percentage equal to half the share
price percentage decline will be applied to the awards to mitigate
the potential for 'windfall gains'. This approach will apply to the
2020 LTI award to be granted in 2021.
HSBC Holdings plc Annual Report and Accounts 2020 243
Corporate governance
Report of the Directors | Corporate governance report
2018 long-term incentive award
The LTI granted in respect of 2018 included an ESG measure
based on our objective disclosed in the Strategy Update in June
2018 to achieve an 'Outperformer' rating from ratings provider
Sustainalytics. Our 2018 Directors' remuneration report noted that
in the event Sustainalytics changed its rating approach, the
Committee retained the discretion to review and modify the
assessment approach and targets to ensure the assessment
approach achieved its original purpose.
Performance conditions for LTI awards in respect of 2018
Sustainalytics has since revised its methodology and replaced
'performer' ratings with low, medium and high risk ratings. In
2020, the Committee approved a revised assessment approach
and targets that aim for HSBC to 'outperform' a set of peers using
Sustainalytics' revised risk-based rating as detailed in the table
below. The Committee is comfortable that the proposed targets
are no more or less difficult to achieve than the original proposed
targets.
Measures
Average RoTE (with CET1
underpin)1
Employer advocacy2
Environmental, social and
governance rank3
Minimum
(25% payout)
10.0%
65.0%
Target
(50% payout)
11.0%
70.0%
Maximum
(100% payout)
12.0%
75.0%
At median of the peer group
Straight-line vesting between
minimum and maximum
At upper quartile of peer group
Weighting
%
75.0
12.5
12.5
1 If the CET1 ratio at the end of performance period is below the CET1 risk tolerance level set in the risk appetite statement, then the assessment for
this measure will be reduced to nil.
2 To be assessed based on results of the latest employee Snapshot survey question: 'I would recommend this company as a great place to work'.
3 Peer group (in line with TSR peer group for the 2017 LTI, including three additional peers): Bank of America, Barclays, BNP Paribas, Citigroup,
Credit Suisse Group, Deutsche Bank, DBS Group Holdings, J.P. Morgan Chase & Co., Lloyds Banking Group, Standard Chartered, UBS Group,
ICBC, Itau and Santander.
Scheme interests awarded during 2020
(Audited)
The table below sets out the scheme interests awarded to
Directors in 2020, as disclosed in the 2019 Directors’ remuneration
report. No non-executive Directors received scheme interests
during the financial year.
Scheme awards in 2020
(Audited)
Ewen Stevenson
Noel Quinn
Type of interest
Basis on which
awarded
award made
LTI deferred shares2 % of salary 2
Deferred shares 3
Deferred cash 3
Annual incentive
Annual incentive
Face value
awarded1
£000
Percentage
receivable for
minimum
performance
Number of
shares
awarded
Date of award
End of performance
period
24 February 2020
24 February 2020
24 February 2020
2,680
1,134
886
25
476,757
31 December 2022
—
—
201,702
31 December 2019
N/A
31 December 2019
1 The face value of the award has been computed using HSBC's closing share price of £5.622 taken on 21 February 2020. LTI awards are subject to
2
a three-year forward-looking performance period and vest in five equal annual instalments, between the third and seventh anniversary of the
award date, subject to performance achieved. On vesting, awards will be subject to a one-year retention period. Awards are subject to malus
during the vesting period and clawback for a maximum period of 10 years from the date of the award.
In line with regulatory requirements, scheme interests awarded during 2020 were not eligible for dividend equivalents. In accordance with the
remuneration policy approved by shareholders at the 2019 AGM, the LTI award was determined at 290% of salary for Ewen Stevenson and the
number of shares to be granted was determined by taking into account a share price discounted based on HSBC’s expected dividend yield of 5%
per annum for the vesting period (i.e. £4.393). Noel Quinn did not receive the 2019 LTI award that was granted on 24 February 2020, as he was in
the Group Chief Executive role in an interim capacity during 2019.
3 2019 annual incentive award received by Noel Quinn for his role as Chief Executive Officer of Commercial Banking and interim Group Chief
Executive. As noted in the Annual Report and Accounts 2019, 60% of his annual incentive award was deferred and in line with regulatory
requirements split between cash and shares. The awards will vest in five equal annual instalments between the third and seventh anniversary of
the award date. On vesting, the deferred shares will be subject to a one-year retention period. As the deferred share awards are not eligible for
dividend equivalents, the number of shares to be granted was determined by taking into account a share price discounted based on HSBC’s
expected dividend yield of 5% per annum for the vesting period (i.e. £4.393).
The above table does not include details of shares issued as part of the fixed pay allowance and shares issued as part of the 2020 annual
incentive award that vested on grant and were not subject to any further service or performance conditions. Details of the performance
measures and targets for the LTI award in respect of 2019 are set out on the following page.
244 HSBC Holdings plc Annual Report and Accounts 2020
Performance conditions for LTI awards in respect of 2019
Measures
RoTE (with CET1 underpin)1, 2
Relative TSR3
Customers
Minimum
(25% payout)
10.0%
Target
(50% payout)
11.0%
Maximum
(100% payout)
12.0%
At median of the peer group
Straight-line vesting between
minimum and maximum
At upper quartile of peer group
Performance will be assessed by the Committee taking into consideration:
• customer satisfaction scores at the start and end of the three-year performance period for our global
businesses in home and scale markets as per data provided by an independent third party on HSBC’s
performance across our products and services; and
• progress against customer objectives linked to our strategy over the next three years.
Weighting
%
33.3
33.3
33.3
1 To be assessed based on RoTE in the 2022 financial year. The measure will also be subject to a CET1 underpin. If the CET1 ratio at the end of
performance period is below the CET1 risk tolerance level set in the risk appetite statement, then the assessment for this measure will be reduced
to nil.
2 Awards will vest on a straight-line basis for performance between the minimum, target and maximum levels of performance set in this table.
3 The peer group for the 2019 award is: Bank of America, Barclays, BNP Paribas, Citigroup, Credit Suisse Group, DBS Group Holdings, Deutsche
Bank, J.P. Morgan Chase & Co., Lloyds Banking Group, Morgan Stanley, Standard Chartered and UBS Group.
Executive Directors’ interests in shares
employment due to the following features of the policy:
(Audited)
The shareholdings of all persons who were executive Directors in
2020, including the shareholdings of their connected persons, at
31 December 2020 (or the date they stepped down from the
Board, if earlier) are set out below. The following table shows the
comparison of shareholdings with the company shareholding
guidelines. There have been no changes in the shareholdings of
the executive Directors from 31 December 2020 to the date of this
report.
Individuals are given five years from their appointment date to
build up the recommended levels of shareholding. Unvested
share-based incentives are not normally taken into consideration
in assessing whether the shareholding requirement has been met.
The Committee reviews compliance with the shareholding
requirement and has full discretion in determining if any unvested
shares should be taken into consideration for assessing
compliance with this requirement, taking into account shareholder
expectations and guidelines. The Committee also has full
discretion in determining any penalties for non-compliance.
With regard to the post-employment shareholding requirement,
we believe that our remuneration structure achieves the objective
of ensuring there is ongoing alignment of executive Directors'
interests with shareholder experience post-cessation of their
Shares
(Audited)
• Shares delivered to executive Directors as part of the FPA have
a five-year retention period, which continues to apply following
a departure of an executive Director.
• Shares delivered as part of an annual incentive award are
subject to a one-year retention period, which continues to apply
following a departure of an executive Director.
• When an executive Director ceases employment as a good
leaver under our policy, any LTI awards granted will continue to
be released over a period of up to eight years, subject to the
outcome of performance conditions.
An executive Director who ceases employment as a good leaver
after a tenure of five years will have share interests not subject to
further performance conditions equivalent in value to more than
400% of salary assuming they receive a target payout of 50% for
LTI awards.
HSBC operates an anti-hedging policy under which individuals are
not permitted to enter into any personal hedging strategies in
relation to HSBC shares subject to a vesting and/or retention
period.
At 31 Dec 2020
Scheme interests
Shareholding
guidelines
(% of salary)
Shareholding at
31 Dec 20202 (% of
salary)
Share
interests
(number
of shares)
Share options3
Shares awarded subject to
deferral1
without
performance
conditions4
with
performance
conditions5
400%
300%
250%
221 %
265 %
n/a
778,958
545,731
n/a
—
—
n/a
554,556
728,790
n/a
—
476,757
n/a
Executive Directors
Noel Quinn6
Ewen Stevenson6
Group Managing Directors6
1 The gross number of shares is disclosed. A portion of these shares will be sold at vesting to cover any income tax and social security that falls due
at the time of vesting.
2 The value of the shareholding is calculated using an average of the daily closing share prices in the three months to 31 December 2020 (£3.604).
3 As at 31 December 2020, Noel Quinn and Ewen Stevenson did not hold any options under the HSBC Holdings Savings-Related Share Option Plan
(UK).
4 The amount for Ewen Stevenson reflects the award granted in May 2019, replacing the 2015 to 2018 LTIs forfeited by the Royal Bank of Scotland
Group plc (‘RBS’) and is subject to any performance adjustments assessed and disclosed in the relevant Annual Report and Accounts of RBS.
5 LTI awards granted in February 2020 are subject to the performance conditions as set out on page 244.
6 All Group Managing Directors and executive Directors are expected to meet their shareholding guidelines within five years of the date of their
appointment (Noel Quinn and Ewen Stevenson were appointed on 5 August 2019 and 1 January 2019 respectively).The shareholding guidelines
for Group Managing Directors have been updated from 250,000 shares to 250% of reference salary from 1 January 2019 to align with the
approach used for executive Directors.
HSBC Holdings plc Annual Report and Accounts 2020 245
Corporate governance
Report of the Directors | Corporate governance report
Summary of shareholder return and Group Chief
Executive remuneration
The following graph shows HSBC TSR performance (based on the
daily spot Return Index in sterling) against the FTSE 100 Total
Return Index for the 10-year period ended 31 December 2020.
The FTSE 100 Total Return Index has been chosen as a recognised
broad equity market index of which HSBC Holdings is a member.
The single figure remuneration for the Group Chief Executive over
the past 10 years, together with the outcomes of the respective
annual incentive and LTI awards, are presented in the following
table.
HSBC TSR and FTSE 100 Total Return Index
2011
2012
2013
2014
2015
2016
2017
2018
2019
Group Chief Executive
Total single figure £000
Annual incentive1 (% of maximum)
Long-term incentive1,2,3 (% of maximum)
Stuart
Gulliver
Stuart
Gulliver
Stuart
Gulliver
Stuart
Gulliver
Stuart
Gulliver
Stuart
Gulliver
Stuart
Gulliver
Stuart
Gulliver
8,047
7,532
8,033
7,619
7,340
5,675
58%
50%
52%
40%
49%
49%
54%
44%
45%
41%
64%
–%
6,086
80%
2,387
76%
–%
100%
John
Flint
4,582
76%
–%
2020
Noel
Quinn
Noel
Quinn
1,977
4,154
66%
32%
John
Flint
2,922
61%
–%
–% — %
1 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 and subject to service conditions and satisfactory completion of the five-year deferred
prosecution agreement with the US Department of Justice, entered into in December 2012 ('AML DPA') as determined by the Committee. The
AML DPA performance condition was met and the award vested in 2018. The value of the award at vesting was included in the 2018 single figure
of remuneration and included as long-term incentive for 2018.
2 Long-term incentive awards are included in the single figure for the year in which the performance period is deemed to be substantially
completed. For Group Performance Share Plan ('GPSP') awards, this is the end of the financial year preceding the date of grant. GPSP awards
shown in 2011 to 2015 are therefore related to awards granted in 2012 to 2016.
3 The GPSP was replaced by the LTI in 2016 and the value for GPSP is nil for 2016 as no GPSP award was made for 2016. LTI awards have a three-
year performance period and the first LTI award was made in February 2017. The value of the LTI awards expected to vest will be included in the
total single figure of remuneration of the year in which the performance period ends. Noel Quinn did not receive the 2017 LTI award that had a
performance period ended on 31 December 2020.
Comparison of Directors' and employees' pay
The following table compares the changes in each Director's pay with changes in employee pay between 2019 and 2020.
Annual percentage change in remuneration
Director/employees
Executive Directors1
Noel Quinn1
Ewen Stevenson
Non-executive Directors2
Kathleen Casey (retired on 24 April 2020)
Laura Cha
Henri de Castries
James Forese
Steven Guggenheimer
Irene Lee
José Antonio Meade Kuribreña
Heidi Miller
Eileen Murray
David Nish
Sir Jonathan Symonds (retired on 18 February 2020)
Jackson Tai
Mark Tucker
Pauline van der Meer Mohr
Employee group3
Base salary/fees
151.7%
2.6%
-65.0%
97.0%
4.1%
-
-
20.3%
28.7%
1.1%
-
108.7%
-86.5%
-10.8%
—%
17.7%
2.0%
2020
Benefits
353.7%
-25.0%
200.0%
-
-75.0%
-
-
-100.0%
100.0%
-100.0%
-
-50.0%
-4.8%
-78.9%
-77.5%
-75.0%
2.3%
Annual incentive
20.2%
-58.4%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-20.0%
1 Noel Quinn succeeded John Flint as interim Group Chief Executive with effect from 5 August 2019 and was appointed permanently into the role
on 17 March 2020. The annual percentage change for Noel Quinn is based on remuneration reported in his 2019 single figure of remuneration (for
the period 5 August 2019 to 31 December 2019) and his 2020 single figure of remuneration (for the period 1 January 2020 to 31 December
2020). Based on his annualised 2019 compensation as an executive Director, his percentage change in salary, benefits and annual incentive is
2.1%, 85.2% and -50.9%, respectively.
In some instances, non-executive Directors may have served only part of the year resulting in large year-on-year percentage changes in fees and/
or benefits. Page 248 provides the underlying single figure of remuneration for non-executive Directors used to calculate the figures above.
2
3 Employee group consists of individuals employed by HSBC Group Management Services Ltd, the employing entity of the executive Directors, as
no individuals are employed directly by HSBC Holdings.
246 HSBC Holdings plc Annual Report and Accounts 2020
HSBC TSRFTSE 100 Total Return IndexDec 2010Dec 2011Dec 2012Dec 2013Dec 2014Dec 2015Dec 2016Dec 2017Dec 2018Dec 2019Dec 2020100%200%
Pay ratio
The following table shows the ratio between the total pay of the
Group Chief Executive and the lower quartile, median and upper
quartile pay of our UK employees.
Total pay ratio
2020
2019
Method
A
A
Lower
quartile
139:1
169:1
Median
85:1
105:1
Upper
quartile
43:1
52:1
Total pay and benefits amounts used to calculate the ratio
Lower quartile
Median
Upper quartile
Total
pay and
benefits
Total
salary
Total
pay and
benefits
Total
salary
Total
pay and
benefits
Total
salary
29,833
23,264
48,703
36,972
96,386
75,000
28,920
24,235
46,593
41,905
93,365
72,840
(£)
Method
2020
2019
A
A
Our ratios have been calculated using the option ‘A’ methodology
prescribed under the UK Companies (Miscellaneous Reporting)
Regulations 2018. Under this option, the ratios are computed
using full-time equivalent pay and benefits of all employees
providing services in the UK at 31 December 2020. We believe this
approach provides accurate information and representation of the
ratios. The ratio has been computed taking into account the pay
and benefits of over 40,000 UK employees, other than the
individual performing the role of Group Chief Executive. We
calculated our lower quartile, median and upper quartile pay and
benefits information for our UK employees using:
• full-time equivalent annualised fixed pay, which includes salary
and allowances, at 31 December 2020;
• variable pay awards for 2020, including notional returns paid
during 2020;
• gains realised from exercising awards from taxable employee
share plans; and
• full-time equivalent value of taxable benefits and pension
contributions.
For this purpose, full-time equivalent fixed pay and benefits for
each employee have been computed by using each employee’s
fixed pay and benefits at 31 December 2020. Where an employee
works part-time, fixed pay and benefits are grossed up, where
appropriate, to full-time equivalent. One-off benefits provided on a
temporary basis to employees on secondment to the UK have not
been included in calculating the ratios above as these are not
permanent in nature and in some cases, depending on individual
circumstances, may not truly reflect a benefit to the employee.
Total pay and benefits for the Group Chief Executive used for this
purpose is the total remuneration for Noel Quinn as reported in the
single figure of remuneration table. Total remuneration does not
include an LTI as he has not received an LTI award with a
performance period that ended during 2020. In a year in which a
value of an LTI is included in the single figure table of
remuneration, the above ratios could be higher.
Given the different business mix, size of the business,
methodologies for computing pay ratios, estimates and
assumptions used by other companies to calculate their respective
pay ratios, as well as differences in employment and
compensation practices between companies, the ratios reported
above may not be comparable to those reported by other listed
peers on the FTSE 100 and our international peers.
The decrease in median ratio is primarily driven by the lower
annual incentive award for the Group Chief Executive, reflecting
the lower scorecard outcome and the voluntary waiver of the cash
portion of the award. Without this waiver, the median ratio is
102:1.
While total compensation for the Group Chief Executive declined
compared with 2019, total pay and benefits for the median
employee for 2020 was 5% higher at £48,703 compared with
2019.
Our UK workforce comprises a diverse mix of employees across
different businesses and levels of seniority, from junior cashiers in
our retail branches to senior executives managing our global
business units. We aim to deliver market-competitive pay for each
role, taking into consideration the skills and experience required
for the business. Our approach to pay is designed to attract and
motivate the very best people, regardless of gender, ethnicity, age,
disability or any other factor unrelated to performance or
experience. We actively promote learning and development
opportunities for our employees to provide them a framework to
develop their career. As an individual progresses in their career we
would expect their total compensation opportunity to also
increase, reflecting their role and responsibilities.
Pay structure varies across roles in order to deliver an appropriate
mix of fixed and variable pay. Junior employees have a greater
portion of their pay delivered in a fixed component, which does
not vary with performance and allows them to predictably meet
their day-to-day needs. Our senior management, including
executive Directors, generally have a higher portion of their total
compensation opportunity structured as variable pay and linked to
the performance of the Group, given their role and ability to
influence the strategy and performance of the Group. Executive
Directors also have a higher proportion of their variable pay
delivered in shares, which vest over a period of seven years with a
post-vesting retention period of one year. During this deferral and
retention period, the awards are linked to the share price so the
value of award realised by them after the vesting and retention
period will be aligned to the performance of the Group.
We are satisfied that the median pay ratio is consistent with the
pay, reward and progression policies for our UK workforce, taking
into account the diverse mix of our UK employees, the
compensation structure mix applicable to each role and our
objective of delivering market competitive pay for each role
subject to Group, business and individual performance.
Relative importance of spend on pay
The following chart shows the change in:
• total staff pay between 2019 and 2020; and
• dividends in respect of 2019 and 2020.
In 2019, we returned a total of $1bn to ordinary shareholders
through share buy-backs.
Relative importance of spend on pay
ì
î
(56.7)%
0.4%
Return to shareholder
Employee pay
Dividends
Share buy-back
1 The fourth interim dividend of 2020, of $0.15 per ordinary share, is
an approximation of the amount payable on 29 April 2021.
2 The fourth interim dividend of 2019, of $0.21 per ordinary share, was
cancelled in response to a written request from the UK’s Prudential
Regulation Authority (‘PRA’). The 2019 dividends have been re-
presented accordingly.
HSBC Holdings plc Annual Report and Accounts 2020 247
$3,055m$6,063m$18,076m$18,002m$3,055m$7,063m2020¹2019²20202019Corporate governance
Report of the Directors | Corporate governance report
Non-executive Directors
(Audited)
The following table shows the total fees and benefits of non-executive Directors for 2020, together with comparative figures for 2019.
Fees and benefits
(Audited)
(£000)
Kathleen Casey (retired on 24 April 2020)
Laura Cha
Henri de Castries
James Forese
Steven Guggenheimer
Irene Lee
José Antonio Meade Kuribreña
Heidi Miller
Eileen Murray
David Nish
Sir Jonathan Symonds (retired on 18 February 2020)
Jackson Tai
Mark Tucker
Pauline van der Meer Mohr
Total (£000)
Total ($000)
Footnotes
3,4
5
6
7
8
9
10
11
12
13
14
Fees1
2020
2019
78
587
202
160
134
546
202
632
120
480
86
355
1,500
312
5,394
6,919
223
298
194
—
—
454
157
625
—
230
638
398
1,500
265
4,982
6,390
Benefits2
2020
27
—
1
—
—
—
4
7
—
8
20
12
52
2
133
171
2019
2020
2019
Total
9
—
4
—
—
3
2
2
—
16
21
57
231
8
353
453
105
587
203
160
134
546
206
639
120
488
106
367
1,552
314
5,527
7,090
232
298
198
—
—
457
159
627
—
246
659
455
1,731
273
5,335
6,843
1 The Directors' remuneration policy was approved at the 2019 AGM and the new fees became effective from 13 April 2019. Fees include a travel
allowance of £4,000 for non-UK based non-executive Directors and for all non-executive Directors effective from 1 June 2019. Given the travel
restrictions in place, the Board was unable to travel to attend meetings in person. Therefore, the travel allowance available to all non-executive
Directors was pro-rated to reflect the travel required of the Board during 2020.
2 Benefits include taxable expenses such as accommodation, travel and subsistence relating to attendance at Board and other meetings at HSBC
Holdings' registered offices. Amounts disclosed have been grossed up using a tax rate of 45%, where relevant.
3 Appointed as a member of the Group Risk Committee on 17 January 2020.
4 Stepped down as a member of the Financial System Vulnerabilities Committee on 17 January 2020 when the Committee was demised.
5
Includes fees of £423,800 (2019: £104,000) for her role as non-executive Chair and member of the Nomination Committee of The Hongkong and
Shanghai Banking Corporation. Following approval of the non-executive Chair fee by the Group Remuneration Committee in 2020, Laura also
received a pro-rated additional Chair fee of HK$201,639 paid in respect of the period from 6 December to 31 December 2019.
6 Appointed to the Board and a member of the Group Audit Committee, Group Remuneration Committee and Nomination & Corporate Governance
Committee on 1 May 2020.
7 Appointed to the Board and as a member of the Group Risk Committee and Nomination & Corporate Governance Committee on 1 May 2020.
8
Includes fees of £344,000 (2019: £260,000) in relation to her roles as a Director, Remuneration Committee Chair, Audit Committee member and
Risk Committee member of The Hongkong and Shanghai Banking Corporation Limited. Fees in relation to her role as a Director, Risk Committee
Chair and Audit Committee member, and from 28 December 2020 as a member of the Nomination Committee, of Hang Seng Bank Limited.
Includes fees of £430,000 (2019: £431,000) in relation to her role as Chair of HSBC North America Holdings Inc.
9
10 Appointed to the Board and as member of the Group Audit Committee, Group Risk Committee and Nomination & Corporate Governance
Committee on 1 July 2020.
11 Appointed as Senior Independent Director, Chair of the Group Audit Committee and member of the Group Risk Committee on 18 February 2020.
12 Stepped down as Chair of the Financial System Vulnerabilities Committee on 17 January 2020 when the Committee was demised.
13 The Group Chairman donated 100% of his 2020 fee to charities in the UK and Hong Kong supporting vulnerable people and in the local response
to Covid-19.
14 Appointed as a member of the Group Audit Committee on 19 February 2020.
Non-executive Directors’ interests in shares
(Audited)
The shareholdings of persons who were non-executive Directors in
2020, including the shareholdings of their connected persons, at
31 December 2020, or date of cessation as a Director if earlier, are
set out below. Non-executive Directors are expected to meet the
shareholding guidelines within five years of the date of their
appointment. All non-executive Directors who had been appointed
for five years or more at 31 December 2020 met the guidelines
except Irene Lee, who has committed to acquiring the remaining
shares as soon as possible, and no later than the conclusion of the
2021 AGM.
Shares
Kathleen Casey (retired on 24 April 2020)
Laura Cha
Henri de Castries
James Forese (appointed to the Board on 1 May 2020)
Steven Guggenheimer (appointed to the Board on 1 May 2020)
Irene Lee
José Antonio Meade Kuribreña
Heidi Miller
Eileen Murray (appointed to the Board on 1 July 2020)
David Nish
Sir Jonathan Symonds (retired on 18 February 2020)
Jackson Tai
Mark Tucker
Pauline van der Meer Mohr
248 HSBC Holdings plc Annual Report and Accounts 2020
Shareholding guidelines
(number of shares)
Share interests
(number of shares)
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,000
15,125
16,200
19,251
115,000
15,000
11,904
15,000
15,700
75,000
50,000
43,821
66,515
307,352
15,000
Voting results from Annual General Meeting
2020 Annual General Meeting voting results
Remuneration report
(votes cast)
Remuneration policy (2019)
(votes cast)
2021 annual incentive scorecards
The 2021 annual incentive scorecard measures for our executive
Directors have been set against the backdrop of the continuing
impact of the Covid-19 outbreak on the global economy;
geopolitical risks, particularly those relating to trade and other
tensions; and expectations that global interest rates will remain
lower for longer. In this context, the Committee determined the
scorecard measures should incentivise adapting our business
model to a protracted, low interest-rate environment; reducing our
operating costs; and transforming the Group.
Therefore, the 2021 annual incentive scorecard includes financial
measures linked to the reduction of the Group's cost base, the
reduction of assets in low-return areas and the creation of
opportunities in our high-growth areas. The scorecard also
includes non-financial measures linked to delivering against our
customer and employee objectives.
The Committee will continue to retain discretion to adjust down
the formulaic outcomes of scorecards, taking into account factors
such as Group profits, wider business performance and
2021 annual incentive scorecards measures and weightings
Measures
Adjusted costs
Revenue growth in Asia
RWA reduction in legacy assets/low-return areas
Customer satisfaction
Employee experience
Personal objectives1
Total
For
96.47 %
Against
3.53 %
Withheld
––
8,842,653,970
97.36%
323,238,790
2.64%
36,605,397
––
9,525,856,097
258,383,075
47,468,297
stakeholder experience, to ensure alignment between executive
reward and the broader stakeholder experience.
The weightings and performance measures for the 2021 annual
incentive award for executive Directors are disclosed below. The
performance targets are commercially sensitive and it would be
detrimental to the Group’s interests to disclose them at the start of
the financial year. Subject to commercial sensitivity, we will
disclose the targets for a given year in the Annual Report and
Accounts for that year in the Directors‘ remuneration report.
Executive Directors will be eligible for an annual incentive award
of up to 215% of base salary.
The 2021 annual incentive scorecards for our Group Managing
Directors include similar measures as the executive Directors to
drive performance in each of our businesses, functions and
regions that contribute to the overall success of the Group. Their
annual incentive scorecards will also include RoTE and
environmental measures, which are aligned with achieving the
three-year forward-looking performance targets in the 2020 LTI.
Group Chief
Executive
Group Chief
Financial Officer
%
20.0
20.0
20.0
15.0
15.0
10.0
100.0
%
20.0
15.0
15.0
15.0
15.0
20.0
100.0
1 For the Group Chief Executive, this includes the launch of our refreshed purpose and values, and the delivery of strategy at pace (equally weighted
at 5% each). For the Group Chief Financial Officer, this includes Finance Cloud deployment, resolvability assessment framework attestation,
climate stress tests, and Group Finance costs and FTE (equally weighted at 5% each).
The 2021 annual incentive scorecard is subject to a risk and
compliance modifier, which allows the Committee the discretion
to adjust down the overall scorecard outcome to ensure that the
Group operates soundly when achieving its financial targets. For
this purpose, the Committee will receive information including any
risk thresholds outside of tolerance for a significant period of time
and any risk management failures that have resulted in significant
customer detriment, reputational damage and/or regulatory
censure.
2021 long-term incentives
Payments to past Directors
(Audited)
Details of the 2017 LTI outcome, in which Marc Moses (former
Group Chief Risk Officer) and Iain Mackay (former Group Finance
Director) participated, are outlined on page 242. No payments
were made to, or in respect of, former Directors in the year in
excess of the minimum threshold of £50,000 set for this purpose.
Payments for loss of office
(Audited)
Details of the performance measures and targets for LTI awards to
be made in 2021, in respect of 2020, are provided on page 243.
No payments for loss of office were made to, or in respect of,
former or current Directors in the year.
The performance measures and targets for awards to be made in
respect of 2021, granted in 2022, will be provided in the Annual
Report and Accounts 2021.
Total pension entitlements
(Audited)
No employees who served as executive Directors during the year
have a right to amounts under any HSBC final salary pension
scheme for their services as executive Directors 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.
External appointments
During 2020, executive Directors did not receive any fees from
external appointments.
HSBC Holdings plc Annual Report and Accounts 2020 249
Corporate governance
Report of the Directors | Corporate governance report
Remuneration structure for our Group employees
Total compensation, which comprises fixed and variable pay, is
the key focus of our remuneration framework, with variable pay
differentiated by performance and adherence to the HSBC Values.
Overview of remuneration structure for employees
Remuneration components
and objectives
Application
We set out below the key features and design characteristics of
our remuneration framework, which apply on a Group-wide basis,
subject to compliance with local laws:
Fixed pay
Attract and retain
employees by paying
market competitive pay for
the role, skills and
experience required for the
business.
Benefits
Provided in accordance
with local market practice.
Annual incentive1
Incentivise and reward
performance based on
annual financial and non-
financial measures
consistent with the
medium- to long-term
strategy, stakeholder
interests and adherence to
HSBC Values.
Deferral
Alignment with the
medium- to long-term
strategy, stakeholder
interests and adherence to
the HSBC Values.
• Fixed pay may include salary, fixed pay allowance, cash in lieu of pension and other cash allowances in accordance with
local market practices. These pay elements are based on predetermined criteria, are non-discretionary, are transparent and
are not reduced based on performance.
• Fixed pay represents a higher proportion of total compensation for more junior employees.
• Elements of fixed pay may change to reflect an individual’s position, role or grade, cost of living in the country, individual
skills, competencies, capabilities and experience.
• Fixed pay is generally delivered in cash on a monthly basis.
• Benefits may include, but are not limited to, the provision of a pension, medical insurance, life insurance, health assessment
and relocation support.
• All employees are eligible to be considered for a discretionary variable pay award. Individual awards are determined against
a balanced scorecard for performance in excess of that required to fulfil an employee's job description.
• Annual incentives represent a higher proportion of total compensation for more senior employees and will be more closely
aligned to Group and business performance as seniority increases.
• Variable pay awards for all Group employees identified as Material Risk Takers ('MRTs') under European Union Regulatory
Technical Standard ('RTS') 604/2014 are limited to 200% of fixed pay.2
• Awards are generally paid in cash and shares. For MRTs, at least 50% of the awards are in shares and/or where required by
regulations, in units linked to asset management funds.
• A portion of the annual incentive award may be deferred and vest over a period of three to eight years.
• A Group-wide deferral approach is applicable to all employees. A portion of annual incentive awards above a specified
threshold is deferred in shares vesting annually over a three-year period with 33% vesting on the first and second
anniversaries of grant and 34% on the third anniversary. Local employees in France are granted deferred awards that vest
66% on the second anniversary and 34% on the third anniversary.
• For MRTs identified in accordance with the UK's PRA and FCA remuneration rules, awards are generally subject to a
minimum 40% deferral (60% for awards of £500,000 or more) over a minimum period of three years3. A longer deferral
period is applied for certain MRTs as follows:
–
five years for individuals identified in a risk-manager MRT role under the PRA and FCA remuneration rules. This reflects
the deferral period prescribed by both the PRA and the European Banking Authority for individuals performing key
senior roles with the Group; or
seven years for individuals in PRA-designated senior management functions, being the deferral period mandated by the
PRA as reflecting the typical business cycle period.
–
• Individuals based outside the UK who have not been identified at the Group level as an MRT, but who are identified as
MRTs under local regulations, are generally subject to a three-year deferral period. In Germany, a deferral period of up to
eight years is applied for members of the local management board and individuals in managerial roles reporting into the
management board. In Malta, a five-year deferral period is applied for executive committee members. In Australia, local
MRTs are subject to a four-year deferral period in respect of deferred cash awards. Local MRTs are also subject to the
minimum deferral rates discussed above, except in China (where a minimum deferral rate of 50% is applied for the Chief
Executive Officer), Germany (where a minimum deferral rate of 60% is applied for members of the local management board
and individuals in managerial roles reporting into the management board) and Oman (where a minimum deferral rate of
45% is applied).
• Where an employee is subject to more than one regulation, the requirement that is specific to the sector and/or country in
which the individual is working is applied, subject to meeting the minimum requirements applicable under each regulation.
• All deferred awards are subject to malus provisions, subject to compliance with local laws. Awards granted to MRTs on or
after 1 January 2015 are also subject to clawback.
• HSBC operates an anti-hedging policy for all employees, which prohibits employees from entering into any personal
hedging strategies in respect of HSBC securities.
• Generally, the underlying instrument for all deferred awards is HSBC shares to ensure alignment between the long-term
interest of our employees and shareholders.
• For Group and local MRTs, excluding executive Directors where deferral is typically in the form of shares only, a minimum
of 50% of the deferred awards is in HSBC shares and the balance is deferred into cash. In accordance with local regulatory
requirements, for local MRTs in Brazil and Oman 100% of the deferred amount is delivered in shares or linked to the value
of shares.
• For some employees in our asset management business, where required by the regulations applicable to asset
management entities within the Group, at least 50% of the deferred award is linked to fund units reflective of funds
managed by those entities, with the remaining portion of deferred awards being in the form of deferred cash awards.
Deferral instruments
Alignment with the
medium- to long-term
strategy, stakeholder
interests and adherence to
the HSBC Values.
250 HSBC Holdings plc Annual Report and Accounts 2020
Overview of remuneration structure for employees (continued)
Remuneration components
and objectives
Application
Post-vesting retention
period
Ensure appropriate
alignment with
shareholders.
• Variable pay awards made in HSBC shares or linked to relevant fund units granted to MRTs are generally subject to a one-
year retention period post-vesting. Local MRTs (except those in Brazil, France, Oman and Russia) are also generally subject
to a one-year retention period post-vesting. For local MRTs in Brazil, France and Russia, a six-month retention period is
applied. No retention period is applied for local MRTs in Oman.
• MRTs who are subject to a five-year deferral period, except senior management or individuals in PRA- and FCA-designated
senior management functions, have a six-month retention period applied to their awards.
Buy-out awards
Support recruitment of
talent.
Guaranteed variable
remuneration
Support recruitment of
talent.
Severance payments
Adhere to contractual
agreements with
involuntary leavers.
• Buy-out awards may be offered if an individual holds any outstanding unvested awards that are forfeited on resignation
from the previous employer.
• The terms of the buy-out awards will not be more generous than the terms attached to the awards forfeited on cessation of
employment with the previous employer.
• Guaranteed variable remuneration is awarded in exceptional circumstances for new hires, and is limited to the individual’s
first year of employment only.
• The exceptional circumstances where HSBC would offer guaranteed variable remuneration would typically involve a critical
new hire and would also depend on factors such as the seniority of the individual, whether the new hire candidate has any
competing offers and the timing of the hire during the performance year.
• Where an individual’s employment is terminated involuntarily for gross misconduct then, subject to compliance with local
laws, the Group’s policy is not to make any severance payment in such cases. For such individuals, all outstanding
unvested awards are forfeited.
• For other cases of involuntary termination of employment the determination of any severance will take into consideration
the performance of the individual, contractual notice period, applicable local laws and circumstances of the case.
• Generally, all outstanding unvested awards will normally continue to vest in line with the applicable vesting dates. Where
relevant, any performance conditions attached to the awards, and malus and clawback provisions, will remain applicable to
those awards.
• Severance amounts awarded to MRTs are not considered as variable pay for the purpose of application of the deferral and
variable pay cap rules under the PRA and FCA remuneration rules where such amounts include: (i) payments of fixed
remuneration that would have been payable during the notice and/or consultation period; (ii) statutory severance payments;
(iii) payments determined in accordance with any approach applicable in the relevant jurisdictions; and (iv) payments made
to settle a potential or actual dispute.
1 Executive Directors are also eligible to be considered for a long-term incentive award. See details on page 235.
2 Shareholders approved the increase in the maximum ratio between the fixed and variable components of total remuneration from 1:1 to 1:2 at the
2014 AGM held on 23 May 2014 (98% in favour). The Group has not used the EBA discount rate for the purpose of computing the ratio between
fixed and variable components of 2020 total remuneration.
In accordance with the terms of the PRA and FCA remuneration rules, and subject to compliance with local regulations, the deferral requirement
for MRTs is not applied to individuals where their total compensation is £500,000 or less and variable pay is not more than 33% of total
compensation. For these individuals, the Group standard deferral applies.
3
HSBC Holdings plc Annual Report and Accounts 2020 251
Corporate governance
Report of the Directors | Corporate governance report
Link between risk, performance and reward
Our remuneration practices promote sound and effective risk
management while supporting our business objectives.
We set out below the key features of our remuneration
framework, which help enable us to achieve alignment between
risk, performance and reward, subject to compliance with local
laws and regulations:
Alignment between risk and reward
Framework
elements
Variable pay
pool and
individual
performance
scorecard
Application
The Group variable pay pool is expected to move in line with Group performance. We also use a countercyclical funding methodology,
with both a floor and a ceiling, with the payout ratio generally reducing as performance increases to avoid pro-cyclicality. The floor
recognises that even in challenging times, remaining competitive is important. The ceiling recognises that at higher levels of performance
it is not always necessary to continue to increase the variable pay pool, thereby limiting the risk of inappropriate behaviour to drive
financial performance.
The main quantitative and qualitative performance and risk metrics used for assessment of performance include:
• Group and business unit financial performance, including capital requirements;
• current and future risks, taking into consideration performance against the risk appetite statement (‘RAS’), annual operating plan and
global conduct outcomes;
• fines, penalties and provisions for customer redress, which are automatically included in the Committee’s definition of profit; and
• assessment of individual performance with reference to a balanced scorecard of clear and relevant objectives. Objectives included in
the performance scorecards of senior management take into account appropriate measures linked to sustainability risks, such as:
reduction in carbon footprint; facilitating financing to help clients with their transition to net zero; employee diversity targets; and risk
and compliance measures. A mandatory global risk objective is included in the scorecard of all other employees. All employees receive
a behaviour rating as well as a performance rating, which ensures performance is assessed not only on what is achieved but also on
how it is achieved.
Remuneration
for control
function staff
• The performance and reward of individuals in control functions, including risk and compliance employees, are assessed according to a
balanced scorecard of objectives specific to the functional role they undertake. This is to ensure their remuneration is determined
independent of the performance of the business areas they oversee.
• The Committee is responsible for approving the remuneration recommendations for the Group Chief Risk Officer and senior
management in control functions.
• Group policy is for control functions staff to report into their respective function. Remuneration decisions for senior functional roles are
led by, and must carry the approval of, the global function head.
• Remuneration is carefully benchmarked with the market and internally to ensure it is set at an appropriate level.
Variable pay
adjustments
and conduct
recognition
• Variable pay awards may be adjusted downwards in circumstances including:
– detrimental conduct, including conduct that brings HSBC into disrepute;
– involvement in events resulting in significant operational losses, or events that have caused or have the potential to cause
significant harm to HSBC; and
– non-compliance with the HSBC Values and other mandatory requirements or policies.
• Rewarding positive conduct may take the form of use of our global recognition programme, At Our Best, or positive adjustments to
Malus
Clawback
Sales
incentives
Identification
of MRTs
variable pay awards.
Malus can be applied to unvested deferred awards granted in prior years in circumstances including:
• detrimental conduct, including conduct that brings the business into disrepute;
• past performance being materially worse than originally reported;
• restatement, correction or amendment of any financial statements; and
• improper or inadequate risk management.
Clawback can be applied to vested or paid awards granted to MRTs on or after 1 January 2015 for a period of seven years, extended to
10 years for employees under the PRA's Senior Managers Regime in the event of ongoing internal/regulatory investigation at the end of
the seven-year period. Clawback may be applied in circumstances including:
• participation in, or responsibility for, conduct that results in significant losses;
• failing to meet appropriate standards and propriety;
• reasonable evidence of misconduct or material error that would justify, or would have justified, summary termination of a contract of
employment; and
• a material failure of risk management suffered by HSBC or a business unit in the context of Group risk-management standards,
policies and procedures.
• We generally do not operate commission-based sales plans.
• We identify individuals as MRTs based on the qualitative and quantitative criteria set out in the RTS. We also identify MRTs based on
additional criteria developed internally. The following key principles underpin HSBC’s identification process:
– MRTs are identified at Group, HSBC Bank (consolidated) and HSBC UK Bank level.
– MRTs are also identified at other solo regulated entity level as required by the regulations.
– When identifying an MRT, HSBC considers an employee’s role within its matrix management structure. The global business and
function that an individual works within takes precedence, followed by the geographical location in which they work.
• In addition to applying the qualitative and quantitative criteria specified in the RTS, we also identify additional MRTs based on our own
internal criteria, which include compensation thresholds and individuals in certain roles and grades who otherwise would not be
identified as MRTs under the criteria prescribed in the RTS.
• The list of MRTs, and any exclusions from it, is reviewed by chief risk officers and chief operating officers of the relevant global
businesses and functions. The overall results are reviewed by the Group Chief Risk Officer.
• The Group Remuneration Committee reviews the methodology, key decisions regarding identification, and the results of the
identification exercise, including proposed MRT exclusions.
252 HSBC Holdings plc Annual Report and Accounts 2020
Additional remuneration disclosures
This section provides disclosures required under the Hong Kong
Ordinances, Hong Kong Listing Rules and the Pillar 3 remuneration
disclosures.
For the purpose of the Pillar 3 remuneration disclosures, executive
Directors and non-executive Directors are considered to be
members of the management body. Members of the Group
Executive Committee other than the executive Directors are
considered as senior management.
MRT remuneration disclosures
The following tables set out the remuneration disclosures for
individuals identified as MRTs for HSBC Holdings. Remuneration
information for individuals who are only identified as MRTs at
HSBC Bank plc, HSBC UK Bank plc or other solo-regulated entity
levels is included, where relevant, in those entities' disclosures.
The 2020 variable pay information included in the following tables
is based on the market value of awards. For share awards, the
market value is based on HSBC Holdings' share price at the date
of grant (unless indicated otherwise). For cash awards, it is the
value of awards expected to be paid to the individual over the
deferral period.
Remuneration – fixed and variable amounts (REM1)
Fixed ($m)
Variable2 ($m)
Executive Directors
Non-executive Directors
Senior management
Investment banking
Retail banking
Asset management
Corporate functions
Independent control
functions
All other
Total
Cash-
based
Of
which:
deferred
Share-
based3
Of
which:
deferred
Other
forms
Of
which:
deferred
Number
of MRTs
Cash-
based1
Share-
based
2
12
15
2.8
7.0
32.9
3.4
—
—
Total
6.2
7.0
—
—
—
—
11.2
—
32.9
17.1
10.3
19.6
541 342.4
— 342.4 130.6
65.7 138.6
194 104.2
— 104.2
34.8
15.2
34.8
33
124
20.5
69.9
—
—
20.5
69.9
8.1
3.8
5.7
22.5
10.4
23.2
11.9
145
67.6
83
64.3
1.2
1.3
68.8
18.0
65.6
17.7
6.1
9.0
14.9
7.6
18.5
10.3
9.6
—
12.8
74.6
17.5
3.0
Total
11.2
—
Total
($m)
17.4
7.0
36.7
69.6
—
—
—
— 269.2 611.6
—
69.6 173.8
1.8
16.5
37.0
—
45.7 115.6
—
—
32.9 101.7
36.2 101.8
—
—
—
—
—
2.7
—
—
—
1,149 711.6
5.9 717.5 248.8 120.5 266.5 147.3
2.7
1.8 518.0
1,235.5
1 Cash-based fixed remuneration is paid immediately.
2 Variable pay awarded in respect of 2020. In accordance with shareholder approval received on 23 May 2014 (98% in favour), for each MRT the
variable component of remuneration for any one year is limited to 200% of fixed component of the total remuneration.
In general, share-based awards are made in HSBC shares. Vested shares are subject to a retention period of up to one year.
3
Guaranteed bonus, sign-on and severance payments (REM2)
Executive Directors
Senior management
Investment banking
Retail banking
Asset management
Corporate functions
Independent control functions
All other
Total
Guaranteed bonus and sign-
on payments1
Severance payments2
Made during
year ($m)
Number of
beneficiaries
Awarded
during year
($m)
Number of
beneficiaries
Highest such
award to a
single person
($m)
Paid during
year ($m)
Number of
beneficiaries
—
—
0.5
0.9
—
1.0
—
—
2.4
—
—
1
1
—
1
—
—
3
—
—
36.6
5.3
1.9
5.8
4.2
4.4
58.2
—
—
38
11
4
12
10
6
81
—
—
7.3
1.8
1.0
2.0
0.7
1.3
–
—
—
35.0
4.6
1.9
5.8
3.6
4.4
55.3
—
—
37
11
4
12
9
6
79
1 No sign-on payments were made in 2020. A guaranteed bonus is awarded in exceptional circumstances for new hires, and in the first year only.
The circumstances where HSBC would offer a guaranteed bonus would typically involve a critical new hire, and would also depend on factors
such as the seniority of the individual, whether the new hire candidate has any competing offers and the timing of the hire during the performance
year.
Includes payments such as payment in lieu of notice, statutory severance, outplacement service, legal fees, ex-gratia payments and settlements
(excludes pre-existing benefit entitlements triggered on terminations).
2
HSBC Holdings plc Annual Report and Accounts 2020 253
Corporate governance
Report of the Directors | Corporate governance report
Deferred remuneration at 31 December1 (REM3)
Total outstanding2
Of which:
unvested
Of which: total
outstanding
deferred and
retained exposed
to ex post explicit
and/or implicit
adjustment
Total amount of
amendment during
the year due to ex
post implicit
adjustment
Total amount of
amendment during
the year due to ex
post explicit
adjustment3
Total amount of
deferred paid out
in the financial
year4
3.6
27.4
195.0
41.9
8.1
35.0
23.6
30.2
9.7
25.7
183.3
45.9
5.6
39.5
28.8
35.2
—
—
—
—
7.0
0.8
0.2
—
3.6
27.4
195.0
41.9
8.1
35.0
23.6
30.2
9.1
22.4
146.0
38.1
4.2
31.5
26.2
27.7
—
—
—
—
5.6
0.7
0.1
—
3.6
27.4
195.0
41.9
8.1
35.0
23.6
30.2
9.7
25.7
183.3
45.9
5.6
39.5
28.8
35.2
—
—
—
—
7.0
0.8
0.2
—
—
—
—
—
—
—
—
—
(5.4)
(12.7)
(90.5)
(22.6)
(2.7)
(19.6)
(14.5)
(17.4)
—
—
—
—
0.3
0.1
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
0.1
5.1
62.7
10.2
3.4
9.7
4.5
8.7
2.5
11.6
130.6
29.1
4.3
26.5
18.0
20.4
—
—
—
—
1.7
0.3
0.1
—
$m
Cash
Executive Directors
Senior management
Investment banking
Retail banking
Asset management
Corporate functions
Independent control functions
All other
Shares
Executive Directors
Senior management
Investment banking
Retail banking
Asset management
Corporate functions
Independent control functions
All other
Other forms
Executive Directors
Senior management
Investment banking
Retail banking
Asset management
Corporate functions
Independent control functions
All other
1 This table provides details of balances and movements during performance year 2020. For details of variable pay awards granted for 2020, refer to
the 'Remuneration – fixed and variable amounts' table. Deferred remuneration is made in cash and/or shares. Share-based awards are made in
HSBC shares.
Includes unvested deferred awards and vested deferred awards subject to retention period at 31 December 2020.
Includes any amendments due to malus or clawback.
2
3
4 Shares are considered as paid when they vest. Vested shares are valued using the sale price or the closing share price on the business day
immediately preceding the vesting day.
MRTs’ remuneration by band1
€0 – 1,000,000
€1,000,000 – 1,500,000
€1,500,000 – 2,000,000
€2,000,000 – 2,500,000
€2,500,000 – 3,000,000
€3,000,000 – 3,500,000
€3,500,000 – 4,000,000
€4,000,000 – 4,500,000
€4,500,000 – 5,000,000
€5,000,000 – 6,000,000
€6,000,000 – 7,000,000
€7,000,000 – 8,000,000
€8,000,000 – 9,000,000
€9,000,000 – 10,000,000
Management body
All other
11
—
1
—
—
—
—
—
—
1
—
—
—
1
814
179
76
27
13
11
7
1
1
3
3
—
—
—
Total
825
179
77
27
13
11
7
1
1
4
3
—
—
1
1 Table prepared in euros in accordance with Article 450 of the European Union Capital Requirements Regulation, using the exchange rates
published by the European Commission for financial programming and budget for December of the reported year as published on its website.
254 HSBC Holdings plc Annual Report and Accounts 2020
Directors’ emoluments
The details of compensation paid to executive and non-executive Directors for the year ended 31 December 2020 are set out below.
Emoluments
Basic salaries, allowances and benefits in kind
Pension contributions
Performance-related pay paid or receivable1
Inducements to join paid or receivable
Compensation for loss of office
Notional return on deferred cash
Total
Total ($000)
Noel Quinn
Ewen Stevenson
Non-executive Directors
2020
£000
3,338
—
4,517
—
—
17
7,872
10,097
2019
£000
2020
£000
1,312
1,806
—
665
—
—
—
1,977
2,522
—
2,568
1,431
—
—
5,805
7,446
2019
£000
1,820
—
3,176
1,974
—
—
6,970
8,890
2020
£000
5,527
—
—
—
—
—
2019
£000
5,335
—
—
—
—
—
5,527
7,090
5,335
6,843
1 Includes the value of the deferred and LTI awards at grant.
The aggregate amount of Directors' emoluments (including both
executive Directors and non-executive Directors) for the year
ended 31 December 2020 was $24,624,520. As per our policy,
benefits in kind may include, but are not limited to, the provision
of medical insurance, income protection insurance, health
assessment, life assurance, club membership, tax assistance, car
benefit, travel assistance, provision of company owned-
accommodation and relocation costs (including any tax due on
these benefits, where applicable). Post-employment medical
insurance benefit was provided to former Directors, including
Douglas Flint valued at £5,859 ($7,515), Stuart Gulliver valued at
£5,859 ($7,515) and John Flint valued at £4,784 ($6,136). Tax
support fees of £460 ($590) were also provided to Stuart Gulliver,
giving a total aggregate value of £16,962 ($21,756) for benefits
provided to past directors. The aggregate value of Director
retirement benefits for current Directors is nil. Amounts are
converted into US dollars based on the average year-to-date
exchange rates for the respective year.
Emoluments
£000s
Basic salaries, allowances and benefits in kind
Pension contributions
Performance-related pay paid or receivable1
Inducements to join paid or receivable
Compensation for loss of office
Total
Total ($000)
1 Includes the value of deferred shares awards at grant.
There were payments under retirement benefit arrangements with
two former Directors of $413,160. The provision at 31 December
2020 in respect of unfunded pension obligations to former
Directors amounted to $7,821,639.
Emoluments of senior management and five highest
paid employees
The following tables set out the details of emoluments paid to
senior management, which in this case comprises executive
Directors and members of the Group Executive Committee, for the
year ended 31 December 2020, or for the period of appointment in
2020 as a Director or member of the Group Executive Committee.
Details of the remuneration paid to the five highest paid
employees, comprising one executive Director and four Group
Managing Directors, for the year ended 31 December 2020, are
also presented.
Five highest paid employees
Senior management
13,319
15
17,310
—
—
30,644
39,307
36,831
57
34,431
1,308
848
73,475
94,247
Emoluments by bands
Hong Kong dollars
$1,500,001 – $2,000,000
$4,500,001 – $5,000,000
$9,000,001 – $9,500,000
$9,500,001 – $10,000,000
$10,000,001 – $10,500,000
$13,500,001 – $14,000,000
$15,000,001 – $15,500,000
$24,500,001 – $25,000,000
$27,000,001 – $27,500,000
$28,000,001 – $28,500,000
$28,500,001 – $29,000,000
$29,000,001 – $29,500,000
$30,000,001 – $30,500,000
$41,000,001 – $41,500,000
$43,500,001 – $44,000,000
$44,000,001 – $44,500,000
$44,500,001 – $45,000,000
$48,500,001 – $49,000,000
$49,000,001 – $49,500,000
$50,500,001 – $51,000,000
$54,500,001 – $55,000,000
$66,500,001 – $67,000,000
$78,000,001 – $78,500,000
US dollars
$193,397 – $257,863
$580,191 – $644,657
$1,160,382 – $1,224,848
$1,224,848 – $1,289,313
$1,289,314 – $1,353,779
$1,740,573 – $1,805,039
$1,933,970 – $1,998,436
$3,158,818 – $3,223,284
$3,481,146 – $3,545,612
$3,610,078 – $3,674,543
$3,674,543 – $3,739,009
$3,739,009 – $3,803,475
$3,867,940 – $3,932,406
$5,286,185 – $5,350,651
$5,608,514 – $5,672,979
$5,672,979 – $5,737,445
$5,737,445 – $5,801,910
$6,253,170 – $6,317,636
$6,317,636 – $6,382,101
$6,511,033 – $6,575,499
$7,026,758 – $7,091,224
$8,573,934 – $8,638,400
$10,056,645 – $10,121,110
Number of highest paid employees Number of senior management
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
2
1
1
1
1
1
1
1
1
—
1
1
HSBC Holdings plc Annual Report and Accounts 2020 255
Corporate governance
Report of the Directors | Corporate governance report
Share capital and other related disclosures
Share buy-back programme
HSBC Holdings did not announce a share buy-back to purchase its
ordinary shares of $0.50 each during the year.
Dividends
Dividends for 2020
On 31 March 2020, HSBC announced that, in response to a
written request from the Bank of England through the Prudential
Regulation Authority ('PRA'), the Board had cancelled the fourth
interim dividend for 2019. Similar requests were also made to
other UK incorporated banking groups. We also announced that
until the end of 2020 we would make no quarterly or interim
dividend payments or accruals in respect of ordinary shares.
In December 2020, the PRA announced a temporary approach to
shareholder distributions for 2020 in which it set out a framework
for board decisions on dividends. On 23 February 2021, after
considering the requirements of the temporary approach, the
Directors approved an interim dividend for 2020 of $0.15 per
ordinary share. The interim dividend will be payable on 29 April
2021 in cash in US dollars, or in sterling or Hong Kong dollars at
exchange rates to be determined on 19 April 2021.
The 2020 interim dividend will be paid in cash with no scrip
alternative. The Group has decided to discontinue the scrip
dividend option as it is dilutive, including to dividend per share
progression over time.
As the interim dividend for 2020 was approved after 31 December
2020, it has not been included in the balance sheet of HSBC as a
liability. The distributable reserves of HSBC Holdings at
31 December 2020 were $31.3bn.
A quarterly dividend of $15.50 per 6.20% non-cumulative US
dollar preference share, Series A (‘Series A dollar preference
share’), (equivalent to a dividend of $0.3875 per Series A American
Depositary Share (‘ADS’), each of which represents 1/40th of a
Series A dollar preference share), and £0.01 per Series A sterling
preference share was paid on 16 March, 16 June, 15 September
and 15 December 2020. The Series A dollar preference shares
were redeemed on 13 January 2021.
Dividends for 2021
In December 2020, the PRA also announced that it intends to
transition back to its standard approach to capital setting and
shareholder distributions through 2021. In the meantime, for 2021
dividends the PRA is content for appropriately prudent dividends
to be accrued but not paid out. The PRA aims to provide a further
update ahead of the 2021 half-year results of large UK banks.
The Group will not pay quarterly dividends during 2021 but will
consider whether to announce an interim dividend at the 2021
half-year results in August.
The Group will review whether to revert to paying quarterly
dividends at or ahead of its 2021 results announcement in
February 2022.
A dividend of £0.01 per Series A sterling preference share was
approved on 23 February 2021 for payment on 15 March 2021.
Share capital
Issued share capital
The nominal value of HSBC Holdings’ issued share capital paid
up at 31 December 2020 was $10,346,810,550 divided into
20,693,621,100 ordinary shares of $0.50 each, 1,450,000 non-
cumulative preference shares of $0.01 each and one non-
cumulative preference share of £0.01, representing approximately
100.00%, 0.00%, and 0.00% respectively of the nominal value of
HSBC Holdings’ total issued share capital paid up at 31 December
2020. The 1,450,000 non-cumulative preference shares of $0.01
each were redeemed on 13 January 2021.
256 HSBC Holdings plc Annual Report and Accounts 2020
Rights, obligations and restrictions attaching to shares
The rights and obligations attaching to each class of ordinary and
non-cumulative preference shares in our share capital are set out
in full in our Articles of Association. The Articles of Association
may be amended by special resolution of the shareholders and can
be found on our website at www.hsbc.com/who-we-are/
leadership-and-governance/board-responsibilities.
Ordinary shares
HSBC Holdings has one class of ordinary share, which carries no
right to fixed income. There are no voting restrictions on the
issued ordinary shares, all of which are fully paid. On a show
of hands, each member present has the right to one vote at
general meetings. On a poll, each member present or voting
by proxy is entitled to one vote for every $0.50 nominal value
of share capital held. There are no specific restrictions on
transfers of ordinary shares, which are governed by the
general provisions of the Articles of Association and prevailing
legislation.
Information on the policy adopted by the Board for paying interim dividends
on the ordinary shares may be found in the 'Shareholder information' section
on page 371.
Dividend waivers
HSBC Holdings' employee benefit trusts, which hold shares in
HSBC Holdings in connection with the operation of its share plans,
have lodged standing instructions to waive dividends on shares
held by them that have not been allocated to employees. There
were no dividends waived during 2020 as there were no dividends
paid on ordinary shares during 2020.
Preference shares
The preference shares, which have preferential rights to income
and capital, do not, in general, confer a right to attend and vote at
general meetings.
There are three classes of preference shares in the share capital of
HSBC Holdings: non-cumulative US dollar preference shares of
$0.01 each (‘dollar preference shares’); non-cumulative preference
shares of £0.01 each (‘sterling preference shares’); and non-
cumulative preference shares of €0.01 (‘euro preference shares’).
The sterling preference share in issue is a Series A sterling
preference share. There are no dollar preference shares or euro
preference shares in issue.
Information on dividends approved for 2020 and 2021 may be found in Note
8 on the financial statements on page 309.
Further details of the rights and obligations attaching to the HSBC Holdings’
issued share capital may be found in Note 31 on the financial statements.
Compliance with Hong Kong Listing Rule 13.25A(2)
HSBC Holdings has been granted a waiver from strict compliance
with Rule 13.25A(2) of the Rules Governing the Listing of
Securities on the Stock Exchange of Hong Kong.
Under this waiver, HSBC’s obligation to file a Next Day Return
following the issue of new shares, pursuant to the vesting of share
awards granted under its share plans to persons who are not
Directors, would only be triggered where it falls within one of the
circumstances set out under Rule 13.25A(3).
Share capital changes in 2020
The following events occurred during the year in relation to the
ordinary share capital of HSBC Holdings:
Scrip dividends
There were no scrip dividends issued during the year.
All-employee share plans
HSBC Holdings Savings-Related Share Option Plan (UK)
HSBC ordinary shares issued in £
Options over HSBC ordinary shares lapsed
Number
Aggregate
nominal
value
$
Exercise price
from
£
to
£
1,387,599
693,800
2.6270
5.9640
44,189,936
22,094,968
Options over HSBC ordinary shares granted in response to approximately 29,048 applications
from HSBC employees in the UK on 24 September 2020
111,469,393
55,734.697
HSBC International Employee Share Purchase Plan
679,640
339,820
3.0855
HSBC share plans
HSBC Holdings
ordinary shares
issued
Aggregate
nominal
value
$
Market value per share
from
£
to
£
5.9140
Vesting of awards under the HSBC Share Plan 2011
53,029,316
26,514,658
3.2290
5.6220
HSBC Holdings
ordinary shares
issued
Aggregate
nominal
value
$
Market value per share
from
£
to
£
Authorities to allot and to purchase shares and
pre-emption rights
At the AGM in 2020, shareholders renewed the general authority
for the Directors to allot new shares up to 13,554,626,552 ordinary
shares, 15,000,000 non-cumulative preference shares of £0.01
each, 15,000,000 non-cumulative preference shares of $0.01 each
and 15,000,000 non-cumulative preference shares of €0.01 each.
Shareholders also renewed the authority for the Directors to make
market purchases of up to 2,033,193,983 ordinary shares, which
was not exercised during the year.
In addition, shareholders gave authority for the Directors to grant
rights to subscribe for, or to convert any security into, no more
than 4,066,387,966 ordinary shares in relation to any issue by
HSBC Holdings or any member of the Group of contingent
convertible securities that automatically convert into or are
exchanged for ordinary shares in HSBC Holdings in prescribed
circumstances. For further details on the issue of contingent
convertible securities, see Note 31 on the financial statements.
Other than as disclosed in the tables above headed ‘Share capital
changes in 2020’, the Directors did not allot any shares during
2020.
Debt securities
In 2020, HSBC Holdings issued the equivalent of $15.95bn of debt
securities in the public capital markets in a range of currencies and
maturities in the form of senior securities to ensure it meets the
current and proposed regulatory rules, including those relating to
the availability of adequate total loss-absorbing capacity. For
further details of capital instruments and bail-inable debt, see
Notes 28 and 31 on pages 344 and 353.
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. At 31 December 2020, pursuant to Chapter 6 of the UK
Companies Act 2006, 325,273,407 ordinary shares were held in
treasury. This was the maximum number of shares held at any
time during 2020, representing 1.57% of the shares in issue as at
31 December 2020. The nominal value of shares held in treasury
was $162,636,704.
Notifiable interests in share capital
At 31 December 2020, HSBC Holdings had received the following
notification of major holdings of voting rights pursuant to the
requirements of Rule 5 of the Disclosure, Guidance and
Transparency Rules:
• BlackRock, Inc. gave notice on 3 March 2020 that on
2 March 2020 it had the following: an indirect interest in HSBC
Holdings ordinary shares of 1,235,558,490; qualifying financial
instruments with 7,294,459 voting rights that may be acquired
if the instruments are exercised or converted; and financial
instruments with a similar economic effect to qualifying
financial instruments, which refer to 2,441,397 voting rights,
representing 6.07%, 0.03% and 0.01%, respectively, of the
total voting rights at 2 March 2020.
No further notifications had been received pursuant to the
requirements of Rule 5 of the Disclosure, Guidance and
Transparency Rules between 31 December 2020 and 15 February
2021.
At 31 December 2020, according to the register maintained by
HSBC Holdings pursuant to section 336 of the Securities and
Futures Ordinance of Hong Kong:
• BlackRock, Inc. gave notice on 1 September 2020 that on
27 August 2020 it had the following interests in HSBC Holdings
ordinary shares: a long position of 1,477,023,361 shares and a
short position of 38,760,188 shares, representing 7.14% and
0.19%, respectively, of the ordinary shares in issue at that date.
• Ping An Asset Management Co., Ltd, gave notice on
25 September 2020 that on 23 September 2020 it had a long
position of 1,655,479,531 in HSBC Holdings ordinary shares,
representing 8.00% of the ordinary shares in issue at that date.
Sufficiency of float
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 2020 and up to the date of this report.
Dealings in HSBC Holdings listed securities
The Group has policies and procedures that, except where
permitted by statute and regulation, prohibit specified transactions
in respect of its securities listed on The Stock Exchange of Hong
Kong Limited. Except for dealings as intermediaries or as trustees
by subsidiaries of HSBC Holdings, neither HSBC Holdings nor any
of its subsidiaries has purchased, sold or redeemed any of its
securities listed on The Stock Exchange of Hong Kong Limited
during the year ended 31 December 2020.
HSBC Holdings plc Annual Report and Accounts 2020 257
Corporate governance
Report of the Directors | Corporate governance report
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 2020 had certain interests, all beneficial unless
otherwise stated, in the shares or debentures of HSBC Holdings
and its associated corporations. Save as stated in the following
Directors’ interests – shares and debentures
table, no further interests were held by Directors, and no Directors
or their connected persons were awarded or exercised any right to
subscribe for any shares or debentures in any HSBC corporation
during the year.
No Directors held any short position as defined in the Securities
and Futures Ordinance of Hong Kong in the shares or debentures
of HSBC Holdings and its associated corporations.
At 1 Jan
2020, or date of
appointment, if later
Beneficial
owner
Child
under 18
or spouse
Jointly with
another
person
Footnotes
Trustee
Total
interests
At 31 Dec 2020 or date of cessation, if earlier
HSBC Holdings ordinary shares
Kathleen Casey (retired on 24 April 2020)
Laura Cha
Henri de Castries
James Forese (appointed to the Board on 1 May 2020)
Steven Guggenheimer (appointed to the Board on 1 May
2020)
Irene Lee
José Antonio Meade Kuribreña
Heidi Miller
Eileen Murray (appointed to the Board on 1 July 2020)
David Nish
Noel Quinn
Ewen Stevenson
Sir Jonathan Symonds (retired on 18 February 2020)
Jackson Tai
Mark Tucker
Pauline van der Meer Mohr
1
1
1,4
1
1
1
2
2
1, 3
15,125
15,125
16,200
16,200
19,251
19,251
—
115,000
—
—
11,904
11,904
—
15,000
15,700
15,700
—
75,000
—
—
—
—
—
—
—
—
50,000
—
50,000
441,925
778,958
233,972
545,731
—
—
43,821
38,823
4,998
—
—
—
—
15,000
—
—
—
—
—
—
66,515
32,800
11,965
21,750
307,352
307,352
15,000
15,000
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
15,125
16,200
19,251
115,000
15,000
11,904
15,000
15,700
75,000
50,000
778,958
545,731
43,821
66,515
307,352
15,000
1 Kathleen Casey has an interest in 3,025, James Forese has an interest in 23,000, Steven Guggenheimer has an interest in 3,000, José Antonio
Meade Kuribreña has an interest in 3,000, Heidi Miller has an interest in 3,140, Eileen Murray has an interest in 15,000 and Jackson Tai has an
interest in 13,303 listed 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.
2 Executive Directors’ other interests in HSBC Holdings ordinary shares arising from the HSBC Holdings Savings-Related Share Option Plan (UK)
and the HSBC Share Plan 2011 are set out in the Scheme interests in the Directors’ remuneration report on page 229. At 31 December 2020, the
aggregate interests under the Securities and Futures Ordinance of Hong Kong in HSBC Holdings ordinary shares, including interests arising
through employee share plans and the interests above were: Noel Quinn – 1,333,514; and Ewen Stevenson – 1,751,278. Each Director’s total
interests represents less than 0.01% of the shares in issue and 0.01% of the shares in issue excluding treasury shares.
3 Jackson Tai has a non-beneficial interest in 11,965 shares of which he is custodian.
4 On 19 May 2020, Steven Guggenheimer reported to HSBC that he had acquired 5,000 shares on 1 May 2020. Prior clearance was not obtained as
required pursuant to the standards set out in the Hong Kong Model Code for Securities Transactions by Directors of Listed Issuers. Enhancements
have been made to the Directors' onboarding process, along with communication throughout the year, to highlight share dealing obligations.
There have been no changes in the shares or debentures of the
Directors from 31 December 2020 to the date of this report.
Listing Rule 9.8.4 and other disclosures
This section of the Annual Report and Accounts 2020 forms part of
and includes certain disclosures required in the Report of the
Directors incorporated by cross-reference, including under Listing
Rule 9.8.4 and otherwise as applicable by law.
Corporate Governance Committee report sets out further detail on
the Board selection process. The number of Directors (other than
any alternate Directors) must not be fewer than five nor exceed 25.
The Board may at any time appoint any person as a Director,
either to fill a vacancy or as an addition to the existing Board. The
Board may appoint any Director to hold any employment or
executive office, and may revoke or terminate any such
appointment.
Content
Long-term incentives
Dividend waivers
Dividends
Change of control
Emissions
Energy efficiency
Section 172 and stakeholder engagement
Page references
243
256
256
260
46
53, 55
22
Principal activities of HSBC
12, 30, 85, 335
Business review and future developments
12–41, 43, 109, 118, 362
Directors’ governance
Appointment and re-election
A rigorous selection process is followed for the appointment of
Directors. Appointments are made on merit and candidates are
considered against objective criteria, having regard to the benefits
of a diverse Board. Appointments are made in accordance with
HSBC Holdings' Articles of Association. The Nomination &
Non-executive Directors are appointed for an initial three-year
term and, subject to continued satisfactory performance based
upon an assessment by the Group Chairman and the Nomination
& Corporate Governance Committee, are proposed for re-election
by shareholders at each AGM. They typically serve two three-year
terms. The Board may invite a Director to serve additional periods
but any term beyond six years is subject to review with an
explanation to be provided in the Annual Report and Accounts.
Shareholders vote at each AGM on whether to elect and re-elect
individual Directors. All Directors that stood for election and re-
election at the 2020 AGM were elected and re-elected by
shareholders.
None of the Directors who retired during the year or who are not
offering themselves for re-election at the 2021 AGM have raised
concerns about the operation of the Board or the management of
the company.
No executive Director is involved in deciding their own
remuneration outcome.
258 HSBC Holdings plc Annual Report and Accounts 2020
Commitments
The terms and conditions of the appointments of non-executive
Directors are set out in a letter of appointment, which includes the
expectations of them and the estimated time required to perform
their role. Letters of appointment of each non-executive Director
are available for inspection at the registered office of HSBC
Holdings. The current anticipated time commitment, which is
subject to periodic review, is 75 days per year. Non-executive
Directors who chair a Board committee are expected to devote up
to 100 days per year to the Group. The Chair of the Group Risk
Committee is expected to commit up to 150 days per year,
reflecting the complexity of the role and responsibilities of this
committee. All non-executive Directors confirm that they can meet
this requirement, taking into account any other commitments they
have.
Board approval is required for any non-executive Directors’
external commitments, with consideration given to time
commitments and conflicts of interest.
Conflicts of interest
The Board has an established policy and set of procedures to
ensure that the Board’s management of the Directors’ conflicts of
interest policy operates effectively. The Board has the power to
authorise conflicts where they arise, in accordance with the
Companies Act 2006 and HSBC Holdings' Articles of Association.
Details of all Directors’ conflicts of interest are recorded in the
register of conflicts, which is maintained by the Group Company
Secretary and Chief Governance Officer's office. Upon
appointment, new Directors are advised of the policy and
procedures for managing conflicts. Directors are required to notify
the Board of any actual or potential conflicts of interest and to
update the Board with any changes to the facts and circumstances
surrounding such conflicts. The Board has considered, and
authorised (with or without conditions) where appropriate,
potential conflicts as they have arisen during the year in
accordance with the said policy and procedures.
Directors' indemnity
The Articles of Association of HSBC Holdings contain a qualifying
third-party indemnity provision, which entitles Directors and other
officers to be indemnified out of the assets of HSBC Holdings
against claims from third parties in respect of certain liabilities.
HSBC Holdings has granted, by way of deed poll, indemnities to
the Directors, including former Directors who retired during the
year, against certain liabilities arising in connection with their
position as a Director of HSBC Holdings or of any Group company.
Directors are indemnified to the maximum extent permitted by
law.
The indemnities that constitute a 'qualifying third-party indemnity
provision', as defined by section 234 of the Companies Act 2006,
remained in force for the whole of the financial year (or, in the
case of Directors appointed during 2020, from the date of their
appointment). The deed poll is available for inspection at the
registered office of HSBC Holdings.
Additionally, Directors have the benefit of Directors’ and officers’
liability insurance.
Qualifying pension scheme indemnities have also been granted to
the Trustees of the Group's pension schemes, which were in force
for the whole of the financial year and remain in force as at the
date of this report.
Contracts of significance
During 2020, none of the Directors had a material interest, directly
or indirectly, in any contract of significance with any HSBC
company. During the year, all Directors were reminded of their
obligations in respect of transacting in HSBC securities and
following specific enquiry all Directors have confirmed that they
have complied with their obligations.
Additional non-financial disclosures
Additional non-financial disclosures detailing HSBC’s policies and
practices in relation to the workforce, environment, social matters,
human rights, and anti-corruption and anti-bribery matters are
included in other sections of this Annual Report and Accounts
2020.
Shareholder engagement
The Board is directly accountable to, and gives high priority to
communicating with, HSBC’s shareholders. Information about
HSBC and its activities is provided to shareholders in its Interim
Reports and the Annual Report and Accounts as well as on
www.hsbc.com.
To complement regular publications, there is continual dialogue
between members of the Board and institutional investors
throughout the year. For examples of such engagement see the
Group Chairman's letter on page 196 and the Remuneration
Committee Chair's letter on page 229.
Directors are encouraged to develop an understanding of the
views of shareholders. Enquiries from individuals on matters
relating to their shareholdings and HSBC’s business are
welcomed.
Any individual or institutional investor can make an enquiry by
contacting the investor relations team, Group Chairman, Group
Chief Executive, Group Chief Financial Officer and Group Company
Secretary and Chief Governance Officer. Our Senior Independent
Director is also available to shareholders if they have concerns that
cannot be resolved or for which the normal channels would not be
appropriate. He can be contacted via the Group Company
Secretary and Chief Governance Officer at 8 Canada Square,
London E14 5HQ.
Annual General Meeting
The AGM in 2021 is planned to be held in London at 11:00am on
Friday, 28 May 2021. Information on how to participate, both in
advance and on the day, can be found in the Notice of the 2021
AGM, which will be sent to shareholders on 24 March 2021 and
be available on www.hsbc.com/agm. A live webcast will be
available on www.hsbc.com. A recording of the proceedings will
be available on www.hsbc.com shortly after the conclusion of the
AGM. Due to the current environment these arrangements may
change. Shareholders should monitor our website and
announcements for any updates. Shareholders may send enquiries
to the Board in writing via the Group Company Secretary and Chief
Governance Officer, HSBC Holdings plc, 8 Canada Square, London
E14 5HQ or by sending an email to
shareholderquestions@hsbc.com.
General meetings and resolutions
Shareholders may require the Directors to call a general meeting
other than an AGM, as provided by the UK Companies Act 2006. A
valid request to call a general meeting may be made by members
representing at least 5% of the paid-up capital of HSBC Holdings
as carries the right of voting at its general meetings (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. At any general
meeting convened on such request, no business may be
transacted except that stated by the requisition or proposed by the
Board.
Shareholders may request the Directors to send a resolution to
shareholders for consideration at an AGM, as provided by the UK
Companies Act 2006. A valid request must be made by (i)
members representing at least 5% of the paid-up capital of HSBC
Holdings as carries the right of voting at its general meetings
(excluding any paid-up capital held as treasury shares), or (ii) at
least 100 members who have a right to vote on the resolution at
the AGM in question and hold shares in HSBC Holdings on which
there has been paid up an average sum, per member, of at least
£100. The request must be received by the company not later than
(i) six weeks before the AGM in question; or (ii) if later, the time at
which the notice of AGM is published.
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 HSBC Holdings at its UK
HSBC Holdings plc Annual Report and Accounts 2020 259
Corporate governance
Report of the Directors | Corporate governance report
address, referred to in the paragraph above or by sending an email
to shareholderquestions@hsbc.com.
Events after the balance sheet date
For details of events after the balance sheet date, see Note 36 on
the financial statements.
Change of control
The Group is not party to any significant agreements that take
effect, alter or terminate following a change of control of the
Group. The Group does not have agreements with any Director or
employee that would provide compensation for loss of office or
employment resulting from a takeover bid.
Branches
The Group provides a wide range of banking and financial services
through branches and offices in the UK and overseas.
Research and development activities
During the ordinary course of business the Group develops new
products and services within the global businesses.
Political donations
HSBC does not make any political donations or incur political
expenditure within the ordinary meaning of those words. We have
no intention of altering this policy. However, the definitions of
political donations, political parties, political organisations and
political expenditure used in the UK Companies Act 2006 are very
wide. As a result, they may cover routine activities that form part
of the normal business activities of the Group and are an accepted
part of engaging with stakeholders. To ensure that neither the
Group nor any of its subsidiaries inadvertently breaches the UK
Companies Act 2006, authority is sought from shareholders at the
AGM to make political donations.
HSBC provides administrative support to two political action
committees ('PACs') in the US funded by voluntary political
contributions by eligible employees. We do not control the PACs,
and all decisions regarding the amounts and recipients of
contributions are directed by the respective steering committee of
each PAC, which are comprised of eligible employees. The PACs
recorded combined political donations of $100,750 during 2020
(2019: $119,600).
Charitable contributions
For details of charitable contributions, see page 50.
Internal control
The Board is responsible for maintaining and reviewing the
effectiveness of risk management and internal control systems,
and for determining the aggregate level and types of risks the
Group is willing to take in achieving its strategic objectives.
To meet this requirement and to discharge its obligations under
the FCA Handbook and the PRA Handbook, 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 provide reasonable assurance against material
misstatement, errors, losses or fraud. They are designed to provide
effective internal control within the Group and accord with the
Financial Reporting Council‘s guidance for Directors issued in
2014, on risk management, internal control and related financial
and business reporting. The procedures have been in place
throughout the year and up to 23 February 2021, the date
of approval of this Annual Report and Accounts 2020.
The key risk management and internal control procedures include
the following:
Global principles
The Group's Global Principles set an overarching standard for all
other policies and procedures and are fundamental to the Group’s
risk management structure. They inform and connect our purpose,
260 HSBC Holdings plc Annual Report and Accounts 2020
values, strategy and risk management principles, guiding us to do
the right thing and treat our customers and our colleagues fairly at
all times.
Risk management framework
The risk management framework provides an effective and
efficient approach to how we govern and oversee the organisation
as well as how we monitor and mitigate risks to the delivery of our
strategy. It applies to all categories of risk, covering core
governance, standards and principles that bring together all of the
Group’s risk management practices into an integrated structure.
Delegation of authority within limits set by the Board
Subject to certain matters reserved for the Board, the Group Chief
Executive has been delegated authority limits and powers within
which to manage the day-to-day affairs of the Group, including the
right to sub-delegate those limits and powers. Each relevant Group
Executive Committee member or executive Director has delegated
authority within which to manage the day-to-day affairs of the
business or function for which he or she is accountable.
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 their business or
function. Authorities to enter into credit and market risk exposures
are delegated with limits to line management of Group companies.
However, credit proposals with specified higher-risk
characteristics require the concurrence of the appropriate global
function. Credit and market risks are measured and reported at
subsidiary company level and aggregated for risk concentration
analysis on a Group-wide basis.
Risk identification and monitoring
Systems and procedures are in place to identify, assess, control
and monitor the material risk types facing HSBC as set out in the
risk management framework. The Group‘s risk measurement and
reporting systems are designed to help ensure that material risks
are captured with all the attributes necessary to support well-
founded decisions, that those attributes are accurately assessed
and that information is delivered in a timely manner for those risks
to be successfully managed and mitigated.
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 the Group to heightened risk of loss or reputational
damage. The Group employs a top and emerging risks framework,
which contains an aggregate of all current and forward-looking
risks and enables it to take action that either prevents them
materialising or limits their impact.
During 2020 unprecedented global economic events led to banks
playing an expanded role to support society and customers. The
Covid-19 outbreak and its impact on the global economy have
impacted many of our customers’ business models and income,
requiring significant levels of support from both governments and
banks.
To meet the additional challenges, we supplemented our existing
approach to risk management with additional tools and practices.
We increased our focus on the quality and timeliness of the data
used to inform management decisions, through measures such as
early warning indicators, prudent active risk management of our
risk appetite, and ensuring regular communication with our Board
and other key stakeholders.
Responsibility for risk management
All employees are responsible for identifying and managing risk
within the scope of their role as part of the three lines of defence
model. This is an activity-based model to delineate management
accountabilities and responsibilities for risk management and the
control environment. The second line of defence sets the policy
and guidelines for managing specific risk areas, provides advice
and guidance in relation to the risk, and challenges the first line of
defence (the risk owners) on effective risk management.
The Board delegated authority to the Group Audit Committee
('GAC') and it reviewed the independence, autonomy and
effectiveness of the Group's policies and procedures on
whistleblowing, including the procedures for the protection of staff
who raise concerns of detrimental treatment.
Strategic plans
Strategic plans are prepared for global businesses, global
functions and geographical regions within the framework of the
Group’s overall strategy. Annual operating plans, informed by
detailed analysis of risk appetite describing the types and quantum
of risk that the Group is prepared to take in executing its strategy,
are prepared and adopted by all major Group operating companies
and set out the key business initiatives and the likely financial
effects of those initiatives.
The effectiveness of the Group’s system of risk management and
internal control is reviewed regularly by the Board, the Group Risk
Committee ('GRC') and the GAC.
During 2020, the Group continued to focus on operational
resilience and invest in the non-financial risk infrastructure. There
was a particular focus on material and emerging risks and areas
undergoing strategic growth.
The GRC and the GAC received confirmation that executive
management has taken or is taking the necessary actions to
remedy any failings or weaknesses identified through the
operation of the Group's framework of controls. In response to the
Covid-19 outbreak, our business continuity responses have been
successfully implemented and the majority of service level
agreements continue to be maintained.
Internal control over financial reporting
HSBC is required to comply with section 404 of the US Sarbanes-
Oxley Act of 2002 and assess its effectiveness of internal control
over financial reporting at 31 December 2020. In 2014, the GAC
endorsed the adoption of the COSO 2013 framework for the
monitoring of risk management and internal control systems to
satisfy the requirements of section 404 of the Sarbanes-Oxley Act.
The key risk management and internal control procedures over
financial reporting include the following:
Entity level controls
The primary mechanism through which comfort over risk
management and internal control systems is achieved is through
assessments of the effectiveness of controls to manage risk, and
the reporting of issues on a regular basis through the various risk
management and risk governance forums. Entity level controls are
a defined suite of internal controls that have a pervasive influence
over the entity as a whole and meet the principles of the
Committee of Sponsoring Organizations of the Treadway
Commission ('COSO') framework. They include controls related to
the control environment, such as the Group's values and ethics,
the promotion of effective risk management and the overarching
governance exercised by the Board and its non-executive
committees. The design and operational effectiveness of entity
level controls are assessed annually as part of the assessment of
the effectiveness of internal controls over financial reporting. If
issues are significant to the Group, they are escalated to the GRC
and also to the GAC, if concerning financial reporting matters. The
suite of entity level controls was updated in 2020 to simplify and
align with the Group’s refreshed risk management framework.
Process level transactional controls
Key process level controls that mitigate the risk of financial
misstatement are identified, recorded and monitored in
accordance with the risk framework. This includes the
identification and assessment of relevant control issues against
which action plans are tracked through to remediation. Further
details on HSBC’s approach to risk management can be found on
page 107. The GAC has continued to receive regular updates on
HSBC’s ongoing activities for improving the effective oversight of
end-to-end business processes and management continued to
identify opportunities for enhancing key controls, such as through
the use of automation technologies.
Financial reporting
The Group’s financial reporting process is controlled using
documented accounting policies and reporting formats, supported
by detailed instructions and guidance on reporting requirements,
issued to all reporting entities within the Group in advance of each
reporting period end. The submission of financial information from
each reporting entity is supported by a certification by the
responsible financial officer and analytical review procedures at
reporting entity and Group levels.
Disclosure Committee
Chaired by the Group Chief Financial Officer, the Disclosure
Committee supports the discharge of the Group’s obligations
under relevant legislation and regulation including the UK and
Hong Kong listing rules, the UK Market Abuse Regulation and US
Securities and Exchange Commission rules. In so doing, the
Disclosure Committee is empowered to determine whether a
new event or circumstance should be disclosed, including the
form and timing of such disclosure, and review certain material
disclosures made or to be made by the Group. The membership
of the Disclosure Committee consists of senior management,
including the Group Chief Financial Officer, Group Chief Legal
Officer and Group Company Secretary and Chief Governance
Officer. The Group's brokers, external auditors and its external
legal counsel also attend as required. The integrity of disclosures
is underpinned by structures and processes within the Global
Finance and Global Risk functions that support rigorous analytical
review of financial reporting and the maintenance of proper
accounting records. As required by the Sarbanes-Oxley Act, the
Group Chief Executive and the Group Chief Financial Officer have
certified that the Group's disclosure controls and procedures
were effective as at the end of the period covered by this Annual
Report and Accounts 2020.
The annual review of the effectiveness of the Group's system of
risk management and internal control over financial reporting was
conducted with reference to the COSO 2013 framework. Based on
the assessment performed, the Directors concluded that for the
year ended 31 December 2020, the Group's internal control over
financial reporting was effective.
PwC has audited the effectiveness of HSBC's internal control over
financial reporting and has given an unqualified opinion.
Going concern
The Board, having made appropriate enquiries, is satisfied that the
Group as a whole has adequate resources to continue operations
for a period of at least 12 months from the date of this report, and
it therefore continues to adopt the going concern basis in
preparing the financial statements. For further details, see page
41.
Employees
At 31 December 2020, HSBC had a total workforce equivalent to
226,000 full-time employees compared with 235,000 at the end of
2019 and 229,000 at the end of 2018. Our main centres of
employment were the UK with approximately 40,000 employees,
India with 39,000, Hong Kong with 29,000, mainland China with
27,000, Mexico with 15,000, the US with 8,000 and France with
7,000.
Our people span many cultures, communities and continents. By
focusing on employee well-being, diversity, inclusion and
engagement, as well as building our peoples’ skills and
capabilities for now and for the future, we aim to create an
environment where our people can fulfil their potential. We use
confidential surveys to assess progress and make changes. We
want to have an open culture where our people feel connected,
supported to speak up and where our leaders encourage
feedback. Where we make organisational changes, we support
our people throughout the change and in particular where there
are job losses.
HSBC Holdings plc Annual Report and Accounts 2020 261
Corporate governance
Report of the Directors | Corporate governance report
Employee relations
We consult with and, where appropriate, negotiate with employee
representative bodies where we have them. It is our policy to
maintain well-developed communications and consultation
programmes with all employee representative bodies. There have
been no material disruptions to our operations from labour
disputes during the past five years.
We are committed to complying with the applicable employment
laws and regulations in the jurisdictions in which we operate.
HSBC’s global employment practices and relations policy provides
the framework and controls through which we seek to uphold that
commitment.
Diversity and inclusion
Our customers, suppliers and communities span many cultures
and continents. We believe this diversity makes us stronger, and
we are dedicated to building a diverse and connected workforce
where everyone feels a sense of belonging.
Our Group People Committee, which is made up of Group
Executive Committee members, governs our diversity and
inclusion agenda. It meets regularly to agree actions to improve
diverse representation and build a more inclusive culture where
our colleagues can bring the best of themselves to work and
deliver more equal outcomes for our stakeholders. Members of
our Group Executive Committee are held to account for the actions
they take on diversity via aspirational targets contained within
their performance scorecards. Our people managers also have a
component of their performance assessed on the degree to which
they create team environments that are inclusive, motivating and
nurturing. Every colleague at HSBC must treat each other with
dignity and respect, creating an inclusive environment. Our
policies make clear we do not tolerate unlawful discrimination,
bullying or harassment on any grounds.
To align our approach to inclusion best practice, we participate in
global diversity benchmarks, which help us to identify
improvement opportunities. We also track a large number of
diversity and inclusion metrics, which enable us to pinpoint
inclusion barriers and take action where required.
Our gender diversity statistics are set out on page 64.
Further details of our diversity and inclusion activity, together with our Gender
and Ethnicity UK Pay Gap Report 2020, can be found at www.hsbc.com/
diversitycommitments.
Employment of people with a disability
We believe in providing equal opportunities for all employees. The
employment of people with a disability is included in this
commitment. The recruitment, training, career development and
promotion of people with a disability are 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.
Employee development
A workforce capable of meeting the challenges of today and
tomorrow requires significant support to develop the right skills.
Whatever our colleagues’ career paths, we have a range of tools
and resources to help them.
A rapid shift to virtual learning
The Covid-19 outbreak resulted in a halt to classroom training and
rapid expansion in virtual learning. We prioritised the transition to
remote working and helping people manage their well-being. The
shift from physical classroom training to shorter virtual equivalents
and online resources resulted in a total of 5.2 million hours and 2.9
days per FTE in training in 2020. For further details on training
hours and days by gender, region and seniority, see the ESG Data
Pack at www.hsbc.com/esg.
We converted or rebuilt technical, professional and personal
classroom programmes to deliver online. New joiners to HSBC
experienced an immersive virtual induction programme and virtual
internships. Our global graduate induction programme moved
262 HSBC Holdings plc Annual Report and Accounts 2020
entirely online with more than 100 leaders and graduate alumni
welcoming approximately 650 graduates.
Supporting self-development
We have a range of tools and resources to help colleagues take
ownership of their development and career.
• HSBC University is our one-stop shop for learning delivered via
an online portal, network of global training centres and third-
party providers.
• Our My HSBC Career portal offers career development
resources and information on managing change and on giving
back to the organisation and the communities in which we
operate. Over 100,000 of our colleagues made use of it in 2020.
• We launched a global mentoring system in 2020 to enable
colleagues to match with a mentor or mentee. At 31 December
2020, we had in excess of 6,800 mentors and mentees in 58
countries and territories.
Developing core skills
Our managers are the critical link in supporting our colleagues. In
2020, we redesigned our suite of training and resources for
managers so they can focus on the most important skills including
leading and supporting teams through change.
Risk management remains central to development and is part of
our mandatory training. Those at higher risk of exposure to
financial wrongdoing experience more in-depth training on
financial risks, such as money laundering, sanctions, bribery and
corruption. Other programmes and resources address specific
areas of risk, like management of third-party suppliers.
Our Cyber Hub brings together training, insights, events and
campaigns on how to combat cyber-crime. We are also supporting
those who develop models and senior leaders with training to help
them understand and apply our Principles on the Ethical Use of
Big Data and Artificial Intelligence.
A learning and feedback culture
We want our colleagues to be well prepared for changing
workplace requirements and so have developed a flagship Future
Skills programme to support them. We identified nine key
behaviours we believe are necessary future skills for colleagues
and built a curriculum of resources to support learners to develop
these.
More than 1,000 colleagues now act as Future Skills Influencers,
supporting their businesses and teams to invest in learning. In
November 2020, we ran a week-long MySkills festival, which
helped colleagues explore future skills through virtual events,
interactive workshops and online resources. Demand to join
sessions surpassed our expectations with more than 45,000
registrations for events.
Senior succession planning
Developing future leaders is critical to our long-term success. The
Group Executive Committee dedicates time to articulate the
current and future capabilities required to deliver the business
strategy, and identify successors for our most critical roles.
Successors undergo robust assessment and participate in
executive development. Potential successors for senior roles also
benefit from coaching and mentoring and are moved into roles
that build their skills and capabilities.
Health and safety
We are committed to providing a safe and healthy working
environment for everyone. We strive to ensure we adopt best
health and safety management practices across the organisation
and aim for standards that reflect our core values.
Chief operating officers have overall responsibility for ensuring
that global policies, procedures and safeguards are put into
practice locally, and that all legal requirements are met.
To put our commitment into practice, we delivered a range of
programmes in 2020 to help us understand and manage
effectively the risks we face and improve the buildings in which
we operate:
unrelated to performance or experience with the Group, while
performing their role in the long-term interests of our stakeholders.
• Based on expert medical advice, we created safe workplaces
globally, designed to protect our employees, contractors and
customers from the risks of Covid-19. We carried out
approximately 1,700 Covid-19-related workplace enhancements
globally, with measures involving: enhanced cleaning; training
and awareness; public hygiene; and track and trace.
• We updated our advice on working from home, providing more
awareness and best practices on good ergonomics and well-
being to be adopted during these unprecedented times.
• We delivered an improved health and safety training and
awareness programme to 245,000 of our employees and
contractors globally, ensuring roles and responsibilities were
clear and understood.
• We completed the annual safety inspection on all of our
buildings globally, subject to local Covid-19 restrictions, to
ensure we were meeting our standards and continuously
improving our safety performance.
• We continued to focus on enhancing the safety culture in our
supply chain through our SAFER Together programme,
covering the five key elements of best practice safety culture,
including speaking up about safety, and recognising
excellence. Our 2020 safety climate survey results showed a
continued year-on-year increase in safety culture, and
significantly above the industry average.
• Our Eat Well Live Well programme continued through
educating and informing our colleagues on how to make
healthy food and drink choices. We enhanced the programme
to provide digital educational and information resources,
including a suite of videos and recipe ideas. The programme
was runner up in the 2020 Global Healthy Workplace Awards.
• We put in place effective storm preparation controls and
processes to ensure the protection of our people and
operations. In 2020, there were 41 named storms, which
passed over 2,316 of our buildings and resulted in no injuries or
business impact.
Employee health and safety
Number of workplace fatalities
Number of major injuries to employees
1
All injury rate per 100,000 employees
—
15
88
1
29
189
1
27
189
Footnotes
2020
2019
2018
1 Fractures, dislocation, concussion, loss of consciousness, overnight
admission to hospital.
Remuneration
HSBC’s pay and performance strategy is designed to reward
competitively the achievement of long-term sustainable
performance and attract and motivate the very best people,
regardless of gender, ethnicity, age, disability or any other factor
HSBC Holdings Savings-Related Share Option Plan (UK)
For further details of the Group’s approach to remuneration, see page 233.
Employee share plans
Share options and discretionary awards of shares granted under
HSBC share plans align the interests of employees with the
creation of shareholder value. The following table sets 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 and suppliers of goods or services, nor 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 that
were granted, exercised or lapsed during 2020 is shown in the
following table. 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/who-we-are/leadership-and-
governance/remuneration and on the website of The Stock
Exchange of Hong Kong Limited at www.hkex.com.hk, or can be
obtained upon request from the Group Company Secretary and
Chief Governance Officer, 8 Canada Square, London E14 5HQ.
Particulars of options held by Directors of HSBC Holdings are set out on
page 245.
Note 5 on the financial statements gives details of share-based payments,
including discretionary awards of shares granted under HSBC share plans.
All-employee share plans
HSBC operates all-employee share option plans under which
options are granted over HSBC ordinary shares. Subject to leaver
provisions, options are normally exercisable after three or five
years. During 2020, options were granted by reference to the
average market value of HSBC Holdings ordinary shares on the
five business days immediately preceding the invitation date, then
applying a discount of 20%. The closing price for HSBC Holdings
ordinary shares quoted on the London Stock Exchange on
23 September 2020, the day before the options were granted and
as derived from the Daily Official List, was £2.9025.
The HSBC Holdings Savings-Related Share Option Plan (UK) will
expire on 24 April 2030, by which time the plan may be extended
with approval from shareholders, unless the Directors resolve to
terminate the plan at an earlier date.
The HSBC International Employee Share Purchase Plan was
introduced in 2013 and now includes employees based in
27 jurisdictions, although no options are granted under this plan.
During 2020, approximately 171,000 employees were offered
participation in these plans.
Dates of awards
Exercise price
Usually exercisable
At
Granted
Exercised
Lapsed
At
from
to
from
(£)
to
(£)
from
to Footnotes
1 Jan 2020
during year
during year
during year
31 Dec 2020
20 Sep 2013 24 Sep 2020 2.6270 5.9640 1 Nov 2018 30 Apr 2026
1
65,060,681 111,469,393
1,387,599 44,189,936 130,952,539
1 The weighted average closing price of the shares immediately before the dates on which options were exercised was £5.2014.
HSBC Holdings ordinary shares
HSBC Holdings plc Annual Report and Accounts 2020 263
Corporate governance
oversight of internal control, other than internal control over
financial reporting, and risk management systems. This is
permitted under the UK Corporate Governance Code.
Notwithstanding that Laura Cha has served on the Board for more
than nine years, the Board has determined that she continues to
be independent when taking into consideration all other relevant
circumstances that are likely to impair, or could appear to impair,
independence. Laura will not be standing for re-election at the
2021 AGM.
HSBC Holdings has codified obligations for transactions in Group
securities in accordance with the requirements of the UK Market
Abuse Regulation and the rules governing the listing of securities
on HKEx, save that the HKEx has granted waivers from strict
compliance with the rules that take into account accepted
practices in the UK, particularly in respect of employee share
plans. During the year, all Directors were reminded of their
obligations in respect of transacting in HSBC Group securities and,
except as disclosed on page 258, following specific enquiry all
Directors have confirmed that they have complied with their
obligations.
On behalf of the Board
Mark E Tucker
Group Chairman
HSBC Holdings plc
Registered number 617987
23 February 2021
Report of the Directors | Corporate governance report
Statement of compliance
The statement of corporate governance practices set out on pages
195 to 265 and the information referred to therein constitutes the
'Corporate governance report' and 'Report of the Directors' of
HSBC Holdings. The websites referred to do not form part of this
report.
Relevant corporate governance codes, role profiles and policies
www.frc.org.uk
www.hkex.com.hk
www.hsbc.com/who-we-are/
leadership-and-governance/
board-responsibilities
UK Corporate Governance
Code
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)
Descriptions of the roles and
responsibilities of the:
– Group Chairman
– Group Chief Executive
– Senior Independent Director
– Board
Board and senior management www.hsbc.com/who-we-are/
Roles and responsibilities of the
Board's committees
Board’s policies on:
– diversity and inclusion
– shareholder communication
– human rights
– remuneration practices and
governance
Global Internal Audit Charter
leadership-and-governance
www.hsbc.com/who-we-are/
leadership-and-governance/
board-committees
www.hsbc.com/who-we-are/
leadership-and-governance/
board-responsibilities
www.hsbc.com/who-we-are/
leadership-and-governance/
corporate-governance-codes/
internal-control
HSBC is subject to corporate governance requirements in both the
UK and Hong Kong. During 2020, save to the extent referred to
below, HSBC complied with the provisions and requirements of
both the UK and Hong Kong Corporate Governance Codes.
Following the UK Government’s introduction of social distancing
measures and prohibition on non-essential travel and public
gatherings, it was not possible for shareholders to attend the 2020
Annual General Meeting (‘AGM’) in person. The Board was fully
informed of all relevant AGM and shareholder matters but only a
limited number of Directors and essential personnel attended the
AGM to ensure the meeting was quorate and to enable the
business of the meeting to be conducted. Shareholders were
advised to vote by submitting a proxy in advance of the AGM and
that they should only appoint the Chairman of the AGM to act as
their proxy. To ensure that shareholders did not lose the
opportunity to raise questions, shareholders were encouraged to
submit questions for the Board via email in advance of the AGM.
Responses to the most frequent questions across key themes
were published on the HSBC website after due consideration by
the Board. None of the questions submitted covered a topic that
required consideration by the auditor. Given these measures, not
all of the persons set out in paragraphs A.6.7 and E.1.2 of the
Hong Kong Corporate Governance Code were able to attend the
AGM.
Under the Hong Kong Code, the audit committee should be
responsible for the oversight of all risk management and internal
control systems. HSBC’s Group Risk Committee is responsible for
264 HSBC Holdings plc Annual Report and Accounts 2020
Directors’ responsibility statement
The Directors are responsible for preparing the Annual Report and
Accounts 2020, the Directors’ remuneration report and the
financial statements in accordance with applicable law and
regulations.
Company law requires the Directors to prepare financial
statements for each financial year. Under that law, the Directors
have prepared the parent company (‘Company’) and Group
financial statements in accordance with International Financial
Reporting Standards (‘IFRSs’) as adopted by the European Union.
In preparing these financial statements, the Directors have also
elected to comply with IFRSs, issued by the International
Accounting Standards Board (‘IASB’). Under company law, the
Directors must not approve the financial statements unless they
are satisfied that they give a true and fair view of the state of
affairs of the Company and Group, and of the profit or loss of the
Company and Group for that period. In preparing these 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;
Disclosure of information to auditors
In accordance with section 418 of the Companies Act 2006, the
Directors’ report includes a statement, in the case of each Director
in office as at the date the Report of the Directors is approved,
that:
• so far as the Director is aware, there is no relevant audit
information of which the Company’s auditors are unaware; and
• they have taken all the steps they ought to have taken as a
Director in order to make themselves aware of any relevant
audit information and to establish that the Company’s auditors
are aware of that information.
On behalf of the Board
Mark E Tucker
Group Chairman
• state whether applicable IFRSs as adopted by the European
HSBC Holdings plc
Union and IFRSs issued by IASB have been followed, subject to
any material departures disclosed and explained in the financial
statements; and
Registered number 617987
23 February 2021
• prepare the financial statements on a going concern basis
unless it is inappropriate to presume that the Company and
Group will continue in business.
The Directors are also responsible for safeguarding the assets of
the Company and the Group and hence for taking reasonable
steps for the prevention and detection of fraud and other
irregularities.
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the Company’s
transactions, and disclose with reasonable accuracy at any time
the financial position of the Company and the Group enabling
them to ensure that the financial statements and the Directors’
remuneration report comply with the Companies Act 2006 and, as
regards the Group financial statements, Article 4 of the IAS
Regulation.
The Directors are responsible for the maintenance and integrity of
the Annual Report and Accounts 2020 as they appear on the
Company’s website. Legislation in the UK governing the
preparation and dissemination of financial statements may differ
from legislation in other jurisdictions.
The Directors consider that the Annual Report and Accounts 2020,
taken as a whole, is fair, balanced and understandable, and
provides the information necessary for shareholders to assess the
Company’s position, performance, business model and strategy.
Each of the Directors, whose names and functions are listed in the
‘Report of the Directors: Corporate governance report’ on pages
198 to 201 of the Annual Report and Accounts 2020, confirms that,
to the best of their knowledge:
• the Group financial statements, which have been prepared in
accordance with IFRSs as adopted by the EU, give a true and
fair view of the assets, liabilities, financial position, and profit or
loss of the Group; and
• 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 Group,
together with a description of the principal risks and
uncertainties that it faces.
The Group Audit Committee has responsibility, delegated to it
from the Board, for overseeing all matters relating to external
financial reporting. The Group Audit Committee report on page
216 sets out how the Group Audit Committee discharges its
responsibilities.
HSBC Holdings plc Annual Report and Accounts 2020 265
Corporate governance Financial
statements
267
Independent auditors’ report to the members
of HSBC Holdings plc
278
Financial statements
288 Notes on the financial statements
Supporting our customers
through transition finance
We are supporting our customers to make progress
towards their commitments to cut greenhouse gas
emissions, in line with the goals of the Paris
Agreement on climate change. We played a key role
in the world’s first ‘transition’ Islamic bond, known as
a sukuk, to help reduce carbon emissions in the
aviation industry. Etihad Airways will use the $600m
proceeds for energy-efficient aircraft and research
and development into sustainable aviation fuel.
This sukuk included a commitment from Etihad to
purchase a set amount of carbon offsets if it fails to
meet its short-term target to reduce the carbon
intensity of its passenger fleet.
We acted as joint global coordinator and joint
sustainability structuring agent on the deal, as well
as joint bookrunner and dealer manager.
266
HSBC Holdings plc Annual Report and Accounts 2020 Independent auditors’ report to the members of HSBC Holdings plc
Report on the audit of the financial statements
Opinion
In our opinion, HSBC Holdings plc’s (‘HSBC’) group financial statements1 and company financial statements (the ‘financial statements’):
• give a true and fair view of the state of the group’s and of the company’s affairs as at 31 December 2020 and of the group’s and
company’s profit and the group’s and company’s cash flows for the 12 month period (the "year") then ended;
• have been properly prepared in accordance with international accounting standards in conformity with the requirements of the
Companies Act 2006; and
• have been prepared in accordance with the requirements of the Companies Act 2006.
Our opinion is consistent with our reporting to the Group Audit Committee (‘GAC’).
Separate opinion in relation to international financial reporting standards adopted pursuant to
Regulation (EC) No 1606/2002 as it applies in the European Union
As explained in note 1.1(a) to the financial statements, the group, in addition to applying international accounting standards in
conformity with the requirements of the Companies Act 2006, has also applied international financial reporting standards adopted
pursuant to Regulation (EC) No 1606/2002 as it applies in the European Union.
In our opinion, the group financial statements have been properly prepared in accordance with international financial reporting standards
adopted pursuant to Regulation (EC) No 1606/2002 as it applies in the European Union.
Separate opinion in relation to IFRSs as issued by the IASB
As explained in note 1.1(a) to the financial statements, the group, in addition to applying international accounting standards in
conformity with the requirements of Companies Act 2006, has also applied IFRSs as issued by the International Accounting Standards
Board (IASB).
In our opinion, the group financial statements have been properly prepared in accordance with IFRSs as issued by the IASB.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (‘ISAs (UK)’) and applicable law. Our
responsibilities under ISAs (UK) are further described in the Auditors’ responsibilities for the audit of the financial statements section of
our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Independence
We remained independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial
statements in the UK, which includes the FRC’s Ethical Standard, as applicable to listed public interest entities, and we have fulfilled our
other ethical responsibilities in accordance with these requirements.
To the best of our knowledge and belief, we declare that non-audit services prohibited by the FRC’s Ethical Standard were not provided
to the group.
Other than those disclosed in note 6 to the financial statements, we have provided no non-audit services to the group in the period under
audit.
Our audit approach
Overview
This was the second year that it has been my responsibility to form this opinion on behalf of PricewaterhouseCoopers LLP ('PwC'), who
you first appointed on 31 March 2015 in relation to that year’s audit. In addition to forming this opinion, in this report we have also
provided information on how we approached the audit, how it changed from the previous year and details of the significant discussions
that we had with the GAC.
Given the impact of Covid-19, substantially all of our interactions were undertaken virtually, including those between the engagement
team, with the teams for Significant Subsidiaries and Operations Centres, and with HSBC Board members and management. Similarly,
substantially all of our audit testing was performed remotely. For further details around the impact of Covid-19 on our audit, please see
the ‘Impact of Covid-19’ key audit matter below.
Materiality
• Overall group materiality: $900m (2019: $1,000m) based on 5% of an adjusted profit before tax for the last three years.
• Overall company materiality: $855m (2019: $900m) being an amount capped below the overall group materiality.
1 We have audited the financial statements, included within the Annual Report and Accounts (the ‘Annual Report’), which comprise: the
consolidated and company balance sheets as at 31 December 2020, the consolidated and company income statements and the consolidated
and company statements of comprehensive income for the year then ended, the consolidated and company statements of cash flows for the
year then ended, the consolidated and company statements of changes in equity for the year then ended, and the notes to the financial
statements, which include a summary of significant accounting policies and other explanatory information. Certain notes to the financial
statements have been presented elsewhere in the Annual Report and Accounts 2020, rather than in the notes to the financial statements. These
are cross-referenced from the financial statements and are identified as ‘(Audited)’. The relevant disclosures are included in the Risk review
section on pages 113 to 194 and the Directors' remuneration report disclosures on pages 239 to 249.
HSBC Holdings plc Annual Report and Accounts 2020 267
Financial statements Independent auditors’ report to the members of HSBC Holdings plc
Audit scope
The scope of our audit and the nature, timing and extent of audit procedures performed were determined based on our risk assessment,
taking into account changes from the prior year, the financial significance of subsidiaries and other qualitative factors. We executed the
planned approach and concluded based on the results of our testing, ensuring that sufficient audit evidence had been obtained to
support our opinion.
Key audit matters
• Impact of Covid-19 (group and company)
• Expected credit losses - Impairment of loans and advances (group)
Investment in associate - Bank of Communications Company, Limited (‘BoCom’) (group)
•
• Impairment of goodwill and intangible assets (group)
• Valuation of financial instruments (group)
• Impairment of investments in subsidiaries (company)
• Valuation of defined benefit pensions obligations (group)
• IT access management (group)
The scope of our audit
As part of designing our audit, we determined materiality and assessed the risks of material misstatement in the financial statements. In
particular, we looked at where the directors made subjective judgements, for example in respect of significant accounting estimates that
involved making assumptions and considering future events that are inherently uncertain.
Capability of the audit in detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our
responsibilities, outlined in the Auditors’ responsibilities for the audit of the financial statements section, to detect material
misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities,
including fraud, is detailed below.
Based on our understanding of the group and industry, we identified that the principal risks of non-compliance with laws and regulations
related to breaches of financial crime laws & regulations and regulatory compliance, including conduct of business, and we considered
the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and
regulations that have a direct impact on the preparation of the financial statements, such as the Companies Act 2006 and the UK and
Hong Kong listing rules. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial
statements (including the risk of override of controls), and determined that the principal risks were related to posting inappropriate
journal entries to increase revenue or reduce costs, creating fictitious trades to hide losses or to improve financial performance, and
management bias in accounting estimates. The group engagement team shared this risk assessment with the component auditors so
that they could include appropriate audit procedures in response to such risks in their work. Audit procedures performed by the group
engagement team and/or component auditors included:
• Review of correspondence with and reports to the regulators, including the Prudential Regulation Authority (‘PRA’) and Financial
Conduct Authority (‘FCA’);
• Reviewed reporting to the GAC and GRC in respect of compliance and legal matters;
• Review a sample of legal correspondence with legal advisors;
• Enquiries of management and review of internal audit reports in so far as they related to the financial statements;
• Obtain legal confirmations from legal advisors relating to material litigation and compliance matters;
• Assessment of matters reported on the group’s whistleblowing and ‘Speak up’ programmes and the results of management’s
investigation of such matters; in so far as they related to the financial statements;
• Challenging assumptions and judgements made by management in its significant accounting estimates, in particular in relation to the
determination of expected credit losses, and the impairment assessments of goodwill, intangible assets, the investment in BoCom,
valuation of financial instruments, valuation of defined benefit pensions obligations and investment in subsidiaries (see related key
audit matters below);
• Obtaining confirmations from third parties to confirm the existence of a sample of transactions; and
• Identifying and testing journal entries, including those posted with certain descriptions, posted and approved by the same individual,
backdated journals or posted by infrequent and unexpected users.
There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-
compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also,
the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud
may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.
Key audit matters
Key audit matters are those matters that, in the auditors’ professional judgement, were of most significance in the audit of the financial
statements of the current period and include the most significant assessed risks of material misstatement (whether or not due to fraud)
identified by the auditors, including those which had the greatest effect on: the overall audit strategy; the allocation of resources in the
audit; and directing the efforts of the engagement team. These matters, and any comments we make on the results of our procedures
thereon, were addressed in the context of our audit of the financial statements as a whole, and in forming our opinion thereon, and we
do not provide a separate opinion on these matters. This is not a complete list of all risks identified by our audit.
The impact of Covid-19 and valuation of financial instruments are new key audit matters this year. Otherwise, the key audit matters
below are consistent with last year.
268 HSBC Holdings plc Annual Report and Accounts 2020
Impact of Covid-19 (group and company)
Nature of the key audit matter
The impact of the Covid-19 pandemic has resulted in unprecedented economic conditions and resulting government support programmes and regulatory
interventions to support businesses and people. The Covid-19 pandemic has also changed the way that companies operate their businesses, with one of
the most substantial impacts being the transition to remote working.
A substantial proportion of HSBC’s employees have been working remotely during 2020, with some consequential changes on their processes and the
control environment, some of which were relevant for financial reporting purposes. Our audit team has also been working remotely for most of 2020, as
have most of our teams auditing the Significant Subsidiaries and operational centres.
The impact of the Covid-19 pandemic and resulting uncertainty has impacted a number of the estimates in the group financial statements and company
financial statements. The impact on the most significant accounting judgements and our audit is set out in the following other key audit matters in this
opinion:
• Expected credit losses - Impairment on loans and advances to customers;
•
•
• Valuation of financial instruments; and
•
Investment in associate - BoCom;
Impairment of goodwill and intangible assets;
Impairment of investment in subsidiaries.
Matters discussed with the Group Audit Committee
We discussed our assessment of the impact of Covid-19 on HSBC’s operations and control environment with the GAC. We also explained how we
planned to execute our audit with substantially all of our audit team working remotely.
How our audit addressed the Key Audit Matter
We engaged with the Board and management at HSBC in a manner consistent with our previous audits, albeit remotely using video and telephone calls.
Substantially all of the information and audit evidence we need for the HSBC audit is provided in electronic format. We shared information, including the
audit evidence provided to us by HSBC, using share-screen functionality in video calls and our secure encrypted information sharing software. Where we
would have previously inspected physical evidence, for example our stock counts of precious metals, these audit procedures were performed virtually.
We understood and assessed the transition of HSBC employees to working remotely on the control environment relevant to financial reporting, and
reflected this in our audit approach for new or changed processes and controls.
Where the group undertook new business activities as a result of Covid-19, for example, the government sponsored lending programmes, we assessed
the audit risks and designed appropriate audit procedures.
We were not able to visit any of the audit teams for the Significant Subsidiaries and operational centres during our 2020 audit. However, consistent with
our experience with HSBC, we engaged with and directed these teams in a manner consistent with our previous audits using video conferencing and
telephone calls. This included ‘virtual visits’ to certain locations, in which we met with both the audit teams and local management. To ensure we were
satisfied with the audits performed by the audit teams for the Significant Subsidiaries, we evaluated and reviewed audit evidence by remotely reviewing
electronic audit files or using share-screen functionality in video conferencing.
Relevant references in the Annual Report and Accounts 2020
GAC Report, page 218.
HSBC Holdings plc Annual Report and Accounts 2020 269
Financial statements Independent auditors’ report to the members of HSBC Holdings plc
Expected credit losses - Impairment of loans and advances (group)
Nature of the key audit matter
forward looking economic scenarios and their likelihoods;
customer risk ratings (‘CRRs’), and probability of defaults; and
the recoverability of credit impaired wholesale exposures.
Determining expected credit losses (‘ECL’) involves management judgement and is subject to a high degree of estimation uncertainty, both of which have
significantly increased as a result of Covid-19.
Management makes various assumptions when estimating ECL. The significant assumptions that we focus on in our audit included those with greater
levels of management judgement and for which variations had the most significant impact on ECL. Specifically these included,
•
•
•
The modelling methodologies that use these assumptions, as well as other data, to estimate ECL are complex and not standardised. The modelling
methodologies are developed using historical experience, which can result in limitations in their reliability to appropriately estimate ECL. These limitations
are often addressed with adjustments, which are inherently judgemental and subject to estimation uncertainty.
The impact of the Covid-19 pandemic has resulted in unprecedented economic conditions that vary across countries and industry sectors. Covid-19
related government support programmes and regulatory interventions have impacted economic factors such as GDP and unemployment, and
consequently the extent and timing of customer defaults.
These factors have increased the uncertainty around judgements made in determining the severity and likelihood of macroeconomic variable (‘MEV’)
forecasts across the different economic scenarios used in ECL models. Furthermore, these conditions are outside the bounds of historical experience used
to develop the models and where models produce plausible results, resulting in significantly greater limitations in their reliability to estimate ECLs.
Management has made significant adjustments to ECL to address these limitations through management judgemental adjustments to modelled
outcomes. The nature and extent of these limitations and the resulting changes to ECL varies across retail and wholesale portfolios globally. In addition,
certain models have been redeveloped during 2020.
The determination of CRRs is based on quantitative scorecards, with qualitative adjustments for relevant factors. The extent of qualitative adjustments has
increased due to Covid-19. The uncertainty caused by Covid-19 also increases judgement involved in estimating expected cash flows and collateral
valuations for specific impairments on credit impaired wholesale exposures.
Matters discussed with the Group Audit Committee
We held discussions with the GAC covering governance and controls over ECL, with a significant focus on the impact of Covid-19. We also discussed a
number of other areas, including:
•
the severity and likelihood of MEV forecasts in economics scenarios, across countries for the impact of Covid-19, and specifically for the UK and Hong
Kong in relation to the geopolitical risks relating to the UK’s withdrawal from the EU and US-China relations;
the determination and migration of customer risk ratings;
assumptions around the recoverability of significant wholesale exposures;
the identification and assessment of model limitations and resulting changes and adjustments to ECL, in particular for approaches adopted in response
to Covid-19;
•
•
•
• models that were redeveloped during the year;
• model validation and monitoring; and
•
the disclosures made to explain ECL, in particular the impact of Covid-19 on determining ECL and the resulting estimation uncertainty.
How our audit addressed the Key Audit Matter
credit reviews that determine CRRs for wholesale customers;
the input of critical data into source systems and the flow and transformation of critical data from source systems to the impairment models; and
the calculation and approval of management judgemental adjustments to modelled outcomes.
We assessed the design of governance and controls over the estimation of ECLs, as well as testing how effectively they operated. We observed
management’s review and challenge governance forums for (1) the determination of MEV forecasts and their likelihood for different economic scenarios,
and (2) the assessment of ECL for Retail and Wholesale portfolios, including the assessment of model limitations and approval of any resulting
adjustments to modelled outcomes.
We also tested controls over:
• model validation and monitoring;
•
•
•
We involved our economic experts in assessing the reasonableness of the severity and likelihood of MEV forecasts. These assessments considered the
sensitivity of ECLs to variations in the severity and likelihood of MEVs for different economic scenarios.
We involved our modelling experts in assessing the appropriateness of modelling methodologies that were redeveloped during the year, and for a sample
of those models, we independently reperformed the modelling for certain aspects of the ECL calculation. We also assessed the appropriateness of
modelling methodologies that did not change during the year, giving specific consideration to Covid-19 and whether management judgemental
adjustments were needed. In addition, we performed testing over:
•
•
•
•
We evaluated and tested the Credit Risk disclosures made in the Annual Report and Accounts 2020.
the compliance of ECL methodologies and assumptions with the requirements of IFRS9;
a sample of critical data used in the year end ECL calculation and to estimate management judgemental adjustments;
critical data, assumptions and discounted cash flows for a sample of credit impaired wholesale exposures; and
a sample of CRRs applied to wholesale exposures, including our credit experts assessing a sample by comparing to external sources.
Relevant references in the Annual Report and Accounts 2020
• Credit risk disclosures, page 119.
• GAC Report, page 220.
• Note 1.2(d): Financial instruments measured at amortised cost, page 292.
• Note 1.2(i): Impairment of amortised cost and FVOCI financial assets, page 293.
270 HSBC Holdings plc Annual Report and Accounts 2020
Investment in associate – BoCom (group)
Nature of the key audit matter
At 31 December 2020, the market value of the investment in BoCom, based on the share price, was $13.7bn lower than the carrying value of $21.2bn.
This is an indicator of potential impairment. An impairment test was performed by management, with supporting sensitivity analysis, using a value in use
('VIU') model. The VIU was $0.6bn in excess of the carrying value. On this basis, management concluded no impairment was required and the share of
BoCom’s profits has been recognised in the consolidated income statement.
The methodology in the VIU model is dependent on various assumptions, both short term and long term in nature. These assumptions, which are subject
to estimation uncertainty, are derived from a combination of management’s judgement, analysts’ forecasts and market data. The significant assumptions
that we focused our audit on were those with greater levels of management judgement and for which variations had the most significant impact on the
VIU. Specifically, these included
• discount rates;
•
•
•
•
•
forecast operating income;
long term growth rates;
future expected credit losses;
effective tax rates; and
regulatory capital requirements.
Matters discussed with the Group Audit Committee
We discussed the appropriateness of the VIU methodology and significant assumptions with the GAC, giving consideration to the macroeconomic
environment, as well as Covid-19 and the outlook for the Chinese banking market. We considered reasonably possible alternatives for the significant
assumptions. We also discussed the disclosures made in relation to BoCom, including the use of sensitivity analysis to explain estimation uncertainty and
the conditions that would result in an impairment being recognised.
How our audit addressed the Key Audit Matter
We tested controls in place over significant assumptions and the model used to determine the VIU. We assessed the appropriateness of the methodology
used, and the mathematical accuracy of the calculations, to estimate the VIU. In respect of the significant assumptions, our testing included the following:
• Challenging the basis for determining significant assumptions and, where relevant, their interrelationships;
• Obtaining and evaluating evidence where available for critical data relating to significant assumptions, from a combination of historic experience,
external market information, third-party sources including analyst reports, information from BoCom management and historical publicly available
BoCom financial information;
• Assessing the sensitivity of the VIU to reasonable variations in significant assumptions, both individually and in aggregate; and
• Determining a reasonable range for the discount rate used within the model, with the assistance of our valuation experts, and comparing it to the
discount rate used by management.
We observed meetings in April, May, September and November 2020 between management and senior BoCom executive management, held specifically
to identify facts and circumstances impacting assumptions relevant to the determination of the VIU.
We evaluated and tested the disclosures made in the Annual Report and Accounts 2020 in relation to BoCom.
Relevant references in the Annual Report and Accounts 2020
• GAC Report, page 221.
• Note 1.2(a): Critical accounting estimates and judgements, page 291.
• Note 18 Interests in associates and joint ventures, page 331.
HSBC Holdings plc Annual Report and Accounts 2020 271
Financial statements
Independent auditors’ report to the members of HSBC Holdings plc
Impairment of goodwill and intangible assets (group)
Nature of the key audit matter
The impact of the Covid-19 pandemic has resulted in unprecedented economic conditions, impacting the performance of HSBC in both 2020 and the
outlook into 2021 and beyond. This is considered by management to be an indicator of impairment.
An impairment test was performed by management, with supporting sensitivity analysis, using the higher of value in use (‘VIU’) and fair value less cost to
sell. Management predominantly used VIU in its impairment tests, unless it believed that fair value less cost to sell would result in a higher recoverable
amount for any cash generating unit (‘CGU’). The impairment test resulted in impairment charges of $1.3bn and $41m for software intangibles and
goodwill being recognised respectively for certain CGUs. For the remaining CGUs, where the recoverable amount was higher than the carrying value, no
impairment was recorded. The remaining goodwill and software intangibles on the balance sheet at 31 December 2020 are $5.9bn and $4.5bn
respectively.
The methodology in the models is dependent on various assumptions, both short term and long term in nature. These assumptions, which are subject to
estimation uncertainty, are derived from a combination of management’s judgement, experts engaged by management and market data. The significant
assumptions that we focused our audit on were those with greater levels of management judgement and for which variations had the most significant
impact on the recoverable amount. Specifically, these included HSBC’s annual operating plan (AOP) for 2021 to 2025 including revenue forecasts and cost
reduction targets, regulatory capital requirements, long term growth rates and discount rates.
Matters discussed with the Group Audit Committee
We discussed the appropriateness of methodologies used and significant assumptions with the GAC, giving consideration to the macroeconomic
environment, as well as Covid-19 and HSBC’s strategy. We considered reasonably possible alternatives for significant assumptions. We also discussed
the disclosures made in relation to goodwill and software intangibles, including the use of sensitivity analysis to explain estimation uncertainty and the
conditions that would result in an impairment being recognised.
How our audit addressed the Key Audit Matter
We tested controls in place over significant assumptions and the model used to determine VIUs and fair values. We assessed the appropriateness of the
CGUs and the methodology used, and the mathematical accuracy of the calculations, to estimate the recoverable amounts. In respect of the significant
assumptions, our testing included the following:
•
• obtaining and evaluating evidence where available for critical data relating to significant assumptions, from a combination of historic experience and
challenging the achievability of management’s AOP and the prospects for HSBC’s businesses;
external market and other financial information;
assessing whether the cash flows included in the model were in accordance with the relevant accounting standard;
assessing the sensitivity of the VIU to reasonable variations in significant assumptions, both individually and in aggregate; and
•
•
• determining a reasonable range for the discount rate used within the model, with the assistance of our valuation experts, and comparing it to the
discount rate used by management.
We evaluated and tested the disclosures made in the Annual Report and Accounts 2020 in relation to goodwill and software intangibles.
Relevant references in the Annual Report and Accounts 2020
• GAC Report, page 221.
• Note 1.2(a): Critical accounting estimates and judgements, page 290.
• Note 1.2(n): Critical accounting estimates and judgements, page 299.
• Note 21: Goodwill and intangible assets, page 338.
Valuation of financial instruments (group)
Nature of the key audit matter
The financial instruments held by the group range from those that are traded daily on active markets with quoted prices, to more complex and bespoke
positions. The valuation of financial instruments can require the use of prices or inputs which are not readily observable in the market. Where significant
pricing inputs are unobservable, the financial instruments are classified as Level 3 (L3), per the IFRS 13 fair value hierarchy. Determining unobservable
inputs in fair value measurement involves management judgement and is subject to a high degree of estimation uncertainty.
The most material L3 financial instruments which are dependent on unobservable inputs are the group’s holding of $11.0bn of private equity (PE)
investments held by the Global Banking and Markets and the Insurance businesses. The group also holds $758m of similar investments in the pension
scheme assets for HSBC (UK) Bank plc. Covid-19 has resulted in markets being more volatile. The level of judgement surrounding the valuation of PE
investments increases in times of heightened market volatility.
Fair value of the group’s PE investments is estimated using commonly accepted valuation methodologies, which are set out in the International Private
Equity and Venture Capital Valuation Guidelines and includes the use of net asset value (NAV) statements from fund managers, the price of recent
investments, the use of market comparables or discounted cash flow models. The fair value of most PE investments are based on NAV statements
provided by fund managers.
Matters discussed with the Group Audit Committee
We discussed with the GAC the appropriateness of the PE valuation approaches for PE investments. We also discussed the governance and controls over
determining fair values, in particular, when markets are more volatile.
How our audit addressed the Key Audit Matter
We tested controls in place, including those relating to the assessment of valuations based on NAV statements and the fund managers that provide them.
For fair values based on NAV statements from fund managers, we inspected NAV statements and engaged our valuation experts to test management’s
assessment of the reliability of those valuations. For these valuations, we also:
•
•
• performed back testing of fair values to any recent transactions.
We evaluated the adequacy and extent of disclosures made in the Annual Report and Accounts 2020 in relation to valuation of L3 financial instruments.
compared fair value movements to movements in relevant market information, such as industry indices;
agreed NAV statements from fund managers to audited fund financial statements where they were available; and
Relevant references in the Annual Report and Accounts 2020
• GAC Report, page 221.
• Note 1.2(c): Critical accounting estimates and judgements, page 292.
• Note 12: Fair values of financial instruments carried at fair value, page 314.
272 HSBC Holdings plc Annual Report and Accounts 2020
Impairment of investments in subsidiaries (company)
Nature of the key audit matter
The impact of the Covid-19 pandemic has resulted in unprecedented economic conditions, impacting the performance of HSBC in both 2020 and the
outlook into 2021 and beyond. This is considered by management to be an indicator of impairment on the investment in subsidiaries.
Management compared the net assets to the carrying value of each subsidiary. Where the net assets did not support the carrying value or the subsidiary
made a loss during the period, management estimated the recoverable amount using the higher of value in use (‘VIU’) or fair value less cost to sell.
Management predominantly used VIU in its impairment tests, unless it believed that fair value would result in a higher recoverable amount for any
subsidiary. The impairment test resulted in impairment charges of $435m in relation to HSBC Overseas Holdings (UK) limited. The remaining investment in
subsidiaries was $158bn at 31 December 2020.
The methodology in the models used to estimate the recoverable amount is dependent on various assumptions, both short term and long term in nature.
These assumptions, which are subject to estimation uncertainty, are derived from a combination of management’s judgement, experts engaged by
management and market data. The significant assumptions that we focused our audit on were those with greater levels of management judgement and
for which variations had the most significant impact on the recoverable amount. Specifically, these included HSBC’s AOP for 2021 to 2025 including
revenue forecasts and cost reduction targets, regulatory capital requirements, long term growth rates and discount rates.
Matters discussed with the Group Audit Committee
We discussed the appropriateness of methodologies used and significant assumptions with the GAC, giving consideration to the macroeconomic
environment, as well as Covid-19 and HSBC’s strategy. We considered reasonably possible alternatives for significant assumptions. We also discussed
the disclosures made in relation to investment in subsidiaries, including the use of sensitivity analysis to explain estimation uncertainty and the conditions
that would result in an impairment being recognised.
How our audit addressed the Key Audit Matter
We tested controls in place over significant assumptions and the model used to determine the recoverable amounts. We assessed the appropriateness of
the methodology used, and the mathematical accuracy of the calculations, to estimate the recoverable amounts. In respect of the significant assumptions,
our testing included the following:
•
• obtaining and evaluating evidence where available for critical data relating to significant assumptions, from a combination of historic experience and
challenging the achievability of management’s AOP and the prospects for HSBC’s businesses;
external market and other financial information;
assessing whether the cash flows included in the model were in accordance with the relevant accounting standard;
assessing the sensitivity of the VIU to reasonable variations in significant assumptions, both individually and in aggregate; and
•
•
• determining a reasonable range for the discount rate used within the model, with the assistance of our valuation experts, and comparing it to the
discount rate used by management.
We evaluated and tested the disclosures made in the Annual Report and Accounts 2020 in relation to investment in subsidiaries.
Relevant references in the Annual Report and Accounts 2020
• Note 19: Investments in subsidiaries, page 335.
Valuation of defined benefit pensions obligations (group)
Nature of the key audit matter
The group has a defined benefit obligation of $44bn, of which $33bn relates to HSBC Bank (UK) pension scheme.
The valuation of the defined benefit obligation for HSBC Bank (UK) is dependent on a number of actuarial assumptions. Management uses an actuarial
expert to determine the valuation of the defined benefit obligation. The expert uses a valuation methodology that requires a number of market based
inputs and other financial and demographic assumptions. The significant assumptions that we focused our audit on were those with greater levels of
management judgement and for which variations had the most significant impact on the liability. Specifically, these included the discount rate, inflation
rate and mortality rate.
Matters discussed with the Group Audit Committee
We discussed with the GAC the methodologies and significant assumptions used by management to determine the value of the defined benefit obligation.
How our audit addressed the Key Audit Matter
We tested controls in place over the methodologies and the significant assumptions. We also evaluated the objectivity and competence of management’s
expert involved in the valuation of the defined benefit obligation.
We assessed the appropriateness of the methodology used, and the mathematical accuracy of the calculations, to estimate the liability. In respect of the
significant assumptions, our actuarial experts understood the judgements made by management and management’s actuarial expert in determining the
significant assumptions, and compared these assumptions to our independently compiled expected ranges based on market observable indices and our
market experience. We also tested the members data used in calculating the obligation.
We evaluated and tested the disclosures made in the Annual Report and Accounts 2020 in relation to defined benefit pension obligation.
Relevant references in the Annual Report and Accounts 2020
• GAC Report, page 221.
• Note 1.2(k): Critical accounting estimates and judgements, page 298.
• Note 5: Employee compensation and benefits, page 301.
HSBC Holdings plc Annual Report and Accounts 2020 273
Financial statements
Independent auditors’ report to the members of HSBC Holdings plc
IT access management (group)
Nature of the key audit matter
HSBC has operations across a number of countries supporting a wide range of products and services, resulting in an IT environment that is large, complex
and increasingly reliant on third parties. HSBC’s financial reporting processes rely upon a significant element of this IT environment, both within Finance
and the business and operations more broadly.
Access management controls are an important part of the IT environment to ensure both access and changes made to systems and data are appropriate.
Our audit approach planned to rely extensively on the effectiveness of IT access management controls.
As part of our audit work in prior periods, control deficiencies were identified in relation to IT access management for systems and data relevant to
financial reporting. Management has an ongoing remediation programme to address these matters.
Matters discussed with the Group Audit Committee
The significance of IT access management to our audit was discussed at GAC meetings during the year, as well as progress on management’s
remediation programme, control deficiencies identified and our related audit responses.
How our audit addressed the Key Audit Matter
IT access management controls were tested for systems and data relevant to financial reporting that we planned to rely upon as part of our audit.
Specifically we tested controls over:
authorising new access requests;
•
•
the timely removal of access rights;
• periodic monitoring of the appropriateness of access rights to systems and data;
•
•
•
•
• understanding and assessing reliance on third parties, including Service Organisation controls reports.
We also independently assessed password policies and system configurations, and performed substantive audit procedures in relation to access right
removal, privileged access, IT user information and segregation of duties.
We performed further testing where control deficiencies were identified, including:
• where inappropriate access was identified, we understood and assessed the nature of the access, and obtained additional evidence on the
restricting highly privileged access to appropriate personnel;
the accuracy of information about IT users to facilitate access management;
segregation of access across IT and business functions;
changes made to systems and data; and
appropriateness of activities performed; and,
• we identified and tested compensating business controls and performed other audit procedures where IT compensating controls were not sufficient to
address the audit risk.
Relevant references in the Annual Report and Accounts 2020
• Effectiveness of internal controls, page 260.
Materiality
The scope of our audit was influenced by our application of materiality. We set certain quantitative thresholds for materiality. These,
together with qualitative considerations, helped us to determine the scope of our audit and the nature, timing and extent of our audit
procedures on the individual financial statement line items and disclosures and in evaluating the effect of misstatements, both
individually and in aggregate on the financial statements as a whole.
Based on our professional judgement, we determined materiality for the financial statements as a whole as follows:
Financial statements - group
Overall materiality
How we determined it
$900m (2019: $1,000m).
5% of a three year average of adjusted profit before tax.
Rationale for benchmark
applied
We believe a standard benchmark of 5% of adjusted profit before tax is an
appropriate quantitative indicator of materiality, although certain items could also
be material for qualitative reasons. This benchmark is standard for listed entities
and consistent with the wider industry.
We selected adjusted profit because, as discussed on page 77, management
believes it better reflects the performance of the group. We excluded the
adjustments made by management on page 311 for certain customer redress
programmes and fair value movements of financial instruments, as in our opinion
they are recurring items that form part of ongoing business performance.Whilst
adjusted profit before tax is still considered the most suitable benchmark, we have
used a three year average to reflect the significant impact Covid-19 has had on
performance in 2020.
Financial statements - company
$855m (2019: $900m).
0.75% of total assets. This would result
in an overall materiality of $1.9bn and
was therefore reduced below this
materiality for the group.
A benchmark of total assets has been
used as the company’s primary purpose
is to act as a holding company with
investments in the group’s subsidiaries,
not to generate operating profits and
therefore a profit based measure is not
relevant.
We use performance materiality to reduce to an appropriately low level the probability that the aggregate of uncorrected and undetected
misstatements exceeds overall materiality. Specifically, we use performance materiality in determining the scope of our audit and the
nature and extent of our testing of account balances, classes of transactions and disclosures, for example in determining sample sizes.
Our performance materiality was 75% of overall materiality, amounting to $675m (2019: $750m) for the group financial statements and
$641m (2019: $675m) for the company financial statements. In determining the performance materiality, we considered a number of
factors - the history of misstatements, our risk assessment and aggregation risk, and the effectiveness of controls.
For each component in the scope of our group audit, we allocated a materiality that is less than our overall group materiality. The range
of materiality allocated across components was between $60m and $855m. Certain components were audited to a local statutory audit
materiality that was less than the materiality we allocated them.
We agreed with the GAC that we would report to them misstatements identified during our group and company audit above $45m
(2019: $50m), as well as misstatements below those amounts that, in our view, warranted reporting for qualitative reasons.
274 HSBC Holdings plc Annual Report and Accounts 2020
How we tailored the audit scope
We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion on the financial statements as
a whole, reflecting the structure of the group and the company, the processes and controls relevant to financial reporting, and the
industry in which they operate. Our audit approach incorporated a number of key aspects:
(1) Audit approach to HSBC’s global businesses
We designed audit approaches for the products and services that substantially make up HSBC’s global businesses, such as lending,
deposits and derivatives. These global business approaches were designed by partners and team members who are specialists in the
relevant businesses. These approaches were provided to the audit partners and teams around the world that contributed to the group
audit.
(2) Audit work for Significant Subsidiaries:
Through our risk assessment and scoping we identified certain entities (collectively the Significant Subsidiaries) for which we obtained
audit opinions. We obtained full scope audit opinions for Hongkong and Shanghai Banking Corporation Limited, HSBC Bank plc, HSBC
UK Bank plc, HSBC North America Holdings Ltd, HSBC Bank Canada and HSBC Mexico S.A. We obtained audit opinions over specific
balances for HSBC Global Services (UK) Limited and HSBC Group Management Services Limited and HSBC Bank Middle East Limited -
UAE Operations. The audits for HSBC Bank plc, HSBC UK Bank plc, HSBC Global Services (UK) Limited and HSBC Group Management
Services Limited were performed by other PwC teams in the UK. All other audits were performed by other PwC network firms.
We worked with the Significant Subsidiaries in 2020 to develop an approach for rotating certain smaller locations in and out of scope
over a number of reporting periods. These locations, which are subject to local external audits, are individually relatively small compared
to the group. Notwithstanding their size, the rotational approach is designed to ensure that over time these locations are subject to audit
work as part of the group audit. India was removed from the scope of the Hongkong and Shanghai Banking Corporation audit for 2020
and Singapore was included.
We asked the partners and teams reporting to us on the Significant Subsidiaries to work to assigned materiality levels reflecting the size
of the operations they audited. The performance materiality levels ranged from $45m to $641m. Certain Significant Subsidiaries were
audited to a local statutory audit materiality that was less than our overall group materiality.
We were in active dialogue throughout the year with the partners and teams responsible for the audits of the Significant Subsidiaries.
This included consideration of how they planned and performed their work, including their use of the global business approaches. We
attended Audit Committee meetings for some of Significant Subsidiaries. We also attended meetings with management in each of these
Significant Subsidiaries at the year-end.
The audit of The Hongkong and Shanghai Banking Corporation in Hong Kong relied upon work performed by other teams in Hong Kong
and the PwC network firms in Malaysia, mainland China and Singapore. Similarly, the audit of HSBC Bank plc and HSBC UK Bank plc in
the UK relied upon work performed by other teams in the UK and the PwC network firms in France and Germany. We considered how
the audit partners and teams for the Significant Subsidiaries instructed and provided oversight to the work performed in these locations.
Collectively, PwC network firms completed audit procedures covering 88% of assets and 73% of total operating income.
(3) Audit work performed at Operations Centres
A significant amount of the operational processes and controls which are critical to financial reporting are undertaken in operations
centres run by Digital Business Services ('DBS') across 12 different locations. Financial reporting processes are performed in HSBC’s
four Finance Operations Centres. We coordinated and provided oversight on the audit work performed by PwC teams in the UK, Poland,
China, Sri Lanka, Malaysia, India and the Philippines. This work was relied upon by us, as well as the PwC teams auditing the Significant
Subsidiaries.
(4) Audit procedures undertaken at a group level and on the company
We ensured that appropriate further work was undertaken for the HSBC group and company. This work included auditing, for example,
the impairment assessment of goodwill and intangible assets, the consolidation of the group’s results, the preparation of the financial
statements, certain disclosures within the Directors' remuneration report, litigation provisions and exposures, taxation, and
management’s entity level and oversight controls relevant to financial reporting. Subsidiaries' balances that were not identified as part of
a Significant Subsidiary were subject to procedures which mitigated the risk of material misstatement, including testing of entity level
controls, information technology general controls, testing at the Operations Centre, analytical review procedures and understanding and
assessing the outcome of local external audits.
(5) Using the work of others
We continued to make use of evidence provided by others. This included testing of controls performed by Global Internal Audit and
management themselves in some low risk areas. We used the work of PwC experts, for example, valuation experts for our work around
the assumptions used in the impairment assessment over goodwill and actuaries on the estimates used in determining pension
liabilities. An increasing number of controls are operated on behalf of HSBC by third parties. We rely on audit evidence that is scoped
and provided by other auditors that are engaged by those third parties. For example, we obtain a report evidencing the testing of
external systems and controls supporting HSBC’s payroll and HR processes.
Conclusions relating to going concern
Our evaluation of the directors’ assessment of the group's and the company’s ability to continue to adopt the going concern basis of
accounting included:
• Performing a risk assessment to identify factors that could impact the going concern basis of accounting, including the impact of
Covid-19 and geopolitical risks.
• Understanding and evaluating the group’s financial forecasts and the group’s stress testing of liquidity and regulatory capital,
including the severity of the stress scenarios that were used.
• Reading and evaluating the adequacy of the disclosures made in the financial statements in relation to going concern.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that,
individually or collectively, may cast significant doubt on the group's and the company’s ability to continue as a going concern for a
period of at least twelve months from when the financial statements are authorised for issue.
In auditing the financial statements, we have concluded that the directors’ use of the going concern basis of accounting in the
preparation of the financial statements is appropriate.
HSBC Holdings plc Annual Report and Accounts 2020 275
Financial statements Independent auditors’ report to the members of HSBC Holdings plc
However, because not all future events or conditions can be predicted, this conclusion is not a guarantee as to the group's and the
company's ability to continue as a going concern.
In relation to the group's and the company’s reporting on how they have applied the UK Corporate Governance Code, we have nothing
material to add or draw attention to in relation to the directors’ statement in the financial statements about whether the directors
considered it appropriate to adopt the going concern basis of accounting.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this
report.
Reporting on other information
The other information comprises all of the information in the Annual Report other than the financial statements and our auditors’ report
thereon. The directors are responsible for the other information. Our opinion on the financial statements does not cover the other
information and, accordingly, we do not express an audit opinion or, except to the extent otherwise explicitly stated in this report, any
form of assurance thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider
whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit, or
otherwise appears to be materially misstated. If we identify an apparent material inconsistency or material misstatement, we are
required to perform procedures to conclude whether there is a material misstatement of the financial statements or a material
misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of
this other information, we are required to report that fact. We have nothing to report based on these responsibilities.
With respect to the Strategic Report and Report of the Directors', we also considered whether the disclosures required by the UK
Companies Act 2006 have been included.
Based on our work undertaken in the course of the audit, the Companies Act 2006 requires us also to report certain opinions and
matters as described below.
Strategic Report and Report of the Directors
In our opinion, based on the work undertaken in the course of the audit, the information given in the Strategic Report and Report of the
Directors' for the year ended 31 December 2020 is consistent with the financial statements and has been prepared in accordance with
applicable legal requirements.
In light of the knowledge and understanding of the group and company and their environment obtained in the course of the audit, we
did not identify any material misstatements in the Strategic Report and Report of the Directors.
Directors’ Remuneration
In our opinion, the part of the Directors' Remuneration Report to be audited has been properly prepared in accordance with the
Companies Act 2006.
Corporate governance statement
The Listing Rules require us to review the directors’ statements in relation to going concern, longer-term viability and that part of the
corporate governance statement relating to the company’s compliance with the provisions of the UK Corporate Governance Code
specified for our review. Our additional responsibilities with respect to the corporate governance statement as other information are
described in the Reporting on other information section of this report.
Based on the work undertaken as part of our audit, we have concluded that each of the following elements of the corporate governance
statement is materially consistent with the financial statements and our knowledge obtained during the audit and we have nothing
material to add or draw attention to in relation to:
• The directors’ confirmation that they have carried out an assessment of the emerging and principal risks;
• The disclosures in the Annual Report and Accounts that describe those principal risks, what procedures are in place to identify
emerging risks and an explanation of how these are being managed or mitigated;
• The directors’ statement in the financial statements about whether they considered it appropriate to adopt the going concern basis of
accounting in preparing them, and their identification of any material uncertainties to the group’s and company’s ability to continue
to do so over a period of at least twelve months from the date of approval of the financial statements;
• The directors’ explanation as to their assessment of the group's and company’s prospects, the period this assessment covers and
why the period is appropriate; and
• The directors’ statement as to whether they have a reasonable expectation that the company will be able to continue in operation and
meet its liabilities as they fall due over the period of its assessment, including any related disclosures drawing attention to any
necessary qualifications or assumptions.
Our review of the directors’ statement regarding the longer-term viability of the group was substantially less in scope than an audit and
only consisted of making inquiries and considering the directors’ process supporting their statement; checking that the statement is in
alignment with the relevant provisions of the UK Corporate Governance Code; and considering whether the statement is consistent with
the financial statements and our knowledge and understanding of the group and company and their environment obtained in the course
of the audit.
In addition, based on the work undertaken as part of our audit, we have concluded that each of the following elements of the corporate
governance statement is materially consistent with the financial statements and our knowledge obtained during the audit:
• The directors’ statement that they consider the Annual Report, taken as a whole, is fair, balanced and understandable, and provides
the information necessary for the members to assess the group’s and company's position, performance, business model and
strategy;
• The section of the Annual Report that describes the review of effectiveness of risk management and internal control systems; and
• The section of the Annual Report describing the work of the GAC.
We have nothing to report in respect of our responsibility to report when the directors’ statement relating to the company’s compliance
with the Code does not properly disclose a departure from a relevant provision of the Code specified under the Listing Rules for review
by the auditors.
276 HSBC Holdings plc Annual Report and Accounts 2020
Responsibilities for the financial statements and the audit
Responsibilities of the directors for the financial statements
As explained more fully in the Directors' responsibilities statement, the directors are responsible for the preparation of the financial
statements in accordance with the applicable framework and for being satisfied that they give a true and fair view. The directors are also
responsible for such internal control as they determine is necessary to enable the preparation of financial statements that are free from
material misstatement, whether due to fraud or error.
In preparing the financial statements, the directors are responsible for assessing the group’s and the company’s ability to continue as a
going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the
directors either intend to liquidate the group or the company or to cease operations, or have no realistic alternative but to do so.
Auditors’ responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our opinion. Reasonable assurance is a high
level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate,
they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Our audit testing might include testing complete populations of certain transactions and balances, possibly using data auditing
techniques. However, it typically involves selecting a limited number of items for testing, rather than testing complete populations. We
will often seek to target particular items for testing based on their size or risk characteristics. In other cases, we will use audit sampling
to enable us to draw a conclusion about the population from which the sample is selected.
A further description of our responsibilities for the audit of the financial statements is located on the FRC’s website at: www.frc.org.uk/
auditorsresponsibilities. This description forms part of our auditors’ report.
Use of this report
This report, including the opinions, has been prepared for and only for the company’s members as a body in accordance with Chapter 3
of Part 16 of the Companies Act 2006 and for no other purpose. We do not, in giving these opinions, accept or assume responsibility for
any other purpose or to any other person to whom this report is shown or into whose hands it may come save where expressly agreed
by our prior consent in writing.
Other required reporting
Companies Act 2006 exception reporting
Under the Companies Act 2006 we are required to report to you if, in our opinion:
• we have not obtained all the information and explanations we require for our audit; or
• adequate accounting records have not been kept by the company, or returns adequate for our audit have not been received from
branches not visited by us; or
• certain disclosures of directors’ remuneration specified by law are not made; or
• the financial statements and the part of the Directors' Remuneration Report to be audited are not in agreement with the accounting
records and returns.
We have no exceptions to report arising from this responsibility.
Appointment
Following the recommendation of the GAC, we were appointed by the members on 31 March 2015 to audit the financial statements for
the year ended 31 December 2015 and subsequent financial periods. The period of total uninterrupted engagement is six years, covering
the years ended 31 December 2015 to 31 December 2020.
Scott Berryman (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
London
23 February 2021
HSBC Holdings plc Annual Report and Accounts 2020 277
Financial statements
Financial statements
Financial statements
Consolidated income statement
Consolidated statement of comprehensive income
Consolidated balance sheet
Consolidated statement of cash flows
Consolidated statement of changes in equity
HSBC Holdings income statement
HSBC Holdings statement of comprehensive income
HSBC Holdings balance sheet
HSBC Holdings statement of cash flows
HSBC Holdings statement of changes in equity
Consolidated income statement
for the year ended 31 December
Net interest income
– interest income1,2
– interest expense3
Net fee income
– fee income
– fee expense
Page
278
279
280
281
282
284
284
285
286
287
Net income from financial instruments held for trading or managed on a fair value basis
Net income/(expense) from assets and liabilities of insurance businesses, including related derivatives,
measured at fair value through profit or loss
Changes in fair value of designated debt and related derivatives4
Changes in fair value of other financial instruments mandatorily measured at fair value through profit or loss
Gains less losses from financial investments
Net insurance premium income
Other operating income
Total operating income
Net insurance claims and benefits paid and movement in liabilities to policyholders
Net operating income before change in expected credit losses and other credit impairment
charges
Change in expected credit losses and other credit impairment charges
Net operating income
Employee compensation and benefits
General and administrative expenses
Depreciation and impairment of property, plant and equipment and right-of-use assets5
Amortisation and impairment of intangible assets
Goodwill impairment
Total operating expenses
Operating profit
Share of profit in associates and joint ventures
Profit before tax
Tax expense
Profit for the year
Attributable to:
– ordinary shareholders of the parent company
– preference shareholders of the parent company
– other equity holders
– non-controlling interests
Profit for the year
Basic earnings per ordinary share
Diluted earnings per ordinary share
Notes*
2
3
3
3
3
4
4
5
21
18
7
9
9
2020
$m
27,578
41,756
(14,178)
11,874
15,051
(3,177)
9,582
2019
$m
30,462
54,695
(24,233)
12,023
15,439
(3,416)
10,231
2018
$m
30,489
49,609
(19,120)
12,620
16,044
(3,424)
9,531
2,081
3,478
(1,488)
231
455
653
10,093
527
63,074
(12,645)
50,429
(8,817)
41,612
(18,076)
(11,115)
(2,681)
(2,519)
(41)
(34,432)
7,180
1,597
8,777
(2,678)
6,099
3,898
90
1,241
870
6,099
$
0.19
0.19
90
812
335
10,636
2,957
71,024
(14,926)
56,098
(2,756)
53,342
(18,002)
(13,828)
(2,100)
(1,070)
(7,349)
(42,349)
10,993
2,354
13,347
(4,639)
8,708
5,969
90
1,324
1,325
8,708
$
0.30
0.30
(97)
695
218
10,659
960
63,587
(9,807)
53,780
(1,767)
52,013
(17,373)
(15,353)
(1,119)
(814)
—
(34,659)
17,354
2,536
19,890
(4,865)
15,025
12,608
90
1,029
1,298
15,025
$
0.63
0.63
* For Notes on the financial statements, see page 288.
1
Interest income includes $35,293m (2019: $45,708m) of interest recognised on financial assets measured at amortised cost and $5,614m (2019:
$8,259m) of interest recognised on financial assets measured at fair value through other comprehensive income.
Interest revenue calculated using the effective interest method comprises interest recognised on financial assets measured at either amortised
cost or fair value through other comprehensive income.
Interest expense includes $12,426m (2019: $21,922m) of interest on financial instruments, excluding interest on financial liabilities held for
trading or designated or otherwise mandatorily measured at fair value.
2
3
4 The debt instruments, issued for funding purposes, are designated under the fair value option to reduce an accounting mismatch.
5
Includes depreciation of the right-of-use assets of $1,029m (2019: $912m). Right-of-use assets have been recognised from 1 January 2019
following the adoption of IFRS 16. Comparatives have not been restated.
278 HSBC Holdings plc Annual Report and Accounts 2020
Consolidated statement of comprehensive income
for the year ended 31 December
Profit for the year
Other comprehensive income/(expense)
Items that will be reclassified subsequently to profit or loss when specific conditions are met:
Debt instruments at fair value through other comprehensive income
– fair value gains/(losses)
– fair value gains transferred to the income statement on disposal
– expected credit (recoveries)/losses recognised in the income statement
– income taxes
Cash flow hedges
– fair value gains/(losses)
– fair value (gains)/losses reclassified to the income statement
– income taxes
Share of other comprehensive income/(expense) of associates and joint ventures
– share for the year
Exchange differences
Items that will not be reclassified subsequently to profit or loss:
Remeasurement of defined benefit asset/liability
– before income taxes
– income taxes
Changes in fair value of financial liabilities designated at fair value upon initial recognition arising from changes in
own credit risk
– before income taxes
– income taxes
Equity instruments designated at fair value through other comprehensive income
– fair value gains/(losses)
– income taxes
Effects of hyperinflation
Other comprehensive income/(expense) for the period, net of tax
Total comprehensive income for the year
Attributable to:
– ordinary shareholders of the parent company
– preference shareholders of the parent company
– other equity holders
– non-controlling interests
Total comprehensive income for the year
2020
$m
2019
$m
2018
$m
6,099
8,708
15,025
1,750
2,947
(668)
48
(577)
471
(157)
769
(141)
(73)
(73)
1,152
1,793
(365)
109
(385)
206
551
(286)
(59)
21
21
(243)
(168)
(95)
(94)
114
19
(267)
317
(31)
(64)
(64)
4,855
1,044
(7,156)
834
1,223
(389)
167
190
(23)
212
212
—
193
8,409
14,508
12,146
90
1,241
1,031
14,508
13
(17)
30
(2,002)
(2,639)
637
366
364
2
217
1,017
9,725
6,838
90
1,324
1,473
9,725
(329)
(388)
59
2,847
3,606
(759)
(27)
(71)
44
283
(4,670)
10,355
8,083
90
1,029
1,153
10,355
HSBC Holdings plc Annual Report and Accounts 2020 279
Financial statements
Financial statements
Consolidated balance sheet
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 and otherwise mandatorily measured at fair value through profit or loss
Derivatives
Loans and advances to banks
Loans and advances to customers
Reverse repurchase agreements – non-trading
Financial investments
Prepayments, accrued income and other assets
Current tax assets
Interests in associates and joint ventures
Goodwill and intangible assets
Deferred tax assets
Total assets
Liabilities and equity
Liabilities
Hong Kong currency notes in circulation
Deposits by banks
Customer accounts
Repurchase agreements – non-trading
Items in the course of transmission to other banks
Trading liabilities
Financial liabilities designated at fair value
Derivatives
Debt securities in issue
Accruals, deferred income and other liabilities
Current tax liabilities
Liabilities under insurance contracts
Provisions
Deferred tax liabilities
Subordinated liabilities
Total liabilities
Equity
Called up share capital
Share premium account
Other equity instruments
Other reserves
Retained earnings
Total shareholders’ equity
Non-controlling interests
Total equity
Total liabilities and equity
At
31 Dec
2020
$m
31 Dec
2019
$m
Notes*
11
14
15
16
22
18
21
7
23
24
15
25
26
4
27
7
28
31
31
304,481
154,099
4,094
40,420
231,990
45,553
307,726
81,616
4,956
38,380
254,271
43,627
242,995
69,203
1,037,987
1,036,743
230,628
490,693
156,412
954
26,684
20,443
4,483
240,862
443,312
136,680
755
24,474
20,163
4,632
2,984,164
2,715,152
40,420
82,080
38,380
59,022
1,642,780
1,439,115
111,901
140,344
4,343
75,266
157,439
303,001
95,492
128,624
690
107,191
3,678
4,313
21,951
4,817
83,170
164,466
239,497
104,555
118,156
2,150
97,439
3,398
3,375
24,600
2,779,169
2,522,484
10,347
14,277
22,414
8,833
140,572
196,443
8,552
10,319
13,959
20,871
2,127
136,679
183,955
8,713
204,995
192,668
2,984,164
2,715,152
* For Notes on the financial statements, see page 288.
The accompanying notes on pages 288 to 370 and the audited sections in: ‘Risk’ on pages 106 to 194 (including ‘Measurement
uncertainty and sensitivity analysis of ECL estimates’ on pages 127 to 135), and ‘Directors’ remuneration report’ on pages 229 to 255
form an integral part of these financial statements.
These financial statements were approved by the Board of Directors on 23 February 2021 and signed on its behalf by:
Mark E Tucker
Group Chairman
Ewen Stevenson
Group Chief Financial Officer
280 HSBC Holdings plc Annual Report and Accounts 2020
Consolidated statement of cash flows
for the year ended 31 December
Profit before tax
Adjustments for non-cash items:
Depreciation, amortisation and impairment
Net gain from investing activities
Share of profits in associates and joint ventures
Gain on disposal of subsidiaries, businesses, associates and joint ventures
Change in expected credit losses gross of recoveries and other credit impairment charges
Provisions including pensions
Share-based payment expense
Other non-cash items included in profit before tax
Elimination of exchange differences1
Changes in operating assets and liabilities
Change in net trading securities and derivatives
Change in loans and advances to banks and customers
Change in reverse repurchase agreements – non-trading
Change in financial assets designated and otherwise mandatorily measured at fair value
Change in other assets
Change in deposits by banks and customer accounts
Change in repurchase agreements – non-trading
Change in debt securities in issue
Change in financial liabilities designated at fair value
Change in other liabilities
Dividends received from associates
Contributions paid to defined benefit plans
Tax paid
Net cash from operating activities
Purchase of financial investments
Proceeds from the sale and maturity of financial investments
Net cash flows from the purchase and sale of property, plant and equipment
Net cash flows from purchase/(disposal) of customer and loan portfolios
Net investment in intangible assets
Net cash flow from acquisition and disposal of subsidiaries, businesses, associates and joint ventures
Net cash from investing activities
Issue of ordinary share capital and other equity instruments
Cancellation of shares
Net sales/(purchases) of own shares for market-making and investment purposes
Redemption of preference shares and other equity instruments
Subordinated loan capital repaid2
Dividends paid to shareholders of the parent company and non-controlling interests
Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at 1 Jan
Exchange differences in respect of cash and cash equivalents
Cash and cash equivalents at 31 Dec3
Cash and cash equivalents comprise:
– 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
– reverse repurchase agreements with banks of one month or less
– treasury bills, other bills and certificates of deposit less than three months
– cash collateral and net settlement accounts
– less: items in the course of transmission to other banks
Cash and cash equivalents at 31 Dec3
2020
$m
8,777
5,241
(541)
(1,597)
—
9,096
1,164
433
(906)
(25,749)
13,150
(14,131)
9,950
(1,962)
(19,610)
226,723
(28,443)
(9,075)
(6,630)
20,323
761
(495)
(4,259)
182,220
(496,669)
476,990
(1,446)
1,362
(2,064)
(603)
(22,430)
1,497
—
(181)
(398)
(3,538)
(2,023)
(4,643)
155,147
293,742
19,434
468,323
2019
$m
13,347
10,519
(399)
(2,354)
(929)
3,012
2,423
478
(2,297)
(3,742)
(18,910)
(53,760)
(7,390)
(2,308)
(21,863)
79,163
(25,540)
19,268
20,068
23,124
633
(533)
(2,267)
29,743
(445,907)
413,186
(1,343)
1,118
(2,289)
(83)
2018
$m
19,890
1,933
(126)
(2,536)
—
2,280
1,944
450
(1,303)
4,930
20,855
(44,071)
(25,399)
(1,515)
6,766
(5,745)
35,882
18,806
4,500
(2,187)
910
(332)
(3,417)
32,515
(399,458)
386,056
(1,196)
(204)
(1,848)
4
(35,318)
(16,646)
—
(1,000)
141
—
(4,210)
(9,773)
(14,842)
(20,417)
312,911
1,248
293,742
6,001
(1,998)
133
(6,078)
(4,077)
(10,762)
(16,781)
(912)
323,718
(9,895)
312,911
304,481
154,099
162,843
4,094
51,788
65,086
30,023
17,194
(4,343)
4,956
41,626
65,370
20,132
12,376
(4,817)
468,323
293,742
5,787
39,460
74,702
21,685
14,075
(5,641)
312,911
Interest received was $45,578m (2019: $58,627m; 2018: $45,291m), interest paid was $17,740m (2019: $27,384m; 2018: $14,172m) and
dividends received (excluding dividends received from associates, which are presented separately above) were $1,158m (2019: $2,369m;
2018: $1,702m).
1 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.
2 Subordinated liabilities changes during the year are attributable to repayments of $(3.5)bn (2019: $(4.2)bn; 2018: $(4.1)bn) of securities. Non-
cash changes during the year included foreign exchange gains/(losses) of $0.5bn (2019: $0.6bn; 2018: $(0.6)bn) and fair value gains/(losses) of
$1.1bn (2019: $1.4bn; 2018: $(1.4)bn).
3 At 31 December 2020, $41,912m (2019: $35,735m; 2018: $26,282m) was not available for use by HSBC, of which $16,935m (2019: $19,353m;
2018: $19,755m) related to mandatory deposits at central banks.
HSBC Holdings plc Annual Report and Accounts 2020 281
Financial statements
Financial statements
Consolidated statement of changes in equity
for the year ended 31 December
Other reserves
Called up
share
capital
and
share
premium
Other
equity
instru-
ments
Retained
earnings3,4
Financial
assets
at
FVOCI
reserve
Cash
flow
hedging
reserve
Foreign
exchange
reserve
Merger
and other
reserves4,5
Total
share-
holders’
equity
Non-
controlling
interests
$m
$m
$m
$m
$m
$m
$m
$m
$m
Total
equity
$m
24,278 20,871 136,679
(108)
(2)
(25,133)
27,370 183,955
8,713 192,668
—
—
—
—
5,229
—
—
—
— 5,229
870 6,099
1,118
1,913
459
4,758
— 8,248
161 8,409
—
—
—
1,746
—
—
— 1,746
4 1,750
—
—
—
—
—
—
167
—
—
459
—
—
—
—
167
459
45
12
212
471
—
—
167
—
—
—
—
167
—
167
At 1 Jan 2020
Profit for the year
Other comprehensive income (net of tax)
– debt instruments at fair value through
other comprehensive income
– equity instruments designated at fair value
through other comprehensive income
– cash flow hedges
– changes in fair value of financial liabilities
designated at fair value upon initial
recognition arising from changes in own
credit risk
– remeasurement of defined benefit asset/
liability
—
—
831
—
—
—
—
831
3
834
– share of other comprehensive income of
associates and joint ventures
– effects of hyperinflation
– exchange differences
Total comprehensive income for the
year
Shares issued under employee remuneration
and share plans
Capital securities issued1
Dividends to shareholders
Redemption of securities2
Transfers6
Cost of share-based payment arrangements
Other movements
At 31 Dec 2020
At 1 Jan 2019
Profit for the year
Other comprehensive income (net of tax)
– debt instruments at fair value through
other comprehensive income
– equity instruments designated at fair value
through other comprehensive income
– cash flow hedges
– changes in fair value of financial liabilities
designated at fair value upon initial
recognition arising from changes in own
credit risk
– remeasurement of defined benefit asset/
—
—
—
—
—
—
(73)
193
—
—
—
—
—
—
—
—
—
4,758
(73)
—
—
— 4,758
193
—
—
(73)
193
97 4,855
—
—
6,347
1,913
459
4,758
— 13,477
1,031 14,508
346
—
(339)
— 1,500
(3)
—
—
—
—
—
—
—
—
(1,331)
(1,450)
435
434
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
7
— 1,497
—
7
— 1,497
— (1,331)
(692)
(2,023)
— (1,450)
—
(1,450)
(435)
—
—
434
—
—
—
434
—
(200)
24,624 22,414 140,572
43
11
1,816
—
457
—
(20,375)
—
(146)
26,935 196,443
(500)
(646)
8,552 204,995
23,789 22,367
138,191
(1,532)
(206)
(26,133)
29,777 186,253
7,996 194,249
—
—
—
—
7,383
—
—
—
(1,759)
1,424
204
1,000
—
—
7,383
869
1,325
8,708
148
1,017
—
—
—
1,146
—
—
—
1,146
6
1,152
—
—
—
—
—
—
278
—
—
204
—
—
—
—
278
204
88
2
366
206
—
—
(2,002)
—
—
—
—
(2,002)
—
(2,002)
liability
—
—
5
—
—
—
—
5
8
13
– share of other comprehensive income of
associates and joint ventures
– effects of hyperinflation
– 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 thereon
Dividends to shareholders
Redemption of securities2
Transfers6
Cost of share-based payment arrangements
Cancellation of shares7
Other movements
—
—
—
—
—
—
—
—
21
217
—
—
—
—
—
—
—
5,624
1,424
204
—
—
1,000
1,000
—
—
—
—
21
217
1,000
8,252
—
—
44
21
217
1,044
1,473
9,725
557
—
(495)
—
—
—
—
62
—
62
—
—
—
—
2,687
(11,683)
—
(1,496)
—
—
(68)
—
—
—
—
—
(12)
2,475
478
(1,000)
414
—
—
—
—
—
—
—
—
—
—
—
—
—
—
(2)
—
—
—
—
—
—
—
—
2,687
—
2,687
— (11,683)
(777) (12,460)
—
(1,508)
(2,475)
—
—
478
68
(1,000)
—
414
—
—
—
—
21
(1,508)
—
478
(1,000)
435
(25,133)
27,370 183,955
8,713 192,668
At 31 Dec 2019
24,278 20,871
136,679
(108)
282 HSBC Holdings plc Annual Report and Accounts 2020
Consolidated statement of changes in equity (continued)
for the year ended 31 December
Other reserves
Called up
share
capital and
share
premium
Other
equity
instru-
ments
Financial
assets at
FVOCI
reserve
Cash
flow
hedging
reserve
Retained
earnings3,4
Foreign
exchange
reserve
Merger
and other
reserves5
Total
share-
holders’
equity
Non-
controlling
interests
Total
equity
$m
$m
$m
$m
$m
$m
$m
$m
$m
$m
20,337 22,250
139,414
(1,371)
(222)
(19,072)
27,308 188,644
7,580 196,224
—
—
—
—
—
—
—
—
13,727
—
2,765
(245)
—
—
(245)
—
—
16
—
—
—
(7,061)
— 13,727
1,298 15,025
—
(4,525)
(145)
(4,670)
—
—
—
—
(245)
—
2
(243)
(27)
(27)
—
—
—
—
16
—
—
16
3
19
—
—
2,847
—
—
—
—
2,847
—
2,847
At 1 Jan 2018
Profit for the year
Other comprehensive income (net of tax)
– debt instruments at fair value through
other comprehensive income
– equity instruments designated at fair value
through other comprehensive income
– cash flow hedges
– changes in fair value of financial liabilities
designated at fair value due to movement
in own credit risk
– remeasurement of defined benefit asset/
liability
—
—
(301)
—
—
—
—
(301)
(28)
(329)
– share of other comprehensive income of
associates and joint ventures
– effects of hyperinflation
– 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 thereon
Capital securities issued1
Dividends to shareholders
Redemption of securities2
Transfers6
Cost of share-based payment arrangements
Cancellation of shares7
Other movements
—
—
—
—
—
—
—
—
(64)
283
—
—
—
—
—
—
—
—
—
(7,061)
—
—
—
(64)
283
(7,061)
—
—
(95)
(64)
283
(7,156)
16,492
(245)
16
(7,061)
—
9,202
1,153 10,355
721
—
(610)
—
—
—
—
111
—
111
—
—
1,494
— 5,968
—
—
(11,547)
—
—
—
—
(5,851)
—
—
2,731
—
—
—
(237)
(2,200)
450
(4,998)
(67)
—
—
—
—
—
—
—
84
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
1,494
—
5,968
—
—
1,494
5,968
— (11,547)
(710) (12,257)
—
2,200
—
(6,088)
—
450
269
(1,998)
—
—
—
—
(6,088)
—
450
(1,998)
—
17
(27)
(10)
At 31 Dec 2018
23,789 22,367
138,191
(1,532)
(206)
(26,133)
29,777 186,253
7,996 194,249
1 During 2020 HSBC Holdings issued $1,500m of perpetual subordinated contingent convertible securities. In 2018, HSBC Holdings issued
$4,150m, £1,000m and SGD750m of perpetual subordinated contingent convertible capital securities on which there were $60m of external
issuance costs, $49m of intra-Group issuance costs and $11m of tax benefits. Under IFRSs these issuance costs and tax benefits are classified as
equity.
2 During 2020, HSBC Holdings called $1,450m 6.20% non-cumulative US dollar preference shares. For further details, see Note 31 in the Annual
Report and Accounts 2020. In 2019, HSBC Holdings redeemed $1,500m 5.625% perpetual subordinated capital securities on which there were
$12m of external issuance costs. In 2018, HSBC Holdings redeemed $2,200m 8.125% perpetual subordinated capital securities and its $3,800m
8.000% perpetual subordinated capital securities, Series 2, on which there were $172m of external issuance costs and $23m of intra-Group
issuance costs wound down. Under IFRSs external issuance costs are classified as equity.
3 At 31 December 2020, retained earnings included 509,825,249 treasury shares (2019: 432,108,782; 2018: 379,926,645). In addition, treasury
shares are also 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.
4 Cumulative goodwill amounting to $5,138m has been charged against reserves in respect of acquisitions of subsidiaries prior to 1 January 1998,
including $3,469m charged against the merger reserve arising on the acquisition of HSBC Bank plc. The balance of $1,669m has been charged
against retained earnings.
5 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 Continental Europe 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 $8,290m in respect of HSBC Continental Europe and $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 $15,796m was recognised in the merger reserve.
6 Permitted transfers from the merger reserve to retained earnings were made when the investment in HSBC Overseas Holdings (UK) Limited was
previously impaired. In 2018, a part reversal of this impairment resulted in a transfer from retained earnings back to the merger reserve of
$2,200m. In 2019, an additional impairment of $2,475m was recognised and a permitted transfer of this amount was made from the merger
reserve to retained earnings. During 2020, a further impairment of $435m was recognised and a permitted transfer of this amount was made
from the merger reserve to retained earnings.
7 For further details, see Note 31 in the Annual Report and Accounts 2020. In August 2019, HSBC announced a share buy-back of up to $1.0bn,
which was completed in September 2019. In May 2018, HSBC announced a share buy-back of up to $2.0bn, which was completed in August
2018.
HSBC Holdings plc Annual Report and Accounts 2020 283
Financial statements
Financial statements
HSBC Holdings income statement
for the year ended 31 December
Net interest expense
– interest income
– interest expense
Fee (expense)/income
Net income from financial instruments held for trading or managed on a fair value basis
Changes in fair value of designated debt and related derivatives1
Changes in fair value of other financial instruments mandatorily measured at fair value through profit or
loss
Gains less losses from financial investments
Dividend income from subsidiaries2
Other operating income
Total operating income
Employee compensation and benefits
General and administrative expenses
Impairment of subsidiaries
Total operating expenses
Profit before tax
Tax (charge)/credit
Profit for the year
Notes*
3
3
3
5
2020
$m
(2,632)
473
(3,105)
(12)
801
(326)
1,141
—
8,156
1,889
9,017
(56)
(4,276)
(435)
(4,767)
4,250
(165)
4,085
2019
$m
(2,554)
1,249
(3,803)
(2)
1,477
(360)
1,659
—
15,117
1,293
16,630
(37)
(4,772)
(2,562)
(7,371)
9,259
(218)
9,041
2018
$m
(1,112)
2,193
(3,305)
0
245
(77)
43
4
55,304
960
55,367
(37)
(4,507)
2,064
(2,480)
52,887
(62)
52,825
* For Notes on the financial statements, see page 288.
1 The debt instruments, issued for funding purposes, are designated under the fair value option to reduce an accounting mismatch.
2 The 2018 year included $44,893m (2020 and 2019: nil) return on capital from HSBC Finance (Netherlands) resulting from restructuring the
Group’s Asia operation to meet resolution and recovery requirements.
HSBC Holdings statement of comprehensive income
for the year ended 31 December
Profit for the year
Other comprehensive income/(expense)
Items that will not be reclassified subsequently to profit or loss:
Changes in fair value of financial liabilities designated at fair value upon initial recognition arising from changes in
own credit risk
– before income taxes
– income taxes
Other comprehensive income/(expense) for the year, net of tax
Total comprehensive income for the year
2020
$m
2019
$m
2018
$m
4,085
9,041
52,825
176
176
—
176
(396)
(573)
177
(396)
865
1,090
(225)
865
4,261
8,645
53,690
284 HSBC Holdings plc Annual Report and Accounts 2020
HSBC Holdings balance sheet
Assets
Cash and balances with HSBC undertakings
Financial assets with HSBC undertakings designated and otherwise mandatorily measured at fair value
Derivatives
Loans and advances to HSBC undertakings
Financial investments
Prepayments, accrued income and other assets
Current tax assets
Investments in subsidiaries
Intangible assets
Total assets at 31 Dec
Liabilities and equity
Liabilities
Amounts owed to HSBC undertakings
Financial liabilities designated at fair value
Derivatives
Debt securities in issue
Accruals, deferred income and other liabilities
Subordinated liabilities
Current tax liabilities
Deferred tax liabilities
Total liabilities
Equity
Called up share capital
Share premium account
Other equity instruments
Merger and other reserves
Retained earnings
Total equity
Total liabilities and equity at 31 Dec
* For Notes on the financial statements, see page 288.
31 Dec 2020
31 Dec 2019
Notes*
$m
$m
15
24
15
25
28
31
2,913
65,253
4,698
10,443
17,485
1,445
—
2,382
61,964
2,002
10,218
16,106
559
203
160,660
161,473
276
333
263,173
255,240
330
25,664
3,060
64,029
4,865
17,916
71
438
464
30,303
2,021
56,844
1,915
18,361
—
288
116,373
110,196
10,347
14,277
22,414
34,757
65,005
146,800
263,173
10,319
13,959
20,743
37,539
62,484
145,044
255,240
The accompanying notes on pages 288 to 370 and the audited sections in: ‘Risk’ on pages 106 to 194 (including ‘Measurement
uncertainty and sensitivity analysis of ECL estimates’ on pages 127 to 135), and ‘Directors’ remuneration report’ on pages 229 to 255
form an integral part of these financial statements.
These financial statements were approved by the Board of Directors on 23 February 2021 and signed on its behalf by:
Mark E Tucker
Group Chairman
Ewen Stevenson
Group Chief Financial Officer
HSBC Holdings plc Annual Report and Accounts 2020 285
Financial statements
Financial statements
HSBC Holdings statement of cash flows
for the year ended 31 December
Profit before tax
Adjustments for non-cash items
– depreciation, amortisation and impairment/expected credit losses
– share-based payment expense
– other non-cash items included in profit before tax1
Changes in operating assets and liabilities
Change in loans to HSBC undertakings
Change in financial assets with HSBC undertakings designated and otherwise mandatorily measured at fair value
Change in net trading securities and net derivatives
Change in other assets
Change in financial investments
Change in debt securities in issue
Change in financial liabilities designated at fair value
Change in other liabilities
Tax received
Net cash from operating activities
Purchase of financial investments
Proceeds from the sale and maturity of financial investments
Net cash outflow from acquisition of or increase in stake of subsidiaries
Repayment of capital from subsidiaries
Net investment in intangible assets
Net cash from investing activities
Issue of ordinary share capital and other equity instruments
Redemption of other equity instruments
Cancellation of shares
Subordinated loan capital repaid
Debt securities issued
Debt securities repaid
Dividends paid on ordinary shares
Dividends paid to holders of other equity instruments
Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at 1 January
Cash and cash equivalents at 31 Dec
Cash and cash equivalents comprise:
– cash at bank with HSBC undertakings
– loans and advances to banks of one month or less
– treasury and other eligible bills
2020
$m
4,250
442
87
1
354
(327)
(3,289)
(1,657)
(633)
449
3,063
1,258
1,366
270
5,192
(11,652)
9,342
(2,558)
1,516
(33)
(3,385)
1,846
—
—
(1,500)
15,951
(16,577)
—
(1,331)
(1,611)
196
5,980
6,176
2,913
249
3,014
2019
$m
9,259
2,657
72
1
2018
$m
52,887
(46,878)
70
—
2,584
(46,948)
41,471
(38,451)
(1,433)
(437)
(70)
1,899
1,227
437
459
17,018
(19,293)
6,755
(3,721)
—
(44)
(16,303)
500
—
(1,006)
(4,107)
10,817
—
(7,582)
(1,414)
(2,792)
(2,077)
8,057
5,980
2,382
102
3,496
7,293
(7,305)
758
231
—
(1,094)
(740)
(1,883)
301
3,570
—
—
(8,992)
3,627
(121)
(5,486)
6,652
(6,093)
(1,998)
(1,972)
19,513
(1,025)
(8,693)
(1,360)
5,024
3,108
4,949
8,057
3,509
4,548
—
Interest received was $1,952m (2019: $2,216m; 2018: $2,116m), interest paid was $3,166m (2019: $3,819m; 2018: $3,379m) and
dividends received were $8,156m (2019: $15,117m; 2018: $10,411m).
1 The 2018 year included $44,893m (2020 and 2019: nil) return on capital from HSBC Finance (Netherlands) resulting from restructuring the
Group’s Asia operation to meet resolution and recovery requirements.
286 HSBC Holdings plc Annual Report and Accounts 2020
HSBC Holdings statement of changes in equity
for the year ended 31 December
Called up
share
capital
Share
premium
Other
equity
instruments
Retained
earnings1
Financial
assets at
FVOCI reserve
Merger
and other
reserves
Total
shareholders’
equity
$m
$m
$m
$m
$m
$m
$m
Other reserves
At 1 Jan 2020
Profit for the year
Other comprehensive income (net of tax)
– changes in fair value of financial liabilities designated at fair value
due to movement in own credit risk
Total comprehensive income for the year
Shares issued under employee share plans
Capital securities issued
Dividends to shareholders
Redemption of capital securities
Transfers4
Other movements5
At 31 Dec 2020
At 1 Jan 2019
Profit for the year
Other comprehensive income (net of tax)
– changes in fair value of financial liabilities designated at fair value
due to movement in own credit risk
Total comprehensive income for the year
Shares issued under employee share plans
Shares issued in lieu of dividends and amounts arising thereon
Cancellation of shares2
Capital securities issued
Dividends to shareholders
Redemption of capital securities
Transfers4
Other movements
At 31 Dec 2019
At 31 Dec 2017
Impact on transition to IFRS 9
At 1 Jan 2018
Profit for the year
Other comprehensive income (net of tax)
– changes in fair value of financial liabilities designated at fair value
due to movement in own credit risk
Total comprehensive income for the year
Shares issued under employee share plans
Shares issued in lieu of dividends and amounts arising thereon
Cancellation of shares3
Capital securities issued
Dividends to shareholders
Redemption of capital securities
Transfers4
Other movements
At 31 Dec 2018
10,319 13,959
—
—
—
—
28
—
—
—
—
—
—
—
—
—
318
—
—
—
—
—
20,743
—
—
62,484
4,085
176
—
—
—
1,500
—
—
—
176
4,261
2,540
(15)
(1,331)
(1,450)
435
171
(1,919)
10,347 14,277
22,414
65,005
10,180 13,609
22,231
61,434
—
—
—
—
36
171
(68)
—
—
—
—
—
—
—
—
—
521
(171)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
(1,488)
—
—
9,041
(396)
(396)
8,645
(56)
2,687
(1,000)
—
(11,683)
(20)
2,475
2
10,319 13,959
20,743
62,484
10,160 10,177
—
—
10,160 10,177
—
—
—
—
42
83
—
—
—
—
679
(83)
(105)
2,836
—
—
—
—
—
—
—
—
—
—
10,180 13,609
22,107
—
22,107
—
—
—
—
—
—
—
23,903
949
24,852
52,825
865
865
53,690
—
1,494
(4,998)
5,967
—
—
(11,547)
(5,843)
—
—
(236)
(2,200)
379
22,231
61,434
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
59
(59)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
37,539
145,044
—
—
—
—
(2,347)
—
—
—
(435)
—
34,757
4,085
176
176
4,261
539
1,485
(1,331)
(1,450)
—
(1,748)
146,800
39,899
147,353
—
—
—
—
—
—
68
—
—
—
(2,475)
47
9,041
(396)
(396)
8,645
501
2,687
(1,000)
—
(11,683)
(1,508)
—
49
37,539
145,044
37,381
—
37,381
—
—
—
—
—
—
269
—
—
—
2,200
49
39,899
103,787
890
104,677
52,825
865
865
53,690
721
1,494
(1,998)
5,967
(11,547)
(6,079)
—
428
147,353
Dividends per ordinary share at 31 December 2020 were nil (2019: $0.51; 2018: $0.51).
1 At 31 December 2020, retained earnings included 326,766,253 ($2,521m) treasury shares (2019: 326,191,804 ($2,543m); 2018: 326,503,319
($2,546m)).
2 In August 2019, HSBC announced a share buy-back of up to $1.0bn, which was completed in September 2019.
3 The 2018 year included a re-presentation of the cancellation of shares to retained earnings and capital redemption reserve in respect of the 2018
share buy-back, under which retained earnings has been reduced by $3,000m, share premium increased by $2,836m and other reserves
increased by $164m.
4 At 31 December 2020, an impairment of $435m of HSBC Overseas Holdings (UK) Limited (2019: $2,475m) was recognised and a permitted
transfer of $435m (2019: $2,475m) was made from the merger reserve to retained earnings. In 2018, a part reversal of the impairment of HSBC
Overseas Holdings (UK) Limited resulted in a transfer from retained earnings back to the merger reserve of $2,200m.
Includes an adjustment to retained earnings for a repayment of capital by a subsidiary of $1,650m, which had been recognised as dividend
income in 2019.
5
HSBC Holdings plc Annual Report and Accounts 2020 287
Financial statements
Notes on the financial statements
Notes on the financial statements
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Basis of preparation and significant accounting policies
Net fee income
Net income/(expense) from financial instruments measured at fair
value through profit or loss
Insurance business
Employee compensation and benefits
Auditors’ remuneration
Tax
Dividends
Earnings per share
Segmental analysis
Trading assets
Fair values of financial instruments carried at fair value
Fair values of financial instruments not carried at fair value
Financial assets designated and otherwise mandatorily measured
at fair value through profit or loss
Derivatives
Financial investments
Assets pledged, collateral received and assets transferred
Interests in associates and joint ventures
Investments in subsidiaries
Structured entities
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
Page
288
299
300
300
301
307
307
309
310
311
313
314
321
322
323
328
330
331
335
336
Goodwill and intangible assets
Prepayments, accrued income and other assets
Trading liabilities
Financial liabilities designated at fair value
Debt securities in issue
Accruals, deferred income and other liabilities
Provisions
Subordinated liabilities
Maturity analysis of assets, liabilities and off-balance sheet
commitments
Offsetting of financial assets and financial liabilities
Called up share capital and other equity instruments
Contingent liabilities, contractual commitments and guarantees
Finance lease receivables
Legal proceedings and regulatory matters
Related party transactions
Events after the balance sheet date
HSBC Holdings’ subsidiaries, joint ventures and associates
Page
338
341
341
341
342
342
343
344
347
352
353
355
356
356
360
362
362
1
Basis of preparation and significant accounting policies
1.1 Basis of preparation
(a) Compliance with International Financial Reporting Standards
The consolidated financial statements of HSBC and the separate financial statements of HSBC Holdings comply with international
accounting standards in conformity with the requirements of the Companies Act 2006 and have also applied international financial
reporting standards adopted pursuant to Regulation (EC) No 1606/2002 as it applies in the European Union. These financial statements
are also prepared in accordance with International Financial Reporting Standards (‘IFRSs’) as issued by the International Accounting
Standards Board (‘IASB’), including interpretations issued by the IFRS Interpretations Committee, as there are no applicable differences
from IFRSs as issued by the IASB for the periods presented. ‘Interest Rate Benchmark Reform – Phase 2’, which amends IFRS 9, IAS 39
‘Financial Instruments,’ IFRS 7 ‘Financial Instruments,’ IFRS 4 ‘Insurance Contracts’ and IFRS 16 ‘Leases’, was adopted for use in the UK
and the EU in January 2021 and has been early adopted as set out below. Therefore, there were no unendorsed standards effective for
the year ended 31 December 2020 affecting these consolidated and separate financial statements.
Standards adopted during the year ended 31 December 2020
Interest Rate Benchmark Reform – Phase 2
Interest Rate Benchmark Reform Phase 2: Amendments to IFRS 9, IAS 39, IFRS 7, IFRS 4 and IFRS 16 issued in August 2020 represents
the second phase of the IASB’s project on the effects of interest rate benchmark reform, addressing issues affecting financial statements
when changes are made to contractual cash flows and hedging relationships as a result of the reform.
Under these amendments, changes made to a financial instrument measured at other than fair value through profit or loss that are
economically equivalent and required by interest rate benchmark reform do not result in the derecognition or a change in the carrying
amount of the financial instrument, but instead require the effective interest rate to be updated to reflect the change in the interest rate
benchmark. In addition, hedge accounting will not be discontinued solely because of the replacement of the interest rate benchmark if
the hedge meets other hedge accounting criteria.
These amendments apply from 1 January 2021 with early adoption permitted. HSBC adopted the amendments from 1 January 2020 and
made the additional disclosures as required by the amendments. Further information is included in Note 15 and in ‘Financial instruments
impacted by Ibor reform’ on page 113.
Other changes
In addition, 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.
In 2018, HSBC adopted IFRS 9 and made voluntary presentation changes, including to certain financial liabilities, which contain both
deposit and derivative components, and to cash collateral, margin and settlement accounts. The impact of this is included in the HSBC
Holdings statement of changes in equity for that year end.
Other than as noted above, accounting policies have been consistently applied.
(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.
288 HSBC Holdings plc Annual Report and Accounts 2020
(c)
Future accounting developments
Minor amendments to IFRSs
The IASB has not published any minor amendments effective from 1 January 2021 that are applicable to HSBC. However, the IASB has
published a number of minor amendments to IFRSs that are effective from 1 January 2022 and 1 January 2023. HSBC expects they will
have an insignificant effect, when adopted, on the consolidated financial statements of HSBC and the separate financial statements of
HSBC Holdings.
New IFRSs
IFRS 17 ‘Insurance Contracts’
IFRS 17 ‘Insurance Contracts’ was issued in May 2017, with amendments to the standard issued in June 2020. The standard sets out the
requirements that an entity should apply in accounting for insurance contracts it issues and reinsurance contracts it holds. Following the
amendments, IFRS 17 is effective from 1 January 2023. The Group is in the process of implementing IFRS 17. Industry practice and
interpretation of the standard are still developing. Therefore, the likely numerical impact of its implementation remains uncertain.
However, we have the following expectations as to the impact compared with the Group’s current accounting policy for insurance
contracts, which is set out in policy 1.2(j) below:
• Under IFRS 17, there will be no PVIF asset recognised; rather the estimated future profit will be included in the measurement of the
insurance contract liability as the contractual service margin (‘CSM’) and gradually recognised in revenue as services are provided
over the duration of the insurance contract. The PVIF asset will be eliminated to equity on transition, together with other adjustments
to assets and liabilities to reflect IFRS 17 measurement requirements and any consequential amendments to financial assets in the
scope of IFRS 9;
• IFRS 17 requires increased use of current market values in the measurement of insurance liabilities. Depending on the measurement
model, changes in market conditions for certain products (measured under the General Measurement Approach) are immediately
recognised in profit or loss, while for other products (measured under the Variable Fee Approach) they will be included in the
measurement of CSM.
• In accordance with IFRS 17, directly attributable costs will be included in the results of insurance services as profit is recognised over
the duration of insurance contracts. Costs that are not directly attributable will remain in operating expenses. This will result in a
reduction in operating expenses compared with the current accounting policy.
(d) Foreign currencies
HSBC’s consolidated financial statements are presented in US dollars because the US dollar and currencies linked to it form the major
currency bloc in which HSBC transacts and funds its business. The US dollar is also HSBC Holdings’ functional currency 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.
Transactions in foreign currencies are recorded at the rate of exchange on the date of the transaction. Assets and liabilities denominated
in foreign currencies are translated at the rate of exchange at the balance sheet date, except non-monetary assets and liabilities
measured at historical cost, which are translated using the rate of exchange at the initial transaction date. Exchange differences are
included in other comprehensive income or in the income statement depending on where the gain or loss on the underlying item is
recognised. In the consolidated financial statements, the assets 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 at the balance
sheet date, while their results are translated into US dollars at the average rates of exchange for the reporting period. Exchange
differences arising are recognised in other comprehensive income. On disposal of a foreign operation, exchange differences previously
recognised in other comprehensive income are reclassified to the income statement.
(e) Presentation of information
Certain disclosures required by IFRSs have been included in the sections marked as (‘Audited’) in this Annual Report and Accounts 2020
as follows:
• disclosures concerning the nature and extent of risks relating to insurance contracts and financial instruments are included in the
‘Risk review’ on pages 106 to 194;
• the ‘Own funds disclosure’ included in the ‘Risk review’ on page 174; and
• disclosures relating to HSBC’s securitisation activities and structured products are included in the ‘Risk review’ on pages 106 to 194.
HSBC follows the UK Finance Disclosure Code (‘the UKF Disclosure Code’). The UKF Disclosure Code aims to increase the quality and
comparability of UK banks’ disclosures and sets out five disclosure principles together with supporting guidance agreed in 2010. In line
with the principles of the UKF Disclosure 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.
(f) Critical accounting estimates and judgements
The preparation of financial information requires the use of estimates and judgements about future conditions. In view of the inherent
uncertainties and the high level of subjectivity involved in the recognition or measurement of items, highlighted as the ‘critical
accounting estimates and judgements’ in section 1.2 below (including impairment of non-financial assets for the first time), it is possible
that the outcomes in the next financial year could differ from those on which management’s estimates are based. This could result in
materially different estimates and judgements from those reached by management for the purposes of these financial statements.
Management’s selection of HSBC’s accounting policies that contain critical estimates and judgements reflects the materiality of the
items to which the policies are applied and the high degree of judgement and estimation uncertainty involved.
(g) Segmental analysis
HSBC’s Chief Operating Decision Maker is the Group Chief Executive, who is supported by the rest of the Group Executive Committee
(‘GEC’), which operates as a general management committee under the direct authority of the Board. Operating segments are reported
in a manner consistent with the internal reporting provided to the Group Chief Executive and the GEC.
HSBC Holdings plc Annual Report and Accounts 2020 289
Financial statements Notes on the financial statements
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 at arm’s length. Shared costs are included
in segments on the basis of the actual recharges made.
(h) 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, capital requirements and
capital resources. These considerations include stressed scenarios that reflect the increasing uncertainty that the global Covid-19
outbreak has had on HSBC’s operations, as well as considering potential impacts from other top and emerging risks, and the related
impact on profitability, capital and liquidity.
1.2 Summary of significant accounting policies
(a) Consolidation and related policies
Investments in subsidiaries
Where an entity is governed by voting rights, HSBC consolidates when it holds – directly or indirectly – the necessary voting rights to
pass resolutions by the governing body. In all other cases, the assessment of control is more complex and requires judgement of other
factors, including having exposure to variability of returns, power to direct relevant activities, and whether power is held as agent or
principal.
Business combinations are accounted for using the acquisition method. 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. This election is made for each
business combination.
HSBC Holdings’ investments in subsidiaries are stated at cost less impairment losses.
Goodwill
Goodwill is allocated to cash-generating units (‘CGUs’) for the purpose of impairment testing, which is undertaken at the lowest level at
which goodwill is monitored for internal management purposes. HSBC’s CGUs are based on geographical regions subdivided by global
business, except for Global Banking and Markets, for which goodwill is monitored on a global basis.
Impairment testing is performed at least once a year, or whenever there is an indication of impairment, by comparing the recoverable
amount of a CGU with its carrying amount.
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.
Critical accounting estimates and judgements
The review of goodwill and non-financial assets (see Note 1.2(n)) 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:
Judgements
Estimates
• The accuracy of forecast cash flows is subject to a
high degree of uncertainty in volatile market
conditions. Where such circumstances are
determined to exist, management re-tests goodwill
for impairment more frequently than once a year
when indicators of impairment exist. This ensures
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
• 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 reflect management’s view of future business prospects at the time of
the assessment
• The rates used to discount future expected cash flows can have a significant effect on their
valuation, and are based on the costs of capital assigned to individual CGUs. 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
management’s control
• Key assumptions used in estimating goodwill and non-financial asset impairment are described in
Note 21
HSBC sponsored structured entities
HSBC is 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 relevant counterparties so the transaction that is the purpose of the entity could occur. HSBC is generally
not considered a sponsor if the only involvement with the entity is merely administrative.
Interests in associates and joint arrangements
Joint arrangements are investments in which HSBC, together with one or more parties, has joint control. Depending on HSBC’s rights
and obligations, the joint arrangement is classified as either a joint operation or a joint venture. HSBC classifies investments in entities
over which it has significant influence, and that are neither subsidiaries nor joint arrangements, as associates.
HSBC recognises its share of the assets, liabilities and results in a joint operation. Investments in associates and interests in joint
ventures are recognised using the equity method. The attributable share of the results and reserves of joint ventures and associates is
included in the consolidated financial statements of HSBC based on either financial statements made up to 31 December or pro-rated
amounts adjusted for any material transactions or events occurring between the date the financial statements are available and 31
December.
Investments in associates and joint ventures are assessed at each reporting date and tested for impairment when there is an indication
that the investment may be impaired. Goodwill on acquisitions of interests in joint ventures and associates is not tested separately for
impairment, but is assessed as part of the carrying amount of the investment.
290 HSBC Holdings plc Annual Report and Accounts 2020
Critical accounting estimates and judgements
The most significant critical accounting estimates relate to the assessment of impairment of our investment in Bank of Communications Co. Limited
(‘BoCom’), which involves estimations of value in use:
Judgements
Estimates
• Management’s best estimate of BoCom’s earnings are based on management’s
explicit forecasts over the short to medium term and the capital maintenance
charge, which is management’s forecast of the earnings that need to be withheld in
order for BoCom to meet regulatory requirements over the forecast period, both of
which are subject to uncertain factors
• Key assumptions used in estimating BoCom’s value in use, the sensitivity of the
value in use calculations 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 (the ‘headroom’) to nil are described in Note 18
(b)
Income and expense
Operating income
Interest income and expense
Interest income and expense for all financial instruments, excluding those classified as held for trading or designated at fair value, are
recognised in ‘Interest income’ and ‘Interest expense’ in the income statement using the effective interest method. However, as an
exception to this, interest on debt instruments issued by HSBC for funding purposes that are designated under the fair value option to
reduce an accounting mismatch and on derivatives managed in conjunction with those debt instruments is included in interest expense.
Interest on credit-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.
Non-interest income and expense
HSBC generates fee income from services provided at a fixed price over time, such as account service and card fees, or when HSBC
delivers a specific transaction at a point in time, such as broking services and import/export services. With the exception of certain fund
management and performance fees, all other fees are generated at a fixed price. Fund management and performance fees can be
variable depending on the size of the customer portfolio and HSBC’s performance as fund manager. Variable fees are recognised when
all uncertainties are resolved. Fee income is generally earned from short-term contracts with payment terms that do not include a
significant financing component.
HSBC acts as principal in the majority of contracts with customers, with the exception of broking services. For most brokerage trades,
HSBC acts as agent in the transaction and recognises broking income net of fees payable to other parties in the arrangement.
HSBC recognises fees earned on transaction-based arrangements at a point in time when it has fully provided the service to the
customer. Where the contract requires services to be provided over time, income is recognised on a systematic basis over the life of the
agreement.
Where HSBC offers a package of services that contains multiple non-distinct performance obligations, such as those included in account
service packages, the promised services are treated as a single performance obligation. If a package of services contains distinct
performance obligations, such as those including both account and insurance services, the corresponding transaction price is allocated
to each performance obligation based on the estimated stand-alone selling prices.
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 approve the dividend for unlisted equity securities.
Net income/(expense) from financial instruments measured at fair value through profit or loss includes the following:
• ‘Net income from financial instruments held for trading or managed on a fair value basis’: This comprises net trading income, which
includes all gains and losses from changes in the fair value of financial assets and financial liabilities held for trading and other
financial instruments managed on a fair value basis, together with the related interest income, expense and dividends, excluding the
effect of changes in the credit risk of liabilities managed on a fair value basis. It also includes all gains and losses from changes in the
fair value of derivatives that are managed in conjunction with financial assets and liabilities measured at fair value through profit or
loss.
• ‘Net income/(expense) from assets and liabilities of insurance businesses, including related derivatives, measured at fair value
through profit or loss’: This includes interest income, interest expense and dividend income in respect of financial assets and liabilities
measured at fair value through profit or loss; and those derivatives managed in conjunction with the above that can be separately
identifiable from other trading derivatives.
• ‘Changes in fair value of designated debt instruments and related derivatives’: Interest paid on debt instruments and interest cash
flows on related derivatives is presented in interest expense where doing so reduces an accounting mismatch.
• ‘Changes in fair value of other financial instruments mandatorily measured at fair value through profit or loss’: This includes interest
on instruments that fail the solely payments of principal and interest test, see (d) below.
The accounting policies for insurance premium income are disclosed in Note 1.2(j).
(c) Valuation of financial instruments
All financial instruments are initially recognised at fair value. 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 fair value of a financial
instrument on initial recognition is generally its transaction price (that is, the fair value of the consideration given or received). However,
if there is a difference between the transaction price and the fair value of financial instruments whose fair value is based on a quoted
price in an active market or a valuation technique that uses only data from observable markets, HSBC recognises the difference as a
trading gain or loss at inception (a ‘day 1 gain or loss’). In all other cases, the entire day 1 gain or loss is deferred and recognised in the
income statement over the life of the transaction until the transaction matures, is closed out, the valuation inputs become observable or
HSBC enters into an offsetting transaction. The fair value of financial instruments is generally measured on an individual basis. However,
HSBC Holdings plc Annual Report and Accounts 2020 291
Financial statements
Notes on the financial statements
in cases where HSBC manages a group of financial assets and liabilities according to its net market or credit risk exposure, the fair value
of the group of financial instruments is measured on a net basis but the underlying financial assets and liabilities are presented
separately in the financial statements, unless they satisfy the IFRS offsetting criteria.
Critical accounting estimates and judgements
The majority of valuation techniques employ only observable market data. However, certain financial instruments are classified 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:
Judgements
Estimates
• An instrument in its entirety is classified as valued using significant unobservable
• Details on the Group’s level 3 financial instruments and the
inputs if, in the opinion of management, a significant proportion of the instrument’s
inception profit or greater than 5% of the instrument’s valuation is driven by
unobservable inputs
sensitivity of their valuation to the effect of applying reasonable
possible alternative assumptions in determining their fair value
are set out in Note 12
• ‘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)
(d) Financial instruments measured at amortised cost
Financial assets that are held to collect the contractual cash flows and which contain contractual terms that give rise on specified dates
to cash flows that are solely payments of principal and interest are measured at amortised cost. Such financial assets include most loans
and advances to banks and customers and some debt securities. In addition, most financial liabilities are measured at amortised cost.
HSBC accounts for regular way amortised cost financial instruments using trade date accounting. The carrying value of these financial
assets at initial recognition includes any directly attributable transactions costs. If the initial fair value is lower than the cash amount
advanced, such as in the case of some leveraged finance and syndicated lending activities, the difference is deferred and recognised
over the life of the loan through the recognition of interest income.
HSBC may commit to underwriting loans on fixed contractual terms for specified periods of time. When the loan arising from the lending
commitment is expected to be held for trading, the commitment to lend is recorded as a derivative. When HSBC intends to hold the
loan, the loan commitment is included in the impairment calculations set out below.
Non-trading reverse repurchase, repurchase and similar agreements
When debt 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 resell
(‘reverse repos’) are not recognised on the balance sheet and an asset is recorded in respect of the initial consideration paid. Non-trading
repos and reverse repos are measured at amortised cost. The difference between the sale and repurchase price or between the purchase
and resale price is treated as interest and recognised in net interest income over the life of the agreement.
Contracts that are economically equivalent to reverse repo or repo agreements (such as sales or purchases of debt securities entered
into together with total return swaps with the same counterparty) are accounted for similarly to, and presented together with, reverse
repo or repo agreements.
(e) Financial assets measured at fair value through other comprehensive income
Financial assets held for a business model that is achieved by both collecting contractual cash flows and selling and which contain
contractual terms that give rise on specified dates to cash flows that are solely payments of principal and interest are measured at fair
value through other comprehensive income (‘FVOCI’). These comprise primarily debt securities. They are recognised on the trade date
when HSBC enters into contractual arrangements to purchase and are normally derecognised when they are either sold or redeemed.
They are subsequently remeasured at fair value and changes therein (except for those relating to impairment, interest income and
foreign currency exchange gains and losses) are recognised in other comprehensive income until the assets are sold. Upon disposal, the
cumulative gains or losses in other comprehensive income are recognised in the income statement as ‘Gains less losses from financial
instruments’. Financial assets measured at FVOCI are included in the impairment calculations set out below and impairment is
recognised in profit or loss.
(f) Equity securities measured at fair value with fair value movements presented in other comprehensive income
The equity securities for which fair value movements are shown in other comprehensive income are business facilitation and other
similar investments where HSBC holds the investments other than to generate a capital return. Gains or losses on the derecognition of
these equity securities are not transferred to profit or loss. Otherwise, equity securities are measured at fair value through profit or loss
(except for dividend income, which is recognised in profit or loss).
(g) Financial instruments designated at fair value through profit or loss
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 irrevocably at inception:
• the use of the designation removes or significantly reduces an accounting mismatch;
• a group of financial assets and liabilities or a group of financial liabilities is managed and its performance is evaluated on a fair value
basis, in accordance with a documented risk management or investment strategy; and
• the financial liability contains one or more non-closely related embedded derivatives.
Designated financial assets are recognised when HSBC enters into contracts with counterparties, which is generally on trade date, and
are normally derecognised when the rights to the cash flows expire or are transferred. Designated financial liabilities are recognised
when HSBC enters into contracts with counterparties, which is generally on settlement date, and are normally derecognised when
extinguished. Subsequent changes in fair values are recognised in the income statement in ‘Net income from financial instruments held
for trading or managed on a fair value basis’ or ‘Net income/(expense) from assets and liabilities of insurance businesses, including
related derivatives, measured at fair value through profit or loss’ except for the effect of changes in the liabilities’ credit risk, which is
presented in ‘Other comprehensive income’, unless that treatment would create or enlarge an accounting mismatch in profit or loss.
292 HSBC Holdings plc Annual Report and Accounts 2020
Under the above criterion, the main classes of financial instruments designated by HSBC are:
• Debt instruments for funding purposes that are designated to reduce an accounting mismatch: The interest and/or foreign exchange
exposure on certain fixed-rate debt securities issued has been matched with the interest and/or foreign exchange exposure on certain
swaps as part of a documented risk management strategy.
• Financial assets and financial liabilities under unit-linked and non-linked investment contracts: A contract under which HSBC does not
accept significant insurance risk from another party is not classified as an insurance contract, other than investment contracts with
discretionary participation features (‘DPF’), but is accounted for as a financial liability. Customer liabilities under linked and certain
non-linked investment contracts issued by insurance subsidiaries are determined based on the fair value of the assets held in the
linked funds. If no fair value designation was made for the related assets, at least some of the assets would otherwise be measured at
either fair value through other comprehensive income or amortised cost. The related financial assets and liabilities are managed and
reported to management on a fair value basis. Designation at fair value of the financial assets and related liabilities allows changes in
fair values to be recorded in the income statement and presented in the same line.
• Financial liabilities that contain both deposit and derivative components: These financial liabilities are managed and their performance
evaluated on a fair value basis.
(h) Derivatives
Derivatives are financial instruments that derive their value from the price of underlying items such as equities, interest rates or other
indices. Derivatives are recognised initially and are subsequently measured at fair value through profit or loss. Derivatives are classified
as assets when their fair value is positive or as liabilities when their fair value is negative. This includes embedded derivatives in financial
liabilities, which are bifurcated from the host contract when they meet the definition of a derivative on a stand-alone basis.
Where the derivatives are managed with debt securities issued by HSBC that are designated at fair value, the contractual interest is
shown in ‘Interest expense’ together with the interest payable on the issued debt.
Hedge accounting
When derivatives are not part of fair value designated relationships, if held for risk management purposes they are designated in hedge
accounting relationships where the required criteria for documentation and hedge effectiveness are met. HSBC uses these derivatives or,
where allowed, other non-derivative hedging instruments in fair value hedges, cash flow hedges or hedges of net investments in foreign
operations as appropriate to the risk being hedged.
Fair value hedge
Fair value hedge accounting does not change the recording of gains and losses on derivatives and other hedging instruments, but
results in recognising changes in the fair value of the hedged assets or liabilities attributable to the hedged risk that would not otherwise
be recognised in the income statement. If a hedge relationship no longer meets the criteria for hedge accounting, hedge accounting is
discontinued and the cumulative adjustment to the carrying amount of the hedged item is amortised to the income statement on a
recalculated effective interest rate, unless the hedged item has been derecognised, in which case it is recognised in the income
statement immediately.
Cash flow hedge
The effective portion of gains and losses on hedging instruments is recognised in other comprehensive income and the ineffective
portion of the change in fair value of derivative hedging instruments that are part of a cash flow hedge relationship is recognised
immediately in the income statement within ‘Net income from financial instruments held for trading or managed on a fair value basis’.
The accumulated gains and losses recognised in other comprehensive income are reclassified to the income statement in the same
periods in which the hedged item affects profit or loss. When a hedge relationship is discontinued, or partially discontinued, any
cumulative gain or loss recognised in other comprehensive income remains in equity until the forecast transaction is recognised in the
income statement. When a forecast transaction is no longer expected to occur, the cumulative gain or loss previously 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. The effective portion of gains
and losses on the hedging instrument is recognised in other comprehensive income and other gains and losses are 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.
Derivatives that do not qualify for hedge accounting
Non-qualifying hedges are derivatives entered into as economic hedges of assets and liabilities for which hedge accounting was not
applied.
(i)
Impairment of amortised cost and FVOCI financial assets
Expected credit losses (‘ECL’) are recognised for loans and advances to banks and customers, non-trading reverse repurchase
agreements, other financial assets held at amortised cost, debt instruments measured at FVOCI, and certain loan commitments and
financial guarantee contracts. At initial recognition, allowance (or provision in the case of some loan commitments and financial
guarantees) is required for ECL resulting from default events that are possible within the next 12 months, or less, where the remaining
life is less than 12 months (’12-month ECL’). In the event of a significant increase in credit risk, allowance (or provision) is required for
ECL resulting from all possible default events over the expected life of the financial instrument (‘lifetime ECL’). Financial assets where
12-month ECL is recognised are considered to be ‘stage 1’; financial assets that are considered to have experienced a significant
increase in credit risk are in ‘stage 2’; and financial assets for which there is objective evidence of impairment so are considered to be in
default or otherwise credit impaired are in ‘stage 3’. Purchased or originated credit-impaired financial assets (‘POCI’) are treated
differently, as set out below.
Credit impaired (stage 3)
HSBC determines that a financial instrument is credit impaired and in stage 3 by considering relevant objective evidence, primarily
whether:
• contractual payments of either principal or interest are past due for more than 90 days;
HSBC Holdings plc Annual Report and Accounts 2020 293
Financial statements Notes on the financial statements
• there are other indications that the borrower is unlikely to pay, such as when a concession has been granted to the borrower for
economic or legal reasons relating to the borrower’s financial condition; and
• the loan is otherwise considered to be in default.
If such unlikeliness to pay is not identified at an earlier stage, it is deemed to occur when an exposure is 90 days past due, even where
regulatory rules permit default to be defined based on 180 days past due. Therefore, the definitions of credit impaired and default are
aligned as far as possible so that stage 3 represents all loans that are considered defaulted or otherwise credit impaired.
Interest income is recognised by applying the effective interest rate to the amortised cost amount, i.e. gross carrying amount less ECL
allowance.
Write-off
Financial assets (and the related impairment allowances) 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.
Renegotiation
Loans are identified as renegotiated and classified as credit impaired when we modify the contractual payment terms due to significant
credit distress of the borrower. Renegotiated loans remain classified as credit impaired until there is sufficient evidence to demonstrate a
significant reduction in the risk of non-payment of future cash flows and retain the designation of renegotiated until maturity or
derecognition.
A loan that is renegotiated is derecognised if the existing agreement is cancelled and a new agreement is made on substantially different
terms, or if the terms of an existing agreement are modified such that the renegotiated loan is a substantially different financial
instrument. Any new loans that arise following derecognition events in these circumstances are considered to be POCI and will continue
to be disclosed as renegotiated loans.
Other than originated credit-impaired loans, all other modified loans could be transferred out of stage 3 if they no longer exhibit any
evidence of being credit impaired and, in the case of renegotiated loans, there is sufficient evidence to demonstrate a significant
reduction in the risk of non-payment of future cash flows over the minimum observation period, and there are no other indicators of
impairment. These loans could be transferred to stage 1 or 2 based on the mechanism as described below by comparing the risk of a
default occurring at the reporting date (based on the modified contractual terms) and the risk of a default occurring at initial recognition
(based on the original, unmodified contractual terms). Any amount written off as a result of the modification of contractual terms would
not be reversed.
Loan modifications other than renegotiated loans
Loan modifications that are not identified as renegotiated are considered to be commercial restructuring. Where a commercial
restructuring results in a modification (whether legalised through an amendment to the existing terms or the issuance of a new loan
contract) such that HSBC’s rights to the cash flows under the original contract have expired, the old loan is derecognised and the new
loan is recognised at fair value. The rights to cash flows are generally considered to have expired if the commercial restructure is at
market rates and no payment-related concession has been provided. Mandatory and general offer loan modifications that are not
borrower-specific, for example market-wide customer relief programmes, have not been classified as renegotiated loans and generally
have not resulted in derecognition, but their stage allocation is determined considering all available and supportable information under
our ECL impairment policy.
Significant increase in credit risk (stage 2)
An assessment of whether credit risk has increased significantly since initial recognition is performed at each reporting period by
considering the change in the risk of default occurring over the remaining life of the financial instrument. The assessment explicitly or
implicitly compares the risk of default occurring at the reporting date compared with that at initial recognition, taking into account
reasonable and supportable information, including information about past events, current conditions and future economic conditions.
The assessment is unbiased, probability-weighted, and to the extent relevant, uses forward-looking information consistent with that
used in the measurement of ECL. The analysis of credit risk is multifactor. The determination of whether a specific factor is relevant and
its weight compared with other factors depends on the type of product, the characteristics of the financial instrument and the borrower,
and the geographical region. Therefore, it is not possible to provide a single set of criteria that will determine what is considered to be a
significant increase in credit risk, and these criteria will differ for different types of lending, particularly between retail and wholesale.
However, unless identified at an earlier stage, all financial assets are deemed to have suffered a significant increase in credit risk when
30 days past due. In addition, wholesale loans that are individually assessed, which are typically corporate and commercial customers,
and included on a watch or worry list, are included in stage 2.
For wholesale portfolios, the quantitative comparison assesses default risk using a lifetime probability of default (‘PD’), which
encompasses a wide range of information including the obligor’s customer risk rating (‘CRR’), macroeconomic condition forecasts and
credit transition probabilities. For origination CRRs up to 3.3, significant increase in credit risk is measured by comparing the average PD
for the remaining term estimated at origination with the equivalent estimation at the reporting date. The quantitative measure of
significance varies depending on the credit quality at origination as follows:
Origination CRR
0.1–1.2
2.1–3.3
Significance trigger – PD to increase by
15bps
30bps
For CRRs greater than 3.3 that are not impaired, a significant increase in credit risk is considered to have occurred when the origination
PD has doubled. The significance of changes in PD was informed by expert credit risk judgement, referenced to historical credit
migrations and to relative changes in external market rates.
For loans originated prior to the implementation of IFRS 9, the origination PD does not include adjustments to reflect expectations of
future macroeconomic conditions since these are not available without the use of hindsight. In the absence of this data, origination PD
must be approximated assuming through-the-cycle (‘TTC’) PDs and TTC migration probabilities, consistent with the instrument’s
294 HSBC Holdings plc Annual Report and Accounts 2020
underlying modelling approach and the CRR at origination. For these loans, the quantitative comparison is supplemented with additional
CRR deterioration-based thresholds, as set out in the table below:
Origination CRR
0.1
1.1–4.2
4.3–5.1
5.2–7.1
7.2–8.2
8.3
Additional significance criteria – number of CRR grade notches deterioration
required to identify as significant credit deterioration (stage 2) (> or equal to)
5 notches
4 notches
3 notches
2 notches
1 notch
0 notch
Further information about the 23-grade scale used for CRR can be found on page 121.
For certain portfolios of debt securities where external market ratings are available and credit ratings are not used in credit risk
management, the debt securities will be in stage 2 if their credit risk increases to the extent they are no longer considered investment
grade. Investment grade is where the financial instrument has a low risk of incurring losses, the structure has a strong capacity to meet
its contractual cash flow obligations in the near term, and adverse changes in economic and business conditions in the longer term may,
but will not necessarily, reduce the ability of the borrower to fulfil their contractual cash flow obligations.
For retail portfolios, default risk is assessed using a reporting date 12-month PD derived from credit scores, which incorporates all
available information about the customer. This PD is adjusted for the effect of macroeconomic forecasts for periods longer than
12 months and is considered to be a reasonable approximation of a lifetime PD measure. Retail exposures are first segmented into
homogeneous portfolios, generally by country, product and brand. Within each portfolio, the stage 2 accounts are defined as accounts
with an adjusted 12-month PD greater than the average 12-month PD of loans in that portfolio 12 months before they become 30 days
past due. The expert credit risk judgement is that no prior increase in credit risk is significant. This portfolio-specific threshold identifies
loans with a PD higher than would be expected from loans that are performing as originally expected, and higher than what would have
been acceptable at origination. It therefore approximates a comparison of origination to reporting date PDs.
Unimpaired and without significant increase in credit risk (stage 1)
ECL resulting from default events that are possible within the next 12 months (‘12-month ECL’) are recognised for financial instruments
that remain in stage 1.
Purchased or originated credit impaired
Financial assets that are purchased or originated at a deep discount that reflects the incurred credit losses are considered to be POCI.
This population includes the recognition of a new financial instrument following a renegotiation where concessions have been granted
for economic or contractual reasons relating to the borrower’s financial difficulty that otherwise would not have been considered. The
amount of change-in-lifetime ECL is recognised in profit or loss until the POCI is derecognised, even if the lifetime ECL are less than the
amount of ECL included in the estimated cash flows on initial recognition.
Movement between stages
Financial assets can be transferred between the different categories (other than POCI) depending on their relative increase in credit risk
since initial recognition. Financial instruments are transferred out of stage 2 if their credit risk is no longer considered to be significantly
increased since initial recognition based on the assessments described above. Except for renegotiated loans, financial instruments are
transferred out of stage 3 when they no longer exhibit any evidence of credit impairment as described above. Renegotiated loans that
are not POCI will continue to be in stage 3 until there is sufficient evidence to demonstrate a significant reduction in the risk of non-
payment of future cash flows, observed over a minimum one-year period and there are no other indicators of impairment. For loans that
are assessed for impairment on a portfolio 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.
Measurement of ECL
The assessment of credit risk and the estimation of ECL are unbiased and probability-weighted, and incorporate all available information
that is relevant to the assessment including information about past events, current conditions and reasonable and supportable forecasts
of future events and economic conditions at the reporting date. In addition, the estimation of ECL should take into account the time
value of money.
In general, HSBC calculates ECL using three main components: a probability of default, a loss given default (’LGD’) and the exposure at
default (‘EAD’).
The 12-month ECL is calculated by multiplying the 12-month PD, LGD and EAD. Lifetime ECL is calculated using the lifetime PD instead.
The 12-month and lifetime PDs represent the probability of default occurring over the next 12 months and the remaining maturity of the
instrument respectively.
The EAD represents the expected balance at default, taking into account the repayment of principal and interest from the balance sheet
date to the default event together with any expected drawdowns of committed facilities. The LGD represents expected losses on the
EAD given the event of default, taking into account, among other attributes, the mitigating effect of collateral value at the time it is
expected to be realised and the time value of money.
HSBC leverages the Basel II IRB framework where possible, with recalibration to meet the differing IFRS 9 requirements as set out in the
following table:
HSBC Holdings plc Annual Report and Accounts 2020 295
Financial statements
Notes on the financial statements
Model
Regulatory capital
IFRS 9
PD
EAD
LGD
Other
• Through the cycle (represents long-run average PD throughout a
• Point in time (based on current conditions, adjusted to take into
full economic cycle)
account estimates of future conditions that will impact PD)
• The definition of default includes a backstop of 90+ days past
• Default backstop of 90+ days past due for all portfolios
due, although this has been modified to 180+ days past due for
some portfolios, particularly UK and US mortgages
• Cannot be lower than current balance
• Amortisation captured for term products
• Downturn LGD (consistent losses expected to be suffered during
• Expected LGD (based on estimate of loss given default including
a severe but plausible economic downturn)
• Regulatory floors may apply to mitigate risk of underestimating
downturn LGD due to lack of historical data
• Discounted using cost of capital
• All collection costs included
the expected impact of future economic conditions such as
changes in value of collateral)
• No floors
• Discounted using the original effective interest rate of the loan
• Only costs associated with obtaining/selling collateral included
• Discounted back from point of default to balance sheet date
While 12-month PDs are recalibrated from Basel II models where possible, the lifetime PDs are determined by projecting the 12-month
PD using a term structure. For the wholesale methodology, the lifetime PD also takes into account credit migration, i.e. a customer
migrating through the CRR bands over its life.
The ECL for wholesale stage 3 is determined on an individual basis using a discounted cash flow (‘DCF’) methodology. The expected
future cash flows are based on the credit risk officer’s estimates as at the reporting date, reflecting reasonable and supportable
assumptions and projections of future recoveries and expected future receipts of interest. Collateral is taken into account if it is likely
that the recovery of the outstanding amount will include realisation of collateral based on the estimated fair value of collateral at the time
of expected realisation, less costs for obtaining and selling the collateral. The cash flows are discounted at a reasonable approximation
of the original effective interest rate. For significant cases, cash flows under four different scenarios are probability-weighted by
reference to the economic scenarios applied more generally by the Group and the judgement of the credit risk officer in relation to the
likelihood of the workout strategy succeeding or receivership being required. For less significant cases, the effect of different economic
scenarios and work-out strategies is approximated and applied as an adjustment to the most likely outcome.
Period over which ECL is measured
Expected credit loss is measured from the initial recognition of the financial asset. The maximum period considered when measuring
ECL (be it 12-month or lifetime ECL) is the maximum contractual period over which HSBC is exposed to credit risk. For wholesale
overdrafts, credit risk management actions are taken no less frequently than on an annual basis and therefore this period is to the
expected date of the next substantive credit review. The date of the substantive credit review also represents the initial recognition of the
new facility. However, where the financial instrument includes both a drawn and undrawn commitment and the contractual ability to
demand repayment and cancel the undrawn commitment does not serve to limit HSBC’s exposure to credit risk to the contractual notice
period, the contractual period does not determine the maximum period considered. Instead, ECL is measured over the period HSBC
remains exposed to credit risk that is not mitigated by credit risk management actions. This applies to retail overdrafts and credit cards,
where the period is the average time taken for stage 2 exposures to default or close as performing accounts, determined on a portfolio
basis and ranging from between two and six years. In addition, for these facilities it is not possible to identify the ECL on the loan
commitment component separately from the financial asset component. As a result, the total ECL is recognised in the loss allowance for
the financial asset unless the total ECL exceeds the gross carrying amount of the financial asset, in which case the ECL is recognised as
a provision.
Forward-looking economic inputs
HSBC applies multiple forward-looking global economic scenarios determined with reference to external forecast distributions
representative of our view of forecast economic conditions. This approach is considered sufficient to calculate unbiased expected loss in
most economic environments. In certain economic environments, additional analysis may be necessary and may result in additional
scenarios or adjustments, to reflect a range of possible economic outcomes sufficient for an unbiased estimate. The detailed
methodology is disclosed in ‘Measurement uncertainty and sensitivity analysis of ECL estimates’ on page 127.
Critical accounting estimates and judgements
The calculation of the Group’s ECL under IFRS 9 requires the Group to make a number of judgements, assumptions and estimates. The most significant are
set out below:
Judgements
Estimates
• Defining what is considered to be a significant increase in credit risk
• Determining the lifetime and point of initial recognition of overdrafts and credit cards
• Selecting and calibrating the PD, LGD and EAD models, which support the calculations,
including making reasonable and supportable judgements about how models react to current
and future economic conditions
• Selecting model inputs and economic forecasts, including determining whether sufficient and
appropriately weighted economic forecasts are incorporated to calculate unbiased expected loss
• The sections marked as audited on pages 127 to
141, ‘Measurement uncertainty and sensitivity
analysis of ECL estimates’ set out the
assumptions used in determining ECL and
provide an indication of the sensitivity of the
result to the application of different weightings
being applied to different economic assumptions
• Making management adjustments to account for late breaking events, model and data
limitations and deficiencies, and expert credit judgements
(j)
Insurance contracts
A contract is classified as an insurance contract where HSBC accepts significant insurance risk from another party by agreeing to
compensate that party on the occurrence of a specified uncertain future event. An insurance contract may also transfer financial risk, but
is accounted for as an insurance contract if the insurance risk is significant. In addition, HSBC issues investment contracts with
discretionary participation features (‘DPF‘), which are also accounted for as insurance contracts as required by IFRS 4 ‘Insurance
Contracts’.
296 HSBC Holdings plc Annual Report and Accounts 2020
Net insurance premium income
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. Reinsurance premiums are accounted for in the same accounting period as the premiums
for the direct insurance contracts to which they relate.
Net insurance claims and benefits paid and movements in liabilities to policyholders
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.
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.
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.
Future profit participation on insurance contracts with DPF
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 the actual performance of the investment portfolio to date and
management’s expectation of the future performance of the assets backing the contracts, as well as other experience factors such as
mortality, lapses and operational efficiency, where appropriate. The benefits to policyholders may be determined by the contractual
terms, regulation, or past distribution policy.
Investment contracts with DPF
While investment contracts with DPF are financial instruments, they continue to be treated as insurance contracts as required by IFRS 4.
The Group therefore recognises the premiums for these 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
HSBC recognises the value placed on insurance contracts and investment contracts with DPF, which are classified as long-term and in-
force at the balance sheet date, 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
business (‘PVIF’) is determined by discounting those expected future profits 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.
(k) Employee compensation and benefits
Share-based payments
HSBC enters into both equity-settled and cash-settled share-based payment arrangements with its employees as compensation for the
provision of their services.
The vesting period for these schemes may commence before the legal grant date if the employees have started to render services in
respect of the award before the legal grant date, where there is a shared understanding of the terms and conditions of the arrangement.
Expenses are recognised when the employee starts to render service to which the award relates.
Cancellations result from the failure to meet a non-vesting condition during the vesting period, and are treated as an acceleration of
vesting recognised immediately in the income statement. Failure to meet a vesting condition by the employee is not treated as a
cancellation, and the amount of expense recognised for the award is adjusted to reflect the number of awards expected to vest.
Post-employment benefit plans
HSBC operates a number of pension schemes including defined benefit, defined contribution and post-employment benefit schemes.
Payments to defined contribution schemes are charged as an expense as the employees render service.
Defined benefit pension obligations are calculated 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 asset or liability, and is presented in operating
expenses. Remeasurements of the net defined benefit asset or 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. The net defined benefit asset or liability represents the present value of defined benefit obligations reduced by the fair value of
plan assets (see policy (c)), after applying the asset ceiling test, where the 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 plans are accounted for on the same basis as defined benefit pension plans.
HSBC Holdings plc Annual Report and Accounts 2020 297
Financial statements
Notes on the financial statements
Critical accounting estimates and judgements
The most significant critical accounting estimates relate to the determination of key assumptions applied in calculating the defined benefit pension
obligation for the principal plan.
Judgements
Estimates
• A range of assumptions could be applied, and different assumptions could
significantly alter the defined benefit obligation and the amounts recognised in
profit or loss or OCI.
• The calculation of the defined benefit pension obligation includes assumptions with
regard to the discount rate, inflation rate, pension payments and deferred pensions,
pay and mortality. Management determines these assumptions in consultation with
the plan’s actuaries.
• Key assumptions used in calculating the defined benefit pension obligation for the
principal plan and the sensitivity of the calculation to different assumptions are
described in Note 5
(l)
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 the tax is recognised in the same statement as
the related item appears.
Current tax is the tax expected to be payable on the taxable profit for the year and on 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.
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 is calculated using the tax rates expected to apply in the
periods in which the assets will be realised or the liabilities settled.
Current and deferred tax are calculated based on tax rates and laws enacted, or substantively enacted, by the balance sheet date.
Critical accounting estimates and judgements
The recognition of deferred tax assets depends on judgements
Judgements
Estimates
• Assessing the probability and sufficiency of future taxable profits, taking into
account the future reversal of existing taxable temporary differences and tax
planning strategies including corporate reorganisations
(m) Provisions, contingent liabilities and guarantees
Provisions
Provisions are recognised when it is probable that an outflow of economic benefits will be required to settle a present legal or
constructive obligation that has arisen as a result of past events and for which a reliable estimate can be made.
Critical accounting estimates and judgements
The recognition and measurement of provisions requires the Group to make a number of judgements, assumptions and estimates. The most significant are
set out below:
Judgements
Estimates
• Determining whether a present obligation exists. Professional
advice is taken on the assessment of litigation and similar
obligations
• 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, management
and legal advisers evaluate on an ongoing basis whether
provisions should be recognised, revising previous estimates as
appropriate. At more advanced stages, it is typically easier to
make estimates around a better defined set of possible
outcomes
• Provisions for legal proceedings and regulatory matters remain very sensitive to
the assumptions used in the estimate. There could be a wider 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
• Provisions for customer remediation also require significant levels of estimation.
The amounts of provisions recognised depend on a number of different
assumptions, the most significant of which are the uphold rate and average
redress for complaints yet to be worked. More information about these
assumptions is included in Note 27
Contingent liabilities, contractual commitments and guarantees
Contingent liabilities
Contingent liabilities, which include certain guarantees and letters of credit pledged as collateral security, and contingent liabilities
related to legal proceedings or regulatory matters, are not recognised in the financial statements but are disclosed unless the probability
of settlement is remote.
Financial guarantee contracts
Liabilities under financial guarantee contracts that are not classified as insurance contracts are recorded initially at their fair value, which
is generally the fee received or present value of the fee receivable.
HSBC Holdings has issued financial guarantees and similar contracts to other Group entities. HSBC elects to account for certain
guarantees as insurance contracts in HSBC Holdings’ financial statements, in which case they are measured and recognised as
insurance liabilities. This election is made on a contract-by-contract basis, and is irrevocable.
298 HSBC Holdings plc Annual Report and Accounts 2020
(n)
Impairment of non-financial assets
Software under development is tested for impairment at least annually. Other non-financial assets are property, plant and equipment,
intangible assets (excluding goodwill) and right-of-use assets. They are tested for impairment at the individual asset level when there is
indication of impairment at that level, or at the CGU level for assets that do not have a recoverable amount at the individual asset level.
In addition, impairment is also tested at the CGU level when there is indication of impairment at that level. For this purpose, CGUs are
considered to be the principal operating legal entities divided by global business.
Impairment testing compares the carrying amount of the non-financial asset or CGU with its recoverable amount, which is the higher of
the fair value less costs of disposal or the value in use. The carrying amount of a CGU comprises the carrying value of its assets and
liabilities, including non-financial assets that are directly attributable to it and non-financial assets that can be allocated to it on a
reasonable and consistent basis. Non-financial assets that cannot be allocated to an individual CGU are tested for impairment at an
appropriate grouping of CGUs. The recoverable amount of the CGU is the higher of the fair value less costs of disposal of the CGU,
which is determined by independent and qualified valuers where relevant, and the value in use, which is calculated based on appropriate
inputs (see Note 21).
When the recoverable amount of a CGU is less than its carrying amount, an impairment loss is recognised in the income statement to
the extent that the impairment can be allocated on a pro-rata basis to the non-financial assets by reducing their carrying amounts to the
higher of their respective individual recoverable amount or nil. Impairment is not allocated to the financial assets in a CGU.
Impairment loss recognised in prior periods for non-financial assets is reversed when there has been a change in the estimate used to
determine the recoverable amount. The impairment loss is reversed to the extent that the carrying amount of the non-financial assets
would not exceed the amount that would have been determined (net of amortisation or depreciation) had no impairment loss been
recognised in prior periods.
Critical accounting estimates and judgements
The review of goodwill and other non-financial assets 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 described in the Critical accounting estimates and judgements in
Note 1.2(a).
2
Net fee income
Net fee income by global business
Wealth and
Personal
Banking
Commercial
Banking
2020
Global
Banking and
Markets
Corporate
Centre
Funds under management
Cards
Broking income
Credit facilities
Account services
Underwriting
Global custody
Unit trusts
Remittances
Imports/exports
Insurance agency commission
Other
Fee income
Less: fee expense
Net fee income
Funds under management
Cards
Broking income
Credit facilities
Account services
Underwriting
Global custody
Unit trusts
Remittances
Imports/exports
Insurance agency commission
Other
Fee income
Less: fee expense
Net Fee income
$m
1,686
1,564
862
93
431
5
189
881
77
—
307
1,123
7,218
(1,810)
5,408
Wealth and
Personal
Banking
$m
Commercial
Banking
$m
1,597
1,602
485
90
991
3
135
1,011
77
1
356
1,284
7,632
(1,998)
5,634
120
358
40
785
654
6
18
22
362
497
20
887
3,769
(380)
3,389
$m
126
360
61
740
598
9
22
18
313
417
17
893
3,574
(349)
3,225
20191
Global
Banking and
Markets
$m
460
15
532
743
365
821
564
2
311
164
1
$m
477
25
616
626
264
1,002
723
—
288
160
1
2,369
6,551
(3,284)
3,267
Corporate
Centre
$m
—
—
—
—
(7)
(1)
—
—
(3)
—
—
2,353
6,331
(3,292)
3,039
(2,282)
(2,293)
2,254
(39)
$m
—
—
—
—
—
(1)
—
—
(1)
—
—
Total
$m
2,289
1,949
1,539
1,459
1,293
1,015
934
899
677
577
325
(2,290)
(2,292)
2,266
(26)
2,095
15,051
(3,177)
11,874
2018
Total
$m
2,221
1,956
1,210
1,723
2,177
723
736
1,038
778
709
404
2,369
16,044
(3,424)
12,620
Total
$m
2,177
1,975
1,057
1,618
2,003
829
717
1,035
747
662
377
2,242
15,439
(3,416)
12,023
1 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly. For further guidance, see Note 10:
Segmental Analysis on page 311.
HSBC Holdings plc Annual Report and Accounts 2020 299
Financial statements
Notes on the financial statements
Net fee income includes $5,858m of fees earned on financial assets that are not at fair value through profit or loss, other than amounts
included in determining the effective interest rate (2019: $6,647m; 2018: $7,522m), $1,260m of fees payable on financial liabilities that
are not at fair value through profit or loss, other than amounts included in determining the effective interest rate (2019: $1,450m; 2018:
$1,682m), $3,426m of fees earned on trust and other fiduciary activities (2019: $3,110m; 2018: $3,165m) and $267m of fees payable
relating to trust and other fiduciary activities (2019: $237m; 2018: $175m).
3
Net income from financial instruments measured at fair value through profit or loss
Net income/(expense) arising on:
Net trading activities
Other instruments managed on a fair value basis
Net income from financial instruments held for trading or managed on a fair value basis
Financial assets held to meet liabilities under insurance and investment contracts
Liabilities to customers under investment contracts
Net income/(expense) from assets and liabilities of insurance businesses, including related
derivatives, measured at fair value through profit or loss
Derivatives managed in conjunction with HSBC’s issued debt securities
Other changes in fair value
Changes in fair value of designated debt and related derivatives
Footnotes
1
2020
$m
11,074
(1,492)
9,582
2,481
(400)
2,081
2,619
(2,388)
231
2019
$m
16,121
(5,890)
10,231
3,830
(352)
3,478
2,561
(2,471)
90
Changes in fair value of other financial instruments mandatorily measured at fair value through profit or
loss
Year ended 31 Dec
455
812
12,349
14,611
1 The debt instruments, issued for funding purposes, are designated under the fair value option to reduce an accounting mismatch.
HSBC Holdings
Net income/(expense) arising on:
– trading activities
– other instruments managed on a fair value basis
Net income from financial instruments held for trading or managed on a fair value basis
Derivatives managed in conjunction with HSBC Holdings-issued debt securities
Other changes in fair value
Changes in fair value of designated debt and related derivatives
Changes in fair value of other financial instruments mandatorily measured at fair value through profit or loss
2020
$m
(336)
1,137
801
694
(1,020)
(326)
1,141
1,616
2019
$m
(559)
2,036
1,477
764
(1,124)
(360)
1,659
2,776
2018
$m
6,982
2,549
9,531
(1,585)
97
(1,488)
(626)
529
(97)
695
8,641
2018
$m
(176)
421
245
(337)
260
(77)
43
211
Non-linked
insurance
Linked life
insurance
$m
8,321
(362)
7,959
9,353
(1,465)
7,888
8,616
(672)
7,944
$m
579
(8)
571
489
(7)
482
422
(7)
415
Investment
contracts with
DPF1
$m
Total
$m
1,563
10,463
—
(370)
1,563
10,093
2,266
—
2,266
2,300
—
2,300
12,108
(1,472)
10,636
11,338
(679)
10,659
Year ended 31 Dec
4
Insurance business
Net insurance premium income
Gross insurance premium income
Reinsurers’ share of gross insurance premium income
Year ended 31 Dec 2020
Gross insurance premium income
Reinsurers’ share of gross insurance premium income
Year ended 31 Dec 2019
Gross insurance premium income
Reinsurers’ share of gross insurance premium income
Year ended 31 Dec 2018
1 Discretionary participation features.
300 HSBC Holdings plc Annual Report and Accounts 2020
Net insurance claims and benefits paid and movement in liabilities to policyholders
Gross claims and benefits paid and movement in liabilities
– claims, benefits and surrenders paid
– movement in liabilities
Reinsurers’ share of claims and benefits paid and movement in liabilities
– claims, benefits and surrenders paid
– movement in liabilities
Year ended 31 Dec 2020
Gross claims and benefits paid and movement in liabilities
– claims, benefits and surrenders paid
– movement in liabilities
Reinsurers’ share of claims and benefits paid and movement in liabilities
– claims, benefits and surrenders paid
– movement in liabilities
Year ended 31 Dec 2019
Gross claims and benefits paid and movement in liabilities
– claims, benefits and surrenders paid
– movement in liabilities
Reinsurers’ share of claims and benefits paid and movement in liabilities
– claims, benefits and surrenders paid
– movement in liabilities
Year ended 31 Dec 2018
1 Discretionary participation features.
Liabilities under insurance contracts
Gross liabilities under insurance contracts at 1 Jan 2020
Claims and benefits paid
Increase in liabilities to policyholders
Exchange differences and other movements
Gross liabilities under insurance contracts at 31 Dec 2020
Reinsurers’ share of liabilities under insurance contracts
Net liabilities under insurance contracts at 31 Dec 2020
Gross liabilities under insurance contracts at 1 Jan 2019
Claims and benefits paid
Increase in liabilities to policyholders
Exchange differences and other movements
Gross liabilities under insurance contracts at 31 Dec 2019
Reinsurers’ share of liabilities under insurance contracts
Net liabilities under insurance contracts at 31 Dec 2019
Non-linked
insurance
Linked life
insurance
Investment
contracts with
DPF1
$m
10,050
3,695
6,355
(366)
(430)
64
$m
1,112
900
212
(4)
(10)
6
$m
1,853
2,083
(230)
—
—
—
Total
$m
13,015
6,678
6,337
(370)
(440)
70
9,684
1,108
1,853
12,645
11,305
3,783
7,522
(1,402)
(411)
(991)
9,903
8,943
3,852
5,091
(605)
(311)
(294)
8,338
1,217
900
317
(4)
(17)
13
3,810
1,921
1,889
—
—
—
16,332
6,604
9,728
(1,406)
(428)
(978)
1,213
3,810
14,926
(446)
1,088
(1,534)
191
(181)
372
(255)
1,724
1,869
(145)
—
—
—
1,724
10,221
6,809
3,412
(414)
(492)
78
9,807
Non-linked
insurance
Linked life
insurance
Investment
contracts with
DPF1
Footnotes
2
2
$m
65,324
(3,695)
10,050
785
72,464
(3,434)
69,030
57,283
(3,804)
11,326
519
65,324
(3,521)
61,803
$m
6,151
(900)
1,112
86
6,449
(14)
6,435
5,789
(900)
1,217
45
6,151
(71)
6,080
$m
25,964
(2,083)
1,853
2,544
Total
$m
97,439
(6,678)
13,015
3,415
28,278
107,191
—
(3,448)
28,278
103,743
24,258
(1,900)
3,789
(183)
25,964
—
25,964
87,330
(6,604)
16,332
381
97,439
(3,592)
93,847
1 Discretionary participation features.
2 ‘Exchange differences and other movements’ includes movements in liabilities arising from net unrealised investment gains recognised in other
comprehensive income.
The key factors contributing to the movement in liabilities to policyholders included movements in the market value of assets supporting
policyholder liabilities, death claims, surrenders, lapses, new business, the declaration of bonuses and other amounts attributable to
policyholders.
5
Employee compensation and benefits
Wages and salaries
Social security costs
Post-employment benefits
Year ended 31 Dec
2020
$m
15,752
1,378
946
18,076
2019
$m
15,581
1,472
949
18,002
2018
$m
14,751
1,490
1,132
17,373
HSBC Holdings plc Annual Report and Accounts 2020 301
Financial statements
Notes on the financial statements
Average number of persons employed by HSBC during the year by global business
Wealth and Personal Banking
Commercial Banking
Global Banking and Markets
Corporate Centre
Year ended 31 Dec
2020
144,615
45,631
49,055
411
239,712
20191
148,680
46,584
51,313
478
20181
144,109
48,983
49,217
541
247,055
242,850
1 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly. For further guidance, see Note 10:
Segmental analysis on page 311.
Average number of persons employed by HSBC during the year by geographical region
Europe
Asia
Middle East and North Africa
North America
Latin America
Year ended 31 Dec
2020
64,886
129,923
9,550
15,430
19,923
239,712
2019
66,392
133,624
9,798
16,615
20,626
2018
67,007
127,992
9,798
17,350
20,703
247,055
242,850
Reconciliation of total incentive awards granted to income statement charge
Total incentive awards approved for the current year
Less: deferred bonuses awarded, expected to be recognised in future periods
Total incentives awarded and recognised in the current year
Add: current year charges for deferred bonuses from previous years
Other
Income statement charge for incentive awards
Share-based payments
2020
$m
2,659
(239)
2,420
286
2
2,708
2019
$m
3,341
(337)
3,004
327
(55)
3,276
‘Wages and salaries’ includes the effect of share-based payments arrangements, of which $434m was equity settled (2019: $478m;
2018: $450m), as follows:
Conditional share awards
Savings-related and other share award option plans
Year ended 31 Dec
HSBC share awards
Award
Policy
2020
$m
411
51
462
2019
$m
521
30
551
2018
$m
3,473
(351)
3,122
322
(70)
3,374
2018
$m
499
23
522
Deferred share awards
(including annual incentive
awards, LTI awards
delivered in shares) and
Group Performance Share
Plans (‘GPSP’)
An assessment of performance over the relevant period ending on 31 December is used to determine the amount of the
award to be granted.
• Deferred awards generally require employees to remain in employment over the vesting period and are generally not
subject to performance conditions after the grant date. An exception to these are the LTI awards, which are subject to
performance conditions.
• Deferred share awards generally vest over a period of three, five or seven years.
• Vested shares may be subject to a retention requirement post-vesting. GPSP awards are retained until cessation of
employment.
• Awards are subject to a malus provision prior to vesting.
• Awards granted to Material Risk Takers from 2015 onwards are subject to clawback post-vesting.
International Employee
Share Purchase Plan
(‘ShareMatch’)
The plan was first introduced in Hong Kong in 2013 and now includes employees based in 27 jurisdictions.
• Shares are purchased in the market each quarter up to a maximum value of £750, or the equivalent in local currency.
• Matching awards are added at a ratio of one free share for every three purchased.
• Matching awards vest subject to continued employment and the retention of the purchased shares for a maximum
period of two years and nine months.
Movement on HSBC share awards
Conditional share awards outstanding at 1 Jan
Additions during the year
Released in the year
Forfeited in the year
Conditional share awards outstanding at 31 Dec
Weighted average fair value of awards granted ($)
302 HSBC Holdings plc Annual Report and Accounts 2020
2020
Number
(000s)
97,055
72,443
(60,673)
(5,352)
103,473
7.28
2019
Number
(000s)
94,897
71,858
(67,737)
(1,963)
97,055
7.89
HSBC share option plans
Main plans
Policy
Savings-related share
option plans (‘Sharesave’)
• From 2014, employees eligible for the UK plan could save up to £500 per month with the option to use the savings to
acquire shares.
• These are generally exercisable within six months following either the third or fifth anniversary of the commencement
of a three-year or five-year contract, respectively.
• The exercise price is set at a 20% (2019: 20%) discount to the market value immediately preceding the date of
invitation.
Calculation of fair values
The fair values of share options 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.
Movement on HSBC share option plans
Outstanding at 1 Jan 2020
Granted during the year
Exercised during the year
Expired during the year
Forfeited during the year
Outstanding at 31 Dec 2020
– of which exercisable
Weighted average remaining contractual life (years)
Outstanding at 1 Jan 2019
Granted during the year
Exercised during the year
Expired during the year
Forfeited during the year
Outstanding at 31 Dec 2019
– of which exercisable
Weighted average remaining contractual life (years)
1 Weighted average exercise price.
2 The weighted average fair value of options granted during the year was $0.47 (2019: $1.36).
3 The weighted average share price at the date the options were exercised was $7.08 (2019: $7.99).
Post-employment benefit plans
Footnotes
2
3
2
3
Savings-related
share option plans
Number
(000s)
65,060
111,469
(1,387)
(43,032)
(1,158)
130,952
8,170
3.68
57,065
32,130
(11,806)
(11,321)
(1,008)
65,060
2,149
2.77
WAEP1
£
4.81
2.63
4.48
4.81
4.88
2.97
4.50
4.92
4.69
4.40
5.46
4.99
4.81
4.53
The Group operates pension plans throughout the world for its employees. ‘Pension risk management processes’ on page 172 contains
details of the policies and practices associated with these pension plans, some of which are defined benefit plans. The largest defined
benefit plan is the HBUK section of the HSBC Bank (UK) Pension Scheme (‘the principal plan’), created as a result of the HSBC Bank (UK)
Pension Scheme being fully sectionalised in 2018 to meet the requirements of the Banking Reform Act.
HSBC holds on its balance sheet the net surplus or deficit, which is the difference between the fair value of plan assets and the
discounted value of scheme liabilities at the balance sheet date for each plan. Surpluses are only recognised to the extent that they are
recoverable through reduced contributions in the future or through potential future refunds from the schemes. In assessing whether a
surplus is recoverable, HSBC has considered its current right to obtain a future refund or a reduction in future contributions together
with the rights of third parties such as trustees.
The principal plan
The principal plan has a defined benefit section and a defined contribution section. The defined benefit section was closed to future
benefit accrual in 2015, with defined benefits earned by employees at that date continuing to be linked to their salary while they remain
employed by HSBC. The plan is overseen by an independent corporate trustee, who has a fiduciary responsibility for the operation of the
plan. Its assets are held separately from the assets of the Group.
The investment strategy of the plan is to hold the majority of assets in bonds, with the remainder in a diverse range of investments. It
also includes some interest rate swaps to reduce interest rate risk and inflation swaps to reduce inflation risk.
The latest funding valuation of the plan at 31 December 2019 was carried out by Colin G Singer of Willis Towers Watson Limited, who is
a Fellow of the UK Institute and Faculty of Actuaries, using the projected unit credit method. At that date, the market value of the plan’s
assets was £31.1bn ($41.1bn) and this exceeded the value placed on its liabilities on an ongoing basis by £2.5bn ($3.3bn), giving a
funding level of 109%. These figures include defined contribution assets amounting to £2.4bn ($3.2bn). The main differences between
the assumptions used for assessing the defined benefit liabilities for this funding valuation and those used for IAS 19 are more prudent
assumptions for discount rate, inflation rate and life expectancy. The next funding valuation will have an effective date of 31 December
2022.
Although the plan was in surplus at the valuation date, HSBC continues to make further contributions to the plan to support a lower-risk
investment strategy over the longer term. The remaining contribution is £160m ($218m) to be paid in 2021. The main employer of the
principal plan is HSBC UK Bank plc, with additional support from HSBC Holdings plc. The HSBC Bank (UK) Pension Scheme is fully
sectionalised and no entities outside the ring fence participate in the HBUK section. The sectionalisation, which took place in 2018, did
not materially affect the overall funding position of the plan.
HSBC Holdings plc Annual Report and Accounts 2020 303
Financial statements
Notes on the financial statements
The actuary also assessed the value of the liabilities if the plan were to have been stopped and an insurance company asked to secure all
future pension payments. This is generally larger than the amount needed on the ongoing basis described above because an insurance
company would use more prudent assumptions and include an explicit allowance for the future administrative expenses of the plan.
Under this approach, the amount of assets needed was estimated to be £33bn ($44bn) at 31 December 2019.
Guaranteed minimum pension equalisation
Following a judgment issued by the High Court of Justice of England and Wales in 2018, we estimated the financial effect of equalising
benefits in respect of guaranteed minimum pension (‘GMP’) equalisation, and any potential conversion of GMPs into non-GMP benefits,
to be an approximate 0.9% increase in the principal plan’s liabilities, or £187m ($239m). This was recognised in the income statement in
2018. A further judgment by the High Court on 20 November 2020 ruled that GMPs should also be equalised for those who had
previously transferred benefits from the principal plan to another arrangement, with £13m ($17m) consequently being recognised in
2020. We continue to assess the impact of GMP equalisation.
Income statement charge
Defined benefit pension plans
Defined contribution pension plans
Pension plans
Defined benefit and contribution healthcare plans
Year ended 31 Dec
2020
$m
146
775
921
25
946
2019
$m
176
758
934
15
949
2018
$m
355
756
1,111
21
1,132
Net assets/(liabilities) recognised on the balance sheet in respect of defined benefit plans
Defined benefit pension plans
Defined benefit healthcare plans
At 31 Dec 2020
Total employee benefit liabilities (within Note 26 ‘Accruals, deferred income and other
liabilities’)
Total employee benefit assets (within Note 22 ‘Prepayments, accrued income and
other assets’)
Defined benefit pension plans
Defined benefit healthcare plans
At 31 Dec 2019
Total employee benefit liabilities (within Note 26 ‘Accruals, deferred income and other
liabilities’)
Total employee benefit assets (within Note 22 ‘Prepayments, accrued income and other assets’)
HSBC Holdings
Fair value of
plan assets
Present value
of defined
benefit
obligations
Effect of
limit on plan
surpluses
$m
$m
52,990
(43,995)
114
(639)
53,104
(44,634)
47,567
121
47,688
(40,582)
(580)
(41,162)
$m
(44)
—
(44)
(16)
—
(16)
Total
$m
8,951
(525)
8,426
(2,025)
10,450
6,969
(459)
6,510
(1,771)
8,280
Employee compensation and benefit expense in respect of HSBC Holdings’ employees in 2020 amounted to $56m (2019: $37m). The
average number of persons employed during 2020 was 59 (2019: 60). Employees 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 plans and recognises these contributions as an expense as they fall due.
304 HSBC Holdings plc Annual Report and Accounts 2020
Defined benefit pension plans
Net asset/(liability) under defined benefit pension plans
At 1 Jan 2020
Service cost
– current service cost
– past service cost and gains/(losses) from settlements
Net interest income/(cost) on the net defined benefit asset/
(liability)
Remeasurement effects recognised in other comprehensive
income
– return on plan assets (excluding interest income)
– actuarial gains/(losses)2
– other changes
Exchange differences
Benefits paid
Other movements4
At 31 Dec 2020
At 1 Jan 2019
Service cost
– current service cost
– past service cost and losses from settlements
Net interest income/(cost) on the net defined benefit asset/
(liability)
Remeasurement effects recognised in other comprehensive
income
– return on plan assets (excluding interest income)
– actuarial gains/(losses)2,3
– other changes3
Exchange differences
Benefits paid
Other movements4
At 31 Dec 2019
Fair value of plan
assets
Present value of
defined benefit
obligations
Effect of the asset
ceiling
Net defined benefit
asset/(liability)
Principal1
plan
$m
Other
plans
$m
Principal1
plan
$m
Other
plans
$m
Principal1
plan
$m
37,874
9,693
(30,158)
(10,424)
—
—
—
—
—
—
(68)
(28)
(40)
(172)
(184)
12
726
233
(575)
(245)
3,173
3,173
—
—
1,446
(1,148)
434
879
(2,118)
(547)
692
—
—
(2,118)
187
249
—
(1,100)
(652)
1,148
83
(134)
—
(428)
(119)
(387)
727
58
42,505
10,485
(33,005)
(10,990)
34,074
8,725
(26,616)
(9,967)
—
—
—
—
—
—
(64)
(40)
(24)
(246)
(183)
(63)
939
269
(728)
(293)
2,205
2,205
—
—
1,300
(1,014)
370
867
870
—
(3)
181
(620)
271
(2,548)
—
(2,548)
—
(1,036)
1,014
(180)
(521)
—
(507)
(14)
(180)
694
89
37,874
9,693
(30,158)
(10,424)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
Other
plans
$m
Principal1
plan
$m
(16)
7,716
—
—
—
(68)
(28)
(40)
Other
plans
$m
(747)
(172)
(184)
12
—
151
(12)
(26)
1,055
—
—
(26)
(2)
—
—
3,173
(2,118)
—
346
—
300
306
692
(428)
42
(140)
75
141
(44)
9,500
(549)
(35)
7,458
(1,277)
—
—
—
(64)
(40)
(24)
(246)
(183)
(63)
—
211
(24)
20
—
—
20
(1)
—
—
(343)
2,205
(2,548)
—
264
—
190
(16)
7,716
366
870
(507)
3
—
74
360
(747)
1 For further details of the principal plan, see page 303.
2 Actuarial gains/(losses) for our principal plan includes losses relating to financial assumptions of $3,179m (2019: $3,049m), gains relating to
demographic assumptions of $86m (2019: $186m) and experience adjustments of $975m (2019: $315m). Actuarial gains/(losses) for our other
plans includes losses relating to financial assumptions of $564m (2019: $847m), gains relating to demographic assumptions of $49m (2019:
$94m) and experience adjustments of $87m (2019: $246m).
3 The comparatives have been re-presented to reclassify gains and losses relating to demographic and experience assumptions in other plans from
'other changes' to 'actuarial gains and losses’.
4 Other movements include contributions by HSBC, contributions by employees, administrative costs and taxes paid by plan.
HSBC expects to make $376m of contributions to defined benefit pension plans during 2021. 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
The principal plan1,2
Other plans1
2021
$m
1,274
495
2022
$m
1,312
520
2023
$m
1,352
486
2024
$m
1,393
472
2025
$m
1,434
470
2026-2030
$m
7,840
2,322
1 The duration of the defined benefit obligation is 17.4 years for the principal plan under the disclosure assumptions adopted (2019: 18.1 years) and
13.5 years for all other plans combined (2019: 13.2 years).
2 For further details of the principal plan, see page 303.
HSBC Holdings plc Annual Report and Accounts 2020 305
Financial statements
Notes on the financial statements
Fair value of plan assets by asset classes
31 Dec 2020
Quoted
market price
in active
market
No quoted
market price
in active
market
$m
$m
Value
$m
42,505
37,689
4,816
268
7
36,198
35,479
1,973
4,066
10,485
1,484
7,624
(57)
1,434
—
2,203
9,512
1,069
7,143
—
1,300
261
719
1,973
1,863
973
415
481
(57)
134
Thereof
HSBC1
$m
Value
$m
31 Dec 2019
Quoted
market price
in active
market
No quoted
market price
in active
market
$m
$m
Thereof
HSBC1
$m
973
—
—
973
—
54
3
10
—
41
37,874
33,921
3,953
1,183
662
312
31,699
31,699
2,052
3,461
9,693
2,065
6,608
—
1,020
—
1,910
8,702
1,455
6,376
—
871
350
—
2,052
1,551
991
610
232
—
149
—
—
1,183
—
239
2
8
—
229
The principal plan2
Fair value of plan assets
– equities
– bonds
– derivatives
– other
Other plans
Fair value of plan assets
– equities
– bonds
– derivatives
– other
1 The fair value of plan assets includes derivatives entered into with HSBC Bank plc as detailed in Note 35. These derivatives are presented within
the principal plan at 31 December 2020. Comparatives have been re-presented.
2 For further details on the principal plan, see page 303.
Post-employment defined benefit plans’ principal actuarial financial assumptions
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.
Key actuarial assumptions for the principal plan1
UK
At 31 Dec 2020
At 31 Dec 2019
Discount rate
Inflation rate Rate of increase for pensions
Rate of pay increase
%
1.45
2.00
%
3.05
3.10
%
3.00
2.90
%
2.75
3.65
1 For further details on the principal plan, see page 303.
Mortality tables and average life expectancy at age 601 for the principal plan
UK
At 31 Dec 2020
At 31 Dec 2019
Mortality
table
Life expectancy at age 60 for
a male member currently:
Life expectancy at age 60 for
a female member currently:
Aged 60
Aged 40
Aged 60
Aged 40
SAPS S32
SAPS S23
27.0
28.0
28.5
29.4
28.1
28.2
29.7
29.8
1 For further details of the principal plan, see page 303.
2 Self-administered pension scheme (‘SAPS’) S3 table (males: 'Normal health pensioners, Light' version; females: 'Normal health pensioners,
Heavy' version) with a multiplier of 1 for both male and female pensioners. Improvements are projected in accordance with the continual
mortality investigation (‘CMI’) 2019 core projection model with a long-term rate of improvement of 0.25% per annum and a long-term rate of
improvement of 1.25% per annum. Separate tables have been applied to lower-paid pensioners and dependant members.
3 Self-administered pension scheme (‘SAPS’) S2 table (males: 'Normal health pensioners' version; females: 'All pensioners' version) with a
multiplier of 0.94 for male and 1.15 for female pensioners. Improvements are projected in accordance with the continual mortality investigation
(‘CMI’) 2019 core projection model with an initial addition to improvements of 0.25% per annum and a long-term rate of improvement of 1.25%
per annum. Separate tables have been applied to lower-paid pensioners and dependant members.
The effect of changes in key assumptions on the principal plan1
Discount rate – increase/decrease of 0.25%
Inflation rate – increase/decrease of 0.25%
Pension payments and deferred pensions – increase/decrease of 0.25%
Pay – increase/decrease of 0.25%
Change in mortality – increase of 1 year
1 For further details of the principal plan, see page 303.
Impact on HBUK section of the
HSBC Bank (UK) Pension Scheme obligation
Financial impact of increase
Financial impact of decrease
2020
$m
(1,383)
871
1,307
60
1,453
2019
$m
(1,305)
781
1,100
73
1,267
2020
$m
1,475
(830)
(1,222)
(59)
N/A
2019
$m
1,395
(738)
(1,026)
(72)
N/A
The above sensitivity analyses are based on a change in an assumption while holding all other assumptions constant. In practice, this in
unlikely to occur, and changes in some of the assumptions may be correlated. When calculating the sensitivity of the defined benefit
obligation to significant actuarial assumptions the same method (present value of the defined benefit obligation calculated with the
projected unit credit method at the end of the reporting period) has been applied as when calculating the defined benefit asset
recognised in the balance sheet. The methods and types of assumptions used in preparing the sensitivity analysis did not change
compared with the prior period.
306 HSBC Holdings plc Annual Report and Accounts 2020
Directors’ emoluments
Details of Directors’ emoluments, pensions and their interests are disclosed in the Directors’ remuneration report on page 229.
6
Auditor’s remuneration
Audit fees payable to PwC
Other audit fees payable
Year ended 31 Dec
Fees payable by HSBC to PwC
Fees for HSBC Holdings’ statutory audit
Fees for other services provided to HSBC
– audit of HSBC’s subsidiaries
– audit-related assurance services
– other assurance services
– taxation compliance services
– taxation advisory services
– other non-audit services
Year ended 31 Dec
2020
$m
92.9
1.0
93.9
2020
$m
21.9
108.3
71.0
17.2
20.1
—
—
—
2019
$m
85.2
0.9
86.1
2019
$m
15.7
95.0
69.5
10.0
12.2
1.6
—
1.7
2018
$m
86.6
0.9
87.5
2018
$m
16.4
103.1
70.2
11.4
13.5
1.4
0.1
6.5
130.2
110.7
119.5
Footnotes
1
2
3,4
3
1 Fees payable to PwC 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.
2 Including services for assurance and other services that relate to statutory and regulatory filings, including interim reviews.
3 Including permitted services relating to attestation reports on internal controls of a service organisation primarily prepared for and used by third
party end user, including comfort letters.
4 Includes reviews of PRA regulatory reporting returns in 2020.
No fees were payable by HSBC to PwC as principal auditor for the following types of services: internal audit services and services related
to litigation, recruitment and remuneration.
Fees payable by HSBC’s associated pension schemes to PwC
Audit of HSBC’s associated pension schemes
Year ended 31 Dec
2020
$000
316
316
2019
$000
250
250
2018
$000
172
172
No fees were payable by HSBC’s associated pension schemes to PwC as principal auditor for the following types of 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, the estimated fees paid to PwC by third parties associated with HSBC amounted to $12.3m (2019: $17.2m;
2018: $14.0m). In these cases, HSBC was connected with the contracting party and may therefore have been involved in appointing
PwC. These fees arose from services such as auditing mutual funds managed by HSBC and reviewing the financial position of corporate
concerns that borrow from HSBC.
Fees payable for non-audit services for HSBC Holdings are not disclosed separately because such fees are disclosed on a consolidated
basis for the Group.
7
Tax
Tax expense
Current tax
– 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
Year ended 31 Dec
Footnotes
1
2
2020
$m
2,700
2,883
(183)
(22)
(341)
58
261
2019
$m
3,768
3,689
79
871
684
(11)
198
2018
$m
4,195
4,158
37
670
656
17
(3)
2,678
4,639
4,865
1 Current tax included Hong Kong profits tax of $888m (2019: $1,413m; 2018: $1,532m). The Hong Kong tax rate applying to the profits of
subsidiaries assessable in Hong Kong was 16.5% (2019: 16.5%; 2018: 16.5%).
In addition to amounts recorded in the income statement, a tax charge of $7m (2019: charge of $6m) was recorded directly to equity.
2
Tax reconciliation
The tax charged to the income statement differs from the tax charge that would apply if all profits had been taxed at the UK corporation
tax rate as follows:
HSBC Holdings plc Annual Report and Accounts 2020 307
Financial statements
Notes on the financial statements
Profit before tax
Tax expense
Taxation at UK corporation tax rate of 19.00% (2019: 19.00%; 2018: 19.00%)
Impact of differently taxed overseas profits in overseas locations
Items increasing tax charge in 2020:
– non-UK movements in unrecognised deferred tax
– UK tax losses not recognised
– other permanent disallowables
– local taxes and overseas withholding taxes
– bank levy
– adjustments in respect of prior period liabilities
– impacts of hyperinflation
– impact of changes in tax rates
– non-deductible regulatory settlements
– non-deductible goodwill write-down
Items reducing tax charge in 2020:
– non-taxable income and gains
– deductions for AT1 coupon payments
– effect of profits in associates and joint ventures
– UK banking surcharge
– non-deductible UK customer compensation
– non-taxable gain on dilution of shareholding in SABB
– other items
Year ended 31 Dec
2020
$m
8,777
1,668
178
%
2019
$m
13,347
19.0
2.0
2,536
253
608
444
322
228
202
78
65
58
33
—
(515)
(310)
(250)
(113)
(18)
—
—
6.9
5.1
3.6
2.6
2.3
0.9
0.7
0.6
0.4
—
(5.8)
(3.5)
(2.8)
(1.3)
(0.2)
—
—
12
364
481
484
184
277
29
(11)
5
1,421
(844)
(263)
(467)
29
382
(181)
(52)
%
19.0
1.9
0.1
2.7
3.6
3.6
1.4
2.1
0.2
(0.1)
—
10.7
(6.3)
(2.0)
(3.5)
0.2
2.9
(1.3)
(0.4)
2018
$m
19,890
3,779
264
32
435
396
437
191
34
78
17
153
—
(691)
—
(492)
229
16
—
(13)
2,678
30.5
4,639
34.8
4,865
%
19.0
1.3
0.2
2.2
2.0
2.2
1.0
0.2
0.4
0.1
0.8
—
(3.5)
—
(2.5)
1.1
0.1
—
(0.1)
24.5
The Group’s profits are taxed at different rates depending on the country or territory in which the profits arise. The key applicable tax
rates for 2020 include Hong Kong (16.5%), the US (21%) and the UK (19%). If the Group’s profits were taxed at the statutory rates of the
countries in which the profits arose, then the tax rate for the year would have been 21.00% (2019: 20.90%). The effective tax rate for the
year of 30.5% (2019: 34.8%) was lower than for 2019. The effective tax rate for 2019 included a non-deductible impairment of goodwill
of $7.3bn (10.7% increase in effective tax rate) and a higher level of non-deductible customer compensation (3.1% increase in effective
tax rate compared with 2020), both of which are non-recurring items. This was partly offset by the impact of non-recognition of deferred
tax, mainly in the UK ($0.4bn) and France ($0.4bn), being greater in 2020 than 2019 (9.2% increase in effective tax rate compared with
2019).
Following an amendment to IAS 12 effective 1 January 2019, the income tax consequences of distributions, including AT1 coupon
payments, were recorded in the income statement tax expense. The 2018 reconciliation has not been restated.
Accounting for taxes involves some estimation because the tax law is uncertain and its application requires a degree of judgement,
which authorities may dispute. Liabilities are recognised based on best estimates of the probable outcome, taking into account external
advice where appropriate. We do not expect significant liabilities to arise in excess of the amounts provided. HSBC only recognises
current and deferred tax assets where recovery is probable.
Movement of deferred tax assets and liabilities
Loan
impairment
provisions
Unused tax
losses and
tax credits
Derivatives, FVOD1
and other
investments
Insurance
business
Expense
provisions
Fixed
assets
Retirement
obligations
Other
Total
Footnotes
Assets
Liabilities
At 1 Jan 2020
Income statement
Other comprehensive income
Equity
Foreign exchange and other adjustments
At 31 Dec 2020
Assets
Liabilities
Assets
Liabilities
At 1 Jan 2019
Income statement
Other comprehensive income
Equity
Foreign exchange and other adjustments
At 31 Dec 2019
Assets
Liabilities
2
2
2
2
$m
983
—
983
295
—
—
(36)
1,242
1,242
—
982
—
982
45
—
—
(44)
983
983
—
$m
1,414
—
1,414
355
—
—
52
1,821
1,821
—
1,156
—
1,156
266
—
—
(8)
1,414
1,414
—
$m
$m
$m
$m
$m
$m
$m
979
—
650 1,002
— 422 5,450
(558)
(1,621)
— —
(1,613)
(401) (4,193)
421
(1,621)
650 1,002
(1,613)
21 1,257
(274)
(32)
(81) (112)
(190)
61
22
(23)
—
(281)
—
—
31
— —
(387)
(660) (1,070)
— —
— — —
(4)
11
(116) 304
(39)
(157)
(1,622)
565 901
(2,306)
(274) 170
548
—
565 901
— 960 6,037
(705)
(1,622)
— —
(2,306) (1,234) (5,867)
492
—
629 1,151
—
738 5,148
(376)
(1,271)
— —
(1,387)
(283) (3,317)
116
(1,271)
629 1,151
(1,387)
455 1,831
(386)
544
—
147
421
979
(303)
(18)
(185)
(149)
(141)
(871)
—
—
(47)
— —
— —
30
(391) 183
— — —
39
36
(107)
98 114
(1,621)
650 1,002
(1,613)
21 1,257
—
650 1,002
—
422 5,450
(558)
(1,621)
— —
(1,613)
(401) (4,193)
1 Fair value of own debt.
2 After netting off balances within countries, the balances as disclosed in the accounts are as follows: deferred tax assets $4,483m (2019: $4,632m)
and deferred tax liabilities $4,313m (2019: $3,375m).
308 HSBC Holdings plc Annual Report and Accounts 2020
In applying judgement in recognising deferred tax assets, management has critically assessed all available information, including future
business profit projections and the track record of meeting forecasts.
The Group’s net deferred tax asset of $0.2bn (2019: $1.3bn) included $2.4bn (2019: $2.8bn) of deferred tax assets relating to the US, of
which $1.0bn related to US tax losses that expire in 13 to 17 years. Management expects the US deferred tax asset to be substantially
recovered in seven to eight years, with the majority recovered in the first five years. During 2020, the Group derecognised $250m of
deferred tax asset relating to US state tax losses as management did not consider there to be sufficient evidence of future taxable profits
against which to recover these losses before they expire. Management’s assessment of the likely availability of future taxable profits
against which to recover the US deferred tax assets takes into consideration the reversal of existing taxable temporary differences, past
business performance and forecasts of future business performance. The most recent financial forecasts approved by management
cover a five-year period and the forecasts have been extrapolated beyond five years by assuming that performance remains constant
after the fifth year.
The Group’s net deferred tax asset of $0.2bn (2019: $1.3bn) also included a net UK deferred tax asset of $0.6bn (2019: liability of
$0.5bn), of which $0.5bn related to UK banking tax losses created in 2020. The net UK deferred tax asset of $0.6bn excludes the
deferred tax liability arising on the UK pension scheme surplus, the reversal of which is not taken into account when estimating future
taxable profits. The UK deferred tax asset is supported by forecasts of taxable profit, also taking into consideration the history of
profitability in the combined UK banking entities and the fact that the loss arising in 2020 arose due to an identifiable and non-recurring
reason, being the economic impacts of Covid-19.
Unrecognised deferred tax
The amount of gross temporary differences, unused tax losses and tax credits for which no deferred tax asset is recognised in the
balance sheet was $15.6bn (2019: $9.9bn). This amount included unused UK corporation tax losses of $9.3bn (2019: $7.3bn) which were
not recognised due to uncertainty regarding the availability of sufficient future taxable profits against which to recover them. Of the total
amounts unrecognised, $11.5bn (2019: $7.4bn) had no expiry date, $0.7bn (2019: $1.3bn) was scheduled to expire within 10 years and
the remaining balance is expected to expire after 10 years.
Deferred tax is not recognised in respect of the Group’s investments in subsidiaries and branches where HSBC is able to control the
timing of remittance or other realisation and where remittance or realisation is not probable in the foreseeable future. The aggregate
temporary differences relating to unrecognised deferred tax liabilities arising on investments in subsidiaries and branches is $12.1bn
(2019: $13.4bn) and the corresponding unrecognised deferred tax liability was $0.7bn (2019: $1.0bn).
8
Dividends
Dividends to shareholders of the parent company
Dividends paid on ordinary shares
In respect of previous year:
– fourth interim dividend
In respect of current year:
– first interim dividend
– second interim dividend
– third interim dividend
Total
Total dividends on preference shares classified as
equity (paid quarterly)
Total coupons on capital securities classified as
equity
Dividends to shareholders
2020
Per
share
$
Total
$m
Settled
in scrip
$m
Per
share
$
2019
Total
$m
Settled
in scrip
$m
Per
share
$
2018
Total
$m
Settled
in scrip
$m
—
—
—
0.21
4,206
1,160
0.21
4,197
393
—
—
—
—
—
—
—
—
—
—
—
—
0.10
0.10
0.10
0.51
2,013
2,021
2,029
375
795
357
10,269
2,687
0.10
0.10
0.10
0.51
2,008
1,990
1,992
213
181
707
10,187
1,494
62.00
90
62.00
90
62.00
90
1,241
1,331
1,324
11,683
1,270
11,547
HSBC Holdings plc Annual Report and Accounts 2020 309
Financial statements
Notes on the financial statements
Total coupons on capital securities classified as equity
Perpetual subordinated capital securities
$2,200m issued at 8.125%
$3,800m issued at 8.000%
Perpetual subordinated contingent convertible securities
$1,500m issued at 5.625%
$2,000m issued at 6.875%
$2,250m issued at 6.375%
$2,450m issued at 6.375%
$3,000m issued at 6.000%
$2,350m issued at 6.250%
$1,800m issued at 6.500%
$1,500m issued at 4.600%
€1,500m issued at 5.250%
€1,000m issued at 6.000%
€1,250m issued at 4.750%
£1,000m issued at 5.875%
SGD1,000m issued at 4.700%
SGD750m issued at 5.000%
Total
2020
Footnotes
First call date Per security
1, 3
2, 3
4
Apr 2013
Dec 2015
$0.000
$0.000
Nov 2019
$56.250
Jun 2021
$68.750
Sep 2024
$63.750
Mar 2025
$63.750
May 2027
$60.000
Mar 2023
$62.500
Mar 2028
$65.000
5
Jun 2031
$46.000
Sep 2022
€52.500
Sep 2023
€60.000
€47.500
July 2029
£58.750
Sep 2026
Jun 2022 SGD47.000
Sep 2023 SGD50.000
Total
$m
—
—
—
138
143
156
180
147
117
—
90
67
67
74
35
27
2019
Total
$m
—
—
84
138
143
156
180
147
117
—
88
66
68
75
34
28
2018
Total
$m
89
76
84
138
143
156
180
73
59
—
95
72
70
—
35
—
1,241
1,324
1,270
1 Discretionary coupons are paid quarterly on the perpetual subordinated capital securities, in denominations of $25 per security.
2 Discretionary coupons are paid semi-annually on the perpetual subordinated contingent convertible securities, in denominations of each
security’s issuance currency 1,000 per security.
3 For further details of these securities, see Note 31.
4 This security was called by HSBC Holdings on 22 November 2019 and was redeemed and cancelled on 17 January 2020. Between the date of
exercise of the call option and the redemption, this security was considered to be a subordinated liability. For further details on additional tier 1
securities, see Note 31.
5 This security was issued by HSBC Holdings on 17 December 2020. The first call date commences six calendar months prior to the reset date of
17 June 2031.
After the end of the year, the Directors approved an interim dividend in respect of the financial year ended 31 December 2020 of $0.15
per ordinary share, a distribution of approximately $3,055m. The interim dividend will be payable on 29 April 2021 to holders on the
Principal Register in the UK, the Hong Kong Overseas Branch Register or the Bermuda Overseas Branch Register on 12 March 2021. No
liability was recorded in the financial statements in respect of the interim dividend for 2020.
On 4 January 2021, HSBC paid a coupon on its €1,250m subordinated capital securities, representing a total distribution of €30m
($36m). No liability was recorded in the balance sheet at 31 December 2020 in respect of this coupon payment.
9
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.
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
Year ended 31 Dec
Basic and diluted earnings per share
2020
$m
5,229
(90)
(1,241)
3,898
2019
$m
2018
$m
7,383
13,727
(90)
(1,324)
5,969
(90)
(1,029)
12,608
2020
Number
of shares
Profit
Footnotes
$m
(millions)
Per
share
$
2019
Number
of shares
Profit
$m
(millions)
Per
share
$
Profit
$m
2018
Number
of shares
(millions)
3,898
20,169
0.19
5,969
20,158
0.30
12,608
19,896
Per
share
$
0.63
Basic
Effect of dilutive
potential ordinary
shares
Diluted
1
1
73
75
87
3,898
20,242
0.19
5,969
20,233
0.30
12,608
19,983
0.63
1 Weighted average number of ordinary shares outstanding (basic) or assuming dilution (diluted).
The number of anti-dilutive employee share options excluded from the weighted average number of dilutive potential ordinary shares is
14.6 million (2019: 1.1 million; 2018: nil).
310 HSBC Holdings plc Annual Report and Accounts 2020
10 Segmental analysis
The Group Chief Executive, supported by the rest of the Group Executive Committee (‘GEC’), is considered the Chief Operating Decision
Maker (‘CODM’) for the purposes of identifying the Group’s reportable segments. Global business results are assessed by the CODM on
the basis of adjusted performance that removes the effects of significant items and currency translation from reported results. Therefore,
we present these results on an adjusted basis as required by IFRSs. The 2019 and 2018 adjusted performance information is presented
on a constant currency basis. The 2019 and 2018 income statements are converted at the average rates of exchange for 2020, and the
balance sheets at 31 December 2019 and 31 December 2018 at the prevailing rates of exchange on 31 December 2020.
Our operations are closely integrated and, accordingly, the presentation of 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 they can be
meaningfully attributed to global businesses. While such allocations have been made on a systematic and consistent basis, they
necessarily involve a degree of subjectivity. Costs that are not allocated to global businesses are included in Corporate Centre.
Where relevant, income and expense amounts presented include the results of inter-segment funding along with inter-company and
inter-business line transactions. All such transactions are undertaken on arm’s length terms. The intra-Group elimination items for the
global businesses are presented in Corporate Centre.
Change in reportable segments
Effective from the second quarter of 2020, we made the following realignments within our internal reporting to the GEC and CODM:
• We simplified our matrix organisational structure by combining Global Private Banking and Retail Banking and Wealth Management
to form Wealth and Personal Banking.
• We reallocated our reporting of Markets Treasury, hyperinflation accounting in Argentina and HSBC Holdings net interest expense
from Corporate Centre to the global businesses.
Comparative data have been re-presented accordingly.
Our global businesses
We provide a comprehensive range of banking and related financial services to our customers in our three global businesses. The
products and services offered to customers are organised by these global businesses.
• Wealth and Personal Banking (‘WPB’) provides a full range of retail banking and wealth products to our customers from personal
banking to ultra high net worth individuals. Typically, customer offerings include retail banking products, such as current and savings
accounts, mortgages and personal loans, credit cards, debit cards and local and international payment services. We also provide
wealth management services, including insurance and investment products, global asset management services, investment
management and Private Wealth Solutions for customers with more sophisticated and international requirements.
• 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 customers access to products and services offered by other global
businesses, such as Global Banking and Markets, which include foreign exchange products, raising capital on debt and equity
markets and advisory services.
• Global Banking and Markets (‘GBM’) 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, equities, money markets and
securities services, and principal investment activities.
HSBC adjusted profit before tax and balance sheet data
Net operating income/(expense) before change in expected credit
losses and other credit impairment charges
1
22,013
13,312
15,303
– external
– inter-segment
of which: net interest income/(expense)
Change in expected credit losses and other credit impairment (charges)/
recoveries
Net operating income/(expense)
Total operating expenses
Operating profit/(loss)
Share of profit in associates and joint ventures
Adjusted profit before tax
Share of HSBC’s adjusted profit before tax
Adjusted cost efficiency ratio
Adjusted balance sheet data
Loans and advances to customers (net)
Interests in associates and joint ventures
Total external assets
Customer accounts
Wealth and
Personal
Banking
Commercial
Banking
2020
Global
Banking and
Markets
Corporate
Centre
Footnotes
$m
$m
$m
$m
19,990
2,023
15,090
(2,855)
19,158
(15,024)
4,134
6
13,741
18,162
(429)
9,317
(4,754)
8,558
(6,689)
1,869
(1)
(2,859)
4,518
(1,209)
14,094
(9,264)
4,830
—
4,140
1,868
4,830
%
34.1
68.3
$m
%
15.4
50.2
$m
%
39.7
60.5
$m
Total
$m
50,366
50,366
—
27,599
(262)
(1,527)
1,265
(1,326)
1
(8,817)
(261)
(482)
(743)
2,054
1,311
%
10.8
(184.0)
$m
41,549
(31,459)
10,090
2,059
12,149
%
100.0
62.5
$m
469,186
343,182
224,364
1,255
1,037,987
447
14
143
26,080
26,684
881,918
570,295
1,347,440
184,511
2,984,164
834,759
470,428
336,983
610
1,642,780
HSBC Holdings plc Annual Report and Accounts 2020 311
Financial statements
Notes on the financial statements
HSBC adjusted profit before tax and balance sheet data (continued)
Wealth and
Personal
Banking
Commercial
Banking
20192
Global
Banking and
Markets
Footnotes
$m
$m
$m
Net operating income/(expense) before change in expected credit losses
and other credit impairment charges
1
– external
– inter-segment
of which: net interest income/(expense)
Change in expected credit losses and other credit impairment (charges)/
recoveries
Net operating income/(expense)
Total operating expenses
Operating profit/(loss)
Share of profit in associates and joint ventures
Adjusted profit before tax
Share of HSBC’s adjusted profit before tax
Adjusted cost efficiency ratio
Adjusted balance sheet data
Loans and advances to customers (net)
Interests in associates and joint ventures
Total external assets
Customer accounts
25,565
21,252
4,313
17,423
(1,348)
24,217
(15,388)
8,829
54
8,883
%
40.1
60.2
$m
15,164
16,094
(930)
10,957
(1,162)
14,002
(6,832)
7,170
—
7,170
%
32.4
45.1
$m
14,869
20,314
(5,445)
5,223
(153)
14,716
(9,544)
5,172
—
5,172
%
23.4
64.2
$m
Corporate
Centre
$m
(654)
(2,716)
2,062
(3,264)
36
(618)
(755)
(1,373)
2,297
924
%
4.2
(115.4)
$m
Total
$m
54,944
54,944
—
30,339
(2,627)
52,317
(32,519)
19,798
2,351
22,149
%
100.0
59.2
$m
455,618
353,781
252,131
1,166
1,062,696
449
793,100
768,151
14
16
24,941
25,420
523,585
1,310,772
156,354
2,783,811
397,182
304,094
780
1,470,207
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly.
HSBC adjusted profit before tax and balance sheet data (continued)
Net operating income/(expense) before change in expected credit losses
and other credit impairment charges
1
– external
– inter-segment
of which: net interest income/(expense)
Change in expected credit losses and other credit impairment (charges)/
recoveries
Net operating income/(expense)
Total operating expenses
Operating profit/(loss)
Share of profit in associates and joint ventures
Adjusted profit before tax
Share of HSBC’s adjusted profit before tax
Adjusted cost efficiency ratio
Adjusted balance sheet data
Loans and advances to customers (net)
Interests in associates and joint ventures
Total external assets
Customer accounts
Wealth and
Personal
Banking
Commercial
Banking
20182
Global
Banking and
Markets
Footnotes
$m
$m
$m
23,551
19,096
4,455
16,418
(1,072)
22,479
(14,614)
7,865
32
7,897
%
37.3
62.1
$m
14,374
14,675
(301)
10,220
(683)
13,691
(6,307)
7,384
—
7,384
%
34.8
43.9
$m
15,056
18,780
(3,724)
4,880
34
15,090
(9,316)
5,774
—
5,774
%
27.2
61.9
$m
Corporate
Centre
$m
(883)
(453)
(430)
Total
$m
52,098
52,098
—
(2,070)
29,448
101
(782)
(1,486)
(2,268)
2,412
144
%
0.7
(168.3)
$m
(1,620)
50,478
(31,723)
18,755
2,444
21,199
%
100.0
60.9
$m
419,231
344,855
253,319
1,599
1,019,004
399
741,222
729,902
—
—
22,753
23,152
520,403
1,261,807
128,021
2,651,453
372,551
306,438
831
1,409,722
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
2 A change in reportable segments was made in 2020. Comparative data have been re-presented accordingly.
Reported external net operating income is attributed to countries and territories on the basis of the location of the branch responsible for
reporting the results or advancing the funds:
Reported external net operating income by country/territory
– UK
– Hong Kong
– US
– France
– other countries
Footnotes
1
2020
$m
50,429
9,163
15,783
4,474
1,753
2019
$m
56,098
9,011
18,449
4,471
1,942
19,256
22,225
2018
$m
53,780
10,340
17,162
4,379
1,898
20,001
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
312 HSBC Holdings plc Annual Report and Accounts 2020
Adjusted results reconciliation
2020
Significant
Adjusted
items Reported Adjusted
Footnotes
$m
$m
$m
$m
Revenue
ECL
1
50,366
63 50,429 54,944
(8,817)
—
(8,817)
(2,627)
2019
2018
Currency
translation
Significant
items Reported Adjusted
Currency
translation
Significant
items
Reported
$m
471
(129)
$m
$m
$m
$m
$m
$m
683 56,098 52,098
1,854
(172) 53,780
—
(2,756)
(1,620)
(147)
—
(1,767)
Operating expenses
(31,459)
(2,973) (34,432) (32,519)
(223)
(9,607) (42,349) (31,723)
(1,280)
(1,656) (34,659)
Share of profit in associates
and joint ventures
2,059
(462)
1,597 2,351
3
—
2,354
2,444
92
—
2,536
Profit/(loss) before tax
12,149
(3,372)
8,777 22,149
122
(8,924) 13,347 21,199
519
(1,828) 19,890
1 Net operating income before change in expected credit losses and other credit impairment charges, also referred to as revenue.
Adjusted balance sheet reconciliation
2020
Reported and
adjusted
$m
Adjusted
$m
2019
Currency
translation
Reported
Adjusted
2018
Currency
translation
$m
$m
$m
$m
Loans and advances to customers (net)
1,037,987
1,062,696
(25,953)
1,036,743
1,019,004
(37,308)
Interests in associates and joint ventures
26,684
25,420
(946)
24,474
23,152
(745)
Reported
$m
981,696
22,407
Total external assets
Customer accounts
2,984,164
2,783,811
(68,659)
2,715,152
2,651,453
(93,329)
2,558,124
1,642,780
1,470,207
(31,092)
1,439,115
1,409,722
(47,079)
1,362,643
Adjusted profit reconciliation
Year ended 31 Dec
Adjusted profit before tax
Significant items
– customer redress programmes (revenue)
– disposals, acquisitions and investment in new businesses (revenue)
– fair value movements on financial instruments
– restructuring and other related costs (revenue)
– costs of structural reform
– customer redress programmes (operating expenses)
– disposals, acquisitions and investment in new businesses (operating expenses)
– impairment of goodwill and other intangible assets
– past service costs of guaranteed minimum pension benefits equalisation
– restructuring and other related costs (operating expenses)
– settlements and provisions in connection with legal and other regulatory matters
– impairment of goodwill (share of profit in associates and joint ventures)
– currency translation on significant items
Currency translation
Reported profit before tax
Footnotes
2020
$m
2019
$m
12,149
(3,372)
(21)
(10)
264
(170)
—
54
—
22,149
(8,924)
(163)
768
84
—
(158)
(1,281)
—
(1,090)
(7,349)
(17)
(1,908)
(12)
(462)
—
(827)
61
—
(59)
122
1
2
3
4
5
2018
$m
21,199
(1,828)
53
(113)
(100)
—
(361)
(146)
(52)
—
(228)
(66)
(816)
—
1
519
8,777
13,347
19,890
Includes fair value movements on non-qualifying hedges and debt valuation adjustments on derivatives.
1
2 Comprises losses associated with the RWA reduction commitments and gains relating to the business update in February 2020.
3 Comprises costs associated with preparations for the UK’s exit from the European Union, costs to establish the UK ring-fenced bank (including
4
the UK ServCo group) and costs associated with establishing an intermediate holding company in Hong Kong.
Includes impairment of software intangible assets of $189m (of the total software intangible asset impairment of $1,347m) and impairment of
tangible assets of $197m.
5 During the year, The Saudi British Bank ('SABB'), an associate of HSBC, impaired the goodwill that arose following the merger with Alawwal
bank in 2019. HSBC's post-tax share of the goodwill impairment was $462m.
11 Trading assets
Treasury and other eligible bills
Debt securities
Equity securities
Trading securities
Loans and advances to banks
Loans and advances to customers
Year ended 31 Dec
Footnotes
1
1
2020
$m
24,035
102,846
77,643
204,524
8,242
19,224
2019
$m
21,789
126,043
78,827
226,659
8,402
19,210
231,990
254,271
1 Loans and advances to banks and customers include reverse repos, stock borrowing and other accounts.
HSBC Holdings plc Annual Report and Accounts 2020 313
Financial statements
Notes on the financial statements
Trading securities1
US Treasury and US Government agencies
UK Government
Hong Kong Government
Other governments
Asset-backed securities
Corporate debt and other securities
Equity securities
At 31 Dec
Footnotes
2
3
2020
$m
17,393
8,046
6,500
70,580
4,253
20,109
77,643
2019
$m
25,722
10,040
9,783
72,456
4,691
25,140
78,827
204,524
226,659
1 Included within these figures are debt securities issued by banks and other financial institutions of $10,876m (2019: $17,846m), of which
$1,298m (2019: $2,637m) are guaranteed by various governments.
2 Includes securities that are supported by an explicit guarantee issued by the US Government.
3 Excludes asset-backed securities included under US Treasury and US Government agencies.
12 Fair values of financial instruments carried at fair value
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.
Where fair values are determined by reference to externally quoted prices or observable pricing inputs to models, independent price
determination or validation is used. For inactive markets, HSBC sources alternative market information, with greater weight given to
information that is considered to be more relevant and reliable. Examples of the factors considered are price observability, instrument
comparability, consistency of data sources, underlying data accuracy and timing of prices.
For fair values determined using valuation models, the control framework includes development or validation by independent support
functions of the model logic, inputs, model outputs and adjustments. Valuation models are subject to a process of due diligence before
becoming operational and are calibrated against external market data on an ongoing basis.
Changes in fair value are generally subject to a profit and loss analysis process and are disaggregated into high-level categories
including portfolio changes, market movements and other fair value adjustments.
The majority of financial instruments measured at fair value are in GBM. GBM’s fair value governance structure comprises its Finance
function, Valuation Committees and a Valuation Committee Review Group. Finance is responsible for establishing procedures governing
valuation and ensuring fair values are in compliance with accounting standards. The fair values are reviewed by the Valuation
Committees, which consist of independent support functions. These committees are overseen by the Valuation Committee Review
Group, which considers all material subjective valuations.
Financial liabilities measured at fair value
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. When quoted market prices are unavailable, the own debt in issue is valued using valuation techniques, the inputs for which
are either based on 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 that 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
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 instruments 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, recorded in other comprehensive income,
reverse over the contractual life of the debt, provided that the debt is not repaid at a premium or a discount.
Fair value hierarchy
Fair values of financial assets and liabilities are determined according to the following hierarchy:
• Level 1 – valuation technique using quoted market price. These are 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. These are 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. These are financial instruments valued using valuation techniques
where one or more significant inputs are unobservable.
314 HSBC Holdings plc Annual Report and Accounts 2020
Financial instruments carried at fair value and bases of valuation
2020
2019
Level 1
Level 2
Level 3
$m
$m
$m
Total
$m
Level 1
Level 2
Level 3
$m
$m
$m
Total
$m
Recurring fair value measurements at 31 Dec
Assets
Trading assets
Financial assets designated and otherwise mandatorily
measured at fair value through profit or loss
Derivatives
Financial investments
Liabilities
Trading liabilities
167,980
61,511
2,499 231,990
186,653
62,639
4,979
254,271
19,711
14,365
11,477
45,553
18,626
15,525
9,476
43,627
2,602 302,454
2,670 307,726
1,728
239,131
2,136
242,995
303,654
94,746
3,654 402,054
261,341
93,018
3,218
357,577
53,290
21,814
162
75,266
66,925
16,192
53
83,170
Financial liabilities designated at fair value
1,267 150,866
5,306 157,439
9,549
149,901
5,016
164,466
Derivatives
1,788 297,025
4,188 303,001
1,331
235,864
2,302
239,497
Balances from 2019 have been re-presented to disclose a consistent application of the levelling methodology, primarily for private debt
and equity and real estate investments during the period. This resulted in $15.1bn and $2.9bn moving into Levels 2 and 3, respectively,
from Level 1. The change has impacted the disclosure for ‘Financial investments’ and ‘Financial assets designated and otherwise
mandatorily measured at fair value’.
Transfers between Level 1 and Level 2 fair values
At 31 Dec 2020
Transfers from Level 1 to Level 2
Transfers from Level 2 to Level 1
At 31 Dec 2019
Transfers from Level 1 to Level 2
Transfers from Level 2 to Level 1
Financial
investments
$m
Trading
assets
$m
4,514
7,764
3,891
5,517
7,965
4,184
3,304
2,726
Assets
Designated and otherwise
mandatorily measured at
fair value
Liabilities
Derivatives
Trading
liabilities
Designated
at fair value
Derivatives
$m
$m
$m
$m
$m
245
328
—
673
—
1
24
111
155
433
278
220
7,414
—
—
—
—
—
—
117
Balances from 2019 have been re-presented to disclose a consistent application of the levelling methodology.
Transfers between levels of the fair value hierarchy are deemed to occur at the end of each quarterly reporting period. Transfers into and
out of levels of the fair value hierarchy are primarily attributable to observability of valuation inputs and price transparency.
Fair value adjustments
We adopt the use of fair value adjustments when we take into consideration additional factors not incorporated within the valuation
model that would otherwise be considered by a market participant. We classify fair value adjustments as either ‘risk-related’ or ‘model-
related’. The majority of these adjustments relate to GBM. 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
2020
2019
GBM
$m
Corporate
Centre
$m
Type of adjustment
Risk-related
– bid-offer
– uncertainty
– credit valuation adjustment
– debt valuation adjustment
– funding fair value adjustment
– other
Model-related
– model limitation
– other
Inception profit (Day 1 P&L reserves)
At 31 Dec
1,170
514
106
445
(120)
204
21
74
70
4
104
1,348
28
—
1
27
—
—
—
—
—
—
—
28
1,261
GBM
$m
1,118
506
115
355
(126)
241
27
71
68
3
72
Corporate
Centre
$m
47
1
1
38
—
7
—
3
3
—
—
50
We reallocated our reporting of Markets Treasury and the funding costs of HSBC Holdings debt from Corporate Centre to the global
businesses. Comparative data have been re-presented accordingly.
Fair value adjustment changes were mainly driven by an increase in inception profit (Day 1 P&L reserves), and an increase in credit
valuation adjustment (‘CVA’) due to widening credit spreads and changes to derivative exposures caused by interest rates moves.
HSBC Holdings plc Annual Report and Accounts 2020 315
Financial statements
Notes on the financial statements
Bid-offer
IFRS 13 ‘Fair value measurement’ requires the 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.
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, an adjustment may be necessary to reflect the likelihood that market participants would adopt more
conservative values for uncertain parameters and/or model assumptions than those used in HSBC’s valuation model.
Credit and debt valuation adjustments
The credit valuation adjustment (‘CVA’) is an adjustment to the valuation of over-the-counter (‘OTC’) derivative contracts to reflect the
possibility that the counterparty may default and that HSBC may not receive the full market value of the transactions.
The debt valuation adjustment (‘DVA’) is an adjustment to the valuation of OTC derivative contracts to reflect the possibility that HSBC
may default, and that it may not pay the full market value of the transactions.
HSBC calculates a separate CVA and DVA for each legal entity, and for each counterparty to which the entity has exposure. With the
exception of central clearing parties, all third-party counterparties are included in the CVA and DVA calculations, and these adjustments
are not netted across Group entities.
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 the result 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, which incorporates a range of potential exposures over the life of the portfolio,
to calculate the expected positive exposure to a counterparty. The simulation methodology includes credit mitigants, such as
counterparty netting agreements and collateral agreements with the counterparty.
The methodologies do not, in general, account for ‘wrong-way risk’. Wrong-way risk is an adverse correlation between the
counterparty’s probability of default and the mark-to-market value of the underlying transaction. The risk can either be general, perhaps
related to the currency of the issuer country, or specific to the transaction concerned. When there is significant wrong-way risk, a trade-
specific approach is applied to reflect this risk in the valuation.
Funding fair value adjustment
The funding fair value adjustment (‘FFVA’) is calculated by applying future market funding spreads to the expected future funding
exposure of any uncollateralised component of the OTC derivative portfolio. The expected future funding exposure is calculated by a
simulation methodology, where available, and is adjusted for events that may terminate the exposure, such as the default of HSBC or
the counterparty. The FFVA and DVA are calculated independently.
Model limitation
Models used for portfolio valuation purposes may be based upon a simplified set of assumptions that do not capture all current and
future material market characteristics. In these circumstances, model limitation adjustments are adopted.
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 in Note 1.
316 HSBC Holdings plc Annual Report and Accounts 2020
Fair value valuation bases
Financial instruments measured at fair value using a valuation technique with significant unobservable inputs – Level 3
Assets
Designated
and
otherwise
mandatorily
measured at
fair value
through
profit or
loss
Derivatives
$m
$m
Financial
investments
$m
Trading
assets
$m
Liabilities
Total
$m
Trading
liabilities
Designated
at fair value
Derivatives
$m
$m
$m
Private equity including strategic
investments
Asset-backed securities
Loans held for securitisation
Structured notes
Derivatives with monolines
Other derivatives
Other portfolios
At 31 Dec 2020
Private equity including strategic
investments
Asset-backed securities
Loans held for securitisation
Structured notes
Derivatives with monolines
Other derivatives
Other portfolios
At 31 Dec 2019
930
1,286
—
—
—
—
523
—
—
—
—
4
10,971
25
—
—
—
—
481
—
—
—
—
68
11,905
1,834
—
—
68
2,602
—
2,602
3,891
1,438
3,654
1,972
2,499
11,477
2,670
20,300
716
874
—
—
—
—
4
934
1
3
—
—
8,831
28
39
—
—
—
1,628
3,218
4,037
4,979
578
9,476
—
—
—
—
66
2,070
—
9,551
1,836
40
3
66
2,070
6,243
2,136
19,809
4
—
—
29
—
—
129
162
4
—
—
47
—
—
2
53
—
—
—
5,301
—
—
5
—
—
—
—
—
4,187
1
5,306
4,188
—
—
—
5,016
—
—
—
—
—
—
—
—
2,302
—
Total
$m
4
—
—
5,330
—
4,187
135
9,656
4
—
—
5,063
—
2,302
2
5,016
2,302
7,371
Balances from 2019 have been re-presented to disclose a consistent application of the levelling methodology. This resulted in an
increase of $2.9bn of assets in Level 3. ‘Other portfolios’ increased by $1.4bn and ‘Private equity including strategic investments’
increased by $1.5bn.
Level 3 instruments are present in both ongoing and legacy businesses. Loans held for securitisation, derivatives with monolines, certain
‘other derivatives’ and predominantly all Level 3 ABSs are legacy positions. HSBC has the capability to hold these positions.
Private equity including strategic investments
The fair value of a private equity investment (including strategic investments) is estimated on the basis of an analysis of the investee’s
financial position and results, risk profile, prospects and other factors; by reference to market valuations for similar entities quoted in an
active market; the price at which similar companies have changed ownership; or from published net asset values (‘NAVs’) received. If
necessary, adjustments are made to the NAV of funds to obtain the best estimate of fair value.
Asset-backed securities
While quoted market prices are generally used to determine the fair value of the asset-backed securities (‘ABSs’), 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 certain ABSs, such as residential mortgage-backed securities, the valuation uses an industry standard model with
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.
Structured notes
The fair value of Level 3 structured notes 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. These structured notes comprise principally
equity-linked notes issued by HSBC, which provide the counterparty with a return linked to the performance of equity securities and
other portfolios.
Examples of the unobservable parameters include long-dated equity volatilities and correlations between equity prices, and interest and
foreign exchange rates.
Derivatives
OTC derivative valuation models calculate the present value of expected future cash flows, based upon ‘no arbitrage’ principles. For
many vanilla derivative products, 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.
HSBC Holdings plc Annual Report and Accounts 2020 317
Financial statements
Notes on the financial statements
Reconciliation of fair value measurements in Level 3 of the fair value hierarchy
Movement in Level 3 financial instruments
Assets
Liabilities
At 1 Jan 2020
3,218
4,979
Financial
investments
Footnotes
$m
Trading
assets
$m
Designated
and otherwise
mandatorily
measured at
fair value
through profit
or loss
Derivatives
Trading
liabilities
Designated
at fair value
Derivatives
$m
$m
9,476
504
2,136
2,281
$m
53
307
$m
5,016
(59)
$m
2,302
3,398
—
2,281
307
—
3,398
504
—
—
286
—
286
3,701
1
(2,042)
(435)
(140)
126
—
—
—
143
—
143
—
—
—
(1,542)
(565)
217
—
—
—
17
—
17
66
6
(260)
(26)
(9)
8
(59)
—
—
204
—
204
—
1,876
—
—
—
—
169
—
169
—
—
—
(1,531)
(1,462)
(777)
577
(528)
309
11,477
2,670
162
5,306
4,188
(6)
(6)
—
—
—
115
—
115
687
—
(1,579)
(1,122)
(1,790)
1,215
2,499
(32)
412
707
(32)
—
707
—
—
412
—
—
—
1
1
—
—
(91)
(1,621)
—
(1,621)
(91)
—
—
—
Total gains/(losses) recognised in profit or loss
– net income/(losses) from financial instruments
held for trading or managed on a fair value basis
– changes in fair value of other financial
instruments mandatorily measured at fair value
through profit or loss
– gains less losses from financial investments at
fair value through other comprehensive income
– expected credit loss charges and other credit risk
charges
Total gains recognised in other comprehensive
income (‘OCI’)
1
– financial investments: fair value gains
– exchange differences
Purchases
New issuances
Sales
Settlements
Transfers out
Transfers in
At 31 Dec 2020
Unrealised gains/(losses) recognised in profit or
loss relating to assets and liabilities held at 31 Dec
2020
– net income/(losses) from financial instruments
held for trading or managed on a fair value basis
– changes in fair value of other financial
instruments mandatorily measured at fair value
through profit or loss
– loan impairment recoveries and other credit risk
provisions
17
—
—
17
—
394
270
124
671
—
(674)
(530)
(101)
659
3,654
—
—
—
—
318 HSBC Holdings plc Annual Report and Accounts 2020
Movement in Level 3 financial instruments (continued)
Assets
Liabilities
Designated
and otherwise
mandatorily
measured at
fair value
through profit
or loss
Financial
investments Trading assets
Derivatives
Trading
liabilities
Designated at
fair value
Derivatives
Footnotes
$m
2,796
6
$m
6,759
(112)
$m
$m
7,080
2,423
587
278
$m
58
(4)
$m
5,328
195
$m
1,756
930
At 1 Jan 2019
Total gains/(losses) recognised in profit or loss
– net income/(losses) from financial instruments
held for trading or managed on a fair value
basis
– changes in fair value of other financial
instruments mandatorily measured at fair value
through profit or loss
– gains less losses from financial investments at
fair value through other comprehensive
income
– expected credit loss charges and other credit
risk charges
Total gains/(losses) recognised in other
comprehensive income (‘OCI’)
– financial investments: fair value gains
– exchange differences
1
Purchases
New issuances
Sales
Settlements
Transfers out
Transfers in
At 31 Dec 2019
Unrealised gains/(losses) recognised in profit or
loss relating to assets and liabilities held at
31 Dec 2019
– net income/(losses) from financial instruments
held for trading or managed on a fair value
basis
– changes in fair value of other financial
instruments mandatorily measured at fair value
through profit or loss
– loan impairment recoveries and other credit
risk provisions
—
(112)
—
278
(4)
—
930
—
—
587
—
—
195
10
(4)
309
301
8
693
—
(56)
(329)
(488)
287
3,218
—
—
76
—
76
2,206
154
(895)
(2,107)
(1,558)
456
4,979
—
—
(4)
—
(4)
2,506
—
(276)
(434)
(23)
40
—
—
49
—
49
—
—
—
(100)
(710)
196
9,476
2,136
—
—
1
—
1
8
6
(9)
(7)
(9)
9
53
—
—
18
—
18
157
1,601
(193)
(1,048)
(1,079)
37
5,016
—
—
—
52
—
52
—
—
—
(162)
(473)
199
2,302
(4)
(22)
465
279
—
57
(407)
—
(22)
—
279
—
—
(407)
—
(4)
—
—
465
—
—
—
—
—
57
—
—
—
1
Included in ‘financial investments: fair value gains/(losses)’ in the current year and ‘exchange differences’ in the consolidated statement of
comprehensive income.
Balances from 2019 have been re-presented to disclose a consistent application of the levelling methodology. The result of this is an
increase of $2.9bn of assets in Level 3. ‘Financial investments’ increased by $1.2bn and ‘Private equity including strategic investments
financial assets designated and otherwise mandatorily measured at fair value’ increased by $1.7bn.
Transfers between levels of the fair value hierarchy are deemed to occur at the end of each quarterly reporting period. Transfers into and
out of levels of the fair value hierarchy are primarily attributable to observability of valuation inputs and price transparency.
Effect of changes in significant unobservable assumptions to reasonably possible alternatives
Sensitivity of fair values to reasonably possible alternative assumptions
Reflected in profit or loss
Reflected in OCI
Reflected in profit or loss
Reflected in OCI
2020
2019
Derivatives, trading assets and
trading liabilities
Financial assets and liabilities
designated and otherwise
mandatorily measured at fair value
through profit or loss
Financial investments
At 31 Dec
Favourable
changes
$m
Un-
favourable
changes
$m
Favourable
changes
$m
Un-
favourable
changes
$m
Favourable
changes
$m
Un-
favourable
changes
$m
Favourable
changes
$m
Footnotes
1
229
(244)
—
—
255
(230)
—
644
35
908
(643)
(35)
(922)
—
110
110
—
(110)
(110)
618
48
921
(503)
(53)
(786)
—
81
81
Un-
favourable
changes
$m
—
—
(81)
(81)
1
‘Derivatives, trading assets and trading liabilities’ are presented as one category to reflect the manner in which these instruments are risk-
managed.
HSBC Holdings plc Annual Report and Accounts 2020 319
Financial statements
Notes on the financial statements
Balances from 2019 have been re-presented to disclose a consistent application of the levelling methodology. The result of this is an
increase in ‘Financial investments reflected through OCI’ and ‘Financial asset designated and mandatorily measured at fair value
reflected in profit or loss’ of $59m and $86m respectively.
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 observable
proxy and historical data.
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 following table lists key unobservable inputs to Level 3 financial instruments and provides the range of those inputs at 31 December
2020.
Quantitative information about significant unobservable inputs in Level 3 valuations
Private equity including strategic
investments
Asset-backed securities
Fair value
Assets Liabilities
$m
$m
Valuation
techniques
11,905
1,834
4 See below
—
2020
Full range
of inputs
2019
Full range
of inputs
Lower Higher
Lower
Higher
Key unobservable
inputs
See below
– collateralised loan/debt obligation
59
—
Market proxy
Prepayment rate
– other ABSs
Loans held for securitisation
Structured notes
– equity-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
– repurchase agreements
– other1
At 31 Dec 2020
0%
0
0
5%
9%
1%
0%
6%
8%
9%
100
101
90%
93%
23%
2%
7%
22%
1,775
—
Market proxy
— Market proxy
—
Bid quotes
Bid quotes
— 5,330
— 4,069
—
—
68
Model – Option model
Equity volatility
Model – Option model
608 Model – Option model
653
Equity correlation
FX volatility
— Model – Discounted cash flow
Credit spread
2%
2%
0%
0
0
9%
100
101
6% 115%
(4)%
0%
88%
36%
2,602 4,187
1,300 1,414
285
529
486
468
152
316
707 Model – Discounted cash flow
370 Model – Option model
337
466
194 Model – Option model
272
754 2,244
583 1,091 Model – Option model
171 1,153
Prepayment rate
IR volatility
6%
6%
6%
28%
FX volatility
0%
43%
1%
25%
Equity volatility
0% 120%
0%
89%
80
80
3,891
—
872
3,019
63
63
135
— Model – Discounted cash flow
128 Model – Discounted cash flow
Credit volatility
IR curve
—
0%
—
5%
4%
1%
4%
8%
7
20,300 9,656
1
‘Other’ includes a range of smaller asset holdings.
Private equity including strategic investments
Given the bespoke nature of the analysis in respect of each private equity 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. They
vary according to the nature of the loan portfolio and expectations of future market conditions, and may be estimated using a variety of
evidence, such as prepayment rates implied from proxy observable security prices, current or historical prepayment rates and
macroeconomic modelling.
Market proxy
Market proxy pricing may be used for an instrument when specific market pricing is not available but there is evidence from instruments
with common characteristics. 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.
Volatility
Volatility is a measure of the anticipated future variability of a market price. It varies by underlying reference market price, and by strike
and maturity of the option. Certain volatilities, typically those of a longer-dated nature, are unobservable and are estimated from
observable data. The range of unobservable volatilities reflects the wide variation in volatility inputs by reference market price. The core
range is significantly narrower than the full range because these examples with extreme volatilities occur relatively rarely within the
HSBC portfolio.
320 HSBC Holdings plc Annual Report and Accounts 2020
Correlation
Correlation is a measure of the inter-relationship between two market prices and is expressed as a number between minus one and one.
It is used to value more complex instruments where the payout is dependent upon more than one market price. There is a wide range of
instruments for which correlation is an input, and consequently a wide range of both same-asset correlations and cross-asset
correlations is used. In general, the range of same-asset correlations will be narrower than the range of cross-asset correlations.
Unobservable correlations may be estimated based upon 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.
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 and 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. Furthermore, the effect of changing market variables on the HSBC portfolio will depend on HSBC’s net risk position in respect of
each variable.
HSBC Holdings
Basis of valuing HSBC Holdings’ financial assets and liabilities measured at fair value
Valuation technique using observable inputs: Level 2
Assets at 31 Dec
– derivatives
– designated and otherwise mandatorily measured at fair value through profit or loss
Liabilities at 31 Dec
– designated at fair value
– derivatives
13 Fair values of financial instruments not carried at fair value
Fair values of financial instruments not carried at fair value and bases of valuation
2020
$m
2019
$m
4,698
65,253
25,664
3,060
2,002
61,964
30,303
2,021
At 31 Dec 2020
Assets
Loans and advances to banks
Loans and advances to customers
Reverse repurchase agreements – non-trading
Financial investments – at amortised cost
Liabilities
Deposits by banks
Customer accounts
Repurchase agreements – non-trading
Debt securities in issue
Subordinated liabilities
At 31 Dec 2019
Assets
Loans and advances to banks
Loans and advances to customers
Reverse repurchase agreements – non-trading
Financial investments – at amortised cost
Liabilities
Deposits by banks
Customer accounts
Repurchase agreements – non-trading
Debt securities in issue
Subordinated liabilities
Carrying
amount
$m
81,616
1,037,987
230,628
88,639
82,080
1,642,780
111,901
95,492
21,951
69,203
1,036,743
240,862
85,735
59,022
1,439,115
140,344
104,555
24,600
Fair value
Quoted market
price Level 1
Observable
inputs Level 2
Significant
unobservable
inputs Level 3
$m
$m
$m
Total
$m
—
—
—
28,722
—
—
3
—
—
—
—
16
26,202
—
—
—
—
—
80,457
9,888
230,330
67,572
81,996
1,642,988
111,898
96,371
28,552
68,508
10,365
240,199
62,572
58,951
1,439,362
140,344
104,936
28,861
1,339
81,796
1,025,573
1,035,461
272
507
—
143
—
657
—
739
1,027,178
691
287
—
150
—
—
385
230,602
96,801
81,996
1,643,131
111,901
97,028
28,552
69,247
1,037,543
240,906
89,061
58,951
1,439,512
140,344
104,936
29,246
Other financial instruments not carried at fair value are typically short term in nature and reprice to current market rates frequently.
Accordingly, their carrying amount is a reasonable approximation of fair value. They include cash and balances at central banks, items in
the course of collection from and transmission to other banks, Hong Kong Government certificates of indebtedness and Hong Kong
currency notes in circulation, all of which are measured at amortised cost.
HSBC Holdings plc Annual Report and Accounts 2020 321
Financial statements
Notes on the financial statements
Valuation
Fair value is an 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 an instrument’s cash flow over its expected future life. Our valuation methodologies and assumptions in determining fair values for
which no observable market prices are available may differ from those of other companies.
Loans and advances to banks and customers
To determine the fair value of loans and advances to banks and customers, loans are segregated, as far as possible, into portfolios of
similar characteristics. Fair values are based on observable market transactions, when available. When they are unavailable, fair values
are estimated using valuation models incorporating a range of input assumptions. These assumptions may include: value estimates from
third-party brokers reflecting over-the-counter trading activity; forward-looking discounted cash flow models, taking account of expected
customer prepayment rates, using assumptions that HSBC believes are consistent with those that would be used by market participants
in valuing such loans; new business rates estimates for similar loans; and trading inputs from other market participants including
observed primary and secondary trades. From time to time, we may engage a third-party valuation specialist to measure the fair value of
a pool of loans.
The fair value of loans reflects expected credit losses 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. For credit-
impaired loans, fair value is estimated by discounting the future cash flows over the time period they are expected to be recovered.
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 incorporate the prices and future earnings streams of equivalent quoted securities.
Deposits by banks and customer accounts
The fair values of on-demand deposits are approximated by their carrying value. For deposits with longer-term maturities, fair values are
estimated using discounted cash flows, applying current rates offered for deposits of similar remaining maturities.
Debt securities in issue and subordinated liabilities
Fair values in debt securities in issue and subordinated liabilities are determined using quoted market prices at the balance sheet date
where available, or by reference to quoted market prices for similar instruments.
Repurchase and reverse repurchase agreements – non-trading
Fair values of repurchase and reverse repurchase agreements that are held on a non-trading basis provide approximate carrying
amounts. This is due to the fact that balances are generally short dated.
HSBC Holdings
The methods used by HSBC Holdings to determine fair values of financial instruments for the purposes of measurement and disclosure
are described above.
Fair values of HSBC Holdings’ financial instruments not carried at fair value on the balance sheet
Assets at 31 Dec
Loans and advances to HSBC undertakings
Financial investments – at amortised cost
Liabilities at 31 Dec
Amounts owed to HSBC undertakings
Debt securities in issue
Subordinated liabilities
2020
2019
Carrying amount
Fair value1
Carrying amount
Fair value1
$m
$m
$m
$m
10,443
17,485
330
64,029
17,916
10,702
17,521
330
67,706
22,431
10,218
16,106
464
56,844
18,361
10,504
16,121
464
59,140
22,536
1 Fair values (other than Level 1 financial investments) were determined using valuation techniques with observable inputs (Level 2).
14 Financial assets designated and otherwise mandatorily measured at fair value through profit
or loss
Securities
– treasury and other eligible bills
– debt securities
– equity securities
Loans and advances to banks and
customers
Other
At 31 Dec
2020
Designated at
fair value
Mandatorily
measured at fair
value
$m
2,492
635
1,857
—
—
—
2,492
$m
39,088
26
5,250
33,812
2,988
985
43,061
Designated at fair
value
2019
Mandatorily
measured at fair
value
$m
2,344
630
1,714
—
1
—
2,345
$m
35,808
31
4,838
30,939
4,555
919
41,282
Total
$m
41,580
661
7,107
33,812
2,988
985
45,553
Total
$m
38,152
661
6,552
30,939
4,556
919
43,627
322 HSBC Holdings plc Annual Report and Accounts 2020
Securities1
Hong Kong Government
Other governments
Asset-backed securities
Corporate debt and other securities
Equities
At 31 Dec
Footnotes
2
2020
Designated at
fair value
Mandatorily
measured at fair
value
$m
22
648
—
1,822
—
2,492
$m
—
674
235
4,367
33,812
39,088
Designated at fair
value
2019
Mandatorily
measured at fair
value
$m
4
666
—
1,674
—
2,344
$m
—
754
363
3,752
30,939
35,808
Total
$m
22
1,322
235
6,189
33,812
41,580
Total
$m
4
1,420
363
5,426
30,939
38,152
1
Included within these figures are debt securities issued by banks and other financial institutions of $1,180m (2019 re-presented: $1,244m), of
which nil (2019: nil) are guaranteed by various governments.
2 Excludes asset-backed securities included under US Treasury and US Government agencies.
15 Derivatives
Notional contract amounts and fair values of derivatives by product contract type held by HSBC
Notional contract amount
Fair value – Assets
Trading
Hedging
Trading
Hedging
$m
$m
$m
$m
Total
$m
Foreign exchange
Interest rate
Equities
Credit
Commodity and other
7,606,446
35,021
106,696
309
107,005
108,903
15,240,867
157,436
249,204
1,914
251,118
236,594
652,288
269,401
120,259
—
—
—
14,043
2,590
2,073
—
—
—
14,043
15,766
2,590
2,073
3,682
3,090
Fair value – Liabilities
Trading
Hedging
$m
$m
1,182
2,887
—
—
—
Total
$m
110,085
239,481
15,766
3,682
3,090
Gross total fair values
23,889,261
192,457
374,606
2,223
376,829
368,035
4,069
372,104
Offset (Note 30)
At 31 Dec 2020
Foreign exchange
Interest rate
Equities
Credit
Commodity and other
Gross total fair values
Offset (Note 30)
At 31 Dec 2019
23,889,261
192,457
374,606
2,223
307,726
368,035
4,069
303,001
(69,103)
(69,103)
8,207,629
31,899
84,083
17,895,349
177,006
183,668
455
1,208
84,538
84,498
184,876
175,095
1,077,347
345,644
93,245
—
—
—
9,053
4,744
1,523
—
—
—
9,053
4,744
1,523
11,237
5,597
2,038
740
2,031
—
—
—
27,619,214
208,905
283,071
1,663
284,734
278,465
2,771
27,619,214
208,905
283,071
1,663
242,995
278,465
2,771
(41,739)
85,238
177,126
11,237
5,597
2,038
281,236
(41,739)
239,497
The notional contract amounts of derivatives held for trading purposes and derivatives designated in hedge accounting relationships
indicate the nominal value of transactions outstanding at the balance sheet date. They do not represent amounts at risk.
Derivative assets and liabilities increased during 2020, driven by yield curve movements and changes in foreign exchange rates.
Notional contract amounts and fair values of derivatives by product contract type held by HSBC Holdings with subsidiaries
Notional contract amount
Assets
Trading
Hedging
Trading
Hedging
$m
23,413
47,569
70,982
24,980
48,937
73,917
$m
—
34,006
34,006
—
36,769
36,769
$m
506
966
1,472
161
435
596
$m
—
3,221
3,221
—
1,406
1,406
Total
$m
506
4,187
4,693
161
1,841
2,002
Liabilities
Trading
Hedging
$m
870
2,176
3,046
766
1,072
1,838
$m
—
8
8
—
183
183
Total
$m
870
2,184
3,054
766
1,255
2,021
Foreign exchange
Interest rate
At 31 Dec 2020
Foreign exchange
Interest rate
At 31 Dec 2019
Use of derivatives
For details regarding the use of derivatives, see page 186 under ‘Market risk’.
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 revenue 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.
Substantially all of HSBC Holdings’ derivatives entered into with subsidiaries are managed in conjunction with financial liabilities
designated at fair value.
HSBC Holdings plc Annual Report and Accounts 2020 323
Financial statements
Notes on the financial statements
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 shown in the
following table:
Unamortised balance of derivatives valued using models with significant unobservable inputs
Unamortised balance at 1 Jan
Deferral on new transactions
Recognised in the income statement during the year:
– amortisation
– subsequent to unobservable inputs becoming observable
– maturity, termination or offsetting derivative
Exchange differences
Other
Unamortised balance at 31 Dec
1 This amount is yet to be recognised in the consolidated income statement.
Hedge accounting derivatives
Footnotes
1
2020
$m
73
232
(205)
(116)
(4)
(85)
4
—
104
2019
$m
86
145
(154)
(80)
(3)
(71)
1
(5)
73
HSBC applies hedge accounting to manage the following risks: interest rate, foreign exchange and net investment in foreign operations.
Further details on how these risks arise and how they are managed by the Group can be found in the ‘Risk review’.
Fair value hedges
HSBC enters into fixed-for-floating-interest-rate swaps to manage the exposure to changes in fair value caused by movements in market
interest rates on certain fixed-rate financial instruments that are not measured at fair value through profit or loss, including debt
securities held and issued.
HSBC hedging instrument by hedged risk
Hedged risk
Interest rate3
At 31 Dec 2020
Interest rate3
At 31 Dec 2019
Notional amount1
$m
121,573
121,573
122,753
122,753
Hedging instrument
Carrying amount
Assets
$m
1,675
1,675
1,056
1,056
Liabilities
$m
3,761
3,761
2,208
2,208
Balance sheet
presentation
Derivatives
Derivatives
Change in fair value2
$m
(1,894)
(1,894)
(1,531)
(1,531)
1 The notional contract amounts of derivatives designated in qualifying hedge accounting relationships indicate the nominal value of transactions
outstanding at the balance sheet date. They do not represent amounts at risk.
2 Used in effectiveness testing; comprising the full fair value change of the hedging instrument not excluding any component.
3 The hedged risk ‘interest rate’ includes inflation risk.
HSBC hedged item by hedged risk
Carrying amount
Accumulated fair value hedge adjustments included in
carrying amount2
Assets
Liabilities
Assets
Liabilities
Change in fair
value1
Recognised
in profit and
loss
Hedged risk
$m
$m
$m
$m
Balance sheet presentation
$m
$m
Profit and loss
presentation
Hedged item
Ineffectiveness
Interest rate3
102,260
3,392
6
2,280
12,148
89
3
56
Financial assets designated
and otherwise mandatorily
measured at fair value
through other
comprehensive income
2,456
Loans and advances to
banks
1
(11)
Loans and advances to
customers
1,620
Debt securities in issue
3
Deposits by banks
21
(613)
18
Net income from
financial instruments
held for trading or
managed on a fair
value basis
At 31 Dec 2020
104,546
12,237
3,451
1,623
1,883
(11)
324 HSBC Holdings plc Annual Report and Accounts 2020
HSBC hedged item by hedged risk (continued)
Hedged item
Ineffectiveness
Carrying amount
Accumulated fair value hedge adjustments included in
carrying amount2
Assets
Liabilities
Assets
Liabilities
Change in fair
value1
Recognised in
profit and loss
Hedged risk
$m
$m
$m
$m
Balance sheet presentation
$m
$m
90,617
1,859
other comprehensive income
2,304
Financial assets designated and
otherwise mandatorily
measured at fair value through
Interest rate3
153
1,897
4
12
15,206
3,009
At 31 Dec 2019
92,667
18,215
1,875
Loans and advances to banks
Loans and advances to
customers
Debt securities in issue
Deposits by banks
797
39
836
5
24
(1,011)
202
1,524
(7)
(7)
Profit and loss
presentation
Net income from
financial instruments
held for trading or
managed on a fair
value basis
1 Used in effectiveness testing; comprising amount attributable to the designated hedged risk that can be a risk component.
2 The accumulated amount of fair value adjustments remaining in the statement of financial position for hedged items that have ceased to be
adjusted for hedging gains and losses were assets of $855m for FVOCI and assets of $17m for debt issued.
3 The hedged risk ‘interest rate’ includes inflation risk.
HSBC Holdings hedging instrument by hedged risk
Hedged risk
Interest rate3
At 31 Dec 2020
Interest rate3
At 31 Dec 2019
Notional amount1,4
$m
34,006
34,006
36,769
36,769
Hedging instrument
Carrying amount
Assets
$m
3,221
3,221
1,406
1,406
Liabilities
$m
8
8
183
183
Balance sheet
presentation
Derivatives
Derivatives
Change in fair value2
$m
1,927
1,927
1,704
1,704
1 The notional contract amounts of derivatives designated in qualifying hedge accounting relationships indicate the nominal value of transactions
outstanding at the balance sheet date; they do not represent amounts at risk.
2 Used in effectiveness testing; comprising the full fair value change of the hedging instrument not excluding any component.
3 The hedged risk ‘interest rate’ includes foreign exchange risk.
4 The notional amount of non-dynamic fair value hedges is equal to $34,006m, of which the weighted-average maturity date is February 2028 and
the weighted-average swap rate is 1.71%. The majority of these hedges are internal to the Group.
HSBC Holdings hedged item by hedged risk
Hedged item
Accumulated fair value
hedge adjustments included
in carrying amount2
Liabilities
Assets
Carrying amount
Assets
Liabilities
Hedged risk
$m
$m
$m
$m
Balance sheet
presentation
Change in fair
value1
Recognised in
profit and loss
$m
$m
Interest rate3
At 31 Dec 2020
—
37,338
—
37,338
Interest rate3
At 31 Dec 2019
—
38,126
—
38,126
Debt
securities
in issue
Debt securities
in issue
3,027
3,027
1,088
1,088
(1,910)
(1,910)
(1,697)
(1,697)
17
17
7
7
Ineffectiveness
Profit and loss
presentation
Net income from
financial instruments
held for trading or
managed on a fair
value basis
Net income from financial
instruments held for
trading or managed on a
fair value basis
1 Used in effectiveness testing; comprising amount attributable to the designated hedged risk that can be a risk component.
2 The accumulated amount of fair value adjustments remaining in the statement of financial position for hedged items that have ceased to be
adjusted for hedging gains and losses were liabilities of $62.8m for debt issued.
3 The hedged risk ‘interest rate’ includes foreign exchange risk.
Sources of hedge ineffectiveness may arise from basis risk, including but not limited to the discount rates used for calculating the fair
value of derivatives, hedges using instruments with a non-zero fair value, and notional and timing differences between the hedged items
and hedging instruments.
For some debt securities held, HSBC manages interest rate risk in a dynamic risk management strategy. The assets in scope of this
strategy are high-quality fixed-rate debt securities, which may be sold to meet liquidity and funding requirements.
The interest rate risk of the HSBC fixed-rate debt securities issued is managed in a non-dynamic risk management strategy.
HSBC Holdings plc Annual Report and Accounts 2020 325
Financial statements
Notes on the financial statements
Cash flow hedges
HSBC’s cash flow hedging instruments consist principally of interest rate swaps and cross-currency swaps that are used to manage the
variability in future interest cash flows of non-trading financial assets and liabilities, arising due to changes in market interest rates and
foreign-currency basis.
HSBC applies macro cash flow hedging for interest rate risk exposures on portfolios of replenishing current and forecasted issuances of
non-trading assets and liabilities that bear interest at variable rates, including rolling such instruments. 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 cash flows
representing both principal balances and interest cash flows across all portfolios are used to determine the effectiveness and
ineffectiveness. Macro cash flow hedges are considered to be dynamic hedges.
HSBC also hedges the variability in future cash flows on foreign-denominated financial assets and liabilities arising due to changes in
foreign exchange market rates with cross-currency swaps, which are considered dynamic hedges.
Hedging instrument by hedged risk
Hedging instrument
Hedged item
Ineffectiveness
Carrying amount
Hedged risk
Notional
amount1
Assets
Liabilities
$m
$m
$m
Balance sheet
presentation
Change in fair
value2
Change in fair
value3
Recognised in
profit and loss
$m
$m
$m
Foreign currency
24,506
309
448
Derivatives
(630)
(630)
Interest rate
At 31 Dec 2020
35,863
60,369
239
548
2
450
Derivatives
519
(111)
514
(116)
Foreign currency
21,385
455
254
Derivatives
341
341
Interest rate
At 31 Dec 2019
54,253
75,638
152
607
46
300
Derivatives
195
536
193
534
—
5
5
—
2
2
Profit and loss
presentation
Net income from
financial instruments
held for trading or
managed on a fair
value basis
Net income from
financial instruments
held for trading or
managed on a fair
value basis
1 The notional contract amounts of derivatives designated in qualifying hedge accounting relationships indicate the nominal value of transactions
outstanding at the balance sheet date. They do not represent amounts at risk.
2 Used in effectiveness testing; comprising the full fair value change of the hedging instrument not excluding any component.
3 Used in effectiveness assessment; comprising amount attributable to the designated hedged risk that can be a risk component.
Sources of hedge ineffectiveness may arise from basis risk, including but not limited to timing differences between the hedged items
and hedging instruments and hedges using instruments with a non-zero fair value.
Reconciliation of equity and analysis of other comprehensive income by risk type
Cash flow hedging reserve at 1 Jan 2020
Fair value gains/(losses)
Fair value (gains)/losses reclassified from the cash flow hedge reserve to the income statement in respect of:
Hedged items that have affected profit or loss
Income taxes
Others
Cash flow hedging reserve at 31 Dec 2020
Cash flow hedging reserve at 1 Jan 2019
Fair value gains/(losses)
Fair value (gains)/losses reclassified from the cash flow hedge reserve to the income statement in respect of:
Hedged items that has affected profit or loss
Income taxes
Others
Cash flow hedging reserve at 31 Dec 2019
Hedges of net investments in foreign operations
Interest rate Foreign currency
$m
204
514
(107)
(79)
(37)
495
(26)
193
99
(53)
(9)
204
$m
(205)
(630)
822
(23)
(1)
(37)
(182)
341
(371)
4
3
(205)
The Group applies hedge accounting in respect of certain consolidated net investments. Hedging is undertaken for Group structural
exposure to changes in the US dollar-sterling exchange rate using forward foreign exchange contracts or by financing with foreign
currency borrowings. This risk arises due to the Group investment in sterling functional currency subsidiaries and is only hedged for
changes in spot exchange rates. At 31 December 2020, the fair values of outstanding financial instruments designated as hedges of net
investments in foreign operations were assets of nil (2019: nil), liabilities of $733m (2019: $485m) and notional derivative contract values
of $10,500m (2019: $10,500m). These values are included in ‘Derivatives’ presented in the balance sheet. Ineffectiveness recognised in
‘Net income from financial instruments held for trading or managed on a fair value basis’ in the year ended 31 December 2020 was nil
(2019: nil) and the net investment hedge reserve was a negative $56m as of 31 December 2020 ($304m in 2019 and $780m in 2018).
There were no amounts reclassified to the profit and loss account during the accounting periods presented.
326 HSBC Holdings plc Annual Report and Accounts 2020
Interest rate benchmark reform: Amendments to IFRS 9 and IAS 39 ‘Financial Instruments’
The first set of amendments (‘Phase 1’) to IFRS 9 and IAS 39, published in September 2019 and endorsed in January 2020, primarily
allows the assumption that interbank offered rates (‘Ibors’) are to continue unaltered for the purposes of forecasting hedged cash flows
until such time as the uncertainty of transitioning to near risk-free rates (‘RFRs’) is resolved. The second set of amendments (‘Phase 2’),
issued in August 2020 and endorsed in January 2021, allows the modification of hedge documentation to reflect the components of
hedge relationships that have transitioned to RFRs on an economically equivalent basis as a direct result of the Ibor transition.
While the application of Phase 1 amendments is mandatory for accounting periods starting on or after 1 January 2020, the Group chose
to early adopt the Phase 2 amendments from the beginning of 2020. Significant judgement will be required in determining when Ibor
transition uncertainty is resolved and therefore decide when Phase 1 amendments cease to apply and when some of the Phase 2
amendments can be applied.
The notional value of the derivatives impacted by the Ibors reform but which are not used in designated hedge accounting relationships
is disclosed on page 113 in the section ‘Financial instruments impacted by the Ibor reform’.
The Group has cash flow and fair value hedge accounting relationships that are exposed to different Ibors, predominantly US dollar
Libor, sterling Libor and Euribor, as well as overnight rates subject to the market-wide benchmarks reform such as the European
Overnight Index Average rate (‘Eonia’). Existing financial instruments (such as derivatives, loans and bonds) designated in relationships
referencing these benchmarks are expected to transition to RFRs in different ways and at different times. External progress on the
transition to RFRs is being monitored, with the objective of ensuring a smooth transition for the Group’s hedge accounting relationships.
The specific issues arising will vary with the details of each hedging relationship, but may arise due to the transition of existing products
included in the designation, a change in expected volumes of products to be issued, a change in contractual terms of new products
issued, or a combination of these factors. Some hedges may need to be de-designated and new relationships entered into, while others
may survive the market-wide benchmarks reform.
The hedge accounting relationships that are affected by Phase 1 and Phase 2 amendments are presented in the balance sheet as
‘Financial assets designated and otherwise mandatorily measured at fair value through other comprehensive income’, ‘Loans and
advances to customers’, ‘Debt securities in issue’ and ‘Deposits by banks’.
The notional amounts of interest rate derivatives designated in hedge accounting relationships represent the extent of the risk exposure
managed by the Group that is expected to be directly affected by market-wide Ibors reform and in scope of Phase 1 and Phase 2
amendments. The cross-currency swaps designated in hedge accounting relationships and affected by Ibor reform are not significant
and have not been presented below:
Hedging instrument impacted by Ibor reform
Fair value hedges
Cash flow hedges
At 31 Dec 2020
Fair value hedges
Cash flow hedges
At 31 Dec 2019
€
$m
17,792
8,344
26,136
20,378
5,724
26,102
Impacted by Ibor reform
Hedging instrument
£
$m
3,706
2,522
6,228
4,533
6,594
11,127
$
$m
32,789
8,705
41,494
41,274
15,750
57,024
Other
$m
10,128
6,797
16,925
13,435
15,979
29,414
Total
$m
64,415
26,368
90,783
79,620
44,047
123,667
Not impacted
by Ibor reform
$m
57,157
9,495
66,652
43,133
10,206
53,339
Notional
amount1
$m
121,572
35,863
157,435
122,753
54,253
177,006
1 The notional contract amounts of interest rate derivatives designated in qualifying hedge accounting relationships indicate the nominal value of
transactions outstanding at the balance sheet date; they do not represent amounts at risk.
During 2019, the main market event in scope of Ibor reform was the change to the calculation of Eonia to be calculated as the euro
short-term rate (‘€STR’) plus a fixed spread of 8.5 basis points. This event had no material impact to the valuation of components of
designated hedge accounting relationships and there were no discontinuations of existing designated relationships. The main market
events in scope of Ibor reform during 2020 were the changes applied by central clearing counterparties to remunerating euro and US
dollar collateral. While there was a minimal valuation impact to the derivatives in scope that are used for hedge accounting, these
changes had no discontinuation impact to any of the designated relationships affected.
For further details of Ibor transition, see ‘Areas of special interest’ in the Risk review on page 116.
Hedging instrument impacted by Ibor reform held by HSBC Holdings
Fair value hedges
At 31 Dec 2020
Fair value hedges
At 31 Dec 2019
Impacted by Ibor reform
Hedging instrument
€
$m
4,290
4,290
3,928
3,928
£
$m
5,393
5,393
5,222
5,222
$
$m
21,081
21,081
Other
$m
3,242
3,242
Total
$m
34,006
34,006
24,500
24,500
3,119
3,119
36,769
36,769
Not impacted
by Ibor reform
$m
—
—
—
—
Notional
amount
$m
34,006
34,006
36,769
36,769
HSBC Holdings plc Annual Report and Accounts 2020 327
Financial statements
2020
$m
402,054
118,163
281,467
2,337
87
88,639
11,757
76,882
490,693
2019
$m
357,577
95,043
260,536
1,913
85
85,735
10,476
75,259
443,312
Fair value
Dividends
recognised
$m
904
1,387
46
2,337
738
1,124
51
1,913
$m
22
22
3
47
22
19
9
50
Notes on the financial statements
16 Financial investments
Carrying amount of financial investments
Financial investments measured at fair value through other comprehensive income
– treasury and other eligible bills
– debt securities
– equity securities
– other instruments
Debt instruments measured at amortised cost
– treasury and other eligible bills
– debt securities
At 31 Dec
Equity instruments measured at fair value through other comprehensive income
Type of equity instruments
Investments required by central institutions
Business facilitation
Others
At 31 Dec 2020
Investments required by central institutions
Business facilitation
Others
At 31 Dec 2019
Financial investments at amortised cost and fair value
US Treasury
US Government agencies
US Government-sponsored entities
UK Government
Hong Kong Government
Other governments
Asset-backed securities
Corporate debt and other securities
Equities
At 31 Dec
Footnotes
2
3
2020
2019
Amortised cost
Fair value1
Amortised cost
Fair value1
$m
75,531
19,851
10,691
28,094
55,483
178,091
2,708
110,015
1,410
481,874
$m
78,251
20,320
11,224
28,754
55,507
180,881
2,536
118,960
2,337
498,770
$m
79,633
26,356
8,070
28,621
47,824
140,510
2,954
101,750
1,241
436,959
$m
80,589
26,387
8,259
28,973
47,820
142,511
2,889
107,364
1,913
446,705
1
Included within ‘fair value’ figures are debt securities issued by banks and other financial institutions of $62bn (2019: $61bn), of which $10bn
(2019: $11bn) are guaranteed by various governments.
2 Includes securities that are supported by an explicit guarantee issued by the US Government.
3 Excludes asset-backed securities included under US Government agencies and sponsored entities.
Maturities of investments in debt securities at their carrying amount
Up to 1 year
1 to 5 years
5 to 10 years
Over 10 years
Debt securities measured at fair value through other comprehensive income
72,250
131,859
$m
$m
Debt securities measured at amortised cost
At 31 Dec 2020
Debt securities measured at fair value through other comprehensive income
Debt securities measured at amortised cost
At 31 Dec 2019
6,135
16,499
78,385
148,358
61,833
5,472
67,305
123,740
14,395
138,135
$m
42,168
19,437
61,605
42,831
21,431
64,262
$m
35,190
34,811
70,001
32,132
33,961
66,093
Total
$m
281,467
76,882
358,349
260,536
75,259
335,795
328 HSBC Holdings plc Annual Report and Accounts 2020
Contractual maturities and weighted average yields of investment debt securities
Up to 1 year
1 to 5 years
5 to 10 years
Over 10 years
Amount
$m
Yield
%
Amount
$m
Yield
%
Amount
$m
Yield
%
Amount
$m
Yield
%
Debt securities measured at fair value
through other comprehensive income
US Treasury
US Government agencies
US Government-sponsored agencies
UK Government
Hong Kong Government
Other governments
Asset-backed securities
Corporate debt and other securities
Total amortised cost at 31 Dec 2020
Total carrying value
Debt securities measured at amortised cost
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 at 31 Dec 2020
Total carrying value
6,596
—
30
2,765
84
51,507
18
10,831
71,831
72,250
3,769
—
110
13
179
—
2,064
6,135
6,135
1.2
—
2.8
1.5
1.6
1.7
2.9
2.1
0.1
—
2.5
3.0
3.4
—
3.3
22,945
95
789
5,126
247
62,587
93
35,615
127,497
131,859
4,618
9
258
23
370
—
11,221
16,499
16,497
1.6
1.8
2.2
0.8
1.6
2.3
1.4
1.4
1.6
3.8
2.7
1.6
4.1
—
3.4
15,618
43
2,988
6,220
167
8,184
399
7,169
40,788
42,168
3,003
13
436
118
426
—
15,441
19,437
19,439
1.5
2.8
2.5
0.2
1.8
1.6
1.8
1.8
2.0
4.5
2.2
2.6
3.8
—
3.4
4,195
12,608
4,968
4,910
—
2,089
2,199
2,583
33,552
35,190
969
7,084
1,112
12
1,011
2
24,621
34,811
34,812
2.3
1.8
1.8
2.3
—
4.3
1.2
3.4
2.8
2.6
3.3
4.8
4.2
6.0
3.8
The maturity distributions of ABSs 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 2020 by the
book amount of debt securities at that date. The yields do not include the effect of related derivatives.
HSBC Holdings
HSBC Holdings carrying amount of financial investments
Debt instruments measured at amortised cost
– treasury and other eligible bills
– debt securities
At 31 Dec
Financial investments at amortised cost and fair value
US Treasury
US Government agencies
US Government-sponsored entities
At 31 Dec
2020
$m
10,941
6,544
17,485
2019
$m
10,081
6,025
16,106
2020
2019
Amortised cost
Fair value
Amortised cost
Fair value
$m
$m
$m
17,485
17,521
16,106
—
—
—
—
—
—
$m
16,121
—
—
17,485
17,521
16,106
16,121
Maturities of investments in debt securities at their carrying amount
Debt securities measured at amortised cost
At 31 Dec 2020
Debt securities measured at amortised cost
At 31 Dec 2019
Up to 1 year
1 to 5 years
5 to 10 years
Over 10 years
$m
3,767
3,767
3,010
3,010
$m
2,777
2,777
3,015
3,015
$m
—
—
—
—
$m
—
—
—
—
Total
$m
6,544
6,544
6,025
6,025
Contractual maturities and weighted average yields of investment debt securities
Debt securities measured at amortised cost
US Treasury
US Government agencies
US Government-sponsored agencies
Total amortised cost at 31 Dec 2020
Total carrying value
Up to 1 year
1 to 5 years
5 to 10 years
Over 10 years
Amount
$m
Yield
%
Amount
$m
Yield
%
Amount
$m
Yield
%
Amount
$m
Yield
%
3,767
1.5
2,777
—
—
3,767
3,767
—
—
—
—
2,777
2,777
0.3
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
HSBC Holdings plc Annual Report and Accounts 2020 329
Financial statements
Notes on the financial statements
The weighted average yield for each range of maturities is calculated by dividing the annualised interest income for the year ended
31 December 2020 by the book amount of debt securities at that date. The yields do not include the effect of related derivatives.
17 Assets pledged, collateral received and assets transferred
Assets pledged
Financial assets pledged as collateral
Treasury bills and other eligible securities
Loans and advances to banks
Loans and advances to customers
Debt securities
Equity securities
Other
Assets pledged at 31 Dec
2020
$m
12,774
236
43,168
67,312
26,101
60,810
210,401
2019
$m
14,034
1,975
26,017
60,995
24,626
50,231
177,878
Assets pledged as collateral include all assets categorised as encumbered in the disclosure on page 78 of the Pillar 3 Disclosures at 31 December 2020.
The amount of assets pledged to secure liabilities may be greater than the book value of assets utilised as collateral. For example, in the
case of securitisations and covered bonds, the amount of liabilities issued plus mandatory over-collateralisation is less than the book
value of the pool of assets available for use as collateral. This is also the case where assets are placed with a custodian or a settlement
agent that has a floating charge over all the assets placed to secure any liabilities under settlement accounts.
These transactions are conducted under terms that are usual and customary for collateralised transactions including, where relevant,
standard securities lending and borrowing, repurchase agreements and derivative margining. HSBC places both cash and non-cash
collateral in relation to derivative transactions.
Hong Kong currency notes in circulation are secured by the deposit of funds in respect of which the Hong Kong Government certificates
of indebtedness are held.
Financial assets pledged as collateral which the counterparty has the right to sell or repledge
Trading assets
Financial investments
At 31 Dec
Collateral received
2020
$m
64,225
16,915
81,140
2019
$m
63,163
10,782
73,945
The fair value of assets accepted as collateral relating primarily to standard securities lending, reverse repurchase agreements, swaps of
securities and derivative margining that HSBC is permitted to sell or repledge in the absence of default was $447,101m
(2019: $468,798m). The fair value of any such collateral sold or repledged was $246,520m (2019: $304,261m).
HSBC is obliged to return equivalent securities. These transactions are conducted under terms that are usual and customary to standard
securities lending, reverse repurchase agreements and derivative margining.
Assets transferred
The assets pledged include transfers to third parties that do not qualify for derecognition, notably secured borrowings such as debt
securities held by counterparties as collateral under repurchase agreements and equity securities lent under securities lending
agreements, as well as swaps of equity and debt securities. For secured borrowings, the transferred asset collateral continues to be
recognised in full while a related liability, reflecting the Group’s obligation to repurchase the assets for a fixed price at a future date, is
also recognised on the balance sheet. Where securities are swapped, the transferred asset continues to be recognised in full. There is no
associated liability as the non-cash collateral received is not recognised on the balance sheet. The Group is unable to use, sell or pledge
the transferred assets for the duration of the transaction, and remains exposed to interest rate risk and credit risk on these pledged
assets. With the exception of ‘Other sales’ in the following table, the counterparty’s recourse is not limited to the transferred assets.
Transferred financial assets not qualifying for full derecognition and associated financial liabilities
At 31 Dec 2020
Repurchase agreements
Securities lending agreements
Other sales (recourse to transferred assets only)
At 31 Dec 2019
Repurchase agreements
Securities lending agreements
Other sales (recourse to transferred assets only)
Carrying amount of:
Fair value of:
Transferred
assets
Associated
liabilities
Transferred
assets
Associated
liabilities
$m
$m
$m
$m
Net
position
$m
52,413
38,364
3,564
45,831
35,122
2,971
51,092
124
3,478
3,619
3,564
55
45,671
3,225
2,885
2,974
2,897
77
330 HSBC Holdings plc Annual Report and Accounts 2020
18 Interests in associates and joint ventures
Carrying amount of HSBC’s interests in associates and joint ventures
Interests in associates
Interests in joint ventures
Interests in associates and joint ventures
Principal associates of HSBC
Bank of Communications Co., Limited
The Saudi British Bank
2020
$m
26,594
90
26,684
2019
$m
24,384
90
24,474
2020
Carrying amount
$m
21,248
4,215
Fair value1
$m
7,457
4,197
2019
Carrying amount
Fair value1
$m
18,982
4,370
$m
10,054
5,550
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).
Bank of Communications Co., Limited
The Saudi British Bank
Footnotes
Country of incorporation
and principal place of
business
People’s Republic of
China
At 31 Dec 2020
Principal
activity
Banking services
1
Saudi Arabia
Banking services
HSBC’s
interest
%
19.03
31.00
1 In December 2020, HSBC purchased additional shares and increased its shareholding in The Saudi British Bank (‘SABB’) from 29.2% to 31.0%.
SABB will continue to be accounted for as an associate of HSBC.
A list of all associates and joint ventures is set out in Note 37.
Bank of Communications Co., Limited
The Group’s investment in Bank of Communications Co., Limited (‘BoCom’) is classified as an associate. Significant influence in BoCom
was established with consideration of all relevant factors, including representation on BoCom’s Board of Directors and participation in a
Resource and Experience Sharing (‘RES’) agreement. Under the RES, HSBC staff have been seconded to assist in the maintenance of
BoCom’s financial and operating policies. Investments in associates are recognised using the equity method of accounting in
accordance with IAS 28, whereby the investment is initially recognised at cost and adjusted thereafter for the post-acquisition change in
the Group’s share of BoCom’s net assets. An impairment test is required if there is any indication of impairment.
Impairment testing
At 31 December 2020, the fair value of the Group’s investment in BoCom had been below the carrying amount for approximately nine
years. As a result, the Group performed an impairment test on the carrying amount, which confirmed that there was no impairment at
31 December 2020 as the recoverable amount as determined by a value-in-use (‘VIU’) calculation was higher than the carrying value.
BoCom
At 31 Dec 2020
VIU
$bn
21.8
Carrying value
Fair value
$bn
21.2
$bn
7.5
VIU
$bn
21.5
At 31 Dec 2019
Carrying value
Fair value
$bn
19.0
$bn
10.1
Compared with 31 December 2019, the extent to which the VIU exceeds the carrying value (‘headroom’) decreased by $1.9bn. The
reduction in headroom was principally due to the impact on the VIU from BoCom's actual performance, which was lower than earlier
forecasts due to the impact of the Covid-19 outbreak and the disruption to global economic activity, downward revisions to
management's best estimates of BoCom's future earnings in the short to medium term, and the net impact of revisions to certain long-
term assumptions. Both the VIU and the carrying value increased due to the impact of foreign exchange movements.
In future periods, the VIU may increase or decrease depending on the effect of changes to model inputs. The main model inputs are
described below and are based on factors observed at period-end. The factors that could result in a change in the VIU and an
impairment include a short-term underperformance by BoCom, a change in regulatory capital requirements or an increase in uncertainty
regarding the future performance of BoCom resulting in a downgrade of the forecast of future asset growth or profitability. An increase
in the discount rate as a result of an increase in the risk premium or risk-free rates could also result in a reduction of VIU and an
impairment. At the point where the carrying value exceeds the VIU, impairment would be recognised.
If the Group did not have significant influence in BoCom, the investment would be carried at fair value rather than the current carrying
value.
Basis of recoverable amount
The impairment test was performed by comparing the recoverable amount of BoCom, determined by a VIU calculation, with its carrying
amount. The VIU calculation uses discounted cash flow projections based on management’s best estimates of future earnings available
to ordinary shareholders prepared in accordance with IAS 36. Significant management judgement is required in arriving at the best
estimate. There are two main components to the VIU calculation. The first component is management’s best estimate of BoCom’s
earnings, which is based on explicit forecasts over the short to medium term. This results in forecast earnings growth that is lower than
recent historical actual growth and also reflects the uncertainty arising from the current economic outlook. Earnings beyond the short to
medium term are then extrapolated into perpetuity using a long-term growth rate to derive a terminal value, which comprises the
majority of the VIU. The second component is the capital maintenance charge (‘CMC’), which is management’s forecast of the earnings
HSBC Holdings plc Annual Report and Accounts 2020 331
Financial statements
Notes on the financial statements
that need to be withheld in order for BoCom to meet regulatory capital requirements over the forecast period, meaning that CMC is
deducted when arriving at management’s estimate of future earnings available to ordinary shareholders. The principal inputs to the CMC
calculation include estimates of asset growth, the ratio of risk-weighted assets to total assets and the expected minimum regulatory
capital requirements. An increase in the CMC as a result of a change to these principal inputs would reduce VIU. Additionally,
management considers other factors, including qualitative factors, to ensure that the inputs to the VIU calculation remain appropriate.
Key assumptions in value-in-use calculation
We used a number of assumptions in our VIU calculation, in accordance with the requirements of IAS 36:
• Long-term profit growth rate: 3% (2019: 3%) for periods after 2024, which does not exceed forecast GDP growth in mainland China
and is consistent with forecasts by external analysts.
• Long-term asset growth rate: 3% (2019: 3%) for periods after 2024, which is the rate that assets are expected to grow to achieve
long-term profit growth of 3%.
• Discount rate: 11.37% (2019: 11.24%). This is based on a capital asset pricing model (‘CAPM’) calculation for BoCom, using market
data. Management also compares the rate derived from the CAPM with discount rates from external sources. The discount rate used
is within the range of 10.3% to 15.0% (2019: 10.0% to 15.0%) indicated by external sources. The increased rate reflects the net
impact of updates to certain components of CAPM due to elevated levels of risk arising from the impact of the Covid-19 outbreak and
the disruption to global economic activity.
• Expected credit losses (‘ECL’) as a percentage of customer advances: This ranges from 0.98% to 1.22% (2019: 0.95%) in the short to
medium term, reflecting increases due to the Covid-19 outbreak and BoCom's actual results. For periods after 2024, the ratio is
0.88% (2019: 0.76%), which is slightly higher than BoCom’s average ECL in recent years. This ratio was increased to reflect trends in
BoCom’s actual results in recent years of increasing ECL and of changes to BoCom’s loan portfolio.
• Risk-weighted assets as a percentage of total assets: This ranges from 61% to 62% (2019: 61%) in the short to medium term,
reflecting increases that may arise from higher ECL in the short term, followed by reductions that may arise from a subsequent
lowering of ECL and a continuation of the trend of strong retail loan growth. For periods after 2024, the ratio is 61% (2019: 61%).
These rates are similar to BoCom’s actual results in recent years and are slightly below forecasts disclosed by external analysts.
• Operating income growth rate: This ranges from 3.5% to 6.7% (2019: 4.9% to 9.4%) in the short to medium term, and is lower than
BoCom’s actual results in recent years and the forecasts disclosed by external analysts, reflecting economic pressures from the
Covid-19 outbreak, global trade tensions and industry developments in mainland China.
• Cost-income ratio: This ranges from 36.3% to 36.8% (2019: 37.1% to 38.8%) in the short to medium term. These ratios are similar to
BoCom's actual results in recent years and slightly higher than forecasts disclosed by external analysts.
• Effective tax rate: This ranges from 7.8% to 16.5% (2019: 12.0% to 17.0%) in the short to medium term, reflecting BoCom’s actual
results and an expected increase towards the long-term assumption through the forecast period. For periods after 2024, the rate is
16.8% (2019: 22.5%), which is higher than the recent historical average. This rate was reduced on expectations of a lower effective
tax rate in the long term, reflecting BoCom’s actual results in recent years and forecast financial asset composition, and forecasts
disclosed by external analysts.
• Capital requirements: This was based on a capital adequacy ratio of 11.5% (2019: 11.5%) and tier 1 capital adequacy ratio of 9.5%
(2019: 9.5%), based on the minimum regulatory requirements.
The following table shows the change to each key assumption in the VIU calculation that on its own would reduce the headroom to nil:
Key assumption
• Long-term profit growth rate
• Long-term asset growth rate
• Discount rate
Changes to key assumption to reduce headroom to nil
• Decrease by 22 basis points
• Increase by 20 basis points
• Increase by 26 basis points
• Expected credit losses as a percentage of customer advances
• Increase by 3 basis points
• Risk-weighted assets as a percentage of total assets
• Operating income growth rate
• Cost-income ratio
• Long-term effective tax rate
• Capital requirements – capital adequacy ratio
• Capital requirements – tier 1 capital adequacy ratio
• Increase by 136 basis points
• Decrease by 28 basis points
• Increase by 77 basis points
• Increase by 216 basis points
• Increase by 26 basis points
• Increase by 90 basis points
The following table further illustrates the impact on VIU of reasonably possible changes to key assumptions. This reflects the sensitivity
of the VIU to each key assumption on its own and it is possible that more than one favourable and/or unfavourable change may occur at
the same time. The selected rates of reasonably possible changes to key assumptions are largely based on external analysts’ forecasts,
which can change period to period.
332 HSBC Holdings plc Annual Report and Accounts 2020
Sensitivity of VIU to reasonably possible changes in key assumptions
Favourable change
Unfavourable change
Increase in VIU
bps
$bn
VIU
$bn
Decrease in VIU
bps
$bn
VIU
$bn
At 31 Dec 2020
Long-term profit growth rate
Long-term asset growth rate
Discount rate
Expected credit losses as a percentage of customer advances
Risk-weighted assets as a percentage of total assets
Operating income growth rate
Cost-income ratio
Long-term effective tax rate
Capital requirements – capital adequacy ratio
Capital requirements – tier 1 capital adequacy ratio
At 31 Dec 2019
Long-term profit growth rate
Long-term asset growth rate
Discount rate
—
(50)
—
2020 to 2024: 96
2025 onwards:
76
(40)
2
(149)
(316)
—
—
—
(50)
(54)
Expected credit losses as a percentage of customer advances
Risk-weighted assets as a percentage of total assets
Operating income growth rate
Cost-income ratio
Long-term effective tax rate
Capital requirements – capital adequacy ratio
Capital requirements – tier 1 capital adequacy ratio
2019 to 2023: 90
2024 onwards: 70
(96)
14
(175)
(352)
—
—
— 21.8
1.4 23.2
1.2 23.0
2.3 24.1
0.1 21.9
0.2 22.0
1.3 23.1
0.9 22.7
— 21.8
— 21.8
—
21.5
1.4
1.4
22.9
22.9
1.0
22.5
0.4
21.9
—
21.8
1.0
1.0
—
—
22.5
22.5
21.5
21.5
(50)
—
53
2020 to 2024:
122
2025 onwards:
95
166
(69)
120
820
297
263
(50)
—
56
2019 to 2023: 108
2024 onwards: 81
12
(102)
95
250
337
322
(1.3) 20.5
— 21.8
(1.2) 20.6
(2.1) 19.7
(0.8) 21.0
(1.5) 20.3
(1.2) 20.6
(2.2) 19.6
(7.8) 14.0
(5.3) 16.5
(1.3)
—
(1.2)
20.2
21.5
20.3
(1.2)
20.3
—
(1.8)
(1.2)
(0.7)
(8.2)
(6.0)
21.5
19.7
20.3
20.8
13.3
15.5
Considering the interrelationship of the changes set out in the table above, management estimates that the reasonably possible range of
VIU is $18.2bn to $24.2bn (2019: $18.5bn to $22.8bn). The range is based on the favourable/unfavourable change in the earnings in the
short- to medium-term, and long-term expected credit losses as a percentage of customer advances as set out in the table above. All
other long-term assumptions, the discount rate and the basis of the CMC have been kept unchanged when determining the reasonably
possible range of the VIU.
Selected financial information of BoCom
The statutory accounting reference date of BoCom is 31 December. For the year ended 31 December 2020, HSBC included the
associate’s results on the basis of the financial statements for the 12 months ended 30 September 2020, taking into account changes in
the subsequent period from 1 October 2020 to 31 December 2020 that would have materially affected the results.
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
At 30 Sep
2020
$m
121,987
107,334
870,728
508,328
44,622
2019
$m
112,239
108,026
730,510
435,740
40,101
1,652,999
1,426,616
273,708
1,012,732
207,110
31,105
290,492
868,627
131,772
23,074
1,524,655
1,313,965
128,344
112,651
Reconciliation of BoCom’s total shareholders’ equity to the carrying amount in HSBC’s consolidated financial statements
HSBC’s share of total shareholders’ equity
Goodwill and other intangible assets
Carrying amount
At 30 Sep
2020
$m
20,743
505
21,248
2019
$m
18,509
473
18,982
HSBC Holdings plc Annual Report and Accounts 2020 333
Financial statements
Notes on the financial statements
Selected income statement information of BoCom
Net interest income
Net fee and commission income
Change in expected credit losses and other credit impairment charges
Depreciation and amortisation
Tax expense
Profit for the year
Other comprehensive income
Total comprehensive income
Dividends received from BoCom
The Saudi British Bank
For the 12 months ended 30 Sep
2020
$m
21,994
6,398
(9,698)
(2,072)
(858)
10,261
(769)
9,492
633
2019
$m
20,558
6,411
(7,479)
(1,934)
(1,636)
11,175
315
11,490
613
The Group’s investment in The Saudi British Bank (‘SABB’) is classified as an associate. In June 2019, the merger between SABB and
Alawwal bank (‘Alawwal’) became effective, which reduced HSBC’s 40% interest in SABB to 29.2%. On 3 December 2020, HSBC
purchased additional shares in SABB, which increased the Group’s shareholding to 31%. HSBC remains the largest shareholder in SABB.
Significant influence in SABB is established via representation on the Board of Directors. Investments in associates are recognised using
the equity method of accounting in accordance with IAS 28, as described previously for BoCom.
Impairment testing
At 31 December 2020, the fair value of the Group’s investment in SABB of $4.20bn was below the carrying amount of $4.22bn. As a
result, the Group performed an impairment test on the carrying amount, which confirmed no impairment. The recoverable amount as
determined by a VIU calculation is $4.74bn.
The basis of recoverable amount
The impairment test was performed by comparing the recoverable amount of SABB, determined by a VIU calculation, with its carrying
amount. The VIU calculation uses discounted cash flow projections based on management’s best estimates of future earnings available
to ordinary shareholders prepared in accordance with IAS 36, which requires significant management judgement. A key component to
the VIU calculation is management’s best estimate of SABB’s earnings, which is based on explicit forecasts over the short to medium
term. This reflects the uncertainty arising from the current economic outlook. Earnings beyond the short to medium term are then
extrapolated in perpetuity using a long-term growth rate to derive a terminal value, which comprises the majority of the VIU.
Additionally, management considers other factors (including qualitative factors) to ensure that the inputs to the VIU calculation remain
appropriate.
Key assumptions in value-in-use calculation
We used a number of assumptions in our VIU calculation, in accordance with the requirements of IAS 36:
• Long-term profit growth rate: 2.85% for periods after 2024. This does not exceed forecast GDP growth in Saudi Arabia.
• Long-term asset growth rate: 2.85% for periods after 2024. This is the rate that assets are expected to grow to achieve long-term
profit growth of 2.85%.
• Discount rate: 10.4%. This is based on a CAPM calculation for Saudi Arabia using market data. Management also compares the rate
derived from the CAPM with cost of capital rates from external sources.
• Management’s judgement in estimating the cash flows of SABB: Cash flow projections have considered the scale of the entity
following the merger with Alawwal, current market conditions and our macroeconomic outlook.
Sensitivity of VIU to reasonably possible changes in key assumptions
At 31 December 2020, the Group’s investment in SABB was sensitive to reasonably possible adverse changes in key assumptions
supporting the recoverable amount. The most sensitive inputs to the impairment test are set out in the following table. A reasonable
change in a single key assumption may not result in impairment, although taken together a combination of reasonable changes in key
assumptions could result in a recoverable amount that is lower than the carrying amount.
Key assumption
• Cash flow projections
• Discount rate
Reasonably possible change
• Cash flow projections decrease by 15%. This could result in an impairment of $0.2bn.
• Discount rate increases by 100 basis points. This does not result in impairment.
334 HSBC Holdings plc Annual Report and Accounts 2020
19 Investments in subsidiaries
Main subsidiaries of HSBC Holdings
Europe
HSBC Bank plc
HSBC UK Bank plc
HSBC Continental Europe
HSBC Trinkaus & Burkhardt AG1
Asia
Hang Seng Bank Limited
HSBC Bank (China) Company Limited
HSBC Bank Malaysia Berhad
HSBC Life (International) Limited
Place of incorporation
or registration
HSBC’s
interest %
Share class
At 31 Dec 2020
England and Wales
England and Wales
France
Germany
100
100
99.99
99.33
£1 Ordinary, $0.01 Non-cumulative third Dollar
Preference
£1 Ordinary
€5 Actions
Stückaktien no par value
Hong Kong
62.14
HK$5 Ordinary
People’s Republic of
China
Malaysia
Bermuda
100
100
100
100
CNY1 Ordinary
RM0.5 Ordinary
HK$1 Ordinary
Ordinary no par value
The Hongkong and Shanghai Banking Corporation Limited
Hong Kong
Middle East and North Africa
HSBC Bank Middle East Limited
United Arab Emirates 100
$1 Ordinary and $1 Cumulative Redeemable
Preference shares (CRP)
North America
HSBC Bank Canada
HSBC Bank USA, N.A.
Latin America
Canada
US
100
100
Common no par value and Preference no par value
$100 Common and $0.01 Preference
HSBC Mexico, S.A., Institución de Banca Múltiple,
Grupo Financiero HSBC
Mexico
99.99
MXN2 Ordinary
1 The Group acquired the remaining minority equity interest in HSBC Trinkaus & Burkhardt AG on 1 February 2021. The Group now owns 100% of
this subsidiary.
Details of the debt, subordinated debt and preference shares issued by the main subsidiaries to parties external to the Group are
included in Note 25 ‘Debt securities in issue’ and Note 28 ‘Subordinated liabilities’, respectively.
A list of all related undertakings is set out in Note 37. The principal countries of operation are the same as the countries and territories of
incorporation except for 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 with the Group’s risk
appetite for the relevant country or region. HSBC’s capital management process is incorporated in the annual operating plan, which is
approved by the Board.
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’ issuance of equity and non-equity capital, and by profit
retention. The net reduction in investments in subsidiaries was partly due to the impairment of HSBC Overseas Holdings (UK) Limited of
$0.4bn.
As part of its capital management process, HSBC Holdings seeks to maintain a balance between the composition of its capital and its
investment in subsidiaries. Subject to this, there is no current or foreseen impediment to HSBC Holdings’ ability to provide funding for
such investments. During 2020, consistent with the Group’s capital plan, the Group’s subsidiaries did not experience any significant
restrictions on paying dividends or repaying loans and advances. Also, there are no foreseen restrictions envisaged with regard to
planned dividends or payments. However, 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, exchange controls, statutory reserves, and
financial and operating performance.
The amount of guarantees by HSBC Holdings in favour of other Group entities is set out in Note 32.
Information on structured entities consolidated by HSBC where HSBC owns less than 50% of the voting rights is included in Note 20
‘Structured entities’. In each of these 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.
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
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 changes in expected credit losses and other credit impairment charges
– profit for the year
– total comprehensive income for the year
2020
2019
37.86 %
Hong Kong
37.86%
Hong Kong
$m
843
7,604
625
224,483
202,907
4,568
2,230
2,535
$m
1,229
7,262
720
212,485
191,819
5,558
3,251
3,461
HSBC Holdings plc Annual Report and Accounts 2020 335
Financial statements Notes on the financial statements
20 Structured entities
HSBC is mainly involved with both consolidated and unconsolidated structured entities through the securitisation of financial assets,
conduits and investment funds, established either by HSBC or a third party.
Consolidated structured entities
Total assets of HSBC’s consolidated structured entities, split by entity type
At 31 Dec 2020
At 31 Dec 2019
Conduits
Conduits
Securitisations
HSBC
managed funds
$bn
6.9
8.6
$bn
11.7
9.6
$bn
5.3
6.8
Other
$bn
10.8
6.7
Total
$bn
34.7
31.7
HSBC has established and manages two types of conduits: securities investment conduits (‘SICs’) and multi-seller conduits.
Securities investment conduits
The SICs purchase highly rated ABSs to facilitate tailored investment opportunities.
• At 31 December 2020, Solitaire, HSBC’s principal SIC, held $1.9bn of ABSs (2019: $2.1bn). It is currently funded entirely by
commercial paper (‘CP’) issued to HSBC. At 31 December 2020, HSBC held $2.1bn of CP (2019: $3.2bn).
Multi-seller conduit
HSBC’s multi-seller conduit was established to provide access to flexible market-based sources of finance for its clients. Currently, HSBC
bears risk equal to the transaction-specific facility offered to the multi-seller conduit, amounting to $9.6bn at 31 December 2020 (2019:
$12.4bn). First loss protection is provided by the originator of the assets, and not by HSBC, through transaction-specific credit
enhancements. A layer of secondary loss protection is provided by HSBC in the form of programme-wide enhancement facilities.
Securitisations
HSBC uses structured entities to securitise customer loans and advances it originates in order to diversify its sources of funding for asset
origination and capital efficiency purposes. The loans and advances are transferred by HSBC to the structured entities for cash or
synthetically through credit default swaps, and the structured entities issue debt securities to investors.
HSBC managed funds
HSBC has established a number of money market and non-money market funds. Where it is deemed to be acting as principal rather than
agent in its role as investment manager, HSBC controls these funds.
Other
HSBC has entered into a number of transactions in the normal course of business, which include asset and structured finance
transactions where it has control of the structured entity. In addition, HSBC is deemed to control a number of third-party managed funds
through its involvement as a principal in the funds.
Unconsolidated structured entities
The term ‘unconsolidated structured entities’ refers to all structured entities not controlled by HSBC. The Group enters into transactions
with unconsolidated structured entities in the normal course of business to facilitate customer transactions and for specific investment
opportunities.
336 HSBC Holdings plc Annual Report and Accounts 2020
Nature and risks associated with HSBC interests in unconsolidated structured entities
Total asset values of the entities ($m)
Securitisations
HSBC managed
funds
Non-HSBC
managed funds
Other
0–500
500–2,000
2,000–5,000
5,000–25,000
25,000+
Number of entities at 31 Dec 2020
Total assets in relation to HSBC’s interests in the unconsolidated
structured entities
– trading assets
– financial assets designated and otherwise mandatorily measured at fair
value
– loans and advances to customers
– financial investments
– other assets
Total liabilities in relation to HSBC’s interests in the unconsolidated
structured entities
– other liabilities
Other off-balance sheet commitments
HSBC’s maximum exposure at 31 Dec 2020
Total asset values of the entities ($m)
0–500
500–2,000
2,000–5,000
5,000–25,000
25,000+
Number of entities at 31 Dec 2019
Total assets in relation to HSBC’s interests in the unconsolidated
structured entities
– trading assets
– financial assets designated and otherwise mandatorily measured at fair
value
– loans and advances to customers
– financial investments
– other assets
Total liabilities in relation to HSBC’s interests in the unconsolidated
structured entities
– other liabilities
Other off-balance sheet commitments
HSBC’s maximum exposure at 31 Dec 2019
86
9
—
—
—
95
$bn
4.4
—
—
4.4
—
—
—
—
0.1
4.5
91
12
—
—
—
103
$bn
5.3
—
—
5.3
—
—
—
—
0.3
5.6
292
1,430
94
32
14
5
437
$bn
9.9
0.3
8.6
—
1
—
—
—
0.5
10.4
236
70
28
14
3
351
$bn
9.1
0.2
8.4
—
0.5
—
—
—
0.3
9.4
733
389
311
41
2,904
$bn
17.5
3.2
13.8
—
0.5
—
—
—
4.9
22.4
670
642
345
260
39
1,956
$bn
15.1
3.5
10.7
0.4
0.5
—
—
—
3.9
19.0
47
2
—
—
—
49
$bn
2.1
—
—
1.5
—
0.6
0.3
0.3
1.2
3.6
70
7
—
—
2
79
$bn
4.2
1.3
—
2.3
—
0.6
0.3
0.3
0.7
4.6
Total
1,855
838
421
325
46
3,485
$bn
33.9
3.5
22.4
5.9
1.5
0.6
0.3
0.3
6.7
40.9
1,067
731
373
274
44
2,489
$bn
33.7
5
19.1
8
1
0.6
0.3
0.3
5.2
38.6
The maximum exposure to loss from HSBC’s interests in unconsolidated structured entities represents the maximum loss it could incur
as a result of its involvement with these entities regardless of the probability of the loss being incurred.
• For commitments, guarantees and written credit default swaps, the maximum exposure to loss is the notional amount of potential
future losses.
• For retained and purchased investments 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 that HSBC has entered into in order
to mitigate the Group's exposure to loss.
Securitisations
HSBC has interests in unconsolidated securitisation vehicles through holding notes issued by these entities. In addition, HSBC has
investments in ABSs issued by third-party structured 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 90.
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 business and meet 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 Holdings plc Annual Report and Accounts 2020 337
Financial statements
Notes on the financial statements
In addition to the interests disclosed above, HSBC enters into derivative contracts, reverse repos and stock borrowing transactions with
structured entities. These interests arise in the normal course of business for the facilitation of third-party transactions and risk
management solutions.
HSBC sponsored structured entities
The amount of assets transferred to and income received from such sponsored structured entities during 2020 and 2019 were not
significant.
21 Goodwill and intangible assets
Goodwill
Present value of in-force long-term insurance business
Other intangible assets
At 31 Dec
Footnotes
1
2020
$m
5,881
9,435
5,127
20,443
2019
$m
5,590
8,945
5,628
20,163
1 Included within other intangible assets is internally generated software with a net carrying value of $4,452m (2019: $4,829m). During the year,
capitalisation of internally generated software was $1,934m (2019: $2,086m), impairment was $1,322m (2019: $38m) and amortisation was
$1,085m (2019: $947m).
Movement analysis of goodwill
Gross amount
At 1 Jan
Exchange differences
Other
At 31 Dec
Accumulated impairment losses
At 1 Jan
Impairment losses
Exchange differences
At 31 Dec
Net carrying amount at 31 Dec
Goodwill
Impairment testing
2020
$m
22,084
967
84
23,135
(16,494)
(41)
(719)
(17,254)
5,881
2019
$m
22,180
(154)
58
22,084
(9,194)
(7,349)
49
(16,494)
5,590
In previous years the Group’s annual impairment test in respect of goodwill allocated to each CGU was performed at 1 July. Beginning in
2020 the annual impairment test will be performed as at 1 October to better align the timing of the test with cash flow projections
approved by the Board. A review for indicators of impairment is undertaken at each subsequent quarter-end.
Basis of the recoverable amount
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. The VIU is calculated by discounting management’s cash flow projections for the CGU. At 1 October 2020, all CGUs supporting
goodwill had a VIU larger than their respective carrying amounts. The key assumptions used in the VIU calculation for each individually
significant CGU that is not impaired are discussed below.
Key assumptions in VIU calculation – significant CGUs at 1 October 2020
Goodwill at
1 Oct
2020
Discount
rate
Growth rate
beyond initial
cash flow
Goodwill at
1 Jul
2020
Discount
rate
Nominal
growth rate
beyond initial
cash flow
projections
Goodwill at
31 Dec
2019
Discount
rate
Nominal
growth rate
beyond initial
cash flow
projections
Cash-generating unit Europe – WPB1
$m
3,582
%
9.6
%
$m
1.9
3,496
%
8.3
%
$m
3.2
3,464
%
8.3
%
1.7
1 CGU tested as Europe – RBWM at 31 December 2019. Details regarding our change in global businesses are set out in Note 10.
At 1 October 2020, aggregate goodwill of $2,059m (1 July 2019: $2,938m; 31 December 2019: $2,126m) had been allocated to CGUs
that were not considered individually significant. The Group’s CGUs do not carry on their balance sheets any significant intangible assets
with indefinite useful lives, other than goodwill.
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 Board. The Board challenges and endorses planning
assumptions in light of internal capital allocation decisions necessary to support our strategy, current market conditions and
macroeconomic outlook. For the 1 October 2020 impairment test, cash flow projections until the end of the first quarter of 2025 were
considered. As required by IFRSs, estimates of future cash flows exclude estimated cash inflows or outflows that are expected to arise
from restructuring initiatives before an entity has a constructive obligation to carry out the plan, and would therefore have recognised a
provision for restructuring costs.
338 HSBC Holdings plc Annual Report and Accounts 2020
Discount rate
The rate used to discount the cash flows is based on the cost of capital assigned to each CGU, which is derived using a capital asset
pricing model (‘CAPM’). CAPM depends on a number of inputs reflecting 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. The discount rates for each CGU are refined to reflect the rates of inflation for the
countries within which the CGU operates. 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 the cost of capital rates produced by
external sources for businesses operating in similar markets.
Long-term growth rate
The long-term growth rate is used to extrapolate the cash flows in perpetuity because of the long-term perspective within the Group of
business units making up the CGUs. These growth rates reflect inflation for the countries within which the CGU operates or from which
it derives revenue.
Sensitivities of key assumptions in calculating VIU
At 31 December 2020, Europe – WPB was sensitive to reasonably possible adverse changes in key assumptions supporting the
recoverable amount. In making an estimate of reasonably possible changes to assumptions, management considers the available
evidence in respect of each input to the model, such as the external range of discount rates observable, historical performance against
forecast and risks attaching to the key assumptions underlying cash flow projections. A reasonable change in one or more of these
assumptions could result in an impairment.
Input
Key assumptions
Associated risks
Reasonably possible change
Cash-generating unit
Europe – WPB
Cash flow
projections
• Level of interest rates and
• Uncertain regulatory
• Cash flow projections decrease by 30%.
yield curves.
environment.
• Competitors’ position
within the market.
• Level and change in
unemployment rates.
• Customer remediation and
regulatory actions.
Discount rate • Discount rate used is a
• External evidence
• Discount rate increases by 100bps. This does not
reasonable estimate of a
suitable market rate for
the profile of the business.
suggests that the rate
used is not appropriate to
the business.
result in an impairment.
Sensitivity of VIU to reasonably possible changes in key assumptions and changes to current assumptions to achieve nil headroom
In $bn (unless otherwise stated)
At 31 December 2020
Carrying amount
VIU
Impact on VIU
100 bps increase in the discount rate – single variable
30% decrease in cash flow projections – single variable
Cumulative impact of all changes
Changes to key assumption to reduce headroom to nil – single variable
Discount rate – bps
Cash flows – %
30 June impairment indicators review
Europe – WPB
11.1
16.4
(2.3)
(6.0)
(7.6)
271
(26.5)
At 30 June 2020, we considered the pervasive macroeconomic deterioration caused by the outbreak of Covid-19, along with the impact
on forecast profitability in some businesses, to be an indicator of goodwill impairment. As a result, an interim impairment test was
performed by comparing the estimated recoverable amount of each CGU carrying goodwill, determined by a VIU calculation, with its
carrying amount. At 30 June 2020, the goodwill allocated to Middle East and North Africa – WPB ($41m) was fully impaired. This CGU
carried no further significant non-financial assets.
Other intangible assets
Impairment testing
We considered the pervasive macroeconomic deterioration caused by the outbreak of Covid-19, along with the impact of forecast
profitability in some businesses, to be indicators of intangible asset impairment during the period. The impairment tests were performed
by comparing the net carrying amount of CGUs containing intangible assets with their recoverable amounts. Recoverable amounts were
determined by calculating an estimated VIU or fair value, as appropriate, for each CGU. Our cash flow forecasts were updated for
changes in the external outlook, although economic and geopolitical risks increase the inherent estimation uncertainty.
We recognised $1.3bn of capitalised software impairment related principally to businesses within HSBC Bank plc, our non-ring-fenced
bank in Europe, and to a lesser degree businesses within HSBC USA Inc. This impairment reflected underperformance and deterioration
in the future forecasts of these businesses, substantially relating to prior periods in HSBC Bank plc.
Key assumptions in VIU calculation
We used a number of assumptions in our VIU calculation, in accordance with the requirements of IAS 36:
• Management’s judgement in estimating future cash flows: We considered past business performance, the scale of the current impact
from the Covid-19 outbreak on our operations, current market conditions and our macroeconomic outlook to estimate future
earnings. As required by IFRSs, estimates of future cash flows exclude estimated cash inflows or outflows that are expected to arise
from restructuring initiatives before an entity has a constructive obligation to carry out the plan, and would therefore have recognised
HSBC Holdings plc Annual Report and Accounts 2020 339
Financial statements
Notes on the financial statements
a provision for restructuring costs. For some businesses, this means that the benefit of certain strategic actions are not included in
this impairment assessment, including capital releases.
• Long-term growth rates: The long-term growth rate is used to extrapolate the cash flows in perpetuity because of the long-term
perspective of the businesses within the Group.
• Discount rates: Rates are based on a CAPM calculation considering market data for the businesses and geographies in which the
Group operates. Discount rates ranged from 8.5% to 9.7% for HSBC Bank plc's businesses.
Future software capitalisation
We will continue to invest in digital capabilities to meet our strategic objectives. However, software capitalisation within businesses
where impairment was identified will not resume until the performance outlook for each business indicates future profits are sufficient to
support capitalisation. The cost of additional software investment in these businesses will be recognised as an operating expense until
such time.
Sensitivity of estimates relating to non-financial assets
As explained in Note 1.2(a), estimates of future cash flows for cash-generating units (‘CGUs’) are made in the review of goodwill and
non-financial assets for impairment. Non-financial assets include other intangible assets shown above, and owned property, plant and
equipment and right-of-use assets (see Note 22). The most significant sources of estimation uncertainty are in respect of the goodwill
balances disclosed above. There are no non-financial asset balances relating to individual CGUs which involve estimation uncertainty
that represents a significant risk of resulting in a material adjustment to the results and financial position of the Group within the next
financial year. Non-financial assets are widely distributed across CGUs within the legal entities of the Group, including Corporate Centre
assets that cannot be allocated to CGUs and are therefore tested for impairment at consolidated level, and the recoverable amounts of
other intangible assets, owned property, plant and equipment, and right-of-use assets cannot be lower than individual asset fair values
less costs to dispose, where relevant. At HSBC Holdings plc consolidated level, Corporate Centre assets that cannot be allocated to
CGUs within the legal entities of the Group were sensitive to reasonably possible adverse changes in cash flow projections and discount
rates, which could result in a recoverable amount that is lower than the carrying amount. Corporate Centre non-financial assets include
owned property, plant and equipment ($2.1bn), right-of-use assets ($0.6bn) and other intangible assets ($0.5bn). A 12% decrease in cash
flow projections or a 110bps increase in the discount rate (from 10.5% to 11.6%) would reduce the current CGU headroom ($27.5bn) to
nil.
Present value of in-force long-term insurance business
When calculating the present value of in-force long-term (‘PVIF’) insurance business, 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 uncertainty in the underlying assumptions is reflected by applying margins (as opposed to a cost of capital
methodology) including valuing the cost of policyholder options and guarantees using stochastic techniques.
Actuarial Control Committees of each key insurance entity meet on a quarterly basis to review and approve PVIF assumptions. All
changes to non-economic assumptions, economic assumptions that are not observable and model methodologies must be approved by
the Actuarial Control Committee.
Movements in PVIF
At 1 Jan
Change in PVIF of long-term insurance business
– value of new business written during the year
– expected return
– assumption changes and experience variances (see below)
– other adjustments
Exchange differences and other movements
At 31 Dec
Footnotes
1
2020
$m
8,945
382
776
(1,003)
604
5
108
9,435
2019
$m
7,149
1,749
1,225
(836)
1,378
(18)
47
8,945
1 ‘Expected return’ represents the unwinding of the discount rate and reversal of expected cash flows for the period.
Assumption changes and experience variances
Included within this line item are:
• $132m (2019: $1,126m), directly offsetting interest rate-driven changes to the valuation of liabilities under insurance contracts;
• $247m (2019: $36m), reflecting the future expected sharing of returns with policyholders on contracts with discretionary participation
features (‘DPF’), to the extent this sharing is not already included in liabilities under insurance contracts; and
• $225m (2019: $216m), driven by other assumptions changes and experience variances.
Key assumptions used in the computation of PVIF for main life insurance operations
Economic assumptions are set in a way that is consistent with observable market values. The valuation of PVIF is sensitive to observed
market movements and the impact of such changes is included in the sensitivities presented below.
Weighted average risk-free rate
Weighted average risk discount rate
Expense inflation
2020
2019
Hong Kong
France1
Hong Kong
France1
%
0.71
4.96
3.00
%
0.34
1.34
1.60
%
1.84
5.44
3.00
%
0.44
1.27
1.70
1 For 2020, the calculation of France’s PVIF assumes a risk discount rate of 1.34% (2019: 1.27%) plus a risk margin of $213m (2019: $130m).
340 HSBC Holdings plc Annual Report and Accounts 2020
Sensitivity to changes in economic assumptions
The Group sets the risk discount rate applied to the PVIF calculation by starting from a risk-free rate curve and adding explicit
allowances for risks not reflected in the best-estimate cash flow modelling. Where the insurance operations provide options and
guarantees to policyholders, the cost of these options and guarantees is accounted for as a deduction from the PVIF asset, unless the
cost of such guarantees is already allowed for as an explicit addition to liabilities under insurance contracts. For further details of these
guarantees and the impact of changes in economic assumptions on our insurance manufacturing subsidiaries, see page 193.
Sensitivity to changes in non-economic assumptions
Policyholder liabilities and PVIF are determined by reference to non-economic assumptions, including mortality and/or morbidity, lapse
rates and expense rates. For further details on the impact of changes in non-economic assumptions on our insurance manufacturing
operations, see page 194.
22 Prepayments, accrued income and other assets
Prepayments and accrued income
Settlement accounts
Cash collateral and margin receivables
Assets held for sale
Bullion
Endorsements and acceptances
Reinsurers’ share of liabilities under insurance contracts (Note 4)
Employee benefit assets (Note 5)
Right-of-use assets
Owned property, plant and equipment
Other accounts
At 31 Dec
2020
$m
8,114
17,316
59,543
299
20,151
10,278
3,448
10,450
4,002
10,412
12,399
156,412
2019
$m
9,057
14,744
49,148
123
14,830
10,198
3,592
8,280
4,222
10,480
12,006
136,680
Prepayments, accrued income and other assets include $105,469m (2019: $92,979m) of financial assets, the majority of which are
measured at amortised cost.
23 Trading liabilities
Deposits by banks
Customer accounts
Other debt securities in issue (Note 25)
Other liabilities – net short positions in securities
At 31 Dec
1 ‘Deposits by banks’ and ‘Customer accounts’ include repos, stock lending and other amounts.
24 Financial liabilities designated at fair value
HSBC
Deposits by banks and customer accounts
Liabilities to customers under investment contracts
Debt securities in issue (Note 25)
Subordinated liabilities (Note 28)
Preferred securities (Note 28)
At 31 Dec
Footnotes
1
1
2020
$m
6,689
10,681
1,582
56,314
75,266
2019
$m
4,187
6,999
1,404
70,580
83,170
Footnotes
1, 2
2020
$m
19,176
6,385
121,034
10,844
—
157,439
2019
$m
17,660
5,893
130,364
10,130
419
164,466
1 Structured deposits placed at HSBC Bank USA are insured by the Federal Deposit Insurance Corporation, a US government agency, up to
2
$250,000 per depositor.
In 2020, cash prime brokerage balances of $3,889m have been presented as a single balance, resulting in a reclassification from customer
accounts at amortised cost to provide more relevant information on the effect of these transactions on the Group’s financial position.
Comparatives have not been re-presented.
The carrying amount of financial liabilities designated at fair value was $9,333m more than the contractual amount at maturity
(2019: $6,120m more). The cumulative amount of change in fair value attributable to changes in credit risk was a loss of $2,542m (2019:
loss of $2,877m).
HSBC Holdings plc Annual Report and Accounts 2020 341
Financial statements
Notes on the financial statements
HSBC Holdings
Debt securities in issue (Note 25)
Subordinated liabilities (Note 28)
At 31 Dec
2020
$m
19,624
6,040
25,664
2019
$m
24,687
5,616
30,303
The carrying amount of financial liabilities designated at fair value was $3,019m more than the contractual amount at maturity
(2019: $2,227m more). The cumulative amount of change in fair value attributable to changes in credit risk was a loss of $1,210m (2019:
$1,386m).
25 Debt securities in issue
HSBC
Bonds and medium-term notes
Other debt securities in issue
Total debt securities in issue
Included within:
– trading liabilities (Note 23)
– financial liabilities designated at fair value (Note 24)
At 31 Dec
HSBC Holdings
Debt securities
Included within:
– financial liabilities designated at fair value (Note 24)
At 31 Dec
26 Accruals, deferred income and other liabilities
Accruals and deferred income
Settlement accounts
Cash collateral and margin payables
Endorsements and acceptances
Employee benefit liabilities (Note 5)
Lease liabilities
Other liabilities
At 31 Dec
2020
$m
176,570
41,538
218,108
(1,582)
(121,034)
95,492
2020
$m
83,653
(19,624)
64,029
2020
$m
10,406
13,008
65,557
10,293
2,025
4,614
22,721
128,624
2019
$m
180,969
55,354
236,323
(1,404)
(130,364)
104,555
2019
$m
81,531
(24,687)
56,844
2019
$m
11,808
14,356
56,646
10,127
1,771
4,604
18,844
118,156
Accruals, deferred income and other liabilities include $120,229m (2019: $111,395m) of financial liabilities, the majority of which are
measured at amortised cost.
342 HSBC Holdings plc Annual Report and Accounts 2020
27 Provisions
Provisions (excluding contractual commitments)
At 1 Jan 2020
Additions
Amounts utilised
Unused amounts reversed
Exchange and other movements
At 31 Dec 2020
Contractual commitments1
At 1 Jan 2020
Net change in expected credit loss provision and other
movements
At 31 Dec 2020
Total provisions
At 31 Dec 2019
At 31 Dec 2020
Provisions (excluding contractual commitments)
At 1 Jan 2019
Additions
Amounts utilised
Unused amounts reversed
Exchange and other movements
At 31 Dec 2019
Contractual commitments1
At 1 Jan 2019
Net change in expected credit loss provision and other
movements
At 31 Dec 2019
Total provisions
At 31 Dec 2018
At 31 Dec 2019
Restructuring
costs
Legal proceedings
and regulatory
matters
$m
$m
Customer
remediation
$m
Other
provisions
$m
356
698
(322)
(74)
13
671
605
347
(177)
(75)
56
756
1,646
189
(739)
(240)
2
858
280
222
(125)
(80)
8
305
130
402
(203)
(34)
61
356
1,128
282
(660)
(158)
13
605
788
1,674
(837)
(49)
70
1,646
357
223
(81)
(108)
(111)
280
Total
$m
2,887
1,456
(1,363)
(469)
79
2,590
511
577
1,088
3,398
3,678
2,403
2,581
(1,781)
(349)
33
2,887
517
(6)
511
2,920
3,398
1 Contractual commitments include the provision for contingent liabilities measured under IFRS 9 ‘Financial Instruments’ in respect of financial
guarantees and the expected credit loss provision on off-balance sheet guarantees and commitments.
Further details of ‘Legal proceedings and regulatory matters’ are set out in Note 34. 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.
Customer remediation refers to HSBC’s activities to compensate customers for losses or damages associated with a failure to comply
with regulations or to treat customers fairly. Customer remediation is often initiated by HSBC in response to customer complaints and/or
industry developments in sales practices and is not necessarily initiated by regulatory action. Further details of customer remediation are
set out in this note.
At 31 December 2020, $0.3bn (2019: $1.1bn) of the customer remediation provision related to the estimated liability for redress in
respect of the possible mis-selling of payment protection insurance (‘PPI’) policies in previous years. Of the $1.1bn balance at 31
December 2019, $0.6bn has been utilised during 2020 and an unused release of $0.1bn was recognised.
At 31 December 2020, a provision of $0.3bn (2019: $0.3bn) was held relating to the estimated liability for redress payable to customers
following a review of historical collections and recoveries practices in the UK.
For further details of the impact of IFRS 9 on undrawn loan commitments and financial guarantees, presented in ‘Contractual
commitments’, see Note 32. This provision results from the adoption of IFRS 9 and has no comparatives. Further analysis of the
movement in the expected credit loss provision is disclosed within the 'Reconciliation of allowances for loans and advances to banks
and customers including loan commitments and financial guarantees' table on page 136.
HSBC Holdings plc Annual Report and Accounts 2020 343
Financial statements
Notes on the financial statements
28 Subordinated liabilities
HSBC’s subordinated liabilities
At amortised cost
– subordinated liabilities
– preferred securities
Designated at fair value (Note 24)
– subordinated liabilities
– preferred securities
At 31 Dec
Issued by HSBC subsidiaries
Issued by HSBC Holdings
2020
$m
21,951
20,095
1,856
10,844
10,844
—
32,795
10,223
22,572
2019
$m
24,600
22,775
1,825
10,549
10,130
419
35,149
12,363
22,786
Subordinated liabilities rank behind senior obligations and generally count towards the capital base of HSBC. 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 reset or become floating rate based on interbank rates. On subordinated
liabilities other than floating rate notes, interest is payable at fixed rates of up to 10.176%.
The balance sheet amounts disclosed in the following table are presented on an IFRS basis and do not reflect the amount that the
instruments contribute to regulatory capital, principally due to regulatory amortisation and regulatory eligibility limits.
344 HSBC Holdings plc Annual Report and Accounts 2020
2020
$m
900
900
—
956
956
750
500
300
300
2019
$m
900
900
420
925
1,345
750
500
300
300
1,850
1,850
409
583
981
306
812
3,091
4,941
400
400
124
124
—
222
200
422
—
497
533
700
396
549
875
296
785
2,901
4,751
400
400
122
122
748
221
202
1,171
1,246
463
496
700
HSBC’s subsidiaries subordinated liabilities in issue
Additional tier 1 capital securities guaranteed by HSBC Holdings
$900m
10.176% non-cumulative step-up perpetual preferred securities, series 2
Additional tier 1 capital securities guaranteed by HSBC Bank plc
£300m
£700m
5.862% non-cumulative step-up perpetual preferred securities
5.844% non-cumulative step-up perpetual preferred securities
Tier 2 securities issued by HSBC Bank plc
$750m
$500m
$300m
$300m
£300m
£350m
£500m
£225m
£600m
Undated floating rate primary capital notes
Undated floating rate primary capital notes
Undated floating rate primary capital notes, series 3
7.65% subordinated notes
6.50% subordinated notes
5.375% callable subordinated step-up notes
5.375% subordinated notes
6.25% subordinated notes
4.75% subordinated notes
Footnotes
First call date Maturity date
1
1
2
Jun 2030
Apr 2020
Nov 2031
Jun 1990
Sep 1990
Jun 1992
—
May 2025
—
Jul 2023
3
Nov 2025
Nov 2030
—
—
—
Aug 2033
Jan 2041
Mar 2046
Tier 2 securities issued by The Hongkong and Shanghai Banking Corporation Ltd
$400m
Primary capital undated floating rate notes (third series)
Jul 1991
Tier 2 securities issued by HSBC Bank Malaysia Berhad
MYR500m
5.05% subordinated bonds
Tier 2 securities issued by HSBC USA Inc.
$750m
$250m
5.00% subordinated notes
7.20% subordinated debentures
Other subordinated liabilities each less than $150m
Tier 2 securities issued by HSBC Bank USA, N.A.
$1,250m
$1,000m
$750m
$700m
4.875% subordinated notes
5.875% subordinated notes
5.625% subordinated notes
7.00% subordinated notes
Tier 2 securities issued by HSBC Finance Corporation
$2,939m
6.676% senior subordinated notes
Tier 2 securities issued by HSBC Bank Canada
7
7
8
8
5
5
Nov 2022
Nov 2027
—
—
Sep 2020
Jul 2097
—
—
—
—
Aug 2020
Nov 2034
Aug 2035
Jan 2039
6,7
—
Jan 2021
509
507
1,730
2,905
Other subordinated liabilities each less than $150.00m
Oct 1996
Nov 2083
Securities issued by other HSBC subsidiaries
Other subordinated liabilities each less than $200m
Subordinated liabilities issued by HSBC subsidiaries at 31 Dec
4
9
9
26
26
232
236
10,223
12,363
1 See paragraph below, ‘Guaranteed by HSBC Holdings or HSBC Bank plc’.
2 HSBC Bank plc exercised the call option on the security in April 2020 and the security was subsequently redeemed.
3 The interest rate payable after November 2025 is the sum of the three-month sterling Libor plus 1.5 percentage points.
4 These securities are included in the capital base of HSBC, a subset of which are included in accordance with the grandfathering provisions under
CRR II, with the exception of $109m in relation to securities which matured 31 December 2020, settlement expected in June 2021, which are no
longer eligible for inclusion in the capital base of HSBC.
5 HSBC tendered for these securities in November 2019. The principal balance is $358m and $383m respectively. The original notional value of
these securities are $1,000m and $750m respectively.
6 HSBC tendered for these securities in 2017. In January 2018, a further tender was conducted. The principal balance is $507m. The original
notional of these securities is $2,939m. This instrument matured and settled in January 2021.
7 These securities are ineligible for inclusion in the capital base of HSBC.
8 These securities matured in 2020 and were redeemed.
HSBC Holdings’ subordinated liabilities
At amortised cost
Designated at fair value (Note 24)
At 31 Dec
2020
$m
17,916
6,040
23,956
2019
$m
18,361
5,616
23,977
HSBC Holdings plc Annual Report and Accounts 2020 345
Financial statements
Notes on the financial statements
HSBC Holdings’ subordinated liabilities in issue
Tier 2 securities issued by HSBC Holdings
Amounts owed to third parties
$2,000m
$1,500m
$1,500m
$488m
$222m
$2,000m
$2,500m
$1,500m
$1,500m
£650m
£650m
£750m
£900m
4.25% subordinated notes
4.25% subordinated notes
4.375% subordinated notes
7.625% subordinated notes
7.35% subordinated notes
6.50% subordinated notes
6.50% subordinated notes
6.80% subordinated notes
5.25% subordinated notes
5.75% subordinated notes
6.75% subordinated notes
7.00% subordinated notes
6.00% subordinated notes
€1,500m
€1,000m
3.0% subordinated notes
3.125% subordinated notes
Amounts owed to HSBC undertakings
$900m
10.176% subordinated step-up cumulative notes
Other securities issued by HSBC Holdings
Amounts owed to third parties
$1,500m
5.625% contingent convertible securities
At 31 Dec
Footnotes
2,3
2
2
1
1
1
1
1
2
2
2
2
2
2
2
4
First call
date
Maturity
date
2020
$m
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
Mar 2024
Aug 2025
Nov 2026
May 2032
Nov 2032
May 2036
Sep 2037
Jun 2038
Mar 2044
Dec 2027
Sep 2028
Apr 2038
Mar 2040
Jun 2025
Jun 2028
Jun 2030
Jun 2040
Nov 2019
Jan 2020
2,151
1,702
1,736
541
243
2,034
3,033
1,490
2,092
1,130
884
1,157
1,483
1,916
1,472
23,064
892
892
—
—
23,956
2019
$m
2,076
1,611
1,626
545
245
2,036
2,738
1,490
1,886
1,059
855
1,064
1,294
1,736
1,321
21,582
892
892
1,503
1,503
23,977
1 Amounts owed to third parties represent securities included in the capital base of HSBC as tier 2 securities in accordance with the grandfathering
provisions under CRR II. Prior period figures are included on a CRD IV basis.
2 These securities are included in the capital base of HSBC as fully CRR II-compliant tier 2 securities on an end point basis.
3 These subordinated notes are measured at amortised cost in HSBC Holdings, where the interest rate risk is hedged using a fair value hedge,
while they are measured at fair value in the Group.
4 This security was called by HSBC Holdings on 22 November 2019 and was redeemed and cancelled on 17 January 2020. Between the date of
exercise of the call option and the redemption, this security was considered to be a subordinated liability. Refer to Note 31 for further details on
additional tier 1 securities.
Guaranteed by HSBC Holdings or HSBC Bank plc
Capital securities guaranteed by HSBC Holdings or HSBC Bank plc were issued by the Jersey limited partnerships. The proceeds of these
were lent to the respective guarantors by the limited partnerships in the form of subordinated notes. They qualify as additional tier 1
capital for HSBC under CRR II by virtue of the application of grandfathering provisions. The capital security guaranteed by HSBC Bank
plc also qualifies as additional tier 1 capital for HSBC Bank plc (on a solo and a consolidated basis) under CRR II by virtue of the same
grandfathering process.
These preferred securities, together with the guarantee, are intended to provide investors with rights to income and capital distributions
and distributions upon liquidation of the relevant issuer that are 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 plc has insufficient distributable reserves (as defined).
HSBC Holdings and HSBC Bank plc 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
repurchase or redeem their ordinary shares, until the distribution on the preferred securities has been paid in full.
If the consolidated total capital ratio of HSBC Holdings falls below the regulatory minimum required or if the Directors expect it to do so
in the near term, provided that proceedings have not been commenced for the liquidation, dissolution or winding up of HSBC Holdings,
the holders’ interests in the preferred securities guaranteed by HSBC Holdings will be exchanged for interests in preference shares
issued by HSBC Holdings that have economic terms which are in all material respects equivalent to the preferred securities and their
guarantee.
If the preferred securities guaranteed by HSBC Bank plc are outstanding in November 2048, or if the total capital ratio of HSBC Bank plc
(on a solo or consolidated basis) falls below the regulatory minimum required, or if the Directors expect it to do so in the near term,
provided that proceedings have not been commenced for the liquidation, dissolution or winding up of HSBC Bank plc, the holders’
interests in the preferred security guaranteed by HSBC Bank plc will be exchanged for interests in preference shares issued by HSBC
Bank plc that have economic terms which are in all material respects equivalent to the preferred security and its guarantee.
Tier 2 securities
Tier 2 capital securities are either perpetual or dated subordinated securities on which there is an obligation to pay coupons. These
capital securities are included within HSBC's regulatory capital base as tier 2 capital under CRR II, either as fully eligible capital or by
virtue of the application of grandfathering provisions. In accordance with CRR II, the capital contribution of all tier 2 securities is
amortised for regulatory purposes in their final five years before maturity.
346 HSBC Holdings plc Annual Report and Accounts 2020
29 Maturity analysis of assets, liabilities and off-balance sheet commitments
The table on page 348 provides an analysis of consolidated total assets, liabilities and off-balance sheet commitments by residual
contractual maturity at the balance sheet date. These balances are included in the maturity analysis as follows:
• Trading assets and liabilities (including trading derivatives but excluding reverse repos, repos and debt securities in issue) are
included in the ‘Due not more than 1 month’ time bucket, 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 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.
• 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 included in the ‘Due over 5 years’ time
bucket, although such contracts are subject to surrender and transfer options by the policyholders.
• Loan and other credit-related commitments are classified on the basis of the earliest date they can be drawn down.
HSBC Holdings plc Annual Report and Accounts 2020 347
Financial statements
Notes on the financial statements
HSBC
Maturity analysis of assets, liabilities and off-balance sheet commitments
Due over
1 month
but not
more than
3 months
Due over
3 months
but not
more than
6 months
Due over
6 months
but not
more than
9 months
Due over
9 months
but not
more than
1 year
Due over
1 year
but not
more than
2 years
Due over
2 years
but not
more than
5 years
Due not
more than
1 month
Due over
5 years
$m
$m
$m
$m
$m
$m
$m
$m
Total
$m
Financial assets
Cash and balances at central banks
304,481
Items in the course of collection from other banks
4,094
Hong Kong Government certificates of
indebtedness
40,420
—
—
—
Trading assets
228,434
1,778
Financial assets designated or otherwise
mandatorily measured at fair value
Derivatives
3,061
306,561
240
15
—
—
—
458
466
12
—
—
—
135
262
14
—
—
—
67
—
—
—
—
— 304,481
—
4,094
—
644
—
474
—
40,420
— 231,990
454
1,424
1,992
37,654
45,553
14
441
424
245 307,726
Loans and advances to banks
51,652
11,283
5,640
3,068
2,284
4,059
3,359
271
81,616
Loans and advances to customers
172,306
70,746
65,838
44,392
38,606 112,440 206,448 327,211 1,037,987
– personal
51,711
9,645
7,918
7,270
7,033
26,318
70,447 275,736 456,078
– corporate and commercial
101,684
55,009
51,755
31,529
28,553
76,225 125,393
47,446 517,594
– financial
Reverse repurchase agreements – non-trading
18,911
157,234
6,092
44,658
6,165
16,655
5,593
5,113
3,020
1,324
9,897
3,058
10,608
2,586
4,029
64,315
— 230,628
Financial investments
47,270
77,450
44,255
14,523
24,112
48,741 100,007 134,335 490,693
Accrued income and other financial assets
93,118
5,951
2,743
475
458
267
444
2,107 105,563
Financial assets at 31 Dec 2020
1,408,631 212,121 136,067
67,982
67,319 171,074 315,734 501,823 2,880,751
Non-financial assets
—
—
—
—
—
—
— 103,413 103,413
Total assets at 31 Dec 2020
1,408,631 212,121 136,067
67,982
67,319 171,074 315,734 605,236 2,984,164
Off-balance sheet commitments received
Loan and other credit-related commitments
60,849
—
—
—
—
—
—
—
60,849
Financial liabilities
Hong Kong currency notes in circulation
Deposits by banks
Customer accounts1
– personal
40,420
—
60,973
1,396
—
714
—
695
—
197
—
—
—
40,420
718
16,757
630
82,080
1,533,595
61,376
22,568
9,375
8,418
4,467
2,859
122 1,642,780
766,631
32,429
15,511
6,276
5,825
3,591
1,976
39 832,278
– corporate and commercial
588,887
22,856
5,963
2,966
2,058
– financial
Repurchase agreements – non-trading
178,077
102,633
6,091
3,979
1,094
2,165
Items in the course of transmission to other
banks
Trading liabilities
Financial liabilities designated at
fair value
4,343
—
70,799
3,377
—
400
133
386
—
143
535
675
—
185
627
249
16
—
289
777
106
1,035
37 624,171
46 186,331
1,012 111,901
—
72
—
4,343
1
75,266
18,434
7,333
6,973
6,775
6,593
14,182
40,510
56,639 157,439
– debt securities in issue: covered bonds
—
—
—
—
—
1,239
2,918
—
4,157
– debt securities in issue: unsecured
10,762
4,470
5,522
5,604
5,530
10,455
31,710
42,825 116,878
– subordinated liabilities and preferred securities
– other2
Derivatives
—
—
—
—
—
—
3,912
6,932
10,844
7,672
2,863
1,451
1,171
1,063
2,488
1,970
6,882
25,560
300,902
264
198
38
55
237
726
581 303,001
Debt securities in issue
– covered bonds
– otherwise secured
– unsecured
6,552
12,329
14,964
9,764
3,878
9,215
16,618
22,172
95,492
—
—
28
—
750
1,275
999
—
1,094
1,585
1,001
1,000
—
274
1,640
1,590
3,052
8,184
5,458
10,744
13,935
8,764
3,128
7,666
13,979
20,582
84,256
3,053 120,341
21,951
18,413
Accruals and other financial liabilities
Subordinated liabilities
96,821
619
9,794
—
3,886
237
692
—
1,174
12
1,742
12
3,179
2,658
Total financial liabilities at 31 Dec 2020
2,236,091
99,848
52,105
27,868
21,187
30,878
84,414 102,623 2,655,014
Non-financial liabilities
—
—
—
—
—
—
— 124,155 124,155
Total liabilities at 31 Dec 2020
2,236,091
99,848
52,105
27,868
21,187
30,878
84,414 226,778 2,779,169
Off-balance sheet commitments given
Loan and other credit-related commitments
– personal
– corporate and commercial
– financial
842,974
235,606
471,410
135,958
435
172
250
13
172
27
138
7
243
47
194
2
296
115
178
3
180
125
37
18
299
288
11
—
171 844,770
171 236,551
— 472,218
— 136,001
348 HSBC Holdings plc Annual Report and Accounts 2020
Accrued income and other financial assets
80,661
5,544
2,532
915
495
432
363
2,037
92,979
Maturity analysis of assets, liabilities and off-balance sheet commitments (continued)
Due over
1 month
but not
more than
3 months
Due over
3 months
but not
more than
6 months
Due over
6 months
but not
more than
9 months
Due over
9 months
but not
more than
1 year
Due over
1 year
but not
more than
2 years
Due over
2 years
but not
more than
5 years
Due not
more than
1 month
Due over
5 years
$m
$m
$m
$m
$m
$m
$m
$m
Total
$m
Financial assets
Cash and balances at central banks
Items in the course of collection from other banks
154,099
4,956
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
– personal
– corporate and commercial
– financial
Reverse repurchase agreements
– non-trading
Financial investments
Financial assets at 31 Dec 2019
Non-financial assets
Total assets at 31 Dec 2019
Off-balance sheet commitments received
Loan and other credit-related commitments
Financial liabilities
Hong Kong currency notes in circulation
Deposits by banks
Customer accounts1
– personal
– corporate and commercial
– financial
Repurchase agreements – non-trading
Items in the course of transmission to other
banks
Trading liabilities
Financial liabilities designated at fair value
—
—
—
644
74
150
—
—
—
412
381
24
—
—
—
62
200
27
—
—
—
452
422
22
—
—
—
152
780
112
—
—
—
540
—
—
154,099
4,956
—
—
38,380
254,271
2,356
34,568
43,627
294
425
242,995
38,380
252,009
4,846
241,941
41,554
7,826
4,877
2,592
2,859
6,848
2,005
642
69,203
190,675
82,379
61,254
36,005
36,755
106,203
227,811
295,661 1,036,743
51,893
14,547
8,562
7,245
6,931
22,923
66,761
252,275
431,137
118,585
61,629
45,924
25,006
25,069
71,751
147,139
39,958
535,061
20,197
6,203
6,768
3,754
4,755
11,529
13,911
3,428
70,545
164,741
38,997
17,933
8,226
6,305
2,298
2,362
—
240,862
36,128
64,472
35,795
17,485
18,202
48,427
90,193
132,610
443,312
1,209,990 200,086 123,208
65,512
65,512
165,252
325,924
465,943 2,621,427
—
—
—
—
—
—
—
93,725
93,725
1,209,990 200,086 123,208
65,512
65,512
165,252
325,924
559,668 2,715,152
63,199
—
—
—
—
—
—
—
63,199
38,380
46,397
—
—
4,167
2,773
—
454
—
844
1,287,358
81,038
38,343
11,530
11,342
646,843
49,405
29,320
479,763
24,214
160,752
132,042
7,419
3,402
7,162
1,861
1,579
8,484
2,621
425
1,882
6,852
3,009
1,481
59
—
2,455
5,275
3,631
1,119
525
354
—
876
4,075
2,646
1,388
41
2
—
29
—
1,056
38,380
59,022
154 1,439,115
71
41
42
747,252
519,317
172,546
1,024
140,344
—
—
4,817
83,170
4,817
82,130
12,844
—
209
—
265
—
148
—
102
—
287
4,667
4,236
4,552
5,196
26,081
43,534
63,356
164,466
– debt securities in issue: covered bonds
—
—
—
—
1,139
—
2,663
1,159
4,961
– debt securities in issue: unsecured
8,884
2,046
2,946
3,757
3,030
22,950
34,753
47,036
125,402
– subordinated liabilities and preferred securities
23
—
—
– other
Derivatives
Debt securities in issue
– covered bonds
– otherwise secured
– unsecured
3,937
2,621
1,290
237,901
105
73
—
795
10
—
—
1,027
3,131
18
68
2,131
3,987
540
8,396
6,765
10,550
23,553
782
239,497
8,183
17,374
12,799
13,152
11,382
14,572
20,048
7,045
104,555
—
2,015
—
2
—
248
—
161
—
—
749
219
998
958
—
1,663
1,747
5,266
6,168
17,372
12,551
12,991
11,382
13,604
18,092
5,382
97,542
Accruals and other financial liabilities
Subordinated liabilities
87,796
9,078
3,914
1,502
—
22
1,244
1,993
2,058
1,592
2,823
2,890
111,395
100
755
424
19,804
24,600
Total financial liabilities at 31 Dec 2019
1,939,350 120,040
64,004
34,965
31,101
51,439
72,351
96,111 2,409,361
Non-financial liabilities
—
—
—
—
—
—
—
113,123
113,123
Total liabilities at 31 Dec 2019
1,939,350 120,040
64,004
34,965
31,101
51,439
72,351
209,234 2,522,484
Off-balance sheet commitments given
Loan and other credit-related commitments
– personal
– corporate and commercial
– financial
794,336
221,952
460,569
111,815
600
40
117
443
590
39
96
455
313
56
52
205
551
167
381
3
442
208
218
16
458
392
66
—
318
797,608
299
223,153
19
461,518
—
112,937
1 ‘Customer accounts’ includes $463,524m (2019: $408,090m) insured by guarantee schemes.
2 In 2020, cash prime brokerage balances of $3,889m have been presented as a single balance, resulting in a reclassification from customer
accounts at amortised cost to provide more relevant information on the effect of these transactions on the Group’s financial position.
Comparatives have not been re-presented.
HSBC Holdings plc Annual Report and Accounts 2020 349
Financial statements
Notes on the financial statements
HSBC Holdings
Maturity analysis of assets, liabilities and off-balance sheet commitments (continued)
Due over
1 month
but not
more than
3 months
Due over
3 months
but not
more than
6 months
Due over
6 months
but not
more than
9 months
Due over
9 months
but not
more than
1 year
Due over
1 year
but not
more than
2 years
Due over
2 years
but not
more than
5 years
Due not
more than
1 month
Due over
5 years
$m
$m
$m
$m
$m
$m
$m
$m
Total
$m
Financial assets
Cash at bank and in hand:
– balances with HSBC undertakings
Derivatives
2,913
1,473
—
—
—
5
Loans and advances to HSBC undertakings
—
600
120
—
—
—
—
—
—
—
9
—
—
1,131
2,080
2,913
4,698
312
6,027
3,384
10,443
Financial assets with HSBC undertakings
designated and otherwise mandatorily measured
at fair value
—
451
—
—
—
4,320
23,203
37,279
65,253
Financial investments
3,701
3,769
2,924
799
3,528
2,764
Accrued income and other financial assets
1,015
275
100
33
22
—
—
—
—
—
17,485
1,445
Total financial assets at 31 Dec 2020
9,102
5,095
3,149
832
3,550
7,405
30,361
42,743 102,237
Non-financial assets
—
—
—
—
—
—
— 160,936 160,936
Total assets at 31 Dec 2020
9,102
5,095
3,149
832
3,550
7,405
30,361 203,679 263,173
Financial liabilities
Amounts owed to HSBC undertakings
Financial liabilities designated at fair value
– debt securities in issue
– subordinated liabilities and preferred securities
Derivatives
Debt securities in issue
Accruals and other financial liabilities
Subordinated liabilities
31 Dec 2020
Non-financial liabilities
Total liabilities at 31 Dec 2020
Off-balance sheet commitments given
Undrawn formal standby facilities, credit lines
and other commitments to lend
Financial assets
Cash at bank and in hand:
– balances with HSBC undertakings
Derivatives
Loans and advances to HSBC undertakings
Loans and advances to HSBC undertakings
designated at fair value
—
—
—
—
3,052
—
3,769
—
330
984
984
—
—
503
689
—
—
859
859
—
—
—
—
—
—
—
1,621
563
301
—
6,821
2,506
2,781
—
—
—
6,821
2,506
2,781
57
—
620
—
620
—
—
—
—
—
—
12
—
12
—
12
—
—
—
330
3,088
3,810
16,923
25,664
3,088
2,108
12,585
19,624
—
—
1,702
4,338
—
8
6,040
3,060
2,186
24,489
34,667
64,029
—
—
1
36
4,865
4,067
13,849
17,916
5,274
32,367
65,483 115,864
—
—
509
509
5,274
32,367
65,992 116,373
—
—
—
—
—
—
—
—
—
2,382
596
102
—
—
672
—
—
120
—
—
—
—
—
25
—
—
—
—
—
—
—
230
—
1,176
2,382
2,002
600
1,909
6,790
10,218
—
458
24,845
36,661
61,964
Financial investments in HSBC undertakings
2,754
3,493
1,873
2,251
2,721
3,014
Accrued income and other financial assets
93
277
97
48
16
12
—
—
—
—
16,106
543
Total financial assets at 31 Dec 2019
5,927
4,442
2,090
2,324
2,737
4,084
26,984
44,627
93,215
Non-financial assets
Total assets at 31 Dec 2019
Financial liabilities
Amounts owed to HSBC undertakings
Financial liabilities designated at fair value
– debt securities in issue
– subordinated liabilities and preferred securities
Derivatives
Debt securities in issue
Accruals and other financial liabilities
Subordinated liabilities
Total financial liabilities at 31 Dec 2019
Non-financial liabilities
Total liabilities at 31 Dec 2019
Off-balance sheet commitments given
Undrawn formal standby facilities, credit lines
and other commitments to lend
—
—
—
—
—
—
—
162,025
162,025
5,927
4,442
2,090
2,324
2,737
4,084
26,984
206,652
255,240
—
—
—
—
1,838
—
900
1,503
4,241
—
464
—
—
—
—
—
574
—
1,038
—
4,241
1,038
—
—
—
—
—
—
303
—
303
—
303
—
—
—
—
—
—
55
—
55
—
55
—
—
—
—
—
—
10
—
10
—
10
—
5,651
5,651
—
20
—
—
6,710
17,942
6,710
12,326
—
85
5,616
78
464
30,303
24,687
5,616
2,021
10,134
23,786
22,924
56,844
—
—
—
35
1,877
2,076
14,782
18,361
15,805
32,657
55,761
109,870
—
—
326
326
15,805
32,657
56,087
110,196
—
—
—
—
—
—
—
—
—
Contractual maturity of financial liabilities
The following table shows, 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). For this reason, balances in the following table do not agree directly with
those in our consolidated balance sheet. 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 ‘Due not
more than 1 month’ time bucket and not by contractual maturity.
350 HSBC Holdings plc Annual Report and Accounts 2020
In addition, loans and other credit-related commitments and financial guarantees are generally not recognised on our balance sheet. The
undiscounted cash flows potentially payable under loan and other credit-related commitments and financial guarantees are classified on
the basis of the earliest date they can be called.
Cash flows payable by HSBC under financial liabilities by remaining contractual maturities
Deposits by banks
Customer accounts
Repurchase agreements – non-trading
Trading liabilities
Financial liabilities designated at fair value1
Derivatives
Debt securities in issue
Subordinated liabilities
Other financial liabilities
Loan and other credit-related commitments
Financial guarantees2
At 31 Dec 2020
Proportion of cash flows payable in period
Deposits by banks
Customer accounts
Repurchase agreements – non-trading
Trading liabilities
Financial liabilities designated at fair value
Derivatives
Debt securities in issue
Subordinated liabilities
Other financial liabilities
Loan and other credit-related commitments
Financial guarantees2
At 31 Dec 2019
Proportion of cash flows payable in period
Due not more
than 1 month
Due over
1 month but
not more than
3 months
Due over
3 months but
not more than
1 year
Due over
1 year but not
more than
5 years
$m
$m
$m
$m
Due over
5 years
$m
Total
$m
61,001
1,442
1,639
17,352
632
82,066
1,530,584
64,809
40,755
102,664
3,984
3,257
—
—
7,720
1,058
—
75,266
18,815
300,158
7,556
19,243
59,835
55,475
356
579
1,830
6,551
12,709
29,520
28,787
739
140,094
170
9,120
1,102
5,113
7,024
5,030
153
1,644,021
1,017
111,980
—
2,128
24,075
28,812
75,266
160,924
305,051
101,642
37,847
2,887
162,244
2,235,872
100,146
101,208
128,636
115,179
2,681,041
842,945
18,200
434
13
740
93
480
37
171
41
844,770
18,384
3,097,017
100,593
102,041
129,153
115,391
3,544,195
87%
3%
3%
4%
3%
46,471
1,288,577
132,156
83,170
13,447
237,897
8,757
1,847
127,898
4,167
81,037
3,403
—
4,666
105
4,227
62,105
3,565
—
14,747
522
17,374
38,423
—
9,079
2,908
6,792
3,371
9,900
368
—
76,155
1,076
36,584
5,197
5,637
1,084
59,320
191
1,441,810
1,036
—
68,045
1,691
8,177
27,892
2,992
140,528
83,170
177,060
241,291
109,315
37,844
152,398
1,940,220
119,831
133,289
138,288
111,108
2,442,736
795,243
20,007
601
37
561
102
886
68
317
—
797,608
20,214
2,755,470
120,469
133,952
139,242
111,425
3,260,558
85%
4%
4%
4%
3%
1
In 2020, cash prime brokerage balances of $3,889m have been presented as a single balance, resulting in a reclassification from customer
accounts at amortised cost to provide more relevant information on the effect of these transactions on the Group’s financial position.
Comparatives have not been re-presented.
2 Excludes performance guarantee contracts to which the impairment requirements in IFRS 9 are not applied.
HSBC Holdings
HSBC Holdings’ primary sources of liquidity are dividends received from subsidiaries, interest on and repayment of intra-Group loans
and securities, and interest earned on its own liquid funds. HSBC Holdings also raises funds in the debt capital markets to meet the
Group’s minimum requirement for own funds and eligible liabilities. HSBC Holdings uses this liquidity to meet its obligations, including
interest and principal repayments on external debt liabilities, operating expenses and collateral on derivative transactions.
HSBC Holdings is also subject to contingent liquidity risk by virtue of credit-related commitments and guarantees and similar contracts
issued relating to its subsidiaries. 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.
During 2020, consistent with the Group’s capital plan, the Group’s subsidiaries did not experience any significant restrictions on paying
dividends or repaying loans and advances. Also, there are no foreseen restrictions envisaged with regard to planned dividends or
payments. However, 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, exchange controls, statutory reserves, and financial and operating
performance.
HSBC Holdings currently has sufficient liquidity to meet its present requirements.
Liquidity risk in HSBC Holdings is overseen by Holdings ALCO. This risk arises because of HSBC Holdings’ obligation to make payments
to debt holders as they fall due and to pay its operating expenses. The liquidity risk related to these cash flows is managed by matching
external debt obligations with internal loan cash flows and by maintaining an appropriate liquidity buffer that is monitored by Holdings
ALCO.
The balances in the following table are not directly comparable 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.
HSBC Holdings plc Annual Report and Accounts 2020 351
Financial statements
Notes on the financial statements
Cash flows payable by HSBC Holdings under financial liabilities by remaining contractual maturities
Due not more
than 1 month
Due over 1
month but not
more than 3
months
Due over 3
months but
not more than
1 year
Due over 1
year but not
more than 5
years
Amounts owed to HSBC undertakings
Financial liabilities designated at fair value
Footnotes
Derivatives
Debt securities in issue
Subordinated liabilities
Other financial liabilities
Loan commitments
Financial guarantees
At 31 Dec 2020
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
At 31 Dec 2019
1
1
$m
—
70
3,085
135
82
3,769
7,141
—
13,787
20,928
—
88
1,838
128
1,588
956
4,598
—
11,061
15,659
Due over
5 years
$m
—
$m
—
$m
—
1,412
9,110
16,104
2
—
3,354
31,567
726
370
7,513
—
—
37,103
21,552
36
Total
$m
330
27,805
3,087
72,919
30,029
4,865
$m
330
1,109
—
760
156
690
3,045
5,864
48,190
74,795
139,035
—
—
—
—
—
—
—
—
—
13,787
3,045
5,864
48,190
74,795
152,822
464
168
—
244
154
519
—
784
—
1,137
718
365
—
—
14,776
18,184
105
38,690
5,743
—
78
25,310
21,533
—
464
34,000
2,021
65,509
29,736
1,840
1,549
3,004
59,314
65,105
133,570
—
—
—
—
—
—
—
—
1,549
3,004
59,314
65,105
—
11,061
144,631
1 Excludes performance guarantee contracts to which the impairment requirements in IFRS 9 are not applied.
30 Offsetting of financial assets and financial liabilities
In the following table, the ‘Amounts not set off in the balance sheet’ include transactions where:
• the counterparty has an offsetting exposure with HSBC and a master netting or similar arrangement is in place with a right to set off
only in the event of default, insolvency or bankruptcy, or the offset criteria are otherwise not satisfied; and
• in the case of derivatives and reverse repurchase/repurchase, stock borrowing/lending and similar agreements, cash and non-cash
collateral has been received/pledged.
For risk management purposes, the net amounts of loans and advances to customers are subject to limits, which are monitored and the
relevant customer agreements are subject to review and updated, as necessary, to ensure the legal right to set off remains appropriate.
352 HSBC Holdings plc Annual Report and Accounts 2020
Offsetting of financial assets and financial liabilities
Amounts subject to enforceable netting arrangements
Amounts not set off in the
balance sheet
Gross
amounts
Amounts
offset
Net
amounts in
the balance
sheet
Financial
instruments
Non-cash
collateral
Cash
collateral
Net
amount
Amounts not
subject to
enforceable
netting
arrangements5
Footnotes
$m
$m
$m
$m
$m
$m
$m
$m
Total
$m
Financial assets
Derivatives (Note 15)
Reverse repos, stock
borrowing and similar
agreements classified as:
– trading assets
– non-trading assets
Loans and advances to
customers
At 31 Dec 2020
Derivatives (Note 15)
Reverse repos, stock
borrowing and similar
agreements classified as:
– trading assets
– non-trading assets
Loans and advances to
customers
At 31 Dec 2019
Financial liabilities
Derivatives (Note 15)
Repos, stock lending and
similar agreements
classified as:
– trading liabilities
– non-trading liabilities
Customer accounts
At 31 Dec 2020
Derivatives (Note 15)
Repos, stock lending and
similar agreements
classified as:
– trading liabilities
– non-trading liabilities
Customer accounts
At 31 Dec 2019
1
2
3
1
2
3
1
2
4
1
2
4
368,057
(69,103)
298,954
(230,758)
(13,766)
(48,154)
6,276
8,772 307,726
21,204
(461)
20,743
(709)
(20,030)
318,424
(115,678)
202,746
(13,936)
(188,646)
—
(73)
4
91
1,534 22,277
28,258 231,004
30,983
(10,882)
20,101
(17,031)
—
—
3,070
428 20,529
738,668
(196,124)
542,544
(262,434)
(222,442)
(48,227)
9,441
38,992 581,536
277,261
(41,739)
235,522
(171,371)
(13,095)
(47,404)
3,652
7,473 242,995
21,465
(280)
21,185
(1,553)
(19,630)
348,561
(134,772)
213,789
(28,826)
(184,495)
—
(189)
2
279
165
21,350
27,549 241,338
33,039
(10,128)
22,911
(18,893)
—
—
4,018
735
23,646
680,326
(186,919)
493,407
(220,643)
(217,220)
(47,593)
7,951
35,922 529,329
364,121
(69,103)
295,018
(230,758)
(21,387)
(37,343)
5,530
7,983 303,001
16,626
(461)
16,165
(709)
(15,456)
—
200,999
(115,678)
85,321
(13,936)
(71,142)
(215)
—
28
159 16,324
26,580 111,901
41,177
(10,882)
30,295
(17,031)
—
—
13,264
13 30,308
622,923
(196,124)
426,799
(262,434)
(107,985)
(37,558)
18,822
34,735 461,534
275,286
(41,739)
233,547
(171,371)
(20,137)
(37,844)
4,195
5,950 239,497
10,494
(280)
232,675
(134,772)
36,750
(10,128)
10,214
97,903
26,622
(1,553)
(8,656)
(28,826)
(68,638)
—
(357)
5
82
46
10,260
42,441 140,344
(18,893)
—
—
7,729
31
26,653
555,205
(186,919)
368,286
(220,643)
(97,431)
(38,201)
12,011
48,468 416,754
1 At 31 December 2020, the amount of cash margin received that had been offset against the gross derivatives assets was $7,899m (2019:
$2,350m). The amount of cash margin paid that had been offset against the gross derivatives liabilities was $17,955m (2019: $8,303m).
2 For the amount of repos, reverse repos, stock lending, stock borrowing and similar agreements recognised on the balance sheet within ‘Trading
assets’ $22,277m (2019: $21,350m) and ‘Trading liabilities’ $16,324m (2019: $10,260m), see the ‘Funding sources and uses’ table on page 178.
3 At 31 December 2020, the total amount of ‘Loans and advances to customers’ was $1,037,987m (2019: $1,036,743m), of which $20,101m
(2019: $22,911m) was subject to offsetting.
4 At 31 December 2020, the total amount of ‘Customer accounts’ was $1,642,780m (2019: $1,439,115m), of which $30,295m (2019: $26,622m)
was subject to offsetting.
5 These exposures continue to be secured by financial collateral, but we may not have sought or been able to obtain a legal opinion evidencing
enforceability of the right of offset.
31 Called up share capital and other equity instruments
Called up share capital and share premium
HSBC Holdings ordinary shares of $0.50 each, issued and fully paid
At 1 Jan
Shares issued under HSBC employee share plans
Shares issued in lieu of dividends
Less: Shares repurchased and cancelled
At 31 Dec
2020
2019
Footnotes
Number
$m
Number
20,638,524,545
10,319
20,360,841,496
55,096,555
—
—
20,693,621,100
1
28
—
71,588,032
341,872,011
—
10,347
(135,776,994)
20,638,524,545
$m
10,180
36
171
(68)
10,319
HSBC Holdings plc Annual Report and Accounts 2020 353
Financial statements
Notes on the financial statements
HSBC Holdings 6.2% non-cumulative US dollar preference shares, Series A
At 1 Jan and 31 Dec
HSBC Holdings share premium
At 31 Dec
Total called up share capital and share premium
At 31 Dec
Footnotes
2
2020
Number
1,450,000
$m
—
2019
Number
1,450,000
2020
$m
14,277
2020
$m
24,624
$m
—
2019
$m
13,959
2019
$m
24,278
1 All HSBC Holdings ordinary shares in issue, excluding 325,273,407 shares held in treasury, confer identical rights, including in respect of capital,
2
dividends and voting.
In 2019 this security was included in the capital base of HSBC as additional tier 1 capital in accordance with the CRR II rules, by virtue of the
application of grandfathering provisions. This security was called by HSBC Holdings on 10 December 2020 and was redeemed and cancelled on
13 January 2021. Between the date of exercise of the call option and the redemption, this security was considered as an other liability.
HSBC Holdings 6.20% non-cumulative US dollar preference shares, Series A of $0.01
The 6.20% non-cumulative US dollar preference shares, Series A of $0.01 each were redeemed on 13 January 2021.
HSBC Holdings non-cumulative preference share of £0.01
The one non-cumulative sterling preference share of £0.01 (‘sterling preference share’) has been in issue since 29 December 2010 and is
held by a subsidiary of HSBC Holdings. Dividends 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 right to attend or vote at shareholder
meetings of HSBC Holdings. These securities can be redeemed by HSBC Holdings at any time, subject to prior approval by the PRA.
Other equity instruments
HSBC Holdings includes three types of additional tier 1 capital securities in its tier 1 capital. Two are presented in this Note and they are
the HSBC Holdings non-cumulative preference shares outlined above and the contingent convertible securities described below. These
are accounted for as equity because HSBC does not have an obligation to transfer cash or a variable number of its own ordinary shares
to holders under any circumstances outside its control. See Note 28 for additional tier 1 securities accounted for as liabilities.
Additional tier 1 capital – contingent convertible securities
HSBC Holdings continues to issue contingent convertible securities that are included in its capital base as fully CRR II-compliant
additional tier 1 capital securities on an end point basis. These securities are marketed principally and subsequently allotted to corporate
investors and fund managers. The net proceeds of the issuances are typically used for HSBC Holdings’ general corporate purposes and
to further strengthen its capital base to meet requirements under CRR II. These securities bear a fixed rate of interest until their initial call
dates. After the initial call dates, if they are not redeemed, the securities will bear interest at rates fixed periodically in advance for five-
year periods based on credit spreads, fixed at issuance, above prevailing market rates. Interest on the contingent convertible securities
will be due and payable only at the sole discretion of HSBC Holdings, and HSBC Holdings has sole and absolute discretion at all times to
cancel for any reason (in whole or part) any interest payment that would otherwise be payable on any payment date. Distributions will
not be paid if they are prohibited under UK banking regulations or if the Group has insufficient reserves or fails to meet the solvency
conditions defined in the securities’ terms.
The contingent convertible securities are undated and are repayable at the option of HSBC Holdings in whole typically at the initial call
date or on any fifth anniversary after this date. In addition, the securities are repayable at the option of HSBC in whole for certain
regulatory or tax reasons. Any repayments require the prior consent of the PRA. These securities rank pari passu with HSBC Holdings’
sterling preference shares and therefore rank ahead of ordinary shares. The contingent convertible securities will be converted into fully
paid ordinary shares of HSBC Holdings at a predetermined price, should HSBC’s consolidated non-transitional CET1 ratio fall below
7.0%. Therefore, in accordance with the terms of the securities, if the non-transitional CET1 ratio breaches the 7.0% trigger, the
securities will convert into ordinary shares at fixed contractual conversion prices in the issuance currencies of the relevant securities,
equivalent to £2.70 at the prevailing rate of exchange on the issuance date, subject to anti-dilution adjustments.
354 HSBC Holdings plc Annual Report and Accounts 2020
HSBC’s additional tier 1 capital – contingent convertible securities in issue which are accounted for in equity
$1,500m
$2,000m
$2,250m
$2,450m
$3,000m
$2,350m
$1,800m
$1,500m
€1,500m
€1,000m
€1,250m
£1,000m
5.625% perpetual subordinated contingent convertible securities
6.875% perpetual subordinated contingent convertible securities
6.375% perpetual subordinated contingent convertible securities
6.375% perpetual subordinated contingent convertible securities
6.000% perpetual subordinated contingent convertible securities
6.250% perpetual subordinated contingent convertible securities
6.500% perpetual subordinated contingent convertible securities
4.600% perpetual subordinated contingent convertible securities
5.250% perpetual subordinated contingent convertible securities
6.000% perpetual subordinated contingent convertible securities
4.750% perpetual subordinated contingent convertible securities
5.875% perpetual subordinated contingent convertible securities
SGD1,000m 4.700% perpetual subordinated contingent convertible securities
5.000% perpetual subordinated contingent convertible securities
SGD750m
At 31 Dec
Footnotes
1
2
First call
date
Nov 2019
Jun 2021
Sep 2024
Mar 2025
May 2027
Mar 2023
Mar 2028
Jun 2031
Sep 2022
Sep 2023
Jul 2029
Sep 2026
Jun 2022
Sep 2023
2020
$m
—
2,000
2,250
2,450
3,000
2,350
1,800
1,500
1,945
1,123
1,422
1,301
723
550
22,414
2019
$m
1,494
1,998
2,244
2,460
2,997
2,347
1,798
—
1,943
1,120
1,420
1,299
723
549
22,392
1 This security was called by HSBC Holdings on 22 November 2019 and was redeemed and cancelled on 17 January 2020. Between the date of
exercise of the call option and the redemption, this security was considered to be a subordinated liability. See Note 28.
2 This security was issued by HSBC Holdings on 17 December 2020. The first call date commences six calendar months prior to the reset date of
17 June 2031.
Shares under option
For details of the options outstanding to subscribe for HSBC Holdings ordinary shares under the HSBC Holdings Savings-Related Share
Option Plan (UK), see Note 5.
Aggregate options outstanding under these plans
31 Dec 2020
31 Dec 2019
Number of
HSBC Holdings
ordinary shares Usual period of exercise
Exercise price
Number of
HSBC Holdings
ordinary shares
Usual period of exercise
Exercise price
130,952,539
2019 to 2026
£2.6270–£5.9640
65,060,681
2018 to 2025
£4.0472–£5.9640
Maximum obligation to deliver HSBC Holdings ordinary shares
At 31 December 2020, the maximum obligation to deliver HSBC Holdings ordinary shares under all of the above option arrangements
and the HSBC International Employee Share Purchase Plan, together with GPSP awards, long-term incentive awards and deferred share
awards granted under the HSBC Share Plan 2011, was 238,278,952 (2019: 163,567,253). The total number of shares at 31 December
2020 held by employee benefit trusts that may be used to satisfy such obligations to deliver HSBC Holdings ordinary shares was
5,179,531 (2019: 5,397,395).
32 Contingent liabilities, contractual commitments and guarantees
Guarantees and other contingent liabilities:
– financial guarantees
– performance and other guarantees
– other contingent liabilities
At 31 Dec
Commitments:
– documentary credits and short-term trade-related transactions
– forward asset purchases and forward deposits placed
– standby facilities, credit lines and other commitments to lend
At 31 Dec
Footnotes
2
HSBC
2020
$m
HSBC Holdings1
2019
$m
2020
$m
2019
$m
18,384
78,114
1,219
97,717
7,178
66,506
771,086
844,770
20,214
75,933
1,576
97,723
6,316
56,326
734,966
797,608
13,787
11,061
—
119
—
289
13,906
11,350
—
—
—
—
—
—
—
—
1 Guarantees by HSBC Holdings are all in favour of other Group entities.
2
Includes $659,783m of commitments at 31 December 2020 (31 December 2019: $600,029m), to which the impairment requirements in IFRS 9
are applied where HSBC has become party to an irrevocable commitment.
The preceding table discloses the nominal principal amounts of off-balance sheet liabilities and commitments for the Group, which
represent the maximum amounts at risk should the contracts be fully drawn upon and the clients default. As a significant portion of
guarantees and commitments are expected to expire without being drawn upon, the total of the nominal principal amounts is not
indicative of future liquidity requirements. The expected credit loss provision relating to guarantees and commitments under IFRS 9 is
disclosed in Note 27.
The majority of the guarantees have a term of less than one year, while guarantees with terms of more than one year are subject to
HSBC’s annual credit review process.
Contingent liabilities arising from legal proceedings, regulatory and other matters against Group companies are excluded from this note
but are disclosed in Notes 27 and 34.
HSBC Holdings plc Annual Report and Accounts 2020 355
Financial statements
Notes on the financial statements
Financial Services Compensation Scheme
The Financial Services Compensation Scheme (‘FSCS’) provides compensation, up to certain limits, to eligible customers of financial
services firms that are unable, or likely to be unable, to pay claims against them. The FSCS may impose a further levy on the Group to
the extent the industry levies imposed to date are not sufficient to cover the compensation due to customers in any future possible
collapse. The ultimate FSCS levy to the industry as a result of a collapse cannot currently be estimated reliably. It is dependent on
various uncertain factors including the potential recoveries of assets by the FSCS, changes in the level of protected products (including
deposits and investments) and the population of FSCS members at the time.
Associates
HSBC’s share of associates’ contingent liabilities, contractual commitments and guarantees amounted to $53.1bn at 31 December 2020
(2019: $46.7bn). No matters arose where HSBC was severally liable.
33 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. Rentals are calculated to
recover the cost of assets less their residual value, and earn finance income.
Lease receivables:
No later than one year
One to two years
Two to three years
Three to four years
Four to five years
Later than one year and no later than five years
Later than five years
At 31 Dec
Total future
minimum
payments
2020
Unearned
finance
income
$m
$m
3,108
2,476
2,055
1,380
787
6,698
4,221
(257)
(196)
(143)
(109)
(80)
(528)
(451)
14,027
(1,236)
Present
value
$m
2,851
2,280
1,912
1,271
707
6,170
3,770
12,791
Total future
minimum
payments
$m
2019
Unearned
finance
income
$m
1,674
1,634
1,889
1,704
1,558
6,785
6,136
(157)
(155)
(151)
(136)
(132)
(574)
(614)
Present
value
$m
1,517
1,479
1,738
1,568
1,426
6,211
5,522
14,595
(1,345)
13,250
34 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.
Apart from the matters described below, HSBC considers that none of these matters are material. The recognition of provisions is
determined in accordance with the accounting policies set out in Note 1. While the outcomes of legal proceedings and regulatory
matters are inherently uncertain, management believes that, based on the information available to it, appropriate provisions have been
made in respect of these matters as at 31 December 2020 (see Note 27). Where an individual provision is material, the fact that a
provision has been made is stated and quantified, except to the extent that doing so would be seriously prejudicial. Any provision
recognised does not constitute an admission of wrongdoing or legal liability. 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.
Bernard L. Madoff Investment Securities LLC
Bernard L. Madoff (‘Madoff’) was arrested in December 2008 and later pleaded guilty to running a Ponzi scheme. His firm, Bernard L.
Madoff Investment Securities LLC (‘Madoff Securities’), is being liquidated in the US by a trustee (the ‘Trustee’).
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 $8.4bn, including fictitious profits reported by Madoff.
Based on information available to HSBC, the funds’ actual transfers to Madoff Securities minus their actual withdrawals from Madoff
Securities during the time HSBC serviced the funds are estimated to have totalled approximately $4bn. Various HSBC companies have
been named as defendants in lawsuits arising out of Madoff Securities’ fraud.
US litigation: The Trustee has brought lawsuits against various HSBC companies and others in the US Bankruptcy Court for the
Southern District of New York (the ‘US Bankruptcy Court’), seeking recovery of transfers from Madoff Securities to HSBC in an amount
not yet pleaded or determined. HSBC and other parties to the actions have moved to dismiss the Trustee’s claims. The US Bankruptcy
Court granted HSBC’s motion to dismiss with respect to certain of the Trustee’s claims in November 2016. In February 2019, the US
Court of Appeals for the Second Circuit (the ‘Second Circuit Court of Appeals’) reversed that dismissal. Following the US Supreme
Court’s denial of certiorari in June 2020, the cases were remanded to the US Bankruptcy Court, where they are now pending.
Fairfield Sentry Limited, Fairfield Sigma Limited and Fairfield Lambda Limited (together, ‘Fairfield’) (in liquidation since July 2009) have
brought a lawsuit in the US against fund shareholders, including HSBC companies that acted as nominees for clients, seeking restitution
of redemption payments. In December 2018, the US Bankruptcy Court issued an opinion, which ruled in favour of the defendants’
motion to dismiss in respect of certain claims by the liquidators for Fairfield and granted a motion by the liquidators to file amended
complaints. As a result of that opinion, all claims against one of the HSBC companies, and certain claims against the remaining HSBC
defendants, were dismissed. In May 2019, the liquidators appealed certain issues from the US Bankruptcy Court to the US District Court
for the Southern District of New York (the ’New York District Court’) and, in January 2020, the liquidators filed amended complaints on
the claims remaining in the US Bankruptcy Court. In March 2020, HSBC and other parties to the action moved to dismiss the amended
complaints in the US Bankruptcy Court. In December 2020, the US Bankruptcy Court granted in part and denied in part the defendants’
motion. This action remains pending in the US Bankruptcy Court and the New York District Court.
356 HSBC Holdings plc Annual Report and Accounts 2020
UK litigation: The Trustee has filed a claim against various HSBC companies in the High Court of England and Wales, seeking recovery
of transfers from Madoff Securities to HSBC in an amount not yet pleaded or determined. The deadline for service of the claim has been
extended to September 2021 for UK-based defendants and November 2021 for all other defendants.
Cayman Islands litigation: In February 2013, Primeo Fund (‘Primeo’) (in liquidation since April 2009) brought an action against HSBC
Securities Services Luxembourg (‘HSSL’) and Bank of Bermuda (Cayman) Limited (now known as HSBC Cayman Limited), alleging
breach of contract and breach of fiduciary duty and claiming damages and equitable compensation. The trial concluded in February
2017 and, in August 2017, the court dismissed all claims against the defendants. In September 2017, Primeo appealed to the Court of
Appeal of the Cayman Islands and, in June 2019, the Court of Appeal of the Cayman Islands dismissed Primeo’s appeal. In August 2019,
Primeo filed a notice of appeal to the UK Privy Council, which has listed the first of two possible hearings for April 2021.
Luxembourg litigation: In April 2009, Herald Fund SPC (‘Herald’) (in liquidation since July 2013) brought an action against HSSL
before the Luxembourg District Court, seeking restitution of cash and securities that Herald purportedly lost because of Madoff
Securities’ fraud, or money damages. The Luxembourg District Court dismissed Herald’s securities restitution claim, but reserved
Herald’s cash restitution claim and its claim for money damages. Herald has appealed this judgment to the Luxembourg Court of
Appeal, where the matter is pending. In late 2018, Herald brought additional claims against HSSL and HSBC Bank plc before the
Luxembourg District Court, seeking further restitution and damages.
In October 2009, Alpha Prime Fund Limited (‘Alpha Prime’) brought an action against HSSL before the Luxembourg District Court,
seeking the restitution of securities, or the cash equivalent, or money damages. In December 2018, Alpha Prime brought additional
claims before the Luxembourg District Court seeking damages against various HSBC companies. These matters are currently pending
before the Luxembourg District Court.
In December 2014, Senator Fund SPC (‘Senator’) brought an action against HSSL before the Luxembourg District Court, seeking
restitution of securities, or the cash equivalent, or money damages. In April 2015, Senator commenced a separate action against the
Luxembourg branch of HSBC Bank plc asserting identical claims before the Luxembourg District Court. In December 2018, Senator
brought additional claims against HSSL and HSBC Bank plc Luxembourg branch before the Luxembourg District Court, seeking
restitution of Senator’s securities or money damages. These matters are currently pending before the Luxembourg District Court.
Ireland litigation: In November 2013, Defender Limited brought an action against HSBC Institutional Trust Services (Ireland) Limited
(‘HTIE’) and others, based on allegations of breach of contract and claiming damages and indemnification for fund losses. The trial
commenced in October 2018. In December 2018, the Irish High Court issued a judgment in HTIE’s favour on a preliminary issue, holding
that Defender Limited had no effective claim against HTIE. This judgment concluded the trial without further issues in dispute being
heard. In February 2019, Defender Limited appealed the decision. In July 2020, the Irish Supreme Court ruled in part in favour of
Defender Limited and returned the case to the High Court for further proceedings, which will resume in April 2021.
There are many factors that may affect the range of possible outcomes, and any resulting financial impact, of the various Madoff-related
proceedings described above, including but not limited to the multiple jurisdictions in which the proceedings have been brought. Based
upon the information currently available, management’s estimate of the possible aggregate damages that might arise as a result of all
claims in the various Madoff-related proceedings is up to or exceeding $500m, excluding costs and interest. Due to uncertainties and
limitations of this estimate, any possible damages that might ultimately arise could differ significantly from this amount.
Anti-money laundering and sanctions-related matters
In December 2012, HSBC Holdings entered into a number of agreements, including an undertaking with the UK Financial Services
Authority (replaced with a Direction issued by the UK Financial Conduct Authority (‘FCA’) in 2013 and again in 2020) as well as a cease-
and-desist order with the US Federal Reserve Board (‘FRB’), both of which contained certain forward-looking anti-money laundering
(‘AML’) and sanctions-related obligations. HSBC also agreed to retain an independent compliance monitor (who was, for FCA purposes,
a ‘Skilled Person’ under section 166 of the Financial Services and Markets Act and, for FRB purposes, an ‘Independent Consultant’) to
produce periodic assessments of the Group’s AML and sanctions compliance programme. In 2020, HSBC’s engagement with the
independent compliance monitor, acting in his roles as both Skilled Person and Independent Consultant, concluded. The role of FCA
Skilled Person was assigned to a new individual in the second quarter of 2020. Separately, a new FRB Independent Consultant will be
appointed pursuant to the cease-and-desist order. The roles of each of the FCA Skilled Person and the FRB Independent Consultant are
discussed on page 188.
The FCA is conducting an investigation into HSBC Bank plc’s and HSBC UK Bank plc’s compliance with UK money laundering
regulations and financial crime systems and controls requirements. HSBC continues to cooperate with the FCA’s investigation, which is
at or nearing completion.
In May 2014, a shareholder derivative action was filed by a shareholder of HSBC Holdings purportedly on behalf of HSBC Holdings,
HSBC Bank USA N.A. (‘HSBC Bank USA’), HSBC North America Holdings Inc. and HSBC USA Inc. (the ‘Nominal Corporate Defendants’)
in New York state court against certain current and former directors and officers of the Nominal Corporate Defendants (the ‘Individual
Defendants’). The complaint alleges that the Individual Defendants breached their fiduciary duties to the Nominal Corporate Defendants
and caused a waste of corporate assets by allegedly permitting and/or causing the conduct underlying the five-year deferred prosecution
agreement with the US Department of Justice (‘DoJ’), entered into in December 2012. In November 2015, the New York state court
granted the Nominal Corporate Defendants’ motion to dismiss, but the appellate court reversed the decision in November 2018 and
reinstated the action. In June 2020, the parties reached an agreement to resolve this derivative action, under which HSBC has received a
payment from directors and officers liability insurance providers and will continue for a period of time certain corporate governance
practices. In November 2020, the court issued an order granting final settlement approval and dismissing the action. This matter is now
concluded.
Since November 2014, a number of lawsuits have been filed in federal courts in the US against various HSBC companies and others on
behalf of plaintiffs who are, or are related to, victims of terrorist attacks in the Middle East or of cartel violence in Mexico. In each case, it
is alleged that the defendants aided and abetted the unlawful conduct of various sanctioned parties in violation of the US Anti-Terrorism
Act. Currently, 10 actions remain pending in federal courts in New York or the District of Columbia. In March, September and October
2019, the courts granted HSBC’s motions to dismiss in three of these cases. In October 2020, the appellate court affirmed the dismissal
of one of the actions on appeal. An appeal remains pending in another case, and plaintiffs are seeking certification to appeal in the third
case. HSBC filed motions to dismiss in three further cases, with two of the motions granted in June 2020, and the third granted in
November 2020. These dismissals are subject to appeal. The four remaining actions are at a very early stage.
There are many factors that may affect the range of outcomes, and the resulting financial impact, of these matters, which could be
significant.
HSBC Holdings plc Annual Report and Accounts 2020 357
Financial statements Notes on the financial statements
London interbank offered rates, European interbank offered rates and other benchmark interest rate
investigations and litigation
Euro interest rate derivatives: In December 2016, the European Commission (the ‘EC’) issued a decision finding that HSBC, among
other banks, engaged in anti-competitive practices in connection with the pricing of euro interest rate derivatives in early 2007. The EC
imposed a fine on HSBC based on a one-month infringement. HSBC appealed the decision and, in September 2019, the General Court of
the European Union (the ‘General Court’) issued a decision largely upholding the EC’s findings on liability but annulling the fine. HSBC
and the EC have both appealed the General Court’s decision to the European Court of Justice.
US dollar Libor: Beginning in 2011, 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. The complaints assert claims under various US laws, including US antitrust and
racketeering laws, the US Commodity Exchange Act (‘US CEA’) and state law. The lawsuits include individual and putative class actions,
most of which have been transferred and/or consolidated for pre-trial purposes before the New York District Court.
In 2017 and 2018, HSBC reached agreements with plaintiffs to resolve putative class actions brought on behalf of the following five
groups of plaintiffs: persons who purchased US dollar Libor-indexed bonds; persons who purchased US dollar Libor-indexed exchange-
traded instruments; US-based lending institutions that made or purchased US dollar Libor-indexed loans; persons who purchased US
dollar Libor-indexed interest rate swaps and other instruments directly from the defendant banks and their affiliates; and persons who
purchased US dollar Libor-indexed interest rate swaps and other instruments from certain financial institutions that are not the
defendant banks or their affiliates. The New York District Court has granted final approval of each of the five referenced settlements.
Additionally, a number of other US dollar Libor-related actions remain pending against HSBC in the New York District Court and the
Second Circuit Court of Appeals.
Intercontinental Exchange (‘ICE’) Libor: Between January and March 2019, HSBC and other panel banks were named as defendants
in three putative class actions filed in the New York District Court on behalf of persons and entities who purchased instruments paying
interest indexed to US dollar ICE Libor from a panel bank. The complaints allege, among other things, misconduct related to the
suppression of this benchmark rate in violation of US antitrust and state law. In July 2019, the three putative class actions were
consolidated, and the plaintiffs filed a consolidated amended complaint. In March 2020, the court granted the defendants’ joint motion
to dismiss in its entirety. This matter is on appeal.
Singapore interbank offered rate (‘Sibor’), Singapore swap offer rate (‘SOR’) and Australia bank bill swap rate (‘BBSW’):
In July and August 2016, HSBC and other panel banks were named as defendants in two putative class actions filed in the New York
District Court on behalf of persons who transacted in products related to the Sibor, SOR and BBSW benchmark rates. The complaints
allege, among other things, misconduct related to these benchmark rates in violation of US antitrust, commodities and racketeering
laws, and state law.
In the Sibor/SOR litigation, following a decision on the defendants’ motion to dismiss in October 2018, the claims against a number of
HSBC entities were dismissed, and The Hongkong and Shanghai Banking Corporation Limited (‘HBAP’) remained as the only HSBC
defendant in this action. In October 2018, HBAP filed a motion for reconsideration of the decision based on the issue of personal
jurisdiction. This motion was denied in April 2019. Also in October 2018, the plaintiffs filed a third amended complaint naming only the
Sibor panel members, including HBAP, as defendants. The court dismissed the third amended complaint in its entirety in July 2019
against all defendants. In August 2019, the plaintiffs filed an appeal to the Second Circuit Court of Appeals, which remains pending.
In the BBSW litigation, in November 2018, the court dismissed all foreign defendants, including all the HSBC entities, on personal
jurisdiction grounds. In April 2019, the plaintiffs filed an amended complaint, which the defendants moved to dismiss. In February 2020,
the court again dismissed the plaintiffs’ amended complaint against all the HSBC entities.
There are many factors that may affect the range of outcomes, and the resulting financial impact, of these matters, which could be
significant.
Foreign exchange-related investigations and litigation
Since at least 2014, the EC has been conducting an investigation into trading activities by a number of banks, including HSBC, in the
foreign exchange spot market. HSBC is cooperating with this investigation.
In January 2021, HSBC Holdings exited its three-year deferred prosecution agreement with the Criminal Division of the DoJ (the ‘FX
DPA’), regarding fraudulent conduct in connection with two particular transactions in 2010 and 2011. HSBC Holdings entered into the
FX DPA in January 2018, following the conclusion of the DoJ’s investigation into HSBC’s historical foreign exchange activities. Under
the terms of the FX DPA, the DoJ is expected to file a motion to dismiss the charges deferred by the FX DPA in due course.
In December 2016, Brazil’s Administrative Council of Economic Defense initiated an investigation into the onshore foreign exchange
market and identified a number of banks, including HSBC, as subjects of its investigation.
In June 2020, the Competition Commission of South Africa, having initially referred a complaint for proceedings before the South African
Competition Tribunal in February 2017, filed a revised complaint against 28 financial institutions, including HSBC Bank plc and HSBC
Bank USA, for alleged anti-competitive behaviour in the South African foreign exchange market. In August 2020, HSBC Bank plc and
HSBC Bank USA filed an application to dismiss the revised complaint, which remains pending.
In late 2013 and early 2014, various HSBC companies and other banks were named as defendants in various putative class actions
consolidated in the New York District Court. The consolidated complaint alleged, among other things, that the defendants conspired to
manipulate the WM/Reuters foreign exchange benchmark rates. In September 2015, HSBC reached an agreement with the plaintiffs
to resolve the consolidated action, and the court granted final approval of the settlement in August 2018.
A putative class action complaint making similar allegations on behalf of retail customers of foreign exchange products was filed in the
US District Court for the Northern District of California in 2015, and was subsequently transferred to the New York District Court where it
remains pending. In 2017, putative class action complaints making similar allegations on behalf of purported indirect purchasers of
foreign exchange products were filed in New York and were subsequently consolidated in the New York District Court. In April 2020,
HSBC reached an agreement with the plaintiffs to resolve the indirect purchaser action. In November 2020, the New York District Court
granted final approval of the settlement.
In September 2018, various HSBC companies and other banks were named as defendants in two motions for certification of class
actions filed in Israel alleging foreign exchange-related misconduct. In July 2019, the Tel Aviv Court allowed the plaintiffs to consolidate
their claims and, in September 2019, the plaintiffs filed a motion for certification of the consolidated class action. In August 2020, HSBC
358 HSBC Holdings plc Annual Report and Accounts 2020
Bank plc filed a motion to dismiss and, in January 2021, HSBC Holdings filed a motion seeking to challenge the service of the motion for
certification on defendants outside Israel. These motions remain pending.
In November and December 2018, complaints alleging foreign exchange-related misconduct were filed in the New York District Court
and the High Court of England and Wales against HSBC and other defendants by certain plaintiffs that opted out of the US class action
settlement. In May 2020, the New York District Court granted in part and denied in part the defendants’ motion to dismiss the US opt-
out actions. These matters remain at an early stage. It is possible that additional civil actions will be initiated against HSBC in relation to
its historical foreign exchange activities.
There are many factors that may affect the range of outcomes, and the resulting financial impact, of these matters, which could be
significant.
Precious metals fix-related litigation
Gold: Beginning in March 2014, numerous putative class actions were filed in the New York District Court and the US District Courts for
the District of New Jersey and the Northern District of California, naming HSBC and other members of The London Gold Market Fixing
Limited as defendants. The complaints allege that, from January 2004 to June 2013, the defendants conspired to manipulate the price of
gold and gold derivatives for their collective benefit in violation of US antitrust laws, the US CEA and New York state law. The actions
were consolidated in the New York District Court. The defendants’ motion to dismiss the consolidated action was granted in part and
denied in part in October 2016. In June 2017, the court granted the plaintiffs leave to file a third amended complaint, naming a new
defendant. In October 2020, HSBC reached a settlement in principle with the plaintiffs to resolve the consolidated action. The settlement
remains subject to court approval.
Beginning in December 2015, numerous putative class actions under Canadian law were filed in the Ontario and Quebec Superior Courts
of Justice against various HSBC companies and other financial institutions. The plaintiffs allege that, among other things, from January
2004 to March 2014, the defendants conspired to manipulate the price of gold and gold derivatives in violation of the Canadian
Competition Act and common law. These actions are ongoing.
Silver: Beginning in July 2014, numerous putative class actions were filed in federal district courts in New York, naming HSBC and
other members of The London Silver Market Fixing Limited as defendants. The complaints allege that, from January 2007 to December
2013, the defendants conspired to manipulate the price of silver and silver derivatives for their collective benefit in violation of US
antitrust laws, the US CEA and New York state law. The actions were consolidated in the New York District Court. The defendants’
motion to dismiss the consolidated action was granted in part and denied in part in October 2016. In June 2017, the court granted the
plaintiffs leave to file a third amended complaint, which names several new defendants. The court has denied the pre-existing
defendants’ request for leave to file a joint motion to dismiss, and discovery is proceeding.
In April 2016, two putative class actions under Canadian law were filed in the Ontario and Quebec Superior Courts of Justice against
various HSBC companies and other financial institutions. The plaintiffs in both actions allege that, from January 1999 to August 2014,
the defendants conspired to manipulate the price of silver and silver derivatives in violation of the Canadian Competition Act and
common law. These actions are ongoing.
Platinum and palladium: Between late 2014 and early 2015, numerous putative class actions were filed in the New York District
Court, naming HSBC and other members of The London Platinum and Palladium Fixing Company Limited as defendants. The complaints
allege that, from January 2008 to November 2014, the defendants conspired to manipulate the price of platinum group metals (‘PGM’)
and PGM-based financial products for their collective benefit in violation of US antitrust laws and the US CEA. In March 2017, the
defendants’ motion to dismiss the second amended consolidated complaint was granted in part and denied in part. In June 2017, the
plaintiffs filed a third amended complaint. In March 2020, the court granted the defendants' motion to dismiss the third amended
complaint but granted the plaintiffs leave to re-plead certain claims. The plaintiffs have filed an appeal.
Based on the facts currently known, it is not practicable at this time for HSBC to predict the resolution of these matters, including the
timing or any possible impact on HSBC, which could be significant.
Film finance litigation
In July and November 2015, two actions were brought by individuals against HSBC Private Bank (UK) Limited (‘PBGB’) in the High Court
of England and Wales seeking damages on various alleged grounds, including breach of duty to the claimants, in connection with their
participation in certain Ingenious film finance schemes. These actions are ongoing.
In December 2018, a separate action was brought against PBGB in the High Court of England and Wales by multiple claimants seeking
damages for alleged unlawful means conspiracy and dishonest assistance in connection with lending provided by PBGB to third parties
in respect of certain Ingenious film finance schemes in which the claimants participated. In June 2019, a similar claim was issued
against PBGB in the High Court of England and Wales by additional claimants. These actions are ongoing.
In June 2020, two separate claims were issued against HSBC UK Bank plc (as successor to PBGB’s business) by two separate groups of
investors in Eclipse film finance schemes in connection with PBGB’s role in the development of such schemes. These matters are at an
early stage.
In February 2020, a claim was issued against HSBC UK Bank plc (as successor to PBGB’s business) by two individuals in relation to the
Zeus film finance schemes. The claimants failed to serve the claim on time, and this claim has now lapsed. Separately, in June 2020,
HSBC UK Bank plc received an application for disclosure of documents by a law firm acting on behalf of a number of investors in the
Zeus film finance schemes. This application was dismissed by the court in November 2020.
It is possible that additional actions or investigations will be initiated against HSBC UK Bank plc as a result of PBGB’s historical
involvement in the provision of certain film finance-related services.
Based on the facts currently known, it is not practicable to predict the resolution of these matters, including the timing or any possible
impact on HSBC, which could be significant.
HSBC Holdings plc Annual Report and Accounts 2020 359
Financial statements Notes on the financial statements
Other regulatory investigations, reviews and litigation
HSBC Holdings and/or certain of its affiliates are subject to a number of other investigations and reviews by various regulators and
competition and law enforcement authorities, as well as litigation, in connection with various matters relating to the firm’s businesses
and operations, including:
• investigations by tax administration, regulatory and law enforcement authorities in Argentina, India and elsewhere in connection with
allegations of tax evasion or tax fraud, money laundering and unlawful cross-border banking solicitation;
• an investigation by the US Commodity Futures Trading Commission regarding interest rate swap transactions related to bond
issuances;
• an investigation by the FCA in connection with collections and recoveries operations in the UK;
• an information request from the UK Competition and Markets Authority concerning the financial services sector;
• a putative class action brought in the New York District Court relating to the Mexican government bond market;
• two group actions pending in the US courts and a claim issued in the High Court of England and Wales in connection with HSBC
Bank plc’s role as a correspondent bank to Stanford International Bank Ltd from 2003 to 2009; and
• litigation brought against various HSBC companies in the US courts relating to residential mortgage-backed securities, based
primarily on (a) claims brought against HSBC Bank USA in connection with its role as trustee on behalf of various securitisation
trusts; and (b) claims against several HSBC companies seeking that the defendants repurchase various mortgage loans.
There are many factors that may affect the range of outcomes, and the resulting financial impact, of these matters, which could be
significant.
35 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 (‘KMP’) as defined by IAS 24, close family members of KMP and entities that are
controlled or jointly controlled by KMP or their close family members. KMP are defined as those persons having authority and
responsibility for planning, directing and controlling the activities of HSBC Holdings. These individuals also constitute ‘senior
management’ for the purposes of the Hong Kong Listing Rules. In applying IAS 24, it was determined that for this financial reporting
period all KMP included Directors, former Directors and senior management listed on pages 198 to 203 and that the roles of Chief Legal
Officer, Group Head of Audit, Group Chief Human Resources Officer, Group Chief Compliance Officer, Group Company Secretary and
Chief Governance Officer did not meet the criteria for KMP as provided for in the standard.
Particulars of transactions with related parties are tabulated below. The disclosure of the year-end balance and the highest amounts
outstanding during the year is considered to be the most meaningful information to represent the amount of the transactions and
outstanding balances during the year.
Key Management Personnel
Details of Directors’ remuneration and interest in shares are disclosed in the ‘Directors’ remuneration report’ on pages 229 to 255.
IAS 24 ‘Related party disclosures’ requires the following additional information for key management compensation.
Compensation of Key Management Personnel
Short-term employee benefits
Other long-term employee benefits
Share-based payments
Year ended 31 Dec
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
At 31 Dec
2020
2019
2018
$m
39
5
20
64
$m
64
8
27
99
2020
(000s)
27
11,916
11,943
$m
52
6
34
92
2019
(000s)
18
15,546
15,564
Advances and credits, guarantees and deposit balances during the year with Key Management Personnel
Key Management Personnel
Advances and credits
Guarantees
Deposits
Footnotes
1
2020
2019
Balance at
31 Dec
$m
221
30
281
Highest amounts
outstanding
during year
$m
357
55
874
Balance at
31 Dec
$m
283
34
268
Highest amounts
outstanding
during year
$m
328
34
659
1 Advances and credits entered into by subsidiaries of HSBC Holdings plc during 2020 with Directors and former Directors, disclosed pursuant to
section 413 of the Companies Act 2006, totalled $4.7m (2019: $3m).
360 HSBC Holdings plc Annual Report and Accounts 2020
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.
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 18.
Transactions and balances during the year with associates and joint ventures
Unsubordinated amounts due from joint ventures
Unsubordinated amounts due from associates
Amounts due to associates
Amounts due to joint ventures
Guarantees and commitments
2020
2019
Highest balance
during the year
Balance at
31 Dec
Highest balance
during the year
Balance at
31 Dec
$m
147
4,330
5,466
102
433
$m
147
2,942
2,226
102
283
$m
132
4,554
2,517
28
647
$m
123
2,054
516
28
407
The above outstanding balances arose in 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 2020, $3.5bn (2019: $3.9bn re-presented) of HSBC post-employment benefit plan assets were under management by
HSBC companies, earning management fees of $13m in 2020 (2019: $8m). The 2019 plan assets under management by HSBC
companies have been re-presented to exclude $1.5bn of assets identified to be managed by third parties. At 31 December 2020, HSBC’s
post-employment benefit plans had placed deposits of $452m (2019: $530m) with its banking subsidiaries, earning interest payable to
the schemes of nil (2019: $0.3m). 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.
The combined HSBC Bank (UK) Pension Scheme enters into swap transactions with HSBC to manage inflation and interest rate
sensitivity of its liabilities and selected assets. At 31 December 2020, the gross notional value of the swaps was $7.7bn (2019: $9.9bn);
these swaps had a positive fair value to the scheme of $1.0bn (2019: $1.2bn); and HSBC had delivered collateral of $1.0bn (2019:
$1.2bn) to the scheme in respect of these arrangements. All swaps were executed at prevailing market rates and within standard market
bid/offer spreads.
HSBC Holdings
Details of HSBC Holdings’ subsidiaries are shown in Note 37.
Transactions and balances during the year with subsidiaries
Assets
Cash and balances with HSBC undertakings
Financial assets with HSBC undertakings designated and otherwise mandatorily
measured at fair value
Derivatives
Loans and advances to HSBC undertakings
Prepayments, accrued income and other assets
Investments in subsidiaries
Total related party assets at 31 Dec
Liabilities
Amounts owed to HSBC undertakings
Derivatives
Accruals, deferred income and other liabilities
Subordinated liabilities
Total related party liabilities at 31 Dec
Guarantees and commitments
2020
2019
Highest balance
during the year
Balance at
31 Dec
Highest balance
during the year
$m
$m
$m
Balance at
31 Dec
$m
5,476
2,913
5,029
2,382
65,253
5,784
10,785
1,838
161,546
250,682
581
3,376
2,737
892
7,586
65,253
4,698
10,443
1,363
160,660
245,330
330
3,060
1,936
892
6,218
15,661
13,787
61,964
3,902
43,436
655
163,258
278,244
1,553
2,183
—
892
4,628
11,541
61,964
2,002
10,218
480
161,473
238,519
464
2,021
—
892
3,377
11,061
The above outstanding balances arose in the ordinary course of business and 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 5.
HSBC Holdings plc Annual Report and Accounts 2020 361
Financial statements
Notes on the financial statements
36 Events after the balance sheet date
.
An interim dividend for 2020 of $0.15 per ordinary share (a distribution of approximately $3,055m) was declared by the Directors after
31 December 2020. HSBC Holdings called $1,450m 6.20% non-cumulative US dollar preference shares on 10 December 2020. The
security was redeemed and cancelled on 13 January 2021. These accounts were approved by the Board of Directors on 23 February
2021 and authorised for issue.
37 HSBC Holdings’ subsidiaries, joint ventures and associates
In accordance with section 409 of the Companies Act 2006 a list of HSBC Holdings plc subsidiaries, joint ventures and associates, the
registered office addresses and the effective percentages of equity owned at 31 December 2020 are disclosed below.
Unless otherwise stated, the share capital comprises ordinary or common shares that are held by Group subsidiaries. The ownership
percentage is provided for each undertaking. The undertakings below are consolidated by HSBC unless otherwise indicated.
362 HSBC Holdings plc Annual Report and Accounts 2020
Subsidiaries
Subsidiaries
452 TALF Plus ABS Opportunities SPV LLC
452 TALF SPV LLC
Almacenadora Banpacifico S.A. (In Liquidation)
Assetfinance December (F) Limited
Assetfinance December (H) Limited
Assetfinance December (M) Limited (In
Liquidation)
Assetfinance December (P) Limited
Assetfinance December (R) Limited
Assetfinance June (A) Limited
Assetfinance June (D) Limited
Assetfinance Limited
Assetfinance March (B) Limited
Assetfinance March (D) Limited
Assetfinance March (F) Limited
Assetfinance September (F) Limited
Assetfinance September (G) Limited
B&Q Financial Services Limited
Banco HSBC S.A.
Banco Nominees (Guernsey) Limited
Banco Nominees 2 (Guernsey) Limited
Banco Nominees Limited
Beau Soleil Limited Partnership
Beijing Miyun HSBC Rural Bank Company
Limited
Billingsgate Nominees Limited (In Liquidation)
Canada Crescent Nominees (UK) Limited
Canada Square Nominees (UK) Limited
Capco/Cove, Inc.
Card-Flo #1, Inc.
Card-Flo #3, Inc.
CC&H Holdings LLC
CCF HOLDING (LIBAN) S.A.L. (In Liquidation)
Charterhouse Administrators ( D.T.) Limited
Charterhouse Management Services Limited
Charterhouse Pensions Limited
Chongqing Dazu HSBC Rural Bank Company
Limited
Chongqing Fengdu HSBC Rural Bank Company
Limited
Chongqing Rongchang HSBC Rural Bank
Company Limited
COIF Nominees Limited
Cordico Management AG (In Liquidation)
100.00
100.00
99.99
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
74.99
100.00
100.00
100.00
100.00
100.00
100.00
N/A
100.00
Corsair IV Financial Services Capital Partners-B,
LP
N/A
Dalian Pulandian HSBC Rural Bank Company
Limited
Decision One Mortgage Company, LLC
Dem 9
Dempar 1
Desarrollo Turistico, S.A. de C.V. (In
Liquidation)
Electronic Data Process México, S.A. de C.V.
Equator Holdings Limited (In Liquidation)
Eton Corporate Services Limited
Far East Leasing SA (In Dissolution)
Flandres Contentieux S.A.
Foncière Elysées
Fujian Yongan HSBC Rural Bank Company
Limited
Fulcher Enterprises Company Limited
Fundacion HSBC, A.C.
Giller Ltd.
GPIF Co-Investment, LLC
100.00
N/A
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
% of share class
held by immediate
parent company
(or by the Group
where this varies)
Footnotes
Subsidiaries
% of share class held
by immediate parent
company (or by the
Group where this
varies)
13
13
14
15
16
17
16
16
16
15
16
18
15
16
16
15
16
19
20
20
21
Griffin International Limited
Grundstuecksgesellschaft Trinkausstrasse
Kommanditgesellschaft
Grupo Financiero HSBC, S. A. de C. V.
Guangdong Enping HSBC Rural Bank
Company Limited
Guangzhou HSBC Real Estate Company Ltd
Hang Seng (Nominee) Limited
Hang Seng Bank (China) Limited
Hang Seng Bank (Trustee) Limited
Hang Seng Bank Limited
Hang Seng Bullion Company Limited
Hang Seng Credit Limited
Hang Seng Data Services Limited
Hang Seng Finance Limited
Hang Seng Financial Information Limited
Hang Seng Indexes (Netherlands) B.V.
Hang Seng Indexes Company Limited
Hang Seng Insurance Company Limited
Hang Seng Investment Management Limited
Hang Seng Investment Services Limited
Hang Seng Life Limited
0, 22
Hang Seng Real Estate Management Limited
Hang Seng Securities Limited
10, 23
Hang Seng Security Management Limited
24
16
16
25
13
13
26
27
16
16
16
10, 28
10, 29
10, 30
0, 16
31
0, 185
10, 32
0, 33
4, 34
4, 34
14
14
17
20
35
34
34
10, 36
37
9, 14
25
0, 13
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(62.14)
(99.99)
Haseba Investment Company Limited
HFC Bank Limited (In Liquidation)
High Time Investments Limited
Honey Green Enterprises Ltd.
Honey Grey Enterprises Limited
Honey Silver Enterprises Limited
Household International Europe Limited (In
Liquidation)
Household Pooling Corporation
Housing (USA) LLP
HSBC (BGF) Investments Limited
HSBC (General Partner) Limited
HSBC (Guernsey) GP PCC Limited
HSBC (Kuala Lumpur) Nominees Sdn Bhd
HSBC (Malaysia) Trustee Berhad
HSBC (Singapore) Nominees Pte Ltd
HSBC Agency (India) Private Limited
HSBC Alternative Credit Strategies General
Partner S.a r.l.
HSBC Alternative Investments Limited
HSBC Amanah Malaysia Berhad
HSBC Americas Corporation (Delaware)
HSBC Argentina Holdings S.A.
HSBC Asia Holdings B.V.
HSBC Asia Holdings Limited
HSBC Asia Pacific Holdings (UK) Limited
HSBC Asset Finance (UK) Limited
HSBC Asset Finance M.O.G. Holdings (UK)
Limited
HSBC Asset Management (India) Private
Limited
HSBC Assurances Vie (France)
HSBC Australia Holdings Pty Limited
HSBC BANK (CHILE)
HSBC Bank (China) Company Limited
HSBC Bank (General Partner) Limited
HSBC Bank (Mauritius) Limited
HSBC Bank (RR) (Limited Liability Company)
HSBC Bank (Singapore) Limited
HSBC Bank (Taiwan) Limited
HSBC Bank (Uruguay) S.A.
HSBC Bank (Vietnam) Ltd.
HSBC Bank A.S.
100.00
N/A
99.99
100.00
100.00
100.00
100.00
100.00
62.14
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
100.00
100.00
100.00
100.00
100.00
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(62.14)
(99.99)
Footnotes
16
0, 38
14
10, 39
40
37
41
37
37
37
37
37
37
37
42
37
37
37
37
37
37
37
37
37
17
37
43
44
44
17
45
16
2, 47
20
48
49
50
51
0, 52
16
48
13
53
16
2, 44
16
16
16
54
55
56
57
10, 58
47
59
0, 11, 60
50
61
62
63
64
HSBC Holdings plc Annual Report and Accounts 2020 363
Financial statements % of share class held
by immediate parent
company (or by the
Group where this
varies)
Footnotes
Subsidiaries
% of share class held
by immediate parent
company (or by the
Group where this
varies)
(94.54)
(99.99)
53
65
56
21
66
0, 47
0, 47
67
48
68
5, 69
70
71
16
16
3, 72
15
19
44
44
44
44
44
44
0, 73
13
0, 47
44
13
14
74
74
16
16
75
0, 13
34
48
44
16
56
20
76
77
Notes on the financial statements
Subsidiaries
HSBC Bank Argentina S.A.
HSBC Bank Armenia cjsc
HSBC Bank Australia Limited
HSBC Bank Bermuda Limited
HSBC Bank Canada
HSBC Bank Capital Funding (Sterling 1) LP
HSBC Bank Capital Funding (Sterling 2) LP
HSBC Bank Egypt S.A.E
HSBC Bank Malaysia Berhad
HSBC Bank Malta p.l.c.
HSBC Bank Middle East Limited
HSBC Bank Middle East Limited
Representative Office Morocco SARL (In
Liquidation)
HSBC Bank Oman S.A.O.G.
HSBC Bank Pension Trust (UK) Limited
HSBC Bank plc
HSBC Bank USA, National Association
HSBC Branch Nominee (UK) Limited
HSBC Brasil Holding S.A.
HSBC Broking Forex (Asia) Limited
HSBC Broking Futures (Asia) Limited
HSBC Broking Futures (Hong Kong) Limited
HSBC Broking Securities (Asia) Limited
HSBC Broking Securities (Hong Kong) Limited
HSBC Broking Services (Asia) Limited
HSBC Canadian Covered Bond (Legislative)
Guarantor Limited Partnership
HSBC Capital (USA), Inc.
HSBC Capital Funding (Dollar 1) L.P.
HSBC Capital Limited
HSBC Card Services Inc.
HSBC Casa de Bolsa, S.A. de C.V., Grupo
Financiero HSBC
HSBC Cayman Limited
HSBC Cayman Services Limited
HSBC City Funding Holdings
HSBC Client Holdings Nominee (UK) Limited
HSBC Client Nominee (Jersey) Limited
HSBC Columbia Funding, LLC
HSBC Continental Europe
HSBC Corporate Advisory (Malaysia) Sdn Bhd
HSBC Corporate Finance (Hong Kong) Limited
HSBC Corporate Trustee Company (UK)
Limited
HSBC Custody Nominees (Australia) Limited
HSBC Custody Services (Guernsey) Limited
HSBC Daisy Investments (Mauritius) Limited
HSBC Diversified Loan Fund General Partner
Sarl
HSBC Electronic Data Processing (Guangdong)
Limited
HSBC Electronic Data Processing (Malaysia)
Sdn Bhd
HSBC Electronic Data Processing (Philippines),
Inc.
HSBC Electronic Data Processing India Private
Limited
HSBC Electronic Data Processing Lanka
(Private) Limited
HSBC Electronic Data Service Delivery (Egypt)
S.A.E.
HSBC Enterprise Investment Company (UK)
Limited (In Liquidation)
HSBC Epargne Entreprise (France)
HSBC Equator (UK) Limited (In Liquidation)
HSBC Equipment Finance (UK) Limited
HSBC Equity (UK) Limited
HSBC Europe B.V.
100.00
100.00
100.00
100.00
100.00
N/A
N/A
99.63
100.00
70.03
100.00
100.00
51.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
100.00
N/A
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
99.99
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
364 HSBC Holdings plc Annual Report and Accounts 2020
HSBC Executor & Trustee Company (UK)
Limited
HSBC Factoring (France)
HSBC Finance (Netherlands)
HSBC Finance Corporation
HSBC Finance Limited
HSBC Finance Mortgages Inc.
HSBC Finance Transformation (UK) Limited
HSBC Financial Services (Lebanon) s.a.l.
HSBC Financial Services (Middle East) Limited
(In Liquidation)
HSBC Financial Services (Uruguay) S.A. (In
Liquidation)
HSBC FinTech Services (Shanghai) Company
Limited
HSBC Germany Holdings GmbH
HSBC Global Asset Management (Bermuda)
Limited
HSBC Global Asset Management (Canada)
Limited
HSBC Global Asset Management
(Deutschland) GmbH
HSBC Global Asset Management (France)
HSBC Global Asset Management (Hong Kong)
Limited
HSBC Global Asset Management
(International) Limited (In Liquidation)
HSBC Global Asset Management (Japan) K. K.
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.65
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
(99.99)
(99.33)
(99.99)
HSBC Global Asset Management (Malta)
Limited
100.00
(70.03)
HSBC Global Asset Management (México),
S.A. de C.V., Sociedad Operadora de Fondos
de Inversión, Grupo Financiero HSBC
100.00
(99.99)
Footnotes
15
34
2, 16
13
16
84
16
85
86
87
88
38
3, 21
66
38
55
22
89
90
91
14
HSBC Global Asset Management (Oesterreich)
GmbH
100.00
(99.33)
6, 92
HSBC Global Asset Management (Singapore)
Limited
100.00
50
HSBC Global Asset Management (Switzerland)
AG
100.00
(99.66)
4, 93
HSBC Global Asset Management (Taiwan)
Limited
HSBC Global Asset Management (UK) Limited
HSBC Global Asset Management (USA) Inc.
HSBC Global Asset Management Argentina
S.A. Sociedad Gerente de Fondos Comunes de
Inversión
HSBC Global Asset Management Holdings
(Bahamas) Limited
HSBC Global Asset Management Limited
HSBC Global Custody Nominee (UK) Limited
HSBC Global Custody Proprietary Nominee
(UK) Limited
HSBC Global Services (Canada) Limited
10, 78
HSBC Global Services (China) Holdings Limited
79
80
81
82
83
17
55
17
15
16
16
HSBC Global Services (Hong Kong) Limited
HSBC Global Services (UK) Limited
HSBC Global Services Limited
HSBC Global Shared Services (India) Private
Limited (In Liquidation)
HSBC Group Management Services Limited
HSBC Group Nominees UK Limited
HSBC Holdings B.V.
HSBC IM Pension Trust Limited
HSBC Infrastructure Debt GP 1 S.à r.l.
HSBC Infrastructure Debt GP 2 S.à r.l.
HSBC Infrastructure Limited
HSBC INKA Investment-AG TGV
HSBC Inmobiliaria (Mexico), S.A. de C.V.
HSBC Institutional Trust Services (Asia) Limited
HSBC Institutional Trust Services (Bermuda)
Limited
(99.99)
100.00
100.00
100.00
100.00
(99.99)
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
100.00
100.00
100.00
100.00
N/A
N/A
100.00
100.00
100.00
100.00
100.00
(99.33)
(99.99)
94
16
95
96
97
2, 16
16
1, 16
98
16
44
16
2, 16
1, 51
16
2, 16
16
16
0, 52
0, 52
16
12, 99
14
44
21
% of share class held
by immediate parent
company (or by the
Group where this
varies)
Footnotes
Subsidiaries
% of share class held
by immediate parent
company (or by the
Group where this
varies)
Footnotes
Subsidiaries
HSBC Institutional Trust Services (Mauritius)
Limited
HSBC Institutional Trust Services (Singapore)
Limited
HSBC Insurance (Asia) Limited
HSBC Insurance (Asia-Pacific) Holdings
Limited
HSBC Insurance (Bermuda) Limited
HSBC Insurance (Singapore) Pte. Limited
HSBC Insurance Agency (USA) Inc.
HSBC Insurance Brokers (Philippines) Inc
HSBC Insurance Holdings Limited
HSBC Insurance SAC 1 (Bermuda) Limited
HSBC Insurance SAC 2 (Bermuda) Limited
HSBC Insurance Services (Lebanon) S.A.L. (In
Liquidation)
HSBC Insurance Services Holdings Limited
HSBC International Finance Corporation
(Delaware)
HSBC International Trustee (BVI) Limited
HSBC International Trustee (Holdings) Pte.
Limited
HSBC International Trustee Limited
HSBC Inversiones S.A.
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
100.00
100.00
100.00
99.99
100.00
100.00
100.00
100.00
100.00
99.99
HSBC InvestDirect (India) Limited
100.00
(99.98)
HSBC InvestDirect Financial Services (India)
Limited
HSBC InvestDirect Sales & Marketing (India)
Limited
HSBC InvestDirect Securities (India) Private
Limited
HSBC Investment Bank Holdings B.V.
HSBC Investment Bank Holdings Limited
HSBC Investment Company (Egypt) S.A.E (In
Liquidation)
HSBC Investment Company Limited
HSBC Investment Funds (Canada) Inc.
HSBC Investment Funds (Hong Kong) Limited
HSBC Investment Funds (Luxembourg) SA
HSBC Invoice Finance (UK) Limited
HSBC Issuer Services Common Depositary
Nominee (UK) Limited
HSBC Issuer Services Depositary Nominee
(UK) Limited
HSBC Latin America B.V.
HSBC Latin America Holdings (UK) Limited
HSBC Leasing (Asia) Limited
HSBC Leasing (France)
HSBC Life (Cornell Centre) Limited
HSBC Life (Edwick Centre) Limited
HSBC Life (International) Limited
HSBC Life (Property Investment) Limited
HSBC Life (Property Light) Limited
HSBC Life (Property) Limited
HSBC Life (Tsing Yi Industrial) Limited
HSBC Life (UK) Limited
HSBC Life Assurance (Malta) Limited
HSBC LU Nominees Limited
HSBC Management (Guernsey) Limited
HSBC Markets (USA) Inc.
HSBC Marking Name Nominee (UK) Limited
HSBC Master Trust Trustee Limited
HSBC Mexico, S.A., Institucion de Banca
Multiple, Grupo Financiero HSBC
HSBC Middle East Finance Company Limited
HSBC Middle East Holdings B.V.
HSBC Middle East Leasing Partnership
HSBC Middle East Securities L.L.C
HSBC Mortgage Corporation (Canada)
HSBC Mortgage Corporation (USA)
99.99
(99.98)
98.99
(98.98)
99.99
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
100.00
100.00
N/A
N/A
100.00
100.00
(97.81)
(99.99)
(70.03)
(80.00)
59
50
100
101
21
50
95
102
2, 16
21
21
103
16
104
8, 105
50
106
57
107
107
51
107
16
16
108
2, 16
109
22
52
110
16
16
16
2, 16
44
34
100
100
21
100
100
100
100
16
91
16
20
13
16
16
14
111
2, 112
0, 113
0, 114
115
13
HSBC Nominees (Asing) Sdn Bhd
HSBC Nominees (Hong Kong) Limited
HSBC Nominees (New Zealand) Limited
HSBC Nominees (Tempatan) Sdn Bhd
HSBC North America Holdings Inc.
HSBC Operational Services GmbH
HSBC Overseas Holdings (UK) Limited
HSBC Overseas Investments Corporation (New
York)
HSBC Overseas Nominee (UK) Limited
HSBC Participaciones (Argentina) S.A.
HSBC PB Corporate Services 1 Limited
HSBC PB Services (Suisse) SA
HSBC Pension Trust (Ireland) DAC
HSBC Pensiones, S.A.
HSBC PI Holdings (Mauritius) Limited
HSBC Portfoy Yonetimi A.S.
HSBC Preferential LP (UK)
HSBC Private Bank (Luxembourg) S.A.
HSBC Private Bank (Suisse) SA
HSBC Private Bank (UK) Limited
HSBC Private Banking Holdings (Suisse) SA
HSBC Private Banking Nominee 3 (Jersey)
Limited
HSBC Private Equity Investments (UK) Limited
HSBC Private Trustee (Hong Kong) Limited
HSBC Private Wealth Services (Canada) Inc.
HSBC Professional Services (India) Private
Limited
HSBC Property (UK) Limited
HSBC Property Funds (Holding) Limited
HSBC Provident Fund Trustee (Hong Kong)
Limited
HSBC Qianhai Securities Limited
HSBC Real Estate Leasing (France)
HSBC Realty Credit Corporation (USA)
HSBC REGIO Fund General Partner S.à r.l.
HSBC REIM (France)
HSBC Retirement Benefits Trustee (UK) Limited
HSBC Retirement Services Limited
HSBC Savings Bank (Philippines) Inc.
HSBC Securities (Asia) Limited (In Liquidation)
HSBC Securities (Canada) Inc.
HSBC Securities (Egypt) S.A.E.
HSBC Securities (Japan) Limited
HSBC Securities (Singapore) Pte Limited
HSBC Securities (South Africa) (Pty) Limited
HSBC Securities (Taiwan) Corporation Limited
HSBC Securities (USA) Inc.
HSBC Securities and Capital Markets (India)
Private Limited
HSBC Securities Asia Nominees Limited (In
Liquidation)
HSBC Securities Brokers (Asia) Limited
HSBC Securities Investments (Asia) Limited
HSBC Securities Services (Bermuda) Limited
HSBC Securities Services (Guernsey) Limited
HSBC Securities Services (Ireland) DAC
HSBC Securities Services (Luxembourg) S.A.
HSBC Securities Services Holdings (Ireland)
DAC
HSBC Securities Services Nominees Limited
HSBC Seguros de Retiro (Argentina) S.A.
HSBC Seguros de Vida (Argentina) S.A.
HSBC Seguros, S.A de C.V., Grupo Financiero
HSBC
HSBC Service Company Germany GmbH
HSBC Service Delivery (Polska) Sp. z o.o.
HSBC Services (France)
HSBC Services Japan Limited
100.00
100.00
100.00
100.00
100.00
90.10
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
48
44
116
48
3, 13
117
2, 16
118
16
53
119
120
121
14
59
122
16
52
123
16
120
124
16
44
109
125
16
16
44
10, 126
34
13
52
55
1, 2, 16
1, 16
127
44
98
67
16
50
128
129
13
51
44
44
44
21
20
121
52
121
44
53
53
3, 14
130
131
34
132
(89.49)
(99.99)
(51.00)
(99.99)
(99.99)
(94.65)
(99.99)
(99.99)
(99.99)
(99.33)
(99.99)
HSBC Holdings plc Annual Report and Accounts 2020 365
Financial statements Notes on the financial statements
Subsidiaries
HSBC Services USA Inc.
HSBC Servicios Financieros, S.A. de C.V
HSBC Servicios, S.A. DE C.V., Grupo
Financiero HSBC
HSBC SFH (France)
HSBC SFT (C.I.) Limited
HSBC Software Development (Guangdong)
Limited
HSBC Software Development (India) Private
Limited
HSBC Software Development (Malaysia) Sdn
Bhd
HSBC Specialist Investments Limited
HSBC Technology & Services (China) Limited
HSBC Technology & Services (USA) Inc.
HSBC Transaction Services GmbH
HSBC Trinkaus & Burkhardt (International) S.A.
HSBC Trinkaus & Burkhardt AG
HSBC Trinkaus & Burkhardt Gesellschaft fur
Bankbeteiligungen mbH
HSBC Trinkaus Europa Immobilien-Fonds Nr. 5
GmbH
HSBC Trinkaus Family Office GmbH
HSBC Trinkaus Immobilien Beteiligungs KG
HSBC Trinkaus Real Estate GmbH
HSBC Trust Company (Canada)
HSBC Trust Company (Delaware), National
Association
HSBC Trust Company (UK) Limited
HSBC Trust Company AG (In Liquidation)
HSBC Trustee (C.I.) Limited
HSBC Trustee (Cayman) Limited
HSBC Trustee (Guernsey) Limited
HSBC Trustee (Hong Kong) Limited
HSBC Trustee (Singapore) Limited
HSBC UK Bank plc
HSBC UK Client Nominee Limited
HSBC UK Holdings Limited
HSBC USA Inc.
HSBC Ventures USA Inc.
HSBC Violet Investments (Mauritius) Limited
HSBC Wealth Client Nominee Limited
HSBC Yatirim Menkul Degerler A.S.
HSI Asset Securitization Corporation
HSI International Limited
HSIL Investments Limited
Hubei Macheng HSBC Rural Bank Company
Limited
Hubei Suizhou Cengdu HSBC Rural Bank
Company Limited
Hubei Tianmen HSBC Rural Bank Company
Limited
Hunan Pingjiang HSBC Rural Bank Company
Limited
Imenson Limited
Infrared NF China Real Estate Investments LP
INKA Internationale Kapitalanlagegesellschaft
mbH
Inmobiliaria Banci, S.A. de C.V.
Inmobiliaria Bisa, S.A. de C.V.
Inmobiliaria Grufin, S.A. de C.V.
Inmobiliaria Guatusi, S.A. de C.V.
James Capel & Co. Limited
James Capel (Nominees) Limited
James Capel (Taiwan) Nominees Limited
John Lewis Financial Services Limited
Keyser Ullmann Limited
Lion Corporate Services Limited
Lion International Corporate Services Limited
% of share class held
by immediate parent
company (or by the
Group where this
varies)
Footnotes
Subsidiaries
% of share class held
by immediate parent
company (or by the
Group where this
varies)
Footnotes
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.33
(99.99)
(99.99)
(99.99)
(99.33)
(99.33)
100.00
(99.33)
(99.33)
(99.33)
(99.33)
(99.33)
(62.14)
(62.14)
(99.33)
(99.68)
(99.99)
(99.99)
(99.99)
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
100.00
100.00
99.98
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
133
14
14
4, 55
20
134
135
79
16
136
13
6, 137
52
38
38
38
6, 38
38
6, 38
115
104
16
31
124
138
20
44
50
15
15
2, 16
118
13
76
1, 15
122
13
37
16
139
Lion International Management Limited
Lion Management (Hong Kong) Limited
Lyndholme Limited
Marks and Spencer Financial Services plc
Marks and Spencer Unit Trust Management
Limited
Maxima S.A. AFJP (In Liquidation)
Mexicana de Fomento, S.A. de C.V.
Midcorp Limited
Midland Bank (Branch Nominees) Limited
Midland Nominees Limited
MIL (Cayman) Limited
MW Gestion SA
Promocion en Bienes Raices, S.A. de C.V.
Prudential Client HSBC GIS Nominee (UK)
Limited
PT Bank HSBC Indonesia
PT HSBC Sekuritas Indonesia
R/CLIP Corp.
Real Estate Collateral Management Company
Republic Nominees Limited
Republic Overseas Capital Corporation
RLUKREF Nominees (UK) One Limited
RLUKREF Nominees (UK) Two Limited
S.A.P.C. - Ufipro Recouvrement
Saf Baiyun
Saf Guangzhou
Saf Zhu Jiang Shi Ba
Saf Zhu Jiang Shi Er
Saf Zhu Jiang Shi Jiu
Saf Zhu Jiang Shi Liu
Saf Zhu Jiang Shi Qi
Saf Zhu Jiang Shi Wu
SCI HSBC Assurances Immo
Serai Limited
Serai Technology Development (Shanghai)
Limited
SFM
SFSS Nominees (Pty) Limited
Shandong Rongcheng HSBC Rural Bank
Company Limited
Shenzhen HSBC Development Company Ltd
Sico Limited
SNC Dorique
SNC Les Mercuriales
SNC Les Oliviers D'Antibes
SNC Makala
SNCB/M6 - 2008 A
SNCB/M6-2007 A
SNCB/M6-2007 B
Société Française et Suisse
10, 140
Somers Dublin DAC
141
10, 142
37
0, 186
137
14
14
14
14
16
16
16
16
16
44
1, 106
Somers Nominees (Far East) Limited
Sopingest
South Yorkshire Light Rail Limited
St Cross Trustees Limited
Sun Hung Kai Development (Lujiazui III)
Limited
Swan National Limited
Tasfiye Halinde HSBC Odeme Sistemleri
Bilgisayar Teknolojileri Basin Yayin Ve Musteri
Hizmetleri (In Liquidation)
The Hongkong and Shanghai Banking
Corporation Limited
The Venture Catalysts Limited
Tooley Street View Limited
Tower Investment Management
Trinkaus Australien Immobilien Fonds Nr. 1
Brisbane GmbH & Co. KG
Trinkaus Australien Immobilien-Fonds Nr. 1
Treuhand-GmbH
100.00
100.00
100.00
100.00
100.00
99.98
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
85.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
99.99
100.00
60.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
(99.90)
(99.99)
(98.93)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
106
1, 44
44
143
143
53
14
16
15
15
74
53
14
16
144
145
13
13
20
95
1, 16
1, 16
34
4, 34
4, 34
4, 34
4, 34
4, 34
4, 34
4, 34
4, 34
55
1, 44
10, 147
34
128
10, 148
149
150
1, 9, 151
(99.99)
1, 9, 34
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
(99.99)
55
1, 9, 34
34
4, 34
4, 34
34
121
21
34
16
15
10, 152
16
153
44
16
2, 16
154
100.00
(99.33)
38
100.00
(99.33)
6, 38
366 HSBC Holdings plc Annual Report and Accounts 2020
Subsidiaries
% of share class held
by immediate parent
company (or by the
Group where this
varies)
Footnotes
Trinkaus Europa Immobilien-Fonds Nr.3 Objekt
Utrecht Verwaltungs-GmbH
100.00
(99.33)
38
Trinkaus Immobilien-Fonds
Geschaeftsfuehrungs-GmbH
Trinkaus Immobilien-Fonds Verwaltungs-
GmbH
Trinkaus Private Equity Management GmbH
Trinkaus Private Equity Verwaltungs GmbH
Tropical Nominees Limited
Turnsonic (Nominees) Limited
Valeurs Mobilières Elysées
Wardley Limited
Wayfoong Nominees Limited
Wayhong (Bahamas) Limited
Westminster House, LLC
Woodex Limited
Yan Nin Development Company Limited
Joint ventures
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
N/A
100.00
100.00
(99.33)
(99.33)
(99.33)
(99.99)
(62.14)
6, 38
38
6, 38
74
15
34
44
44
97
0, 13
21
37
The undertakings below are joint ventures and equity accounted.
Joint ventures
CCF & Partners Asset Management Limited
Global Payments Technology Mexico S.A. De
C.V.
House Network Sdn Bhd
HSBC Life Insurance Company Limited
HSBC Pollination Climate Asset Management
Limited
ProServe Bermuda Limited
The London Silver Market Fixing Limited
Vaultex UK Limited
% of share class
held by immediate
parent company (or
by the Group where
this varies)
100.00
(99.99)
50.00
25.00
50.00
40.00
50.00
N/A
50.00
Associates
The undertakings below are associates and equity accounted.
% of share class
held by immediate
parent company (or
by the Group where
this varies)
Footnotes
100.00
(99.33)
6, 38
Associates
Bank of Communications Co., Ltd.
Barrowgate Limited
BGF Group PLC
Bud Financial Limited
Canara HSBC Oriental Bank of Commerce Life
Insurance Company Limited
CFAC Payment Scheme Limited
Chemi & Cotex (Rwanda) Limited
Chemi & Cotex Kenya Limited
Chemi and Cotex Industries Limited
Contour
Episode Six Limited
EPS Company (Hong Kong) Limited
EURO Secured Notes Issuer
GIE GNIFI
GZHS Research Co Ltd
Hang Seng Qianhai Fund Management
Company Limited
HCM Holdings Limited (In Liquidation)
19.03
15.31
24.56
10.82
26.00
33.33
33.99
33.99
33.99
10.80
9.10
38.66
16.66
N/A
20.50
43.49
50.99
HSBC Canadian Covered Bond (Legislative) GP
Inc.
100.00
Footnotes
16
14
155
156
157
158
HSBC Jintrust Fund Management Company
Limited
HSBC Saudi Arabia, a Saudi closed Joint Stock
Company
Icon Brickell LLC (In Liquidation)
Jeppe Star Limited
Liquidity Match LLC
London Precious Metals Clearing Limited
MENA Infrastructure Fund (GP) Ltd
0, 1, 159
160
Novo Star Limited
Quantexa Ltd
Services Epargne Entreprise
Simon Group LLC
sino AG
The London Gold Market Fixing Limited
The Saudi British Bank
Trade Information Network
Trinkaus Europa Immobilien-Fonds Nr. 7 Frankfurt
Mertonviertel KG
Vizolution Limited
We Trade Innovation Designated Activity
Company
49.00
66.18
N/A
33.99
N/A
30.00
33.33
33.99
10.99
14.18
N/A
24.77
25.00
30.99
16.67
N/A
17.95
8.52
161
162
163
1, 164
165
166
1, 167
1, 168
169
191
187
44
170
0, 1, 171
172
1, 10, 173
17
73
174
175
0, 176
177
0, 188
189
178
179
146
180
0, 190
181
159
182
192
0, 38
1, 183
1, 184
HSBC Holdings plc Annual Report and Accounts 2020 367
Financial statements
Notes on the financial statements
Footnotes for Note 37
Description of Shares
0
1
2
3
4
5
6
7
8
9
10
11
12
Where an entity is governed by voting rights, HSBC consolidates
when it holds – directly or indirectly – the necessary voting rights
to pass resolutions by the governing body. In all other cases, the
assessment of control is more complex and requires judgement
of other factors, including having exposure to variability of
returns, power to direct relevant activities, and whether power is
held as an agent or principal. HSBC’s consolidation policy is
described in Note 1.2(a).
Management has determined that these undertakings are
excluded from consolidation in the Group accounts as these
entities do not meet the definition of subsidiaries in accordance
with IFRS. HSBC’s consolidation policy is described in Note
1.2(a).
Directly held by HSBC Holdings plc
Preference Shares
Actions
Redeemable Preference Shares
GmbH Anteil
Limited and Unlimited Liability Shares
Non-Participating Voting Shares
Parts
Registered Capital Shares
Russian Limited Liability Company Shares
Stückaktien
Registered offices
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
c/o The Corporation Trust Company 1209 Orange Street,
Wilmington, Delaware, United States of America, 19801
Paseo de la Reforma 347 Col. Cuauhtemoc, Mexico, 06500
1 Centenary Square, Birmingham, United Kingdom, B1 1HQ
8 Canada Square, London, United Kingdom, E14 5HQ
Hill House 1 Little New Street, London, United Kingdom, EC4A
3TR
5 Donegal Square South, Northern Ireland, Belfast, United
Kingdom, BT1 5JP
1909 Avenida Presidente Juscelino Kubitschek, 19° andar,
Torre Norte, São Paulo Corporate Towers, São Paulo, Brazil,
04551-903
Arnold House St Julians Avenue, St Peter Port, Guernsey, GY1
3NF
37 Front Street, Hamilton, Bermuda, HM 11
HSBC Main Building 1 Queen's Road Central, Hong Kong
First Floor, Xinhua Bookstore Xindong Road (SE of
roundabout), Miyun District, Beijing, China
Deloitte LLP, 1 New Street Square, London, EC4A 3HQ, United
Kingdom
95 Washington Street Buffalo, New York, United States of
America, 14203
Corporation Service Company 251 Little Falls Drive,
Wilmington, Delaware, United States of America, 19808
Solidere - Rue Saad Zaghloul Immeuble - 170 Marfaa, P.O. Box
17 5476 Mar Michael, Beyrouth, Lebanon, 11042040
No 1, Bei Huan East Road Dazu County, Chongqing, China
No 107 Ping Du Avenue (E), Sanhe Town, Fengdu County,
Chongqing, China
No. 3, 5, 7, Haitang Erzhi Road Changyuan, Rongchang,
Chongqing, China, 402460
Bederstrasse 49, Zurich, Switzerland, CH-8002
First & Second Floor, No.3 Nanshan Road, Pulandian , Dalian,
Liaoning, China
CT Corporation System 225 Hillsborough Street, Raleigh, North
Carolina, United States Of America, 27603
38 avenue Kléber, Paris, France, 75116
MMG Tower, 23 floor Ave. Paseo del Mar Urbanizacion Costa
del Este, Panama
No. 1 1211 Yanjiang Zhong Road, Yongan, Fujian, China
83 Des Voeux Road Central, Hong Kong
368 HSBC Holdings plc Annual Report and Accounts 2020
Registered offices
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
Königsallee 21/23, Düsseldorf, Germany, 40212
No.44 Xin Ping Road Central, Encheng, Enping, Guangdong,
China, 529400
Room 1701-010 Heung Kong Building, 37 Jin Long Rd,
Nansha District, Guangzhou, China
34/F and 36/F, Hang Seng Bank Tower 1000 Lujiazui Ring
Road, Pilot Free Trade Zone, Shanghai, Shanghai, China,
200120
Claude Debussylaan 10 Office Suite 20, 1082MD, Amsterdam,
Netherlands
Commerce House, Wickhams Cay 1, P.O. Box 3140, Road
Town, Tortola, British Virgin Islands, VG1110
1 Queen's Road Central, Hong Kong
The Corporation Trust Company of Nevada 311 S. Division
Street, Carson City, Nevada, United States of America, 89703
Corporation Service Company 2711 Centerville Road, Suite
400, Wilmington, Delaware, United States of America, 19808
HSBC House Esplanade, St. Helier, Jersey, JE4 8UB
10th Floor South Tower, Bangunan HSBC, No. 2, Leboh
Ampang, Kuala Lumpur, Malaysia, 50100
13th Floor, South Tower 2 Leboh Ampang, Kuala Lumpur,
Malaysia, 50100
10 Marina Boulevard #48-01 Marina Bay Financial Centre,
Singapore, 018983
52/60 M G Road Fort, Mumbai, India, 400 001
16 Boulevard d'Avranches, Luxembourg, Luxembourg, L-1160
557 Bouchard Level 20, Ciudad de Buenos Aires, Capital
federal, Argentina, C1106ABG
3rd Floor Merchantile Bank Chamber 16, Veer Nariman Road,
Fort, Mumbai, India, 400001
Immeuble Cœur Défense 110 esplanade du Général de Gaulle,
Courbevoie, France, 92400
Level 36 Tower 1 International Towers Sydney, 100
Barangaroo Avenue, Sydney, New South Wales, Australia,
2000
Isidora Goyenechea 2800 23rd floor, Las Condes, Santiago,
Chile, 7550647
HSBC Building Shanghai ifc, 8 Century Avenue, Pudong,
Shanghai, China, 200120
6th floor HSBC Centre 18, Cybercity, Ebene, Mauritius, 72201
2 Paveletskaya square building 2, Moscow, Russian
Federation, 115054
13F-14F, 333 Keelung Road, Sec.1, Taipei, 110, Taiwan
25 de Mayo 471, Montevideo, Uruguay, 11000
The Metropolitan 235 Dong Khoi Street, District 1, Ho Chi Minh
City, Viet Nam
Esentepe mah. Büyükdere Caddesi No.128, Istanbul, Turkey,
34394
66 Teryan street, Yerevan, Armenia, 0009
885 West Georgia Street 3rd Floor, Vancouver, British
Columbia, Canada, V6C 3E9
306 Corniche El Nil, P.O. Box 124, Maadi, Egypt, 11728
116 Archbishop Street, Valletta, Malta
Level 1, Building No. 8, Gate Village Dubai International
Financial Centre, United Arab Emirates, P.O. Box 30444
Majer Consulting, Office 54/44, Building A1, Residence Ryad
Anfa, Boulevard Omar El Khayam, Casa Finance City (CFC),
Casablanca, Morocco
Al Khuwair Office PO Box 1727 PC111 CPO Seeb, Muscat,
Oman
1800 Tysons Boulevard Suite 50, Tysons, Virginia, United
States of America, 22102
66 Wellington Street West, Suite 5300, Toronto, Ontario,
Canada, M5K 1E6
Registered offices
Registered offices
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
P.O. Box 1109, Strathvale House, Ground floor, 90 North
Church Street, George Town, Grand Cayman, Cayman Islands,
KY1-1102
HSBC House Esplanade, St. Helier, Jersey, JE1 1HS
c/o Rogers Capital St. Louis Business Centre, Cnr Desroches &
St Louis Streets, Port Louis, Mauritius
49 avenue J.F. Kennedy, Luxembourg, Luxembourg,
1855
4-17/F, Office Tower 2 TaiKoo Hui, No. 381 Tian He Road, Tian
He District, Guangzhou, Guangdong, China
Suite 1005, 10th Floor, Wisma Hamzah Kwong, Hing No. 1,
Leboh Ampang, Kuala Lumpur, Malaysia, 50100
HSBC, Filinvest One Bldg Northgate Cyberzone, Filinvest
Corporate City, Alabang, Muntinlupa City, Philippines, 1781
HSBC House Plot No.8 Survey No.64 (Part), Hightec City
Layout Madhapur, Hyderabad, India, 500081
439, Sri Jayawardenapura Mawatha Welikada, Rajagiriya,
Colombo, Sri Lanka
Smart Village 28th Km Cairo- Alexandria Desert Road Building,
Cairo, Egypt
Suite 300 3381 Steeles Avenue East, Toronto, Ontario, Canada,
M2H 3S7
Centre Ville 1341 Building - 4th Floor Patriarche Howayek
Street (facing Beirut Souks), PO Box Riad El Solh, Lebanon,
9597
3rd Floor, HSBC Bank Middle East Limited Building, Al Souq
Road, P.O Box 4604, Dubai, United Arab Emirates
World Trade Center Montevideo Avenida Luis Alberto de
Herrera 1248, Torre 1, Piso 15, Oficina 1502, Montevideo,
Uruguay, CP 11300
Room 655, Building A, No. 888, Huan Hu West Two Road, Lin
Gang New Area of Shanghai (Pilot) Free Trade Zone, China,
Shanghai, Shanghai, China
HSBC House Esplanade, St. Helier, Jersey, JE4 8WP
HSBC Building 11-1, Nihonbashi 3-chome, Chuo-ku, Tokyo,
Japan, 103-0027
80 Mill Street, Qormi, Malta, QRM 3101
Herrengasse 1-3, Wien, Austria, 1010
26 Gartenstrasse, Zurich, Switzerland, 8002
24th Fl. 97-99, Sec.2, Tunhwa S. Rd., Taipei, Taiwan, R.O.C.,
Taiwan
452 Fifth Avenue, New York, United States of America,
Bouchard 557, Piso 18°, Cdad. Autónoma de Buenos Aires,
Argentina, 1106
Mareva House 4 George Street, Nassau, Bahamas
70 York Street, Toronto, Ontario, Canada, M5J 1S9
Breite Str. 29/31, Düsseldorf, Germany, 40213
100
101
102
103
104
18th Floor, Tower 1, HSBC Centre 1 Sham Mong Road,
Kowloon, Hong Kong
Level 32, HSBC Main Building 1 Queen's Road Central, Hong
Kong SAR, Hong Kong
7/F HSBC Centre 3058 Fifth Ave West, Bonifacio Global City,
Taguig City, Philippines
HSBC Building Minet El Hosn, Riad el Solh, Beirut 1107-2080,
Lebanon, P.O. Box 11-1380
300 Delaware Avenue Suite 1401, Wilmington, Delaware,
United States Of America, 19801
105 Woodbourne Hall, Road Town, Tortola, British Virgin Islands,
P.O. Box 916
106
107
108
109
110
Craigmuir Chambers, PO Box 71, Road Town, Tortola, British
Virgin Islands
9-11 Floors, NESCO IT Park Building No. 3 Western Express
Highway, Goregaon (East), Mumbai, India, 400063
3, Aboul Feda Street Zamalek, Cairo, Egypt
300-885 West Georgia Street, Vancouver, British Columbia,
Canada, V6C 3E9
21 Farncombe Road Worthing, United Kingdom, BN11 2BW
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
Plot No.312-878 Mezzanine Floor, Bldg. of Sheikh Hamdan Bin
Rashid, Dubai Creek, Dubai, United Arab Emira
Level 1, Building No. 8, Gate Village Dubai International
Financial Centre, PO Box 30444, United Arab Emirates
Unit 101 Level 1, Gate Village Building No. 8 Dubai
International Financial Centre (DIFC), Dubai, United Arab
Emirates, PO Box 506553
Office No.16 Owned by HSBC Bank Middle East Limited,
Dubai Branch, Bur Dubai, Burj Khalifa, Dubai, United Arab
Emirates
885 West Georgia Street Suite 300, Vancouver, British
Columbia, Canada, V6C 3E9
HSBC Tower, Level 21, 188 Quay Street, Auckland, New
Zealand, 1010
21-23 Yorckstraße, Düsseldorf, Nordrhein-Westfalen,
Germany, 40476
The Corporation Trust Incorporated, 2405 York Road, Suite
201, Lutherville Timonium, Maryland, United Sta
HSBC House Esplanade, St. Helier, Jersey, JE1 1GT
Quai des Bergues 9-17, Geneva, Switzerland, 1201
1 Grand Canal Square, Grand Canal Harbour, Dublin 2, Ireland,
D02 P820
Esentepe mah. Büyükdere Caddesi No.128, Istanbul, Turkey,
34394
Quai des Bergues 9-17, Geneva, Switzerland, 1201
HSBC House Esplanade, St Helier, Jersey, JE1 1GT
52/60 M G Road, Fort, Mumbai, India, 400 001
Block 27 A&B, Qianhai Enterprise Dream Park No. 63 Qianwan
Yi Road, Shenzhen-Hong Kong Cooperation Zone, Shenzhen,
China, 518052
Unit 1 GF The Commerical Complex Madrigal Avenue, Ayala
Alabang Village, Muntinlupa City, Philippines, 17
1 Mutual Place 107 Rivonia Road, Sandton, Sandton, Gauteng,
South Africa, 2196
13F 333 Keelung Road, Sec.1, Taipei, Taiwan, 110
Hansaallee 3, Düsseldorf, Germany, 40549
Kapelanka 42A, Krakow, Poland, 30-347
131
132 MB&H Corporate Services Ltd Mareva House, 4 George Street,
Nassau, Bahamas
133
134
135
136
137
138
139
140
141
142
143
C T Corporation System 820 Bear Tavern Road, West Trenton,
New Jersey, United States Of America, 08628
L22, Office Tower 2, Taikoo Hui, 381 Tianhe Road, Tianhe
District, Guangzhou, Guangdong, China
HSBC Centre River Side, West Avenue, 25B Raheja woods,
Kalyaninagar, Pune, India, 411006
Level 19, HSBC Building, Shanghai ifc 8 Century Avenue
Pudong, Shanghai, China
Yorckstraße 21 - 23, Duesseldorf, Germany, 40476
P.O. Box 309 Ugland House, Grand Cayman, Cayman Islands,
KY1-1104
No. 56 Yu Rong Street, Macheng, China, 438300
No. 205 Lie Shan Road Suizhou, Hubei, China
Building 3, Yin Zuo Di Jing Wan Tianmen New City, Tianmen,
Hubei Province, China
RM101, 102 & 106 Sunshine Fairview, Sunshine Garden,
Pedestrian Walkway, Pingjiang, China
Kings Meadow Chester Business Park, Chester, United
Kingdom, CH99 9FB
144 World Trade Center 1, Floor 8-9 Jalan Jenderal Sudirman
Kavling 29 - 31, Jakarta, Indonesia, 12920
145
146
147
5th Floor, World Trade Center 1, Jl. Jend. Sudirman Kav.
29-31, Jakarta, Indonesia, 12920
75 Park Lane, Croydon, Surrey, United Kingdom, CR9 1XS
Unit B02 20/F No. 168 Yin Cheng Zhong Road, Pilot Free Trade
Zone, Shanghai, China, 200120
148
No.198-2 Chengshan Avenue (E), Rongcheng, China, 264300
HSBC Holdings plc Annual Report and Accounts 2020 369
Financial statements Notes on the financial statements
Registered offices
Registered offices
185
186
187
188
189
190
191
c/o Walkers Corporate Services Limited, Walker House, 87
Mary Street, George Town, Grand Cayman, KY1 – 90
Oak House Hirzel Street, St Peter Port, Guernsey, GY1 2NP
9/F Amtel Bldg, 148 des Voeux Rd Central, Central, Hong Kong
100 Town Square Place, Suite 201, Jersey City, NJ 07310,
United States of America
1-2 Royal Exchange Buildings, Royal Exchange, London,
United Kingdom, EC3V 3LF
25 W 25th St. New York, NY 10001, United States of America
50 Raffles Place, #32-01 Singapore Land Tower, 048623,
Singapore
192
3 More London Riverside, London, United Kingdom, SE1 2AQ
149
Room 1303-13062 Marine Center Main Tower, 59 Linhai Rd,
Nanshan District, Shenzhen, China
150 Woodbourne Hall, Road Town, Tortola, British Virgin Islands,
P.O. Box 3162
151
152
153
154
155
156
43 rue de Paris, Saint Denis, France, 97400
RM 2112, HSBC Building, Shanghai ifc No. 8 Century Road,
Pudong, Shanghai, China, 200120
Esentepe mah. Büyükdere Caddesi No.128, Istanbul, Turkey,
34394
11 Dr. Roy’s Drive PO Box 694GT, Grand Cayman, Cayman
Islands, KY1-1107
Lot 6.05, Level 6, KPMG Tower 8 First Avenue, Bandar Utama,
Petaling Jaya, Selangor Darul Ehsan, Malaysia
18/F Unit 2101, 2113, 2113A, 2115 and 2116 of 21/F, HSBC
Building, 8 Century Avenue, China (Shanghai) Pilot Free Trade
Zone, Shanghai, China, 200120
3 More London Riverside, London, United Kingdom, SE1 2AQ
157
158 c/o MUFG Fund Services (Bermuda) Limited The Belvedere
Building, 69 Pitts Bay Road, Pembroke, Bermuda, HM
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
c/o Hackwood Secretaries Limited One Silk Street, London,
United Kingdom, EC2Y 8HQ
All Saints Triangle Caledonian road, London, United Kingdom,
N19UT
No.188, Yin Cheng Zhong Road China (Shanghai), Pilot Free
Trade Zone, Shanghai, China
49/F The Lee Gardens, 33 Hysan Avenue, Hong Kong
13-15 York Buildings, London, United Kingdom, WC2N 6JU
First Floor The Bower, 207 Old Street, England, United
Kingdom, EC1V 9NR
Unit No. 208, 2nd Floor, Kanchenjunga Building 18,
Barakhamba Road, New Delhi, India, 110001
65 Gresham Street 6th Floor, London, United Kingdom, EC2V
7NQ
PO 4978, Kigali, Rwanda
Plot LR No. 487 Dagoretti / Ruthimitu, P.O. Box 14362,
Nairobi, Kenya, 00800
Plot No. 89-90 Mbezi Industrial Area Box 347, Dar es Salaam
City, Tanzania, United Republic of Tanzania
3 avenue de l'Opera, Paris, France, 75001
37 avenue Henri Lafleur, Nouméa, New Caledonia, BP K3
98849
Room 1303, 106 Feng Ze Dong Road, Nansha District,
Guangzhou, Guangdong, China
Flat 209, Hedge Fund Centre of Qianhai Shenzhen-Hong Kong
Fund Town No. 128 Guiwan Five Road, Qianhai Shenzhen-
Hong Kong Cooperation Zone, Shenzhen, China
17F, HSBC Building, Shanghai ifc 8 Century Avenue, Pudong,
Shanghai, China
HSBC Building 7267 Olaya - Al Murrooj, Riyadh, Saudi Arabia,
12283 - 2255
C T Corporation System 1200 South Pine Island Road
Plantation, Florida, United States of America, 33324
c/o Trident Trust Company Trident Chambers, PO Box 146,
Tortola, British Virgin Islands
Office 705, Level 8, Tower 2, Al Fattan Currency House, DIFC,
P.O.Box 506553, Dubai, UAE
Jayla Place Wickhams Cay I, PO Box 3190, Road Town, British
Virgin Islands
32 rue du Champ de Tir, Nantes, France, 44300
Ernst-Schneider-Platz 1, Duesseldorf, Germany, 40212
Al Amir Abdulaziz Ibn Mossaad Ibn Jalawi Street, Riyadh,
Saudi Arabia
Office Block A, Bay Studios Business Park, Fabian Way,
Swansea, Wales, United Kingdom, SA1 8QB
10 Earlsfort Terrace, Dublin, Ireland, D02 T380
370 HSBC Holdings plc Annual Report and Accounts 2020
Shareholder information
Interim dividend for 2020
Interim dividends for 2021
Other equity instruments
2020 Annual General Meeting
Earnings releases and interim results
Shareholder enquiries and communications
Stock symbols
Investor relations
Where more information about HSBC is available
Taxation of shares and dividends
Approach to ESG reporting
Cautionary statement regarding forward-looking statements
Certain defined terms
Abbreviations
Page
371
371
371
371
372
372
373
373
373
374
375
375
376
377
A glossary of terms used in this Annual Report and Accounts can be found in the Investors section of www.hsbc.com.
Interim dividend for 2020
The Directors have approved an interim dividend for 2020 of $0.15 per ordinary share. Information on the currencies in which
shareholders may elect to have the cash dividend paid will be sent to shareholders on or about 24 March 2021. The interim dividend will
be paid in cash with no scrip alternative, as it is dilutive. The timetable for the interim dividend is:
Announcement
Shares quoted ex-dividend in London, Hong Kong and Bermuda and American Depositary Shares (‘ADS’) quoted ex-dividend
in New York
Record date – London, Hong Kong, New York, Bermuda
Mailing of Annual Report and Accounts 2020 and/or Strategic Report 2020 and dividend documentation
Final date for receipt by registrars of forms of election, Investor Centre electronic instructions and revocations of standing instructions
for dividend elections
Exchange rate determined for payment of dividends in sterling and Hong Kong dollars
Payment date
1 Removals to and from the Overseas Branch register of shareholders in Hong Kong will not be permitted on this date.
Footnotes
1
23 February 2021
11 March 2021
12 March 2021
24 March 2021
15 April 2021
19 April 2021
29 April 2021
Interim dividends for 2021
In December 2020, the PRA announced that it intends to transition back to its standard approach to capital setting and shareholder
distributions through 2021. In the meantime, for 2021 dividends the PRA is content for appropriately prudent dividends to be accrued but
not paid out and the PRA aims to provide a further update ahead of the 2021 half-year results of large UK banks. As a result, the Group
will not be paying quarterly dividends during 2021 but will consider whether to announce an interim dividend at the 2021 half-year results
in August.
The Group will review whether to revert to paying quarterly dividends at or ahead of its 2021 results announcement in February 2022.
The Board has adopted a policy designed to provide sustainable dividends going forward. We intend to transition towards a target payout
ratio of between 40% and 55% of reported earnings per ordinary share (‘EPS’) for 2022 onwards, with the flexibility to adjust EPS for non-
cash significant items such as goodwill or intangibles impairments. The dividend policy could be supplemented by buy-backs or special
dividends, over time and not in the near term, should the Group find itself in an excess capital position absent compelling investment
opportunities to deploy that excess.
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,
pounds sterling and Hong Kong dollars. The Group has decided to discontinue the scrip dividend option as it is dilutive, including to
dividend per share progression over time.
Other equity instruments
Additional tier 1 capital – contingent convertible securities
HSBC continues to issue contingent convertible securities that are included in its capital base as fully CRR II-compliant additional tier 1
capital securities. For further details on these securities, please refer to Note 31 on the financial statements.
In 2020, HSBC issued $1,500m 4.600% Perpetual Contingent Convertible Securities on 17 December 2020.
2020 Annual General Meeting
All resolutions considered at the 2020 Annual General Meeting held at 11:00 am on 24 April 2020 at 8 Canada Square, London E14 5HQ,
UK were passed on a poll.
HSBC Holdings plc Annual Report and Accounts 2020 371
Additional information
Additional information
Earnings releases and interim results
First and third quarter results for 2021 will be released on 27 April 2021 and 25 October 2021 respectively. The interim results for the six
months to 30 June 2021 will be issued on 2 August 2021.
Shareholder enquiries and communications
Enquiries
Any enquiries relating to shareholdings on the share register (for example, transfers of shares, changes 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
Computershare Hong Kong Investor
Investor Relations Team
The Pavilions
Bridgwater Road
Bristol BS99 6ZZ
United Kingdom
Services Limited
Rooms 1712-1716, 17th Floor
Hopewell Centre
183 Queen’s Road East
HSBC Bank Bermuda Limited
37 Front Street
Hamilton HM 11
Bermuda
Telephone: +44 (0) 370 702 0137
Hong Kong
Telephone: +1 441 299 6737
Email via website:
Telephone: +852 2862 8555
Email: hbbm.shareholder.services@hsbc.bm
www.investorcentre.co.uk/contactus
Email: hsbc.ecom@computershare.com.hk
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
Shareowner Services
PO Box 505000
Louisville, KY 40233-5000
USA
Telephone (US): +1 877 283 5786
Telephone (International): +1 201 680 6825
Email: shrrelations@cpushareownerservices.com
Website: www.mybnymdr.com
If you have elected 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 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
of it) must continue to be directed to your existing contact at your investment manager or custodian or broker. HSBC Holdings cannot
guarantee dealing with matters directed to it in error.
Shareholders who wish to receive a hard copy of this Annual Report and Accounts 2020 should contact HSBC’s Registrars. Please visit
www.hsbc.com/investors/investor-contacts for further information. You can also download an online version of the report from
www.hsbc.com.
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 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/investors/shareholder-information/manage-your-
shareholding. 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.
372 HSBC Holdings plc Annual Report and Accounts 2020
Chinese translation
A Chinese translation of this Annual Report and Accounts 2020 will be available upon request after 24 March 2021 from the Registrars:
Computershare Hong Kong Investor Services Limited
Computershare Investor Services PLC
Rooms 1712-1716, 17th Floor
Hopewell Centre
183 Queen’s Road East
Hong Kong
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 them in future.
Stock symbols
HSBC Holdings ordinary shares trade under the following stock symbols:
London Stock Exchange
Hong Kong Stock Exchange
*HSBC’s Primary market
HSBC delisted from Euronext Paris on 22 December 2020
Investor relations
HSBA*
5
New York Stock Exchange (ADS)
Bermuda Stock Exchange
HSBC
HSBC.BH
Enquiries relating to HSBC’s strategy or operations may be directed to:
Richard O’Connor, Global Head of Investor Relations
Mark Phin, Head of Investor Relations, Asia-Pacific
HSBC Holdings plc
8 Canada Square
London E14 5HQ
United Kingdom
Telephone: +44 (0) 20 7991 6590
Email: investorrelations@hsbc.com
The Hongkong and Shanghai Banking
Corporation Limited
1 Queen’s Road Central
Hong Kong
Telephone: 852 2822 4908
Email: investorrelations@hsbc.com.hk
Where more information about HSBC is available
This Annual Report and Accounts 2020 and other information on HSBC may be downloaded from 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 20549-0213 or by emailing PublicInfo@sec.gov. Investors
should call the Commission at (1) 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. The legislation requires HSBC Holdings to publish additional information in respect of the year ended 31 December
2020 by 31 December 2021. This information will be available on HSBC’s website: www.hsbc.com/tax.
HSBC Holdings plc Annual Report and Accounts 2020 373
Additional information Additional information
Taxation of shares and dividends
Taxation – UK residents
The following is a summary, under current law and the current
published practice of HM Revenue and Customs (‘HMRC’), of
certain UK tax considerations that are likely to be material to the
ownership and disposition of HSBC Holdings ordinary 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 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.
UK resident individuals
UK resident individuals are generally entitled to a tax-free annual
allowance in respect of dividends received. The amount of the
allowance for the tax year beginning 6 April 2020 is £2,000. To the
extent that dividend income received by an individual in the
relevant tax year does not exceed the allowance, a nil tax rate will
apply. Dividend income in excess of this allowance will be taxed at
7.5% for basic rate taxpayers, 32.5% for higher rate taxpayers and
38.1% for additional rate taxpayers.
UK resident companies
Shareholders that are within the charge to UK corporation
tax should generally be entitled to an exemption from UK
corporation tax on any dividends received from HSBC Holdings.
However, the exemptions are not comprehensive and are subject
to anti-avoidance rules.
If the conditions for exemption are not met or cease to be
satisfied, or a shareholder within the charge to UK corporation tax
elects for an otherwise exempt dividend to be taxable, the
shareholder will be subject to UK corporation tax on dividends
received from HSBC Holdings at the rate of corporation tax
applicable to that shareholder.
Scrip dividends
HSBC Holdings plc did not pay any ordinary share dividends
during 2020.
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 of
shares in HSBC Holdings by a UK company may also be adjusted
to take account of indexation allowance if the shares were
acquired before 1 January 2018, although the level of indexation
allowance that is given in calculating the gain would be frozen at
the value that would apply to the disposal of assets acquired on or
after 1 January 2018. 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 (rounded up to the next £5), and
such stamp duty is generally payable by the transferee. An
agreement to transfer shares, or any interest therein, normally will
374 HSBC Holdings plc Annual Report and Accounts 2020
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 published practice of HMRC 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.
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 and Customs) and a
subsequent case in relation to depositary receipts, HMRC
accepted that the charge to stamp duty reserve tax at 1.5% on the
issue of shares (and transfers integral to capital raising) to a
depositary receipt issuer or a clearance service was incompatible
with European Union law, and would not be imposed.
Following the UK’s departure from the European Union and the
expiry of the transition period, the 1.5% stamp duty reserve tax
charge on issues of shares to overseas clearance services and
depositary receipt issuers is still disapplied, but no assurance can
be given that legislation will not be amended in the future to
reintroduce the charge.
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 (‘ADSs’) by a holder that is a US holder, as
defined below, 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. These include 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’ or ‘hedge’) comprised of a share or ADS and one or
more other positions, and persons that own directly or indirectly
10% or more (by vote or value) of the 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.
For the purposes of this discussion, a ‘US holder’ is a beneficial
holder that is a citizen or resident of the United States, a US
domestic corporation or otherwise is subject to US federal income
taxes on a net income basis in respect thereof.
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 2020 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.
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, 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 was not and 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) are part of the business property of a UK
permanent establishment of an enterprise, or (iii) pertain 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 published 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.
General exceptions to this rule happen when the US holder:
establishes that it is a corporation (other than an S corporation) or
other exempt holder; or provides a correct taxpayer identification
number, certifies that no loss of exemption from backup
withholding has occurred and otherwise complies with the
applicable requirements of the backup withholding rules. Holders
that are not US taxpayers 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 taxpayers 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.
Approach to ESG reporting
The information set out in the ESG review on pages 42 to 75,
taken together with other information relating to ESG issues, aims
to provide key ESG information and data relevant to our operations
for the year ended 31 December 2020. In this context, we have
also considered our obligations under the Environmental, Social
and Governance Reporting Guide contained in Appendix 27 to The
Rules Governing the Listing of Securities on the Stock Exchange of
Hong Kong Limited (‘ESG Guide’). We comply with the ‘comply or
explain’ provisions in the ESG Guide, save with respect to the
following:
• A1(b) on emissions laws/regulations: we are fully compliant
with our publication of information regarding scope 1 and 2
carbon emissions, but we only partially publish information on
scope 3 carbon emissions, as the data required for that
publication is not yet fully available. Our progress on publishing
information with respect to scope 3 is referenced on page 45;
• A1.3 on total hazardous waste produced, A1.6 on the handling
of hazardous and non-hazardous waste, A2.2 on water
consumption and A2.5 on packaging material: taking into
account the nature of our business, we do not consider these to
be material issues for our stakeholders; and
• A2.1 on direct energy consumption: taking into account the
nature of our business, we do not consider this to be a material
issue for our stakeholders. We report on what we consider to
be our most relevant operational sustainability KPIs as set out
on page 47.
This is aligned with the materiality reporting principle that is set
out in the ESG Guide. See ‘How we decide what to measure’ on
page 43 for further information on how we determine what issues
are material to our stakeholders.
We will continue to develop and refine our reporting and
disclosures on ESG issues in line with feedback received from our
investors and other stakeholders, and in view of our obligations
under the ESG Guide.
Cautionary statement regarding forward-
looking statements
This Annual Report and Accounts 2020 contains certain forward-
looking statements with respect to HSBC’s financial condition;
results of operations and business, including the strategic
priorities; 2021 financial, investment and capital targets; and ESG
targets/commitments described herein.
Statements that are not historical facts, including statements
about HSBC’s beliefs and expectations, are forward-looking
statements. Words such as ‘will’, ‘should’, ‘expects’, ‘targets’,
‘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,
information, data, 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
HSBC Holdings plc Annual Report and Accounts 2020 375
Additional information Additional information
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 and creditworthy customers
beyond those factored into consensus forecasts (including,
without limitation, as a result of the Covid-19 pandemic); the
Covid-19 pandemic, which is expected to continue to have
adverse impacts on our income due to lower lending and
transaction volumes, lower wealth and insurance
manufacturing revenue, and lower or negative interest rates in
markets where we operate, as well as, more generally, the
potential for material adverse impacts on our financial
condition, results of operations, prospects, liquidity, capital
position and credit ratings; deviations from the market and
economic assumptions that form the basis for our ECL
measurements (including, without limitation, as a result of the
Covid-19 pandemic or the UK's exit from the EU); potential
changes in dividend policy; changes in foreign exchange rates
and interest rates, including the accounting impact resulting
from financial reporting in respect of hyperinflationary
economies; volatility in equity markets; lack of liquidity in
wholesale funding or capital markets, which may affect our
ability to meet our obligations under financing facilities or to
fund new loans, investments and businesses; geopolitical
tensions or diplomatic developments producing social
instability or legal uncertainty, such as the unrest in Hong
Kong, the continuing US-China tensions and the emerging
challenges in UK-China relations, which in turn may affect
demand for our products and services and could result in
(among other things) regulatory, reputational and market risks
for HSBC; the efficacy of government, customer, and HSBC's
actions in managing and mitigating climate change and in
supporting the global transition to net zero carbon emissions,
which may cause both idiosyncratic and systemic risks
resulting in potential financial and non-financial impacts;
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 of public or private defined benefit
pensions; societal shifts in customer financing and investment
needs, including consumer perception as to the continuing
availability of credit; exposure to counterparty risk, including
third parties using us as a conduit for illegal activities without
our knowledge; the expected discontinuation of certain key
Ibors and the development of near risk-free benchmark rates,
which may require us to enhance our capital position and/or
position additional capital in specific subsidiaries; 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 in the principal markets in which
we operate and the consequences thereof (including, without
limitation, actions taken as a result of the Covid-19 pandemic);
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
376 HSBC Holdings plc Annual Report and Accounts 2020
of assets and changes in legislation relating to foreign
ownership; the UK’s exit from the EU, which may result in a
prolonged period of uncertainty, unstable economic conditions
and market volatility, including currency fluctuations; passage
of the Hong Kong national security law and restrictions on
telecommunications, as well as the US Hong Kong Autonomy
Act, which have caused tensions between China, the US and
the UK; general changes in government policy that may
significantly influence investor decisions; the costs, effects and
outcomes of 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; and
• factors specific to HSBC, including 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); our
ability to achieve our financial, investment, capital and ESG
targets/commitments, which may result in our failure to
achieve any of the expected benefits of our strategic priorities;
model limitations or failure, including, without limitation, the
impact that the consequences of the Covid-19 pandemic have
had on the performance and usage of financial models, which
may require us to hold additional capital, incur losses and/or
use compensating controls, such as overlays and overrides, to
address model limitations; changes to the judgements,
estimates and assumptions we base our financial statements
on; changes in our ability to meet the requirements of
regulatory stress tests; a reduction in the credit ratings
assigned to us or any of our subsidiaries, which could increase
the cost or decrease the availability of our funding and affect
our liquidity position and net interest margin; changes to the
reliability and security of our data management, data privacy,
information and technology infrastructure, including threats
from cyber-attacks, which may impact our ability to service
clients and may result in financial loss, business disruption and/
or loss of customer services and data; changes in insurance
customer behaviour and insurance claim rates; our dependence
on loan payments and dividends from subsidiaries to meet our
obligations; changes in accounting standards, which may have
a material impact on the way we prepare our financial
statements; changes in our ability to manage third-party, fraud
and reputational risks inherent in our operations; employee
misconduct, which may result in regulatory sanctions and/or
reputational or financial harm; changes in skill requirements,
ways of working and talent shortages, which may affect our
ability to recruit and retain senior management and diverse and
skilled personnel; and changes in our ability to develop
sustainable finance products and our capacity to measure the
climate impact from our financing activity, which may affect
our ability to achieve our climate ambition. 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; and other risks and uncertainties we
identify in ‘Top and emerging risks’ on pages 110 to 116.
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 and capital securities issued
by HSBC Holdings classified as equity. The abbreviations ‘$m’,
‘$bn’ and ‘$tn’ represent millions, billions (thousands of millions)
and trillions of US dollars, respectively.
Abbreviations
Currencies
£
CA$
€
HK$
MXN
RMB
SGD
$
A
ABS¹
ADR
ADS
AGM
AI
AIEA
ALCM
ALCO
AML
British pound sterling
Canadian dollar
Euro
Hong Kong dollar
Mexican peso
Chinese renminbi
Singapore dollar
United States dollar
Asset-backed security
American Depositary Receipt
American Depositary Share
Annual General Meeting
Artificial intelligence
Average interest-earning assets
Asset, Liability and Capital Management
Asset and Liability Management Committee
Anti-money laundering
AML DPA
Five-year deferred prosecution agreement with the US
Department of Justice, entered into in December 2012
ARCC
AT1
B
Audit and Risk Committee Chairs’ Forum
Additional tier 1
Basel Committee Basel Committee on Banking Supervision
Basel II¹
Basel III¹
BoCom
BoE
Bps¹
BVI
C
CAPM
CDS¹
CEA
CET1¹
CGUs
CMB
CMC
CODM
COSO
CP¹
CRD IV¹
CRR¹
CRR II¹
CSA
CVA¹
D
2006 Basel Capital Accord
Basel Committee’s reforms to strengthen global capital and
liquidity rules
Bank of Communications Co., Limited, one of China’s largest
banks
Bank of England
Basis points. One basis point is equal to one-hundredth of a
percentage point
British Virgin Islands
Capital asset pricing model
Credit default swap
Commodity Exchange Act (US)
Common equity tier 1
Cash-generating units
Commercial Banking, a global business
Capital maintenance charge
Chief Operating Decision Maker
2013 Committee of the Sponsors of the Treadway
Commission (US)
Commercial paper
Customer risk rating
Revised Capital Requirements Regulation and Directive, as
implemented
Credit support annex
Credit valuation adjustment
Deferred Shares Awards of deferred shares define the number of HSBC
Holdings ordinary shares to which the employee will become
entitled, generally between one and seven years from the
date of the award, and normally subject to the individual
remaining in employment
Dodd-Frank
Dodd-Frank Wall Street Reform and Consumer Protection Act
(US)
DoJ
DPD
DPF
DVA¹
E
EAD¹
EBA
EC
US Department of Justice
Days past due
Discretionary participation feature of insurance and
investment contracts
Debt valuation adjustment
Exposure at default
European Banking Authority
European Commission
ECB
ECL
EEA
Eonia
EPS
ESG
€STR
EU
Euribor
EVE
F
European Central Bank
Expected credit losses. In the income statement, ECL is
recorded as a change in expected credit losses and other
credit impairment charges. In the balance sheet, ECL is
recorded as an allowance for financial instruments to which
only the impairment requirements in IFRS 9 are applied
European Economic Area
Euro Overnight Index Average
Earnings per ordinary share
Environmental, social and governance
Euro short-term rate
European Union
Euro interbank offered rate
Economic value of equity
FAST-Infra
Finance to Accelerate the Sustainable Transition-
Infrastructure
FCA
FFVA
FPA
FRB
FRC
FSB
FSCS
FTE
FTSE
FVOCI¹
FVPL¹
FX DPA
G
GAAP
GAC
GBM
GDP
GDPR
GEC
GLCM
Financial Conduct Authority (UK)
Funding fair value adjustment estimation methodology on
derivative contracts
Fixed pay allowance
Federal Reserve Board (US)
Financial Reporting Council
Financial Stability Board
Financial Services Compensation Scheme
Full-time equivalent staff
Financial Times Stock Exchange index
Fair value through other comprehensive income
Fair value through profit or loss
Three-year deferred prosecution agreement with the US
Department of Justice, entered into in January 2018
Generally accepted accounting principles
Group Audit Committee
Global Banking and Markets, a global business
Gross domestic product
General Data Protection Regulation
Group Executive Committee
Global Liquidity and Cash Management
Global Markets
HSBC’s capital markets services in Global Banking and
Markets
GMP
GPSP
GRC
Group
GTRF
H
Guaranteed minimum pension
Group Performance Share Plan
Group Risk Committee
HSBC Holdings together with its subsidiary undertakings
Global Trade and Receivables Finance
HKEx
HKMA
HMRC
HNAH
The Stock Exchange of Hong Kong Limited
Hong Kong Monetary Authority
HM Revenue and Customs
HSBC North America Holdings Inc.
Holdings ALCO
HSBC Holdings Asset and Liability Management Committee
Hong Kong
Hong Kong Special Administrative Region of the People’s
Republic of China
HQLA
HSBC
High-quality liquid assets
HSBC Holdings together with its subsidiary undertakings
HSBC Bank
HSBC Bank plc, also known as the non-ring-fenced bank
HSBC Bank Middle East Limited
HSBC Bank
Middle East
HSBC Bank USA HSBC Bank USA, N.A., HSBC’s retail bank in the US
HSBC Canada
The sub-group, HSBC Bank Canada, HSBC Trust Company
Canada, HSBC Mortgage Corporation Canada and HSBC
Securities Canada, consolidated for liquidity purposes
HSBC
Continental
Europe
HSBC Finance
HSBC Continental Europe
HSBC Finance Corporation, the US consumer finance
company (formerly Household International, Inc.)
HSBC Holdings
HSBC Holdings plc, the parent company of HSBC
HSBC Holdings plc Annual Report and Accounts 2020 377
Capital Requirements Regulation and Directive
Hang Seng Bank Hang Seng Bank Limited, one of Hong Kong’s largest banks
Additional information Additional information
HSBC Private
Bank (Suisse)
HSBC Private Bank (Suisse) SA, HSBC’s private bank in
Switzerland
Repo¹
Sale and repurchase transaction
Reverse repo
Security purchased under commitments to sell
RFB
RFR
RMBS
RMM
RNIV
RoE
RoTE
RWA¹
S
SABB
SAPS
SDG
SE¹
SEC
Ring-fenced bank
Risk-free rate
Residential mortgage backed security
Group Risk Management Meeting
Risk not in VaR
Return on average ordinary shareholders’ equity
Return on average tangible equity
Risk-weighted asset
The Saudi British Bank
Self-administered pension scheme
United Nation’s Sustainable Development Goals
Structured entity
Securities and Exchange Commission (US)
ServCo group
Separately incorporated group of service companies planned
in response to UK ring-fencing proposals
Sibor
SIC
SID
SME
SOFR
Solitaire
Sonia
SPE¹
T
T1
T2
TCFD¹
TLAC¹
TRLibor
TSR¹
U
UAE
UK
UN
US
V
VaR¹
VIU
W
WPB
Singapore interbank offered rate
Securities investment conduit
Senior Independent Director
Small and medium-sized enterprise
Secured Overnight Financing Rate
Solitaire Funding Limited, a special purpose entity managed
by HSBC
Sterling Overnight Index Average
Special purpose entity
Tier 1
Tier 2
Task Force on Climate-related Financial Disclosures
Total loss-absorbing capacity
Turkish Lira interbank offered rate
Total shareholder return
United Arab Emirates
United Kingdom
United Nations
United States of America
Value at risk
Value in use
Wealth and Personal Banking, a global business
1 A full definition is included in the glossary to the Annual Report and
Accounts 2020 which is available at www.hsbc.com/investors.
HSBC UK
HSBC USA
HSI
HSSL
HTIE
I
IAS
IASB
IBA
Ibor
ICAAP
IFRSs
ILAAP
IRB¹
ISDA
K
KMP
L
LCR
LFRF
LGBT+
LGD¹
Libor
LTI
LTV¹
M
HSBC UK Bank plc, also known as the ring-fenced bank
The sub-group, HSBC USA Inc (the holding company of
HSBC Bank USA) and HSBC Bank USA, consolidated for
liquidity purposes
HSBC Securities (USA) Inc.
HSBC Securities Services (Luxembourg)
HSBC International Trust Services (Ireland) Limited
International Accounting Standards
International Accounting Standards Board
ICE Benchmark Administration
Interbank offered rate
Internal capital adequacy assessment process
International Financial Reporting Standards
Internal liquidity adequacy assessment process
Internal ratings-based
International Swaps and Derivatives Association
Key Management Personnel
Liquidity coverage ratio
Liquidity and funding risk management framework
Lesbian, gay, bisexual and transgender. The plus sign
denotes other non-mainstream groups on the spectrums of
sexual orientation and gender identity
Loss given default
London interbank offered rate
Long-term incentive
Loan-to-value ratio
Mainland China
People’s Republic of China excluding Hong Kong and Macau
MENA
MREL
MRT¹
N
Net operating
income
NII
NIM
NSFR
NYSE
O
OCI
OECD
OFAC
OTC¹
P
PACTA
PBT
PD¹
Performance
shares¹
Ping An
POCI
PPI
PRA
PRC
Middle East and North Africa
Minimum requirement for own funds and eligible liabilities
Material Risk Taker
Net operating income before change in expected credit
losses and other credit impairment charges/Loan impairment
charges and other credit provisions, also referred to as
revenue
Net interest income
Net interest margin
Net stable funding ratio
New York Stock Exchange
Other comprehensive income
Organisation of Economic Co-operation and Development
Office of Foreign Assets Control
Over-the-counter
Paris Agreement Capital Transition Assessment
Profit before tax
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
Purchased or originated credit-impaired financial assets
Payment protection insurance
Prudential Regulation Authority (UK)
People’s Republic of China
Principal plan
HSBC Bank (UK) Pension Scheme
PVIF
PwC
R
RAS
Present value of in-force long-term insurance business and
long-term investment contracts with DPF
The member firms of the PwC network, including
PricewaterhouseCoopers LLP
Risk appetite statement
378 HSBC Holdings plc Annual Report and Accounts 2020
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 0370 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.investorcentre.com/hk
Bermuda Overseas Branch Register
Investor Relations Team
HSBC Bank Bermuda Limited
37 Front Street
Hamilton HM11
Bermuda
Telephone: 1 441 299 6737
Email: hbbm.shareholder.services@hsbc.bm
Web: www.investorcentre.com/bm
ADR Depositary
The Bank of New York Mellon
Shareowner Services
PO Box 505000
Louisville, KY 40233-5000
USA
Telephone (US): 1 877 283 5786
Telephone (International): 1 201 680 6825
Email: shrrelations@cpushareownerservices.com
Web: www.mybnymdr.com
Corporate Brokers
Morgan Stanley & Co. International plc
25 Cabot Square
London E14 4QA
United Kingdom
Bank of America Securities
2 King Edward Street
London EC1A 1HQ
United Kingdom
HSBC Bank plc
8 Canada Square
London E14 5HQ
United Kingdom
© Copyright HSBC Holdings plc 2021
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 Global Finance, HSBC Holdings plc, London
Designed by Superunion, London (Strategic Report
and ESG review) and by Global Finance with Superunion
(rest of Annual Report and Accounts)
Printed by Park Communications Limited, London, on Nautilus
SuperWhite board and paper using vegetable oil-based inks.
Made in Austria, the stocks comprise 100% de-inked
post-consumer waste. Pulps used are totally chlorine-free.
The FSC® recycled logo identifies a paper which contains
100% post-consumer recycled fibre certified in accordance
with the rules of the Forest Stewardship Council®.
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HSBC Holdings plc
8 Canada Square
London E14 5HQ
United Kingdom
Telephone: +44 (0)20 7991 8888
www.hsbc.com
Incorporated in England with limited liability
Registered number 617987