Annual Financial Report - 4 of 9

RNS Number : 6798F
HSBC Holdings PLC
11 March 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.


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

 

$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

(1,284

)

59

 

(5,022

)

665

 

6,306

 

(724

)

-

 

-

 

-

 

-

 

-  transfers from stage 3

388

 

(45

)

737

 

(88

)

(1,125

)

133

 

-

 

-

 

-

 

-

 

Net remeasurement of ECL arising from transfer of stage

-

 

669

 

-

 

(676

)

-

 

(114

)

-

 

-

 

-

 

(121

)

New financial assets originated or purchased

504,064

 

(534

)

-

 

-

 

-

 

-

 

135

 

(21

)

504,199

 

(555

)

Assets derecognised (including final repayments)

(352,961

)

112

 

(19,909

)

553

 

(2,712

)

656

 

(26

)

8

 

(375,608

)

1,329

 

Changes to risk parameters - further lending/repayment

(72,239

)

291

 

(2,560

)

67

 

402

 

(6

)

28

 

12

 

(74,369

)

364

 

Changes to risk parameters - credit quality

-

 

2

 

-

 

(1,208

)

-

 

(2,704

)

-

 

(51

)

-

 

(3,961

)

Changes to models used for ECL calculation

-

 

(6

)

-

 

4

 

-

 

14

 

-

 

-

 

-

 

12

 

Assets written off

-

 

-

 

-

 

-

 

(2,657

)

2,657

 

(140

)

140

 

(2,797

)

2,797

 

Credit-related modifications that resulted in derecognition

-

 

-

 

-

 

-

 

(268

)

125

 

-

 

-

 

(268

)

125

 

Foreign exchange

16,838

 

(9

)

1,201

 

(40

)

160

 

(31

)

1

 

1

 

18,200

 

(79

)

Others

(821

)

3

 

652

 

3

 

(3

)

8

 

13

 

6

 

(159

)

20

 

At 31 Dec 2019

1,561,613

 

(1,464

)

105,551

 

(2,441

)

14,335

 

(5,121

)

345

 

(99

)

1,681,844

 

(9,125

)

ECL income statement change for the period

 

534

 

 

(1,260

)

 

(2,154

)

 

(52

)

 

(2,932

)

Recoveries

 

 

 

 

 

 

 

 

 

361

 

Others

 

 

 

 

 

 

 

 

 

(20

)

Total ECL income statement change for the period

 

 

 

 

 

 

 

 

 

(2,591

)

 



 

 

At 31 Dec 2019

12 months ended  
31 Dec 2019

 

Gross carrying/nominal amount

Allowance for ECL

ECL charge

 

$m

$m

$m

As above

1,681,844

 

(9,125

)

(2,591

)

Other financial assets measured at amortised cost

615,179

 

(118

)

(26

)

Non-trading reverse purchase agreement commitments

53,093

 

-

 

-

 

Performance and other guarantees not considered for IFRS 9

-

 

-

 

(34

)

Summary of financial instruments to which the impairment requirements in IFRS 9 are applied/Summary consolidated income statement

2,350,116

 

(9,243

)

(2,651

)

Debt instruments measured at FVOCI

355,664

 

(166

)

(105

)

Total allowance for ECL/total income statement ECL change for the period

n/a

(9,409

)

(2,756

)

 


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 $69m during the period from $9,056m at 31 December 2018 to $9,125m at 31 December 2019.

This increase was primarily driven by:

•   $3,961m relating to underlying credit quality changes, including the credit quality impact of financial instruments transferring between stages;

•   $121m relating to the net remeasurement impact of stage transfers; and

•   foreign exchange and other movements of $59m.

These decreases were partly offset by:

•   $2,797m of assets written off;


 

•   $1,138m relating to volume movements, which included the ECL allowance associated with new originations, assets derecognised and further lending/repayment;

•   $125m credit-related modifications that resulted in derecognitions; and

•   $12m changes to models used for ECL calculation.

The ECL charge for the period of $2,932m presented in the previous table consisted of $3,961m relating to underlying credit quality changes, including the credit quality impact of financial instruments transferring between stage and $121m relating to the net remeasurement impact of stage transfers. This was partly offset by $1,138m relating to underlying net book volume movements and $12m in changes to models used for ECL calculation.

Summary views of the movement in wholesale and personal lending are presented on pages 107 and 120.


Reconciliation of changes in gross carrying/nominal amount and allowances for loans and advances to banks and customers including

loan commitments and financial guarantees1,2

(Audited)

 

Non-credit impaired

Credit impaired

Total

 

Stage 1

Stage 2

Stage 3

POCI

 

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 2018

1,446,857

 

(1,469

)

102,032

 

(2,406

)

15,083

 

(5,722

)

1,042

 

(242

)

1,565,014

 

(9,839

)

Transfers of financial instruments:

(8,747

)

(685

)

3,582

 

1,185

 

5,165

 

(500

)

-

 

-

 

-

 

-

 

-  transfers from stage 1 to stage 2

(84,181

)

319

 

84,181

 

(319

)

-

 

-

 

-

 

-

 

-

 

-

 

-  transfers from stage 2 to stage 1

77,325

 

(999

)

(77,325

)

999

 

-

 

-

 

-

 

-

 

-

 

-

 

-  transfers to stage 3

(2,250

)

35

 

(4,439

)

607

 

6,689

 

(642

)

-

 

-

 

-

 

-

 

-  transfers from stage 3

359

 

(40

)

1,165

 

(102

)

(1,524

)

142

 

-

 

-

 

-

 

-

 

Net remeasurement of ECL arising from transfer of stage

-

 

620

 

-

 

(605

)

-

 

(103

)

-

 

-

 

-

 

(88

)

Net new lending and further lending/payments

126,868

 

(512

)

(16,162

)

564

 

(2,902

)

733

 

(587

)

42

 

107,217

 

827

 

Changes to risk parameters - credit quality

-

 

423

 

-

 

(1,087

)

-

 

(2,238

)

-

 

(51

)

-

 

(2,953

)

Changes to models used for ECL calculation

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Assets written off

-

 

-

 

-

 

-

 

(2,568

)

2,552

 

(1

)

1

 

(2,569

)

2,553

 

Foreign exchange

(52,911

)

76

 

(2,935

)

99

 

(636

)

232

 

(26

)

6

 

(56,508

)

413

 

Other

(9,091

)

98

 

8,587

 

(28

)

90

 

(89

)

(94

)

50

 

(508

)

31

 

At 31 Dec 2018

1,502,976

 

(1,449

)

95,104

 

(2,278

)

14,232

 

(5,135

)

334

 

(194

)

1,612,646

 

(9,056

)

ECL income statement change for the period

 

531

 

 

(1,128

)

 

(1,608

)

 

(9

)

 

(2,214

)

Recoveries

 

 

 

 

 

 

 

 

 

408

 

Others

 

 

 

 

 

 

 

 

 

(62

)

Total ECL income statement change for the period

 

 

 

 

 

 

 

 

 

(1,868

)

 

 

At 31 Dec 2018

12 months ended 31 Dec 2018

 

Gross carrying/nominal amount

Allowance for ECL

ECL charge

 

$m

$m

$m

As above

1,612,646

 

(9,056

)

(1,868

)

Other financial assets measured at amortised cost

582,917

 

(55

)

21

 

Non-trading reverse purchase agreement commitments

65,381

 

-

 

-

 

Performance and other guarantees not considered for IFRS 9

-

 

-

 

(25

)

Summary of financial instruments to which the impairment requirements in IFRS 9 are applied/ Summary consolidated income statement

2,260,944

 

(9,111

)

(1,872

)

Debt instruments measured at FVOCI

343,110

 

(84

)

105

 

Total allowance for ECL/total income statement ECL change for the period

n/a

(9,195

)

(1,767

)

1  The 31 December 2018 comparative 'Reconciliation of changes in gross carrying/nominal amount and allowances for loans and advances to banks and customers' disclosure presents 'New financial assets originated or purchased', 'Assets derecognised (including final repayments)' and 'Changes to risk parameters - further lending/repayments' under 'Net new lending and further lending/repayments'. To provide greater granularity, these amounts have been separately presented in the 31 December 2019 disclosure.

2  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount for 31 December 2018 only. For further details, see page 86.



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 85.



Distribution of financial instruments by credit quality at 31 December 2019

(Audited)

 

Gross carrying/notional amount

Allowance for ECL/other credit provisions

Net

 

Strong

Good

Satisfactory

Sub-standard

Credit impaired

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

In-scope for IFRS 9

 

 

 

 

 

 

 

 

Loans and advances to customers held at amortised cost

524,889

 

258,402

 

228,485

 

20,007

 

13,692

 

1,045,475

 

(8,732

)

1,036,743

 

-  personal

354,461

 

45,037

 

27,636

 

2,286

 

4,851

 

434,271

 

(3,134

)

431,137

 

-  corporate and commercial

138,126

 

190,470

 

186,383

 

16,891

 

8,629

 

540,499

 

(5,438

)

535,061

 

-  non-bank financial institutions

32,302

 

22,895

 

14,466

 

830

 

212

 

70,705

 

(160

)

70,545

 

Loans and advances to banks held at amortised cost

60,636

 

5,329

 

1,859

 

1,395

 

-

 

69,219

 

(16

)

69,203

 

Cash and balances at central banks

151,788

 

1,398

 

915

 

-

 

-

 

154,101

 

(2

)

154,099

 

Items in the course of collection from other banks

4,935

 

18

 

3

 

-

 

-

 

4,956

 

-

 

4,956

 

Hong Kong Government certificates of indebtedness

38,380

 

-

 

-

 

-

 

-

 

38,380

 

-

 

38,380

 

Reverse repurchase agreements - non-trading

193,157

 

37,947

 

9,621

 

137

 

-

 

240,862

 

-

 

240,862

 

Financial investments

78,318

 

6,503

 

906

 

61

 

-

 

85,788

 

(53

)

85,735

 

Prepayments, accrued income and other assets

70,675

 

8,638

 

11,321

 

306

 

152

 

91,092

 

(63

)

91,029

 

-  endorsements and acceptances

1,133

 

4,651

 

4,196

 

230

 

4

 

10,214

 

(16

)

10,198

 

-  accrued income and other

69,542

 

3,987

 

7,125

 

76

 

148

 

80,878

 

(47

)

80,831

 

Debt instruments measured at  
fair value through other comprehensive income1

333,158

 

10,966

 

7,222

 

544

 

1

 

351,891

 

(166

)

351,725

 

Out-of-scope for IFRS 9

 

 

 

 

 

 

 

 

Trading assets

135,059

 

15,240

 

22,964

 

2,181

 

-

 

175,444

 

-

 

175,444

 

Other financial assets designated and otherwise mandatorily measured at fair value through profit or loss

4,655

 

1,391

 

5,584

 

139

 

-

 

11,769

 

-

 

11,769

 

Derivatives

187,636

 

42,642

 

11,894

 

821

 

2

 

242,995

 

-

 

242,995

 

Total gross carrying amount on balance sheet

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

369,424

 

146,988

 

77,499

 

5,338

 

780

 

600,029

 

(329

)

599,700

 

Financial guarantees

7,441

 

6,033

 

5,539

 

1,011

 

190

 

20,214

 

(48

)

20,166

 

In-scope: Irrevocable loan commitments and financial guarantees

376,865

 

153,021

 

83,038

 

6,349

 

970

 

620,243

 

(377

)

619,866

 

Loan and other credit-related commitments2

66,148

 

69,890

 

58,754

 

2,605

 

182

 

197,579

 

-

 

197,579

 

Performance and other guarantees

30,099

 

23,335

 

20,062

 

2,057

 

380

 

75,933

 

(132

)

75,801

 

Out-of-scope: Revocable loan commitments and non-financial guarantees

96,247

 

93,225

 

78,816

 

4,662

 

562

 

273,512

 

(132

)

273,380

 

 



 

Distribution of financial instruments by credit quality at 31 December 2018 (continued)

(Audited)

 

Gross carrying/notional amount

Allowance for ECL/other credit provisions

Net

 

Strong

Good

Satisfactory

Sub-

standard

Credit impaired

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

In-scope for IFRS 9

 

 

 

 

 

 

 

 

Loans and advances to customers held at amortised cost

485,451

 

244,199

 

230,357

 

16,993

 

13,321

 

990,321

 

(8,625

)

981,696

 

-  personal

316,616

 

43,764

 

27,194

 

2,182

 

4,581

 

394,337

 

(2,947

)

391,390

 

-  corporate and commercial

140,387

 

181,984

 

189,357

 

14,339

 

8,510

 

534,577

 

(5,552

)

529,025

 

-  non-bank financial institutions

28,448

 

18,451

 

13,806

 

472

 

230

 

61,407

 

(126

)

61,281

 

Loans and advances to banks held at amortised cost

60,249

 

7,371

 

4,549

 

11

 

-

 

72,180

 

(13

)

72,167

 

Cash and balances at central banks

160,995

 

1,508

 

324

 

18

 

-

 

162,845

 

(2

)

162,843

 

Items in the course of collection from other banks

5,765

 

21

 

1

 

-

 

-

 

5,787

 

-

 

5,787

 

Hong Kong Government certificates of indebtedness

35,859

 

-

 

-

 

-

 

-

 

35,859

 

-

 

35,859

 

Reverse repurchase agreements - non-trading

200,774

 

29,423

 

12,607

 

-

 

-

 

242,804

 

-

 

242,804

 

Financial investments

56,031

 

5,703

 

949

 

1

 

-

 

62,684

 

(18

)

62,666

 

Prepayments, accrued income and other assets

55,424

 

8,069

 

9,138

 

181

 

126

 

72,938

 

(35

)

72,903

 

-  endorsements and acceptances

1,514

 

4,358

 

3,604

 

155

 

3

 

9,634

 

(11

)

9,623

 

-  accrued income and other

53,910

 

3,711

 

5,534

 

26

 

123

 

63,304

 

(24

)

63,280

 

Debt instruments measured at fair value through other comprehensive income1

 

319,632

 

12,454

 

7,210

 

2,558

 

12

 

341,866

 

(84

)

341,782

 

Out-of-scope for IFRS 9

 

 

 

 

 

 

 

 

Trading assets

139,484

 

18,888

 

16,991

 

1,871

 

-

 

177,234

 

-

 

177,234

 

Other financial assets designated and otherwise mandatorily measured at fair value through profit or loss

6,079

 

2,163

 

6,683

 

9

 

-

 

14,934

 

-

 

14,934

 

Derivatives

169,121

 

31,225

 

6,813

 

625

 

41

 

207,825

 

-

 

207,825

 

Total gross carrying amount on balance sheet

1,694,864

 

361,024

 

295,622

 

22,267

 

13,500

 

2,387,277

 

(8,777

)

2,378,500

 

Percentage of total credit quality

71%

15.1%

12.4%

0.9%

0.6%

100%

 

 

Loan and other credit-related commitments

373,302

 

137,076

 

75,478

 

5,233

 

919

 

592,008

 

(325

)

591,683

 

Financial guarantees

9,716

 

7,400

 

5,505

 

597

 

300

 

23,518

 

(93

)

23,425

 

In-scope: Irrevocable loan commitments and financial guarantees

383,018

 

144,476

 

80,983

 

5,830

 

1,219

 

615,526

 

(418

)

615,108

 

Loan and other credit-related commitments2

188,258

 

-

 

-

 

-

 

-

 

188,258

 

-

 

188,258

 

Performance and other guarantees

26,679

 

25,743

 

16,790

 

1,869

 

403

 

71,484

 

(99

)

71,385

 

Out-of-scope: Revocable loan commitments and non-financial guarantees

214,937

 

25,743

 

16,790

 

1,869

 

403

 

259,742

 

(99

)

259,643

 

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.

2  In 2018, revocable loan and other commitments, which are out of scope of IFRS 9, are presented within the 'Strong' classification.



 

Distribution of financial instruments to which the impairment requirements in IFRS 9 are applied, by credit quality and stage allocation

(Audited)

 

 

Gross carrying/notional amount

Allowance  for ECL

Net

 

 

Strong

Good

Satisfactory

Sub-
standard

Credit impaired

Total

 

Footnotes

$m

$m

$m

$m

$m

$m

$m

$m

Loans and advances to customers at amortised cost

 

524,889

 

258,402

 

228,485

 

20,007

 

13,692

 

1,045,475

 

(8,732

)

1,036,743

 

-  stage 1

 

523,092

 

242,631

 

181,056

 

4,804

 

-

 

951,583

 

(1,297

)

950,286

 

-  stage 2

 

1,797

 

15,771

 

47,429

 

15,185

 

-

 

80,182

 

(2,284

)

77,898

 

-  stage 3

 

-

 

-

 

-

 

-

 

13,378

 

13,378

 

(5,052

)

8,326

 

-  POCI

 

-

 

-

 

-

 

18

 

314

 

332

 

(99

)

233

 

Loans and advances to banks at amortised cost

 

60,636

 

5,329

 

1,859

 

1,395

 

-

 

69,219

 

(16

)

69,203

 

-  stage 1

 

60,548

 

5,312

 

1,797

 

112

 

-

 

67,769

 

(14

)

67,755

 

-  stage 2

 

88

 

17

 

62

 

1,283

 

-

 

1,450

 

(2

)

1,448

 

-  stage 3

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  POCI

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Other financial assets measured at amortised cost

 

537,253

 

54,505

 

22,766

 

503

 

152

 

615,179

 

(118

)

615,061

 

-  stage 1

 

536,942

 

54,058

 

21,921

 

279

 

-

 

613,200

 

(38

)

613,162

 

-  stage 2

 

311

 

447

 

845

 

224

 

-

 

1,827

 

(38

)

1,789

 

-  stage 3

 

-

 

-

 

-

 

-

 

151

 

151

 

(42

)

109

 

-  POCI

 

-

 

-

 

-

 

-

 

1

 

1

 

-

 

1

 

Loan and other credit-related commitments

 

369,424

 

146,988

 

77,499

 

5,338

 

780

 

600,029

 

(329

)

599,700

 

-  stage 1

 

368,711

 

141,322

 

66,283

 

1,315

 

-

 

577,631

 

(137

)

577,494

 

-  stage 2

 

713

 

5,666

 

11,216

 

4,023

 

-

 

21,618

 

(133

)

21,485

 

-  stage 3

 

-

 

-

 

-

 

-

 

771

 

771

 

(59

)

712

 

-  POCI

 

-

 

-

 

-

 

-

 

9

 

9

 

-

 

9

 

Financial guarantees

 

7,441

 

6,033

 

5,539

 

1,011

 

190

 

20,214

 

(48

)

20,166

 

-  stage 1

 

7,400

 

5,746

 

4,200

 

338

 

-

 

17,684

 

(16

)

17,668

 

-  stage 2

 

41

 

287

 

1,339

 

673

 

-

 

2,340

 

(22

)

2,318

 

-  stage 3

 

-

 

-

 

-

 

-

 

186

 

186

 

(10

)

176

 

-  POCI

 

-

 

-

 

-

 

-

 

4

 

4

 

-

 

4

 

At 31 Dec 2019

 

1,499,643

 

471,257

 

336,148

 

28,254

 

14,814

 

2,350,116

 

(9,243

)

2,340,873

 

Debt instruments at FVOCI

1

 

 

 

 

 

 

 

 

-  stage 1

 

333,072

 

10,941

 

6,902

 

-

 

-

 

350,915

 

(39

)

350,876

 

-  stage 2

 

86

 

25

 

320

 

544

 

-

 

975

 

(127

)

848

 

-  stage 3

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  POCI

 

-

 

-

 

-

 

-

 

1

 

1

 

-

 

1

 

At 31 Dec 2019

 

333,158

 

10,966

 

7,222

 

544

 

1

 

351,891

 

(166

)

351,725

 

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.

 



 

Distribution of financial instruments to which the impairment requirements in IFRS 9 are applied, by credit quality and stage allocation2

(continued)

(Audited)

 

 

Gross carrying/notional amount

 

 

 

 

Strong

Good

Satisfactory

Sub-standard

Credit impaired

Total

Allowance for ECL

 Net

 

Footnotes

$m

$m

$m

$m

$m

$m

$m

$m

Loans and advances to customers at amortised cost

 

485,451

 

244,199

 

230,357

 

16,993

 

13,321

 

990,321

 

(8,625

)

981,696

 

-  stage 1

 

483,170

 

232,004

 

187,773

 

5,446

 

-

 

908,393

 

(1,276

)

907,117

 

-  stage 2

 

2,281

 

12,195

 

42,584

 

11,521

 

-

 

68,581

 

(2,108

)

66,473

 

-  stage 3

 

-

 

-

 

-

 

-

 

13,023

 

13,023

 

(5,047

)

7,976

 

-  POCI

 

-

 

-

 

-

 

26

 

298

 

324

 

(194

)

130

 

Loans and advances to banks at amortised cost

 

60,249

 

7,371

 

4,549

 

11

 

-

 

72,180

 

(13

)

72,167

 

-  stage 1

 

60,199

 

7,250

 

4,413

 

11

 

-

 

71,873

 

(11

)

71,862

 

-  stage 2

 

50

 

121

 

136

 

-

 

-

 

307

 

(2

)

305

 

-  stage 3

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  POCI

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Other financial assets measured at amortised cost

 

514,848

 

44,724

 

23,019

 

200

 

126

 

582,917

 

(55

)

582,862

 

-  stage 1

 

514,525

 

44,339

 

22,184

 

70

 

-

 

581,118

 

(27

)

581,091

 

-  stage 2

 

323

 

385

 

835

 

130

 

-

 

1,673

 

(6

)

1,667

 

-  stage 3

 

-

 

-

 

-

 

-

 

126

 

126

 

(22

)

104

 

-  POCI

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Loan and other credit-related commitments

 

373,302

 

137,076

 

75,478

 

5,233

 

919

 

592,008

 

(325

)

591,683

 

-  stage 1

 

372,529

 

131,278

 

62,452

 

973

 

-

 

567,232

 

(143

)

567,089

 

-  stage 2

 

773

 

5,798

 

13,026

 

4,260

 

-

 

23,857

 

(139

)

23,718

 

-  stage 3

 

-

 

-

 

-

 

-

 

912

 

912

 

(43

)

869

 

-  POCI

 

-

 

-

 

-

 

-

 

7

 

7

 

-

 

7

 

Financial guarantees

 

9,716

 

7,400

 

5,505

 

597

 

300

 

23,518

 

(93

)

23,425

 

-  stage 1

 

9,582

 

6,863

 

4,231

 

158

 

-

 

20,834

 

(19

)

20,815

 

-  stage 2

 

134

 

537

 

1,274

 

439

 

-

 

2,384

 

(29

)

2,355

 

-  stage 3

 

-

 

-

 

-

 

-

 

297

 

297

 

(45

)

252

 

-  POCI

 

-

 

-

 

-

 

-

 

3

 

3

 

-

 

3

 

At 31 Dec 2018

 

1,443,566

 

440,770

 

338,908

 

23,034

 

14,666

 

2,260,944

 

(9,111

)

2,251,833

 

Debt instruments at FVOCI

1

-

 

 

 

 

 

 

 

 

-  stage 1

 

319,623

 

12,358

 

6,856

 

2,218

 

-

 

341,055

 

(33

)

341,022

 

-  stage 2

 

9

 

96

 

354

 

340

 

-

 

799

 

(50

)

749

 

-  stage 3

 

-

 

-

 

-

 

-

 

8

 

8

 

(1

)

7

 

-  POCI

 

-

 

-

 

-

 

-

 

4

 

4

 

-

 

4

 

At 31 Dec 2018

 

319,632

 

12,454

 

7,210

 

2,558

 

12

 

341,866

 

(84

)

341,782

 

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.

2  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount. For further details, see page 86.



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.


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.

 

 

 

 

A summary of our current policies and practices for renegotiated loans and forbearance is set out in 'Credit risk management' on page 84.

 

 

 

 

 

 

 

 

 

 



Renegotiated loans and advances to customers at amortised cost by stage allocation

 

Stage 1

Stage 2

Stage 3

POCI

Total

 

$m

$m

$m

$m

$m

Gross carrying amount

 

 

 

 

 

Personal

-

 

-

 

2,207

 

-

 

2,207

 

-  first lien residential mortgages

-

 

-

 

1,558

 

-

 

1,558

 

-  other personal lending

-

 

-

 

649

 

-

 

649

 

Wholesale

1,168

 

1,179

 

3,353

 

310

 

6,010

 

-  corporate and commercial

1,168

 

1,179

 

3,290

 

310

 

5,947

 

-  non-bank financial institutions

-

 

-

 

63

 

-

 

63

 

At 31 Dec 2019

1,168

 

1,179

 

5,560

 

310

 

8,217

 

Allowance for ECL

 

 

 

 

 

Personal

-

 

-

 

(397

)

-

 

(397

)

-  first lien residential mortgages

-

 

-

 

(181

)

-

 

(181

)

-  other personal lending

-

 

-

 

(216

)

-

 

(216

)

Wholesale

(13

)

(55

)

(1,349

)

(86

)

(1,503

)

-  corporate and commercial

(13

)

(55

)

(1,316

)

(86

)

(1,470

)

-  non-bank financial institutions

-

 

-

 

(33

)

-

 

(33

)

At 31 Dec 2019

(13

)

(55

)

(1,746

)

(86

)

(1,900

)

 

Gross carrying amount

 

 

 

 

 

Personal

-

 

-

 

2,248

 

-

 

2,248

 

-  first lien residential mortgages

-

 

-

 

1,641

 

-

 

1,641

 

-  other personal lending

-

 

-

 

607

 

-

 

607

 

Wholesale

1,532

 

1,193

 

3,845

 

270

 

6,840

 

-  corporate and commercial

1,517

 

1,193

 

3,789

 

270

 

6,769

 

-  non-bank financial institutions

15

 

-

 

56

 

-

 

71

 

At 31 Dec 2018

1,532

 

1,193

 

6,093

 

270

 

9,088

 

Allowance for ECL

 

 

 

 

 

Personal

-

 

-

 

(381

)

-

 

(381

)

-  first lien residential mortgages

-

 

-

 

(186

)

-

 

(186

)

-  other personal lending

-

 

-

 

(195

)

-

 

(195

)

Wholesale

(29

)

(49

)

(1,461

)

(146

)

(1,685

)

-  corporate and commercial

(29

)

(49

)

(1,438

)

(146

)

(1,662

)

-  non-bank financial institutions

-

 

-

 

(23

)

-

 

(23

)

At 31 Dec 2018

(29

)

(49

)

(1,842

)

(146

)

(2,066

)

 

Renegotiated loans and advances to customers by geographical region

 

 

 

 

 

 

 

Of which:

 

Europe

Asia

MENA

North America

Latin
America

Total

UK

Hong Kong

 

$m

$m

$m

$m

$m

$m

$m

$m

At 31 Dec 2019

4,182

 

838

 

1,805

 

1,185

 

207

 

8,217

 

3,438

 

277

 

At 31 Dec 2018

4,533

 

864

 

1,973

 

1,352

 

366

 

9,088

 

3,609

 

305

 

 




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 2019 to 31 December 2019 closing gross carrying/nominal amounts and the associated allowance for ECL.

At 31 December 2019, wholesale lending for loans and advances to banks and customers of $680bn increased by $12.3bn since 
31 December 2018. This included favourable foreign exchange movements of $6.1bn.

Excluding foreign exchange movements, the total wholesale lending growth was driven by an $8.7bn increase in balances from non-bank financial institutions and $0.3bn in corporate and commercial balances. These were partly offset by a decrease in loans and advances to banks of $2.8bn. The primary drivers of the increase in balances from non-bank financial institutions were $3.4bn in Europe, notably $2.8bn in France, and $4.9bn in Asia. The allowance for ECL attributable to loans and advances to banks and customers of $5.6bn at 31 December 2019 decreased from $5.7bn at 31 December 2018.


 

 

 

 

 

 

 

 

 

 




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

POCI

Total

Stage 1

Stage 2

Stage 3

POCI

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

$m

Corporate and commercial

472,253

 

59,599

 

8,315

 

332

 

540,499

 

(672

)

(920

)

(3,747

)

(99

)

(5,438

)

-  agriculture, forestry and fishing

5,416

 

1,000

 

278

 

2

 

6,696

 

(13

)

(29

)

(139

)

(1

)

(182

)

-  mining and quarrying

9,923

 

4,189

 

311

 

12

 

14,435

 

(22

)

(70

)

(122

)

(12

)

(226

)

-  manufacturing

88,138

 

14,525

 

1,581

 

136

 

104,380

 

(143

)

(211

)

(806

)

(50

)

(1,210

)

-  electricity, gas, steam and air-conditioning supply

13,479

 

1,386

 

175

 

-

 

15,040

 

(14

)

(41

)

(25

)

-

 

(80

)

-  water supply, sewerage, waste management and remediation

2,963

 

508

 

30

 

-

 

3,501

 

(6

)

(4

)

(18

)

-

 

(28

)

-  construction

10,520

 

3,883

 

852

 

32

 

15,287

 

(16

)

(49

)

(467

)

(32

)

(564

)

-  wholesale and retail trade, repair of motor vehicles and motorcycles

83,151

 

9,897

 

1,625

 

8

 

94,681

 

(111

)

(137

)

(934

)

(2

)

(1,184

)

-  transportation and storage

22,604

 

2,359

 

588

 

29

 

25,580

 

(42

)

(37

)

(158

)

-

 

(237

)

-  accommodation and food

20,109

 

4,284

 

262

 

1

 

24,656

 

(37

)

(46

)

(62

)

(1

)

(146

)

-  publishing, audiovisual and broadcasting

18,103

 

1,706

 

141

 

21

 

19,971

 

(30

)

(23

)

(33

)

(1

)

(87

)

-  real estate

122,972

 

6,450

 

1,329

 

1

 

130,752

 

(108

)

(97

)

(475

)

-

 

(680

)

-  professional, scientific and technical activities

21,085

 

2,687

 

350

 

-

 

24,122

 

(31

)

(33

)

(145

)

-

 

(209

)

-  administrative and support services

21,370

 

3,817

 

438

 

89

 

25,714

 

(33

)

(58

)

(179

)

-

 

(270

)

-  public administration and defence, compulsory social security

1,889

 

488

 

-

 

-

 

2,377

 

(1

)

(7

)

-

 

-

 

(8

)

-  education

1,700

 

184

 

16

 

-

 

1,900

 

(7

)

(5

)

(6

)

-

 

(18

)

-  health and care

3,543

 

811

 

111

 

-

 

4,465

 

(9

)

(20

)

(28

)

-

 

(57

)

-  arts, entertainment and recreation

2,537

 

257

 

30

 

-

 

2,824

 

(6

)

(8

)

(11

)

-

 

(25

)

-  other services

13,143

 

941

 

191

 

1

 

14,276

 

(35

)

(31

)

(133

)

-

 

(199

)

-  activities of households

725

 

66

 

-

 

-

 

791

 

-

 

-

 

-

 

-

 

-

 

-  extra-territorial organisations and bodies activities

2

 

-

 

-

 

-

 

2

 

-

 

-

 

-

 

-

 

-

 

-  government

8,159

 

147

 

7

 

-

 

8,313

 

(6

)

(2

)

(6

)

-

 

(14

)

-  asset-backed securities

722

 

14

 

-

 

-

 

736

 

(2

)

(12

)

-

 

-

 

(14

)

Non-bank financial institutions

65,661

 

4,832

 

212

 

-

 

70,705

 

(42

)

(28

)

(90

)

-

 

(160

)

Loans and advances to banks

67,769

 

1,450

 

-

 

-

 

69,219

 

(14

)

(2

)

-

 

-

 

(16

)

At 31 Dec 2019

605,683

 

65,881

 

8,527

 

332

 

680,423

 

(728

)

(950

)

(3,837

)

(99

)

(5,614

)

By geography

 

 

 

 

 

 

 

 

 

 

Europe

190,528

 

20,276

 

4,671

 

129

 

215,604

 

(318

)

(458

)

(1,578

)

(45

)

(2,399

)

-   of which: UK

131,007

 

16,253

 

3,343

 

79

 

150,682

 

(252

)

(385

)

(989

)

(32

)

(1,658

)

Asia

308,305

 

32,287

 

1,419

 

148

 

342,159

 

(228

)

(253

)

(986

)

(38

)

(1,505

)

-   of which: Hong Kong

182,501

 

23,735

 

673

 

48

 

206,957

 

(118

)

(172

)

(475

)

(28

)

(793

)

MENA

25,470

 

3,314

 

1,686

 

18

 

30,488

 

(55

)

(85

)

(946

)

(12

)

(1,098

)

North America

64,501

 

7,495

 

458

 

-

 

72,454

 

(45

)

(96

)

(141

)

-

 

(282

)

Latin America

16,879

 

2,509

 

293

 

37

 

19,718

 

(82

)

(58

)

(186

)

(4

)

(330

)

At 31 Dec 2019

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

 

Nominal amount

Allowance for ECL

 

Stage 1

Stage 2

Stage 3

POCI

Total

Stage 1

Stage 2

Stage 3

POCI

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

$m

Corporate and commercial

271,678

 

20,880

 

757

 

13

 

293,328

 

(132

)

(151

)

(68

)

-

 

(351

)

Financial

101,345

 

1,447

 

5

 

-

 

102,797

 

(7

)

(2

)

(1

)

-

 

(10

)

At 31 Dec 2019

373,023

 

22,327

 

762

 

13

 

396,125

 

(139

)

(153

)

(69

)

-

 

(361

)

By geography

 

 

 

 

 

 

 

 

 

 

Europe

190,604

 

7,852

 

645

 

13

 

199,114

 

(60

)

(43

)

(56

)

-

 

(159

)

-   of which: UK

76,013

 

4,193

 

494

 

9

 

80,709

 

(48

)

(32

)

(31

)

-

 

(111

)

Asia

60,759

 

3,762

 

8

 

-

 

64,529

 

(43

)

(33

)

(4

)

-

 

(80

)

-   of which: Hong Kong

27,047

 

2,114

 

5

 

-

 

29,166

 

(14

)

(23

)

(2

)

-

 

(39

)

MENA

5,690

 

621

 

31

 

-

 

6,342

 

(12

)

(13

)

(4

)

-

 

(29

)

North America

112,812

 

9,933

 

77

 

-

 

122,822

 

(22

)

(62

)

(5

)

-

 

(89

)

Latin America

3,158

 

159

 

1

 

-

 

3,318

 

(2

)

(2

)

-

 

-

 

(4

)

At 31 Dec 2019

373,023

 

22,327

 

762

 

13

 

396,125

 

(139

)

(153

)

(69

)

-

 

(361

)

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'.



 

Total wholesale lending for loans and advances to banks and customers by stage distribution1

 

Gross carrying amount

 

Allowance for ECL

 

 

Stage 1

Stage 2

Stage 3

POCI

Total

Stage 1

Stage 2

Stage 3

POCI

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

$m

Corporate and commercial

474,700

 

51,341

 

8,212

 

324

 

534,577

 

(698

)

(812

)

(3,848

)

(194

)

(5,552

)

-  agriculture, forestry and fishing

 

4,791

 

1,672

 

236

 

2

 

6,701

 

(15

)

(34

)

(117

)

(1

)

(167

)

-  mining and quarrying

 

11,892

 

1,919

 

359

 

2

 

14,172

 

(29

)

(51

)

(94

)

(2

)

(176

)

-  manufacturing

92,193

 

11,817

 

1,569

 

125

 

105,704

 

(132

)

(156

)

(791

)

(83

)

(1,162

)

-  electricity, gas, steam and air-conditioning supply

 

14,431

 

1,513

 

40

 

60

 

16,044

 

(18

)

(60

)

(15

)

(54

)

(147

)

-  water supply, sewerage, waste management and remediation

 

3,212

 

287

 

24

 

-

 

3,523

 

(5

)

(2

)

(17

)

-

 

(24

)

-  construction

12,577

 

1,458

 

1,168

 

51

 

15,254

 

(27

)

(41

)

(524

)

(44

)

(636

)

-  wholesale and retail trade, repair of motor vehicles and motorcycles

 

83,192

 

12,784

 

1,652

 

37

 

97,665

 

(115

)

(128

)

(968

)

(7

)

(1,218

)

-  transportation and storage

 

23,195

 

1,957

 

351

 

38

 

25,541

 

(37

)

(46

)

(82

)

(1

)

(166

)

-  accommodation and food

 

18,370

 

2,904

 

270

 

3

 

21,547

 

(43

)

(41

)

(83

)

(1

)

(168

)

-  publishing, audiovisual and broadcasting

 

19,529

 

1,453

 

189

 

1

 

21,172

 

(42

)

(16

)

(84

)

-

 

(142

)

-  real estate

115,615

 

6,502

 

1,115

 

1

 

123,233

 

(97

)

(80

)

(594

)

-

 

(771

)

-  professional, scientific and technical activities

 

19,567

 

2,656

 

350

 

-

 

22,573

 

(29

)

(29

)

(113

)

-

 

(171

)

-  administrative and support services

 

22,553

 

2,110

 

437

 

3

 

25,103

 

(41

)

(48

)

(166

)

(1

)

(256

)

-  public administration and defence, compulsory social security

 

1,425

 

30

 

8

 

-

 

1,463

 

(1

)

(3

)

(5

)

-

 

(9

)

-  education

1,585

 

230

 

14

 

-

 

1,829

 

(11

)

(7

)

(6

)

-

 

(24

)

-  health and care

3,558

 

609

 

141

 

-

 

4,308

 

(10

)

(16

)

(33

)

-

 

(59

)

-  arts, entertainment and recreation

 

4,244

 

758

 

39

 

-

 

5,041

 

(9

)

(9

)

(15

)

-

 

(33

)

-  other services

13,234

 

436

 

242

 

1

 

13,913

 

(31

)

(31

)

(140

)

-

 

(202

)

-  activities of households

 

770

 

59

 

1

 

-

 

830

 

-

 

-

 

-

 

-

 

-

 

-  extra-territorial organisations and bodies activities

 

49

 

3

 

7

 

-

 

59

 

-

 

-

 

(1

)

-

 

(1

)

-  government

7,905

 

168

 

-

 

-

 

8,073

 

(6

)

(1

)

-

 

-

 

(7

)

-  asset-backed securities

813

 

16

 

-

 

-

 

829

 

-

 

(13

)

-

 

-

 

(13

)

Non-bank financial institutions

59,012

 

2,165

 

230

 

-

 

61,407

 

(44

)

(31

)

(51

)

-

 

(126

)

Loans and advances to banks

71,873

 

307

 

-

 

-

 

72,180

 

(11

)

(2

)

-

 

-

 

(13

)

At 31 Dec 2018

 

605,585

 

53,813

 

8,442

 

324

 

668,164

 

(753

)

(845

)

(3,899

)

(194

)

(5,691

)

By geography

 

 

 

 

 

 

 

 

 

 

Europe

183,592

 

25,868

 

4,233

 

150

 

213,843

 

(366

)

(529

)

(1,598

)

(102

)

(2,595

)

- of which: UK

126,209

 

22,165

 

2,928

 

8

 

151,310

 

(313

)

(471

)

(998

)

-

 

(1,782

)

Asia

314,591

 

17,729

 

1,736

 

92

 

334,148

 

(179

)

(121

)

(1,040

)

(36

)

(1,376

)

- of which: Hong Kong

194,186

 

8,425

 

729

 

69

 

203,409

 

(99

)

(54

)

(413

)

(35

)

(601

)

MENA

25,684

 

2,974

 

1,769

 

53

 

30,480

 

(73

)

(77

)

(974

)

(46

)

(1,170

)

North America

62,631

 

6,928

 

314

 

-

 

69,873

 

(37

)

(107

)

(101

)

-

 

(245

)

Latin America

19,087

 

314

 

390

 

29

 

19,820

 

(98

)

(11

)

(186

)

(10

)

(305

)

At 31 Dec 2018

 

605,585

 

53,813

 

8,442

 

324

 

668,164

 

(753

)

(845

)

(3,899

)

(194

)

(5,691

)

1  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount. For further details, see page 86.

Total wholesale lending for loans and other credit-related commitments and financial guarantees by stage distribution1,2

 

Nominal amount

Allowance for ECL

 

Stage 1

Stage 2

Stage 3

POCI

Total

Stage 1

Stage 2

Stage 3

POCI

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

$m

Corporate and commercial

264,550

 

23,026

 

791

 

10

 

288,377

 

(142

)

(161

)

(87

)

-

 

(390

)

Financial

117,413

 

1,452

 

6

 

-

 

118,871

 

(7

)

(6

)

(1

)

-

 

(14

)

At 31 Dec 2018

 

381,963

 

24,478

 

797

 

10

 

407,248

 

(149

)

(167

)

(88

)

-

 

(404

)

By geography

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Europe

201,024

 

11,794

 

614

 

10

 

213,442

 

(82

)

(66

)

(53

)

-

 

(201

)

- of which: UK

80,504

 

8,446

 

442

 

-

 

89,392

 

(69

)

(57

)

(39

)

-

 

(165

)

Asia

61,206

 

3,076

 

102

 

-

 

64,384

 

(39

)

(16

)

(28

)

-

 

(83

)

- of which: Hong Kong

27,022

 

1,115

 

89

 

-

 

28,226

 

(12

)

(2

)

(27

)

-

 

(41

)

MENA

5,304

 

732

 

18

 

-

 

6,054

 

(8

)

(10

)

(2

)

-

 

(20

)

North America

111,494

 

8,850

 

62

 

-

 

120,406

 

(17

)

(75

)

(4

)

-

 

(96

)

Latin America

2,935

 

26

 

1

 

-

 

2,962

 

(3

)

-

 

(1

)

-

 

(4

)

At 31 Dec 2018

 

381,963

 

24,478

 

797

 

10

 

407,248

 

(149

)

(167

)

(88

)

-

 

(404

)

1  Included in loans and other credit-related commitments and financial guarantees is $65bn relating to unsettled reverse repurchase agreements, which once drawn are classified as 'Reverse repurchase agreements - non-trading'.

2  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount. For further details, see page 86.



 

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

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

$m

At 1 Jan 2019

922,192

 

(902

)

78,266

 

(1,012

)

9,239

 

(3,987

)

334

 

(194

)

1,010,031

 

(6,095

)

Transfers of financial instruments

(31,493

)

(169

)

28,418

 

276

 

3,075

 

(107

)

-

 

-

 

-

 

-

 

Net remeasurement of ECL arising from transfer of stage

-

 

223

 

-

 

(268

)

-

 

(38

)

-

 

-

 

-

 

(83

)

Net new and further lending/ repayments

27,918

 

(134

)

(20,121

)

167

 

(1,552

)

369

 

137

 

(1

)

6,382

 

401

 

Change in risk parameters - credit quality

-

 

102

 

-

 

(193

)

-

 

(1,514

)

-

 

(51

)

-

 

(1,656

)

Changes to models used for ECL calculation

-

 

-

 

-

 

(56

)

-

 

-

 

-

 

-

 

-

 

(56

)

Assets written off

-

 

-

 

-

 

-

 

(1,312

)

1,312

 

(140

)

140

 

(1,452

)

1,452

 

Credit-related modifications that resulted in derecognition

-

 

-

 

-

 

-

 

(268

)

125

 

-

 

-

 

(268

)

125

 

Foreign exchange and other

7,035

 

13

 

1,606

 

(17

)

107

 

(66

)

14

 

7

 

8,762

 

(63

)

At 31 Dec 2019

925,652

 

(867

)

88,169

 

(1,103

)

9,289

 

(3,906

)

345

 

(99

)

1,023,455

 

(5,975

)

ECL income statement change for the period

 

191

 

 

(350

)

 

(1,183

)

 

(52

)

 

(1,394

)

Recoveries

 

 

 

 

 

 

 

 

 

47

 

Others

 

 

 

 

 

 

 

 

 

(24

)

Total ECL income statement change for the period

 

 

 

 

 

 

 

 

 

(1,371

)


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 decreased $120m during the period from $6,095m at 31 December 2018 to $5,975m at 31 December 2019.

This decrease was primarily driven by:

•   $1,452m of assets written off;

•   $401m relating to volume movements, which included the ECL allowance associated with new originations, assets derecognised and further lending/repayments; and

•   $125m of credit-related modifications that resulted in derecognition.

These decreases were partly offset by increases of:

•   $1,656m relating to underlying credit quality changes, including the credit quality impact of financial instruments transferring between stages;

•   $83m relating to the net remeasurement impact of stage transfers;

•   $56m changes to models used for ECL calculation; and

•   foreign exchange and other movements of $63m.

The ECL charge for the period of $1,394m presented in the above table consisted of $1,656m relating to underlying credit quality changes, including the credit quality impact of financial instruments transferring between stage and $83m relating to the net remeasurement impact of stage transfers. This was partly offset by $401m relating to underlying net book volume movements and $56m in changes to models used for ECL calculation.


 

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 guarantees1

 

(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

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

$m

At 1 Jan 2018

897,529

 

(873

)

84,354

 

(1,249

)

10,209

 

(4,410

)

1,042

 

(242

)

993,134

 

(6,774

)

Transfers of financial instruments

(4,477

)

(274

)

1,535

 

386

 

2,942

 

(112

)

-

 

-

 

-

 

-

 

Net remeasurement of ECL arising from transfer of stage

-

 

262

 

-

 

(231

)

-

 

(92

)

-

 

-

 

-

 

(61

)

Net new and further lending/repayments

74,107

 

(271

)

(13,709

)

342

 

(2,414

)

406

 

(587

)

42

 

57,397

 

519

 

Changes to risk parameters - credit quality

-

 

157

 

-

 

(301

)

-

 

(1,041

)

-

 

(51

)

-

 

(1,236

)

Assets written off

-

 

-

 

-

 

-

 

(1,182

)

1,172

 

(1

)

1

 

(1,183

)

1,173

 

Foreign exchange and other

(44,967

)

97

 

6,086

 

41

 

(316

)

90

 

(120

)

56

 

(39,317

)

284

 

At 31 Dec 2018

922,192

 

(902

)

78,266

 

(1,012

)

9,239

 

(3,987

)

334

 

(194

)

1,010,031

 

(6,095

)

ECL income statement change for the period

 

148

 

 

(190

)

 

(727

)

 

(9

)

 

(778

)

Recoveries

 

 

 

 

 

 

 

 

 

118

 

Others

 

 

 

 

 

 

 

 

 

(69

)

Total ECL income statement change for the period

 

 

 

 

 

 

 

 

 

(729

)

1  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount for 31 December 2018 only. For further details, see page 86.




Wholesale lending - distribution of financial instruments to which the impairment requirements of IFRS 9 are applied by credit quality

 

Gross carrying/nominal amount

Allowance for ECL

Net

 

Strong

Good

Satisfactory

Sub-standard

Credit impaired

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

By geography

 

 

 

 

 

 

 

 

Europe

57,340

69,427

74,143

9,895

4,799

215,604

(2,399

)

213,205

 

of which: UK

35,838

53,046

51,355

7,023

3,420

150,682

(1,658

)

149,024

 

Asia

145,450

106,313

86,685

2,158

1,553

342,159

(1,505

)

340,654

 

of which: Hong Kong

82,053

67,541

55,379

1,263

721

206,957

(793

)

206,164

 

MENA

12,036

6,003

9,307

1,439

1,703

30,488

(1,098

)

29,390

 

North America

12,319

31,496

24,860

3,320

459

72,454

(282

)

72,172

 

Latin America

3,919

5,455

7,713

2,304

327

19,718

(330

)

19,388

 

At 31 Dec 2019

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%

 

 

 

By geography

 

 

 

 

 

 

 

 

Europe

60,145

62,098

79,466

7,752

4,382

213,843

(2,595

)

211,248

 

of which: UK

39,840

46,396

56,974

5,164

2,936

151,310

(1,782

)

149,528

 

Asia

143,864

100,437

86,065

1,977

1,805

334,148

(1,376

)

332,772

 

of which: Hong Kong

82,854

63,564

55,357

837

797

203,409

(601

)

202,808

 

MENA

10,393

7,905

9,173

1,186

1,823

30,480

(1,170

)

29,310

 

North America

10,952

31,278

24,708

2,621

314

69,873

(245

)

69,628

 

Latin America

3,730

6,088

8,300

1,286

416

19,820

(305

)

19,515

 

At 31 Dec 2018

229,084

207,806

207,712

14,822

8,740

668,164

(5,691

)

662,473

 

Percentage of total credit quality

34.3%

31.1%

31.1%

2.2%

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 85.



 

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

Total

ECL coverage

Mapped external rating

 

%

$m

$m

$m

$m

$m

$m

$m

$m

$m

$m

%

 

Corporate and commercial

 

472,253

 

59,599

 

8,315

 

332

 

540,499

 

(672

)

(920

)

(3,747

)

(99

)

(5,438

)

1.0

 

 

- CRR 1

0.000 to 0.053

44,234

 

18

 

-

 

-

 

44,252

 

(7

)

-

 

-

 

-

 

(7

)

-

 

AA- and above

- CRR 2

0.054 to 0.169

92,861

 

1,013

 

-

 

-

 

93,874

 

(20

)

(10

)

-

 

-

 

(30

)

-

 

A+ to A-

- CRR 3

0.170 to 0.740

178,662

 

11,808

 

-

 

-

 

190,470

 

(164

)

(91

)

-

 

-

 

(255

)

0.1

 

BBB+ to BBB-

- CRR 4

0.741 to 1.927

105,708

 

17,829

 

-

 

-

 

123,537

 

(244

)

(151

)

-

 

-

 

(395

)

0.3

 

BB+ to BB-

- CRR 5

1.928 to 4.914

46,423

 

16,423

 

-

 

-

 

62,846

 

(190

)

(218

)

-

 

-

 

(408

)

0.6

 

BB- to B

- CRR 6

4.915 to 8.860

3,323

 

7,592

 

-

 

15

 

10,930

 

(33

)

(141

)

-

 

-

 

(174

)

1.6

 

B-

- CRR 7

8.861 to 15.000

795

 

3,067

 

-

 

3

 

3,865

 

(11

)

(172

)

-

 

-

 

(183

)

4.7

 

CCC+

- CRR 8

15.001 to 99.999

247

 

1,849

 

-

 

-

 

2,096

 

(3

)

(137

)

-

 

-

 

(140

)

6.7

 

CCC to C

- CRR 9/10

100.000

 

-

 

-

 

8,315

 

314

 

8,629

 

-

 

-

 

(3,747

)

(99

)

(3,846

)

44.6

 

D

Non-bank financial institutions

 

65,661

 

4,832

 

212

 

-

 

70,705

 

(42

)

(28

)

(90

)

-

 

(160

)

0.2

 

 

- CRR 1

0.000 to 0.053

16,616

 

-

 

-

 

-

 

16,616

 

(1

)

-

 

-

 

-

 

(1

)

-

 

AA- and above

- CRR 2

0.054 to 0.169

15,630

 

56

 

-

 

-

 

15,686

 

(4

)

-

 

-

 

-

 

(4

)

-

 

A+ to A-

- CRR 3

0.170 to 0.740

21,562

 

1,333

 

-

 

-

 

22,895

 

(12

)

(4

)

-

 

-

 

(16

)

0.1

 

BBB+ to BBB-

- CRR 4

0.741 to 1.927

7,535

 

1,169

 

-

 

-

 

8,704

 

(12

)

(7

)

-

 

-

 

(19

)

0.2

 

BB+ to BB-

- CRR 5

1.928 to 4.914

4,024

 

1,738

 

-

 

-

 

5,762

 

(12

)

(11

)

-

 

-

 

(23

)

0.4

 

BB- to B

- CRR 6

4.915 to 8.860

280

 

517

 

-

 

-

 

797

 

(1

)

(4

)

-

 

-

 

(5

)

0.6

 

B-

- CRR 7

8.861 to 15.000

12

 

7

 

-

 

-

 

19

 

-

 

-

 

-

 

-

 

-

 

-

 

CCC+

- CRR 8

15.001 to 99.999

2

 

12

 

-

 

-

 

14

 

-

 

(2

)

-

 

-

 

(2

)

14.3

 

CCC to C

- CRR 9/10

100.000

 

-

 

-

 

212

 

-

 

212

 

-

 

-

 

(90

)

-

 

(90

)

42.5

 

D

Banks

 

67,769

 

1,450

 

-

 

-

 

69,219

 

(14

)

(2

)

-

 

-

 

(16

)

-

 

 

- CRR 1

0.000 to 0.053

49,858

 

21

 

-

 

-

 

49,879

 

(2

)

-

 

-

 

-

 

(2

)

-

 

AA- and above

- CRR 2

0.054 to 0.169

10,689

 

68

 

-

 

-

 

10,757

 

(7

)

-

 

-

 

-

 

(7

)

0.1

 

A+ to A-

- CRR 3

0.170 to 0.740

5,312

 

17

 

-

 

-

 

5,329

 

(2

)

-

 

-

 

-

 

(2

)

-

 

BBB+ to BBB-

- CRR 4

0.741 to 1.927

1,725

 

31

 

-

 

-

 

1,756

 

(1

)

(1

)

-

 

-

 

(2

)

0.1

 

BB+ to BB-

- CRR 5

1.928 to 4.914

71

 

32

 

-

 

-

 

103

 

-

 

-

 

-

 

-

 

-

 

-

 

BB- to B

- CRR 6

4.915 to 8.860

113

 

2

 

-

 

-

 

115

 

(2

)

-

 

-

 

-

 

(2

)

1.7

 

B-

- CRR 7

8.861 to 15.000

1

 

1

 

-

 

-

 

2

 

-

 

-

 

-

 

-

 

-

 

-

 

CCC+

- CRR 8

15.001 to 99.999

-

 

1,278

 

-

 

-

 

1,278

 

-

 

(1

)

-

 

-

 

(1

)

0.1

 

CCC to C

- CRR 9/10

100.000

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

D

At 31 Dec 2019

 

605,683

 

65,881

 

8,527

 

332

 

680,423

 

(728

)

(950

)

(3,837

)

(99

)

(5,614

)

0.8

 

 

 



 

Wholesale lending - credit risk profile by obligor grade for loans and advances at amortised cost1 (continued)

 

Basel one-year PD range

Gross carrying amount

Allowance for ECL

ECL coverage

Mapped external rating

 

Stage

1

Stage

2

Stage 3

POCI

Total

Stage

1

Stage

2

Stage 3

POCI

Total

 

%

$m

$m

$m

$m

$m

 

$m

$m

$m

$m

$m

%

 

Corporate and

commercial

 

474,700

 

51,341

 

8,212

 

324

 

534,577

 

(698

)

(812

)

(3,848

)

(194

)

(5,552

)

1.0

 

 

- CRR 1

0.000 to 0.053

45,401

 

67

 

-

 

-

 

45,468

 

(4

)

(2

)

-

 

-

 

(6

)

-

 

AA- and above

- CRR 2

0.054 to 0.169

93,266

 

1,653

 

-

 

-

 

94,919

 

(17

)

(4

)

-

 

-

 

(21

)

-

 

A+ to A-

- CRR 3

0.170 to 0.740

172,496

 

9,487

 

-

 

-

 

181,983

 

(162

)

(85

)

-

 

-

 

(247

)

0.1

 

BBB+ to BBB-

- CRR 4

0.741 to 1.927

111,949

 

14,352

 

-

 

-

 

126,301

 

(231

)

(114

)

-

 

-

 

(345

)

0.3

 

BB+ to BB-

- CRR 5

1.928 to 4.914

46,396

 

16,661

 

-

 

-

 

63,057

 

(209

)

(252

)

-

 

-

 

(461

)

0.7

 

BB- to B

- CRR 6

4.915 to 8.860

3,662

 

4,544

 

-

 

22

 

8,228

 

(41

)

(103

)

-

 

-

 

(144

)

1.8

 

B-

- CRR 7

8.861 to 15.000

1,228

 

2,882

 

-

 

4

 

4,114

 

(22

)

(147

)

-

 

-

 

(169

)

4.1

 

CCC+

- CRR 8

15.001 to 99.999

302

 

1,695

 

-

 

-

 

1,997

 

(12

)

(105

)

-

 

-

 

(117

)

5.9

 

CCC to C

- CRR 9/10

100.000

 

-

 

-

 

8,212

 

298

 

8,510

 

-

 

-

 

(3,848

)

(194

)

(4,042

)

47.5

 

D

Non-bank financial institutions

 

59,012

 

2,165

 

230

 

-

 

61,407

 

(44

)

(31

)

(51

)

-

 

(126

)

0.2

 

 

- CRR 1

0.000 to 0.053

13,256

 

-

 

-

 

-

 

13,256

 

(1

)

-

 

-

 

-

 

(1

)

-

 

AA- and above

- CRR 2

0.054 to 0.169

15,172

 

20

 

-

 

-

 

15,192

 

(2

)

-

 

-

 

-

 

(2

)

-

 

A+ to A-

- CRR 3

0.170 to 0.740

17,950

 

501

 

-

 

-

 

18,451

 

(13

)

(1

)

-

 

-

 

(14

)

0.1

 

BBB+ to BBB-

- CRR 4

0.741 to 1.927

7,521

 

798

 

-

 

-

 

8,319

 

(10

)

(2

)

-

 

-

 

(12

)

0.1

 

BB+ to BB-

- CRR 5

1.928 to 4.914

4,882

 

606

 

-

 

-

 

5,488

 

(14

)

(5

)

-

 

-

 

(19

)

0.3

 

BB- to B

- CRR 6

4.915 to 8.860

61

 

133

 

-

 

-

 

194

 

-

 

(2

)

-

 

-

 

(2

)

1.0

 

B-

- CRR 7

8.861 to 15.000

169

 

23

 

-

 

-

 

192

 

(4

)

(1

)

-

 

-

 

(5

)

2.6

 

CCC+

- CRR 8

15.001 to 99.999

1

 

84

 

-

 

-

 

85

 

-

 

(20

)

-

 

-

 

(20

)

23.5

 

CCC to C

- CRR 9/10

100.000

 

-

 

-

 

230

 

-

 

230

 

-

 

-

 

(51

)

-

 

(51

)

22.2

 

D

Banks

 

71,873

 

307

 

-

 

-

 

72,180

 

(11

)

(2

)

-

 

-

 

(13

)

-

 

 

- CRR 1

0.000 to 0.053

47,680

 

32

 

-

 

-

 

47,712

 

(3

)

-

 

-

 

-

 

(3

)

-

 

AA- and above

- CRR 2

0.054 to 0.169

12,519

 

18

 

-

 

-

 

12,537

 

(2

)

-

 

-

 

-

 

(2

)

-

 

A+ to A-

- CRR 3

0.170 to 0.740

7,250

 

121

 

-

 

-

 

7,371

 

(3

)

(1

)

-

 

-

 

(4

)

0.1

 

BBB+ to BBB-

- CRR 4

0.741 to 1.927

4,032

 

118

 

-

 

-

 

4,150

 

(3

)

(1

)

-

 

-

 

(4

)

0.1

 

BB+ to BB-

- CRR 5

1.928 to 4.914

381

 

18

 

-

 

-

 

399

 

-

 

-

 

-

 

-

 

-

 

-

 

BB- to B

- CRR 6

4.915 to 8.860

8

 

-

 

-

 

-

 

8

 

-

 

-

 

-

 

-

 

-

 

-

 

B-

- CRR 7

8.861 to 15.000

1

 

-

 

-

 

-

 

1

 

-

 

-

 

-

 

-

 

-

 

-

 

CCC+

- CRR 8

15.001 to 99.999

2

 

-

 

-

 

-

 

2

 

-

 

-

 

-

 

-

 

-

 

-

 

CCC to C

- CRR 9/10

100.000

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

D

At 31 Dec 2018

 

605,585

 

53,813

 

8,442

 

324

 

668,164

 

(753

)

(845

)

(3,899

)

(194

)

(5,691

)

0.9

 

 

1  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount. For further details, see page 86.




 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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 grew $7.2bn, including foreign exchange movements, mainly in Hong Kong and, to a lesser extent, within Canada.


Commercial real estate lending

 

 

 

 

 

 

 

Of which:

 

Europe

Asia

MENA

  North  America

Latin America

Total

UK

Hong Kong

 

$m

$m

$m

$m

$m

$m

$m

$m

Gross loans and advances

 

 

 

 

 

 

 

 

Stage 1

25,017

 

76,832

 

1,507

 

10,938

 

1,653

 

115,947

 

17,953

 

60,632

 

Stage 2

3,988

 

2,673

 

18

 

508

 

41

 

7,228

 

2,953

 

1,696

 

Stage 3

1,115

 

21

 

208

 

33

 

27

 

1,404

 

948

 

17

 

POCI

1

 

-

 

-

 

-

 

-

 

1

 

-

 

-

 

At 31 Dec 2019

30,121

 

79,526

 

1,733

 

11,479

 

1,721

 

124,580

 

21,854

 

62,345

 

-  of which: renegotiated loans

788

 

-

 

195

 

-

 

-

 

983

 

782

 

-

 

Allowance for ECL

(372

)

(78

)

(170

)

(17

)

(7

)

(644

)

(305

)

(40

)

 

Commercial real estate lending1 (continued)

 

 

 

 

 

 

 

Of which:

 

Europe

Asia

MENA

North  America

Latin  America

Total

UK

Hong Kong

 

$m

$m

$m

$m

$m

$m

$m

$m

Gross loans and advances

 

 

 

 

 

 

 

 

Stage 1

26,265

 

70,769

 

1,607

 

9,129

 

1,796

 

109,566

 

19,624

 

55,872

 

Stage 2

2,406

 

3,176

 

120

 

677

 

13

 

6,392

 

1,809

 

2,032

 

Stage 3

1,022

 

16

 

209

 

43

 

118

 

1,408

 

673

 

12

 

POCI

-

 

-

 

-

 

-

 

14

 

14

 

-

 

-

 

At 31 Dec 2018

29,693

 

73,961

 

1,936

 

9,849

 

1,941

 

117,380

 

22,106

 

57,916

 

-  of which: renegotiated loans

944

 

1

 

186

 

1

 

-

 

1,132

 

816

 

-

 

Allowance for ECL

(364

)

(59

)

(171

)

(9

)

(52

)

(655

)

(282

)

(33

)

1  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount. For further details, see page 86.



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 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.



Commercial real estate gross loans and advances maturity analysis

 

 

 

 

 

 

 

Of which:

 

Europe

Asia

MENA

North America

Latin America

Total

UK

Hong Kong

 

$m

$m

$m

$m

$m

$m

$m

$m

On demand, overdrafts or revolving

 

 

 

 

 

 

 

 

< 1 year

13,808

 

21,625

 

816

 

5,905

 

135

 

42,289

 

11,775

 

16,937

 

1-2 years

6,197

 

17,638

 

142

 

1,548

 

107

 

25,632

 

5,274

 

13,776

 

2-5 years

7,797

 

35,557

 

509

 

3,511

 

1,332

 

48,706

 

4,347

 

27,860

 

> 5 years

2,319

 

4,706

 

266

 

515

 

147

 

7,953

 

458

 

3,772

 

At 31 Dec 2019

30,121

 

79,526

 

1,733

 

11,479

 

1,721

 

124,580

 

21,854

 

62,345

 

 

On demand, overdrafts or revolving

 

 

 

 

 

 

 

 

< 1 year

13,790

 

22,100

 

896

 

4,942

 

427

 

42,155

 

11,305

 

18,094

 

1-2 years

5,850

 

13,174

 

305

 

1,949

 

117

 

21,395

 

5,153

 

9,120

 

2-5 years

7,257

 

32,894

 

417

 

2,152

 

1,053

 

43,773

 

5,232

 

26,061

 

> 5 years

2,796

 

5,793

 

318

 

806

 

344

 

10,057

 

416

 

4,641

 

At 31 Dec 2018

29,693

 

73,961

 

1,936

 

9,849

 

1,941

 

117,380

 

22,106

 

57,916

 



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 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 our 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 244.

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.


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Wholesale lending - commercial real estate loans and advances including loan commitments by level of collateral for key

countries/territories (by stage)

(Audited)

 

 

 

Of which:

 

Total

UK

Hong Kong

US

 

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

 

$m

%

$m

%

$m

%

$m

%

Stage 1

 

 

 

 

 

 

 

 

Not collateralised

61,820

 

0.1

 

7,266

 

0.1

 

32,478

 

-

 

541

 

-

 

Fully collateralised

89,319

 

0.1

 

18,535

 

-

 

41,798

 

-

 

4,722

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

46,318

 

0.1

 

7,018

 

0.1

 

28,776

 

-

 

1,703

 

0.1

 

-  51% to 75%

32,583

 

0.1

 

9,349

 

-

 

10,815

 

0.1

 

2,854

 

-

 

-  76% to 90%

5,018

 

0.1

 

1,649

 

0.1

 

1,436

 

0.1

 

96

 

-

 

-  91% to 100%

5,400

 

0.2

 

519

 

-

 

771

 

-

 

69

 

-

 

Partially collateralised (A):

6,563

 

0.2

 

682

 

-

 

1,627

 

0.1

 

-

 

-

 

-  collateral value on A

3,602

 

 

535

 

 

1,142

 

 

-

 

 

Total

157,702

 

0.1

 

26,483

 

0.1

 

75,903

 

-

 

5,263

 

-

 

Stage 2

 

 

 

 

 

 

 

 

Not collateralised

3,040

 

1.2

 

1,857

 

1.2

 

440

 

0.2

 

-

 

-

 

Fully collateralised

5,184

 

1.1

 

1,419

 

1.2

 

1,501

 

0.6

 

354

 

1.4

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

2,167

 

1.1

 

615

 

1.8

 

955

 

0.3

 

62

 

-

 

-  51% to 75%

1,986

 

0.9

 

712

 

0.6

 

497

 

1.0

 

292

 

1.4

 

-  76% to 90%

333

 

2.1

 

16

 

6.3

 

29

 

-

 

-

 

-

 

-  91% to 100%

698

 

1.1

 

76

 

1.3

 

20

 

-

 

-

 

-

 

Partially collateralised (B):

500

 

0.6

 

296

 

0.3

 

42

 

-

 

-

 

-

 

-  collateral value on B

203

 

 

56

 

 

25

 

 

-

 

 

Total

8,724

 

1.1

 

3,572

 

1.1

 

1,983

 

0.5

 

354

 

-

 

Stage 3

 

 

 

 

 

 

 

 

Not collateralised

315

 

57.8

 

66

 

92.4

 

-

 

-

 

-

 

-

 

Fully collateralised

557

 

14.9

 

404

 

12.9

 

17

 

11.8

 

-

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

87

 

16.1

 

42

 

7.1

 

6

 

16.7

 

-

 

-

 

-  51% to 75%

90

 

7.8

 

69

 

4.3

 

10

 

-

 

-

 

-

 

-  76% to 90%

89

 

15.7

 

72

 

4.2

 

-

 

-

 

-

 

-

 

-  91% to 100%

291

 

16.5

 

221

 

19.5

 

1

 

-

 

-

 

-

 

Partially collateralised (C):

773

 

41.5

 

507

 

27.8

 

-

 

-

 

-

 

-

 

-  collateral value on C

380

 

 

166

 

 

-

 

 

-

 

 

Total

1,645

 

35.6

 

977

 

26.0

 

17

 

11.8

 

-

 

-

 

POCI

 

 

 

 

 

 

 

 

Not collateralised

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Fully collateralised

1

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

1

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  51% to 75%

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  76% to 90%

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  91% to 100%

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Partially collateralised (D):

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  collateral value on D

-

 

 

-

 

 

-

 

 

-

 

 

Total

1

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

At 31 Dec 2019

168,072

 

0.5

 

31,032

 

1.0

 

77,903

 

0.1

 

5,617

 

0.1

 

 



 

Wholesale lending - commercial real estate loans and advances including loan commitments by level of collateral for key

countries/territories (by stage)1 (continued)

 

 

 

 

Of which:

 

Total

UK

Hong Kong

US

 

Gross carrying/nominal amount

ECL

coverage

Gross carrying/nominal amount

ECL

coverage

Gross carrying/nominal amount

ECL

coverage

Gross carrying/nominal amount

ECL

coverage

 

$m

%

$m

%

$m

%

$m

%

Stage 1

 

 

 

 

 

 

 

 

Not collateralised

61,486

 

0.1

 

9,920

 

0.2

 

31,224

 

-

 

-

 

-

 

Fully collateralised

86,960

 

0.1

 

17,196

 

0.1

 

39,174

 

-

 

4,862

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

46,650

 

0.1

 

7,673

 

0.1

 

25,870

 

-

 

3,463

 

-

 

-  51% to 75%

29,384

 

0.1

 

7,937

 

0.1

 

10,452

 

0.1

 

787

 

-

 

-  76% to 90%

5,167

 

0.1

 

1,038

 

-

 

1,168

 

0.1

 

519

 

-

 

-  91% to 100%

5,759

 

0.2

 

548

 

0.2

 

1,684

 

0.1

 

93

 

-

 

Partially collateralised (A):

6,101

 

0.1

 

487

 

0.2

 

2,130

 

-

 

-

 

-

 

-  collateral value on A

3,735

 

 

285

 

 

1,401

 

 

-

 

 

Total

154,547

 

0.1

 

27,603

 

0.1

 

72,528

 

-

 

4,862

 

-

 

Stage 2

 

 

 

 

 

 

 

 

Not collateralised

2,886

 

0.9

 

1,083

 

1.0

 

1,140

 

0.2

 

-

 

-

 

Fully collateralised

5,309

 

1.1

 

1,352

 

2.6

 

1,576

 

0.4

 

439

 

0.5

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

2,372

 

0.9

 

727

 

1.9

 

795

 

0.4

 

303

 

0.7

-  51% to 75%

1,667

 

0.7

 

567

 

0.7

 

505

 

0.4

 

7

 

-

 

-  76% to 90%

363

 

5.0

 

34

 

44.1

 

29

 

-

 

129

 

-

 

-  91% to 100%

907

 

1.0

 

24

 

8.3

 

247

 

-

 

-

 

-

 

Partially collateralised (B):

289

 

1.4

 

52

 

5.8

 

15

 

-

 

-

 

-

 

-  collateral value on B

156

 

 

20

 

 

5

 

 

-

 

 

Total

8,484

 

1.1

 

2,487

 

2.0

 

2,731

 

0.3

 

439

 

0.5

Stage 3

 

 

 

 

 

 

 

 

Not collateralised

338

 

57.1

 

61

 

85.2

 

-

 

-

 

-

 

-

 

Fully collateralised

606

 

12.7

 

433

 

9.2

 

12

 

-

 

-

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

412

 

10.0

 

304

 

9.2

 

2

 

-

 

-

 

-

 

-  51% to 75%

88

 

27.3

 

58

 

6.9

 

10

 

-

 

-

 

-

 

-  76% to 90%

38

 

2.6

 

35

 

5.7

 

-

 

-

 

-

 

-

 

-  91% to 100%

68

 

16.2

 

36

 

16.7

 

-

 

-

 

-

 

-

 

Partially collateralised (C):

474

 

56.5

 

261

 

42.9

 

-

 

-

 

-

 

-

 

-  collateral value on C

321

 

 

137

 

 

-

 

 

-

 

 

Total

1,418

 

37.9

 

755

 

27.0

 

12

 

-

 

-

 

-

 

POCI

 

 

 

 

 

 

 

 

Not collateralised

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Fully collateralised

15

 

53.3

 

-

 

-

 

-

 

-

 

-

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

13

 

61.5

 

-

 

-

 

-

 

-

 

-

 

-

 

-  51% to 75%

2

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  76% to 90%

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  91% to 100%

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Partially collateralised (D):

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  collateral value on D

-

 

 

-

 

 

-

 

 

-

 

 

Total

15

 

53.3

 

-

 

-

 

-

 

-

 

-

 

-

 

At 31 Dec 2018

164,464

 

0.5

 

30,845

 

0.9

 

75,271

 

-

 

5,301

 

0.1

1  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount. For further details, see page 86.

 



 

Wholesale lending - commercial real estate loans and advances including loan commitments by level of collateral for key

countries/territories

(Audited)

 

 

 

Of which:

 

Total

UK

Hong Kong

US

 

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

 

$m

%

$m

%

$m

%

$m

%

Rated CRR/PD1 to 7

 

 

 

 

 

 

 

 

Not collateralised

64,850

 

0.1

 

9,119

 

0.3

 

32,918

 

-

 

541

 

-

 

Fully collateralised

94,299

 

0.1

 

19,833

 

0.1

 

43,299

 

0.1

 

5,021

 

0.1

 

Partially collateralised (A):

7,052

 

0.2

 

971

 

0.1

 

1,669

 

0.1

 

-

 

-

 

-  collateral value on A

3,796

 

 

586

 

 

1,167

 

 

-

 

 

Total

166,201

 

0.1

 

29,923

 

0.1

 

77,886

 

-

 

5,562

 

0.1

 

Rated CRR/PD8

 

 

 

 

 

 

 

 

Not collateralised

10

 

50.0

 

4

 

100.0

 

-

 

-

 

-

 

-

 

Fully collateralised

204

 

4.9

 

121

 

5.0

 

-

 

-

 

55

 

3.6

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

47

 

8.5

 

27

 

14.8

 

-

 

-

 

13

 

-

 

-  51% to 75%

120

 

3.3

 

68

 

1.5

 

-

 

-

 

42

 

4.8

 

-  76% to 90%

25

 

4.0

 

15

 

6.7

 

-

 

-

 

-

 

-

 

-  91% to 100%

12

 

8.3

 

11

 

-

 

-

 

-

 

-

 

-

 

Partially collateralised (B):

11

 

-

 

7

 

-

 

-

 

-

 

-

 

-

 

-  collateral value on B

9

 

 

5

 

 

-

 

 

-

 

 

Total

225

 

6.7

 

132

 

7.6

 

-

 

-

 

55

 

3.6

 

Rated CRR/PD9 to 10

 

 

 

 

 

 

 

 

Not collateralised

315

 

57.8

 

66

 

92.4

 

-

 

-

 

-

 

-

 

Fully collateralised

557

 

14.9

 

404

 

12.9

 

17

 

11.8

 

-

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

87

 

16.1

 

42

 

7.1

 

6

 

16.7

 

-

 

-

 

-  51% to 75%

90

 

7.8

 

69

 

4.3

 

10

 

-

 

-

 

-

 

-  76% to 90%

89

 

15.7

 

72

 

4.2

 

-

 

-

 

-

 

-

 

-  91% to 100%

291

 

16.5

 

221

 

19.5

 

1

 

100.0

 

-

 

-

 

Partially collateralised (C):

774

 

41.6

 

507

 

27.8

 

-

 

-

 

-

 

-

 

-  collateral value on C

380

 

 

166

 

 

-

 

 

-

 

 

Total

1,646

 

35.7

 

977

 

26.0

 

17

 

11.8

 

-

 

-

 

At 31 Dec 2019

168,072

 

0.5

 

31,032

 

1.0

 

77,903

 

0.1

 

5,617

 

0.1

 

 

Rated CRR/PD1 to 7

 

 

 

 

 

 

 

 

Not collateralised

64,324

 

0.1

 

11,001

 

0.2

 

32,364

 

-

 

-

 

-

 

Fully collateralised

91,791

 

0.1

 

18,112

 

0.2

 

40,747

 

0.1

 

5,282

 

0.1

 

Partially collateralised (A):

6,377

 

0.2

 

532

 

0.6

 

2,145

 

-

 

-

 

-

 

-  collateral value on A

3,879

 

 

299

 

 

1,406

 

 

-

 

 

Total

162,492

 

0.1

 

29,645

 

0.3

 

75,256

 

-

 

5,282

 

0.1

 

Rated CRR/PD8

 

 

 

 

 

 

 

 

Not collateralised

49

 

2.0

 

2

 

-

 

-

 

-

 

-

 

-

 

Fully collateralised

477

 

1.5

 

435

 

1.1

 

3

 

33.3

 

19

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

178

 

1.7

 

149

 

1.3

 

3

 

33.3

 

19

 

-

 

-  51% to 75%

269

 

0.4

 

265

 

0.4

 

-

 

-

 

-

 

-

 

-  76% to 90%

13

 

7.7

 

7

 

14.3

 

-

 

-

 

-

 

-

 

-  91% to 100%

17

 

11.8

 

14

 

14.3

 

-

 

-

 

-

 

-

 

Partially collateralised (B):

13

 

7.7

 

8

 

12.5

 

-

 

-

 

-

 

-

 

-  collateral value on B

12

 

 

6

 

 

-

 

 

-

 

 

Total

539

 

1.7

 

445

 

1.3

 

3

 

33.3

 

19

 

-

 

Rated CRR/PD9 to 10

 

 

 

 

 

 

 

 

Not collateralised

338

 

57.1

 

61

 

85.2

 

-

 

-

 

-

 

-

 

Fully collateralised

621

 

13.5

 

433

 

9.2

 

12

 

-

 

-

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

425

 

11.5

 

304

 

9.2

 

2

 

-

 

-

 

-

 

-  51% to 75%

90

 

26.7

 

58

 

6.9

 

10

 

-

 

-

 

-

 

-  76% to 90%

38

 

2.6

 

35

 

5.7

 

-

 

-

 

-

 

-

 

-  91% to 100%

68

 

16.2

 

36

 

16.7

 

-

 

-

 

-

 

-

 

Partially collateralised (C):

474

 

56.5

 

261

 

42.9

 

-

 

-

 

-

 

-

 

-  collateral value on C

321

 

 

137

 

 

-

 

 

-

 

 

Total

1,433

 

38.0

 

755

 

27.0

 

12

 

-

 

-

 

-

 

At 31 Dec 2018

164,464

 

0.5

 

30,845

 

0.9

 

75,271

 

-

 

5,301

 

0.1

 



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)

 

 

 

Of which:

 

Total

UK

Hong Kong

US

 

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

 

$m

%

$m

%

$m

%

$m

%

Stage 1

 

 

 

 

 

 

 

 

Not collateralised

680,079

 

0.1

 

132,197

 

0.2

 

116,536

 

-

 

112,911

 

-

 

Fully collateralised

128,290

 

0.1

 

40,172

 

0.1

 

32,818

 

0.1

 

14,830

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

48,012

 

0.1

 

13,831

 

0.1

 

11,009

 

0.1

 

5,326

 

-

 

-  51% to 75%

37,891

 

0.1

 

11,903

 

0.2

 

12,783

 

0.1

 

3,717

 

0.1

 

-  76% to 90%

13,072

 

0.1

 

3,399

 

0.2

 

4,697

 

0.1

 

130

 

-

 

-  91% to 100%

29,315

 

-

 

11,039

 

-

 

4,329

 

0.1

 

5,657

 

-

 

Partially collateralised (A):

52,890

 

0.1

 

8,122

 

0.1

 

20,162

 

0.1

 

1,629

 

-

 

-  collateral value on A

25,824

 

 

3,809

 

 

9,616

 

 

1,337

 

 

Total

861,259

 

0.1

 

180,491

 

0.2

 

169,516

 

-

 

129,370

 

-

 

Stage 2

 

 

 

 

 

 

 

 

Not collateralised

61,540

 

1.2

 

13,318

 

2.2

 

13,308

 

0.7

 

10,129

 

0.9

 

Fully collateralised

21,126

 

0.8

 

3,139

 

1.8

 

12,934

 

0.6

 

868

 

0.8

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

7,081

 

0.9

 

1,208

 

2.0

 

3,845

 

0.6

 

303

 

0.3

 

-  51% to 75%

8,482

 

0.9

 

1,111

 

1.8

 

5,580

 

0.7

 

465

 

1.1

 

-  76% to 90%

2,684

 

0.9

 

282

 

2.1

 

1,646

 

0.5

 

47

 

2.1

 

-  91% to 100%

2,879

 

0.6

 

538

 

1.3

 

1,863

 

0.2

 

53

 

-

 

Partially collateralised (B):

8,463

 

0.8

 

1,516

 

1.4

 

3,768

 

0.4

 

124

 

1.6

 

-  collateral value on B

3,669

 

 

370

 

 

1,801

 

 

53

 

 

Total

91,129

 

1.1

 

17,973

 

2.1

 

30,010

 

0.6

 

11,121

 

0.9

 

Stage 3

 

 

 

 

 

 

 

 

Not collateralised

4,768

 

49.2

 

1,899

 

33.0

 

504

 

83.5

 

2

 

50.0

 

Fully collateralised

1,479

 

22.4

 

494

 

12.6

 

86

 

12.8

 

214

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

335

 

35.2

 

103

 

17.5

 

9

 

33.3

 

2

 

-

 

-  51% to 75%

352

 

24.4

 

198

 

8.6

 

21

 

4.8

 

-

 

-

 

-  76% to 90%

373

 

23.6

 

101

 

20.8

 

40

 

7.5

 

-

 

-

 

-  91% to 100%

419

 

9.1

 

92

 

7.6

 

16

 

25.0

 

212

 

-

 

Partially collateralised (C):

1,367

 

44.8

 

369

 

20.1

 

87

 

48.3

 

92

 

44.6

 

-  collateral value on C

693

 

 

192

 

 

34

 

 

65

 

 

Total

7,614

 

43.2

 

2,762

 

27.6

 

677

 

70.0

 

308

 

13.6

 

POCI

 

 

 

 

 

 

 

 

Not collateralised

223

 

32.7

 

32

 

96.9

 

7

 

-

 

-

 

-

 

Fully collateralised

28

 

3.6

 

-

 

-

 

10

 

-

 

-

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

2

 

50.0

 

-

 

-

 

-

 

-

 

-

 

-

 

-  51% to 75%

26

 

-

 

-

 

-

 

10

 

-

 

-

 

-

 

-  76% to 90%

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  91% to 100%

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Partially collateralised (D):

97

 

33.0

 

57

 

1.8

 

31

 

90.3

 

-

 

-

 

-  collateral value on D

57

 

 

19

 

 

30

 

 

-

 

 

Total

348

 

30.5

 

89

 

36.0

 

48

 

58.3

 

-

 

-

 

At 31 Dec 2019

960,350

 

0.5

 

201,315

 

0.7

 

200,251

 

0.4

 

140,799

 

0.1

 

 



 

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)1,2 (continued)

(Audited)

 

 

 

 

Of which:

 

Total

UK

Hong Kong

US

 

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

 

$m

%

$m

%

$m

%

$m

%

Stage 1

 

 

 

 

 

 

 

 

Not collateralised

673,589

 

0.1

 

137,269

 

0.2

 

122,259

 

-

 

116,001

 

-

 

Fully collateralised

127,443

 

0.1

 

30,492

 

0.1

 

36,730

 

0.1

 

11,229

 

0.1

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

39,509

 

0.1

 

8,519

 

0.2

 

12,032

 

0.1

 

4,686

 

-

 

-  51% to 75%

49,518

 

0.1

 

9,275

 

0.2

 

14,264

 

0.1

 

2,424

 

-

 

-  76% to 90%

12,627

 

0.1

 

3,201

 

0.2

 

4,567

 

0.1

 

318

 

-

 

-  91% to 100%

25,789

 

0.1

 

9,497

 

-

 

5,867

 

0.1

 

3,801

 

-

 

Partially collateralised (A):

54,412

 

0.1

 

6,668

 

0.2

 

21,942

 

-

 

1,875

 

-

 

-  collateral value on A

23,857

 

 

3,250

 

 

10,263

 

 

912

 

 

Total

855,444

 

0.1

 

174,429

 

0.2

 

180,931

 

-

 

129,105

 

-

 

Stage 2

 

 

 

 

 

 

 

 

Not collateralised

61,464

 

1.1

 

21,035

 

1.7

 

6,212

 

0.4

 

10,085

 

1.2

 

Fully collateralised

13,633

 

1.2

 

5,645

 

1.5

 

3,378

 

0.5

 

1,131

 

9.3

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

5,109

 

1.1

 

2,047

 

1.7

 

1,421

 

0.4

 

342

 

0.6

 

-  51% to 75%

4,950

 

1.3

 

2,154

 

1.8

 

1,290

 

0.6

 

467

 

0.6

 

-  76% to 90%

1,399

 

1.8

 

496

 

1.2

 

391

 

0.5

 

85

 

1.2

 

-  91% to 100%

2,175

 

0.8

 

948

 

0.4

 

276

 

0.4

 

237

 

1.7

 

Partially collateralised (B):

6,623

 

0.7

 

1,793

 

1.2

 

2,287

 

0.3

 

63

 

1.6

 

-  collateral value on B

2,324

 

 

339

 

 

971

 

 

16

 

 

Total

81,720

 

1.1

 

28,473

 

1.6

 

11,877

 

0.4

 

11,279

 

1.1

 

Stage 3

 

 

 

 

 

 

 

 

Not collateralised

5,240

 

50.2

 

1,882

 

38.8

 

478

 

81.2

 

1

 

100.0

 

Fully collateralised

1,460

 

22.9

 

517

 

6.2

 

146

 

-

 

130

 

13.8

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

361

 

36.0

 

133

 

10.5

 

11

 

-

 

4

 

-

 

-  51% to 75%

328

 

9.8

 

179

 

1.7

 

62

 

-

 

-

 

-

 

-  76% to 90%

427

 

24.6

 

131

 

13.7

 

32

 

-

 

-

 

-

 

-  91% to 100%

344

 

19.8

 

74

 

8.1

 

41

 

-

 

126

 

-

 

Partially collateralised (C):

1,147

 

43.1

 

228

 

21.1

 

158

 

15.2

 

71

 

31.0

 

-  collateral value on C

580

 

 

132

 

 

38

 

 

55

 

 

Total

7,847

 

44.1

 

2,627

 

31.2

 

782

 

52.7

 

202

 

10.9

 

POCI

 

 

 

 

 

 

 

 

Not collateralised

232

 

66.8

 

-

 

-

 

25

 

20.0

 

-

 

-

 

Fully collateralised

37

 

2.7

 

-

 

-

 

9

 

-

 

-

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

1

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  51% to 75%

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  76% to 90%

22

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-  91% to 100%

14

 

-

 

-

 

-

 

9

 

-

 

-

 

-

 

Partially collateralised (D):

49

 

63.3

 

8

 

-

 

35

 

85.7

 

-

 

-

 

-  collateral value on D

38

 

 

3

 

 

34

 

 

-

 

 

Total

318

 

59.2

 

8

 

-

 

69

 

50.7

 

-

 

-

 

At 31 Dec 2018

945,329

 

0.6

 

205,537

 

0.8

 

193,659

 

0.3

 

140,586

 

0.1

 

1  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount. For further details, see page 86.

2  The 2018 comparative amounts have been re-presented to reclassify amounts from fully collateralised to not collateralised and to include not collateralised amounts previously excluded. The impact of these re-presentations is to increase stage 1 not collateralised amounts by $130bn and decrease fully collateralised amounts by $105bn; increase stage 2 not collateralised amounts by $14bn and decrease fully collateralised amounts by $12bn; and to increase stage 3 not collateralised amounts by $0.3bn and decrease fully collateralised amounts by $0.1bn.



 

Wholesale lending - other corporate, commercial and financial (non-bank) loans and advances including loan commitments by level

of collateral for key countries/territories

(Audited)

 

 

 

Of which:

 

Total

UK

Hong Kong

US

 

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

 

$m

%

$m

%

$m

%

$m

%

Rated CRR/PD8

 

 

 

 

 

 

 

 

Not collateralised

2,499

 

5.8

 

285

 

13.0

 

10

 

70.0

 

1,645

 

3.3

 

Fully collateralised

694

 

3.3

 

382

 

2.6

 

-

 

-

 

166

 

1.2

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

246

 

2.8

 

120

 

1.7

 

-

 

-

 

85

 

1.2

 

-  51% to 75%

189

 

4.2

 

93

 

3.2

 

-

 

-

 

18

 

-

 

-  76% to 90%

97

 

2.1

 

42

 

2.4

 

-

 

-

 

45

 

2.2

 

-  91% to 100%

162

 

3.7

 

127

 

3.9

 

-

 

-

 

18

 

-

 

Partially collateralised (A):

279

 

4.7

 

53

 

5.7

 

73

 

2.7

 

66

 

3.0

 

-  collateral value on A

152

 

 

34

 

 

6

 

 

39

 

 

Total

3,472

 

5.2

 

720

 

6.9

 

83

 

12.0

 

1,877

 

3.0

 

Rated CRR/PD9 to 10

 

 

 

 

 

 

 

 

Not collateralised

4,991

 

48.5

 

1,930

 

34.1

 

510

 

82.5

 

2

 

50.0

 

Fully collateralised

1,507

 

22.0

 

494

 

12.6

 

96

 

11.5

 

214

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

338

 

35.2

 

103

 

17.5

 

10

 

-

 

2

 

-

 

-  51% to 75%

377

 

22.8

 

198

 

8.6

 

30

 

3.3

 

-

 

-

 

-  76% to 90%

373

 

23.6

 

101

 

20.8

 

40

 

7.5

 

-

 

-

 

-  91% to 100%

419

 

9.1

 

92

 

7.6

 

16

 

-

 

212

 

-

 

Partially collateralised (B):

1,464

 

44.0

 

427

 

17.6

 

119

 

58.8

 

92

 

44.6

 

-  collateral value on B

750

 

 

211

 

 

64

 

 

65

 

 

Total

7,962

 

42.7

 

2,851

 

27.9

 

725

 

69.2

 

308

 

13.6

 

At 31 Dec 2019

11,434

 

31.3

 

3,571

 

23.7

 

808

 

63.4

 

2,185

 

4.5

 

 

Rated CRR/PD8

 

 

 

 

 

 

 

 

Not collateralised

1,243

 

5.4

 

565

 

6.2

 

94

 

7.4

 

191

 

5.2

 

Fully collateralised

1,895

 

3.6

 

74

 

4.1

 

11

 

9.1

 

1,621

 

3.1

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

693

 

4.2

 

21

 

4.8

 

-

 

-

 

594

 

4.2

 

-  51% to 75%

292

 

2.7

 

49

 

2.0

 

11

 

9.1

 

169

 

2.4

 

-  76% to 90%

45

 

15.6

 

2

 

-

 

-

 

-

 

20

 

-

 

-  91% to 100%

865

 

2.8

 

2

 

-

 

-

 

-

 

838

 

-

 

Partially collateralised (A):

212

 

2.8

 

23

 

4.3

 

153

 

1.3

 

-

 

-

 

-  collateral value on A

84

 

 

14

 

 

49

 

 

-

 

 

Total

3,350

 

4.2

 

662

 

6

 

258

 

3.9

 

1,812

 

3.4

 

Rated CRR/PD9 to 10

 

 

 

 

 

 

 

 

Not collateralised

5,199

 

53.2

 

1,775

 

42.1

 

503

 

78.1

 

6

 

16.7

 

Fully collateralised

1,719

 

24.8

 

513

 

6.2

 

155

 

-

 

188

 

9.6

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

608

 

36.0

 

181

 

7.7

 

11

 

-

 

77

 

22.1

 

-  51% to 75%

503

 

8.7

 

172

 

1.7

 

62

 

-

 

103

 

1.0

 

-  76% to 90%

405

 

24.2

 

86

 

10.5

 

32

 

-

 

-

 

-

 

-  91% to 100%

203

 

31.5

 

74

 

8.1

 

50

 

-

 

8

 

-

 

Partially collateralised (B):

974

 

46.1

 

187

 

21.9

 

193

 

28.0

 

5

 

60.0

 

-  collateral value on B

466

 

 

116

 

 

73

 

 

2

 

 

Total

7,892

 

46.1

 

2,475

 

33.2

 

851

 

52.6

 

199

 

11.1

 

At 31 Dec 2018

11,242

 

33.7

 

3,137

 

27.4

 

1,109

 

41.3

 

2,011

 

4.2

 



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 282 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.


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.

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 contract amounts and fair values of derivatives

 

2019

2018

 

Notional

Fair value

Notional

Fair value

 

amount

Assets

Liabilities

amount

Assets

Liabilities

 

$m

$m

$m

$m

$m

$m

Total OTC derivatives

26,244,531

 

282,778

 

279,101

 

31,982,343

 

255,190

 

251,001

 

-  total OTC derivatives cleared by central counterparties

12,563,343

 

45,140

 

46,351

 

17,939,035

 

52,424

 

52,845

 

-  total OTC derivatives not cleared by central counterparties

13,681,188

 

237,638

 

232,750

 

14,043,308

 

202,766

 

198,156

 

Total exchange traded derivatives

1,583,590

 

1,956

 

2,135

 

2,030,580

 

2,346

 

4,545

 

Gross

27,828,121

 

284,734

 

281,236

 

34,012,923

 

257,536

 

255,546

 

Offset

 

(41,739

)

(41,739

)

 

(49,711

)

(49,711

)

At 31 Dec

 

242,995

 

239,497

 

 

207,825

 

205,835

 



The purposes for which HSBC uses derivatives are described in Note 15 on the financial statements.

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 304 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 2019 to 31 December 2019 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 2019, total personal lending for loans and advances to customers of $434bn increased by $40bn compared with 31 December 2018. This increase included favourable exchange movements of $6bn. Excluding foreign exchange movements, there was growth of $34bn, primarily driven by $18bn in Asia and $14bn in Europe. The allowance for ECL attributable to personal lending, excluding off-balance sheet loan commitments and guarantees, and foreign exchange movements, increased $0.2bn.

Excluding foreign exchange movements, total personal lending was primarily driven by mortgage growth, which grew by $23bn. Mortgages grew in Asia by $12bn, notably $7bn in Hong Kong and $3bn in Australia. In Europe, mortgages grew by $10bn, notably $9bn in the UK, driven by stronger acquisition performance, including the expanded use of broker relationships.

The quality of both our Hong Kong and UK mortgage books remained high, with negligible defaults and impairment allowances. The average LTV ratio on new mortgage lending in Hong Kong was 49%, compared with an estimated 41% for the overall mortgage portfolio. The average LTV ratio on new lending in the UK was 67%, compared with an estimated 51% for the overall mortgage portfolio.

Excluding foreign exchange movements, other personal lending balances at 31 December 2019 increased by $11bn compared with 31 December 2018. The increase was attributable to loans and overdrafts, which grew by $4bn in Hong Kong and $4bn in Europe, notably $2bn in France and $1bn in the UK. Credit cards increased by $1bn in the US, China and to a lesser extent from Mexico.

 

 

 

 



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

Total

Stage 1

Stage 2

Stage 3

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

By portfolio

 

 

 

 

 

 

 

 

First lien residential mortgages

312,031

 

7,077

 

3,070

 

322,178

 

(39

)

(68

)

(422

)

(529

)

-  of which: interest only (including offset)

31,201

 

1,602

 

376

 

33,179

 

(6

)

(15

)

(91

)

(112

)

-  affordability (including US adjustable rate mortgages)

14,222

 

796

 

514

 

15,532

 

(3

)

(3

)

(3

)

(9

)

Other personal lending

101,638

 

8,674

 

1,781

 

112,093

 

(544

)

(1,268

)

(793

)

(2,605

)

-  other

77,031

 

4,575

 

1,193

 

82,799

 

(229

)

(451

)

(491

)

(1,171

)

-  credit cards

22,285

 

3,959

 

524

 

26,768

 

(310

)

(801

)

(284

)

(1,395

)

-  second lien residential mortgages

750

 

84

 

55

 

889

 

(1

)

(6

)

(10

)

(17

)

-  motor vehicle finance

1,572

 

56

 

9

 

1,637

 

(4

)

(10

)

(8

)

(22

)

At 31 Dec 2019

413,669

 

15,751

 

4,851

 

434,271

 

(583

)

(1,336

)

(1,215

)

(3,134

)

By geography

 

 

 

 

 

 

 

 

Europe

186,561

 

6,854

 

2,335

 

195,750

 

(112

)

(538

)

(578

)

(1,228

)

-   of which: UK

153,313

 

5,455

 

1,612

 

160,380

 

(104

)

(513

)

(370

)

(987

)

Asia

173,523

 

5,855

 

717

 

180,095

 

(223

)

(339

)

(170

)

(732

)

-   of which: Hong Kong

117,013

 

2,751

 

189

 

119,953

 

(90

)

(220

)

(44

)

(354

)

MENA

5,671

 

247

 

299

 

6,217

 

(50

)

(58

)

(189

)

(297

)

North America

41,148

 

1,930

 

1,238

 

44,316

 

(56

)

(119

)

(141

)

(316

)

Latin America

6,766

 

865

 

262

 

7,893

 

(142

)

(282

)

(137

)

(561

)

At 31 Dec 2019

413,669

 

15,751

 

4,851

 

434,271

 

(583

)

(1,336

)

(1,215

)

(3,134

)

 

Total personal lending for loans and other credit-related commitments and financial guarantees by stage distribution

 

Nominal amount

Allowance for ECL

 

Stage 1

Stage 2

Stage 3

Total

Stage 1

Stage 2

Stage 3

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

Europe

51,575

 

604

 

110

 

52,289

 

(10

)

(2

)

-

 

(12

)

-   of which: UK

49,322

 

493

 

105

 

49,920

 

(8

)

(1

)

-

 

(9

)

Asia

149,336

 

682

 

9

 

150,027

 

-

 

-

 

-

 

-

 

-   of which: Hong Kong

115,025

 

27

 

3

 

115,055

 

-

 

-

 

-

 

-

 

MENA

3,150

 

46

 

53

 

3,249

 

-

 

-

 

-

 

-

 

North America

13,919

 

256

 

20

 

14,195

 

(1

)

-

 

-

 

(1

)

Latin America

4,312

 

43

 

3

 

4,358

 

(3

)

-

 

-

 

(3

)

At 31 Dec 2019

222,292

 

1,631

 

195

 

224,118

 

(14

)

(2

)

-

 

(16

)

 

Total personal lending for loans and advances to customers at amortised cost by stage distribution (continued)

 

Gross carrying amount

 

Allowance for ECL

 

 

Stage 1

Stage 2

Stage 3

Total

Stage 1

Stage 2

Stage 3

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

By portfolio

 

 

 

 

 

 

 

 

First lien residential mortgages

284,103

 

6,286

 

2,944

 

293,333

 

(41

)

(62

)

(432

)

(535

)

-  of which: interest only (including offset)

31,874

 

1,324

 

338

 

33,536

 

(3

)

(13

)

(92

)

(108

)

-  affordability (including US adjustable rate mortgages)

16,110

 

1,065

 

507

 

17,682

 

(3

)

(4

)

(5

)

(12

)

Other personal lending

90,578

 

8,789

 

1,637

 

101,004

 

(493

)

(1,203

)

(716

)

(2,412

)

-  other

67,196

 

4,400

 

1,121

 

72,717

 

(214

)

(435

)

(465

)

(1,114

)

-  credit cards

20,932

 

4,259

 

453

 

25,644

 

(272

)

(756

)

(233

)

(1,261

)

-  second lien residential mortgages

1,022

 

100

 

57

 

1,179

 

(2

)

(9

)

(13

)

(24

)

-  motor vehicle finance

1,428

 

30

 

6

 

1,464

 

(5

)

(3

)

(5

)

(13

)

At 31 Dec 2018

374,681

 

15,075

 

4,581

 

394,337

 

(534

)

(1,265

)

(1,148

)

(2,947

)

By geography

 

 

 

 

 

 

 

 

Europe

169,782

 

5,731

 

2,051

 

177,564

 

(105

)

(453

)

(450

)

(1,008

)

-  of which: UK

139,237

 

4,308

 

1,315

 

144,860

 

(93

)

(421

)

(219

)

(733

)

Asia

155,661

 

5,413

 

693

 

161,767

 

(207

)

(353

)

(180

)

(740

)

-  of which: Hong Kong

104,909

 

2,715

 

169

 

107,793

 

(71

)

(220

)

(39

)

(330

)

MENA

5,565

 

350

 

411

 

6,326

 

(61

)

(70

)

(263

)

(394

)

North America

38,283

 

2,552

 

1,186

 

42,021

 

(29

)

(90

)

(142

)

(261

)

Latin America

5,390

 

1,029

 

240

 

6,659

 

(132

)

(299

)

(113

)

(544

)

At 31 Dec 2018

 

374,681

 

15,075

 

4,581

 

394,337

 

(534

)

(1,265

)

(1,148

)

(2,947

)

 



 

Total personal lending for loans and other credit-related commitments and financial guarantees by stage distribution (continued)

 

Nominal amount

Allowance for ECL

 

Stage 1

Stage 2

Stage 3

Total

Stage 1

Stage 2

Stage 3

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

Europe

52,719

 

291

 

290

 

53,300

 

(7

)

-

 

-

 

(7

)

-  of which: UK

50,195

 

224

 

285

 

50,704

 

(5

)

-

 

-

 

(5

)

Asia

131,333

 

1,034

 

1

 

132,368

 

-

 

-

 

-

 

-

 

-  of which: Hong Kong

102,156

 

366

 

-

 

102,522

 

-

 

-

 

-

 

-

 

MENA

3,264

 

67

 

23

 

3,354

 

-

 

-

 

-

 

-

 

North America

14,469

 

312

 

94

 

14,875

 

(1

)

(1

)

-

 

(2

)

Latin America

4,318

 

59

 

4

 

4,381

 

(5

)

-

 

-

 

(5

)

At 31 Dec 2018

 

206,103

 

1,763

 

412

 

208,278

 

(13

)

(1

)

-

 

(14

)


Exposure to UK interest-only mortgage loans

The following information is presented for HSBC branded UK interest-only mortgage loans with balances of $14.6bn. This excludes offset mortgages in the first direct brand, Private Bank mortgages, endowment mortgages and other products.

At the end of 2019, the average LTV ratio in the portfolio was 42%

and 99% of mortgages had an LTV ratio of 75% or less.

Of the interest-only mortgages that expired in 2017, 86% were repaid within 12 months of expiry with a total of 95% being repaid within 24 months of expiry. For interest-only mortgages expiring during 2018, 91% were fully repaid within 12 months of expiry.

The profile of maturing UK interest-only loans is as follows:


UK interest-only mortgage loans

 

$m

Expired interest-only mortgage loans

158

 

Interest-only mortgage loans by maturity

 

- 2020

306

 

- 2021

435

 

- 2022

430

 

- 2023

556

 

- 2024-2028

3,101

 

- Post 2028

9,587

 

At 31 Dec 2019

14,573

 

 

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

Credit impaired

 

 

Stage 1

Stage 2

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 2019

580,784

 

(547

)

16,838

 

(1,266

)

4,993

 

(1,148

)

602,615

 

(2,961

)

Transfers of financial instruments

(4,751

)

(374

)

2,645

 

858

 

2,106

 

(484

)

-

 

-

 

Net remeasurement of ECL arising from transfer of stage

-

 

446

 

-

 

(408

)

-

 

(76

)

-

 

(38

)

Net new and further lending/repayments

50,946

 

3

 

(2,348

)

453

 

(758

)

281

 

47,840

 

737

 

Change in risk parameters - credit quality

-

 

(100

)

-

 

(1,015

)

-

 

(1,190

)

-

 

(2,305

)

Changes to models used for ECL calculation

-

 

(6

)

-

 

60

 

-

 

14

 

-

 

68

 

Assets written off

-

 

-

 

-

 

-

 

(1,345

)

1,345

 

(1,345

)

1,345

 

Foreign exchange and other

8,982

 

(19

)

247

 

(20

)

50

 

43

 

9,279

 

4

 

At 31 Dec 2019

635,961

 

(597

)

17,382

 

(1,338

)

5,046

 

(1,215

)

658,389

 

(3,150

)

ECL income statement change for the period

 

343

 

 

(910

)

 

(971

)

 

(1,538

)

Recoveries

 

 

 

 

 

 

 

314

 

Other

 

 

 

 

 

 

 

4

 

Total ECL income statement change for the period

 

 

 

 

 

 

 

(1,220

)


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 $189m during the period from $2,961m at 31 December 2018 to $3,150m at 31 December 2019.

This increase was primarily driven by:

•   $737m relating to volume movements, which included the ECL allowance associated with new originations, assets derecognised and further lending/repayments;

•   $68m due to changes to models used for ECL calculation;

•   $1,345m of assets written off; and

•   foreign exchange and other movements of $4m.

These were offset by:

•   $2,305m relating to underlying credit quality changes, including the credit quality impact of financial instruments transferring between stages; and

•   $38m relating to the net remeasurement impact of stage transfers.

The ECL charge for the period of $1,538m presented in the above table consisted of $2,305m relating to underlying credit quality changes, including the credit quality impact of financial instruments transferring between stage and $38m relating to the net remeasurement impact of stage transfers. This was partly offset by $737m relating to underlying net book volume movements and $68m in changes to models used for ECL calculation.


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

Credit impaired

 

 

Stage 1

Stage 2

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 2018

549,328

 

(596

)

17,678

 

(1,157

)

4,874

 

(1,312

)

571,880

 

(3,065

)

Transfers of financial instruments

(4,270

)

(411

)

2,047

 

799

 

2,223

 

(388

)

-

 

-

 

Net remeasurement of ECL arising from transfer of stage

-

 

358

 

-

 

(374

)

-

 

(11

)

-

 

(27

)

Net new and further lending/repayments

52,761

 

(241

)

(2,453

)

222

 

(488

)

327

 

49,820

 

308

 

Changes to risk parameters - credit quality

-

 

266

 

-

 

(786

)

-

 

(1,197

)

-

 

(1,717

)

Assets written off

-

 

-

 

-

 

-

 

(1,386

)

1,380

 

(1,386

)

1,380

 

Foreign exchange and other

(17,035

)

77

 

(434

)

30

 

(230

)

53

 

(17,699

)

160

 

At 31 Dec 2018

580,784

 

(547

)

16,838

 

(1,266

)

4,993

 

(1,148

)

602,615

 

(2,961

)

ECL income statement change for the period

 

383

 

 

(938

)

 

(881

)

 

(1,436

)

Recoveries

 

 

 

 

 

 

 

290

 

Others

 

 

 

 

 

 

 

(18

)

Total ECL income statement change for the period

 

 

 

 

 

 

 

 

(1,164

)

 

Personal lending - credit risk profile by internal PD band for loans and advances to customers at amortised cost

 

 

Gross carrying amount

 

Allowance for ECL

 

 

PD range1

Stage 1

Stage 2

Stage 3

Total

Stage 1

Stage 2

Stage 3

Total

ECL coverage

 

%

$m

$m

$m

$m

$m

$m

$m

$m

%

First lien residential mortgages

 

312,031

 

7,077

 

3,070

 

322,178

 

(39

)

(68

)

(422

)

(529

)

0.2

 

- Band 1

0.000 to 0.250

268,490

 

284

 

-

 

268,774

 

(16

)

-

 

-

 

(16

)

-

 

- Band 2

0.251 to 0.500

22,293

 

301

 

-

 

22,594

 

(4

)

-

 

-

 

(4

)

-

 

- Band 3

0.501 to 1.500

17,247

 

2,313

 

-

 

19,560

 

(13

)

(3

)

-

 

(16

)

0.1

 

- Band 4

1.501 to 5.000

3,796

 

1,970

 

-

 

5,766

 

(5

)

(7

)

-

 

(12

)

0.2

 

- Band 5

5.001 to 20.000

198

 

1,383

 

-

 

1,581

 

(1

)

(23

)

-

 

(24

)

1.5

 

- Band 6

20.001 to 99.999

7

 

826

 

-

 

833

 

-

 

(35

)

-

 

(35

)

4.2

 

- Band 7

100.000

-

 

-

 

3,070

 

3,070

 

-

 

-

 

(422

)

(422

)

13.7

 

Other personal lending

 

101,638

 

8,674

 

1,781

 

112,093

 

(544

)

(1,268

)

(793

)

(2,605

)

2.3

 

- Band 1

0.000 to 0.250

46,533

 

60

 

-

 

46,593

 

(120

)

-

 

-

 

(120

)

0.3

 

- Band 2

0.251 to 0.500

16,435

 

65

 

-

 

16,500

 

(38

)

(26

)

-

 

(64

)

0.4

 

- Band 3

0.501 to 1.500

25,160

 

317

 

-

 

25,477

 

(110

)

(13

)

-

 

(123

)

0.5

 

- Band 4

1.501 to 5.000

10,951

 

3,483

 

-

 

14,434

 

(144

)

(329

)

-

 

(473

)

3.3

 

- Band 5

5.001 to 20.000

2,421

 

3,434

 

-

 

5,855

 

(132

)

(440

)

-

 

(572

)

9.8

 

- Band 6

20.001 to 99.999

138

 

1,315

 

-

 

1,453

 

-

 

(460

)

-

 

(460

)

31.7

 

- Band 7

100.000

-

 

-

 

1,781

 

1,781

 

-

 

-

 

(793

)

(793

)

44.5

 

At 31 Dec 2019

 

413,669

 

15,751

 

4,851

 

434,271

 

(583

)

(1,336

)

(1,215

)

(3,134

)

0.7

 

 

First lien residential mortgages

 

284,103

 

6,286

 

2,944

 

293,333

 

(41

)

(62

)

(432

)

(535

)

0.2

 

- Band 1

0.000 to 0.250

247,046

 

308

 

-

 

247,354

 

(15

)

-

 

-

 

(15

)

-

 

- Band 2

0.251 to 0.500

15,458

 

78

 

-

 

15,536

 

(4

)

-

 

-

 

(4

)

-

 

- Band 3

0.501 to 1.500

17,987

 

1,881

 

-

 

19,868

 

(14

)

(2

)

-

 

(16

)

0.1

- Band 4

1.501 to 5.000

3,295

 

1,575

 

-

 

4,870

 

(7

)

(6

)

-

 

(13

)

0.3

- Band 5

5.001 to 20.000

301

 

1,445

 

-

 

1,746

 

(1

)

(19

)

-

 

(20

)

1.1

- Band 6

20.001 to 99.999

16

 

999

 

-

 

1,015

 

-

 

(35

)

-

 

(35

)

3.4

- Band 7

100.000

-

 

-

 

2,944

 

2,944

 

-

 

-

 

(432

)

(432

)

14.7

Other personal lending

 

90,578

 

8,789

 

1,637

 

101,004

 

(493

)

(1,203

)

(716

)

(2,412

)

2.4

- Band 1

0.000 to 0.250

41,048

 

38

 

-

 

41,086

 

(95

)

-

 

-

 

(95

)

0.2

- Band 2

0.251 to 0.500

12,524

 

116

 

-

 

12,640

 

(34

)

-

 

-

 

(34

)

0.3

- Band 3

0.501 to 1.500

23,573

 

323

 

-

 

23,896

 

(122

)

(26

)

-

 

(148

)

0.6

- Band 4

1.501 to 5.000

11,270

 

3,089

 

-

 

14,359

 

(131

)

(285

)

-

 

(416

)

2.9

- Band 5

5.001 to 20.000

2,158

 

4,061

 

-

 

6,219

 

(111

)

(465

)

-

 

(576

)

9.3

- Band 6

20.001 to 99.999

5

 

1,162

 

-

 

1,167

 

-

 

(427

)

-

 

(427

)

36.6

- Band 7

100.000

-

 

-

 

1,637

 

1,637

 

-

 

-

 

(716

)

(716

)

43.7

At 31 Dec 2018

 

374,681

 

15,075

 

4,581

 

394,337

 

(534

)

(1,265

)

(1,148

)

(2,947

)

0.7

1  12-month point in time adjusted for multiple economic scenarios.



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)

 

 

 

Of which:

 

Total

UK

Hong Kong

US

 

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

 

$m

%

$m

%

$m

%

$m

%

Stage 1

 

 

 

 

 

 

 

 

Fully collateralised

326,510

 

-

 

143,772

 

-

 

86,049

 

-

 

16,079

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

168,923

 

-

 

70,315

 

-

 

57,043

 

-

 

8,170

 

-

 

-  51% to 60%

55,287

 

-

 

21,898

 

-

 

13,169

 

-

 

3,330

 

-

 

-  61% to 70%

44,208

 

-

 

19,903

 

-

 

6,478

 

-

 

2,702

 

-

 

-  71% to 80%

33,049

 

-

 

17,649

 

-

 

3,195

 

-

 

1,610

 

-

 

-  81% to 90%

18,157

 

-

 

11,127

 

-

 

3,685

 

-

 

198

 

-

 

-  91% to 100%

6,886

 

-

 

2,880

 

-

 

2,479

 

-

 

69

 

-

 

Partially collateralised (A):

1,384

 

0.1

326

 

-

 

284

 

-

 

5

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  101% to 110%

843

 

0.1

89

 

-

 

281

 

-

 

3

 

-

 

-  111% to 120%

195

 

0.2

48

 

-

 

1

 

-

 

1

 

-

 

-  greater than 120%

346

 

0.1

189

 

-

 

2

 

-

 

1

 

-

 

-  collateral value on A

1,232

 

 

232

 

 

279

 

 

5

 

 

Total

327,894

 

-

 

144,098

 

-

 

86,333

 

-

 

16,084

 

-

 

Stage 2

 

 

 

 

 

 

 

 

Fully collateralised

7,087

 

0.9

1,941

 

1.0

1,116

 

-

 

1,074

 

0.3

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

3,781

 

0.5

1,146

 

0.7

892

 

-

 

680

 

0.2

-  51% to 60%

923

 

1.1

233

 

1.5

95

 

-

 

184

 

0.3

-  61% to 70%

909

 

1.2

262

 

1.2

59

 

-

 

130

 

0.6

-  71% to 80%

894

 

1.1

231

 

1.0

32

 

-

 

53

 

1.3

-  81% to 90%

425

 

1.6

36

 

2.9

25

 

-

 

17

 

2.7

-  91% to 100%

155

 

4.4

33

 

1.8

13

 

-

 

10

 

1.1

Partially collateralised (B):

76

 

7.2

23

 

1.8

1

 

-

 

4

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  101% to 110%

45

 

5.4

20

 

1.5

1

 

-

 

2

 

-

 

-  111% to 120%

10

 

11.1

1

 

4.8

-

 

-

 

1

 

-

 

-  greater than 120%

21

 

9.0

2

 

3.0

-

 

-

 

1

 

-

 

-  collateral value on B

69

 

 

20

 

 

1

 

 

3

 

 

Total

7,163

 

1.0

1,964

 

1.0

1,117

 

-

 

1,078

 

0.3

Stage 3

 

 

 

 

 

 

 

 

Fully collateralised

2,725

 

9.0

1,177

 

9.9

44

0.5

 

695

 

0.7

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

1,337

 

7.1

711

 

7.8

39

 

0.5

 

279

 

0.7

-  51% to 60%

410

 

7.0

159

 

10.0

3

 

0.2

 

126

 

0.8

-  61% to 70%

358

 

7.9

136

 

10.6

-

 

-

 

125

 

0.8

-  71% to 80%

309

 

13.4

100

 

18.9

1

 

-

 

93

 

1.1

-  81% to 90%

178

 

13.8

47

 

12.3

1

 

-

 

51

 

-

 

-  91% to 100%

133

 

21.8

24

 

26.3

-

 

-

 

21

 

-

 

Partially collateralised (C):

371

 

47.6

25

 

27.3

-

 

-

 

13

 

0.2

LTV ratio:

 

 

 

 

 

 

 

 

-  101% to 110%

97

 

36.4

11

 

19.1

-

 

-

 

7

 

0.3

-  111% to 120%

62

 

37.8

6

 

22.7

-

 

-

 

2

 

0.3

-  greater than 120%

212

 

55.6

8

 

42.0

-

 

-

 

4

 

-

 

-  collateral value on C

305

 

 

24

 

 

-

 

 

13

 

 

Total

3,096

 

13.7

1,202

 

10.3

44

0.5

 

708

 

0.7

At 31 Dec 2019

338,153

 

0.2

147,264

 

0.1

87,494

 

-

 

17,870

 

0.1

 



 

Personal lending - residential mortgage loans including loan commitments by level of collateral for key countries/territories by stage

(continued)

(Audited)

 

 

 

Of which:

 

Total

UK

Hong Kong

US

 

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

Gross carrying/nominal amount

ECL coverage

 

$m

%

$m

%

$m

%

$m

%

Stage 1

 

 

 

 

 

 

 

 

Fully collateralised

299,072

 

-

 

130,646

 

-

 

79,180

 

-

 

15,321

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

160,563

 

-

 

66,834

 

-

 

54,262

 

-

 

8,060

 

-

 

-  51% to 60%

51,415

 

-

 

20,937

 

-

 

11,591

 

-

 

3,382

 

-

 

-  61% to 70%

40,273

 

-

 

17,480

 

-

 

5,979

 

-

 

2,473

 

-

 

-  71% to 80%

28,383

 

-

 

15,086

 

-

 

2,986

 

-

 

1,113

 

-

 

-  81% to 90%

14,191

 

-

 

8,824

 

-

 

2,637

 

-

 

158

 

-

 

-  91% to 100%

4,247

 

0.1

1,485

 

-

 

1,725

 

-

 

135

 

-

 

Partially collateralised (A):

1,420

 

0.1

581

 

-

 

300

 

-

 

10

 

-

 

LTV ratio:

 

 

 

 

 

 

 

 

-  101% to 110%

808

 

0.1

334

 

-

 

256

 

-

 

5

 

-

 

-  111% to 120%

184

 

0.2

46

 

-

 

41

 

-

 

2

 

-

 

-  greater than 120%

428

 

0.2

201

 

-

 

3

 

-

 

3

 

-

 

-  collateral value on A

1,266

 

 

493

 

 

284

 

 

8

 

 

Total

300,492

 

-

 

131,227

 

-

 

79,480

 

-

 

15,331

 

-

 

Stage 2

 

 

 

 

 

 

 

 

Fully collateralised

6,170

 

1.0

1,234

 

1.3

867

 

-

 

1,435

 

0.3

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

3,334

 

0.7

917

 

0.9

699

 

-

 

814

 

0.1

-  51% to 60%

932

 

1.1

113

 

3.0

74

 

-

 

268

 

0.4

-  61% to 70%

853

 

1.0

105

 

2.2

43

 

-

 

231

 

0.3

-  71% to 80%

586

 

1.3

39

 

3.4

28

 

-

 

79

 

0.9

-  81% to 90%

331

 

1.7

27

 

3.1

20

 

-

 

32

 

1.6

-  91% to 100%

134

 

2.4

33

 

1.5

3

 

-

 

11

 

0.8

Partially collateralised (B):

123

 

2.9

46

 

0.2

1

 

-

 

5

 

0.3

LTV ratio:

 

 

 

 

 

 

 

 

-  101% to 110%

76

 

1.5

44

 

0.1

1

 

-

 

3

 

0.5

-  111% to 120%

17

 

4.5

1

 

4.3

-

 

-

 

1

 

-

 

-  greater than 120%

30

 

5.3

1

 

0.6

-

 

-

 

1

 

-

 

-  collateral value on B

118

 

 

44

 

 

1

 

 

4

 

 

Total

6,293

 

1.0

1,280

 

1.3

868

 

-

 

1,440

 

0.3

Stage 3

 

 

 

 

 

 

 

 

Fully collateralised

2,557

 

12.3

1,023

 

10.9

25

 

0.9

671

 

1.0

LTV ratio:

 

 

 

 

 

 

 

 

-  less than 50%

1,255

 

13.6

638

 

7.8

24

 

0.9

219

 

0.9

-  51% to 60%

359

 

8.3

151

 

11.3

1

 

-

 

107

 

0.9

-  61% to 70%

336

 

12.0

119

 

18.4

-

 

-

 

105

 

1.0

-  71% to 80%

280

 

9.9

70

 

14.8

-

 

-

 

114

 

0.9

-  81% to 90%

190

 

9.4

33

 

19.4

-

 

-

 

81

 

1.2

-  91% to 100%

137

 

19.8

12

 

45.9

-

 

-

 

45

 

2.2

Partially collateralised (C):

391

 

33.6

23

 

15.8

-

 

-

 

24

 

0.4

LTV ratio:

 

 

 

 

 

 

 

 

-  101% to 110%

73

 

17.4

10

 

14.3

-

 

-

 

14

 

0.6

-  111% to 120%

68

 

24.2

5

 

26.4

-

 

-

 

6

 

0.3

-  greater than 120%

250

 

40.8

8

 

11.1

-

 

-

 

4

 

0.2

-  collateral value on C

372

 

 

20

 

 

-

 

 

22

 

 

Total

2,948

 

15.1

1,046

 

11.0

25

 

0.9

695

 

1.0

At 31 Dec 2018

309,733

 

0.2

133,553

 

0.1

80,373

 

-

 

17,466

 

0.1

 


 


Supplementary information



Wholesale lending - loans and advances to customers at amortised cost by country/territory

 

Gross carrying amount

Allowance for ECL

 

Corporate and commercial

Of which: real estate1

Non-bank financial institutions

Total

Corporate and commercial

Of which: real estate1

Non-bank financial institutions

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

Europe

175,215

 

26,587

 

26,497

 

201,712

 

(2,304

)

(354

)

(81

)

(2,385

)

-  UK

126,760

 

18,941

 

18,545

 

145,305

 

(1,629

)

(303

)

(26

)

(1,655

)

-  France

27,885

 

5,643

 

4,899

 

32,784

 

(423

)

(28

)

(52

)

(475

)

-  Germany

9,771

 

390

 

1,743

 

11,514

 

(60

)

-

 

-

 

(60

)

-  Switzerland

1,535

 

554

 

406

 

1,941

 

(1

)

-

 

-

 

(1

)

-  other

9,264

 

1,059

 

904

 

10,168

 

(191

)

(23

)

(3

)

(194

)

Asia

267,709

 

85,556

 

32,157

 

299,866

 

(1,449

)

(94

)

(52

)

(1,501

)

-  Hong Kong

168,380

 

67,856

 

19,776

 

188,156

 

(750

)

(51

)

(40

)

(790

)

-  Australia

11,428

 

1,993

 

1,743

 

13,171

 

(70

)

(3

)

-

 

(70

)

-  India

6,657

 

1,565

 

2,622

 

9,279

 

(49

)

(3

)

(1

)

(50

)

-  Indonesia

4,346

 

63

 

353

 

4,699

 

(222

)

(1

)

(2

)

(224

)

-  mainland China

26,594

 

5,304

 

5,911

 

32,505

 

(198

)

(29

)

(8

)

(206

)

-  Malaysia

6,914

 

1,597

 

230

 

7,144

 

(40

)

(2

)

-

 

(40

)

-  Singapore

19,986

 

5,235

 

618

 

20,604

 

(60

)

(2

)

-

 

(60

)

-  Taiwan

6,384

 

28

 

82

 

6,466

 

(2

)

-

 

-

 

(2

)

-  other

17,020

 

1,915

 

822

 

17,842

 

(58

)

(3

)

(1

)

(59

)

Middle East and North Africa (excluding Saudi Arabia)

23,447

 

1,816

 

288

 

23,735

 

(1,087

)

(181

)

(13

)

(1,100

)

-  Egypt

1,889

 

35

 

16

 

1,905

 

(132

)

-

 

(3

)

(135

)

-  UAE

13,697

 

1,695

 

122

 

13,819

 

(683

)

(179

)

(7

)

(690

)

-  other

7,861

 

86

 

150

 

8,011

 

(272

)

(2

)

(3

)

(275

)

North America

59,680

 

15,128

 

10,078

 

69,758

 

(274

)

(43

)

(11

)

(285

)

-  US

34,477

 

8,282

 

8,975

 

43,452

 

(116

)

(14

)

(2

)

(118

)

-  Canada

24,427

 

6,556

 

979

 

25,406

 

(136

)

(10

)

(4

)

(140

)

-  other

776

 

290

 

124

 

900

 

(22

)

(19

)

(5

)

(27

)

Latin America

14,448

 

1,665

 

1,685

 

16,133

 

(324

)

(8

)

(3

)

(327

)

-  Mexico

12,352

 

1,664

 

1,625

 

13,977

 

(221

)

(8

)

(3

)

(224

)

-  other

2,096

 

1

 

60

 

2,156

 

(103

)

-

 

-

 

(103

)

At 31 Dec 2019

540,499

 

130,752

 

70,705

 

611,204

 

(5,438

)

(680

)

(160

)

(5,598

)

 

Europe

176,577

 

25,715

 

22,529

 

199,106

 

(2,507

)

(481

)

(82

)

(2,589

)

-  UK

127,093

 

18,384

 

17,703

 

144,796

 

(1,701

)

(410

)

(78

)

(1,779

)

-  France

28,204

 

5,890

 

2,488

 

30,692

 

(405

)

(36

)

(1

)

(406

)

-  Germany

10,454

 

246

 

1,371

 

11,825

 

(35

)

-

 

-

 

(35

)

-  Switzerland

1,674

 

509

 

348

 

2,022

 

(1

)

-

 

-

 

(1

)

-  other

9,152

 

686

 

619

 

9,771

 

(365

)

(35

)

(3

)

(368

)

Asia

263,608

 

79,941

 

27,284

 

290,892

 

(1,343

)

(67

)

(31

)

(1,374

)

-  Hong Kong

168,621

 

63,287

 

15,062

 

183,683

 

(579

)

(40

)

(20

)

(599

)

-  Australia

11,335

 

2,323

 

2,115

 

13,450

 

(68

)

(3

)

-

 

(68

)

-  India

6,396

 

1,408

 

2,846

 

9,242

 

(77

)

(4

)

(1

)

(78

)

-  Indonesia

4,286

 

35

 

354

 

4,640

 

(269

)

-

 

(2

)

(271

)

-  mainland China

24,225

 

4,423

 

5,146

 

29,371

 

(172

)

(15

)

(6

)

(178

)

-  Malaysia

7,924

 

1,649

 

274

 

8,198

 

(77

)

(2

)

-

 

(77

)

-  Singapore

17,564

 

4,463

 

431

 

17,995

 

(31

)

(2

)

-

 

(31

)

-  Taiwan

6,008

 

23

 

156

 

6,164

 

(2

)

-

 

-

 

(2

)

-  other

17,249

 

2,330

 

900

 

18,149

 

(68

)

(1

)

(2

)

(70

)

Middle East and North Africa (excluding Saudi Arabia)

23,738

 

2,025

 

322

 

24,060

 

(1,167

)

(178

)

(1

)

(1,168

)

-  Egypt

1,746

 

41

 

-

 

1,746

 

(125

)

-

 

-

 

(125

)

-  UAE

14,445

 

1,849

 

206

 

14,651

 

(721

)

(176

)

(1

)

(722

)

-  other

7,547

 

135

 

116

 

7,663

 

(321

)

(2

)

-

 

(321

)

North America

56,983

 

14,169

 

9,647

 

66,630

 

(236

)

(37

)

(8

)

(244

)

-  US

35,714

 

8,422

 

8,777

 

44,491

 

(103

)

(8

)

(2

)

(105

)

-  Canada

20,493

 

5,354

 

770

 

21,263

 

(105

)

(5

)

(2

)

(107

)

-  other

776

 

393

 

100

 

876

 

(28

)

(24

)

(4

)

(32

)

Latin America

13,671

 

1,383

 

1,625

 

15,296

 

(299

)

(8

)

(4

)

(303

)

-  Mexico

11,302

 

1,354

 

1,567

 

12,869

 

(225

)

(8

)

(4

)

(229

)

-  other

2,369

 

29

 

58

 

2,427

 

(74

)

-

 

-

 

(74

)

At 31 Dec 2018

534,577

 

123,233

 

61,407

 

595,984

 

(5,552

)

(771

)

(126

)

(5,678

)

1  Real estate lending within this disclosure corresponds solely to the industry of the borrower. Commercial real estate on page 111 includes borrowers in multiple industries investing in income-producing assets and to a lesser extent, their construction and development.



 

Personal lending - loans and advances to customers at amortised cost by country/territory

 

Gross carrying amount

Allowance for ECL

 

First lien residential mortgages

Other personal

Of which: credit cards

Total

First lien residential mortgages

Other personal

Of which: credit cards

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

Europe

145,382

 

50,368

 

10,246

 

195,750

 

(266

)

(962

)

(438

)

(1,228

)

-  UK

137,985

 

22,395

 

9,816

 

160,380

 

(159

)

(828

)

(434

)

(987

)

-  France

3,520

 

21,120

 

376

 

24,640

 

(39

)

(101

)

(3

)

(140

)

-  Germany

-

 

325

 

-

 

325

 

-

 

-

 

-

 

-

 

-  Switzerland

1,183

 

6,165

 

-

 

7,348

 

(6

)

(17

)

-

 

(23

)

-  other

2,694

 

363

 

54

 

3,057

 

(62

)

(16

)

(1

)

(78

)

Asia

131,864

 

48,231

 

12,144

 

180,095

 

(42

)

(690

)

(463

)

(732

)

-  Hong Kong

86,892

 

33,061

 

8,043

 

119,953

 

(1

)

(353

)

(242

)

(354

)

-  Australia

16,997

 

693

 

603

 

17,690

 

(5

)

(34

)

(33

)

(39

)

-  India

1,047

 

528

 

219

 

1,575

 

(5

)

(21

)

(15

)

(26

)

-  Indonesia

67

 

329

 

204

 

396

 

-

 

(24

)

(18

)

(24

)

-  mainland China

8,966

 

1,190

 

656

 

10,156

 

(2

)

(74

)

(68

)

(76

)

-  Malaysia

2,840

 

3,200

 

980

 

6,040

 

(22

)

(73

)

(33

)

(95

)

-  Singapore

6,687

 

7,033

 

452

 

13,720

 

(1

)

(60

)

(19

)

(61

)

-  Taiwan

5,286

 

1,004

 

297

 

6,290

 

0

 

(14

)

(4

)

(14

)

-  other

3,082

 

1,193

 

690

 

4,275

 

(6

)

(37

)

(31

)

(43

)

Middle East and North Africa (excluding Saudi Arabia)

2,303

 

3,914

 

1,042

 

6,217

 

(62

)

(235

)

(111

)

(297

)

-  Egypt

-

 

346

 

88

 

346

 

-

 

(3

)

(1

)

(3

)

-  UAE

1,920

 

1,462

 

517

 

3,382

 

(59

)

(121

)

(54

)

(180

)

-  other

383

 

2,106

 

437

 

2,489

 

(3

)

(111

)

(56

)

(114

)

North America

39,065

 

5,251

 

1,742

 

44,316

 

(122

)

(194

)

(142

)

(316

)

-  US

17,870

 

2,551

 

1,424

 

20,421

 

(8

)

(160

)

(134

)

(168

)

-  Canada

19,997

 

2,495

 

271

 

22,492

 

(21

)

(25

)

(7

)

(46

)

-  other

1,198

 

205

 

47

 

1,403

 

(93

)

(9

)

(1

)

(102

)

Latin America

3,564

 

4,329

 

1,594

 

7,893

 

(37

)

(524

)

(241

)

(561

)

-  Mexico

3,419

 

3,780

 

1,308

 

7,199

 

(31

)

(488

)

(224

)

(519

)

-  other

145

 

549

 

286

 

694

 

(6

)

(36

)

(17

)

(42

)

At 31 Dec 2019

322,178

 

112,093

 

26,768

 

434,271

 

(529

)

(2,605

)

(1,395

)

(3,134

)

 

Europe

131,557

 

46,007

 

9,790

 

177,564

 

(258

)

(750

)

(313

)

(1,008

)

-  UK

124,357

 

20,503

 

9,356

 

144,860

 

(141

)

(592

)

(309

)

(733

)

-  France

3,454

 

19,616

 

376

 

23,070

 

(43

)

(114

)

(4

)

(157

)

-  Germany

-

 

288

 

-

 

288

 

-

 

-

 

-

 

-

 

-  Switzerland

1,120

 

5,213

 

-

 

6,333

 

(2

)

(19

)

-

 

(21

)

-  other

2,626

 

387

 

58

 

3,013

 

(72

)

(25

)

-

 

(97

)

Asia

119,718

 

42,049

 

11,900

 

161,767

 

(44

)

(696

)

(465

)

(740

)

-  Hong Kong

79,059

 

28,734

 

8,124

 

107,793

 

(1

)

(329

)

(228

)

(330

)

-  Australia

13,858

 

764

 

626

 

14,622

 

(5

)

(55

)

(54

)

(60

)

-  India

1,030

 

608

 

228

 

1,638

 

(5

)

(20

)

(14

)

(25

)

-  Indonesia

59

 

279

 

206

 

338

 

-

 

(34

)

(27

)

(34

)

-  mainland China

8,706

 

1,139

 

502

 

9,845

 

(2

)

(57

)

(50

)

(59

)

-  Malaysia

2,890

 

3,209

 

888

 

6,099

 

(24

)

(71

)

(33

)

(95

)

-  Singapore

5,991

 

5,353

 

434

 

11,344

 

-

 

(70

)

(21

)

(70

)

-  Taiwan

5,123

 

860

 

289

 

5,983

 

(1

)

(20

)

(5

)

(21

)

-  other

3,002

 

1,103

 

603

 

4,105

 

(6

)

(40

)

(33

)

(46

)

Middle East and North Africa (excluding Saudi Arabia)

2,393

 

3,933

 

1,181

 

6,326

 

(88

)

(306

)

(148

)

(394

)

-  Egypt

-

 

309

 

71

 

309

 

-

 

(5

)

(1

)

(5

)

-  UAE

1,974

 

1,477

 

538

 

3,451

 

(82

)

(126

)

(54

)

(208

)

-  other

419

 

2,147

 

572

 

2,566

 

(6

)

(175

)

(93

)

(181

)

North America

36,964

 

5,057

 

1,341

 

42,021

 

(122

)

(139

)

(81

)

(261

)

-  US

17,464

 

2,280

 

1,028

 

19,744

 

(13

)

(106

)

(75

)

(119

)

-  Canada

18,267

 

2,562

 

265

 

20,829

 

(16

)

(23

)

(5

)

(39

)

-  other

1,233

 

215

 

48

 

1,448

 

(93

)

(10

)

(1

)

(103

)

Latin America

2,701

 

3,958

 

1,432

 

6,659

 

(23

)

(521

)

(254

)

(544

)

-  Mexico

2,550

 

3,192

 

1,121

 

5,742

 

(22

)

(465

)

(227

)

(487

)

-  other

151

 

766

 

311

 

917

 

(1

)

(56

)

(27

)

(57

)

At 31 Dec 2018

293,333

 

101,004

 

25,644

 

394,337

 

(535

)

(2,412

)

(1,261

)

(2,947

)

 


 

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

POCI

Total

Stage 1

Stage 2

Stage 3

POCI

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

$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

)

-  RBWM

378,792

 

15,251

 

4,472

 

-

 

398,515

 

(593

)

(1,320

)

(1,210

)

-

 

(3,123

)

-  CMB

297,319

 

46,423

 

6,649

 

212

 

350,603

 

(520

)

(765

)

(3,190

)

(68

)

(4,543

)

-  GB&M

228,546

 

16,934

 

1,598

 

120

 

247,198

 

(173

)

(176

)

(550

)

(31

)

(930

)

-  GPB

45,512

 

1,543

 

659

 

-

 

47,714

 

(9

)

(10

)

(102

)

-

 

(121

)

-  Corporate Centre

1,414

 

31

 

-

 

-

 

1,445

 

(2

)

(13

)

-

 

-

 

(15

)

Loans and advances to banks at amortised cost

67,769

 

1,450

 

-

 

-

 

69,219

 

(14

)

(2

)

-

 

-

 

(16

)

-  RBWM

4,733

 

388

 

-

 

-

 

5,121

 

-

 

(1

)

-

 

-

 

(1

)

-  CMB

1,245

 

216

 

-

 

-

 

1,461

 

(2

)

-

 

-

 

-

 

(2

)

-  GB&M

23,420

 

801

 

-

 

-

 

24,221

 

(9

)

(1

)

-

 

-

 

(10

)

-  GPB

28

 

-

 

-

 

-

 

28

 

-

 

-

 

-

 

-

 

-

 

-  Corporate Centre

38,343

 

45

 

-

 

-

 

38,388

 

(3

)

-

 

-

 

-

 

(3

)

Other financial assets measured at amortised cost

613,200

 

1,827

 

151

 

1

 

615,179

 

(38

)

(38

)

(42

)

-

 

(118

)

-  RBWM

55,915

 

535

 

32

 

-

 

56,482

 

(21

)

(30

)

(3

)

-

 

(54

)

-  CMB

13,698

 

900

 

47

 

1

 

14,646

 

(8

)

(7

)

(26

)

-

 

(41

)

-  GB&M

280,621

 

372

 

34

 

-

 

281,027

 

(5

)

(1

)

(11

)

-

 

(17

)

-  GPB

1,406

 

9

 

4

 

-

 

1,419

 

-

 

-

 

(2

)

-

 

(2

)

-  Corporate Centre

261,560

 

11

 

34

 

-

 

261,605

 

(4

)

-

 

-

 

-

 

(4

)

Total gross carrying amount on-balance sheet at 31 Dec 2019

1,632,552

 

83,459

 

13,529

 

333

 

1,729,873

 

(1,349

)

(2,324

)

(5,094

)

(99

)

(8,866

)

Loans and other credit-related commitments

577,631

 

21,618

 

771

 

9

 

600,029

 

(137

)

(133

)

(59

)

-

 

(329

)

-  RBWM

171,118

 

1,850

 

180

 

-

 

173,148

 

(14

)

(1

)

-

 

-

 

(15

)

-  CMB

117,703

 

11,403

 

558

 

9

 

129,673

 

(69

)

(65

)

(56

)

-

 

(190

)

-  GB&M

246,805

 

8,270

 

28

 

-

 

255,103

 

(53

)

(67

)

(3

)

-

 

(123

)

-  GPB

41,975

 

95

 

5

 

-

 

42,075

 

(1

)

-

 

-

 

-

 

(1

)

-  Corporate Centre

30

 

-

 

-

 

-

 

30

 

-

 

-

 

-

 

-

 

-

 

Financial guarantees

 

17,684

 

2,340

 

186

 

4

 

20,214

 

(16

)

(22

)

(10

)

-

 

(48

)

-  RBWM

61

 

2

 

1

 

-

 

64

 

-

 

-

 

-

 

-

 

-

 

-  CMB

7,446

 

1,442

 

105

 

4

 

8,997

 

(9

)

(12

)

(6

)

-

 

(27

)

-  GB&M

9,263

 

894

 

80

 

-

 

10,237

 

(7

)

(10

)

(4

)

-

 

(21

)

-  GPB

911

 

2

 

-

 

-

 

913

 

-

 

-

 

-

 

-

 

-

 

-  Corporate Centre

3

 

-

 

-

 

-

 

3

 

-

 

-

 

-

 

-

 

-

 

Total nominal amount off-balance sheet at 31 Dec 2019

595,315

 

23,958

 

957

 

13

 

620,243

 

(153

)

(155

)

(69

)

-

 

(377

)

 

 

 

 

 

 

 

 

 

 

 

RBWM

13,754

 

278

 

-

 

-

 

14,032

 

(5

)

(58

)

-

 

-

 

(63

)

CMB

250

 

25

 

-

 

1

 

276

 

-

 

(12

)

-

 

-

 

(12

)

GB&M

1,055

 

18

 

-

 

-

 

1,073

 

-

 

(8

)

-

 

-

 

(8

)

GPB

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Corporate Centre

339,590

 

693

 

-

 

-

 

340,283

 

(34

)

(49

)

-

 

-

 

(83

)

Debt instruments measured at FVOCI at

31 Dec 2019

354,649

 

1,014

 

-

 

1

 

355,664

 

(39

)

(127

)

-

 

-

 

(166

)


 



 

Summary of financial instruments to which the impairment requirements in IFRS 9 are applied - by global business1 (continued)

 

Gross carrying/nominal amount

Allowance for ECL

 

Stage 1

Stage 2

Stage 3

POCI

Total

Stage 1

Stage 2

Stage 3

POCI

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

$m

Loans and advances to customers at amortised cost

908,393

 

68,581

 

13,023

 

324

 

990,321

 

(1,276

)

(2,108

)

(5,047

)

(194

)

(8,625

)

-  RBWM

340,606

 

19,228

 

4,960

 

-

 

364,794

 

(544

)

(1,250

)

(1,129

)

-

 

(2,923

)

-  CMB

299,523

 

32,109

 

5,732

 

298

 

337,662

 

(538

)

(659

)

(3,110

)

(194

)

(4,501

)

-  GB&M

228,035

 

16,327

 

1,683

 

25

 

246,070

 

(188

)

(182

)

(718

)

-

 

(1,088

)

-  GPB

37,970

 

724

 

618

 

1

 

39,313

 

(5

)

(3

)

(89

)

-

 

(97

)

-  Corporate Centre

2,259

 

193

 

30

 

-

 

2,482

 

(1

)

(14

)

(1

)

-

 

(16

)

Loans and advances to banks at amortised cost

71,873

 

307

 

-

 

-

 

72,180

 

(11

)

(2

)

-

 

-

 

(13

)

-  RBWM

5,801

 

5

 

-

 

-

 

5,806

 

(1

)

-

 

-

 

-

 

(1

)

-  CMB

1,912

 

15

 

-

 

-

 

1,927

 

(1

)

-

 

-

 

-

 

(1

)

-  GB&M

25,409

 

212

 

-

 

-

 

25,621

 

(7

)

(2

)

-

 

-

 

(9

)

-  GPB

46

 

-

 

-

 

-

 

46

 

-

 

-

 

-

 

-

 

-

 

-  Corporate Centre

38,705

 

75

 

-

 

-

 

38,780

 

(2

)

-

 

-

 

-

 

(2

)

Other financial assets measured at amortised cost

581,118

 

1,673

 

126

 

-

 

582,917

 

(27

)

(6

)

(22

)

-

 

(55

)

-  RBWM

49,142

 

184

 

32

 

-

 

49,358

 

(14

)

(2

)

(1

)

-

 

(17

)

-  CMB

15,082

 

774

 

60

 

-

 

15,916

 

(7

)

(3

)

(21

)

-

 

(31

)

-  GB&M

272,028

 

703

 

20

 

-

 

272,751

 

(1

)

(1

)

-

 

-

 

(2

)

-  GPB

924

 

1

 

2

 

-

 

927

 

-

 

-

 

-

 

-

 

-

 

-  Corporate Centre

243,942

 

11

 

12

 

-

 

243,965

 

(5

)

-

 

-

 

-

 

(5

)

Total gross carrying amount on-balance sheet at

31 Dec 2018

1,561,384

 

70,561

 

13,149

 

324

 

1,645,418

 

(1,314

)

(2,116

)

(5,069

)

(194

)

(8,693

)

Loans and other credit-related commitments

567,232

 

23,857

 

912

 

7

 

592,008

 

(143

)

(139

)

(43

)

-

 

(325

)

-  RBWM

164,589

 

1,792

 

399

 

-

 

166,780

 

(6

)

(1

)

(1

)

-

 

(8

)

-  CMB

112,969

 

10,129

 

308

 

5

 

123,411

 

(72

)

(52

)

(40

)

-

 

(164

)

-  GB&M

251,676

 

10,892

 

194

 

2

 

262,764

 

(58

)

(86

)

(2

)

-

 

(146

)

-  GPB

33,885

 

1,044

 

11

 

-

 

34,940

 

-

 

-

 

-

 

-

 

-

 

-  Corporate Centre

4,113

 

-

 

-

 

-

 

4,113

 

(7

)

-

 

-

 

-

 

(7

)

Financial guarantees

20,834

 

2,384

 

297

 

3

 

23,518

 

(19

)

(29

)

(45

)

-

 

(93

)

-  RBWM

54

 

3

 

3

 

-

 

60

 

-

 

-

 

-

 

-

 

-

 

-  CMB

7,605

 

1,227

 

230

 

3

 

9,065

 

(10

)

(11

)

(39

)

-

 

(60

)

-  GB&M

12,067

 

1,141

 

63

 

-

 

13,271

 

(8

)

(18

)

(5

)

-

 

(31

)

-  GPB

1,053

 

13

 

-

 

-

 

1,066

 

(1

)

-

 

-

 

-

 

(1

)

-  Corporate Centre

55

 

-

 

1

 

-

 

56

 

-

 

-

 

(1

)

-

 

(1

)

Total nominal amount off-balance sheet at

31 Dec 2018

588,066

 

26,241

 

1,209

 

10

 

615,526

 

(162

)

(168

)

(88

)

-

 

(418

)

 

 

 

 

 

 

 

 

 

 

 

RBWM

13,160

 

153

 

-

 

-

 

13,313

 

(5

)

-

 

-

 

-

 

(5

)

CMB

226

 

-

 

-

 

1

 

227

 

(2

)

-

 

-

 

-

 

(2

)

GB&M

1,994

 

-

 

-

 

-

 

1,994

 

(5

)

-

 

-

 

-

 

(5

)

GPB

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

Corporate Centre

326,795

 

770

 

7

 

4

 

327,576

 

(21

)

(50

)

(1

)

-

 

(72

)

Debt instruments measured at FVOCI at

31 Dec 2018

342,175

 

923

 

7

 

5

 

343,110

 

(33

)

(50

)

(1

)

-

 

(84

)

1  During the period, the Group has re-presented the UK wholesale lending stage 1 and stage 2 amount. For further details, see page 86.

 


 

Loans and advances to customers and banks metrics

 

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

$m

$m

$m

$m

$m

$m

First lien residential mortgages

322,178

 

3,070

 

(529

)

(422

)

(107

)

(139

)

54

 

Other personal lending

112,093

 

1,781

 

(2,605

)

(793

)

(1,114

)

(1,206

)

260

 

Personal lending

434,271

 

4,851

 

(3,134

)

(1,215

)

(1,221

)

(1,345

)

314

 

-  agriculture, forestry and fishing

6,696

 

280

 

(182

)

(140

)

(15

)

(6

)

-

 

-  mining and quarrying

14,435

 

323

 

(226

)

(134

)

(31

)

(4

)

-

 

-  manufacturing

104,380

 

1,717

 

(1,210

)

(856

)

(392

)

(332

)

8

 

- electricity, gas, steam and air-conditioning supply

15,040

 

175

 

(80

)

(25

)

14

 

(54

)

2

 

- water supply, sewerage, waste management and remediation

3,501

 

30

 

(28

)

(18

)

(4

)

-

 

-

 

-  construction

15,287

 

884

 

(564

)

(499

)

(171

)

(191

)

12

 

- wholesale and retail trade, repair of motor vehicles and motorcycles

94,681

 

1,633

 

(1,184

)

(936

)

(330

)

(389

)

13

 

-  transportation and storage

25,580

 

617

 

(237

)

(158

)

(93

)

(37

)

-

 

-  accommodation and food

24,656

 

263

 

(146

)

(63

)

(49

)

(81

)

-

 

-  publishing, audiovisual and broadcasting

19,971

 

162

 

(87

)

(34

)

(17

)

(31

)

-

 

-  real estate

130,752

 

1,330

 

(680

)

(475

)

(34

)

(168

)

6

 

-  professional, scientific and technical activities

24,122

 

350

 

(209

)

(145

)

(47

)

(10

)

1

 

-  administrative and support services

25,714

 

527

 

(270

)

(179

)

(80

)

(22

)

-

 

- public administration and defence, compulsory social security

2,377

 

-

 

(8

)

-

 

-

 

-

 

-

 

-  education

1,900

 

16

 

(18

)

(6

)

6

 

(3

)

-

 

-  health and care

4,465

 

111

 

(57

)

(28

)

(6

)

(13

)

1

 

-  arts, entertainment and recreation

2,824

 

30

 

(25

)

(11

)

3

 

(4

)

-

 

-  other services

14,276

 

192

 

(199

)

(133

)

(79

)

(102

)

2

 

-  activities of households

791

 

-

 

-

 

-

 

-

 

-

 

-

 

- extra-territorial organisations and bodies activities

2

 

-

 

-

 

-

 

2

 

-

 

1

 

-  government

8,313

 

7

 

(14

)

(6

)

(8

)

-

 

-

 

-  asset-backed securities

736

 

-

 

(14

)

-

 

-

 

-

 

-

 

Corporate and commercial

540,499

 

8,647

 

(5,438

)

(3,846

)

(1,331

)

(1,447

)

46

 

Non-bank financial institutions

70,705

 

212

 

(160

)

(90

)

(71

)

(5

)

1

 

Wholesale lending

611,204

 

8,859

 

(5,598

)

(3,936

)

(1,402

)

(1,452

)

47

 

Loans and advances to customers

1,045,475

 

13,710

 

(8,732

)

(5,151

)

(2,623

)

(2,797

)

361

 

Loans and advances to banks

69,219

 

-

 

(16

)

-

 

(6

)

-

 

-

 

At 31 Dec 2019

1,114,694

 

13,710

 

(8,748

)

(5,151

)

(2,629

)

(2,797

)

361

 


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 237); 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 $0.1bn at 31 December 2019 (2018: $1.5bn).

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 (2018: 100%). For further details of credit quality classification, see page 85.


Capital and liquidity risk

 

Page

Capital risk management

130

Liquidity and funding risk management

131

Liquidity and funding risk in 2019

131

Sources of funding

133

Pension risk

134

Overview

Capital and liquidity risk is the risk of having insufficient capital, liquidity or funding resources to meet financial obligations and satisfy regulatory requirements, including pension risk.

Capital and liquidity risk arises from changes to the respective resources and risk profiles driven by customer behaviour, management decisions or the external environment.

Governance and structure

Capital and liquidity are the responsibility of the Group Management Board and directly addressed by the GRC. Capital and liquidity risks are managed through the Holdings ALCO and local Asset and Liability Management Committees ('ALCOs') and overseen by the RMM. The Global Head of Wholesale and Market Risk is the accountable risk steward.


Capital risk management

Overview

Capital risk is the risk that we fail to meet our regulatory capital requirements either at Group, subsidiary or branch level.

Key developments in 2019

In 2019, we carried out a restructuring of our capital risk management function, with the creation of a dedicated second line of defence that will provide independent oversight of capital management activities. The approach to capital risk management is evolving. This will operate across the Group focusing on both adequacy of capital and sufficiency of returns. Other developments in 2019 included:

•   The Risk function was actively involved in the calibration of the capital risk appetite metrics, the review and challenge of the capital adequacy expressed through stress testing, and the internal capital adequacy assessment process ('ICAAP').

•   The common equity tier 1 ('CET1') ratio was 14.7% at 31 December 2019 and the leverage ratio was 5.3%. Allocation of the Group's capital to business lines and legal entities is informed by return metrics and the performance of key capital ratios under plan and stress scenarios.

•   We passed the PRA annual stress test exercise with sufficient capital to operate through a severe macroeconomic scenario.

For quantitative disclosures on capital ratios, own funds and RWAs, refer to pages 152 to 155 in the Capital section.

ICAAP and risk appetite

The objectives of our capital management policy are to maintain a strong capital base to support the risks inherent in our business and invest in accordance with our strategy, meeting both consolidated and local regulatory capital requirements at all times. 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 required 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, 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, residual risk and interest rate risk in the banking book. An ICAAP supports the determination of the consolidated and subsidiary capital risk appetite and target ratios as well as enables the assessment and determination of capital requirements by regulators.

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 investment 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 2019 was in excess of $14bn to mitigate holding company cash flow risk arising from double leverage and to underpin 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.

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 Management Board 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 the Group's management 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.

Risks to capital

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 and consider future regulatory change. We continue to evaluate the impact upon our capital requirements of regulatory developments, including the amendments to the Capital Requirements Regulation, the Basel III reforms package and the UK's withdrawal from the EU.

We currently estimate our pre-mitigation RWAs could potentially rise in the range of 5% to 10% as at 1 January 2022 as a result of the regulatory changes. The primary drivers include changes in the market risk, operational risk and credit valuation adjustment methodologies, as well as the potential lack of equivalence for certain investments in funds. We plan to take action to substantially mitigate a significant proportion of the increase.

The Basel package introduces an output floor that will be introduced in 2022 with a five-year transitional provision. This floor ensures that at the end of the transitional period banks' total RWAs are no lower than 72.5% of those generated by the standardised approaches. We estimate that there will be an additional RWA impact as a result of the output floor from 2026.

There remains a significant degree of uncertainty in the impact due to the number of national discretions within Basel's reforms, the need for further supporting technical standards to be developed and the lack of clarity regarding their implementation following the UK's withdrawal from the EU. Furthermore, the impact does not take into consideration the possibility of offsets against Pillar 2, which may arise as the shortcomings within Pillar 1 are addressed.

Further details can be found in the 'Regulatory developments' section of the Group's Pillar 3 Disclosures at 31 December 2019.

Stress testing and recovery planning

The Group uses stress testing to evaluate the robustness of plans and risk portfolios as well as to meet the requirements for stress testing set by supervisors. Stress testing also informs the ICAAP and supports recovery planning in many jurisdictions. It is a critical methodology used to evaluate how much capital the Group requires in setting risk appetite for capital risk and to re-evaluate business plans where analysis shows returns and/or capital do not meet target.

Supervisory stress testing requirements are increasing in frequency and in the granularity with which the results are required. These exercises 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, and 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 outcome of stress testing exercises carried out by the PRA and other regulators feeds into the setting of regulatory minimum ratios and buffers.

The Group and subsidiaries have established recovery plans addressing the actions that management would consider taking in a stress scenario if the capital position deteriorates through the target ratio and threatens to breach risk appetite and regulatory minimum levels. The recovery plans set out a range of appropriate actions that could feasibly be executed in a stressed environment to recover the capital position. These include cost management, reducing dividends and raising additional capital.


 

 

 

Liquidity and funding risk management

Overview

Liquidity risk is the risk that we do not have sufficient financial resources to meet our obligations as they fall due. Liquidity risk arises from mismatches in the timing of cash flows.

Funding risk is the risk that we cannot raise funding or can only do so at excessive cost.

Key developments in 2019

We have amended the Group risk appetite statement to remove the depositor concentration and wholesale funding concentration metrics. Both these risks will be monitored and controlled at the operating entity level.

For the major operating entities, we have transferred second line of defence activities to a newly created team in the Risk function. This team provides independent review and challenge of first line business activities and approves the liquidity and funding risk management framework ('LFRF').

ILAAP and risk appetite

We maintain a comprehensive 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 internal liquidity adequacy assessment process ('ILAAP'), which is used to ensure 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, so as to ensure they maintain adequate levels of liquidity buffers. It 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.

Performance and measurement

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 2020.

Risks to liquidity and funding

Risks to liquidity and funding are assessed through forecasting, stress testing and scenario analysis, combined with ongoing assessments of risks in the business and external environment.

Stress testing, recovery and contingency planning

The Group uses stress testing to evaluate the robustness of plans and risk portfolios, inform the ILAAP and support recovery planning, as well as meeting the requirements for stress testing set by supervisors. It is a critical methodology used to evaluate how much funding and liquidity the Group requires in setting risk appetite.

All entities maintain contingency plans that can be enacted in the event of internal or external triggers, which threaten the liquidity or funding position. They also have established recovery plans addressing the actions that management would consider taking in a stress scenario if the position deteriorates and threatens to breach risk appetite and regulatory minimum levels. The recovery plans set out a range of appropriate actions, which could feasibly be executed in a stressed environment to recover the position.

Details of HSBC's liquidity and funding risk management framework ('LFRF') can be found in the Group's Pillar 3 Disclosures at 31 December 2019.


 

 

 

 

 

 

 

 

 

 

 

Liquidity and funding risk in 2019

Liquidity metrics

At 31 December 2019, all of the Group's material operating entities were above regulatory minimum 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 metric.

The Group liquidity and funding position at the end of 2019 is analysed in the following sections.



Operating entities' liquidity

 

 

At 31 December 2019

 

 

LCR

HQLA

Net outflows

NSFR

 

Footnotes

%

$bn

 

$bn

%

HSBC UK Bank plc (ring-fenced bank)

1

165

 

75

 

45

 

150

 

HSBC Bank plc (non-ring-fenced bank)

2

142

 

103

 

72

 

106

 

The Hongkong and Shanghai Banking Corporation - Hong Kong branch

3

163

 

109

 

67

 

128

 

The Hongkong and Shanghai Banking Corporation - Singapore branch

3

147

 

14

 

10

 

120

 

Hang Seng Bank

 

185

 

42

 

23

 

148

 

HSBC Bank China

 

180

 

21

 

11

 

151

 

HSBC Bank USA

 

125

 

73

 

59

 

122

 

HSBC France

4

152

 

44

 

29

 

117

 

HSBC Middle East - UAE branch

 

202

 

11

 

5

 

159

 

HSBC Canada

4

124

 

18

 

14

 

124

 

HSBC Mexico

 

208

 

9

 

4

 

136

 

 

 

 

At 31 December 2018

HSBC UK Bank plc (ring-fenced bank)

1

143

 

59

 

41

 

144

 

HSBC Bank plc (non-ring-fenced bank)

2

147

 

117

 

80

 

113

 

The Hongkong and Shanghai Banking Corporation - Hong Kong branch

3

161

 

125

 

78

 

132

 

The Hongkong and Shanghai Banking Corporation - Singapore branch

3

149

 

12

 

8

 

123

 

Hang Seng Bank

 

202

 

38

 

19

 

152

 

HSBC Bank China

 

153

 

24

 

15

 

153

 

HSBC Bank USA

 

121

 

70

 

58

 

131

 

HSBC France

4

128

 

20

 

16

 

113

 

HSBC Middle East - UAE branch

 

182

 

7

 

4

 

132

 

HSBC Canada

4

115

 

16

 

14

 

126

 

HSBC Mexico

 

153

 

6

 

4

 

123

 

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 SPEs 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 France and HSBC Canada represent the consolidated banking operations of the Group in France and Canada, respectively. HSBC France and HSBC Canada are each managed as single distinct operating entities for liquidity purposes.


 

At 31 December 2019, all of the Group's principal operating entities were well above regulatory minimum levels.

The most significant movements in 2019 are explained below:

•   HSBC UK Bank plc improved its liquidity ratio to 165%, mainly driven by increased customer surplus, wholesale funding and MREL issuance.

•   The Hongkong and Shanghai Banking Corporation - Hong Kong branch remained highly liquid. The reduction in Hang Seng Bank reflected changes in the maturity of both customer lending and deposits.

•   HSBC Bank China improved its LCR to 180%, mainly reflecting increased customer deposits and wholesale funding issuance.

•   HSBC France increased significantly the liquidity position, reflecting management actions to address restructuring related to the UK's departure from the EU.

Liquid assets

At 31 December 2019, the Group had a total of $601bn of highly liquid unencumbered LCR eligible liquid assets (31 December 2018: $567bn) held in a range of asset classes and currencies. Of these, 90% were eligible as level 1 (31 December 2018: 89%).

The following tables reflect the composition of the liquidity pool by asset type and currency at 31 December 2019:

Liquidity pool by asset type

 

Cash

Level 11

Level 21

 

$bn

$bn

$bn

$bn

Cash and balance at central bank

158

 

158

 

-

 

-

 

Central and local government bonds

375

 

-

 

334

 

41

 

Regional government PSE

17

 

-

 

15

 

2

 

International organisation and MDBs

15

 

-

 

15

 

-

 

Covered bonds

12

 

-

 

3

 

9

 

Other

24

 

-

 

16

 

8

 

Total at 31 Dec 2019

601

 

158

 

383

 

60

 

Total at 31 Dec 2018

567

165

338

64

1  As defined in EU regulation, level 1 assets means 'assets of extremely high liquidity and credit quality', and level 2 assets means 'assets of high liquidity and credit quality'.

Liquidity pool by currency

 

$

£

HK$

Other

Total

 

$bn

$bn

$bn

$bn

$bn

$bn

Liquidity pool at 31 Dec 2019

179

 

117

 

93

 

47

 

165

 

601

 

Liquidity pool at 31 Dec 2018

164

105

81

57

160

567

 

 

Consolidated liquidity metrics

The Group consolidated LCR reflects the LCR of the Group, according to the guidelines under the EC Delegated Act. The Group LCR was 150% at 31 December 2019. The Group LCR was well above the regulatory minimum.

The methodology used to calculate the Group consolidated LCR is currently under review given that the Group's liquidity profile is set and managed based on factors relevant to the operating entities on a stand-alone basis.

 

At

 

31 Dec 2019

30 Jun 2019

31 Dec 2018

 

$bn

$bn

$bn

High-quality liquid assets (liquidity value)

601

533

567

Net outflows

400

391

369

Liquidity coverage ratio

150

%

136

%

154

%


Sources of funding

Our primary sources of funding are customer current accounts and customer savings deposits payable on demand or at short notice. We issue wholesale securities (secured and unsecured) to supplement our customer deposits and change the currency mix, maturity profile or location of our liabilities and to meet the Group's minimum requirement for own funds and eligible liabilities.

The following 'Funding sources' and 'Funding uses' tables provide a consolidated view of how our balance sheet is funded, and should be read in light of the LFRF, which generally requires operating entities 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 other balance sheet lines.

In 2019, the level of customer accounts continued to exceed the level of loans and advances to customers.

Loans and advances to banks continued to exceed deposits by banks, meaning the Group remained a net unsecured lender to the banking sector.


Funding sources

(Audited)

 

2019

2018

 

$m

$m

Customer accounts

1,439,115

 

1,362,643

 

Deposits by banks

59,022

 

56,331

 

Repurchase agreements - non-trading

140,344

 

165,884

 

Debt securities in issue

104,555

 

85,342

 

Cash collateral, margin and settlement accounts

71,002

 

54,066

 

Liabilities of disposal groups held for sale

-

 

313

 

Subordinated liabilities

24,600

 

22,437

 

Financial liabilities designated at fair value

164,466

 

148,505

 

Liabilities under insurance contracts

97,439

 

87,330

 

Trading liabilities

83,170

 

84,431

 

-  repos

558

 

1,495

 

-  stock lending

9,702

 

10,998

 

-  other trading liabilities

72,910

 

71,938

 

Total equity

192,668

 

194,249

 

Other balance sheet liabilities

338,771

 

296,593

 

At 31 Dec

2,715,152

 

2,558,124

 

 

Funding uses

(Audited)

 

 

2019

2018

 

Footnotes

$m

$m

Loans and advances to customers

 

1,036,743

 

981,696

 

Loans and advances to banks

 

69,203

 

72,167

 

Reverse repurchase agreements - non-trading

 

240,862

 

242,804

 

Prepayments, accrued income and other assets

1

63,891

 

47,159

 

-  cash collateral, margin and settlement accounts

 

63,891

 

47,159

 

Assets held for sale

 

123

 

735

 

Trading assets

 

254,271

 

238,130

 

-  reverse repos

 

13,659

 

9,893

 

-  stock borrowing

 

7,691

 

8,387

 

-  other trading assets

 

232,921

 

219,850

 

Financial investments

 

443,312

 

407,433

 

Cash and balances with central banks

 

154,099

 

162,843

 

Other balance sheet assets

 

452,648

 

405,157

 

At 31 Dec

 

2,715,152

 

2,558,124

 

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 231 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 include debt securities and subordinated liabilities measured at fair value.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



Wholesale funding cash flows payable by HSBC 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

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

Total

 

$m

$m

$m

$m

$m

$m

$m

$m

$m

Debt securities issued

17,728

 

19,758

 

15,654

 

16,284

 

16,132

 

35,836

 

57,387

 

53,768

 

232,547

 

-  unsecured CDs and CP

4,913

 

12,280

 

11,020

 

8,745

 

11,509

 

1,156

 

2,095

 

1,578

 

53,296

 

-  unsecured senior MTNs

8,198

 

2,462

 

695

 

4,595

 

1,753

 

25,121

 

42,316

 

38,812

 

123,952

 

-  unsecured senior structured notes

1,698

 

1,386

 

1,711

 

1,003

 

923

 

3,579

 

6,102

 

9,596

 

25,998

 

-  secured covered bonds

-

 

-

 

-

 

-

 

1,139

 

749

 

3,661

 

1,159

 

6,708

 

-  secured asset-backed commercial paper

1,933

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

1,933

 

-  secured ABS

-

 

-

 

248

 

161

 

-

 

205

 

911

 

741

 

2,266

 

-  others

986

 

3,630

 

1,980

 

1,780

 

808

 

5,026

 

2,302

 

1,882

 

18,394

 

Subordinated liabilities

1,523

 

-

 

22

 

2,000

 

-

 

754

 

2,424

 

26,809

 

33,532

 

-  subordinated debt securities

1,500

 

-

 

22

 

2,000

 

-

 

754

 

2,424

 

24,587

 

31,287

 

-  preferred securities

23

 

-

 

-

 

-

 

-

 

-

 

-

 

2,222

 

2,245

 

At 31 Dec 2019

19,251

 

19,758

 

15,676

 

18,284

 

16,132

 

36,590

 

59,811

 

80,577

 

266,079

 

 

 

 

 

 

 

 

 

 

 

Debt securities issued

8,091

 

13,362

 

15,808

 

10,241

 

5,447

 

21,811

 

70,462

 

63,914

 

209,136

 

-  unsecured CDs and CP

4,378

 

7,640

 

10,696

 

6,546

 

818

 

529

 

764

 

1,031

 

32,402

 

-  unsecured senior MTNs

467

 

1,233

 

3,107

 

2,263

 

2,172

 

11,252

 

55,307

 

54,256

 

130,057

 

-  unsecured senior structured notes

817

 

821

 

1,452

 

1,029

 

2,394

 

3,005

 

7,021

 

4,473

 

21,012

 

-  secured covered bonds

-

 

-

 

205

 

-

 

-

 

1,190

 

3,469

 

1,137

 

6,001

 

-  secured asset-backed commercial paper

2,094

 

-

 

-

 

-

 

-

 

-

 

-

 

-

 

2,094

 

-  secured ABS

-

 

-

 

-

 

-

 

-

 

-

 

-

 

327

 

327

 

-  others

335

 

3,668

 

348

 

403

 

63

 

5,835

 

3,901

 

2,690

 

17,243

 

Subordinated liabilities

-

 

95

 

2,007

 

-

 

-

 

2,021

 

1,383

 

31,131

 

36,637

 

-  subordinated debt securities

-

 

95

 

2,007

 

-

 

-

 

2,021

 

1,383

 

28,934

 

34,440

 

-  preferred securities

-

 

-

 

-

 

-

 

-

 

-

 

-

 

2,197

 

2,197

 

At 31 Dec 2018

8,091

 

13,457

 

17,815

 

10,241

 

5,447

 

23,832

 

71,845

 

95,045

 

245,773

 




Pension risk

Overview


Pension risk is the risk of increased costs to HSBC from offering post-employment benefit plans to its employees.

Pension risk arises from investments delivering an inadequate return, adverse changes in interest rates or inflation, or members living longer than expected. Pension risk also includes operational and reputational risk of sponsoring pension plans.

Key developments in 2019

There were no material changes to our global policies and practices for the management of pension risk in 2019.


Governance and structure

A global pension risk framework and accompanying global policies on the management of risks related to defined benefit and defined contribution plans are in place. Pension risk is managed by a network of local and regional pension risk forums. The Global Pensions Oversight Forum is responsible for the governance and oversight of all pension plans sponsored by HSBC around the world.


Key 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 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).

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 of the defined benefit plan assets between asset classes is established. 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, during 2019, some of the Group's pension plans performed longevity swap transactions. 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 was the HSBC Bank (UK) Pension Scheme, which performed longevity swap transactions with The Prudential Insurance Company of America, a subsidiary of Prudential Financial, Inc., and with Swiss Re. Together these cover approximately three-quarters of the plan's pensioner liabilities (50% with The Prudential Insurance Company of America and 25% with Swiss Re).


Market risk

 

Page

Market risk management

151

Market risk in 2019

137

Trading portfolios

137

Non-trading portfolios

138

Market risk balance sheet linkages

139

Structural foreign exchange exposures

139

Net interest income sensitivity

140

Sensitivity of capital and reserves

141

Third-party assets in Balance Sheet Management

141

Defined benefit pension schemes

141

Additional market risk measures applicable only to the parent company

142

Overview

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 2019

There were no material changes to our policies and practices for the management of market risk in 2019.

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.

Trading risk

•   Foreign exchange and commodities

•   Interest rates

•   Credit spreads

•   Equities

•   Structural foreign exchange

•   Interest rates1

•   Credit spreads

Global business

GB&M and BSM2

GB&M, BSM2, GPB, CMB and RBWM

Risk measure

Value at risk | Sensitivity | Stress testing

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 142.

2  Balance Sheet Management ('BSM'), for external reporting purposes, forms part of the Corporate Centre while daily operations and risk are managed within GB&M.

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 GB&M. 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 GB&M 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 new product approval procedures. 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;

•   potential market movements that are calculated with reference 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.

 

 

 

 

 

 

 

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 gap risk exposure measure to capture risk on non-recourse margin loans, 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.

Back-testing

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.


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'. 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 139.


Interest rate risk in the banking book

Overview

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 that are held in order to hedge positions held with trading intent. This risk is monitored and controlled by the Asset, Liability and Capital Management ('ALCM') function. Interest rate risk in the banking book is transferred to and managed by Balance Sheet Management ('BSM'), and also monitored by the Wholesale Market Risk, Product Control and ALCM functions with reference to established risk appetites.

Governance and structure

The ALCM function monitors and controls non-traded interest rate risk. This includes reviewing and challenging the business prior to the release of new products and in respect of proposed behavioural assumptions used for hedging activities. The ALCM function is also responsible for maintaining and updating the transfer pricing framework, informing the ALCO of the Group's overall banking book interest rate risk exposure and managing the balance sheet in conjunction with BSM.

BSM manages the banking book interest rate positions transferred to it within the market risk limits approved by RMM. Effective governance of BSM is supported by the dual reporting lines it has to the Chief Executive Officer of GB&M and to the Group Treasurer, with Risk acting as a second line of defence. The global businesses can only transfer non-trading assets and liabilities to BSM provided BSM can economically hedge the risk it receives. Hedging is generally executed through interest rate derivatives or fixed-rate government bonds. Any interest rate risk that BSM cannot economically hedge is not transferred and will remain within the global business where the risks originate.


Measurement of interest rate risk in the banking book

The ALCM function uses a number of measures to monitor and control interest rate risk in the banking book, including:

•   non-traded VaR;

•   net interest income sensitivity; and

•   economic value of equity ('EVE').

Non-traded VaR

Non-traded VaR uses the same models as those used in the trading book and excludes both HSBC Holdings and the elements of risk that are not transferred to BSM.

NII 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.

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 BSM or in the business units 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. Rates are not assumed to become negative in the 'down-shock' scenario unless the central bank rate is already negative. In these cases, rates are not assumed to go further negative, which may, in certain currencies, effectively result in non-parallel shock. In addition, the NII sensitivity calculations take account of the effect of anticipated differences in changes between interbank and internally determined interest rates, where the entity has discretion in terms of the timing and extent of rate changes.

Tables showing our calculations of NII sensitivity can be found on page 140.

Economic value of equity

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 is the extent to which the EVE value will change due to pre-specified movements in interest rates, where all other economic variables are held constant. Operating entities are required to monitor EVE sensitivity as a percentage of capital resources.


HSBC Holdings

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 reduce exposure to these risks and minimise volatility in capital resources, cash flows and distributable reserves. 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.


Market risk in 2019

The performance of financial markets through the year reflected fluctuations in global trade tensions and changes in the policy stance of key central banks. With persistently low inflation and weak growth outlook, monetary policy turned accommodative in several major economies and emerging markets. The FRB cut its policy rate three times, reversing the tightening cycle started in 2018. At the same time, the ECB restarted its programme of government bond purchases in September. Yield curves inverted in a number of countries during the summer, while the stock of fixed income securities with negative yields reached record highs.

During the last quarter of the year, easing of US-China trade tensions and looser financial conditions contributed to a more positive market sentiment. Global stock markets reached historical record highs and volatility remained subdued. However, tensions around the UK's departure from the EU led to spikes in short-term sterling volatility. Search for yield contributed to further tightening of credit spreads on investment grade and high-yield debt, although spreads on corporate debt with the lowest ratings tended to widen.

The overall risk profile remained relatively stable in 2019, with the fixed income business continuing to be the key driver of trading VaR. The interest rates asset class was the major contributor to trading VaR, while the exposure to credit spread risks provided partial offsetting gains. The equity and foreign exchange components provided more limited contributions to the overall market risk in the trading book.


Trading portfolios

Value at risk of the trading portfolios

Trading VaR predominantly resides within Global Markets.

VaR for trading book activity at the end of 2019 was lower than at the end of 2018. The decrease was attributable primarily to lower contributions from:

•   credit spread risks due to a reduction of exposures during the year and lower baseline credit spread levels;

•   reduced equity correlation and interest rate volatility risks captured in the RNIV framework; and

•   some offsetting gains provided by the flow rates activity.

The lower contribution of the above drivers of trading VaR was partly offset by reduced diversification benefits across asset classes.


 

The daily levels of total trading VaR during 2019 are set out in the graph below.

Daily VaR (trading portfolios), 99% 1 day ($m)

 




The Group trading VaR for the year is shown in the table below.



Trading VaR, 99% 1 day1

(Audited)

 

 

 

 

 

 

 

Foreign

exchange and commodity

Interest

rate

Equity

Credit

spread

Portfolio diversification2

Total3

 

$m

$m

$m

$m

$m

$m

Balance at 31 Dec 2019

7.7

 

28.2

 

15.7

 

15.2

 

(26.4

)

40.3

 

Average

6.9

 

29.9

 

16.2

 

23.7

 

(29.0

)

47.8

 

Maximum

13.5

 

36.5

 

24.9

 

33.2

 

 

59.3

 

Minimum

4.1

 

22.9

 

12.4

 

11.7

 

 

33.3

 

 

 

 

 

 

 

 

Balance at 31 Dec 2018

12.6

 

33.9

 

22.6

 

25.9

 

(37.9

)

57.1

 

Average

9.5

 

36.4

 

22.5

 

20.7

 

(34.3

)

54.8

 

Maximum

21.8

 

49.9

 

33.8

 

35.2

 

 

71.2

 

Minimum

5.5

 

27.0

 

13.5

 

12.2

 

 

43.9

 

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

In 2019, the Group experienced six profit back-testing exceptions and one loss back-testing exception against actual profit and loss. Some of these exceptions were driven by profits spread across a large number of desks or arose from new trades, which are outside trading VaR scope. The above exceptions comprised:

•   a profit exception in early January, driven by gains across most asset classes, as interest rates rose and equity markets rebounded;

•   a profit exception in late January, due mainly to gains from new transactions in the Rates business and lower equity volatilities;

•   a profit exception in March, driven by increased volatility in some emerging markets currencies and interest rates;

•   a loss exception in March, attributable to month-end valuation adjustments driven by portfolio and spread changes;

•   two profit exceptions in early May, arising from new transactions and a number of relatively small gains spread across all asset classes; and

•   a profit exception in December, due to gains from multiple desks and spread across all asset classes.

The Group also experienced one profit back-testing exception and one loss back-testing exception against hypothetical profit and loss:

•   a loss exception in November driven primarily by the impact of the widening of the credit spread on a high-yield bond holding; and

•   a profit exception in December, due to gains from multiple desks and spread across all asset classes.



 

Non-trading portfolios

Non-trading portfolios comprise positions that primarily arise from 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.

Value at risk of the non-trading portfolios

VaR for non-trading books at the end of 2019 was materially larger than in 2018. The increase was driven by an uplift in contributions from both interest rate and credit spread risks during the last quarter of the year. The larger contribution from interest rate risks was primarily due to increased inventories of highly-rated government securities and the effect of rising long-term interest rates on the duration of the agency mortgage-backed securities ('MBS') portfolio. Increase in credit spread risk contribution was also driven by the MBS portfolio, due mainly to US mortgage spreads widening in the second half of the year owing to geopolitical events, such as the US-China trade- and tariff-related tensions, and related concerns around weaker economic growth.

Non-trading VaR includes the interest rate risk in the banking book transferred to and managed by BSM and the non-trading financial instruments held by BSM. 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.

 


 

Daily VaR (non-trading portfolios), 99% 1 day ($m)

 




The Group non-trading VaR for the year is shown in the table below.

Non-trading VaR, 99% 1 day

(Audited)

 

Interest

rate

Credit

spread

Portfolio
diversification1

Total2

 

$m

$m

$m

$m

Balance at 31 Dec 2019

96.2

 

62.5

 

(28.2

)

130.5

 

Average

65.9

 

44.2

 

(25.6

)

84.5

 

Maximum

100.1

 

81.2

 

 

132.8

 

Minimum

49.2

 

26.6

 

 

60.9

 

 

 

 

 

 

Balance at 31 Dec 2018

61.4

 

37.2

 

(30.6

)

68

 

Average

96.8

 

48.3

 

(29.1

)

116

 

Maximum

129.3

 

96

 

 

154.1

 

Minimum

59.9

 

27.6

 

 

68

 

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.



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. The following sections describe the scope of HSBC's management of market risks in non-trading books.


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 GB&M. 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 GB&M. 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


Structural foreign exchange exposures

For our policies and procedures for managing structural foreign exchange exposures, see page 136 of the 'Risk management' section.

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

 

 

2019

2018

 

Footnotes

$m

$m

Currency of structural exposure

 

 

 

Hong Kong dollars

 

46,527

 

41,477

 

Pound sterling

1

33,383

 

36,642

 

Chinese renminbi

 

28,847

 

27,554

 

Euros

 

14,881

 

20,964

 

Mexican pesos

 

4,600

 

4,363

 

Canadian dollars

 

4,416

 

3,815

 

Indian rupees

 

4,375

 

3,837

 

Saudi riyals

 

4,280

 

3,913

 

UAE dirhams

 

4,105

 

2,185

 

Malaysian ringgit

 

2,695

 

2,572

 

Singapore dollars

 

2,256

 

2,246

 

Taiwanese dollars

 

1,957

 

1,904

 

Australian dollars

 

1,898

 

1,823

 

Indonesian rupiah

 

1,665

 

1,792

 

Korean won

 

1,245

 

1,285

 

Swiss francs

 

1,188

 

987

 

Thai baht

 

910

 

856

 

Egyptian pound

 

875

 

697

 

Brazilian real

 

271

 

707

 

Others, each less than $700m

 

6,758

 

6,140

 

At 31 Dec

 

167,132

 

165,759

 

1  At 31 December 2019, we had forward foreign exchange contracts of $10.5bn (2018: $5bn) in order to manage our sterling structural foreign exchange exposure.

Shareholders' equity would decrease by $2,298m (2018: $2,743m) if euro and sterling foreign currency exchange rates weakened by 5% relative to the US dollar.


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 2020 (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 2020 (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 no management actions from BSM. 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 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 2020 by $853m and $2,798m, respectively. Conversely, falls of 25bps and 100bps would decrease projected NII for the 12 months to 31 December 2020 by $849m and $3,311m, respectively.

The sensitivity of NII for 12 months increased by $20m in the plus 100bps parallel shock and decreased by $143m in the minus 100bps parallel shock, comparing December 2020 with December 2019. These changes were driven by movements in the sterling amounts primarily due to changes in balance sheet composition given by liquidity management.

The change in NII sensitivity for five years is also driven by the factors above.

The structural sensitivity arising from the four global businesses, excluding Global Markets, is positive in a rising rate environment and negative in a falling rate environment. Both BSM and Global Markets have NII sensitivity profiles that offset this to some degree. The tables do not include BSM management actions or changes in Global Markets' net trading income that may further limit the offset.

The limitations of this analysis are discussed within the 'Market risk management' section on page 135.



NII sensitivity to an instantaneous change in yield curves (12 months)

 

Currency

 

 

$

HK$

£

Other

Total

 

$m

$m

$m

$m

$m

$m

Change in Jan 2020 to Dec 2020 (based on balance sheet at 31 December 2019)

 

 

 

 

 

 

+25bps parallel

59

 

198

 

278

 

116

 

202

 

853

 

-25bps parallel

(91

)

(255

)

(332

)

11

 

(182

)

(849

)

+100bps parallel

(16

)

504

 

1,123

 

441

 

746

 

2,798

 

-100bps parallel

(490

)

(1,023

)

(1,049

)

(23

)

(726

)

(3,311

)

Change in Jan 2019 to Dec 2019 (based on balance sheet at 31 December 2018)

 

 

 

 

 

 

+25bps parallel

70

 

232

 

198

 

115

 

213

 

828

 

-25bps parallel

(160

)

(301

)

(244

)

8

 

(187

)

(884

)

+100bps parallel

147

 

773

 

777

 

408

 

673

 

2,778

 

-100bps parallel

(523

)

(1,046

)

(1,122

)

9

 

(772

)

(3,454

)

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.



 

NII sensitivity to an instantaneous change in yield curves (5 years)

 

Year 1

Year 2

Year 3

Year 4

Year 5

Total

 

$m

$m

$m

$m

$m

$m

Change in Jan 2020 to Dec 2020 (based on balance sheet at 31 December 2019)

 

 

 

 

 

 

+25bps parallel

853

 

1,158

 

1,348

 

1,449

 

1,523

 

6,331

 

-25bps parallel

(849

)

(1,205

)

(1,402

)

(1,562

)

(1,649

)

(6,667

)

+100bps parallel

2,798

 

4,255

 

4,915

 

5,155

 

5,454

 

22,577

 

-100bps parallel

(3,311

)

(4,621

)

(5,289

)

(5,766

)

(6,164

)

(25,151

)

Change in Jan 2019 to Dec 2019 (based on balance sheet at 31 December 2018)

 

 

 

 

 

 

+25bps parallel

828

 

1,155

 

1,416

 

1,529

 

1,428

 

6,356

 

-25bps parallel

(884

)

(1,127

)

(1,206

)

(1,296

)

(1,597

)

(6,110

)

+100bps parallel

2,778

 

3,863

 

4,542

 

4,968

 

5,096

 

21,247

 

-100bps parallel

(3,454

)

(4,632

)

(5,276

)

(5,691

)

(6,187

)

(25,240

)



Sensitivity of capital and reserves

Financial assets at fair value through other comprehensive income reserves are included as part of CET1 capital. We measure the potential downside risk to the CET1 ratio due to interest rate and credit spread risk in this portfolio using the portfolio's stressed VaR, with a 99% confidence level and an assumed holding period of one quarter. At December 2019, the stressed VaR of the portfolio was $3.2bn (2018: $2.9bn).

We 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. 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 year end. The sensitivities are indicative and based on simplified scenarios.



Sensitivity of cash flow hedging reported reserves to interest rate movements

 

 

 

$m

At 31 Dec 2019

 

+100 basis point parallel move in all yield curves

(702)

As a percentage of total shareholders' equity

(0.38)%

-100 basis point parallel move in all yield curves

732

As a percentage of total shareholders' equity

0.4%

 

 

At 31 Dec 2018

 

+100 basis point parallel move in all yield curves

(492)

As a percentage of total shareholders' equity

(0.26)%

-100 basis point parallel move in all yield curves

550

As a percentage of total shareholders' equity

0.3%



Third-party assets in Balance Sheet Management

For our BSM governance framework, see page 136.

Third-party assets in BSM increased by 1.6% during 2019. 'Reverse repurchase agreements' increased by $7bn, reflecting in

part the management of cash and commercial surplus in North America and Asia respectively. 'Financial Investments' increased by $18bn, driven by an increase in investments predominantly across Europe and Middle East. 'Cash and balances at central banks' comparatively decreased by $16bn.



Third-party assets in Balance Sheet Management

 

2019

2018

 

$m

$m

Cash and balances at central banks

129,114

 

144,802

 

Trading assets

268

 

601

 

Loans and advances:

 

 

-  to banks

24,466

 

25,257

 

-  to customers

310

 

964

 

Reverse repurchase agreements

29,868

 

22,899

 

Financial investments

351,842

 

333,622

 

Other

7,655

 

6,880

 

At 31 Dec

543,523

 

535,025

 

 



Defined benefit pension schemes

Market risk arises within our defined benefit pension schemes to the extent that the obligations of the schemes are not fully matched by assets with determinable cash flows.

For details of our defined benefit schemes, including asset allocation, see Note 5 on the financial statements, and for pension risk management, see page 134.


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 gap repricing tables.

Foreign exchange risk

HSBC Holdings' foreign exchange exposures derive almost entirely from the execution of structural foreign exchange hedges on behalf of the Group as its business-as-usual foreign exchange exposures are managed within tight risk limits. At 31 December 2019, HSBC Holdings had forward foreign exchange contracts of $10.5bn (2018: $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 2020.

The NII sensitivities shown are indicative and based on simplified scenarios. Immediate interest rate rises of 25bps and 100bps would decrease projected NII for the 12 months to 31 December 2020 by $21m and $96m, respectively. Conversely, falls of 25bps and 100bps would increase projected NII for the 12 months to 31 December 2020 by $23m and $99m, respectively.



NII sensitivity to an instantaneous change in yield curves (12 months)

 

$

HK$

£

Other

Total

 

$m

$m

$m

$m

$m

$m

Change in Jan 2020 to Dec 2020 (based on balance sheet at 31 December 2019)

 

 

 

 

 

 

+25bps

(30

)

-

 

7

 

2

 

-

 

(21

)

-25bps

30

 

-

 

(7

)

-

 

-

 

23

 

+100bps

(120

)

-

 

30

 

(6

)

-

 

(96

)

-100bps

120

 

-

 

(21

)

-

 

-

 

99

 

Change in Jan 2019 to Dec 2019 (based on balance sheet at 31 December 2018)

 

 

 

 

 

 

+25bps

(10

)

-

 

8

 

(5

)

-

 

(7

)

-25bps

10

 

-

 

(8

)

8

 

-

 

10

 

+100bps

(38

)

-

 

31

 

(22

)

-

 

(29

)

-100bps

38

 

-

 

(28

)

33

 

-

 

43

 

 

NII sensitivity to an instantaneous change in yield curves (5 years)

 

Year 1

Year 2

Year 3

Year 4

Year 5

Total

 

$m

$m

$m

$m

$m

$m

Change in Jan 2020 to Dec 2020 (based on balance sheet at 31 December 2019)

 

 

 

 

 

 

+25bps

(21

)

(14

)

(13

)

(14

)

(17

)

(79

)

-25bps

23

 

12

 

8

 

9

 

13

 

65

 

+100bps

(96

)

(64

)

(53

)

(54

)

(72

)

(339

)

-100bps

99

 

61

 

41

 

38

 

43

 

282

 

Change in Jan 2019 to Dec 2019 (based on balance sheet at 31 December 2018)

 

 

 

 

-

 

 

+25bps

(7

)

(9

)

(9

)

(4

)

(8

)

(37

)

-25bps

10

 

12

 

11

 

11

 

11

 

55

 

+100bps

(29

)

(36

)

(36

)

(16

)

(32

)

(149

)

-100bps

43

 

47

 

47

 

29

 

42

 

208

 



The interest rate sensitivities in the preceding table are indicative and based on simplified scenarios. 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 interest rate repricing gap 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 reprice date if floating rate or the maturity/call date (whichever is first) if fixed rate.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



Repricing gap analysis of HSBC Holdings

 

 

Total

Up to

1 year

From over

1 to 5 years

From over

5 to 10 years

More than

10 years

Non-interest

 bearing

 

Footnotes

$m

$m

$m

$m

$m

$m

Cash at bank and in hand:

 

 

 

 

 

 

 

-  balances with HSBC undertakings

 

2,382

 

2,382

 

-

 

-

 

-

 

-

 

Derivatives

 

2,002

 

-

 

-

 

-

 

-

 

2,002

 

Loans and advances to HSBC undertakings

 

72,182

 

19,976

 

21,084

 

24,739

 

2,000

 

4,383

 

Financial investments in HSBC undertakings

 

16,106

 

13,054

 

3,006

 

-

 

-

 

46

 

Investments in subsidiaries

 

163,948

 

5,035

 

5,118

 

3,924

 

-

 

149,871

 

Other assets

 

1,095

 

102

 

-

 

-

 

-

 

993

 

Total assets

 

257,715

 

40,549

 

29,208

 

28,663

 

2,000

 

157,295

 

Amounts owed to HSBC undertakings

 

(464

)

(464

)

-

 

-

 

-

 

-

 

Financial liabilities designated at fair values

 

(30,303

)

-

 

(14,628

)

(14,698

)

(750

)

(227

)

Derivatives

 

(2,021

)

-

 

-

 

-

 

-

 

(2,021

)

Debt securities in issue

 

(56,844

)

(15,446

)

(22,336

)

(15,154

)

(2,000

)

(1,908

)

Other liabilities

 

(2,203

)

-

 

-

 

-

 

-

 

(2,203

)

Subordinated liabilities

 

(18,361

)

-

 

(2,000

)

(2,543

)

(11,284

)

(2,534

)

Total equity

 

(147,519

)

(2,950

)

(10,707

)

(9,975

)

-

 

(123,887

)

Total liabilities and equity

 

(257,715

)

(18,860

)

(49,671

)

(42,370

)

(14,034

)

(132,780

)

Off-balance sheet items attracting interest rate sensitivity

 

 

(30,363

)

16,789

 

6,796

 

6,469

 

309

 

Net interest rate risk gap at 31 Dec 2019

 

 

(8,674

)

(3,674

)

(6,911

)

(5,565

)

24,824

 

Cumulative interest rate gap

 

 

(8,674

)

(12,348

)

(19,259

)

(24,824

)

-

 

 

 

 

 

 

 

 

 

Cash at bank and in hand:

 

 

 

 

 

 

 

-  balances with HSBC undertakings

 

3,509

 

3,509

 

-

 

-

 

-

 

-

 

Derivatives

 

707

 

-

 

-

 

-

 

-

 

707

 

Loans and advances to HSBC undertakings

 

79,657

 

39,316

 

16,717

 

18,382

 

2,000

 

3,242

 

Financial investments in HSBC undertakings

 

-

 

-

 

-

 

-

 

-

 

-

 

Investments in subsidiaries

 

160,231

 

4,703

 

2,136

 

379

 

 

153,013

 

Other assets

 

1,077

 

-

 

-

 

-

 

-

 

1,077

 

Total assets

 

245,181

 

47,528

 

18,853

 

18,761

 

2,000

 

158,039

 

Amounts owed to HSBC undertakings

 

(949

)

-

 

-

 

-

 

-

 

(949

)

Financial liabilities designated at fair values

 

(25,049

)

(1,920

)

(11,871

)

(9,299

)

(750

)

(1,208

)

Derivatives

 

(2,159

)

-

 

-

 

-

 

-

 

(2,159

)

Debt securities in issue

 

(50,800

)

(14,879

)

(16,753

)

(18,156

)

(2,900

)

1,888

 

Other liabilities

 

(1,156

)

-

 

-

 

-

 

-

 

(1,156

)

Subordinated liabilities

 

(17,715

)

(1,646

)

-

 

(4,476

)

(10,317

)

(1,277

)

Total equity

 

(147,353

)

(1,450

)

(9,861

)

(10,777

)

(1,372

)

(123,893

)

Total liabilities and equity

 

(245,181

)

(19,895

)

(38,485

)

(42,708

)

(15,339

)

(128,754

)

Off-balance sheet items attracting interest rate sensitivity

 

 

(30,713

)

10,544

 

12,718

 

6,410

 

1,041

 

Net interest rate risk gap at 31 Dec 2018

1

 

(3,080

)

(9,088

)

(11,229

)

(6,929

)

30,326

 

Cumulative interest rate gap

 

 

(3,080

)

(12,168

)

(23,397

)

(30,326

)

 

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.



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 2019

In May 2019, in line with the increasing threat landscape that we face, we formed a new Resilience Risk sub-function. The function seeks to take a holistic view of the increasing geopolitical, environmental and technological risks to ensure the continued provision of critical services to our customers. These threats include those to our physical buildings, data centres and branches, cyber-attacks impacting our critical systems and data as well as threats posed by our reliance on third parties.

We have carried out a number of initiatives to develop and embed the new sub-function:

•   We recruited and consolidated the following previously independent risk functions: Information and Cyber Security; Protective Security; Business Continuity and Incident Management; Building Availability and Workspace Safety; Third Party; Systems and Data Integrity; and Transaction Processing.

•   We aligned with the operational risk management framework and the agreed non-financial risk responsibilities.

•   We developed a new risk taxonomy with control library changes, simplifying and removing duplication that existed in the previously independent risk functions, which helped to strengthen our overall management of operational risks.

•   We focused on the establishment of preventative measures, which include deepening an understanding of resilience risk, and creating clearly defined resilience risk oversight services and end-to-end strategic change programme support.

•   We focused on detailed responsive methods, which include robust business continuity plans, back-up plans, alternative delivery channels and tested recovery options.

•   We invested in IT resilience by designing and implementing IT systems that continue to be available to use in the face of adverse conditions.

•   We have sought to ensure we understand the root cause of IT failures and learn lessons both from our own experiences and those of others.

We prioritise our efforts on areas of material risk and strategic growth by being present in higher risk profile countries. However, we are also supporting chief risk officers and our colleagues in the Operational Risk function in countries where we have no physical presence, with assessing and understanding their risk profile.

Governance and structure

Resilience Risk provides oversight, advice, guidance and challenge to our global businesses and global functions to strengthen our ability to prevent, adapt, and learn from resilience-related threats when - and not if - something goes wrong.

The Resilience Risk target operating model was published in November 2019. It is helping us to provide 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 through six risk lenses: strategic change and emerging threats; third-party risk; information and data resilience; payments and processing resilience; systems and cyber resilience; and protective security risk.

The Resilience Risk structure simplifies interactions with our key stakeholders by providing a single channel of contact for all areas across Resilience Risk. The Resilience Risk manager interfacing with the stakeholders will be supported by experts in the wider Resilience Risk organisation to deliver clear, consistent and credible responses to the business.

A strategic change and emerging threat team within Resilience Risk provides increased oversight and robust challenge around high-priority programmes and change programmes. They consider how emerging threats, requirements and opportunities arise from the use of new technologies, and how they could impact our risk profile.

The Resilience Risk Management Meeting oversees resilience risk and has accountability to the RMM. The Resilience Risk management meeting is supported by its sub-committees that provide oversight over each of the respective Resilience Risk sub-teams.

The Resilience Risk Global Governance Meeting aims to ensure that resilience risk is managed within its defined risk appetite. It is jointly chaired by the Global Head of Operational Resilience and the Group Chief Information Officer. The Resilience Risk Global Governance Meeting has accountability into the Non-Financial Risk Management Board and escalates issues to the Group Risk Committee.

Key risk management processes

Operational resilience is our ability to adapt operations to continue functioning when an operational disturbance occurs. We measure resilience in terms of the maximum disruption period or the impact tolerance that we are willing to accept for a business service. Resilience risk cannot be managed down to zero, so we concentrate on material risk and critical business services and strategic change programmes that have the highest potential to threaten our ability to provide continued service to our customers.

The Resilience Risk team oversees the identification, management and control of resilience risks. To support our oversight, a variety of changes have been made to the risk taxonomy and control library to simplify and strengthen the risk management of Resilience Risk. The risk taxonomy and control library was developed by looking at a number of frameworks and control libraries, including National Institute for Standards and Technology, Control Objectives for Information and related Technology and Standard of Good Practice.

Continuity of business operations

Every department within the organisation undertakes business continuity management. This incorporates the development of a plan that includes a business impact analysis, which assesses risk when business disruption occurs.

We maintain a number of dedicated work area recovery sites globally. Regular testing of these facilities is carried out with representation from each business and support function to help ensure business continuity plans remain accurate, relevant and fit for purpose. Where possible, we ensured that our critical business systems are not co-located with business systems users, thereby reducing concentration risk.


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 other counterparties, inappropriate market conduct and breaching other regulatory requirements.

Regulatory compliance risk management

Key developments in 2019

There were no material changes to the policies and practices for the management of regulatory compliance risk in 2019, except for the initiatives that we undertook to raise our standards in relation to the conduct of our business, as described below under 'Conduct of business'.

Governance and structure

The Regulatory Compliance sub-function provides independent, objective oversight and challenge, and promotes a compliance-orientated culture that supports the business in delivering fair outcomes for customers, maintaining the integrity of financial markets and achieving our strategic objectives. Regulatory Compliance is part of the Compliance function, which is headed by the Group Chief Compliance Officer. Regulatory Compliance is structured as a global sub-function with regional and country Regulatory Compliance teams, which support and advise each global business and global function.

Key risk management processes

We regularly review our policies and procedures. Global policies and procedures require the prompt identification and escalation of any actual or potential regulatory breach to Regulatory Compliance. Reportable events are escalated to the RMM and the GRC, as appropriate. Matters relating to the Group's regulatory conduct of business are reported to the GRC.

Conduct of business

In 2019, we continued to promote and encourage good conduct through our people's behaviour and decision making in order to deliver fair outcomes for our customers, and to maintain financial market integrity. During 2019:

•   We developed and implemented a set of principles to govern the ethical management and use of data and artificial intelligence ('AI'), which includes support of digital products and services. This was complemented with training of our people to use data appropriately.

•   We continued to focus on the needs of vulnerable customers in our product and process design. In specific markets, we provided awareness and training initiatives, and we also deployed staff with specialist knowledge of conditions such as dementia. Financial inclusion initiatives progressed in specific markets, combating financial abuse and developing financial education schemes for older customers.

•   We further defined roles and responsibilities for our people as part of the enterprise risk management framework across the Group to consider the customer in decision making and action.

•   We delivered our fifth annual global mandatory training course on conduct, and reinforced the importance of conduct by highlighting examples of good conduct.

•   We continued the expansion of recognition programmes across business areas for our people when they deliver exceptional service, when working directly with customers or in supporting roles.

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 and fraud risk

Overview

Financial crime and fraud risk is the risk that we knowingly or unknowingly help parties to commit or to further potentially illegal activity, including both internal and external fraud. Financial crime and fraud risk arises from day-to-day banking operations.

Financial crime and fraud risk management

Key developments in 2019

In 2019, we continued to increase our efforts to strengthen our ability to combat financial crime. We integrated into our day-to-day operations the majority of the financial crime risk core capabilities delivered through the Global Standards programme, which we set up in 2013 to enhance our risk management policies, processes and systems. We have begun several initiatives to define the next phase of financial crime risk management, including:

•   We continued to strengthen our anti-fraud capabilities, focusing upon threats posed by new and existing technologies, and delivered a comprehensive fraud training programme to our people.

•   We continued to invest in the use of AI and advanced analytics techniques to develop a financial crime risk management framework for the future.

•   We launched advanced anti-money laundering ('AML') and sanctions automation systems to detect and disrupt financial crime in international trade. These systems are designed to strengthen our ability to fight financial crime through the detection of suspicious activity and possible criminal networks.

Governance and structure

Since establishing a global framework of financial crime risk management committees in the first quarter of 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 lines of business, and are chaired by the respective CEOs. They help to enable compliance with the letter and the spirit of all applicable financial crime compliance laws and regulations, as well as our own standards, values and policies relating to financial crime risks.

In 2019, at a Group level, the Financial System Vulnerabilities Committee ('FSVC') reported to the Board on matters relating to financial crime. The committee, which was attended by the Group Chief Compliance Officer, received regular reports on actions being taken to address issues and vulnerabilities, and updates on the ongoing work to strengthen financial crime controls in relation to money laundering and sanctions. In order to simplify our governance framework and processes, and as a reflection of the growing maturity of our financial crime and fraud risk management, responsibility for the oversight of financial crime risk transferred from the FSVC to the GRC, with the final meeting of the FSVC taking place on 15 January 2020. For more details on the work of the FSVC, see page 182.

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. Our transformation programme continued to focus on our anti-fraud and anti-tax evasion capabilities. Further enhancements have been made to our governance and policy frameworks, and to the management information reporting process, which demonstrates the effectiveness of our financial crime controls. We are investing in the next generation of capabilities to fight financial crime by applying advanced analytics and AI. We remain committed to enhancing our risk assessment capabilities and to delivering more proactive risk management.

Working in partnership with the public sector and other financial institutions is vital to managing financial crime risk. We are a strong proponent of public-private partnerships and participate in information-sharing initiatives around the world to gain a better understanding of these risks so that they can be mitigated more effectively.

Skilled Person/Independent Consultant

Following expiration in December 2017 of the anti-money laundering deferred prosecution agreement entered into with the US Department of Justice ('DoJ'), the then-Monitor has continued to work in his capacity as a Skilled Person under Section 166 of the Financial Services and Markets Act under the Direction issued by the UK Financial Conduct Authority ('FCA') in 2013. He has also continued to work in his capacity as an Independent Consultant under a cease-and-desist order issued by the US Federal Reserve Board ('FRB').

The Skilled Person has assessed HSBC's progress towards being able to effectively manage its financial crime risk on a business-as-usual basis. The Skilled Person issued several reports in 2019. The Skilled Person has noted that HSBC continues to make material progress towards its financial crime risk target end state in terms of key systems, processes and people. Nonetheless, the Skilled Person has identified some areas that require further work before HSBC reaches a business-as-usual state. Reflective of HSBC's significant progress in strengthening its financial crime risk management capabilities, HSBC's engagement with the current Skilled Person will be terminated and a new Skilled Person with a narrower mandate will be appointed 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 FCA also intends to take steps to maintain global oversight of HSBC's management of financial crime risk.

The Independent Consultant completed his sixth annual assessment, which was primarily focused on HSBC's sanctions programme. The Independent Consultant concluded that HSBC continues to make significant strides toward establishing an effective sanctions compliance programme, commending HSBC's material progress since the fifth annual assessment in 2018. However, he has determined that certain areas within HSBC's sanctions compliance programme require further work. A seventh annual assessment will take place in the first quarter of 2020. The Independent Consultant will continue to carry out an annual Office of Foreign Assets Control compliance review, at the FRB's discretion.

Throughout 2019, the FSVC received regular reports on HSBC's relationship with the Skilled Person and Independent Consultant. The FSVC received regular updates on the Skilled Person's and Independent Consultant's reviews and received the Skilled Person's country and quarterly reports and the Independent Consultant's sixth annual assessment report. Given our general progress in strengthening our financial crime systems and controls, and in order to simplify our governance framework and processes, responsibilities of the FSVC transferred recently to the Group Risk Committee, and the final meeting of the FSVC was held on 15 January 2020.


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 2019

In 2019, we carried out a number of initiatives to further develop and embed the Model Risk Management sub-function, including:

•   We appointed regional heads of Model Risk Management in all of our key geographies, and a Global Head of Model Risk Governance.

•   We refined the model risk policy to enable a more risk-based approach to model risk management.

•   We conducted a full review of model governance arrangements overseeing model risk across the Group, resulting in a range of enhancements to the underlying structure to improve effectiveness and increase business engagement.

•   We designed a new target operating model for Model Risk Management, referring to internal and industry best practice.

•   We enhanced the calculation methodology within our Group risk appetite for model risk.

Governance and structure

We placed greater focus on our model risk activities during 2019, and to reflect this, we created the role of Chief Model Risk Officer, reporting to the Group Chief Risk Officer. This has been filled on an interim basis while we seek a permanent role holder. Model Risk Management is structured as a sub-function within Global Risk Strategy. 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, in activities such as 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 Global 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.

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

 

Page

Overview

146

Insurance manufacturing operations risk management

146

Insurance manufacturing operations risk in 2019

147

HSBC's bancassurance model

147

Measurement

147

Key risk types

149

-  Market risk

149

-  Credit risk

150

-  Capital and liquidity risk

150

-  Insurance risk

151

Overview

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 manufacturing operations risk management

Key developments in 2019

There were no material changes to our policies and practices for the management of risks arising in our insurance manufacturing operations in 2019.

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 74. The Global Insurance Risk Management Meeting oversees the control framework globally and is accountable to the RBWM 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 Risk, 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, including the Bank of England stress test of the banking system, the Hong Kong Monetary Authority stress test, the European Insurance and Occupational Pensions Authority stress test, and individual country insurance regulatory stress tests.

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.

•   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 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.

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);

•   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 2019

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.


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.

Each of the businesses operates to appetite limits of 135% or higher. In addition to economic capital, the regulatory solvency ratio is also a metric used to manage risk appetite on an entity basis.

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 contract

(Audited)

 

 

 

 

 

 

 

 

With

DPF

Unit-linked

Other contracts1

Shareholder
assets and liabilities

Total

 

Footnotes

$m

$m

$m

$m

$m

Financial assets

 

73,929

 

7,333

 

17,514

 

8,269

 

107,045

 

-  trading assets

 

-

 

-

 

-

 

-

 

-

 

-  financial assets designated and otherwise mandatorily measured at fair value through profit or loss

 

21,652

 

7,119

 

3,081

 

2,426

 

34,278

 

-  derivatives

 

202

 

(6

)

9

 

3

 

208

 

-  financial investments at amortised cost

 

35,299

 

18

 

13,436

 

4,076

 

52,829

 

-  financial investments at fair value through other comprehensive income

 

12,447

 

-

 

445

 

1,136

 

14,028

 

-  other financial assets

2

4,329

 

202

 

543

 

628

 

5,702

 

Reinsurance assets

 

2,208

 

72

 

1,563

 

1

 

3,844

 

PVIF

3

-

 

-

 

-

 

8,945

 

8,945

 

Other assets and investment properties

 

2,495

 

2

 

211

 

602

 

3,310

 

Total assets

 

78,632

 

7,407

 

19,288

 

17,817

 

123,144

 

Liabilities under investment contracts designated at fair value

 

-

 

2,011

 

3,881

 

-

 

5,892

 

Liabilities under insurance contracts

 

77,147

 

6,151

 

14,141

 

-

 

97,439

 

Deferred tax

4

197

 

23

 

6

 

1,297

 

1,523

 

Other liabilities

 

-

 

-

 

-

 

4,410

 

4,410

 

Total liabilities

 

77,344

 

8,185

 

18,028

 

5,707

 

109,264

 

Total equity

 

-

 

-

 

-

 

13,879

 

13,879

 

Total liabilities and equity at 31 Dec 2019

 

77,344

 

8,185

 

18,028

 

19,586

 

123,143

 

 

Balance sheet of insurance manufacturing subsidiaries by type of contract (continued)

(Audited)

 

 

 

 

 

 

 

 

With

DPF

Unit-linked

Other contracts1

Shareholder
assets and liabilities

Total

 

Footnotes

$m

$m

$m

$m

$m

Financial assets

 

66,735

 

7,337

 

15,552

 

7,120

 

96,744

 

-  trading assets

 

-

 

-

 

-

 

-

 

-

 

-  financial assets designated and otherwise mandatorily measured at fair value through profit or loss

 

 

17,855

 

7,099

 

3,024

 

1,264

 

29,242

 

-  derivatives

 

200

 

-

 

33

 

4

 

237

 

-  financial investments at amortised cost

 

 

33,575

 

70

 

11,597

 

4,171

 

49,413

 

-  financial investments at fair value through other comprehensive income

 

 

11,499

 

-

 

450

 

1,385

 

13,334

 

-  other financial assets

2

3,606

 

168

 

448

 

296

 

4,518

 

Reinsurance assets

 

1,255

 

69

 

1,368

 

-

 

2,692

 

PVIF

3

-

 

-

 

-

 

7,149

 

7,149

 

Other assets and investment properties

 

2,670

 

2

 

235

 

453

 

3,360

 

Total assets

 

70,660

 

7,408

 

17,155

 

14,722

 

109,945

 

Liabilities under investment contracts designated at fair value

 

-

 

1,574

 

3,884

 

-

 

5,458

 

Liabilities under insurance contracts

 

69,269

 

5,789

 

12,272

 

-

 

87,330

 

Deferred tax

4

179

 

21

 

15

 

1,051

 

1,266

 

Other liabilities

 

-

 

-

 

-

 

3,659

 

3,659

 

Total liabilities

 

69,448

 

7,384

 

16,171

 

4,710

 

97,713

 

Total equity

 

-

 

-

 

-

 

12,232

 

12,232

 

Total liabilities and equity at 31 Dec 2018

 

69,448

 

7,384

 

16,171

 

16,942

 

109,945

 

1  'Other Contracts' includes term insurance, credit life insurance, universal life insurance and investment contracts not included in the 'Unit-linked' or 'With DPF' columns.

2  Comprise mainly loans and advances to banks, cash and inter-company balances with other non-insurance legal entities.

3  Present value of in-force long-term insurance business.

4  'Deferred tax' includes the deferred tax liabilities arising on recognition of PVIF.


 

 

 

 

 

 

 

 

 

 

 

 

 



Balance sheet of insurance manufacturing subsidiaries by geographical region1

(Audited)

 

 

Europe

Asia

Latin
America

Total

 

Footnotes

$m

$m

$m

$m

Financial assets

 

31,613

 

74,237

 

1,195

 

107,045

 

-  trading assets

 

-

 

-

 

-

 

-

 

-  financial assets designated and otherwise mandatorily measured at fair value through profit or loss

 

15,490

 

18,562

 

226

 

34,278

 

-  derivatives

 

84

 

124

 

-

 

208

 

-  financial investments - at amortised cost

 

100

 

52,186

 

543

 

52,829

 

-  financial investments - at fair value through other comprehensive income

 

13,071

 

582

 

375

 

14,028

 

-  other financial assets

2

2,868

 

2,783

 

51

 

5,702

 

Reinsurance assets

 

237

 

3,604

 

3

 

3,844

 

PVIF

3

945

 

7,841

 

159

 

8,945

 

Other assets and investment properties

 

1,085

 

2,176

 

49

 

3,310

 

Total assets

 

33,880

 

87,858

 

1,406

 

123,144

 

Liabilities under investment contracts designated at fair value

 

1,139

 

4,753

 

-

 

5,892

 

Liabilities under insurance contracts

 

28,437

 

67,884

 

1,118

 

97,439

 

Deferred tax

4

229

 

1,275

 

19

 

1,523

 

Other liabilities

 

2,212

 

2,172

 

26

 

4,410

 

Total liabilities

 

32,017

 

76,084

 

1,163

 

109,264

 

Total equity

 

1,862

 

11,774

 

243

 

13,879

 

Total liabilities and equity at 31 Dec 2019

 

33,879

 

87,858

 

1,406

 

123,143

 

 

 

 

 

 

 

Balance sheet of insurance manufacturing subsidiaries by geographical region1 (continued)

 

Europe

Asia

Latin
America

Total

 

Footnotes

$m

$m

$m

$m

Financial assets

 

28,631

 

66,793

 

1,320

 

96,744

 

-  trading assets

 

-

 

-

 

-

 

-

 

-  financial assets designated and otherwise mandatorily measured at fair value through profit or loss

 

13,142

 

15,744

 

326

 

29,242

 

-  derivatives

 

121

 

116

 

-

 

237

 

-  financial investments - at amortised cost

 

296

 

48,595

 

522

 

49,413

 

-  financial investments - at fair value through other comprehensive income

 

12,453

 

440

 

441

 

13,334

 

-  other financial assets

2

2,619

 

1,868

 

31

 

4,518

 

Reinsurance assets

 

249

 

2,438

 

5

 

2,692

 

PVIF

3

832

 

6,195

 

122

 

7,149

 

Other assets and investment properties

 

1,053

 

2,280

 

27

 

3,360

 

Total assets

 

30,765

 

77,706

 

1,474

 

109,945

 

Liabilities under investment contracts designated at fair value

 

780

 

4,678

 

-

 

5,458

 

Liabilities under insurance contracts

 

26,375

 

59,829

 

1,126

 

87,330

 

Deferred tax

4

209

 

1,050

 

7

 

1,266

 

Other liabilities

 

1,690

 

1,911

 

58

 

3,659

 

Total liabilities

 

29,054

 

67,468

 

1,191

 

97,713

 

Total equity

 

1,711

 

10,238

 

283

 

12,232

 

Total liabilities and equity at 31 Dec 2018

 

30,765

 

77,706

 

1,474

 

109,945

 

1  HSBC has no insurance manufacturing subsidiaries in Middle East and North Africa or North America.

2  Comprise mainly loans and advances to banks, cash and inter-company balances with other non-insurance legal entities.

3  Present value of in-force long-term insurance business.

4  '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 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.

Where local rules require, these reserves are held as part of liabilities under insurance contracts. Any remainder is accounted for as a deduction from the present value of in-force ('PVIF') long-term insurance business on the relevant product. 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 $693m (2018: $669m) primarily due to the reduction in swap rates in France and Hong Kong, partly offset by the impact of modelling changes in Hong Kong. 

For unit-linked contracts, market risk is substantially borne by the policyholder, but some market risk exposure typically remains, as fees earned are related to the market value of the linked assets.



Financial return guarantees

(Audited)

 

 

2019

2018

 

 

Investment returns implied by guarantee

Long-term  investment returns on relevant portfolios

Cost of guarantees

Investment returns implied by guarantee

Long-term investment returns on relevant portfolios

Cost of guarantees

 

Footnotes

%

%

$m

%

%

$m

Capital

 

0.0

 

1.3 - 3.9

110

 

0.0

 

2.2-3.0

100

 

Nominal annual return

 

0.1 - 2.0

3.0-4.5

118

 

0.1-2.0

3.6-3.7

78

 

Nominal annual return

1

2.0 - 4.0

2.4 - 4.5

355

 

2.1-4.0

2.7-4.6

420

 

Nominal annual return

 

4.1 - 5.0

2.3 - 4.1

110

 

4.1-5.0

2.7-4.1

71

 

At 31 Dec

 

 

 

693

 

 

 

669

 

1  A block of contracts in France with guaranteed nominal annual returns in the range 1.25%-3.72% is reported entirely in the 2.0%-4.0% category in line with the average guaranteed return of 2.6% offered to policyholders by these contracts.



Sensitivities

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 $450m (2018: $326m negative). 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. 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)

 

2019

2018

 

Effect on

profit after tax

Effect on

total equity

Effect on

profit after tax

Effect on

total equity

 

$m

$m

$m

$m

+100 basis point parallel shift in yield curves

43

 

(37

)

9

 

(61

)

-100 basis point parallel shift in yield curves

(221

)

(138

)

(28

)

46

 

10% increase in equity prices

270

 

270

 

213

 

213

 

10% decrease in equity prices

(276

)

(276

)

(202

)

(202

)

10% increase in US dollar exchange rate compared with all currencies

41

 

41

 

36

 

36

 

10% decrease in US dollar exchange rate compared with all currencies

(41

)

(41

)

(36

)

(36

)



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 148.

The credit quality of the reinsurers' share of liabilities under insurance contracts is assessed as 'satisfactory' or higher (as defined on page 85), with 100% of the exposure being neither past due nor impaired (2018: 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 100. 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 2019. 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 2019 remained comparable with 2018.

The remaining contractual maturity of investment contract liabilities is included in Note 29 on page 298.

 



Expected maturity of insurance contract liabilities

(Audited)

 

Expected cash flows (undiscounted)

 

Within 1 year

1-5 years

5-15 years

Over 15 years

Total

 

$m

$m

$m

$m

$m

Unit-linked

1,296

 

3,153

 

2,654

 

1,955

 

9,058

 

With DPF and Other contracts

7,907

 

26,906

 

50,576

 

71,731

 

157,120

 

At 31 Dec 2019

9,203

 

30,059

 

53,230

 

73,686

 

166,178

 

 

 

 

 

 

 

Unit-linked

1,119

 

2,932

 

2,684

 

1,962

 

8,697

 

With DPF and Other contracts

7,459

 

27,497

 

46,217

 

55,989

 

137,162

 

At 31 Dec 2018

8,578

 

30,429

 

48,901

 

57,951

 

145,859

 



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 148 and 149 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 2018.


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.

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 and Singapore.

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 Singapore, 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.



Sensitivity analysis

(Audited)

 

2019

2018

 

$m

$m

Effect on profit after tax and total equity at 31 Dec

 

 

10% increase in mortality and/or morbidity rates

(88

)

(77

)

10% decrease in mortality and/or morbidity rates

88

 

82

 

10% increase in lapse rates

(99

)

(95

)

10% decrease in lapse rates

114

 

107

 

10% increase in expense rates

(106

)

(92

)

10% decrease in expense rates

105

 

93

 



 


This information is provided by RNS, the news service of the London Stock Exchange. RNS is approved by the Financial Conduct Authority to act as a Primary Information Provider in the United Kingdom. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact rns@lseg.com or visit www.rns.com.
 
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