SCPLC Final Results 2020

RNS Number : 2804Q
Standard Chartered PLC
25 February 2021
 

 

 

Standard Chartered PLC

4Q'20 and FY'20 Results

25 February 2021

 

Registered in England under company No. 966425

Registered Office: 1 Basinghall Avenue, London, EC2V 5DD, UK

 

Performance highlights

3

Statement of results

4

Group Chairman's statement

5

Group Chief Executive's review

8

Group Chief Financial Officer's review

10

Supplementary financial information

20

Underlying versus statutory results reconciliations

46

Group Chief Risk Officer's review

52

Risk review

59

Capital review

64

Financial statements

69

Other supplementary financial information

74

Shareholder information

78

Forward-looking statements

This document may contain 'forward-looking statements' that are based on current expectations or beliefs, as well as assumptions about future events. These forward-looking statements can be identified by the fact that they do not relate only to historical or current facts. Forward-looking statements often use words such as 'may', 'could', 'will', 'expect', 'intend', 'estimate', 'anticipate', 'believe', 'plan', 'seek', 'continue' or other words of similar meaning.

By their very nature, forward-looking statements are subject to known and unknown risks and uncertainties and can be affected by other factors that could cause actual results, and the Group's plans and objectives, to differ materially from those expressed or implied in the forward-looking statements. Recipients should not place reliance on, and are cautioned about relying on, any forward-looking statements. There are several factors which could cause actual results to differ materially from those expressed or implied in forward looking statements. The factors that could cause actual results to differ materially from those described in the forward-looking statements include (but are not limited to) changes in global, political, economic, business, competitive, market and regulatory forces or conditions, future exchange and interest rates, changes in tax rates, future business combinations or dispositions and other factors specific to the Group. Any forward-looking statement contained in this document is based on past or current trends and/or activities of the Group and should not be taken as a representation that such trends or activities will continue in the future.

No statement in this document is intended to be a profit forecast or to imply that the earnings of the Group for the current year or future years will necessarily match or exceed the historical or published earnings of the Group. Each forward-looking statement speaks only as of the date of the particular statement. Except as required by any applicable laws or regulations, the Group expressly disclaims any obligation to revise or update any forward-looking statement contained within this document, regardless of whether those statements are affected as a result of new information, future events or otherwise.

Please refer to the Group's 2019 Annual Report and the 2020 Half-Year Report for a discussion of certain risks and factors that could cause actual results, and the Group's plans and objectives, to differ materially from those expressed or implied in the forward-looking statements.

Nothing in this document shall constitute, in any jurisdiction, an offer or solicitation to sell or purchase any securities or other financial instruments, nor shall it constitute a recommendation or advice in respect of any securities or other financial instruments or any other matter .

 

Unless another currency is specified, the word 'dollar' or symbol '$' in this document means US dollar and the word 'cent' or symbol 'c' means one-hundredth of one US dollar.

The information within this report is unaudited. The information in this results announcement, which was approved by the Board of Directors on 25 February 2021, does not constitute statutory accounts as defined in Section 435 of the UK Companies Act 2006. The financial statements for the year ended 31 December 2019 were filed with the Registrar of Companies, and the audit report was unqualified and contained no statements in respect of Sections 498(2) and 498(3) of the UK Companies Act 2006. The financial statements for the year ended 31 December 2020 will be filed with the Registrar of Companies in due course. In accordance with the Listing Rules of the UK Listing Authority, these results have been agreed with the Company's auditors, Ernst & Young LLP, and the Directors have not been made aware of any likely modification to the auditor's report to be included in the Group's Annual Report for the year ended 31 December 2020. The results have been prepared on a basis consistent with the accounting policies set out in the Group's Annual Report for the year ended 31 December 2020.

Unless the context requires, within this document, 'China' refers to the People's Republic of China and, for the purposes of this document only, excludes Hong Kong Special Administrative Region (Hong Kong), Macau Special Administrative Region (Macau) and Taiwan. 'Korea' or 'South Korea' refers to the Republic of Korea. Greater China & North Asia (GCNA) includes Mainland China, Hong Kong, Japan, Korea, Macau and Taiwan; ASEAN & South Asia (ASA) includes Australia, Bangladesh, Brunei, Cambodia, India, Indonesia, Laos, Malaysia, Myanmar, Nepal, Philippines, Singapore, Sri Lanka, Thailand and Vietnam; Africa & Middle East (AME) includes Angola, Bahrain, Botswana, Cameroon, Cote d'Ivoire, Egypt, The Gambia, Ghana, Iraq, Jordan, Kenya, Lebanon, Mauritius, Nigeria, Oman, Pakistan, Qatar, Saudi Arabia, Sierra Leone, South Africa, Tanzania, the United Arab Emirates (UAE), Uganda, Zambia and Zimbabwe; and Europe & Americas (EA) includes Argentina, Brazil, Colombia, Falkland Islands, France, Germany, Ireland, Jersey, Poland, Sweden, Turkey, the UK and the US. Within the tables in this report, blank spaces indicate that the number is not disclosed, dashes indicate that the number is zero and nm stands for not meaningful.

 

Standard Chartered PLC is incorporated in England and Wales with limited liability. Standard Chartered PLC is headquartered in London. The Group's head office provides guidance on governance and regulatory standards. Standard Chartered PLC stock codes are: HKSE 02888 and LSE STAN.LN.

 

All figures are presented on an underlying basis and comparisons are made to 2019 on a reported currency basis, unless otherwise stated. A reconciliation of restructuring and other items excluded from underlying results is set out on pages 46-51.

Bill Winters, Group Chief Executive, said:

"We are weathering the health crisis and geopolitical tensions very well, our strategic transformation continues to progress and our outlook is bright. We remain strong and profitable, although returns in 2020 were clearly impacted by higher provisions, reduced economic activity and low interest rates, in each case the result of COVID-19. I am proud of the way our colleagues around the world have responded to the challenges of the pandemic by supporting each other, our communities and our clients. Looking ahead, our unique exposure to the most dynamic markets in the world puts us in a great position to benefit from the clear signs of recovery there."

Refreshed strategic priorities support our commitment to reaching 10% RoTE in the medium term

We have refreshed our strategic priorities to reflect the evolving macroeconomic outlook. We will continue to focus on our differentiated and high returning Network corporate and Affluent personal businesses and through our recently augmented digital capabilities we can now selectively extend our reach into the Mass Retail segment. We will also lead with a differentiated Sustainability offering because we know we can make a difference in the world where it matters most, and do so profitably.

The progress we were making up to the onset of the COVID-19 pandemic in every key financial and strategic metric gives us confidence that we can achieve our ambition to deliver a double-digit RoTE. By 2023 we expect to deliver at least 7% RoTE, higher if interest rates normalise earlier than anticipated, through strong operating leverage and disciplined capital management.

Selected information concerning financial performance (FY'20 unless otherwise stated)

Income down 3% to $14.8bn, down 2% at constant currency (ccy)

Net interest margin down 31bps to a FY'20 average of 1.31%; 1bp higher QoQ in 4Q'20 at 1.24%

Expenses (excluding the UK bank levy) reduced 2% to $9.8bn; down 1% ccy

Preparing for anticipated economic recovery: investment P&L charge increased $100m QoQ in 4Q'20

Credit impairment of $2.3bn up $1.4bn YoY; $374m in 4Q'20 up slightly QoQ but flat YoY

$827m stage 1 and 2 charge, four-fifths booked in 1H'20; 4Q'20 charge of $50m includes $41m overlay release

Stage 3 up $823m YoY, 1/3 from unconnected fraud-related losses in 1Q'20; no significant new exposures in 4Q'20

High risk assets reduced for the second consecutive quarter in 4Q'20; down $2.7bn (14%) in 2H'20

Return on tangible equity down 340bps to 3.0% due to the impact of COVID-19

Pre-provision operating profit down 4% ccy: diversified income streams and cost control largely offset impact of lower interest rates

Underlying profit before tax down 40% to $2.5bn driven by COVID-related elevated impairments and lower interest rates

Statutory profit before tax down 57% to $1.6bn, includes $489m goodwill impairment in India, UAE and Indonesia

Tax   charge of $862m: underlying effective tax rate of 38%, up 8%pts with lower profits increasing impact of non-deductible items

Statutory effective tax rate of 53% elevated by non-deductible items including goodwill impairment

The Group's balance sheet remains strong, liquid and well diversified

Asset-to-deposit ratio down from 64.2% to 61.1%; liquidity coverage ratio broadly stable YoY despite 1H'20 disruption

Customer loans and advances up 5%; customer accounts up 8% with a higher proportion of CASA and OPAC balances

Risk-weighted assets of $269bn up $2.2bn since 30.09.20 and up $4.7bn since 31.12.19

$15bn credit migration inflation in the year partly offset by $9bn Permata stake disposal benefit

The Group remains strongly capitalised and highly liquid; returning the maximum capital currently allowed by the Group's regulator

Common equity tier 1 (CET1) ratio 14.4% above the top of the 13-14% target range (3Q'20: 14.4%)

CET1 ratio includes accrual for proposed final 2020 ordinary dividend of $284m or 9c per share

$254m share buy-back starting imminently will reduce the CET1 ratio at 31.03.21 by ~10bps

Earnings per share reduced 52% to 36.1c

Outlook

Improving prospects for COVID-19 vaccines should enable the global economy to transition back to growth through 2021, with pre-pandemic growth rates re-emerging in most of our markets from 2022. We believe that our decision to continue investing in the transformation of our business throughout the crisis will enable us to disproportionately benefit from that recovery over time, not least because it will most likely be led by large markets in Asia where we generate two-thirds of our income.

Overall income in 2021 is expected to be similar to that achieved in 2020 at constant currency given the full-year impact of the global interest rate cuts that occurred in 1H'20, which will likely cause 1H'21 income to be lower than last year. The FY'21 net interest margin should stabilise at marginally below the 4Q'20 level of 1.24%. Our performance in the opening weeks of this year gives us the confidence that we are on the right track with strong performances in our less interest rate-sensitive Financial Markets and Wealth Management businesses. We expect income to return to 5-7% growth per annum from 2022.

We expect pressure on credit impairments to reduce this year compared with 2020. Expenses are likely to increase slightly in FY'21 as we continue to invest in our digital capabilities but should remain below $10 billion at constant currency and excluding the UK bank levy, supported in part by restructuring actions in 4Q'20 and through FY'21.

We will continue to manage our balance sheet prudently, particularly throughout the remainder of the pandemic. Our intent is to operate within our 13-14% target CET1 range and we will seek approval to return to shareholders capital that cannot be deployed profitably within the business through a mixture of dividends and share buy-backs.  

 

Standard Chartered PLC - Statement of Results

 

2020
$million

2019
$million

Change1
%

Underlying performance

 

 

 

Operating income

14,765

15,271

(3)

Operating expenses (including UK bank levy)

(10,142)

(10,409)

3

Credit impairment

(2,294)

(906)

(153)

Other impairment

15

(38)

139

Profit from associates and joint ventures

164

254

(35)

Profit before taxation

2,508

4,172

(40)

Profit attributable to ordinary shareholders²

1,141

2,466

(54)

Return on ordinary shareholders' tangible equity (%)

3.0

6.4

(340)bps

Cost to income ratio (excluding UK bank levy) (%)

66.4

65.9

50bps

Statutory performance

 

 

 

Operating income

14,754

15,417

(4)

Operating expenses

(10,380)

(10,933)

5

Credit impairment

(2,325)

(908)

(156)

Goodwill impairment

(489)

(27)

nm3

Other impairment

(98)

(136)

28

Profit from associates and joint ventures

151

300

(50)

Profit before taxation

1,613

3,713

(57)

Taxation

(862)

(1,373)

37

Profit for the year

751

2,340

(68)

Profit attributable to parent company shareholders

724

2,303

(69)

Profit attributable to ordinary shareholders2

329

1,855

(82)

Return on ordinary shareholders' tangible equity (%)

0.9

4.8

(390)bps

Cost to income ratio (%)

70.4

70.9

(50)bps

Balance sheet and capital

 

 

 

Total assets

789,050

720,398

10

Total equity

50,729

50,661

-

Average tangible equity attributable to ordinary shareholders2

38,590

38,574

-

Loans and advances to customers

281,699

268,523

5

Customer accounts

439,339

405,357

8

Risk weighted assets

268,834

264,090

2

Total capital

57,048

55,965

2

Total capital (%)

21.2

21.2

0bps

Common Equity Tier 1

38,779

36,513

6

Common Equity Tier 1 ratio (%)

14.4

13.8

60bps

Net Interest Margin (%) (adjusted)

1.31

1.62

(31)bps

Advances-to-deposits ratio (%)4

61.1

64.2

(3.1)

Liquidity coverage ratio (%)

143.0

144.0

(1)

UK leverage ratio (%)

5.2

5.2

(0)bps

Information per ordinary share

Cents

Cents

Cents1

Earnings per share - underlying5

36.1

75.7

(39.6)

  - statutory5

10.4

57.0

(46.6)

Net asset value per share6

1,409

1,358

51

Tangible net asset value per share6

1,249

1,192

57

Number of ordinary shares at period end (millions)

3,150

3,191

(1)

1  Variance is better/(worse) other than assets, liabilities and risk-weighted assets. Change is percentage points difference between two points rather than percentage change for total capital (%), common equity tier 1 ratio (%), net interest margin (%), advances-to-deposits ratio (%), liquidity coverage ratio (%), UK leverage ratio (%). Change is cents difference between two points rather than percentage change for earnings per share, net asset value per share and tangible net asset value per share

2  Profit attributable to ordinary shareholders is after the deduction of dividends payable to the holders of non-cumulative redeemable preference shares and Additional Tier 1 securities classified as equity

3  Not meaningful

4  When calculating this ratio, total loans and advances to customers excludes reverse repurchase agreements and other similar secured lending, excludes approved balances held with central banks, confirmed as repayable at the point of stress and includes loans and advances to customers held at fair value through profit and loss. Total customer accounts include customer accounts held at fair value through profit or loss

5  Represents the underlying or statutory earnings divided by the basic weighted average number of shares

6  Calculated on period end net asset value, tangible net asset value and number of shares

 

Leading with our purpose to drive sustainable growth

2020 was a year of extraordinary global turbulence, and COVID-19 in particular had a profound impact on all of us. The world is a very different place from this time last year and we all must continue to adjust and adapt. We have very sadly lost colleagues and some of you will have also lost friends and loved ones, so I would like to extend my deepest sympathy to everyone who has suffered during the pandemic.

Throughout this tumultuous period, our 89,000 colleagues around the world - led by our Chief Executive Bill Winters and colleagues in the Management Team - have focused on protecting the interests of shareholders, while ensuring the wellbeing of colleagues, supporting our customers and clients, and showing solidarity with our communities. All of this while preserving our operational and financial resilience.

They have done this demonstrating exemplary character and with great humanity, something that I have always said is a distinctive characteristic of this Group.

Repayment holidays, fee waivers and loan extensions were offered to individual and small business customers, and we made $1 billion of financing available at cost to those providing critical goods and services in the fight against the virus. We also established a $50 million Global Charitable Fund to help those affected within our communities. So far, we have donated $28 million across 59 markets, with a comparable sum contributed by colleagues and the Group to support and stimulate economic recovery.

A resilient financial performance, enabling a return to capital distributions

Bill and Andy Halford, our Chief Financial Officer, will explain in more detail later in this report how our financial performance was impacted in some respects by the effects of the pandemic. But those results also show evidence of great resilience - certainly far greater resilience than I suspect would have been the case if the pandemic had occurred a few years ago.

Our profit reduced despite lower costs due to a combination of lower interest rates that affected income and higher impairments driven in part by the reserves that we built to absorb possible future credit losses as the pandemic unfolds. But we remained highly liquid and our capital position actually strengthened further, which means that with better visibility over the near-term economic outlook the Board is recommending the payment of a full-year ordinary dividend of $284 million or 9 cents per share.

And with our common equity tier 1 capital ratio above the top end of our 13-14 per cent target range, even after accruing for the recommended ordinary dividend, we have decided to complete the share buy-back programme that was suspended in April 2020, meaning we will shortly start purchasing and then cancelling up to $254 million worth of ordinary shares.

The proposed full-year dividend and share buy-back programme together is the maximum we are authorised by our regulator to return to shareholders at this stage, being 0.2 per cent of our risk-weighted assets as at 31 December 2020.

The Board's position on capital returns remains essentially the same as it was before our regulator requested us to withdraw the recommended 2019 final dividend. Having now resumed it, we expect to be able to increase the full-year dividend per share over time as we execute our strategy and progress towards a 10 per cent return on tangible equity. To the extent additional capital generated over that period is not needed to fund further business growth, we will continue to find optimal ways of returning the excess to our owners.

Governance

I am delighted to welcome Maria Ramos to our Board as an independent non-executive director. She brings considerable experience as a chief executive, significant understanding of the global financial services industry, an in-depth understanding of the regulatory landscape, as well as experience of operating across many of our markets, especially in the Africa region.

We welcome the appointment of Dr Ngozi Okonjo-Iweala as the new Director-General of the World Trade Organisation, as a result of which she will shortly step down from the Board. I would like to thank Dr Ngozi for her valuable contributions to the Group over the last three years.

 

 

We recently announced several changes to our Board Committee composition, details of which can be found in the Directors' report in the Annual Report. We also recently announced that Robert Zoellick is taking over as chair of our International Advisory Council, a diverse, multidisciplinary panel of experts whose role is to provide insight on global trends and opportunities that may affect the Group and our clients. Robert served as president of the World Bank from 2007 to 2012, where he led the effort to assist developing economies during the Global Financial Crisis and held various posts in the US Government over three administrations.

What it means to us to be purpose-led

Standard Chartered has a history of being bold and finding new opportunities in times of change. For over 160 years we have been pioneers of international trade and investment, facilitating the flow of capital to where it is needed most to drive commerce and prosperity.

And yet, in today's complex, fast-moving and unstable world, it is clear that markets, trade and capital flows are failing to address some of the key socio-economic and environmental challenges of our time. It doesn't need to be this way; we believe commerce and prosperity can be driven without people being left behind, without the planet being negatively impacted, and without creating divisions that diminish our sense of community. Never has finance and commerce been more important in fuelling positive change where it matters most - and especially in the world's emerging economic powerhouses.

This is why now, more than ever before, we must lead with our purpose. This is the moment to use our unique capacity to work across boundaries, connecting capital, people, ideas and best practices, both locally and globally. Our conviction is that we can accelerate our strategy and its wider impact by connecting it to the big issues facing our world. We will take a stand on those issues, reshape our Group where necessary to meet them and grow by playing an active role.

The refreshed strategic priorities that Bill describes separately are fully aligned with this objective. This is not just about social responsibility. This is fundamentally about doing great business, transforming our franchise and taking our promise of being Here for good to a whole new level. We're determined to unleash a new dynamic in the Group - powered by our purpose. We are building on who we are and what we are good at, and that is why I am confident we can step forward and make a real difference.

Outlook

So, what does 2021 hold? I hope and expect it will be a better year overall for the world and for us, even if uncertainties continue on several fronts. First, despite the recent positive news on vaccines, we will be coping with the health and economic impact of COVID-19 for some time. Yet I envisage that the global economic recovery will strengthen as the year progresses and confidence returns, led by the performance of markets in Asia where we have large and entrenched positions.

Second, geopolitical uncertainty will not disappear under the new US administration, albeit I expect the US to take a more systematic, predictable and multilateral approach to foreign relations.

Finally, the pace of change required by these new times means things are accelerating faster, not just in the digital space, but also many other parts of the business ecosystem and the world. I expect that this will ultimately result in advances in productivity growth.

There remain plenty of reasons to be confident in this evolving environment. We have shown that we are getting much better at converting the undoubted dynamism of our home markets across Asia, Africa and the Middle East into profitable growth. We grew income between four and eight per cent on a like-for-like basis every quarter between the end of 2018 and the end of the first half of 2020 when the impact of COVID-19 hit, and this was while generating positive income-to-cost jaws in every period. I have always been very clear that strong growth is no good if it isn't safe and sustainable, which is why I am pleased to see the risk framework that the Management Team worked so hard to implement from 2015 perform so well last year.

 

 

The Board will continue to oversee the execution of the Group's strategy. Our goal is to provide a best-in-class experience for our clients, be that through our unique network, personalised affluent banking or attractive digital offerings in mass retail, including through key strategic partnerships. And to do this with a world-class workforce and an agile and innovative organisation which makes us simpler, faster and better. In doing so, we also aspire to become a leader in the sustainability space. As a Group with a large and long-standing emerging markets footprint, we feel we have the responsibility and a great opportunity to channel financing to where it is most needed to make the planet more sustainable.

I said in last year's report that instability and rapid change are becoming the new normal, and that adaptation is a skill I saw as being core to the Group's DNA. I am humbled by some of the stories I have heard of how my colleagues are ensuring exceptional continuity of service to our clients in often difficult circumstances, and I have no doubt that they will continue to go the extra mile to make a positive difference.

 

José Viñals

Group Chairman

25 February 2021

 

"Our outlook is bright"

We are weathering the health crisis and geopolitical tensions very well. We remain strong and profitable, although clearly impacted by credit challenges and low interest rates. Our strategic transformation continues to progress well, and our outlook is bright.

Our relative strength derives from actions we have taken over the past five years, the first phase of which was to secure our foundations. Our efforts during that time were not always obvious externally, but the benefits became clear last year when we came through an extraordinary real-life stress test with financial and operational resilience. We were open for business for our customers and communities throughout the crisis and, as Andy will describe later in this report, we remained profitable while preserving very strong liquidity and capital positions.

Since 2018, we have been executing the second phase, building on those stronger foundations. We have delivered our differentiated network and affluent businesses, optimised returns in India, Korea, the UAE and Indonesia - profits in those markets in aggregate rose 34 per cent - and invested heavily in what we expect to be transformational digital initiatives that are now live and winning business across our footprint.

We are ready now to start the next phase.

Our refreshed strategic priorities

José has already described what it means for us to be a purpose-led organisation, and how that will guide us in the years ahead. The refreshed strategic priorities which we share today link directly to our purpose to drive commerce and prosperity with our unique diversity and we have geared up to develop the skills, mindset and capabilities to deliver both. They will take us beyond what we currently do, how we currently think and extend our existing scale and impact.

Network: we will continue to unlock the power of our unique physical footprint by digitally delivering to our clients best-in-class emerging and developed markets capabilities, insights and solutions

Affluent: we will reinforce our strong credentials in the affluent segment by building loyalty and trust through offering our clients personalised wealth advice based on superior insight

Mass retail: we now have a range of proven digital capabilities and our remodelled risk framework has been thoroughly stress-tested, which means we can substantially and economically scale up our mass market retail presence. We will do this with enhanced data analytics and a superior end-to-end digital experience, developing opportunities on our own and with partners

Sustainability: we will lead with a differentiated sustainability offering, including reflecting net-zero climate goals in everything we do. This is not to score points on ESG indices, but because we know we can make a difference in the world where it matters most, and do so profitably

These strategic priorities will be supported by three critical enablers. We are investing heavily in our people, giving colleagues the skills they need to succeed, bringing in expertise in critical areas and evolving to a more innovative and agile operating model. We are fundamentally changing the way we work, accelerating our time-to-market and increasing productivity with cross-functional teams driving agreed client and productivity outcomes. And we are driving innovation to improve our clients' experience, increase our operational efficiency and tap new sources of income, creating opportunities that I can foresee over time representing the majority of our income.

Re-committing to delivering return on tangible equity above 10 per cent

Our strategic progress continues apace despite the challenges related to COVID-19. Our returns have suffered though as the resulting severe economic dislocations and low interest rates impacted our financial performance. The progress we made up to the onset of the pandemic, however, in every key financial and strategic metric, gives us confidence that we can return to that trajectory as economies recover over the coming year.

Our refreshed strategic priorities, together with the financial framework that is laid out in the presentation that accompanies this report, should allow us to improve our return on tangible equity from the 3 per cent we delivered in 2020 to more than 7 per cent by 2023 as we progressively advance to our target of more than 10 per cent. We will hit those targets sooner if interest rates start to normalise earlier than anticipated, but in any event we expect to generate significant surplus capital over this period that will be returned to shareholders if not deployed to fund additional growth. We are starting as we mean to go on, by completing the share buy-back programme that was suspended in April 2020.
 

Resilience at our core

It has been an extraordinary year in many respects. But we have a long history of resilience to economic shocks and geopolitical tussles, and the opportunities and even the challenges have not fundamentally changed.

The negative impacts of COVID-19 should be largely transitory, and indeed have provided powerful lessons that will help us to accelerate our pursuit of better productivity and may even lead to a better world. The almost overnight shift to more flexible working should benefit us over time both financially and in terms of fostering greater diversity and inclusion, and also caused us to add to our extraordinary focus on keeping pace with escalating cyber, fraud and other threats. And while we will likely live with very low interest rates for several years, even that won't last forever as economies start to reflate

As an international bank with a unique emerging market footprint straddling the East and the West, we have always had to deal with political turbulence, both within and between our markets. This was unusually visible in 2020 but we are hopeful that a spirit of engagement will help avoid further escalation. We will comply with all laws that affect us and our clients and hope for a more diplomatic and multilateral solution to the world's challenges

Global trade was slowing before COVID-19 and slumped when it hit, as markets around the world went into various forms of lockdown. The pace of growth comes and goes but we don't believe global trade has permanently gone into reverse. And while some trade corridors such as those between the US and China may decline from the very high levels of recent years, they will be replaced by others, in particular within the Asia and Africa regions, which play perfectly to our strengths

One thing remains clear: we can win through a relentless focus on improving the experience of our customers while working hard to attract new ones, and while keeping a tight grip on costs. The underlying macroeconomic and demographic growth drivers in our footprint remain strong and we remain well positioned to benefit from them. With our virtual bank Mox launched in Hong Kong, our banking-as-a-service venture 'nexus' preparing to launch with partners in Indonesia and digital banking now firmly embedded across our Africa franchise, we are better able to capture and create opportunities in markets that are likely to remain the most dynamic in the world for the foreseeable future.

Concluding remarks

While COVID-19 caused the quickest and sharpest economic collapse any of us has ever seen, recovery expectations have also surpassed prior recessions in both speed and magnitude. We are in a great position to benefit from that.

In the coming years, we aim not just to be a larger, leaner, more profitable and strongly capitalised bank, but a better one. Better for our customers, our communities, our colleagues and our shareholders.

We have a non-replicable business. We intend to utilise that unique diversity for the benefit of our customers and shareholders

We are already admired for our specialist servicing of the fast-growing trade and investment corridors across Asia, Africa and the Middle East and we are doubling-down on that differentiation

We are driving a culture of innovation, that we believe will create sustainable opportunities in the world's fastest growing markets

And last but certainly not least, I wholeheartedly support José's comments concerning the remarkable efforts of our 89,000 colleagues around the world this year, frequently in difficult personal circumstances. These efforts enabled us to protect shareholders' interests in an exceptionally challenging year and maintain our steadfast support for the communities in the 59 markets we call home.

 

Bill Winters

Group Chief Executive

25 February 2021

 

"A resilient performance in extremely challenging conditions"

Summary of financial performance

We were making strong progress delivering our financial framework until the onset of COVID-19 but the challenging conditions caused by the pandemic resulted in a reduced, but nonetheless resilient, financial performance for the year as a whole. Our focus over recent years on diversifying our sources of income was not quite sufficient to offset the effect of the significant reductions in global interest rates that occurred mid-year and hence overall income declined slightly as did our pre-provision operating profit, notwithstanding tight control of expenses. The actions taken in recent years to improve the quality of our balance sheet sheltered us from some of the worst effects of COVID-19 but we nonetheless incurred credit impairment charges more than double that of the prior year, albeit the majority were booked in the first half of the year with a noticeably lower level of charges in the second half. Overall this resulted in underlying operating profit decreasing by 40 per cent but we ended the year with our key capital ratio, CET1, at 14.4 per cent including the benefit of selling our stake in Permata earlier in the year. This is not only above the top of our target range of 13 to 14 per cent but also the highest level it has been for many years. The Group also retained a highly liquid balance sheet and consequently we believe we enter 2021 well equipped to see through the remaining challenges of COVID-19 and, importantly, well positioned to benefit from the subsequent upturn in the global economy.

All commentary that follows is on an underlying basis and comparisons are made to the equivalent period in 2019 on a reported currency basis, unless otherwise stated.

Operating income declined 3 per cent and was down 2 per cent on a constant currency basis

Net interest income decreased 11 per cent with increased volumes more than offset by a 19 per cent or 31 basis point reduction in net interest margin

Other income increased 4 per cent, or 3 per cent excluding the positive impact in DVA, with a particularly strong performance in Financial Markets

Operating expenses excluding the UK bank levy reduced 2 per cent or 1 per cent on a constant currency basis, with the impact of COVID-19 resulting in lower bonus accruals reflecting underlying performance, including lower profits, and reduced spend on travel and entertainment, partly offset by the continued focus on investing in new digital capabilities. Operating expenses in 4Q'20 increased 6 per cent compared to 3Q'20 due to a $100 million increase in investment P&L charge as the Group started to position itself to capitalise on the expected economic recovery in its markets. The cost-to-income ratio (excluding the UK bank levy and DVA) increased 1 percentage point to 67 per cent. The UK bank levy decreased by $16 million to $331 million; in 2021 it will be chargeable on only the Group's UK balance sheet with the current expectation being that it will reduce to around $100 million at that time

Credit impairment increased by $1,388 million to $2,294 million. This was mainly driven by a $823 million increase in Stage 3 impairments across all client segments to $1,467 million, around one-third of which related to three unconnected Corporate & Institutional Banking client exposures that were reported in 1Q'20. Stage 1 and 2 impairments increased by $565 million to $827 million and included a net increase in the judgemental management overlay of $337 million as the Group proactively reserved for forward-looking risks. Total credit impairment of $2,294 million represents a loan-loss rate of 66 basis points (2019: 27 basis points) with the management overlay contributing 11 basis points. This compares to a loan-loss rate of 143 basis points in 2015 reflecting the benefit of the work done in the intervening period to secure the Group's foundations including tightening the Group's risk management framework

Other impairment was a net $15 million release, primarily driven by a reversal of previously impaired assets partially offset by a $132 million charge relating to impairment of aircraft

Profit from associates and joint ventures decreased by 35 per cent to $164 million. The Group could only recognise its share of the profits of its associate China Bohai Bank for ten months due to the timing of its recently completed initial public offering in July 2020. The Group's share of Bohai's annual preference share dividend, $22 million, was deducted from its share of profit in 4Q'20. Additionally, the Group's share of China Bohai Bank reduced in 4Q'20 to 16.26 per cent from 19.99 per cent and this will be the share of profit that is reported in future quarters

 

 

Profit before tax decreased 40 per cent or 39 per cent on a constant currency basis. Statutory profit before tax decreased 57 per cent driven by charges totalling $895 million relating to restructuring, goodwill impairment - including $489 million principally relating to India and United Arab Emirates - and other items

Taxation was $862 million on a statutory basis. Taxation on underlying profits was at an effective rate of 37.7 per cent, an increase of 8 percentage points reflecting the non-repeat of prior year credits and the effect of lower profits concentrating the impact of non-deductible expenses partly offset by a one-off credit in 4Q'20 relating to an increase in the rate at which the US deferred tax asset is recognised. Taxation on statutory profits was at an effective rate of 53.4 per cent, an increase of 16 percentage points on the underlying rate due to elevated goodwill impairments

Return on tangible equity decreased by 340 basis points to 3.0 per cent, with the impact of reduced profits partly offset by lower tangible equity reflecting the share buy-back programmes completed since 1Q'19

Underlying basic earnings per share (EPS) reduced 52 per cent to 36.1 cents and statutory EPS declined 46.6 cents to 10.4 cents

A final ordinary dividend per share of 9 cents has been proposed, which along with the announced share buy-back programme of $254 million is the maximum the Group is authorised by its regulator to return to shareholders currently, being 0.2 per cent of risk-weighted assets as at 31 December 2020

Summary of financial performance

 

4Q'20

4Q'19

Change

Constant Currency Change¹

3Q'20

Change

Constant Currency Change¹

FY20

FY19

Change

Constant Currency Change¹

 

$million

$million

%

%

$million

%

%

$million

$million

%

%

Net Interest income

1,760

1,899

(7)

(8)

1,620

9

7

6,882

7,698

(11)

(9)

Other income

1,439

1,698

(15)

(15)

1,899

(24)

(25)

7,883

7,573

4

5

Underlying operating income

3,199

3,597

(11)

(11)

3,519

(9)

(10)

14,765

15,271

(3)

(2)

Underlying operating expenses

(2,618)

(2,592)

(1)

(2,480)

(6)

(3)

(9,811)

(10,062)

2

1

UK bank levy

(331)

(347)

5

9

nm²

nm²

(331)

(347)

5

9

Underlying operating expenses

(2,949)

(2,939)

1

(2,480)

(19)

(16)

(10,142)

(10,409)

3

1

Underlying operating profit before impairment and taxation

250

658

(62)

(55)

1,039

(76)

(72)

4,623

4,862

(5)

(4)

Credit impairment

(374)

(373)

(1)

(353)

(6)

(4)

(2,294)

(906)

(153)

(159)

Other impairment

(82)

(12)

nm²

nm²

(15)

nm²

nm²

15

(38)

139

138

Profit from associates and joint ventures

14

52

(73)

(74)

74

(81)

(81)

164

254

(35)

(36)

Underlying profit before taxation

(192)

325

(159)

(144)

745

(126)

(119)

2,508

4,172

(40)

(39)

Restructuring

(248)

(117)

(112)

(115)

(44)

nm²

nm²

(382)

(254)

(50)

(53)

Goodwill impairment

(27)

100

100

(231)

100

100

(489)

(27)

nm²

nm²

Other items

(9)

13

(169)

(162)

(35)

74

77

(24)

(178)

87

87

Statutory profit before taxation

(449)

194

nm²

nm²

435

nm²

(193)

1,613

3,713

(57)

(56)

Taxation

(27)

(122)

78

80

(274)

90

91

(862)

(1,373)

37

36

Profit for the period

(476)

72

nm²

nm²

161

nm²

nm²

751

2,340

(68)

(67)

 

 

 

 

 

 

 

 

 

 

 

 

Net interest margin (%)3

1.24

1.54

(30)

 

1.23

1

 

1.31

1.62

(31)

 

Underlying return on tangible equity (%)3

(4.3)

(0.1)

(420)

 

4.4

(870)

 

3.0

6.4

(340)

 

Underlying earnings per share (cents)

(13.5)

(0.4)

nm2

 

13.6

nm2

 

36.1

75.7

(52)

 

Statutory return on tangible equity (%)3

(6.2)

(1.3)

(490)

 

1.3

(750)

 

0.9

4.8

(390)

 

Statutory earnings per share (cents)

(19.4)

(3.9)

nm2

 

3.9

nm2

 

10.4

57.0

(82)

 

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Not meaningful

3  Change is the basis points (bps) difference between the two periods rather than the percentage change

 

 

Operating income by Product

 

4Q'20

4Q'19²

Change

Constant Currency Change¹

3Q'20

Change

Constant Currency Change¹

FY20

FY19²

Change

Constant Currency Change¹

 

$million

$million

%

%

$million

%

%

$million

$million

%

%

Transaction Banking

652

834

(22)

(22)

665

(2)

(3)

2,838

3,499

(19)

(18)

Trade

249

259

(4)

(4)

255

(2)

(4)

994

1,100

(10)

(9)

Cash Management

403

575

(30)

(30)

410

(2)

(3)

1,844

2,399

(23)

(23)

Financial Markets

697

716

(3)

(2)

909

(23)

(25)

3,854

3,258

18

20

Foreign Exchange

267

264

1

4

266

(2)

1,291

1,127

15

17

Rates

150

163

(8)

(10)

201

(25)

(28)

1,068

696

53

56

Commodities

37

37

6

60

(38)

(38)

223

165

35

35

Credit and Capital Markets

175

125

40

38

188

(7)

(8)

639

577

11

12

Capital Structuring Distribution Group

70

86

(19)

(19)

91

(23)

(25)

274

329

(17)

(16)

DVA

(69)

(72)

4

3

(22)

nm³

nm³

13

(100)

113

113

Securities Services

78

85

(8)

(8)

79

(1)

(4)

320

343

(7)

(5)

Other Financial Markets

(11)

28

(139)

(128)

46

(124)

(119)

26

121

(79)

(78)

Corporate Finance

285

328

(13)

(13)

284

1

1,116

1,143

(2)

(1)

Lending and Portfolio Management

199

201

(1)

222

(10)

(11)

848

786

8

10

Wealth Management

436

415

5

4

568

(23)

(24)

1,968

1,879

5

5

Retail Products

848

960

(12)

(12)

859

(1)

(3)

3,566

3,862

(8)

(7)

CCPL and other unsecured lending

303

311

(3)

(4)

309

(2)

(4)

1,211

1,251

(3)

(2)

Deposits

271

484

(44)

(44)

301

(10)

(11)

1,457

1,989

(27)

(26)

Mortgage and Auto

234

130

80

77

211

11

8

750

511

47

47

Other Retail Products

40

35

14

18

38

5

3

148

111

33

36

Treasury

92

196

(53)

(52)

40

130

130

635

1,090

(42)

(41)

Other

(10)

(53)

81

82

(28)

64

63

(60)

(246)

76

74

Total underlying operating income

3,199

3,597

(11)

(11)

3,519

(9)

(10)

14,765

15,271

(3)

(2)

Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Following a reorganisation of certain clients, there has been a reclassification of balances across products

3   Not meaningful

Transaction Banking income was down 19 per cent. Trade declined 10 per cent reflecting a significant reduction in global trade as a result of COVID-19. Cash Management declined 23 per cent with double-digit volume growth being more than offset by declining margins given the low interest rate environment.

Financial Markets income grew 18 per cent, or 14 per cent excluding DVA, benefiting from market volatility and increased hedging and investment activity by clients. There was strong double-digit growth in Rates, Foreign Exchange and Commodities. After a slow first quarter, Credit and Capital Markets recovered momentum and ended the year with income up 11 per cent. Income from Securities Services, which is now managed within Financial Markets having previously been reported as part of Transaction Banking, declined 7 per cent. The decline in Other Financial Markets included a $56 million charge related to a change in the valuation methodology of structured notes in 4Q'20.

Corporate Finance income was down 2 per cent driven by lower income from aviation clients as the sector was significantly impacted by COVID-19, partly offset by drawdowns on revolving credit facilities which were largely repaid or refinanced in 2H'20.

Lending and Portfolio Management income was up 8 per cent with improved margins in Corporate Lending.

Wealth Management income grew 5 per cent despite significantly more challenging market conditions. There was a particularly strong sales performance in FX, equities and structured notes driving income excluding bancassurance up 14 per cent. Bancassurance income was lower by 16 per cent resulting from reduced branch walk-ins due to COVID-19, partially offset by increased digital channel usage.

 

 

Retail Products income declined 8 per cent or 7 per cent on a constant currency basis. Deposits income declined 27 per cent as margin compression more than offset increased volumes. Increases in volumes and margins led to double-digit income growth across Mortgages and Auto and Other Retail Products. Credit Cards and Personal Loans income was down 3 per cent as COVID-19 impacted new sales.

Treasury income reduced 42 per cent as a fall in interest rates led to lower interest income on Treasury assets that was partially offset by a reduction in the expense of Treasury liabilities. An additional $220 million in realisation gains, primarily booked in 1H'20, was broadly offset by lower FX switch income and negative movements in hedge ineffectiveness, primarily recorded in 2H'20.

Other products income improved by $186 million to negative $60 million reflecting interest credits and other one-off items in India, Korea and Singapore. 

Profit before tax by client segment and geographic region

 

4Q'20

4Q'19²

Change

Constant Currency Change¹

3Q'20

Change

Constant Currency Change¹

FY20

FY19²

Change

Constant Currency Change¹

 

$million

$million

%

%

$million

%

%

$million

$million

%

%

Corporate & Institutional Banking

184

371

(50)

(48)

525

(65)

(64)

1,841

2,257

(18)

(18)

Retail Banking

4

169

(98)

(100)

257

(98)

(100)

587

1,093

(46)

(47)

Commercial Banking

13

46

(72)

(73)

19

(32)

(40)

214

499

(57)

(57)

Private Banking

(11)

(3)

nm³

nm³

17

(165)

(153)

62

94

(34)

(35)

Central & other items (segment)

(382)

(258)

(48)

(31)

(73)

nm³

nm³

(196)

229

(186)

(159)

Underlying profit/(loss) before taxation

(192)

325

(159)

(144)

745

(126)

(119)

2,508

4,172

(40)

(39)

Greater China & North Asia

323

493

(34)

(37)

578

(44)

(46)

2,035

2,432

(16)

(17)

ASEAN & South Asia

80

23

nm³

165

243

(67)

(66)

779

1,025

(24)

(24)

Africa & Middle East

(88)

96

(192)

(195)

11

nm³

nm³

13

684

(98)

(97)

Europe & Americas

(7)

82

(109)

(103)

37

(119)

(105)

386

157

146

137

Central & other items (region)

(500)

(369)

(36)

(29)

(124)

nm³

nm³

(705)

(126)

nm³

nm³

Underlying profit/(loss) before taxation

(192)

325

(159)

(144)

745

(126)

(119)

2,508

4,172

(40)

(39)

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

3   Not meaningful

Corporate & Institutional Banking income, which is now broadly half the Group's income, increased 2 per cent with a very strong Financial Markets performance partly offset by the impact of low interest rates. Lower expenses were more than offset by higher credit impairments resulting in profits declining 18 per cent. Retail Banking income declined 3 per cent as income growth in Wealth Management was more than offset by the effects of the low interest rate environment which resulted in Deposits income declining 26 per cent. Expenses were 2 per cent lower but were more than offset by higher impairments, which resulted in profits declining 46 per cent. Commercial Banking profits more than halved, driven by impairments which more than doubled and 10 per cent lower income partly offset by 8 per cent lower expenses. A non-repeat of a prior-year impairment release meant Private Banking profit was down 34 per cent. Central & other items (segment) recorded a loss of $196 million driven by a 32 per cent decline in income, primarily in Treasury, 4 per cent higher expenses from increased investment spend including funding SC Ventures, and a reduction in the Group's share of China Bohai Bank's profits.

Greater China & North Asia remained the largest regional contributor to the Group, generating 81 per cent of the overall Group's profit before tax. Profit declined 16 per cent driven by higher impairments while income declined only 2 per cent despite challenging market conditions partly offset by a 1 per cent reduction in expenses. ASEAN & South Asia income growth of 4 per cent and 2 per cent lower expenses were more than offset by higher impairments, resulting in profits declining 24 per cent. Africa & Middle East income declined 8 per cent, or 3 per cent on a constant currency basis with continued macroeconomic challenges also impacting credit impairments, which resulted in profits declining to $13 million for the year. Europe & Americas profit increased 146 per cent driven by 11 per cent higher income reflecting exceptionally strong Financial Markets performance and 6 per cent lower expenses. The loss incurred by Central & other items (regions) increased by $579 million to $705 million loss due to lower returns paid to Treasury on the equity provided to the regions in a falling interest rate environment.

 

 

Adjusted net interest income and margin

 

4Q'20

4Q'19¹

Change²

3Q'20

Change²

FY20

FY19¹

Change²

 

$million

$million

%

$million

%

$million

$million

%

Adjusted net interest income3

1,676

1,978

(15)

1,626

3

6,921

8,007

(14)

Average interest-earning assets

538,637

508,001

6

524,921

3

526,370

494,756

6

Average interest-bearing liabilities6

490,778

455,177

8

477,688

3

478,051

444,595

8

 

 

 

 

 

 

 

 

 

Gross yield (%)4

1.99

3.19

(120)

2.07

(8)

2.34

3.34

(100)

Rate paid (%)4

0.82

1.84

(102)

0.92

(10)

1.12

1.92

(80)

Net yield (%)4

1.17

1.35

(18)

1.15

2

1.22

1.42

(20)

Net interest margin (%)4,5

1.24

1.54

(30)

1.23

1

1.31

1.62

(31)

1   The Group in 2019 changed its accounting policy for net interest income and the basis of preparation of its net interest margin to better reflect the underlying performance of its banking book. See notes to the financial statements in the 2019 Annual Report for further details

2   Variance is better/(worse) other than assets and liabilities which is increase/(decrease)

3   Adjusted net interest income is statutory net interest income less funding costs for the trading book and financial guarantee fees on interest earning assets

4   Change is the basis points (bps) difference between the two periods rather than the percentage change

5   Adjusted net interest income divided by average interest-earning assets, annualised

6   Average interest-bearing liabilities has been restated by $2,236 million in 4Q'19 due to the reclassification of balances from interest-bearing liabilities to non interest-bearing liabilities. There is a corresponding impact in rate paid % and net yield %

Adjusted net income was down 14 per cent driven by a 19 per cent decline in net interest margin which fell 31 basis points, primarily reflecting the interest rate cuts which occurred in late 2019 and to a much larger extent in early 2020. This more than offset the impact of improvements in balance sheet mix and liability repricing initiatives. The fourth quarter net interest margin included 2 basis points uplift from a one-off interest credit in Korea.

Average interest-earning assets increased 6 per cent driven by an increase in investment securities balances and higher loans and advances to customers. Gross yields declined by 100 basis points predominantly reflecting the flow-through of interest rates cuts which occurred in the second half of 2019 and those that occurred in the first quarter of 2020.

Average interest-bearing liabilities increased 8 per cent driven by growth in customer accounts. The rate paid on liabilities decreased by 80 basis points compared to the average in 2019 reflecting interest rate movements. This was partly offset by a shift of customer accounts from higher-paying time deposits to lower-rate and non-interest bearing current and savings accounts.

Credit risk summary

Income Statement

 

4Q'20

4Q'19

Change1

3Q'20

Change1

FY20

FY19

Change1

 

$million

$million

%

$million

%

$million

$million

%

Total credit impairment

374

373

353

6

2,294

906

153

Of which stage 1 and 2

50

125

(60)

109

(54)

827

262

216

Of which stage 3

324

248

31

244

33

1,467

644

128

1   Variance is increase/(decrease) comparing current reporting period to prior reporting periods

 

 

Balance sheet

 

31.12.20

30.09.20

Change1

30.06.20

Change1

31.12.19

Change1

 

$million

$million

%

$million

%

$million

%

Gross loans and advances to customers2

288,312

288,046

282,826

2

274,306

5

Of which stage 1

256,437

251,113

2

250,278

2

246,149

4

Of which stage 2

22,661

27,597

(18)

23,739

(5)

20,759

9

Of which stage 3

9,214

9,336

(1)

8,809

5

7,398

25

 

 

 

 

 

 

 

 

Expected credit loss provisions

(6,613)

(6,666)

(1)

(6,513)

2

(5,783)

14

Of which stage 1

(534)

(571)

(6)

(476)

12

(402)

33

Of which stage 2

(738)

(706)

5

(780)

(5)

(377)

96

Of which stage 3

(5,341)

(5,389)

(1)

(5,257)

2

(5,004)

7

 

 

 

 

 

 

 

 

Net loans and advances to customers

281,699

281,380

276,313

2

268,523

5

Of which stage 1

255,903

250,542

2

249,802

2

245,747

4

Of which stage 2

21,923

26,891

(18)

22,959

(5)

20,382

8

Of which stage 3

3,873

3,947

(2)

3,552

9

2,394

62

 

 

 

 

 

 

 

 

Cover ratio of stage 3 before/after collateral (%)3

58 / 76

58 / 76

(0) / (0)

60 / 80

(2) / (4)

68 / 85

(10) / (9)

Credit grade 12 accounts ($million)

2,164

1,954

11

1,519

42

1,605

35

Early alerts ($million)

10,692

13,407

(20)

14,406

(26)

5,271

103

Investment grade corporate exposures (%)3

62

59

3

57

5

61

1

1   Variance is increase/(decrease) comparing current reporting period to prior reporting periods

2  Includes reverse repurchase agreements and other similar secured lending held at amortised cost of $2,919 million at 31 December 2020, $4,330 million at 30 September 2020, $4,383 million at 30 June 2020 and $1,469 million at 31 December 2019

3  Change is the percentage points difference between the two points rather than the percentage change

The rapid and extreme global economic dislocation caused by the onset of the COVID-19 pandemic led to a deterioration in asset quality and higher impairments overall. Actions taken in previous years to secure the Group's foundations - including increasing diversification of credit exposures and improving the risk culture - underpinned the Group's resilience to these extraordinary challenges. Having made substantial provisions against expected credit losses in the first half of the year, conditions stabilised somewhat in the second half and the stock of high-risk assets reduced from its peak in August 2020. However, despite these encouraging signs the credit risks facing the Group are likely to remain elevated during what is likely to be a difficult and uneven economic recovery.

Full year 2020 credit impairment increased by $1,388 million to $2,294 million but was $840 million lower in 2H'20 compared to 1H'20 while credit impairment in 4Q'20 was broadly flat compared to 4Q'19.

Stage 1 and 2 impairments increased to $827 million due to deteriorating macroeconomic variables and stage downgrades on account of COVID-19 uncertainties. The $565 million increase included an increase in the overlay of $337 million which was net of a $41 million release in 4Q'20. The overlay reflected management's judgement regarding:

Elements of the macroeconomic outlook not captured in the modelled outcome for Corporate & Institutional Banking and Commercial Banking

The potential impact to delinquencies and flow rates in Retail Banking of extensions to payment relief schemes and ongoing lockdowns in some markets as well as the ending of these schemes in India, Malaysia, Bangladesh, Nepal and Indonesia

Stage 3 impairments increased by $823 million across all client segments to $1,467 million with broadly one-third relating to three unconnected fraud-related Corporate & Institutional Banking client exposures that were reported in 1Q'20.

Total credit impairment of $2,294 million represents a loan-loss rate of 66 basis points (2019: 27 basis points) with the management overlay contributing 11 basis points.

 

 

Gross Stage 3 loans and advances to customers of $9.2 billion were up 25 per cent compared to 31 December 2019, reflecting the impact of COVID-19 volatility which led to macroeconomic deterioration in Retail Banking portfolios and Corporate & Institutional Banking and Commercial Banking clients. These credit-impaired loans represented 3.2 per cent of gross loans and advances, an increase of 50 basis points compared to 31 December 2019. The stage 3 cover ratio decreased to 58 per cent from 68 per cent in 2019 due to write-offs particularly in relation to Corporate & Institutional Banking and Commercial Banking clients and new downgrades with low levels of coverage, which have benefited from credit insurance and guarantees, including from export credit agencies. The cover ratio post tangible collateral decreased to 76 per cent from 85 per cent in 2019 with some of the 2020 downgrades being covered by guarantees and insurance which are not included as tangible collateral.

Credit grade 12 balances increased 35 per cent since 31 December 2019 primarily from new inflows from Early Alert Non-Purely Precautionary (EANPP) accounts. These EANPP accounts more than doubled to $10.7 billion in 2020 on the back of proactive portfolio and sector reviews, particularly for vulnerable sectors but have declined through 2H'20 since the peak in August 2020. The Group continues to monitor its exposures in the Aviation, Hospitality and Oil & Gas sectors particularly carefully, given the unusual stresses caused by the effects of COVID-19.

The proportion of investment grade corporate exposures has increased since 31 December 2019 by 1 percentage point to 62 per cent.

Restructuring, goodwill impairment and other items

 

FY20

 

FY19

 

4Q'20

 

Restructuring

Goodwill impairment

Other items

 

Restructuring

Goodwill impairment

Other items

 

Restructuring

Goodwill impairment

Other items

 

$million

$million

$million

 

$million

$million

$million

 

$million

$million

$million

Operating income

27

-

(38)

 

146

-

-

 

(41)

-

(9)

Operating expenses

(252)

-

14

 

(298)

-

(226)

 

(168)

-

-

Credit impairment

(31)

-

-

 

(2)

-

-

 

(17)

-

-

Other impairment

(113)

(489)

-

 

(98)

(27)

-

 

(18)

-

-

Profit from associates and joint ventures

(13)

-

-

 

(2)

-

48

 

(4)

-

-

Loss before taxation

(382)

(489)

(24)

 

(254)

(27)

(178)

 

(248)

-

(9)

The Group's statutory performance is adjusted for profits or losses of a capital nature, amounts consequent to investment transactions driven by strategic intent, other infrequent and/or exceptional transactions that are significant or material in the context of the Group's normal business earnings for the period and items which management and investors would ordinarily identify separately when assessing underlying performance period-by-period.

Restructuring charges of $382 million for 2020 are broadly split evenly between actions to exit the Group's discontinued businesses, primarily ship leasing and principal finance, and actions to transform the organisation to improve productivity, primarily redundancy related charges, the majority of which were booked in 4Q'20. Charges related to restructuring increased 50 per cent due to the significant decline in income from discontinued businesses, including negative movements in the valuation of principal finance investments primarily recorded in 4Q'20.

The goodwill impairment of $489 million reflects writing off all goodwill relating to the Group's businesses in India, UAE, Indonesia and Brunei. This was primarily due to lower forward-looking cash flows, lower economic growth forecasts and higher discount rates reflecting lower interest rate environments.

Other restructuring items also include a $43 million dilution loss following the initial public offering of the Group's associate in China Bohai Bank. Charges related to other items reduced 87 per cent primarily due to the regulatory provisions booked in the prior year.

The Group is likely to incur further restructuring charges of around $500 million over the next few years, primarily in 2021, relating predominantly to people and property actions intended to generate enduring productivity improvements.

 

 

Balance sheet and liquidity

 

31.12.20

30.09.20

Change1

30.06.20

Change1

31.12.19

Change1

 

$million

$million

%

$million

%

$million

%

Assets

 

 

 

 

 

 

 

Loans and advances to banks

44,347

49,040

(10)

50,499

(12)

53,549

(17)

Loans and advances to customers

281,699

281,380

276,313

2

268,523

5

Other assets

463,004

424,009

9

414,773

12

398,326

16

Total assets

789,050

754,429

5

741,585

6

720,398

10

Liabilities

 

 

 

 

 

 

 

Deposits by banks

30,255

28,138

8

28,986

4

28,562

6

Customer accounts

439,339

417,517

5

421,153

4

405,357

8

Other liabilities

268,727

258,204

4

241,549

11

235,818

14

Total liabilities

738,321

703,859

5

691,688

7

669,737

10

Equity

50,729

50,570

49,897

2

50,661

Total equity and liabilities

789,050

754,429

5

741,585

6

720,398

10

 

 

 

 

 

 

 

 

Advances-to-deposits ratio (%)2,3

61.1%

63.8%

(2.7)

62.7%

(1.6)

64.2%

(3.1)

Liquidity coverage ratio (%)3

143%

142%

1

149%

(6)

144%

(1)

1   Variance is increase/(decrease)comparing current reporting period to prior reporting periods

2   The Group now excludes $14,296 million held with central banks (30.09.20: $14,363 million, 30.06.20: $13,595 million, 31.12.19: $9,109 million) that has been confirmed as repayable at the point of stress

3   Change is the percentage points difference between the two points rather than the percentage change

The Group's balance sheet remains strong, liquid and well diversified.

Loans and advances to banks decreased 17 per cent since 31 December 2019 as the Group ran down its Financial Institutions Trade Loan book to optimise balance sheet returns in a low interest rate environment

Loans and advances to customers increased 5 per cent since 31 December 2019 to $282 billion driven mainly by growth in Mortgages and Treasury Products. Volumes were broadly stable in 4Q'20 with underlying growth in Mortgages, primarily in GCNA, offset by the roll-off of temporary balances booked in 3Q'20 relating to initial public offerings in Hong Kong. Excluding the impact of the temporary balances and movements in reverse repurchase agreements, loans and advances to customers grew an underlying 2 per cent in 4Q'20 equivalent to a 7 per cent annualised growth rate

Customer accounts of $439 billion increased 8 per cent since 31 December 2019 with an increase in operating account balances within Cash Management and in Retail current and saving accounts partly offset by a reduction in Corporate and Retail Time Deposits

Other assets and other liabilities since 31 December 2019 were 16 per cent and 14 per cent higher, respectively. The growth in other assets was driven by increased balances at central banks and reverse repurchase agreements to support the strong growth in Financial Markets. The growth in other liabilities reflects repurchase agreements and issued debt securities

The advances-to-deposits ratio decreased to 61.1 per cent from 64.2 per cent at 31 December 2019 while the point-in-time liquidity coverage ratio was broadly stable at 143 per cent and has remained resilient throughout the year despite significant market disruption in 1H'20.

 

 

Risk-weighted assets

 

31.12.20

30.09.20

Change1

30.06.20

Change1

31.12.19

Change1

 

$million

$million

%

$million

%

$million

%

By risk type

 

 

 

 

 

 

 

Credit risk

220,441

217,720

1

213,136

3

215,664

2

Operational risk

26,800

26,800

26,800

27,620

(3)

Market risk

21,593

22,144

(2)

22,616

(5)

20,806

4

Total RWAs

268,834

266,664

1

262,552

2

264,090

2

1   Variance is increase/(decrease) comparing current reporting period to prior reporting periods

Total risk-weighted assets (RWA) increased 2 per cent or $4.7 billion since 31 December 2019 to $268.8 billion.

Credit Risk RWA increased $4.8 billion to $220.4 billion, driven by an increase of $15 billion from negative credit migration related to the impact of economic disruption due to COVID-19, of which $3 billion occurred in 4Q'20, underlying asset growth of $6 billion as well as unfavourable FX movements of $2 billion. This was partly offset by the completion of the sale of the Group's interest in PT Bank Permata Tbk (Permata) in Indonesia - which reduced Credit RWA by $8 billion - and a $11 billion reduction from improved RWA density and the impact of RWA optimisation actions

Market Risk RWA increased by $0.8 billion to $21.6 billion due to higher levels of Financial Markets activity with increased value-at-risk from elevated market volatility partly offset by regulatory mitigation for back-testing exceptions

Operational Risk RWA reduced by $0.8 billion primarily reflecting a $1 billion reduction relating to the disposal of the Group's stake in Permata

Capital base and ratios

 

31.12.20

30.09.20

Change¹

30.06.20

Change¹

31.12.19

Change¹

 

$million

$million

%

$million

%

$million

%

CET1 capital

38,779

38,449

1

37,625

3

36,513

6

Additional Tier 1 capital (AT1)

5,612

5,611

5,612

7,164

(22)

Tier 1 capital

44,391

44,060

1

43,237

3

43,677

2

Tier 2 capital

12,657

12,991

(3)

13,231

(4)

12,288

3

Total capital

57,048

57,051

56,468

1

55,965

2

CET1 capital ratio (%)2

14.4

14.4

14.3

0.1

13.8

0.6

Total capital ratio (%)2

21.2

21.4

(0.2)

21.5

(0.3)

21.2

UK leverage ratio (%)2

5.2

5.2

5.2

5.2

1   Variance is increase/(decrease) comparing current reporting period to prior reporting periods

2  Change is percentage points difference between two points rather than percentage change

The Group remains very well capitalised and highly liquid with all metrics above regulatory thresholds.

The Group's common equity tier 1 (CET1) ratio of 14.4 per cent was above the top-end of the 13-14 per cent target range, 60 basis points higher than as at 31 December 2019 and over four percentage points above the Group's latest regulatory minimum of 10.0 per cent.

The primary driver of the increase in the CET1 ratio was the completion in 2Q'20 of the sale of the Group's stake in Permata, which resulted in an increase in the CET1 ratio of approximately 50 basis points.

The Group announced on 31 March 2020 that in response to a request from the Prudential Regulation Authority (PRA) and as a consequence of the unprecedented challenges facing the world due to the COVID-19 pandemic, the Board had decided after careful consideration to withdraw the recommendation to pay a final dividend for 2019 of 20 cents per ordinary share which increased the CET1 ratio by approximately 20 basis points.

Various amendments to the Capital Requirements Regulation increased the CET1 ratio by 29 basis points, of which 22 basis points related to the revised treatment in 4Q'20 of software assets in CET1. Profit accretion and other items including the net impact of FX movement on reserves and RWAs contributed an increase in the CET1 ratio of approximately 40 basis points.
 

The impact on credit risk RWAs from negative credit migration, higher RWA on derivatives and revolving credit facilities led to approximately 60 basis point reduction in the CET1 ratio.

The Group had purchased 40 million ordinary shares for $242 million through the buy-back programme announced on 28 February 2020 which reduced the Group's CET1 ratio by approximately 10 basis points.

Following the publication of recent PRA guidance, the Board has recommended a final ordinary dividend of 9 cents per share or $284 million. The accrual of the 2020 final ordinary share dividend reduced the year-end CET1 ratio by approximately 10 basis points.

The Board has also decided to carry out a share buy-back for up to a maximum consideration of $254 million to further reduce the number of ordinary shares in issue by cancelling the repurchased shares. The terms of the buy-back will be announced and the programme will start shortly and is expected to reduce the Group's CET1 ratio in the first quarter of 2021 by approximately 10 basis points.

The UK leverage ratio remained at 5.2 per cent, significantly above the Group's minimum requirement of 3.6 per cent.

Outlook

Improving prospects for COVID-19 vaccines should enable the global economy to transition back to growth through 2021, with pre-pandemic growth rates re-emerging in most of our markets from 2022. We believe that our decision to continue investing in the transformation of our business throughout the crisis will enable us to disproportionately benefit from that recovery over time, not least because it will most likely be led by large markets in Asia where we generate two-thirds of our income.

Overall income in 2021 is expected to be similar to that achieved in 2020 at constant currency given the full-year impact of the global interest rate cuts that occurred in 1H'20, which will likely cause 1H'21 income to be lower than last year. The FY'21 net interest margin should stabilise at marginally below the 4Q'20 level of 1.24 per cent. Our performance in the opening weeks of this year gives us the confidence that we are on the right track with strong performances in our less interest rate-sensitive Financial Markets and Wealth Management businesses. We expect income to return to 5 to 7 per cent growth per annum from 2022.

We expect pressure on credit impairments to reduce this year compared with 2020. Expenses are likely to increase slightly in FY'21 as we continue to invest in our digital capabilities but should remain below $10 billion at constant currency and excluding the UK bank levy, supported in part by restructuring actions in 4Q'20 and through FY'21.

We will continue to manage our balance sheet prudently, particularly throughout the remainder of the pandemic. Our intent is to operate within our 13 to 14 per cent target CET1 range and we will seek approval to return to shareholders capital that cannot be deployed profitably within the business through a mixture of dividends and share buy-backs.

The progress we were making up to the onset of the COVID-19 pandemic in every key financial and strategic metric gives us confidence that we can achieve our ambition to deliver a double-digit RoTE. By 2023 we expect to deliver at least 7 per cent RoTE, higher if interest rates normalise earlier than anticipated, through strong operating leverage and disciplined capital management.

 

Andy Halford

Group Chief Financial Officer

25 February 2021

 

Underlying performance by client segment

 

2020

Corporate & Institutional Banking
$million

Retail
Banking
$million

Commercial Banking
$million

Private
Banking
$million

Central &
other items
$million

Total
$million

Operating income

7,214

5,013

1,409

540

589

14,765

External

7,083

4,322

1,320

374

1,666

14,765

Inter-segment

131

691

89

166

(1,077)

-

Operating expenses

(4,178)

(3,701)

(878)

(476)

(909)

(10,142)

Operating profit/(loss) before impairment losses and taxation

3,036

1,312

531

64

(320)

4,623

Credit impairment

(1,237)

(715)

(316)

(2)

(24)

(2,294)

Other impairment

42

(10)

(1)

-

(16)

15

Profit from associates and joint ventures

-

-

-

-

164

164

Underlying profit/(loss) before taxation

1,841

587

214

62

(196)

2,508

Restructuring

(164)

(50)

(57)

(11)

(100)

(382)

Goodwill impairment & other items

-

-

-

-

(513)

(513)

Statutory profit/(loss) before taxation

1,677

537

157

51

(809)

1,613

Total assets

355,401

118,067

32,902

13,716

268,964

789,050

Of which: loans and advances to customers2

160,629

115,611

27,342

13,619

19,075

336,276

loans and advances to customers

109,043

115,476

24,498

13,619

19,063

281,699

loans held at fair value through
profit or loss

51,586

135

2,844

-

12

54,577

Total liabilities

429,239

158,827

51,803

18,882

79,570

738,321

Of which: customer accounts2

262,201

154,831

48,578

18,675

7,869

492,154

Risk-weighted assets

136,622

47,170

28,469

5,923

50,650

268,834

Underlying return on tangible equity (%)

6.6

6.5

3.4

4.8

(12.0)

3.0

Cost to income ratio (%)

57.9

73.8

62.3

88.1

98.1

66.4

 

2019 (Restated)¹

 

Corporate & Institutional
Banking
$million

Retail
Banking
$million

Commercial
Banking
$million

Private
Banking
$million

Central &
other items
$million

Total
$million

 

Operating income

7,074

5,186

1,574

577

860

15,271

 

External

7,264

4,236

1,618

329

1,824

15,271

 

Inter-segment

(190)

950

(44)

248

(964)

-

 

Operating expenses

(4,310)

(3,759)

(953)

(514)

(873)

(10,409)

 

Operating profit/(loss) before impairment losses and taxation

2,764

1,427

621

63

(13)

4,862

 

Credit impairment

(475)

(336)

(122)

31

(4)

(906)

 

Other impairment

(32)

2

-

-

(8)

(38)

 

Profit from associates and joint ventures

-

-

-

-

254

254

 

Underlying profit before taxation

2,257

1,093

499

94

229

4,172

 

Restructuring

(110)

(63)

(11)

(11)

(59)

(254)

 

Goodwill impairment & other items

-

-

-

-

(205)

(205)

 

Statutory profit/(loss) before taxation

2,147

1,030

488

83

(35)

3,713

 

Total assets

326,565

109,368

33,978

14,922

235,565

720,398

 

Of which: loans and advances to customers2

153,884

107,140

28,831

14,821

10,078

314,754

 

loans and advances to customers

108,746

106,902

27,978

14,821

10,076

268,523

 

loans held at fair value through
profit or loss

45,138

238

853

-

2

46,231

 

Total liabilities

387,561

148,413

41,628

18,480

73,655

669,737

 

Of which: customer accounts2

243,269

144,760

38,847

18,424

7,433

452,733

 

Risk-weighted assets

129,084

44,508

30,976

6,409

53,113

264,090

 

Underlying return on tangible equity (%)

8.5

12.7

7.4

7.3

(5.1)

6.4

 

Cost to income ratio (%)

60.9

72.5

60.5

89.1

61.2

65.9

 

1   Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

2  Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements
 

Corporate & Institutional Banking

 

4Q'20
$million

4Q'19²
$million

Change³
%

Constant currency change¹,3
%

3Q'20
$million

Change³
%

Constant currency change¹,3
%

FY20
$million

FY19²
$million

Change³
%

Constant currency change¹,3
%

Operating income

1,492

1,692

(12)

(12)

1,735

(14)

(15)

7,214

7,074

2

3

Transaction Banking

480

619

(22)

(23)

484

(1)

(2)

2,084

2,604

(20)

(19)

Trade

162

165

(2)

(1)

162

-

(2)

634

698

(9)

(8)

Cash Management

318

454

(30)

(30)

322

(1)

(2)

1,450

1,906

(24)

(23)

Financial Markets

621

643

(3)

(3)

830

(25)

(26)

3,532

2,923

21

23

Foreign Exchange

229

223

3

6

228

-

(2)

1,121

943

19

21

Rates

144

158

(9)

(10)

197

(27)

(28)

1,036

664

56

59

Commodities

32

31

3

7

53

(40)

(40)

196

138

42

42

Credit and Capital Markets

163

121

35

34

179

(9)

(10)

602

547

10

11

Capital Structuring Distribution Group

58

75

(23)

(24)

76

(24)

(25)

238

295

(19)

(18)

DVA

(69)

(72)

4

3

(22)

nm⁷

nm⁷

13

(100)

113

113

Securities Services

78

84

(7)

(8)

79

(1)

(4)

320

342

(6)

(5)

Other Financial Markets

(14)

23

(161)

(157)

40

(135)

(134)

6

94

(94)

(93)

Corporate Finance

261

306

(15)

(14)

256

2

2

1,013

1,032

(2)

-

Lending and Portfolio Management

139

132

5

5

161

(14)

(14)

604

540

12

13

Other

(9)

(8)

(13)

(13)

4

nm⁷

nm⁷

(19)

(25)

24

14

Operating expenses

(1,127)

(1,110)

(2)

(1)

(1,066)

(6)

(4)

(4,178)

(4,310)

3

2

Operating profit before impairment losses and taxation

365

582

(37)

(36)

669

(45)

(45)

3,036

2,764

10

11

Credit impairment

(120)

(206)

42

42

(132)

9

13

(1,237)

(475)

(160)

(167)

Other impairment

(61)

(5)

nm⁷

nm⁷

(12)

nm⁷

nm⁷

42

(32)

nm⁷

nm⁷

Underlying profit before taxation

184

371

(50)

(48)

525

(65)

(64)

1,841

2,257

(18)

(18)

Restructuring

(96)

(28)

nm⁷

nm⁷

(12)

nm⁷

nm⁷

(164)

(110)

(49)

(49)

Statutory profit before taxation

88

343

(74)

(73)

513

(83)

(82)

1,677

2,147

(22)

(21)

Total assets

355,401

326,565

9

8

338,690

5

4

355,401

326,565

9

8

Of which: loans and advances to customers4

160,629

153,884

4

3

167,015

(4)

(5)

160,629

153,884

4

3

Total liabilities

429,239

387,561

11

10

402,786

7

5

429,239

387,561

11

10

Of which: customer accounts4

262,201

243,269

8

7

255,631

3

1

262,201

243,269

8

7

Risk-weighted assets

136,622

129,084

6

nm⁷

138,412

(1)

nm⁷

136,622

129,084

6

nm⁷

Underlying return on risk-weighted assets (%)5

0.5

1.1

(60)bps

nm⁷

1.5

(100)bps

nm⁷

1.3

1.7

(40)bps

nm⁷

Underlying return on tangible equity (%)5

2.7

5.6

(290)bps

nm⁷

7.4

(470)bps

nm⁷

6.6

8.5

(190)bps

nm⁷

Cost to income ratio (%)6

75.5

65.6

(9.9)

(9.2)

61.4

(14.1)

(13.5)

57.9

60.9

3.0

3.0

1  Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

3   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

4   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

5   Change is the basis points (bps) difference between the two periods rather than the percentage change

6   Change is the percentage points difference between the two periods rather than the percentage change

7  Not meaningful

 

 

Segment overview

Corporate & Institutional Banking supports clients with their transaction banking, corporate finance, financial markets and borrowing needs across 50 markets, providing solutions to more than 5,000 clients in some of the world's fastest-growing economies and most active trade corridors.

Our clients include large corporations, governments, banks and investors operating or investing in Asia, Africa and the Middle East. Our strong and deep local presence across these markets enables us to connect our clients multilaterally to investors, suppliers, buyers and sellers and enable them to move capital, manage risk, invest to create wealth, and to help co-create bespoke financing solutions.

We collaborate increasingly with other segments, introducing Commercial Banking services to our clients' ecosystem partners - their networks of buyers, suppliers, customers and service providers - and offering our clients' employees banking services through Retail Banking.

Finally, we are committed to sustainable finance, delivering on our ambitions to increase support and funding for financial products and services that have a positive impact on our communities and the environment and support sustainable economic growth.

Strategic priorities

Deliver sustainable growth for clients by leveraging our network to facilitate trade, capital and investment flows across our footprint markets

Generate high-quality returns by growing 'capital-lite'1 income, driving balance sheet velocity and improving funding quality while maintaining risk controls

Be the leading digital banking platform providing network services and partner with third parties to expand capabilities and to access new clients

Accelerate our sustainable finance offering to our clients through product innovation and enabling transition to a low carbon future

Progress

Network income was down 10 per cent due to the impact of lower interest rates, particularly in Cash Management. Underlying quality of income remains resilient and our network continues to generate 58 per cent of total income

Maintained balance sheet quality with investment grade net exposures representing 65 per cent of total corporate net exposures (2019: 65 per cent) and high-quality operating account balances improving to 64 per cent of Transaction Banking and Securities Services customer balances (2019: 61 per cent)

Migrated c.15,000 client entities to S2B2 NextGen platform and increased S2B cash payment transaction volumes by 4 per cent

Resilient performance driven by diversified product suite and expanded client solutions delivering growth despite challenging geopolitical and macroeconomic conditions across footprint markets

Performance highlights

Underlying profit before tax of $1,841 million down 18 per cent, primarily driven by higher credit impairments, partially offset by higher income and lower expenses

Underlying operating income of $7,214 million up 2 per cent, primarily driven by Financial Markets on the back of higher market volatility offsetting lower income from Cash Management impacted by a lower interest rate environment

Good balance sheet momentum with total assets up 9 per cent, of which loans and advances to customers were up 4 per cent

Underlying RoTE decreased from 8.5 per cent to 6.6 per cent

1  Capital-lite income refers to products with low RWA consumption or of a non-funded nature. This mainly includes Cash Management and FX products

2  Our next generation Transaction Banking digital platform

 

 

Retail Banking

 

4Q'20
$million

4Q'19²
$million

Change³
%

Constant currency change¹,3
%

3Q'20
$million

Change³
%

Constant currency change¹,3
%

FY20
$million

FY19²
$million

Change³
%

Constant currency change¹,3
%

Operating income

1,175

1,260

(7)

(7)

1,301

(10)

(11)

5,013

5,186

(3)

(2)

Transaction Banking

5

5

-

-

5

-

-

19

19

-

-

Trade

5

5

-

-

5

-

-

19

19

-

-

Wealth Management

355

341

4

3

471

(25)

(25)

1,586

1,516

5

5

Retail Products

816

906

(10)

(10)

825

(1)

(3)

3,401

3,642

(7)

(5)

CCPL and other unsecured lending

303

311

(3)

(4)

309

(2)

(4)

1,211

1,251

(3)

(2)

Deposits

247

440

(44)

(44)

276

(11)

(11)

1,326

1,804

(26)

(25)

Mortgage and Auto

226

119

90

85

202

12

9

716

475

51

51

Other Retail Products

40

36

11

18

38

5

-

148

112

32

35

Other

(1)

8

(113)

(113)

-

nm⁷

-

7

9

(22)

(33)

Operating expenses

(1,006)

(993)

(1)

(1)

(915)

(10)

(9)

(3,701)

(3,759)

2

-

Operating profit before impairment losses and taxation

169

267

(37)

(39)

386

(56)

(58)

1,312

1,427

(8)

(8)

Credit impairment

(156)

(100)

(56)

(57)

(129)

(21)

(19)

(715)

(336)

(113)

(116)

Other impairment

(9)

2

nm⁷

nm⁷

-

nm⁷

nm⁷

(10)

2

nm⁷

nm⁷

Underlying profit before taxation

4

169

(98)

(100)

257

(98)

(100)

587

1,093

(46)

(47)

Restructuring

(36)

(54)

33

29

(11)

nm⁷

nm⁷

(50)

(63)

21

17

Statutory profit/(loss) before taxation

(32)

115

(128)

(131)

246

(113)

(115)

537

1,030

(48)

(49)

Total assets

118,067

109,368

8

5

111,275

6

3

118,067

109,368

8

5

Of which: loans and advances to customers4

115,611

107,140

8

5

108,828

6

3

115,611

107,140

8

5

Total liabilities

158,827

148,413

7

5

153,278

4

1

158,827

148,413

7

5

Of which: customer accounts4

154,831

144,760

7

5

149,793

3

1

154,831

144,760

7

5

Risk-weighted assets

47,170

44,508

6

nm⁷

44,845

5

nm⁷

47,170

44,508

6

nm⁷

Underlying return on risk-weighted assets (%)5

-

1.5

(150)bps

nm⁷

2.3

(230)bps

nm⁷

1.3

2.6

(130)bps

nm⁷

Underlying return on tangible equity (%)5

0.2

7.5

(730)bps

nm⁷

11.3

(1,110)bps

nm⁷

6.5

12.7

(620)bps

nm⁷

Cost to income ratio (%)6

85.6

78.8

(6.8)

(7.2)

70.3

(15.3)

(15.5)

73.8

72.5

(1.3)

(1.7)

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

3   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

4   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

5   Change is the basis points (bps) difference between the two periods rather than the percentage change

6   Change is the percentage points difference between the two periods rather than the percentage change

7   Not meaningful

Segment overview

Retail Banking serves more than nine million individuals and small businesses, with a focus on affluent and emerging affluent in many of the world's fastest-growing cities. We provide digital banking services with a human touch to our clients, with services spanning across deposits, payments, financing products and Wealth Management. We also support our clients with their business banking needs.

Retail Banking represents around one-third of the Group's operating income and one-quarter of its operating profit. We are closely integrated with the Group's other client segments; for example, we offer employee banking services to Corporate & Institutional Banking clients, and Retail Banking provides a source of high-quality liquidity for the Group.

Increasing levels of wealth across Asia, Africa and the Middle East support our opportunity to grow the business sustainably. We aim to improve productivity and client experience by driving digitisation and cost efficiencies, and simplifying processes.

 

 

Strategic priorities

Invest in our affluent and emerging affluent clients with a focus on Wealth Management and Deposits to capture the significant rise of the middle class in our markets

Improve our clients' experience through an enhanced end-to-end digital offering, with intuitive platforms, best-in-class products and service responding to the change in digital habits of clients in our markets

Progress

Increased the share of income from more affluent Premium and Priority clients from 57 per cent in 2019 to 59 per cent as a result of resilient performance in Wealth Management and Mortgages and CCPL income growth

Premium Banking income has grown 15 per cent since the launch in ten markets last year

Mox launched in Hong Kong in September 2020 and at the end of 2020 had 66,000 customers, more than $670 million in deposits and is one of the highest rated and most-reviewed virtual banks

Our fully digital African banks have now acquired half a million new customers. 75 per cent are below the age of 35, which is helping to build our pipeline of next generation emerging affluent clients

We have announced a 'banking-as-a-service' solution, nexus, for consumer platforms, such as e-commerce, social media or ride hailing companies, so these companies can offer their own branded financial services to their customers. We have signed up Sociolla and Bukalapak in Indonesia as partners

Exponential increase in digital sales, up over 300 per cent driven by our Ant Financial partnership in China, Mox and our nine digital banks in Africa & Middle East

A further improvement in digital adoption, with 61 per cent of clients now actively using online or mobile banking compared with 54 per cent in 2019

Performance highlights

Underlying profit before tax of $587 million was down 46 per cent driven by lower income and higher credit impairments. Expenses were well-managed and slightly lower

Underlying operating income of $5,013 million was down 3 per cent. Greater China & North Asia was down 1 per cent, ASEAN & South Asia was down 5 per cent and Africa & Middle East was down 9 per cent (down 1, 3 and 5 per cent on a constant currency basis, respectively)

Strong income momentum growth from Mortgages and Business Banking Lending with improved margins and balance sheet growth and 5 per cent growth in Wealth Management. These were offset by Deposit margin compression, impacted by a lower interest rate environment, which was partially offset by 7 per cent growth in Customer Accounts

Underlying RoTE decreased to 6.5 per cent from 12.7 per cent

 

 

Commercial Banking

 

4Q'20
$million

4Q'19²
$million

Change³
%

Constant currency change¹,3
%

3Q'20
$million

Change³
%

Constant currency change¹,3
%

FY20
$million

FY19²
$million

Change³
%

Constant currency change¹,3
%

Operating income

328

375

(13)

(12)

341

(4)

(5)

1,409

1,574

(10)

(9)

Transaction Banking

167

210

(20)

(21)

175

(5)

(6)

734

876

(16)

(16)

Trade

82

89

(8)

(8)

87

(6)

(6)

340

383

(11)

(11)

Cash Management

85

121

(30)

(30)

88

(3)

(6)

394

493

(20)

(20)

Financial Markets

76

73

4

6

79

(4)

(5)

322

335

(4)

(2)

Foreign Exchange

38

41

(7)

(10)

38

-

(5)

170

184

(8)

(5)

Rates

6

5

20

-

4

50

-

32

32

-

-

Commodities

5

6

(17)

-

7

(29)

(29)

27

27

-

-

Credit and Capital Markets

12

4

200

140

9

33

33

37

30

23

23

Capital Structuring Distribution Group

12

11

9

20

15

(20)

(25)

36

34

6

6

Securities Services

-

1

(100)

nm⁷

-

nm⁷

nm⁷

-

1

(100)

nm⁷

Other Financial Markets

3

5

(40)

(17)

6

(50)

25

20

27

(26)

(26)

Corporate Finance

24

22

9

9

28

(14)

(11)

103

109

(6)

(4)

Lending and Portfolio Management

60

69

(13)

(10)

61

(2)

(5)

244

246

(1)

2

Wealth Management

-

-

nm⁷

nm⁷

1

(100)

nm⁷

1

1

-

(50)

Retail Products

2

1

100

(50)

1

100

-

6

6

-

-

Deposits

2

1

100

(50)

1

100

-

6

6

-

(14)

Other

(1)

-

nm⁷

100

(4)

75

100

(1)

1

(200)

-

Operating expenses

(232)

(264)

12

11

(225)

(3)

(3)

(878)

(953)

8

6

Operating profit before impairment losses and taxation

96

111

(14)

(13)

116

(17)

(19)

531

621

(14)

(14)

Credit impairment

(82)

(65)

(26)

(28)

(97)

15

15

(316)

(122)

(159)

(170)

Other impairment

(1)

-

nm⁷

nm⁷

-

nm⁷

nm⁷

(1)

-

nm⁷

nm⁷

Underlying profit before taxation

13

46

(72)

(73)

19

(32)

(40)

214

499

(57)

(57)

Restructuring

(33)

(11)

(200)

nm⁷

(6)

nm⁷

nm⁷

(57)

(11)

nm⁷

nm⁷

Statutory profit/(loss) before taxation

(20)

35

(157)

(153)

13

nm⁷

nm⁷

157

488

(68)

(68)

Total assets

32,902

33,978

(3)

(5)

32,845

-

(1)

32,902

33,978

(3)

(5)

Of which: loans and advances to customers4

27,342

28,831

(5)

(7)

27,353

-

(2)

27,342

28,831

(5)

(7)

Total liabilities

51,803

41,628

24

23

44,518

16

15

51,803

41,628

24

23

Of which: customer accounts4

48,578

38,847

25

23

41,420

17

16

48,578

38,847

25

23

Risk-weighted assets

28,469

30,976

(8)

nm⁷

30,495

(7)

nm⁷

28,469

30,976

(8)

nm⁷

Underlying return on risk-weighted assets (%)5

0.2

0.6

(40)bps

nm⁷

0.2

-

nm⁷

0.7

1.5

(80)bps

nm⁷

Underlying return on tangible equity (%)5

0.8

2.9

(210)bps

nm⁷

1.3

(50)bps

nm⁷

3.4

7.4

(400)bps

nm⁷

Cost to income ratio (%)6

70.7

70.4

(0.3)

(0.3)

66.0

(4.7)

(5.0)

62.3

60.5

(1.8)

(2.0)

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

3   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

4   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

5   Change is the basis points (bps) difference between the two periods rather than the percentage change

6   Change is the percentage points difference between the two periods rather than the percentage change

7   Not meaningful

 

 

Segment overview

Commercial Banking serves more than 43,0001 local corporations and medium-sized enterprises in 22 markets across Asia, Africa and the Middle East. We aim to be our clients' main international bank, providing a full range of international financial services in areas such as trade finance, cash management, financial markets and corporate finance.

Through our close linkages with Retail Banking and Private Banking, our clients can access additional services they value including employee banking services and personal wealth solutions. We also collaborate with Corporate & Institutional Banking to service clients' end-to-end supply chains.

Our clients represent a large and important part of the economies we serve and are potential future multinational corporates. Commercial Banking is at the heart of the Group's shared purpose to drive commerce and prosperity through our unique diversity.

Strategic Priorities

Drive quality sustainable growth by deepening relationships with existing clients and onboarding new clients, focusing on rapidly growing and internationalising companies

Improve balance sheet and income mix, accelerating utilisation of growth in Cash and FX products.

Continue to enhance capital allocation discipline and credit risk management

Improve client experience, using technology and investing in frontline training, tools and analytics

Progress

Onboarded 6,500 new clients in 2020, which helped generate $78 million additional income and $3 billion additional cash liabilities

Double-digit income growth seen in the Hong Kong-Taiwan, Taiwan-Singapore and Singapore-India corridors as we continue to tap their potential to help our Commercial Banking clients capture international opportunities

Maintained cost discipline (down 8 per cent) while reducing RWAs (down 8 per cent)

RWA efficiency2 improved to 65 per cent in 2020 (2019: 70 per cent)

Continued to improve client experience: reduced client turnaround time from five to four days

Good progress on client satisfaction with Commercial Banking client engagement improving to 31 per cent (2019: 26 per cent)

Performance highlights

Underlying profit before tax of $214 million was down 57 per cent mainly due to lower income and higher credit impairments from the effects of COVID-19

Underlying operating income of $1,409 million was down 10 per cent mainly driven by lower Transaction Banking income

ASEAN & South Asia, Greater China & North Asia and Africa & Middle East income was down 6, 14 and 14 per cent, respectively

Underlying RoTE reduced from 7.4 per cent to 3.4 per cent

1  Relates to individual entities

2  RWA efficiency is derived as credit RWA divided by assets and contingents

 

 

Private Banking

 

4Q'20
$million

4Q'19
$million

Change²
%

Constant currency change¹,2
%

3Q'20
$million

Change²
%

Constant currency change¹,2
%

FY20
$million

FY19
$million

Change²
%

Constant currency change¹,2
%

Operating income

111

126

(12)

(13)

129

(14)

(13)

540

577

(6)

(6)

Transaction Banking

-

-

nm⁶

nm⁶

1

(100)

nm⁶

1

-

nm⁶

nm⁶

Trade

-

-

nm⁶

nm⁶

1

(100)

nm⁶

1

-

nm⁶

nm⁶

Wealth Management

81

74

9

8

96

(16)

(16)

381

362

5

5

Retail Products

30

53

(43)

(42)

33

(9)

(6)

159

214

(26)

(26)

Deposits

22

43

(49)

(48)

24

(8)

(8)

125

179

(30)

(30)

Mortgage and Auto

8

11

(27)

(20)

9

(11)

(11)

34

36

(6)

(6)

Other Retail Products

-

(1)

100

nm⁶

-

nm⁶

100

-

(1)

100

nm⁶

Other

-

(1)

100

nm⁶

(1)

100

nm⁶

(1)

(1)

-

-

Operating expenses

(123)

(127)

3

4

(114)

(8)

(7)

(476)

(514)

7

7

Operating profit/(loss) before impairment losses and taxation

(12)

(1)

nm⁶

nm⁶

15

(180)

(167)

64

63

2

-

Credit impairment

1

(2)

150

150

2

(50)

(50)

(2)

31

(106)

(106)

Underlying profit/(loss) before taxation

(11)

(3)

nm⁶

nm⁶

17

(165)

(153)

62

94

(34)

(35)

Restructuring

(7)

(6)

(17)

(40)

(1)

nm⁶

nm⁶

(11)

(11)

-

-

Statutory profit/(loss) before taxation

(18)

(9)

(100)

(167)

16

nm⁶

(194)

51

83

(39)

(39)

Total assets

13,716

14,922

(8)

(9)

13,626

1

(1)

13,716

14,922

(8)

(9)

Of which: loans and advances to customers3

13,619

14,821

(8)

(10)

13,528

1

(1)

13,619

14,821

(8)

(10)

Total liabilities

18,882

18,480

2

1

18,641

1

-

18,882

18,480

2

1

Of which: customer accounts3

18,675

18,424

1

-

18,507

1

-

18,675

18,424

1

-

Risk-weighted assets

5,923

6,409

(8)

nm⁶

6,251

(5)

nm⁶

5,923

6,409

(8)

nm⁶

Underlying return on risk-weighted assets (%)4

(0.7)

(0.2)

(50)bps

nm⁶

1.1

(180)bps

nm⁶

1.0

1.5

(50)bps

nm⁶

Underlying return on tangible equity (%)4

(3.3)

(0.8)

(250)bps

nm⁶

5.3

(860)bps

nm⁶

4.8

7.3

(250)bps

nm⁶

Cost to income ratio (%)5

110.8

100.8

(10.0)

(9.8)

88.4

(22.4)

(20.7)

88.1

89.1

1.0

0.8

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

3   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

4   Change is the basis points (bps) difference between the two periods rather than the percentage change

5   Change is the percentage points difference between the two periods rather than the percentage change

6   Not meaningful

Segment overview

Private Banking offers a full range of investment, credit and wealth planning products to grow, and protect, the wealth of high-net-worth individuals.

Our investment advisory capabilities and product platform are independent from research houses and product providers, allowing us to put client interests at the centre of our business. This is coupled with an extensive network across Asia, Africa and the Middle East which provides clients with relevant market insights and cross-border investment and financing opportunities.

As part of our universal banking proposition, clients can also leverage our global Commercial Banking and Corporate & Institutional Banking capabilities to support their business needs. Private Banking services can be accessed from six leading centres: Hong Kong, Singapore, London, Jersey, Dubai and India.

 

 

Strategic priorities

Leverage significant wealth creation and wealth transfers in our markets to increase franchise scale

Deliver a unique and compelling client value proposition, which focuses on:

Access: through market-leading products and platforms

Advice: differentiated investment insights delivered through our bankers and investment advisers

Affinity: partnering clients through a sustainable investing offering and our Next Generation programme

Build adaptive teams with strong leaders and a transparent focus on results

Build for scale by focusing on efficiency on all fronts

Sustainable growth through establishment of robust controls and an active "Think Conduct" culture

Progress

Accelerated our client digital agenda to meet their needs in the new normal:

Dedicated efforts to increase client registrations drove adoption rate of our award-winning PvB App to 62 per cent (53 per cent growth in number of users since January 2020)

We listened to our clients' needs and launched new functionalities such as portfolio performance analysis capabilities and online publication of market insights; this helped to increase app usage with half of users logging in more than once a month

Through our virtual rehearsal programme with video-based role play training, we aim to transform a generation of bankers, teaching them how to deliver a high-tech but also high-touch client engagement experience

Digitisation of our client onboarding has empowered our bankers to prospect beyond their borders and be future-ready:

Launch of eSign (digital signatures) in all booking centres, facilitating account opening and credit applications

Innovative use of video conferencing solutions as an alternative to face-to-face meeting requirements has improved the client experience as clients are empowered to seamlessly connect with their bankers

Performance highlights

Underlying profit before tax of $62 million was down 34 per cent, due to non-recurrence of a credit impairment release of $29 million in 2019. Excluding this and normalised for a one-off provision of $4.5 million in 2020, underlying profit was up 1 per cent, benefiting from early cost management actions and strong client engagement driving Wealth Management income expansion

Underlying operating income of $540 million was down 6 per cent, impacted by margin compression in the deposit book due to rate cuts. This was partially offset by resilient growth from Wealth Management, up 5 per cent, mainly from Structured Products and Equities

Assets under management increased $6 billion or 9 per cent, driven by $0.7 billion of net new money and positive market movements

Underlying RoTE decreased from 7.3 to 4.8 per cent

 

 

Central & other items (segment)

 

4Q'20
$million

4Q'19
$million

Change²
%

Constant currency change¹,2
%

3Q'20
$million

Change²
%

Constant currency change¹,2
%

FY20
$million

FY19
$million

Change²
%

Constant currency change¹,2
%

Operating income

93

144

(35)

(30)

13

nm⁶

nm⁶

589

860

(32)

(31)

Treasury

92

196

(53)

(52)

40

130

130

635

1,090

(42)

(41)

Other

1

(52)

102

97

(27)

104

94

(46)

(230)

80

79

Operating expenses

(461)

(445)

(4)

4

(160)

(188)

(161)

(909)

(873)

(4)

(5)

Operating loss before impairment losses and taxation

(368)

(301)

(22)

(8)

(147)

(150)

(116)

(320)

(13)

nm⁶

nm⁶

Credit impairment

(17)

-

nm⁶

nm⁶

3

nm⁶

nm⁶

(24)

(4)

nm⁶

nm⁶

Other impairment

(11)

(9)

(22)

-

(3)

nm⁶

nm⁶

(16)

(8)

(100)

(67)

Profit from associates and joint ventures

14

52

(73)

(74)

74

(81)

(81)

164

254

(35)

(36)

Underlying profit/(loss) before taxation

(382)

(258)

(48)

(31)

(73)

nm⁶

nm⁶

(196)

229

(186)

(159)

Restructuring

(76)

(18)

nm⁶

nm⁶

(14)

nm⁶

nm⁶

(100)

(59)

(69)

(71)

Goodwill impairment & other items

(9)

(14)

36

43

(266)

97

97

(513)

(205)

(150)

(149)

Statutory loss before taxation

(467)

(290)

(61)

(44)

(353)

(32)

(17)

(809)

(35)

nm⁶

nm⁶

Total assets

268,964

235,565

14

13

257,993

4

3

268,964

235,565

14

13

Of which: loans and advances to customers3

19,075

10,078

89

87

19,087

-

(3)

19,075

10,078

89

87

Total liabilities

79,570

73,655

8

7

84,636

(6)

(7)

79,570

73,655

8

7

Of which: customer accounts3

7,869

7,433

6

4

6,694

18

15

7,869

7,433

6

4

Risk-weighted assets

50,650

53,113

(5)

nm⁶

46,661

9

nm⁶

50,650

53,113

(5)

nm⁶

Underlying return on risk-weighted assets (%)4

(3.1)

(1.9)

(120)bps

nm⁶

(0.6)

(250)bps

nm⁶

(0.5)

0.6

(110)bps

nm⁶

Underlying return on tangible equity (%)4

(29.8)

(23.7)

(610)bps

nm⁶

(9.3)

(2,050)bps

nm⁶

(12.0)

(5.1)

(690)bps

nm⁶

Cost to income ratio (%) (excluding UK bank levy)5

139.8

68.1

(71.7)

(46.2)

nm⁶

nm⁶

nm⁶

98.1

61.2

(36.9)

(37.8)

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

3   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

4   Change is the basis points (bps) difference between the two periods rather than the percentage change

5   Change is the percentage points difference between the two periods rather than the percentage change

6   Not meaningful

Performance highlights

Underlying operating income declined 32 per cent with Treasury income down 42 per cent as a fall in interest rates led to lower interest income on Treasury assets that was partially offset by a reduction in the expense of Treasury liabilities. An additional $220 million in realisation gains, primarily booked in 1H'20, was broadly offset by lower FX switch income and negative movements in hedge ineffectiveness, primarily recorded in 2H'20

The increase in Other Income mainly relates to interest credits and other one-off items in India, Korea and Singapore.

Profit from associates and joint ventures was down 35 per cent to $164 million. The Group could only recognise its share of the profits of its associate China Bohai Bank for ten months due to the timing of its recently completed initial public offering in July 2020. The Group' share of Bohai's annual preference share dividend, $22 million, was deducted from its share of profit in 4Q'20. Additionally, the Group's share of China Bohai Bank reduced in 4Q'20 to 16.26 per cent from 19.99 per cent and this will be the share of profit that is reported in future quarters

 

 

Underlying performance by region

 

2020

Greater China & North Asia
$million

ASEAN &
South Asia
$million

 Africa &
Middle East
$million

Europe &
Americas
$million

Central &
other items
$million

Total
$million

Operating income

6,016

4,366

2,364

1,922

97

14,765

Operating expenses

(3,739)

(2,618)

(1,683)

(1,383)

(719)

(10,142)

Operating profit/(loss) before impairment losses and taxation

2,277

1,748

681

539

(622)

4,623

Credit impairment

(352)

(1,132)

(654)

(161)

5

(2,294)

Other impairment

(53)

163

(14)

8

(89)

15

Profit from associates and joint ventures

163

-

-

-

1

164

Underlying profit/(loss) before taxation

2,035

779

13

386

(705)

2,508

Restructuring

(92)

(42)

(88)

(45)

(115)

(382)

Goodwill impairment & other items

(43)

-

-

-

(470)

(513)

Statutory profit/(loss) before taxation

1,900

737

(75)

341

(1,290)

1,613

Total assets

311,484

155,728

58,069

253,438

10,331

789,050

Of which: loans and advances to customers1

151,879

87,213

29,413

67,771

-

336,276

loans and advances to customers

143,260

82,897

28,214

27,328

-

281,699

loans held at fair value through
profit or loss

8,619

4,316

1,199

40,443

-

54,577

Total liabilities

286,855

134,856

39,980

211,840

64,790

738,321

Of which: customer accounts1

231,456

103,167

32,106

125,425

-

492,154

Risk-weighted assets

92,860

81,423

51,149

45,758

(2,356)

268,834

Cost to income ratio (excl. Bank levy) (%)

62.2

60.0

71.2

72.0

nm²

66.4

 

 

2019

Greater China & North Asia
$million

ASEAN &
South Asia
$million

 Africa &
 Middle East
$million

Europe &
Americas
$million

Central &
other items
$million

Total
$million

Operating income

6,155

4,213

2,562

1,725

616

15,271

Operating expenses

(3,771)

(2,681)

(1,747)

(1,470)

(740)

(10,409)

Operating profit/(loss) before impairment losses and taxation

2,384

1,532

815

255

(124)

4,862

Credit impairment

(194)

(506)

(132)

(98)

24

(906)

Other impairment

(5)

(1)

1

-

(33)

(38)

Profit from associates and joint ventures

247

-

-

-

7

254

Underlying profit/(loss) before taxation

2,432

1,025

684

157

(126)

4,172

Restructuring

(138)

(34)

(18)

(34)

(30)

(254)

Goodwill impairment & other items

-

48

-

-

(253)

(205)

Statutory profit/(loss) before taxation

2,294

1,039

666

123

(409)

3,713

Total assets

277,704

149,785

59,828

220,579

12,502

720,398

Of which: loans and advances to customers1

139,977

80,885

31,487

62,405

-

314,754

loans and advances to customers

134,066

78,229

29,940

26,288

-

268,523

loans held at fair value through
profit or loss

5,911

2,656

1,547

36,117

-

46,231

Total liabilities

249,004

126,213

36,144

218,794

39,582

669,737

Of which: customer accounts1

204,286

97,459

29,280

121,708

-

452,733

Risk-weighted assets

85,695

88,942

49,244

43,945

(3,736)

264,090

Cost to income ratio (excl. Bank levy) (%)

61.3

63.6

68.2

85.2

63.8

65.9

1  Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

Not meaningful

 

 

Greater China & North Asia

 

4Q'20
$million


4Q'19
$million

Change²
%

Constant currency change¹,2
%

3Q'20
$million

Change²
%

Constant currency change¹,2
%

FY20
$million

FY19
$million

Change²
%

Constant currency change¹,2
%

Operating income

1,401

1,497

(6)

(9)

1,471

(5)

(7)

6,016

6,155

(2)

(3)

Operating expenses

(1,021)

(1,001)

(2)

-

(938)

(9)

(7)

(3,739)

(3,771)

1

1

Operating profit before impairment losses and taxation

380

496

(23)

(26)

533

(29)

(30)

2,277

2,384

(4)

(5)

Credit impairment

(34)

(54)

37

38

(29)

(17)

(21)

(352)

(194)

(81)

(82)

Other impairment

(38)

-

nm⁵

nm⁵

-

nm⁵

nm⁵

(53)

(5)

nm⁵

nm⁵

Profit from associates and joint ventures

15

51

(71)

(73)

74

(80)

(81)

163

247

(34)

(35)

Underlying profit before taxation

323

493

(34)

(37)

578

(44)

(46)

2,035

2,432

(16)

(17)

Restructuring

(34)

(84)

60

57

(15)

(127)

(147)

(92)

(138)

33

34

Other items

(8)

-

nm⁵

nm⁵

(35)

77

77

(43)

-

nm⁵

nm⁵

Statutory profit before taxation

281

409

(31)

(35)

528

(47)

(50)

1,900

2,294

(17)

(17)

Total assets

311,484

277,704

12

9

298,430

4

2

311,484

277,704

12

9

Of which: loans and advances to customers3

151,879

139,977

9

5

150,598

1

(2)

151,879

139,977

9

5

Total liabilities

286,855

249,004

15

12

266,617

8

5

286,855

249,004

15

12

Of which: customer accounts3

231,456

204,286

13

10

215,291

8

5

231,456

204,286

13

10

Risk-weighted assets

92,860

85,695

8

nm⁵

92,863

-

nm⁵

92,860

85,695

8

nm⁵

Cost to income ratio (%)4

72.9

66.9

(6.0)

(6.2)

63.8

(9.1)

(9.2)

62.2

61.3

(0.9)

(0.8)

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

3   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

4   Change is the percentage points difference between the two periods rather than the percentage change

5   Not meaningful

Region overview

Greater China & North Asia generated the largest share of the Group's income in 2020, at 41 per cent. We serve clients in Hong Kong - the Group's largest market - as well as Mainland China, Japan, Korea, Macau and Taiwan.

The region is highly interconnected, with China's economy at its core. Our global footprint, strong regional presence and continued investment allow us to capture opportunities as they arise from the opening of China's economy.

We are building on the region's economic growth, the rising wealth of its population, the increasing sophistication and internationalisation of Chinese businesses and the increased use of the renminbi internationally.

Strategic priorities

Use the strength of our network to serve the inbound and outbound cross-border trade and investment needs of our clients

Make the most of opportunities from China's opening, including the Greater Bay Area (GBA), renminbi, Belt and Road initiative, onshore capital markets and mainland wealth, as well as the development of our digital capabilities

Strengthen our market position in Hong Kong and improve performance in Korea

Progress

Our China business has been resilient during a year of unprecedented difficulty. As China has emerged from COVID-19 restrictions, its economy has recovered and our business has grown with underlying operating profit before impairment and tax up 26 per cent driven by Wealth Management, Financial Markets and unsecured products. The income we have booked from clients based in China has grown 3 per cent and China remains the Group's largest source of network income

 

 

Hong Kong faced a unique combination of geopolitical, social and pandemic-related challenges in 2020 which impacted financial performance. However, we have seen very good progress in Wealth Management, and Financial Markets, where income grew strongly and have progressed our digital agenda by launching Mox, our virtual bank

We have stepped up our investment in the GBA with the creation of a GBA Centre to better support our clients, a dedicated GBA CEO and the launch of the Standard Chartered GBA Business Confidence Index

Despite the disruption of the pandemic, our Korea business has delivered operating profit growth of 50 per cent. This has been driven by a strong Wealth Management and Financial Markets performance and reflects the flow-through benefits of management's restructuring actions in recent years

Performance highlights

Underlying profit before tax of $2,035 million was down 16 per cent, mainly due to higher credit impairment charges, partially offset by strong cost control

Underlying operating income of $6,016 million was down 2 per cent. Lower income in Cash Management, Retail Deposits and Treasury Products was partially offset by strong performances in Financial Markets and Wealth Management

Retail Banking income fell 1 per cent driven by a fall in Deposit income as a result of lower interest rates, almost entirely offset by strong momentum in Mortgages and Wealth Management. Private Banking income was also down. Corporate & Institutional Banking income grew, mainly due to a strong Financial Markets performance, partly offset by lower Corporate Finance and Transaction Banking income. Commercial Banking income was down 14 per cent driven by lower Transaction Banking

Strong balance sheet momentum with loans and advances to customers up 9 per cent mainly from strong growth in Mortgages and Corporate Lending. Customer accounts were up 13 per cent, with strong double-digit growth in retail current and savings accounts and Transaction Banking cash balances

RWAs increased by $7 billion due to market and credit risk, in line with loans and advances growth, mainly in Treasury and Retail

 

 

ASEAN & South Asia

 

4Q'20
$million

4Q'19
$million

Change²
%

Constant currency change¹,2
%

3Q'20
$million

Change²
%

Constant currency change¹,2
%

FY20
$million

FY19
$million

Change²
%

Constant currency change¹,2
%

Operating income

956

992

(4)

(3)

1,034

(8)

(8)

4,366

4,213

4

5

Operating expenses

(708)

(718)

1

1

(663)

(7)

(5)

(2,618)

(2,681)

2

-

Operating profit before impairment losses and taxation

248

274

(9)

(8)

371

(33)

(33)

1,748

1,532

14

15

Credit impairment

(166)

(250)

34

32

(128)

(30)

(28)

(1,132)

(506)

(124)

(132)

Other impairment

(2)

(1)

(100)

nm⁵

-

nm⁵

nm⁵

163

(1)

nm⁵

nm⁵

Underlying profit before taxation

80

23

nm⁵

165

243

(67)

(66)

779

1,025

(24)

(24)

Restructuring

(28)

(19)

(47)

(53)

(7)

nm⁵

nm⁵

(42)

(34)

(24)

(31)

Other items

-

13

(100)

(100)

-

nm⁵

nm⁵

-

48

(100)

(100)

Statutory profit before taxation

52

17

nm⁵

107

236

(78)

(76)

737

1,039

(29)

(29)

Total assets

155,728

149,785

4

4

150,651

3

2

155,728

149,785

4

4

Of which: loans and advances to customers3

87,213

80,885

8

7

86,540

1

(1)

87,213

80,885

8

7

Total liabilities

134,856

126,213

7

6

130,794

3

2

134,856

126,213

7

6

Of which: customer accounts3

103,167

97,459

6

5

101,376

2

-

103,167

97,459

6

5

Risk-weighted assets

81,423

88,942

(8)

nm⁵

80,123

2

nm⁵

81,423

88,942

(8)

nm⁵

Cost to income ratio (%)4

74.1

72.4

(1.7)

(1.5)

64.1

(10.0)

(9.7)

60.0

63.6

3.6

3.5

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

3   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

4   Change is the percentage points difference between the two periods rather than the percentage change

5   Not meaningful

Region overview

The Group has a long-standing presence in the region and, as the only international bank present in all 10 ASEAN countries, we are a strong banking partner for our clients. Our two biggest markets in the region are Singapore and India.

The region contributes more than a quarter of the Group's income and Singapore is home to the majority of our global business leadership, our technology operations and our innovation hub SC Ventures. The strong underlying economic growth in the region means we can help our clients grow and sustainably improve returns.

The region benefits from rising trade flows, including activity generated from China's Belt and Road initiative, strong investment, and a rising middle class which is driving consumption and improving digital connectivity.

Strategic priorities

Leverage the strength of our international network to support our clients' cross-border trade and investment activities across the high-growth regional corridors

Expand Wealth Management offerings and client engagement through digital-only or hybrid channels to accelerate growth in affluent segments

Improve capital efficiency and sharpen our investments in higher-returning businesses

Continue to reshape our India and Indonesia franchises to optimise returns

Progress

In Singapore, we are proud to have been awarded 'Significantly Rooted Foreign Bank' status. We are the only international bank to receive this honour, reflecting our long and deep-rooted presence in the market. This has paved the way for us to establish a new digital bank and expand our reach and touchpoints in one of our most important markets

In India, despite COVID-19, we more than quadrupled operating profit and improved returns. The growth in lower cost liabilities has improved margins and supported clients in strategic transactions. Expenses remain tightly controlled benefiting from increased client digital adoption

 

 

In Indonesia, we improved profitability through growth in Financial Markets and Wealth Management income. Costs were flat with client digital adoption reducing channel costs. We have announced a  'banking-as-a-service' solution, nexus, having signed partnerships with Bukalapak and Sociolla in Indonesia as partners

Bangladesh and Vietnam delivered sound performances leveraging client relationships both domestically and cross border, particularly with China, Japan and Korea

Performance highlights

Underlying profit before tax of $779 million decreased 24 per cent driven by higher credit impairment. Underlying operating profit before impairment and tax improved 14 per cent as income grew 4 per cent, while expenses were 2 per cent lower

Underlying operating income of $4,366 million grew 4 per cent (5 per cent on a constant currency basis excluding a positive debit valuation adjustment), underpinned by strong growth in Corporate & Institutional Banking and realisation gains within Treasury Markets. Commercial Banking income declined 6 per cent and Retail Banking was down 5 per cent, while Private Banking was also down

Higher Corporate & Institutional Banking income driven by strong performance in Financial Markets and Corporate Finance, partially offset by margin compression in Transaction Banking

Resilient balance sheet momentum with loans and advances to customers up 8 per cent. Customer accounts were up 6 per cent driven by higher retail current and savings accounts and Transaction Banking cash balances. These were partially offset by a reduction in high-priced corporate time deposits

Risk-weighted assets decreased by $8 billion due mainly to the sale of the Group's stake in Permata in Indonesia

 

 

Africa & Middle East

 

4Q'20
$million

4Q'19
$million

Change²
%

Constant currency change¹,2
%

3Q'20
$million

Change²
%

Constant currency change¹,2
%

FY20
$million

FY19
$million

Change²
%

Constant currency change¹,2
%

Operating income

519

605

(14)

(9)

590

(12)

(11)

2,364

2,562

(8)

(3)

Operating expenses

(464)

(454)

(2)

(5)

(426)

(9)

(7)

(1,683)

(1,747)

4

(1)

Operating profit before impairment losses and taxation

55

151

(64)

(52)

164

(66)

(60)

681

815

(16)

(12)

Credit impairment

(130)

(56)

(132)

(136)

(154)

16

17

(654)

(132)

nm⁵

nm⁵

Other impairment

(13)

1

nm⁵

nm⁵

1

nm⁵

nm⁵

(14)

1

nm⁵

nm⁵

Underlying profit/(loss) before taxation

(88)

96

(192)

(195)

11

nm⁵

nm⁵

13

684

(98)

(97)

Restructuring

(68)

(11)

nm⁵

nm⁵

(11)

nm⁵

nm⁵

(88)

(18)

nm⁵

nm⁵

Statutory profit/(loss) before taxation

(156)

85

nm⁵

nm⁵

-

nm⁵

nm⁵

(75)

666

(111)

(111)

Total assets

58,069

59,828

(3)

(1)

61,472

(6)

(6)

58,069

59,828

(3)

(1)

Of which: loans and advances to customers3

29,413

31,487

(7)

(5)

31,408

(6)

(7)

29,413

31,487

(7)

(5)

Total liabilities

39,980

36,144

11

12

40,275

(1)

(2)

39,980

36,144

11

12

Of which: customer accounts3

32,106

29,280

10

11

32,630

(2)

(3)

32,106

29,280

10

11

Risk-weighted assets

51,149

49,244

4

nm⁵

52,524

(3)

nm⁵

51,149

49,244

4

nm⁵

Cost to income ratio (%)4

89.4

75.0

(14.4)

(11.4)

72.2

(17.2)

(15.1)

71.2

68.2

(3.0)

(3.1)

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

3   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

4   Change is the percentage points difference between the two periods rather than the percentage change

5   Not meaningful

Region overview

We have a deep-rooted heritage in Africa & Middle East and are present in 25 markets, of which the UAE, Nigeria, Pakistan and Kenya are the largest by income. We are present in the largest number of sub-Saharan African markets of any international banking group.

A rich history, deep client relationships and a unique footprint in the region, as well as across centres in Asia, Europe and the Americas enable us to seamlessly support our clients. Africa & Middle East is an important element of global trade and investment corridors, including those on China's Belt and Road initiative and we are well placed to facilitate these flows.

Global and local macroeconomic headwinds in 2020 impacted income across both the Middle East and Africa, and have resulted in an elevated risk environment, particularly in Africa. However, we're confident the opportunities in the region will support long-term sustainable growth for the Group. We continue to invest selectively and drive efficiencies.

Strategic priorities

Provide best-in-class structuring and financing solutions and drive creation through client initiatives

Invest to accelerate growth in differentiated international network and affluent client businesses

Invest in market-leading digitisation initiatives in Retail Banking to protect and grow market share in core markets, continue with our retail transformation agenda to recalibrate our network and streamline structures

De-risk and improve the quality of income with a focus on return enhancements

Progress

Our role leading several marquee transactions across the region reflects our strong client franchise. We continue to be the market leader in bond issuance and Islamic Sukuk and achieved our highest-ever debt capital markets notional volumes

On a constant currency basis, Wealth Management income grew 8 per cent and priority deposits grew by 17 per cent despite a slow-down post COVID-19

 

 

Rapid growth in the Africa digital transformation, with half a million customers and $125 million in deposits. Awarded Best Digital Bank across 10 countries at the Global Finance's Best Digital Banks Awards 2020

Continuing cost discipline has allowed investments to continue through the cycle. The number of branches reduced by 19 per cent and headcount was 7 per cent lower

Liquidity and capital remained healthy across markets, ensuring a better ability to navigate market challenges

On a constant currency basis, fee-based income grew and accounted for a higher share of total income than in 2019

Performance highlights

Underlying profit before tax of $13 million was 98 per cent lower with continued macroeconomic challenges negatively impacting income and driving higher credit impairment. Efficiency actions funded ongoing strategic investments

Underlying operating income of $2,364 million was down 8 per cent (3 per cent on a constant currency basis) due to the impact of interest rate cuts on margins, while Financial Markets performed well. Income across the Middle East, North Africa and Pakistan was down 7 per cent, and in Africa was down 8 per cent (1 per cent on a constant currency basis)

Loans and advances to customers were down 7 per cent and customer accounts were up 10 per cent

 

 

Europe & Americas

 

4Q'20
$million

4Q'19
$million

Change²
%

Constant currency change¹,2
%

3Q'20
$million

Change²
%

Constant currency change¹,2
%

FY20
$million

FY19
$million

Change²
%

Constant currency change¹,2
%

Operating income

404

464

(13)

(12)

423

(4)

(5)

1,922

1,725

11

11

Operating expenses

(362)

(365)

1

2

(360)

(1)

1

(1,383)

(1,470)

6

6

Operating profit before impairment losses and taxation

42

99

(58)

(52)

63

(33)

(32)

539

255

111

105

Credit impairment

(44)

(17)

(159)

(122)

(37)

(19)

(8)

(161)

(98)

(64)

(60)

Other impairment

(5)

-

nm⁵

nm⁵

11

(145)

(142)

8

-

nm⁵

nm⁵

Underlying profit/(loss) before taxation

(7)

82

(109)

(103)

37

(119)

(105)

386

157

146

137

Restructuring

(27)

(13)

(108)

(100)

(8)

nm⁵

(189)

(45)

(34)

(32)

(41)

Statutory profit/(loss) before taxation

(34)

69

(149)

(148)

29

nm⁵

(197)

341

123

177

160

Total assets

253,438

220,579

15

14

233,772

8

8

253,438

220,579

15

14

Of which: loans and advances to customers3

67,771

62,405

9

7

67,265

1

-

67,771

62,405

9

7

Total liabilities

211,840

218,794

(3)

(4)

225,332

(6)

(6)

211,840

218,794

(3)

(4)

Of which: customer accounts3

125,425

121,708

3

2

122,748

2

2

125,425

121,708

3

2

Risk-weighted assets

45,758

43,945

4

nm⁵

43,818

4

nm⁵

45,758

43,945

4

nm⁵

Cost to income ratio (%)4

89.6

78.7

(10.9)

(8.9)

85.1

(4.5)

(4.2)

72.0

85.2

13.2

12.8

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

3   Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

4   Change is the percentage points difference between the two periods rather than the percentage change

5   Not meaningful

Region overview

The Group supports clients in Europe & Americas through hubs in London and New York as well as a presence in several markets in Europe and Latin America. Our expertise in Asia, Africa and the Middle East allows us to offer our clients in the region unique network and product capabilities.

The region generates significant income for the Group's Corporate & Institutional Banking business. Clients based in Europe & Americas make up more than one-third of the Group's Corporate & Institutional Banking income, with three-quarters of client income booked elsewhere in the network generating above-average returns.

In addition to being a key origination centre for Corporate & Institutional Banking, the region offers local, on-the-ground expertise and solutions to help internationally-minded clients grow across Europe & Americas.

The region is home to the Group's two biggest payment clearing centres and the largest trading floor. More than 80 per cent of the region's income derives from Financial Markets and Transaction Banking products.

Our Private Banking business focuses on serving clients with links to our footprint markets.

Strategic priorities

Continue to attract new international corporate and financial institutional clients and deepen relationships with existing clients by connecting them to the fastest growing and highest potential economies

Enhance capital efficiency, maintain strong risk oversight and further improve the quality of our funding base

Leverage our network capabilities as new e-commerce industries grow internationally

Scale up our continental European business, leveraging significant trade corridors with Asia and Africa

Grow assets under management in Private Banking and strengthen the franchise generally

 

 

Progress

Good progress in improving our share of business from targeted Corporate & Institutional Banking priority clients, with income up 3 per cent from 'Top 100', 'Next 100' and 'New 90' client initiatives, with growth of 20 per cent from Financial Markets products, partially offset by lower Transaction Banking income

Significant improvement to our client service offering with onboarding turnaround time more than halved

Launched Sustainable Fund Finance and exceeded $2 billion in Sustainable Deposits

Significant increase in high-quality liabilities achieved to improve the funding base

Restructured our Private Bank London Advisory centre to improve productivity and sharpen focus

SCB AG Germany has experienced growth, as clients re-positioned their banking arrangements in preparation for Brexit

Performance highlights

Underlying profit before tax of $386 million improved 146 per cent driven by higher income and lower costs. Impairments were up two-thirds but remain at a modest level relative to the size of the loan portfolio

Underlying operating income of $1,922 million was up 11 per cent largely due to growth in Financial Markets performance in addition to realisation gains in Treasury, partially offset by the impact of lower interest rates on Cash Management and Retail Products. Adjusting for movements in the debit valuation adjustment, income was up 7 per cent

Expenses reduced by 6 per cent largely due to lower regulatory costs, reduced travel-related expenses and variable compensation payments

Strong growth in loans and advances to customers up 9 per cent while customer accounts grew 3 per cent

 

 

Central & other items (region)

 

4Q'20
$million

4Q'19
$million

Change²
%

Constant currency change¹,2
%

3Q'20
$million

Change²
%

Constant currency change¹,2
%

FY20
$million

FY19
%

Change²
%

Constant currency change¹,2
%

Operating income

(81)

39

nm⁴

nm⁴

1

nm⁴

nm⁴

97

616

(84)

(84)

Operating expenses

(394)

(401)

2

9

(93)

nm⁴

nm⁴

(719)

(740)

3

2

Operating loss before impairment losses and taxation

(475)

(362)

(31)

(24)

(92)

nm⁴

nm⁴

(622)

(124)

nm⁴

nm⁴

Credit impairment

-

4

(100)

(100)

(5)

100

100

5

24

(79)

(75)

Other impairment

(24)

(12)

(100)

(85)

(27)

11

14

(89)

(33)

(170)

(159)

Profit from associates and joint ventures

(1)

1

(200)

(100)

-

nm⁴

100

1

7

(86)

(86)

Underlying loss before taxation

(500)

(369)

(36)

(29)

(124)

nm⁴

nm⁴

(705)

(126)

nm⁴

nm⁴

Restructuring

(91)

10

nm⁴

nm⁴

(3)

nm⁴

nm⁴

(115)

(30)

nm⁴

nm⁴

Goodwill impairment & other items

(1)

(27)

96

100

(231)

100

100

(470)

(253)

(86)

(86)

Statutory loss before taxation

(592)

(386)

(53)

(47)

(358)

(65)

(51)

(1,290)

(409)

nm⁴

nm⁴

Total assets

10,331

12,502

(17)

(18)

10,104

2

2

10,331

12,502

(17)

(18)

Total liabilities

64,790

39,582

64

64

40,841

59

59

64,790

39,582

64

64

Risk-weighted assets

(2,356)

(3,736)

37

nm⁴

(2,664)

12

nm⁴

(2,356)

(3,736)

37

nm⁴

Cost to income ratio (%) (excluding UK bank levy)3

(77.8)

138.5

nm⁴

172.2

nm⁴

nm⁴

nm⁴

nm⁴

63.8

nm⁴

nm⁴

1   Comparisons presented on the basis of the current period's transactional currency rate, ensuring like-for-like currency rates between the two periods

2   Variance is better/(worse) other than risk-weighted assets, assets and liabilities which is increase/(decrease)

3   Change is the percentage points difference between the two periods rather than the percentage change

4   Not meaningful

Performance highlights

Underlying loss before tax of $705 million was down $579 million, as a fall in interest rates led to lower interest income on Treasury assets

 

 

Retail Banking

 

2020

Greater China & North Asia
$million

ASEAN &
South Asia
$million

Africa &
Middle East
$million

Europe &
Americas
$million

Total
$million

Operating income

2,989

1,360

635

29

5,013

Operating expenses

(2,036)

(1,057)

(586)

(22)

(3,701)

Operating profit before impairment losses and taxation

953

303

49

7

1,312

Credit impairment

(211)

(376)

(125)

(3)

(715)

Other impairment

-

-

(10)

-

(10)

Underlying profit/(loss) before taxation

742

(73)

(86)

4

587

Restructuring

(13)

(5)

(32)

-

(50)

Statutory profit/(loss) before taxation

729

(78)

(118)

4

537

Loans and advances to customers including FVTPL

81,542

28,776

4,745

548

115,611

Customer accounts including FVTPL and repurchase agreements

106,832

37,266

9,674

1,059

154,831

 

 

2019 (Restated)¹

Greater China & North Asia
$million

ASEAN &
South Asia
$million

Africa &
Middle East
$million

Europe &
Americas
$million

Total
$million

Operating income

3,018

1,432

700

36

5,186

Operating expenses

(2,020)

(1,097)

(619)

(23)

(3,759)

Operating profit before impairment losses and taxation

998

335

81

13

1,427

Credit impairment

(153)

(136)

(47)

-

(336)

Other impairment

-

-

2

-

2

Underlying profit before taxation

845

199

36

13

1,093

Restructuring

(47)

(7)

(9)

-

(63)

Statutory profit before taxation

798

192

27

13

1,030

Loans and advances to customers including FVTPL

73,329

27,934

5,320

557

107,140

Customer accounts including FVTPL and repurchase agreements

99,149

35,959

8,585

1,067

144,760

1  Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

 

 

Commercial Banking

 

2020

Greater China & North Asia
$million

ASEAN &
South Asia
$million

Africa &
Middle East
$million

Total
$million

Operating income

487

631

291

1,409

Operating expenses

(330)

(344)

(204)

(878)

Operating profit before impairment losses and taxation

157

287

87

531

Credit impairment

(32)

(190)

(94)

(316)

Other impairment

-

(1)

-

(1)

Underlying profit/(loss) before taxation

125

96

(7)

214

Restructuring

(24)

(7)

(26)

(57)

Statutory profit/(loss) before taxation

101

89

(33)

157

Loans and advances to customers including FVTPL

14,065

9,390

3,887

27,342

Customer accounts including FVTPL and repurchase agreements

31,055

14,078

3,445

48,578

 

 

2019 (Restated)¹

Greater China & North Asia
$million

ASEAN &
South Asia
$million

Africa &
Middle East
$million

Total
$million

Operating income

564

671

339

1,574

Operating expenses

(383)

(349)

(221)

(953)

Operating profit before impairment losses and taxation

181

322

118

621

Credit impairment

(23)

(34)

(65)

(122)

Other impairment

-

-

-

-

Underlying profit before taxation

158

288

53

499

Restructuring

(8)

(1)

(2)

(11)

Statutory profit before taxation

150

287

51

488

Loans and advances to customers including FVTPL

13,178

10,657

4,996

28,831

Customer accounts including FVTPL and repurchase agreements

22,691

12,948

3,208

38,847

1  Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

 

 

Analysis of underlying performance by key market

The following tables provide information for key markets in which the Group operates. The numbers are prepared on a management view.

 

2020

Hong Kong
$million

Korea
$million

China
$million

Singapore
$million

India
$million

Indonesia
$million

UAE
$million

UK
$million

US
$million

Operating income

3,485

1,046

926

1,562

1,245

309

579

946

783

Operating expenses

(1,959)

(723)

(667)

(977)

(680)

(176)

(409)

(673)

(525)

Operating profit before impairment losses and taxation

1,526

323

259

585

565

133

170

273

258

Credit impairment

(199)

(43)

(112)

(474)

(227)

(84)

(277)

(128)

(30)

Other impairment

(55)

3

(1)

-

(1)

-

(3)

9

-

Profit from associates and joint ventures

-

-

163

-

-

-

-

-

-

Underlying profit/(loss) before taxation

1,272

283

309

111

337

49

(110)

154

228

Total assets employed

167,080

69,214

41,827

88,246

28,272

4,968

19,856

174,346

63,330

Of which: loans and advances to customers1

78,398

42,636

16,877

53,444

14,258

2,212

10,316

45,803

18,103

Total liabilities employed

160,976

60,329

36,713

83,554

20,728

3,494

14,324

133,862

65,307

Of which: customer accounts1

135,487

44,748

26,319

63,303

15,058

2,382

11,720

81,198

36,717

Cost to income ratio (%)

56.2

69.1

72.0

62.5

54.6

57.0

70.6

71.1

67.0

 

 

2019

Hong Kong
$million

Korea
$million

China
$million

Singapore
$million

India
$million

Indonesia
$million

UAE
$million

UK
$million

US
$million

Operating income

3,755

972

872

1,639

1,041

273

617

762

759

Operating expenses

(1,934)

(666)

(672)

(180)

(678)

Operating profit before impairment losses and taxation

1,821

206

369

93

84

Credit impairment

(111)

(15)

(81)

(91)

(290)

(87)

(48)

(33)

(63)

Other impairment

(5)

1

-

-

-

-

-

-

-

Profit from associates and joint ventures

-

247

-

-

-

Underlying profit before taxation

1,705

372

79

6

51

Total assets employed

159,725

54,408

30,293

85,155

28,163

4,795

20,301

150,103

60,373

Of which: loans and advances to customers1

77,277

34,469

14,772

45,951

15,674

2,098

10,406

42,179

17,038

Total liabilities employed

149,703

47,420

27,005

80,006

18,437

3,188

12,905

142,804

66,357

Of which: customer accounts1

123,330

38,533

21,797

60,821

13,800

2,320

10,078

82,036

34,733

Cost to income ratio (%)

51.5

79.1

76.4

60.2

64.6

65.9

68.6

89.0

77.3

1  Loans and advances to customers includes FVTPL and customer accounts includes FVTPL and repurchase agreements

 

 

Quarterly underlying operating income by product

 

4Q'20
$million

3Q'20
$million

2Q'20
$million

1Q'20
$million

4Q'19¹
$million

3Q'19¹
$million

2Q'19¹
$million

1Q'19¹
$million

Transaction Banking

652

665

721

800

834

887

901

877

Trade

249

255

230

260

259

282

282

277

Cash Management

403

410

491

540

575

605

619

600

Financial Markets

697

909

970

1,278

716

877

834

831

Foreign Exchange

267

266

343

415

264

261

304

298

Rates

150

201

339

378

163

176

136

221

Commodities

37

60

82

44

37

39

44

45

Credit and Capital Markets

175

188

250

26

125

167

145

140

Capital Structuring Distribution Group

70

91

52

61

86

87

74

82

DVA

(69)

(22)

(201)

305

(72)

14

11

(53)

Securities Services

78

79

79

84

85

88

87

83

Other Financial Markets

(11)

46

26

(35)

28

45

33

15

Corporate Finance

285

284

269

278

328

281

272

262

Lending and Portfolio Management

199

222

232

195

201

201

197

187

Wealth Management

436

568

434

530

415

488

511

465

Retail Products

848

859

913

946

960

975

976

951

CCPL and other unsecured lending

303

309

295

304

311

315

320

305

Deposits

271

301

413

472

484

510

501

494

Mortgage and Auto

234

211

169

136

130

123

129

129

Other Retail Products

40

38

36

34

35

27

26

23

Treasury

92

40

178

325

196

335

251

308

Other

(10)

(28)

3

(25)

(53)

(66)

(59)

(68)

Total underlying operating income

3,199

3,519

3,720

4,327

3,597

3,978

3,883

3,813

1  Following a reorganisation of certain clients, there has been a reclassification of balances across products

 

 

Earnings per ordinary share

 

4Q'20
$million

4Q'19
$million

Change
%

3Q'20
$million

Change
%

FY20
$million

FY19
$million

Change
%

(Loss)/profit for the period attributable to equity holders

(476)

72

nm¹

161

nm¹

751

2,340

(68)

Non-controlling interest

(2)

(7)

71

(7)

71

(27)

(37)

27

Dividend payable on preference shares and AT1 classified as equity

(132)

(191)

31

(31)

nm¹

(395)

(448)

12

(Loss)/profit for the period attributable to ordinary shareholders

(610)

(126)

nm¹

123

nm¹

329

1,855

(82)

 

 

 

 

 

 

 

 

 

Items normalised:

 

 

 

 

 

 

 

 

Provision for regulatory matters

-

-

nm¹

-

nm¹

(14)

226

nm¹

Restructuring

248

117

112

44

nm¹

382

254

50

Profit from joint venture

-

(13)

nm¹

-

nm¹

-

(48)

nm¹

Gains arising on repurchase of subordinated liabilities

-

-

nm¹

-

nm¹

-

-

nm¹

Goodwill impairment

-

27

nm¹

231

nm¹

489

27

nm¹

Net loss on sale of businesses

9

-

nm¹

35

(74)

38

-

nm¹

Tax on normalised items

(72)

(19)

nm¹

(5)

nm¹

(83)

152

nm¹

Underlying (loss)/profit

(425)

(14)

nm¹

428

nm¹

1,141

2,466

(54)

 

 

 

 

 

 

 

 

 

Basic - Weighted average number of shares (millions)

3,152

3,197

nm¹

3,151

nm¹

3,160

3,256

nm¹

Diluted - Weighted average number of shares (millions)

3,196

3,228

nm¹

3,192

nm¹

3,199

3,290

nm¹

 

 

 

 

 

 

 

 

 

Basic earnings per ordinary share (cents)²

(19.4)

(3.9)

(15.5)

3.9

(23.3)

10.4

57.0

(46.6)

Diluted earnings per ordinary share (cents)²

(19.1)

(3.9)

(15.2)

3.9

(23.0)

10.3

56.4

(46.1)

Underlying basic earnings per ordinary share (cents)²

(13.5)

(0.4)

(13.1)

13.6

(27.1)

36.1

75.7

(39.6)

Underlying diluted earnings per ordinary share (cents)²

(13.3)

(0.4)

(12.9)

13.4

(26.7)

35.7

75.0

(39.3)

1   Not meaningful

2   Change is cents difference between two points rather than percentage change for earnings per share
 

Return on Tangible Equity

 

4Q'20
$million

4Q'19
$million

Change
%

3Q'20
$million

Change
%

FY20
$million

FY19
$million

Change
%

Average parent company Shareholders' Equity

45,814

44,855

2

45,400

1

45,087

45,187

-

Less Preference share premium

(1,494)

(1,494)

-

(1,494)

-

(1,494)

(1,494)

-

Less Average intangible assets

(4,990)

(5,187)

4

(4,972)

-

(5,003)

(5,119)

2

Average Ordinary Shareholders' Tangible Equity

39,330

38,174

3

38,934

1

38,590

38,574

-

 

 

 

 

 

 

 

 

 

(Loss)/profit for the period attributable to equity holders

(476)

72

nm¹

161

nm¹

751

2,340

(68)

Non-controlling interests

(2)

(7)

71

(7)

71

(27)

(37)

27

Dividend payable on preference shares and AT1 classified as equity

(132)

(191)

31

(31)

nm¹

(395)

(448)

12

(Loss)/profit for the period attributable to ordinary shareholders

(610)

(126)

nm¹

123

nm¹

329

1,855

(82)

 

 

 

 

 

 

 

 

 

Items normalised:

 

 

 

 

 

 

 

 

Provision for regulatory matters

-

-

nm¹

-

nm¹

(14)

226

nm¹

Restructuring

248

117

112

44

nm¹

382

254

50

Profit from joint venture

-

(13)

nm¹

-

nm¹

-

(48)

nm¹

Goodwill Impairment

-

27

nm¹

231

nm¹

489

27

nm¹

Net loss on sale of businesses

9

-

nm¹

35

(74)

38

-

nm¹

Tax on normalised items

(72)

(19)

nm¹

(5)

nm¹

(83)

152

nm¹

Underlying (loss)/profit for the period attributable to ordinary shareholders

(425)

(14)

nm¹

428

nm¹

1,141

2,466

(54)

 

 

 

 

 

 

 

 

 

Underlying Return on Tangible Equity

(4.3)%

(0.1)%

(420)bps

4.4%

(870)bps

3.0%

6.4%

(340)bps

Statutory Return on Tangible Equity

(6.2)%

(1.3)%

(490)bps

1.3%

(750)bps

0.9%

4.8%

(390)bps

1   Not meaningful

Net Tangible Asset Value per Share

 

31.12.20
$million

31.12.19
$million

Change
%

30.09.20
$million

Change
%

Parent company shareholders' equity

45,886

44,835

2

45,743

-

Less Preference share premium

(1,494)

(1,494)

-

(1,494)

-

Less Intangible assets

(5,063)

(5,290)

4

(4,916)

(3)

Net shareholders tangible equity

39,329

38,051

3

39,333

-

 

 

 

 

 

 

Ordinary shares in issue, excluding own shares (millions)

3,150

3,191

(1)

3,149

-

Net Tangible Asset Value per share (cents)

1,249

1,192

57.0

1,249

-

 

 

Reconciliations between underlying and statutory results are set out in the tables below:

Operating income by client segment

 

2020

Corporate & Institutional Banking
$million

Retail
Banking
$million

Commercial Banking
$million

Private
Banking
$million

Central &
other items
$million

Total
$million

Underlying operating income

7,214

5,013

1,409

540

589

14,765

Restructuring

11

-

29

-

(13)

27

Other items

-

-

-

-

(38)

(38)

Statutory operating income

7,225

5,013

1,438

540

538

14,754

 

 

2019 (Restated)¹

Corporate & Institutional Banking
$million

Retail
Banking
$million

Commercial Banking
$million

Private
Banking
$million

Central &
other items
$million

Total
$million

Underlying operating income

7,074

5,186

1,574

577

860

15,271

Restructuring

146

-

4

-

(4)

146

Other items

-

-

-

-

-

-

Statutory operating income

7,220

5,186

1,578

577

856

15,417

1  Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

Operating income by region

 

2020

Greater China & North Asia
$million

ASEAN &
South Asia
$million

 Africa &
Middle East
$million

Europe &
Americas
$million

Central &
other items
$million

Total
$million

Underlying operating income

6,016

4,366

2,364

1,922

97

14,765

Restructuring

82

(4)

(2)

-

(49)

27

Other items

(43)

-

-

-

5

(38)

Statutory operating income

6,055

4,362

2,362

1,922

53

14,754

 

 

2019

Greater China & North Asia
$million

ASEAN &
South Asia
$million

 Africa &
Middle East
$million

Europe &
Americas
$million

Central &
other items
$million

Total
$million

Underlying operating income

6,155

4,213

2,562

1,725

616

15,271

Restructuring

87

(2)

-

-

61

146

Other items

-

-

-

-

-

-

Statutory operating income

6,242

4,211

2,562

1,725

677

15,417

 

 

 

Profit before taxation (PBT)

 

2020

Underlying
$million

Provision for regulatory matters
$million

Restructuring
$million

Net loss on businesses disposed/ held for sale
$million

Goodwill impairment
$million

Share of
profits of
PT Bank Permata Tbk joint venture
$million

Statutory
$million

Operating income

14,765

-

27

(38)

-

-

14,754

Operating expenses

(10,142)

14

(252)

-

-

-

(10,380)

Operating profit/(loss) before impairment losses and taxation

4,623

14

(225)

(38)

-

-

4,374

Credit impairment

(2,294)

-

(31)

-

-

-

(2,325)

Other impairment

15

-

(113)

-

(489)

-

(587)

Profit from associates and joint ventures

164

-

(13)

-

-

-

151

Profit/(loss) before taxation

2,508

14

(382)

(38)

(489)

-

1,613

 

 

2019

Underlying
$million

Provision for regulatory matters
$million

Restructuring
$million

Net loss on businesses disposed/ held for sale
$million

Goodwill impairment
$million

Share of
 profits of
PT Bank Permata Tbk joint venture
$million

Statutory
$million

Operating income

15,271

-

146

-

-

-

15,417

Operating expenses

(10,409)

(226)

(298)

-

-

-

(10,933)

Operating profit/(loss) before impairment losses and taxation

4,862

(226)

(152)

-

-

-

4,484

Credit impairment

(906)

-

(2)

-

-

-

(908)

Other impairment

(38)

-

(98)

-

(27)

-

(163)

Profit from associates and joint ventures

254

-

(2)

-

-

48

300

Profit/(loss) before taxation

4,172

(226)

(254)

-

(27)

48

3,713

 

 

 

Profit before taxation (PBT) by client segment

 

2020

Corporate & Institutional Banking
$million

Retail
Banking
$million

Commercial Banking
$million

Private
Banking
$million

Central &
other items
$million

Total
$million

Operating income

7,214

5,013

1,409

540

589

14,765

External

7,083

4,322

1,320

374

1,666

14,765

Inter-segment

131

691

89

166

(1,077)

-

Operating expenses

(4,178)

(3,701)

(878)

(476)

(909)

(10,142)

Operating profit/(loss) before impairment losses and taxation

3,036

1,312

531

64

(320)

4,623

Credit impairment

(1,237)

(715)

(316)

(2)

(24)

(2,294)

Other impairment

42

(10)

(1)

-

(16)

15

Profit from associates and joint ventures

-

-

-

-

164

164

Underlying profit/(loss) before taxation

1,841

587

214

62

(196)

2,508

Restructuring

(164)

(50)

(57)

(11)

(100)

(382)

Goodwill impairment & other items

-

-

-

-

(513)

(513)

Statutory profit/(loss) before taxation

1,677

537

157

51

(809)

1,613

 

 

2019 (Restated)¹

Corporate & Institutional Banking
$million

Retail
Banking
$million

Commercial Banking
$million

Private
Banking
$million

Central &
other items
$million

Total
$million

Operating income

7,074

5,186

1,574

577

860

15,271

External

7,264

4,236

1,618

329

1,824

15,271

Inter-segment

(190)

950

(44)

248

(964)

-

Operating expenses

(4,310)

(3,759)

(953)

(514)

(873)

(10,409)

Operating profit/(loss) before impairment losses and taxation

2,764

1,427

621

63

(13)

4,862

Credit impairment

(475)

(336)

(122)

31

(4)

(906)

Other impairment

(32)

2

-

-

(8)

(38)

Profit from associates and joint ventures

-

-

-

-

254

254

Underlying profit before taxation

2,257

1,093

499

94

229

4,172

Restructuring

(110)

(63)

(11)

(11)

(59)

(254)

Goodwill impairment & other items

-

-

-

-

(205)

(205)

Statutory profit/(loss) before taxation

2,147

1,030

488

83

(35)

3,713

1  Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

 

 

Profit before taxation (PBT) by region

 

2020

Greater China & North Asia
$million

ASEAN &
South Asia
$million

 Africa &
Middle East
$million

Europe &
Americas
$million

Central &
other items
$million

Total
$million

Operating income

6,016

4,366

2,364

1,922

97

14,765

Operating expenses

(3,739)

(2,618)

(1,683)

(1,383)

(719)

(10,142)

Operating profit/(loss) before impairment losses and taxation

2,277

1,748

681

539

(622)

4,623

Credit impairment

(352)

(1,132)

(654)

(161)

5

(2,294)

Other impairment

(53)

163

(14)

8

(89)

15

Profit from associates and joint ventures

163

-

-

-

1

164

Underlying profit/(loss) before taxation

2,035

779

13

386

(705)

2,508

Restructuring

(92)

(42)

(88)

(45)

(115)

(382)

Goodwill impairment & other items

(43)

-

-

-

(470)

(513)

Statutory profit/(loss) before taxation

1,900

737

(75)

341

(1,290)

1,613

 

 

2019

Greater China & North Asia
$million

ASEAN &
South Asia
$million

 Africa &
Middle East
$million

Europe &
Americas
$million

Central &
other items
$million

Total
$million

Operating income

6,155

4,213

2,562

1,725

616

15,271

Operating expenses

(3,771)

(2,681)

(1,747)

(1,470)

(740)

(10,409)

Operating profit/(loss) before impairment losses and taxation

2,384

1,532

815

255

(124)

4,862

Credit impairment

(194)

(506)

(132)

(98)

24

(906)

Other impairment

(5)

(1)

1

-

(33)

(38)

Profit from associates and joint ventures

247

-

-

-

7

254

Underlying profit/(loss) before taxation

2,432

1,025

684

157

(126)

4,172

Restructuring

(138)

(34)

(18)

(34)

(30)

(254)

Goodwill impairment & other items

-

48

-

-

(253)

(205)

Statutory profit/(loss) before taxation

2,294

1,039

666

123

(409)

3,713

 

 

 

Return on tangible equity (RoTE)

 

2020

Corporate & Institutional Banking
%

Retail
Banking
%

Commercial Banking
%

Private
Banking
%

Central &
other items
%

Total
%

Underlying RoTE

6.6

6.5

3.4

4.8

(12.0)

3.0

Provision for regulatory matters

-

-

-

-

0.2

-

Restructuring

 

 

 

 

 

 

Of which: Income

0.1

-

0.7

-

(0.2)

0.1

Of which: Expenses

(0.4)

(0.8)

(1.0)

(1.2)

(1.0)

(0.7)

Of which: Credit impairment

-

-

(0.7)

-

-

(0.1)

Of which: Other impairment

(0.5)

-

(0.2)

-

(0.1)

(0.3)

Of which: Profit from associates
and joint ventures

-

-

-

-

(0.2)

-

Net loss on businesses disposed/
held for sale

-

-

-

-

(0.6)

(0.1)

Goodwill impairment

-

-

-

-

(7.3)

(1.3)

Share of profits of PT Bank Permata Tbk joint venture

-

-

-

-

-

-

Tax on normalised items

0.3

0.2

0.3

0.4

0.1

0.3

Statutory RoTE

6.1

5.9

2.5

4.0

(21.1)

0.9

 

 

2019 (Restated)¹

Corporate & Institutional
Banking
%

Retail
Banking
%

Commercial Banking
%

Private
Banking
%

Central &
other items
%

Total
%

Underlying RoTE

8.5

12.7

7.4

7.3

(5.1)

6.4

Provision for regulatory matters

-

-

-

-

(3.1)

(0.6)

Restructuring

 

 

 

 

 

 

Of which: Income

0.8

-

0.1

-

-

0.4

Of which: Expenses

(0.8)

(1.0)

(0.3)

(1.2)

(0.6)

(0.8)

Of which: Credit impairment

-

-

-

-

-

-

Of which: Other impairment

(0.5)

-

-

-

(0.1)

(0.3)

Of which: Profit from associates
and joint ventures

-

-

-

-

-

-

Net loss on businesses disposed/
held for sale

-

-

-

-

-

-

Goodwill impairment

-

-

-

-

(0.4)

(0.1)

Share of profits of PT Bank Permata Tbk joint venture

-

-

-

-

0.7

0.1

Tax on normalised items

-

0.2

0.1

0.3

(2.9)

(0.3)

Statutory RoTE

8.0

11.9

7.3

6.4

(11.5)

4.8

1  Following a reorganisation of certain clients, there has been a reclassification of balances across client segments

 

 

Earnings per ordinary share (EPS)

 

2020

Underlying
$ million

Provision for regulatory matters
$ million

Restructuring
$ million

Profit from joint venture
$ million

Gains
arising on repurchase of senior and subordinated liabilities
$ million

Net loss on sale of businesses
$ million

Goodwill impairment
$ million

Tax on normalised items
$ million

Statutory
$ million

Profit for the year attributable to ordinary shareholders

1,141

14

(382)

-

-

(38)

(489)

83

329

Basic - Weighted average number of shares (millions)

3,160

 

 

 

 

 

 

 

3,160

Basic earnings per ordinary share (cents)

36.1

 

 

 

 

 

 

 

10.4

 

 

2019

Underlying
$ million

Provision for regulatory matters
$ million

Restructuring
$ million

Profit from joint venture
$ million

Gains
arising on repurchase of senior and subordinated liabilities
$ million

Net loss on sale of businesses
$ million

Goodwill impairment
$ million

Tax on normalised items
$ million

Statutory
$ million

Profit for the year attributable to ordinary shareholders

2,466

(226)

(254)

48

-

-

(27)

(152)

1,855

Basic - Weighted average number of shares (millions)

3,256

 

 

 

 

 

 

 

3,256

Basic earnings per ordinary share (cents)

75.7

 

 

 

 

 

 

 

57.0

 

Ready for recovery, prepared for further volatility

2020 was a year of significant challenges, with COVID-19, uncertainty around the US elections and Brexit, and heightened tensions between the US and China resulting in levels of macroeconomic and geopolitical upheaval not seen in recent history.

The impact of a global crisis driven by public health concerns rather than economic issues has varied vastly across different markets and sectors, with some devastated while others continue to thrive. Uneven recovery trajectories have resulted in volatility in growth rates across periods, although unprecedented levels of government support, and the provision of significant liquidity in most economies, has dampened some of the shock. The longer-term consequences of this volatility are unclear but suggest we are likely to see an inflationary period in the future. This has created unique challenges in terms of risk management as we strive to support our clients, colleagues and communities while ensuring we remain robust and resilient.

The crisis has also required us to re-examine our systems and processes and adapt to new ways of working. We have accelerated some of our ongoing initiatives by investing significantly in remote working and continuing to enhance our operational resilience. As we progress the Group's digital agenda we are conscious of the related cyber risks, as well as a heightened risk of fraud as criminals look to exploit the instability caused by the pandemic.

As we look forward to 2021 and beyond, we remain vigilant as the landscape continues to evolve, with the transition from Interbank Offered Rate (IBOR) to alternative risk-free rates and the longer-term impact of the Common Framework Agreement on emerging market debt being just two of the areas we are monitoring closely.

The pandemic and related economic shock has impacted our loan portfolio, with credit impairment at elevated levels compared to 2019. However, we faced these challenges from a fundamentally strong position. Actions taken in previous years, including reducing our concentration on single names and high-risk sectors and increasing the proportion of investment grade assets, helped to mitigate deterioration in our portfolios. Our capital and liquidity positions have also remained resilient.

While there were improvements in the second half of 2020 as economies in many of our markets began to emerge from local restrictions, we remain cognisant that the global recovery will be uneven with some sectors and markets continuing to face challenges as the world adapts to the new normal.

The growing sentiment to 'build back better' during the recovery from COVID-19 means we can benefit from our expertise in creating sustainable finance solutions, often in collaboration with the public sector. We are working with clients to understand the potential risks and opportunities sustainability brings. In the second half of 2020, we integrated environmental, social and governance risk management into our Reputational Risk Type Framework. We recognise our role in supporting our clients and markets in the transition to a low-carbon economy and are focused on developing transition frameworks and a range of sustainable financing solutions. We remain committed to being a sustainable, innovative, resilient and client-centric bank.

An update on our key risk priorities

The financial services sector is evolving at a rapid pace and, in a challenging macroeconomic environment, we must continue to innovate. We remain focused on the following key priorities.

Strengthening the Group's risk culture: Embedding a healthy risk culture remains a core objective across the Group. It underpins an enterprise-level ability to identify and assess, openly discuss, and take prompt action to address existing and emerging risks. Our Enterprise Risk Management Framework (ERMF) sets out the guiding principles for our colleagues, enabling us to have integrated and holistic risk conversations across the Group and the three lines of defence. Senior management promote a healthy risk culture by rewarding risk-based thinking (including in remuneration decisions), challenging the status quo and creating a transparent and safe environment for employees to communicate risk concerns.

Enhancing information and cyber security (ICS) capabilities: The Group continues to invest in ICS capabilities. Despite the challenges posed by COVID-19, our technology infrastructure, supervision and controls have been strengthened to meet the additional requirements brought by the pandemic. The expansion of Virtual Private Network capacity along with Multi-Factor Authentication controls have facilitated a large increase in secure remote working across our footprint. We continue to review cyber threats as they evolve, anticipating areas of risk and adapting our continuity arrangements to maintain client service. These threats extend beyond the Group, and we have made it a priority to review our processes and strengthen controls around third-party security risk in response to recent external reports of ransomware attacks. We have benefited from an external review of our ICS enhancements.
 

Embedding climate risk management: We are making good progress on integrating climate risk into mainstream risk management, with some relevant Reputational, Compliance, Operational and Country Risk processes now incorporating Climate Risk. The Group is also conducting several pilot exercises to accelerate further integration into Credit, Traded, Capital and Liquidity Risk. Governance has been enhanced and rolled out to regions, focusing on markets with local regulatory requirements.

Training and upskilling colleagues across the Group has been a key priority. This year we delivered virtual training sessions and launched our first digital training course on climate risk under our partnership with Imperial College London. We also collaborated with them on a virtual event on energy scenarios and integration into macroeconomic and climate scenarios, with a focus on the coal supply chain in India.

Measuring climate risk remains an industry-wide challenge, and we have invested in internal capabilities and external partnerships to tackle climate risk assessments. With Munich Re's toolkit for physical risk assessment, Baringa's solution for transition risk assessment under various climate scenarios, and granular climate data from S&P Trucost, we significantly advanced our climate risk quantification capabilities. In 2021, we plan to engage our corporate clients with our climate risk insights, to better understand their adaptation and mitigation plans and assess how to best serve their sustainable financing needs.

Our 2020 Task Force on Climate-related Financial Disclosures Report provides further details on the Group's progress.

More details on the Group's approach to Climate Risk can be found at sc.com/sustainability

Managing our environmental, social and governance (ESG) risk: There is increasing focus on issues relating to ESG risks from regulators and investors, and we are committed to being a leader in sustainable and responsible banking. The expansion of our Reputational Risk Type Framework to integrate ESG risk management focuses on core principles aligned with the OECD's Due Diligence for Responsible Business Conduct and that of doing no significant harm. We are investing in technology and innovative solutions in this area, having already developed a Reputational Risk and ESG Due Diligence Tool to enable us to better understand and manage ESG issues across our markets. We have also delivered a proof-of-concept model which utilises data on client behaviours combined with machine learning to predict the likelihood that a client relationship would expose the Group to heightened ESG risk and its potential severity.

Managing financial crime risks: We strive to remain at the forefront of the fight against financial crime. COVID-19 has presented a range of new threats, as well as heightening existing risks as criminals look to exploit the instability caused by the pandemic. We have identified and shared information about these threats and have taken steps to protect clients. 

Our control capability has continued to strengthen and our Financial Crime Compliance team has identified and prevented fraud, money laundering, bribery and corruption using next-generation surveillance and financial crime monitoring infrastructure. With natural language processing and machine learning tools we generate higher quality cases and reduce false positives, creating a safer environment for our clients. We have also been able to share insights with our clients, colleagues and partners. Despite the pandemic impacting our ability to physically hold Correspondent Banking Academies, we have adapted and held academies virtually, allowing greater participation and helping further promote de-risking through education. We have also continued to strengthen our controls through internal innovation and investment in technology.

More information about the Group's commitment to fighting financial crime can be found at sc.com/fightingfinancialcrime

Strengthening our conduct environment: We continued to enhance our management of conduct risk in 2020, particularly in our approach to identification and mitigation. COVID-19 presented a range of new or heightened conduct risks given the move to large-scale working from home arrangements as well as the economic impact on clients. We focused on ensuring those risks were understood and mitigated throughout the year.

 

 

More generally, we have seen an improvement in the overall quality and consistency in the identification and management of conduct risk across the Group, regions and countries. Each area assesses its own operations to identify conduct risks and create conduct plans to mitigate them. The ownership of these plans sits with the first line and they are reviewed and challenged by the Conduct, Financial Crime and Compliance function (CFCC). We have also supplemented our management information and reporting by rolling out the Group Conduct Dashboard which provides conduct-related metrics at a firm-wide level.

We are mindful of new and emerging risks and continue to focus on identifying and mitigating conduct risk arising from the pandemic. Given the expected difficult and uncertain nature of the recovery from COVID-19, we remain vigilant to the need to identify new ways conduct risk may arise in 2021 and beyond.

Enhancing our Risk and CFCC infrastructure: Flexible risk aggregation, centralised data and advanced analytical capabilities have enabled an agile response to the challenges of COVID-19. The integration of our risk aggregation platform with front office data has enabled near real-time bespoke exposure analysis, decisioning and reporting, and our stress testing scenarios have been expanded to include the impact of the pandemic. We have also developed capabilities in areas such as anti-money laundering, identity verification, and digital signatures through partnerships developed by our internal innovation centre, SC Ventures.

In Retail Banking, the use of more sophisticated data mining and predictive analytics tools has accelerated development and deployment of risk and forecasting models. Hubs have been established to centralise specialist knowledge in data engineering and visualisation, model development, validation and governance, with automation of supporting processes to reduce operational risks.

Enhancing our model risk management: During 2020, we focused on delivering a sustainable risk management framework through the Model Risk Management Strategic Enhancement Programme. Model Risk Policy and Standards have been strengthened to enable a risk-based approach and an enhanced set of Risk Appetite metrics has been approved by the Board.

The launch of a Model Risk e-learning module is aimed at increasing awareness of model risk management among our people. The Group Model Inventory has been enhanced under a new platform to improve its technological capability and operations. We constantly review our target operating model to ensure we have the right resources and skillsets for timely delivery. This will continue to be an area of focus with more model redevelopment and validation to be completed in 2021.

Our risk profile and performance in 2020

COVID-19 and the related economic shock has impacted our loan portfolio, and as a result asset quality has deteriorated over the past year. However, actions taken as the crisis unfolded and the work done in previous years to solidify our foundations have helped to mitigate the impact. Our capital and liquidity positions remain strong.

The incorporation of COVID-19 into our stress scenarios and portfolio reviews of exposures most at risk to the economic downturn have allowed us to proactively identify potential areas of vulnerability and manage them accordingly.

We remain cognisant that the recovery will be uneven globally, and the threat of prolonged weak economic outlooks may lead to a sustained period of increased risk aversion and uncertainty.

In the first half of the year we placed selected clients from vulnerable sectors on our watchlist categories for close monitoring. This led to a $5.4 billion increase in early alerts exposure (2020: $10.7 billion; 2019: $5.3 billion), although there was a decrease in the second half of the year due to reductions in exposure, regularisations, and downgrades. Credit Grade 12 loans have increased to $2.2 billion (2019: $1.6 billion) as outflows to non-performing loans were offset by inflows from early alert categories.

 

 

The credit impairment charge was significantly higher at $2.3 billion compared to $0.9 billion in 2019. Increases were seen across all stages, with stage 1 and 2 impairment rising partly due to management overlays to reflect expected future deterioration. Stage 3 impairment increased by $0.8 billion to $1.5 billion, with around one third relating to three unrelated downgrades in Corporate & Institutional Banking in the first quarter of 2020.

Overall, gross credit-impaired (stage 3) loans for the Group increased by 25 per cent in 2020, from $7.4 billion to $9.2 billion, driven by downgrades in Corporate & Institutional Banking in the ASEAN & South Asia and Africa & Middle East regions. Retail Banking saw an increase of $0.3 billion in stage 3.

The stage 3 cover ratio in the total customer loan book decreased by 10 percentage points to 58 per cent (2019: 68 per cent) mainly in Corporate & Institutional Banking. This was driven by write-offs and new stage 3 loans with low levels of coverage, which benefit from credit insurance and guarantees, including from export credit agencies. The cover ratio including tangible collateral decreased to 76 per cent (2019: 85 per cent) with some of the 2020 downgrades being covered by guarantees and insurance which are not included as tangible collateral.

Average Group value at risk (VaR) in 2020 was $108 million, a significant increase compared with the previous year (2019: $30 million), driven by the extreme market volatility in interest rates and credit spreads following the outbreak of COVID-19 and the collapse in oil prices. The increase in VaR was predominantly observed in the non-trading book from credit bonds held in the Treasury Markets liquid assets buffer which are almost exclusively of investment grade.

Further details of the Group's risk performance for 2020 are set out in the Risk update and the Risk profile section of the Annual Report

An update on our risk management approach

Our Enterprise Risk Management Framework outlines how we manage risk across the Group, as well as at branch and subsidiary level. It gives us the structure to manage existing risks effectively in line with our Risk Appetite, as well as allowing for holistic risk identification. In the first half of the year we introduced a number of enhancements including the elevation of Model Risk to a Principal Risk Type (PRT), as well as refreshes of the Risk Type Frameworks for Information and Cyber Security Risk and Operational Risk. These changes have been rolled out and further embedded in the second half of the year.

As part of the annual review of the ERMF we have expanded the Reputational Risk PRT to include Sustainability Risk. There is an increasing focus on issues relating to ESG risk from both regulators and investors, and the Group's commitments to be a leader in sustainable and responsible banking make this is a core tenet of our franchise.

Given its overarching nature, conduct risk management has been incorporated as an integral component of the overall ERMF rather than viewed as a standalone risk, effective from January 2021. The Group will continue to identify conduct risks inherent to the Group's strategy, business model and geographies it operates in, and expects each business and function to be responsible for managing conduct within their area with CFCC providing oversight and challenge. This change allows us to view conduct risk through the lens of delivering positive outcomes for our clients, markets, and internal and external stakeholders. We remain committed to ensuring the highest standard of conduct from all our people. We have no appetite for negative conduct risk outcomes arising from negligent or wilful actions by the Group or individuals recognising that while incidents are unwanted, they cannot be entirely avoided.

Given the Group's diverse footprint, Country Risk management has also been elevated as an integral component of the overall ERMF as part of Group strategy and strategic risk management, effective from January 2021. The Group continues to ensure that country limits and exposures are reasonable and in line with Group strategy, country strategy, Risk Appetite and the operating environment. This includes economic, political, environmental and social risk factors under base and stressed conditions. The Credit Risk PRT will continue to refer and rely on sovereign risk ratings managed through the Country Risk management process.

To meet the needs of the digital agenda and strengthen the technology risk management capabilities of the Group, we have expanded the Operational Risk PRT to include Technology Risk, effective from January 2021. This allows us to focus on risks arising from technology events, with the Operational Risk team providing second-line oversight. We also continue to develop our risk capabilities in new asset classes and technologies such as our approach to cryptoasset-related activities.

 

 

Principal and cross-cutting risks

Principal risks are risks inherent in our strategy and business model. These are formally defined in our ERMF which provides a structure for monitoring and controlling these risks through the Board-approved Risk Appetite. We will not compromise adherence to our Risk Appetite in order to pursue revenue growth or higher returns.

Principal Risk Types

How these are managed

Credit Risk

The Group manages its credit exposures following the principle of diversification across products, geographies, client segments and industry sectors

Traded Risk

The Group should control its trading portfolio and activities to ensure that Traded Risk losses (financial or reputational) do not cause material damage to the Group's franchise

Capital and Liquidity Risk

The Group should maintain a strong capital position, including the maintenance of management buffers sufficient to support its strategic aims, and hold an adequate buffer of high-quality liquid assets to survive extreme but plausible liquidity stress scenarios for at least 60 days without recourse to extraordinary central bank support

Operational and
Technology Risk

The Group aims to control operational risks to ensure that operational losses (financial or reputational), including any related to conduct of business matters, do not cause material damage to the Group's franchise

Information and
Cyber Security Risk

The Group seeks to avoid risk and uncertainty for our critical information assets and systems and has a low appetite for material incidents affecting these or the wider operations and reputation of the Group

Compliance Risk

The Group has no appetite for breaches in laws and regulations, while recognising that regulatory non-compliance cannot be entirely avoided, the Group strives to reduce this to an absolute minimum

Financial Crime Risk

The Group has no appetite for breaches in laws and regulations related to financial crime, recognising that while incidents are unwanted, they cannot be entirely avoided

Model Risk

The Group has no appetite for material adverse implications arising from the misuse of models or errors in the development or implementation of models, while accepting model uncertainty

Reputational and
Sustainability Risk

The Group aims to protect the franchise from material damage to its reputation by ensuring that any business activity is satisfactorily assessed and managed by the appropriate level of management and governance oversight

Climate Risk1

The Group aims to measure and manage financial and non-financial risks from climate change, and reduce emissions related to our own activities and those related to the financing of clients in alignment with the Paris Agreement

1   In addition to principal risks, the Group also recognises Climate Risk as a cross-cutting risk that manifests through other principal risks

Further details of our Principal Risks and how these are being managed are set out in the Principal Risks section of the Annual Report

Emerging risks

Emerging risks refer to unpredictable and uncontrollable events with the potential to materially impact our business. As part of our continuous risk identification process, we have updated the Group's emerging risks from those disclosed in the 2019 Annual Report.

The table on the next page summarises our current list of emerging risks, outlining the risk trend changes since the end of 2019, the reasons for any changes and the mitigating actions we are taking based on our current knowledge and assumptions. This reflects the latest internal assessment as identified by senior management. The list is not exhaustive and there may be additional risks which could have an adverse effect on the Group. Our mitigation approach for these risks may not eliminate them, but shows the Group's attempt to reduce or manage the risk. As certain risks develop and materialise over time, management will take appropriate steps to mitigate the risk based on its impact on the Group.

Climate related transition and physical risks have been removed as an emerging risk as Climate Risk is now classified as a cross-cutting risk. A detailed explanation of the other changes to our Emerging Risks compared with 2019 can be found in the Annual Report.

 

 

Emerging Risks

Risk trend
since 20191

Key risk trend drivers

How these are mitigated

COVID-19 and the emergence of new diseases

á

COVID-19 continues to spread globally. Measures to contain the virus, such as travel bans and restrictions, curfews, quarantines and shutdowns have led to increased volatility in financial markets and commodity prices and severe economic downturns in many countries. There is a risk other diseases may emerge

As part of our stress tests, a severe stress in the global economy associated with a sharp slow-down was assessed

Exposures that could result in material credit impairment charges and risk-weighted asset inflation under stress tests are regularly reviewed and actively managed

To support our clients the Group has enacted comprehensive support schemes for retail and corporate customers, including loan and interest repayment holidays, covenant relief, fee waivers or cancellations, loan extensions and new facilities

The Group's priority remains the health and safety of our clients and employees and continuation of normal operations by leveraging our robust Business Continuity Plans which enable the majority of our colleagues to work remotely where possible

US-China trade tensions driven by geopolitics and trade imbalance

á

Measures taken by China and the US on trade tariffs since 2018 have increased concerns of a global geopolitical and trade war. Tensions escalated in 2020 and continue to deteriorate, posing a risk to global supply chains

Sharp slowdowns in the US, China, and more broadly, world trade and global growth are a feature of Group stress scenarios. These stress tests provide visibility to key vulnerabilities so that management can implement timely interventions

Detailed portfolio reviews are conducted on an ongoing basis and action is taken where necessary

We monitor and assess geopolitical events and act as appropriate to ensure we minimise the impact to the Group and our clients

Increased scrutiny is applied when onboarding clients in sensitive industries and in ensuring compliance with sanctions requirements

Geopolitical events, in particular: the rise of populism and nationalism, Middle East tensions and social unrest driven by moderation of growth in key footprint markets and political concerns

ßà

There are increasing concerns following the rise of populism and nationalism. COVID-19 and focus on local economies have helped contribute to reduced security incidents in the Middle East relative to 2019. 2019 and 2020 saw a surge in protests globally and the risk is these will increase further in 2021. The economic impact of policy decisions made in 2020 may pose a risk to future growth

We monitor and assess geopolitical events and act as appropriate to ensure we minimise the impact to the Group and our clients

There is continuous monitoring at a country, regional and Group level to identify emerging risks and evaluate their management

We conduct portfolio reviews at a Group, country and business level to assess the impact of extreme but plausible geopolitical events

Macroeconomic concerns, in particular, rising sovereign default risk

á

COVID-19 has exacerbated already deteriorating market conditions, causing liquidity and potentially solvency issues for a number of the world's poorest countries. Central bank responses to the crisis may result in asset bubbles and inflation

Exposures that may result in material credit impairment and increased risk-weighted assets are closely monitored and actively managed

We conduct stress tests and portfolio reviews at a country and business level to assess the impact of extreme but plausible events and manage the portfolio accordingly

We actively utilise credit risk mitigation techniques including credit insurance and collateral

We actively track the participation of our footprint countries in G20's Common Framework for Debt Treatments and the associated exposure

Interbank Offered Rate discontinuation and transition

ßà

There are concerns regarding the impact of the discontinuation of the IBOR benchmarks and the transition to Risk Free Rates (RFRs). LIBOR is relied upon by the Group as a reference rate

The Group has a global IBOR Transition Programme to consider all aspects of the transition and how risks can be mitigated

The Group has raised awareness and understanding of the transition, both internally and with clients, with around 6,500 staff and more than 1,900 clients trained globally

From an industry and regulatory perspective, the Group is actively participating in and contributing to different RFR Working Groups, industry associations and business forums focusing on different aspects of the IBOR to RFR transition

 

 

Emerging Risks

Risk trend
since 20191

Key risk trend drivers

How these are mitigated

Third party dependency

á

Economic conditions have impacted businesses globally and placed significant pressure on the financial health of our suppliers, vendors and other third parties. There is a risk of increased cyber threats associated with third-party vendors as a result of COVID-19

An internal review of third-party risk was completed in 4Q'20 and recommendations to enhance overall third-party risk management are being implemented

Enhanced 2021 Risk Appetite metrics for vendor services were approved by the Board

New technologies and digitisation (including business disruption risk and responsible use of Artificial Intelligence)

ßà

Client expectations and the way they interact with the Group may change, potentially accelerating the adoption of digital solutions

We monitor emerging trends, opportunities and risk developments in technology which may have implications on the banking sector

We have rolled out enhanced digital capabilities in Retail Banking, particularly around onboarding, sales and marketing

We are enhancing capabilities to ensure our systems are resilient, we remain relevant and can capitalise quickly on technology trends

We continue to make headway in harnessing new technologies, and are investing in machine learning solutions that rapidly analyse large data sets and fine-tune the accuracy of our financial crime tools

Increased data privacy and security risks from strategic and wider use of data

á

Regulatory requirements and client expectations relating to data management and privacy are increasing across our markets, including the ethical use of data

We actively monitor regulatory developments in relation to data management, data protection and privacy

We have established a dedicated Data and Privacy team to build data management and privacy expertise across the Group while ensuring compliance with data ownership and consent requirements

Increase in long-term remote working providing new challenges

á

The number of employees working remotely and increasingly advanced capabilities of threat actors have raised this risk in addition to internal (supervision, culture and support) and external (clients and other counterparties) considerations

The Group has assessed the risk, impact and robustness of continuity plans for pandemic critical vendor services supporting critical banking operations

We actively monitor cyber threats and risks, and have implemented heightened technical and organisational measures designed to prevent, detect and respond to threats

The Group is undertaking a Future of Work assessment which considers data privacy and cyber security in addition to culture and leadership

1   The risk trend refers to the overall risk score trend which is a combination of potential impact, likelihood and velocity of change

Further details on our Emerging Risks can be found in the Annual Report.

Summary

The world has undergone significant upheaval in the past year and we have demonstrated resilience and adapted to the new and distinct challenges we have faced. We recognise that risks will remain heightened during the coming period amid what is likely to be a difficult and uneven economic recovery. We remain vigilant with a focus on achieving the right outcomes for our clients. The actions we take will set the foundations for achieving sustained growth and performance as we build back better during the recovery.

 

Mark Smith

Group Chief Risk Officer

25 February 2021

 

Credit quality by client segment

Amortised cost

2020

Banks
$million

 

Customers

 

Undrawn commitments
$million

Financial Guarantees
$million

Corporate & Institutional Banking
$million

Retail Banking
$million

Commercial Banking
$million

Private Banking
$million

Central & other items
$million

Customer Total
$million

Stage 1

44,015

 

90,559

113,162

20,434

13,132

19,150

256,437

 

143,703

49,489

- Strong

34,961

 

58,031

110,903

6,246

8,863

18,889

202,932

 

122,792

30,879

- Satisfactory

9,054

 

32,528

2,259

14,188

4,269

261

53,505

 

20,911

18,610

Stage 2

349

 

16,408

2,459

3,596

198

-

22,661

 

9,698

3,573

- Strong

95

 

2,538

1,328

218

194

-

4,278

 

3,537

386

- Satisfactory

233

 

12,326

661

2,779

4

-

15,770

 

5,522

2,399

- Higher risk

21

 

1,544

470

599

-

-

2,613

 

639

788

Of which (stage 2):

 

 

 

 

 

 

 

 

 

 

 

- Less than 30 days past due

-

 

168

661

34

2

-

865

 

-

-

- More than 30 days past due

29

 

64

470

84

10

-

628

 

-

-

Stage 3, credit-impaired financial assets

-

 

5,506

1,173

2,146

389

-

9,214

 

2

770

Gross balance¹

44,364

 

112,473

116,794

26,176

13,719

19,150

288,312

 

153,403

53,832

Stage 1

(14)

 

(67)

(429)

(28)

(9)

(1)

(534)

 

(39)

(20)

- Strong

(7)

 

(25)

(300)

(9)

(7)

-

(341)

 

(19)

(13)

- Satisfactory

(7)

 

(42)

(129)

(19)

(2)

(1)

(193)

 

(20)

(7)

Stage 2

(3)

 

(387)

(251)

(100)

-

-

(738)

 

(78)

(36)

- Strong

-

 

(41)

(100)

(1)

-

-

(142)

 

(3)

(3)

- Satisfactory

(3)

 

(223)

(85)

(68)

-

-

(376)

 

(44)

(19)

- Higher risk

-

 

(123)

(66)

(31)

-

-

(220)

 

(31)

(14)

Of which (stage 2):

 

 

 

 

 

 

 

 

 

 

 

- Less than 30 days past due

-

 

(4)

(85)

(2)

-

-

(91)

 

-

-

- More than 30 days past due

-

 

(3)

(66)

(3)

-

-

(72)

 

-

-

Stage 3, credit-impaired financial assets

-

 

(3,065)

(569)

(1,545)

(162)

-

(5,341)

 

-

(194)

Total credit impairment

(17)

 

(3,519)

(1,249)

(1,673)

(171)

(1)

(6,613)

 

(117)

(250)

Net carrying value

44,347

 

108,954

115,545

24,503

13,548

19,149

281,699

 

 

 

Stage 1

0.0%

 

0.1%

0.4%

0.1%

0.1%

0.0%

0.2%

 

0.0%

0.0%

- Strong

0.0%

 

0.0%

0.3%

0.1%

0.1%

0.0%

0.2%

 

0.0%

0.0%

- Satisfactory

0.1%

 

0.1%

5.7%

0.1%

0.0%

0.4%

0.4%

 

0.1%

0.0%

Stage 2

0.9%

 

2.4%

10.2%

2.8%

0.0%

0.0%

3.3%

 

0.8%

1.0%

- Strong

0.0%

 

1.6%

7.5%

0.5%

0.0%

0.0%

3.3%

 

0.1%

0.8%

- Satisfactory

1.3%

 

1.8%

12.9%

2.4%

0.0%

0.0%

2.4%

 

0.8%

0.8%

- Higher risk

0.0%

 

8.0%

14.0%

5.2%

0.0%

0.0%

8.4%

 

4.9%

1.8%

Of which (stage 2):

 

 

 

 

 

 

 

 

 

 

 

- Less than 30 days past due

0.0%

 

2.4%

12.9%

5.9%

0.0%

0.0%

10.5%

 

0.0%

0.0%

- More than 30 days past due

0.0%

 

4.7%

14.0%

3.6%

0.0%

0.0%

11.5%

 

0.0%

0.0%

Stage 3, credit-impaired financial assets

0.0%

 

55.7%

48.5%

72.0%

41.6%

0.0%

58.0%

 

0.0%

25.2%

Cover ratio

0.0%

 

3.1%

1.1%

6.4%

1.2%

0.0%

2.3%

 

0.1%

0.5%

Fair value through profit or loss

 

 

 

 

 

 

 

 

 

 

 

Performing

22,082

 

51,549

135

2,835

-

12

54,531

 

-

-

- Strong

18,100

 

27,323

133

2,204

-

8

29,668

 

-

-

- Satisfactory

3,982

 

24,144

2

631

-

4

24,781

 

-

-

- Higher risk

-

 

82

-

-

-

-

82

 

-

-

Defaulted (CG13-14)

-

 

37

-

9

-

-

46

 

-

-

Gross balance (FVTPL)2

22,082

 

51,586

135

2,844

-

12

54,577

 

-

-

Net carrying value (incl FVTPL)

66,429

 

160,540

115,680

27,347

13,548

19,161

336,276

 

 

 

1   Loans and advances includes reverse repurchase agreements and other similar secured lending of $2,919 million under Customers and of $1,247 million under Banks, held at amortised cost

2   Loans and advances includes reverse repurchase agreements and other similar secured lending of $45,200 million under Customers and of $18,205 million under Banks, held at fair value through profit or loss
 

Amortised cost

2019

Banks
$million

 

Customers3

 

Undrawn commitments
$million

Financial Guarantees
$million

Corporate & Institutional Banking
$million

Retail Banking
$million

Commercial Banking
$million

Private Banking
$million

Central & other items
$million

Customer Total
$million

Stage 1

52,634

 

94,226

103,899

23,683

14,249

10,092

246,149

 

132,242

42,597

- Strong

41,053

 

58,623

101,246

6,941

10,145

9,961

186,916

 

113,195

27,417

- Satisfactory

11,581

 

35,603

2,653

16,742

4,104

131

59,233

 

19,047

15,180

Stage 2

924

 

13,454

3,029

3,985

284

7

20,759

 

8,951

3,509

- Strong

225

 

2,711

2,231

208

280

-

5,430

 

3,988

1,049

- Satisfactory

476

 

9,652

462

3,493

4

-

13,611

 

4,601

2,248

- Higher risk

223

 

1,091

336

284

-

7

1,718

 

362

212

Of which (stage 2):

 

 

 

 

 

 

 

 

 

 

 

- Less than 30 days past due

2

 

145

462

58

-

-

665

 

-

-

- More than 30 days past due

23

 

175

336

86

4

-

601

 

-

-

Stage 3, credit-impaired financial assets

-

 

4,173

846

2,013

366

-

7,398

 

1

608

Gross balance¹

53,558

 

111,853

107,774

29,681

14,899

10,099

274,306

 

141,194

46,714

Stage 1

(5)

 

(78)

(289)

(24)

(10)

(1)

(402)

 

(43)

(14)

- Strong

-

 

(29)

(182)

(1)

(8)

-

(220)

 

(22)

(8)

- Satisfactory

(5)

 

(49)

(107)

(23)

(2)

(1)

(182)

 

(21)

(6)

Stage 2

(4)

 

(143)

(173)

(60)

(1)

-

(377)

 

(38)

(16)

- Strong

(2)

 

(33)

(88)

(5)

(1)

-

(127)

 

(7)

(3)

- Satisfactory

(2)

 

(51)

(45)

(40)

-

-

(136)

 

(14)

(8)

- Higher risk

-

 

(59)

(40)

(15)

-

-

(114)

 

(17)

(5)

Of which (stage 2):

 

 

 

 

 

 

 

 

 

 

 

- Less than 30 days past due

-

 

(3)

(45)

(2)

-

-

(50)

 

-

-

- More than 30 days past due

-

 

(4)

(40)

(5)

-

-

(49)

 

-

-

Stage 3, credit-impaired financial assets

-

 

(2,980)

(374)

(1,503)

(147)

-

(5,004)

 

-

(206)

Total credit impairment

(9)

 

(3,201)

(836)

(1,587)

(158)

(1)

(5,783)

 

(81)

(236)

Net carrying value

53,549

 

108,652

106,938

28,094

14,741

10,098

268,523

 

-

-

Stage 1

0.0%

 

0.1%

0.3%

0.1%

0.1%

0.0%

0.2%

 

0.0%

0.0%

- Strong

0.0%

 

0.0%

0.2%

0.0%

0.1%

0.0%

0.1%

 

0.0%

0.0%

- Satisfactory

0.0%

 

0.1%

4.0%

0.1%

0.0%

0.8%

0.3%

 

0.1%

0.0%

Stage 2

0.4%

 

1.1%

5.7%

1.5%

0.4%

0.0%

1.8%

 

0.4%

0.5%

- Strong

0.9%

 

1.2%

3.9%

2.4%

0.4%

0.0%

2.3%

 

0.2%

0.3%

- Satisfactory

0.4%

 

0.5%

9.7%

1.1%

0.0%

0.0%

1.0%

 

0.3%

0.4%

- Higher risk

0.0%

 

5.4%

11.9%

5.3%

0.0%

0.0%

6.6%

 

4.8%

2.4%

Of which (stage 2):

 

 

 

 

 

 

 

 

 

 

 

- Less than 30 days past due

0.0%

 

2.1%

9.7%

3.4%

0.0%

0.0%

7.5%

 

0.0%

0.0%

- More than 30 days past due

0.0%

 

2.3%

11.9%

5.8%

0.0%

0.0%

8.2%

 

0.0%

0.0%

Stage 3, credit-impaired financial assets

0.0%

 

71.4%

44.2%

74.7%

40.2%

0.0%

67.6%

 

0.0%

33.9%

Cover ratio

0.0%

 

2.9%

0.8%

5.3%

1.1%

0.0%

2.1%

 

0.1%

0.5%

Fair value through profit or loss

 

 

 

 

 

 

 

 

 

 

 

Performing

21,797

 

45,104

238

845

-

2

46,189

 

-

-

- Strong

19,217

 

26,511

236

253

-

1

27,001

 

-

-

- Satisfactory

2,580

 

18,584

1

592

-

1

19,178

 

-

-

- Higher risk

-

 

9

1

-

-

-

10

 

-

-

Defaulted (CG13-14)

-

 

34

-

8

-

-

42

 

-

-

Gross balance (FVTPL)2

21,797

 

45,138

238

853

-

2

46,231

 

-

-

Net carrying value (incl FVTPL)

75,346

 

153,790

107,176

28,947

14,741

10,100

314,754

 

 

 

1   Loans and advances includes reverse repurchase agreements and other similar secured lending of $1,469 million under Customers and of $1,341 million under Banks, held at amortised cost

2   Loans and advances includes reverse repurchase agreements and other similar secured lending of $39,335 million under Customers and of $18,269 million under Banks, held at fair value through profit or loss

3   Corporate & Institutional Banking, Commercial Banking and Retail Banking Gross and ECL numbers have been restated to reflect client transfers between the segments. The changes are in stage 1 and stage 2 only. In the Fair value through profit or loss section, the swap is between Corporate & Institutional Banking and Commercial Banking

 

 

Credit impairment charge

 

 

2020

 

2019

Stage 1 & 2
$million

Stage 3
$million

Total
$million

Stage 1 & 2
$million

Stage 3
$million

Total
$million

Ongoing business portfolio

 

 

 

 

 

 

 

Corporate & Institutional Banking

321

916

1,237

 

95

380

475

Retail Banking

414

301

715

 

175

161

336

Commercial Banking

70

246

316

 

(13)

135

122

Private Banking

(2)

4

2

 

1

(32)

(31)

Central & Others

24

-

24

 

4

-

4

Credit impairment charge

827

1,467

2,294

 

262

644

906

Restructuring business portfolio

 

 

 

 

 

 

 

Others1

-

31

31

 

1

1

2

Credit impairment charge

-

31

31

 

1

1

2

Total credit impairment charge

827

1,498

2,325

 

263

645

908

1 There was a net $31 million impairment (31 December 2019: $2 million) from the Group's discontinued businesses

COVID-19 relief measures

Segment

 

 

Greater China &
North Asia

 

ASEAN & South Asia

 

Africa & Middle East

 

Europe & Americas

Out-standing
$m

% of portfolio1

Out-standing
$m

% of portfolio1

Out-standing
$m

% of portfolio1

Out-standing
$m

% of portfolio1

Out-standing
$m

% of portfolio1

Credit Card & Personal loans

 241

2%

 

 23

0%

 

 90

0%

 

 128

7%

 

 

 

Mortgages & Auto

 1,758

2%

 

 526

1%

 

 1,202

7%

 

 30

1%

 

 

 

Business Banking

 373

3%

 

 103

2%

 

 262

4%

 

 8

1%

 

 

 

Total Retail Banking

 2,372

2%

 

 652

1%

 

 1,554

5%

 

 166

3%

 

 

 

Corporate & Institutional Banking

 727

 

 

 51

 

 

 320

 

 

 336

 

 

 20

 

Commercial Banking

 468

 

 

 262

 

 

 113

 

 

 93

 

 

 -

 

Total at 31 December 2020

 3,567

1%

 

 965

 

 

 1,987

 

 

 595

 

 

 20

 

1  Percentage of portfolio represents the outstanding amount at 31 December 2020 as a percentage of the gross loans and advances to banks and customers by product and segment and total loans and advances to banks and customers at 31 December 2020

 

 

Vulnerable Sectors

Amortised Cost

2020

Maximum
on-balance sheet exposure (net of credit impairment)
$million

Collateral
$million

Net on-balance sheet exposure
$million

Undrawn commitments (net of credit impairment)
$million

Financial guarantees (net of credit impairment)
$million

Net off-balance sheet exposure
$million

Total on & off-balance sheet net exposure
$million

Industry:

 

 

 

 

 

 

 

Aviation1

3,839

2,106

1,733

1,321

531

1,852

3,585

Commodity traders

8,664

318

8,346

2,189

4,459

6,648

14,994

Metals & mining

3,882

513

3,369

2,850

886

3,736

7,105

Commercial real estate

19,090

8,004

11,086

5,283

313

5,596

16,682

Hotels & tourism

2,557

1,110

1,447

1,185

110

1,295

2,742

Oil & gas

7,199

1,032

6,167

8,332

5,587

13,919

20,086

Total

45,231

13,083

32,148

21,160

11,886

33,046

65,194

Total Corporate & Institutional Banking and Commercial Banking

133,457

27,561

105,896

92,001

46,725

138,726

244,622

Total Retail Banking, Private Banking and other segments

192,589

103,886

88,703

61,285

6,857

68,142

156,845

Total Group

326,046

131,447

194,599

153,286

53,582

206,868

401,467

 

Amortised Cost

2019

Maximum
on-balance sheet exposure (net of credit impairment)
$million

Collateral
$million

Net on-balance sheet exposure
$million

Undrawn commitments (net of credit impairment)
$million

Financial guarantees (net of credit impairment)
$million

Net off-balance sheet exposure
$million

Total on & off-balance sheet net exposure
$million

Industry:

 

 

 

 

 

 

 

Aviation1

3,659

1,186

2,473

1,131

556

1,687

4,160

Commodity traders

10,386

326

10,060

2,736

4,075

6,811

16,871

Metals & mining

5,436

381

5,055

2,774

602

3,376

8,431

Commercial real estate

16,476

5,892

10,584

6,771

390

7,161

17,745

Hotels & tourism

2,397

800

1,597

1,634

146

1,780

3,377

Oil & gas

8,041

1,241

8,118

14,061

Total

46,395

9,826

23,164

34,876

Total Corporate & Institutional Banking and Commercial Banking

136,746

27,065

86,058

126,931

Total Retail Banking, Private Banking and other segments

185,326

96,391

55,055

60,660

Total Group

322,072

123,456

141,113

187,591

1  In addition to the aviation sector loan exposures, the Group owns $3.9 billion (31 December 2019: $3.4 billion) of aircraft under operating leases. Refer to page 371 - Operating lease assets
 

Loans and advances by stage

Amortised Cost

2020

Stage 1

 

Stage 2

 

Stage 3

 

Total

Gross balance
$million

Total credit impair-ment
$million

Net carrying amount
$million

Gross balance
$million

Total credit impair-ment
$million

Net carrying amount
$million

Gross balance
$million

Total credit impair-ment
$million

Net carrying amount
$million

Gross balance
$million

Total credit impair-ment
$million

Net carrying amount
$million

Industry:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Aviation

2,073

(1)

2,072

 

1,613

(26)

1,587

 

258

(78)

180

 

3,944

(105)

3,839

Commodity traders

8,067

(3)

8,064

 

473

(12)

461

 

799

(660)

139

 

9,339

(675)

8,664

Metals & mining

3,128

(3)

3,125

 

677

(18)

659

 

210

(112)

98

 

4,015

(133)

3,882

Commercial real estate

15,847

(13)

15,834

 

3,068

(34)

3,034

 

408

(186)

222

 

19,323

(233)

19,090

Hotels & tourism

1,318

(2)

1,316

 

1,168

(18)

1,150

 

138

(47)

91

 

2,624

(67)

2,557

Oil & gas

5,650

(7)

5,643

 

1,548

(69)

1,479

 

276

(199)

77

 

7,474

(275)

7,199

Total

36,083

(29)

36,054

 

8,547

(177)

8,370

 

2,089

(1,282)

807

 

46,719

(1,488)

45,231

Total Corporate & Institutional Banking and Commercial Banking

110,993

(95)

110,898

 

20,004

(487)

19,517

 

7,652

(4,610)

3,042

 

138,649

(5,192)

133,457

Total Retail Banking, Private Banking and other segments

189,459

(453)

189,006

 

3,006

(254)

2,752

 

1,562

(731)

831

 

194,027

(1,438)

192,589

Total Group

300,452

(548)

299,904

 

23,010

(741)

22,269

 

9,214

(5,341)

3,873

 

332,676

(6,630)

326,046

 

Amortised Cost

2019

Stage 1

 

Stage 2

 

Stage 3

 

Total

Gross balance
$million

Total credit impair-ment
$million

Net carrying amount
$million

Gross balance
$million

Total credit impair-ment
$million

Net carrying amount
$million

Gross balance
$million

Total credit impair-ment
$million

Net carrying amount
$million

Gross balance
$million

Total credit impair-ment
$million

Net carrying amount
$million

Industry:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Aviation

3,426

(1)

3,425

 

236

(8)

228

 

6

-

6

 

3,668

(9)

3,659

Commodity traders

8,693

(10)

8,683

 

1,663

(6)

1,657

 

401

(355)

46

 

10,757

(371)

10,386

Metals & mining

4,422

(5)

4,417

 

875

(10)

865

 

292

(138)

154

 

5,589

(153)

5,436

Commercial real estate

14,244

(18)

14,226

 

2,092

(33)

2,059

 

293

(102)

191

 

16,629

(153)

16,476

Hotels & tourism

2,012

(4)

2,008

 

384

(2)

382

 

35

(28)

7

 

2,431

(34)

2,397

Oil & gas

6,854

(10)

6,844

 

1,031

(15)

1,016

 

441

(260)

181

 

8,326

(285)

8,041

Total

39,651

(48)

39,603

 

6,281

(74)

6,207

 

1,468

(883)

585

 

47,400

(1,005)

46,395

Total Corporate & Institutional Banking and Commercial Banking

117,909

(102)

117,807

 

17,439

(203)

17,236

 

6,186

(4,483)

1,703

 

141,534

(4,788)

136,746

Total Retail Banking, Private Banking and other segments

180,874

(305)

180,569

 

4,244

(178)

4,066

 

1,212

(521)

691

 

186,330

(1,004)

185,326

Total Group

298,783

(407)

298,376

 

21,683

(381)

21,302

 

7,398

(5,004)

2,394

 

327,864

(5,792)

322,072

 

Capital ratios

 

31.12.20

30.09.20

Change4

30.06.20

Change4

31.12.19

Change4

CET1

14.4%

14.4%

-

14.3%

0.1

13.8%

0.6

Tier 1 capital

16.5%

16.5%

-

16.5%

-

16.5%

-

Total capital

21.2%

21.4%

(0.2)

21.5%

(0.3)

21.2%

-

CRD Capital base (audited)

 

31.12.20
$million

30.09.20
$million

Change5
%

30.06.20
$million

Change5
%

31.12.19
$million

Change5
%

CET1 instruments and reserves

 

 

 

 

 

 

 

Capital instruments and the related share premium accounts

5,564

5,564

-

5,564

-

5,584

-

Of which: share premium accounts

3,989

3,989

-

3,989

-

3,989

-

Retained earnings2

25,723

25,748

-

25,798

-

24,044

7

Accumulated other comprehensive income (and other reserves)

12,688

12,037

5

11,431

11

11,685

9

Non-controlling interests (amount allowed in consolidated CET1)

180

170

6

170

6

723

(75)

Independently reviewed interim and year-end profits

718

1,203

(40)

1,050

(32)

2,301

(69)

Foreseeable dividends

(481)

(228)

111

(163)

195

(871)

(45)

CET1 capital before regulatory adjustments

44,392

44,494

-

43,850

1

43,466

2

CET1 regulatory adjustments

 

 

 

 

 

 

 

Additional value adjustments (prudential valuation adjustments)

(490)

(508)

(4)

(527)

(7)

(615)

(20)

Intangible assets (net of related tax liability)3

(4,274)

(4,821)

(11)

(4,938)

(13)

(5,318)

(20)

Deferred tax assets that rely on future profitability (excludes those arising from temporary differences)

(138)

(76)

82

(129)

7

(129)

7

Fair value reserves related to net losses on cash flow hedges

52

71

(27)

121

(57)

59

(12)

Deduction of amounts resulting from the calculation of excess expected loss

(701)

(553)

27

(572)

23

(822)

(5)

Net gains on liabilities at fair value resulting from changes in own credit risk

52

(15)

(447)

(15)

(447)

(2)

(2,700)

Defined-benefit pension fund assets

(40)

(6)

567

(7)

471

(26)

54

Fair value gains arising from the institution's own credit risk related to derivative liabilities

(48)

(110)

(56)

(128)

(63)

(38)

26

Exposure amounts which could qualify for risk weighting of 1250%

(26)

(27)

(4)

(30)

(13)

(62)

(58)

Total regulatory adjustments to CET1

(5,613)

(6,045)

(7)

(6,225)

(10)

(6,953)

(19)

CET1 capital

38,779

38,449

1

37,625

3

36,513

6

Additional Tier 1 capital (AT1) instruments

5,632

5,631

-

5,632

-

7,184

(22)

AT1 regulatory adjustments

(20)

(20)

-

(20)

-

(20)

-

Tier 1 capital

44,391

44,060

1

43,237

3

43,677

2

 

 

 

 

 

-

 

 

Tier 2 capital instruments

12,687

13,021

(3)

13,261

(4)

12,318

3

Tier 2 regulatory adjustments

(30)

(30)

-

(30)

-

(30)

-

Tier 2 capital

12,657

12,991

(3)

13,231

(4)

12,288

3

Total capital

57,048

57,051

-

56,468

1

55,965

2

Total risk-weighted assets (unaudited)

268,834

266,664

1

262,552

2

264,090

2

1   CRD capital is prepared on the regulatory scope of consolidation

2   Retained earnings includes IFRS9 capital relief (transitional) of $394 million, including dynamic relief of $97 million

3   Deduction for intangible assets includes software deduction relief of $677 million as the CRR 'Quick Fix' measures

4   Change is the percentage point difference between two periods, rather than percentage change

5   Variance is increase/(decrease) comparing current reporting period to prior reporting periods

 

 

Movement in total capital (audited)

 

2020
$million

2019
$million

CET1 at 1 January

36,513

36,717

Ordinary shares issued in the period and share premium

-

25

Share buy-back

(242)

(1,006)

Profit for the period

718

2,301

Foreseeable dividends deducted from CET1

(481)

(871)

Difference between dividends paid and foreseeable dividends

476

(641)

Movement in goodwill and other intangible assets

1,044

(172)

Foreign currency translation differences

700

(180)

Non-controlling interests

(543)

37

Movement in eligible other comprehensive income

324

284

Deferred tax assets that rely on future profitability

(9)

(14)

Decrease/(increase) in excess expected loss

121

53

Additional value adjustments (prudential valuation adjustment)

125

(51)

IFRS 9 transitional impact on regulatory reserves including day one

35

(43)

Exposure amounts which could qualify for risk weighting

36

61

Fair value gains arising from the institution's own Credit Risk related to derivative liabilities

(10)

-

Other

(28)

13

CET1 at 31 December

38,779

36,513

 

 

 

AT1 at 1 January

7,164

6,684

Net issuances (redemptions)

(995)

552

Foreign currency translation difference

8

9

Excess on AT1 grandfathered limit (ineligible)

(565)

(81)

AT1 at 31 December

5,612

7,164

 

 

 

Tier 2 capital at 1 January

12,288

12,295

Regulatory amortisation

(463)

(1,111)

Net issuances (redemptions)

(69)

1,000

Foreign currency translation difference

257

(12)

Tier 2 ineligible minority interest

82

31

Recognition of ineligible AT1

565

81

Other

(3)

4

Tier 2 capital at 31 December

12,657

12,288

Total capital at 31 December

57,048

55,965

The main movements in capital in the period were:

CET1 increased by $2.3 billion as retained profits of $0.7 billion, a $0.7 billion lower deduction for software resulting from adoption of CRR II Quick fix measures1, favourable foreign currency translation impacts of $0.7 billion and other comprehensive income movements of $0.3 billion were only part offset by the part completed share buy-back of $0.2 billion and the $0.5 billion decrease in non-controlling interests mainly due to the sale of Permata.

AT1 decreased to $5.6 billion as the call of $2 billion of existing 6.5 per cent AT1 securities and the ongoing de-recognition of legacy Tier 1 was partly offset by the issuance of $1 billion of new 6.0 per cent AT1 securities, increasing the efficiency of the Group's AT1 stock.

Tier 2 capital increased by $0.4 billion as issuances of $2.4 billion of new Tier 2 instruments and the recognition of ineligible AT1 were partly offset by regulatory amortisation and the redemption of $2.7 billion of Tier 2 during the year.

1  On 30 June, the PRA published a statement on various amendments to the Capital Requirements Regulation (CRR) including revisions to certain IFRS 9 transitional arrangements and the treatment of software assets in CET1 with the intention of part offsetting COVID impacts on CET1 ratios (CRR Quick Fix). As at 31 December 2020 the CRR Quick Fix changes provided a CET1 benefit of around 29 basis points of which the change in treatment of software assets contributed 22 basis points. However, the PRA is consulting to maintain the earlier position whereby all software assets are fully deducted from CET1.

 

 

Risk-weighted assets by business

 

31.12.20

Credit risk
$million

Operational risk
$million

Market risk
$million

Total risk
$million

Corporate & Institutional Banking

102,004

13,153

21,465

136,622

Retail Banking

39,595

7,575

-

47,170

Commercial Banking

25,659

2,810

-

28,469

Private Banking

5,160

763

-

5,923

Central & other items

48,023

2,499

128

50,650

Total risk-weighted assets

220,441

26,800

21,593

268,834

 

 

 

30.06.20

Credit risk
$million

Operational risk
$million

Market risk
$million

Total risk
$million

Corporate & Institutional Banking

101,651

13,153

22,346

137,150

Retail Banking

36,611

7,575

-

44,186

Commercial Banking

28,046

2,810

-

30,856

Private Banking

5,365

763

-

6,128

Central & other items

41,463

2,499

270

44,232

Total risk-weighted assets

213,136

26,800

22,616

262,552

 

 

31.12.19

Credit risk
$million

Operational risk
$million

Market risk
$million

Total risk
$million

Corporate & Institutional Banking

95,261

13,261

20,562

129,084

Retail Banking

37,194

7,314

-

44,508

Commercial Banking

28,350

2,626

-

30,976

Private Banking

5,681

728

-

6,409

Central & other items

49,178

3,691

244

53,113

Total risk-weighted assets

215,664

27,620

20,806

264,090

Risk-weighted assets by geographic region

 

31.12.20
$million

30.09.20
$million

Change1
%

30.06.20
$million

Change1
%

31.12.19
$million

Change1
%

Greater China & North Asia

92,860

92,863

-

89,139

4

85,695

8

ASEAN & South Asia

81,423

80,123

2

80,040

2

88,942

(8)

Africa & Middle East

51,149

52,524

(3)

52,009

(2)

49,244

4

Europe & Americas

45,758

43,818

4

44,326

3

43,945

4

Central & other items

(2,356)

(2,664)

(12)

(2,962)

(20)

(3,736)

(37)

Total risk-weighted assets

268,834

266,664

1

262,552

2

264,090

2

1  Variance is increase/(decrease) comparing current reporting period to prior reporting periods

 

 

 

Movement in risk-weighted assets

 

Credit risk

Operational risk
$million

Market risk
$million

Total risk
$million

Corporate & Institutional Banking
$million

Retail
Banking
$million

Commercial Banking
$million

Private Banking
$million

Central &
other items
$million

Total
$million

At 1 January 2019

96,954

35,545

27,711

5,103

45,825

211,138

28,050

19,109

258,297

Assets growth mix

1,303

1,020

(557)

528

4,093

6,387

-

-

6,387

Asset quality

2,565

832

(642)

8

607

3,370

-

-

3,370

Risk-weighted assets efficiencies

(1,112)

(33)

(403)

-

(2,404)

(3,952)

-

-

(3,952)

Model, methodology and policy changes

(904)

(7)

-

-

1,400

489

-

500

989

Disposals

(397)

-

(441)

-

-

(838)

-

-

(838)

Foreign currency translation

(182)

(219)

(228)

42

(343)

(930)

-

-

(930)

-

-

-

-

1,197

98,227

25,440

49,178

215,664

20,806

At 1 January 2020¹

95,261

37,194

28,350

5,681

49,178

215,664

27,620

20,806

264,090

Assets growth mix

(6,684)

1,122

(3,059)

(602)

3,711

(5,512)

-

-

(5,512)

Asset quality

11,685

325

505

(2)

2,409

14,922

-

-

14,922

Risk-weighted assets efficiencies

(150)

-

79

-

-

(71)

-

-

(71)

Model, methodology and policy changes

586

134

(339)

-

661

1,042

-

(1,500)

(458)

Disposals

-

-

-

-

(7,859)

(7,859)

(1,003)

(159)

(9,021)

Foreign currency translation

1,306

820

123

83

(77)

2,255

-

-

2,255

-

-

-

-

-

-

183

2,446

2,629

102,004

39,595

25,659

5,160

48,023

220,441

26,800

21,593

268,834

1  Following a reorganisation of certain clients, there has been a reclassification of balances across client segments. 1 January 2020 balances have been restated

Movements in risk-weighted assets

Total risk-weighted assets (RWA) increased 2 per cent or $4.7 billion since 31 December 2019 to $268.8 billion.

· Credit risk RWA increased $4.8 billion to $220.4 billion, driven by an increase of $15 billion from negative credit migration related to the impact of economic disruption due to COVID-19, of which $3 billion occurred in 4Q'20, underlying asset growth of $6 billion as well as unfavourable FX movements of $2 billion. This was partly offset by the completion of the sale of the Group's interest in PT Bank Permata Tbk (Permata) in Indonesia - which reduced Credit RWA by $8 billion - and a $11 billion reduction from improved RWA density and the impact of RWA optimisation actions

· Market risk RWA increased by $0.8 billion to $21.6 billion due to higher levels of Financial Markets activity with increased value-at-risk from elevated market volatility partly offset by regulatory mitigation for back-testing exceptions

· Operational risk RWA reduced by $0.8 billion primarily reflecting a $1 billion reduction relating to the disposal of the Group's stake in Permata

 

 

 

UK leverage ratio

 

31.12.20
$million

30.09.20
$million

Change3
%

30.06.20
$million

Change3
%

31.12.19
$million

Change3
%

Tier 1 capital (transitional)

44,391

44,060

1

43,237

3

43,677

2

Additional Tier 1 capital subject to phase out

(1,114)

(1,114)

-

(1,114)

-

(1,671)

(33)

Tier 1 capital (end point)1

43,277

42,946

1

42,123

3

42,006

3

Derivative financial instruments

69,467

52,961

31

52,227

33

47,212

47

Derivative cash collateral

11,759

8,682

35

9,716

21

9,169

28

Securities financing transactions (SFTs)

67,570

68,286

(1)

65,278

4

60,414

12

Loans and advances and other assets

640,254

624,500

3

614,364

4

603,603

6

Total on-balance sheet assets

789,050

754,429

5

741,585

6

720,398

10

Regulatory consolidation adjustments2

(60,059)

(51,768)

16

(47,271)

27

(31,485)

91

Derivatives adjustments

 

 

 

 

 

 

-

Derivatives netting

(44,257)

(30,799)

44

(29,949)

48

(32,852)

35

Adjustments to cash collateral

(21,278)

(17,179)

24

(18,212)

17

(11,853)

80

Net written credit protection

1,284

1,724

(26)

1,711

(25)

1,650

(22)

Potential future exposure on derivatives

42,410

38,434

10

37,606

13

32,961

29

Total derivatives adjustments

(21,841)

(7,820)

179

(8,844)

147

(10,094)

116

Counterparty risk leverage exposure measure for SFTs

4,969

6,660

(25)

6,414

(23)

7,005

(29)

Off-balance sheet items

128,167

123,628

4

120,725

6

122,341

5

Regulatory deductions from Tier 1 capital

(5,521)

(5,829)

(5)

(6,013)

(8)

(6,913)

(20)

UK leverage exposure (end point)

834,765

819,300

2

806,596

3

801,252

4

UK leverage ratio (end point)

5.2%

5.2%

-

5.2%

-

5.2%

-

UK leverage exposure quarterly average

837,147

820,387

2

810,591

3

816,244

3

UK leverage ratio quarterly average

5.2%

5.2%

-

5.0%

0.2

5.1%

0.1

Countercyclical leverage ratio buffer

0.0%

0.1%

(0.1)

0.0%

-

0.1%

(0.1)

G-SII additional leverage ratio buffer

0.4%

0.4%

-

0.4%

-

0.4%

-

1  Tier 1 Capital (end point) is adjusted only for Grandfathered Additional Tier 1 instruments

2  Includes adjustment for qualifying central bank claims

3  Change is the percentage point difference between two periods, rather than percentage change

 

Consolidated income statement

For the year ended 31 December 2020

 

Notes

2020
$million

2019
$million

Interest income

 

12,292

16,549

Interest expense

 

(5,440)

(8,882)

Net interest income

3

6,852

7,667

Fees and commission income

 

3,865

4,111

Fees and commission expense

 

(705)

(589)

Net fee and commission income

4

3,160

3,522

Net trading income

5

3,672

3,350

Other operating income

6

1,070

878

Operating income

 

14,754

15,417

Staff costs

 

(6,886)

(7,122)

Premises costs

 

(412)

(420)

General administrative expenses

 

(1,831)

(2,211)

Depreciation and amortisation

 

(1,251)

(1,180)

Operating expenses

7

(10,380)

(10,933)

Operating profit before impairment losses and taxation

 

4,374

4,484

Credit impairment

8

(2,325)

(908)

Goodwill, property, plant and equipment and other impairment

9

(587)

(163)

Profit from associates and joint ventures

32

151

300

Profit before taxation

 

1,613

3,713

Taxation

10

(862)

(1,373)

Profit for the year

 

751

2,340

 

 

 

 

Profit attributable to:

 

 

 

Non-controlling interests

29

27

37

Parent company shareholders

 

724

2,303

Profit for the year

 

751

2,340

 

 

 

cents

cents

Earnings per share:

 

 

 

Basic earnings per ordinary share

12

10.4

57.0

Diluted earnings per ordinary share

12

10.3

56.4

The notes form an integral part of these financial statements and are available in the Annual Report 2020.

 

 

Consolidated statement of comprehensive income

For the year ended 31 December 2020

 

Notes

2020
$million

2019
$million

Profit for the year

 

751

2,340

Other comprehensive income/(loss)

 

 

 

Items that will not be reclassified to income statement:

 

(9)

(531)

Own credit losses on financial liabilities designated at fair value through profit or loss

 

(55)

(462)

Equity instruments at fair value through other comprehensive income

 

62

13

Actuarial gains/(losses) on retirement benefit obligations

30

1

(124)

Taxation relating to components of other comprehensive income

10

(17)

42

Items that may be reclassified subsequently to income statement:

 

922

131

Exchange differences on translation of foreign operations:

 

 

 

Net gains/(losses) taken to equity

 

657

(386)

Net (losses)/gains on net investment hedges

 

(287)

191

Reclassified to income statement on sale of joint venture

 

246

-

Share of other comprehensive (loss)/income from associates and joint ventures

 

(37)

25

Debt instruments at fair value through other comprehensive income:

 

 

 

Net valuation gains taken to equity

 

815

555

Reclassified to income statement

 

(431)

(170)

Net impact of expected credit losses

 

21

7

Cash flow hedges:

 

 

 

Net losses taken to equity

 

(25)

(64)

Reclassified to income statement

14

17

21

Taxation relating to components of other comprehensive income

10

(54)

(48)

Other comprehensive income/(loss) for the year, net of taxation

 

913

(400)

Total comprehensive income for the year

 

1,664

1,940

 

 

 

 

Total comprehensive income attributable to:

 

 

 

Non-controlling interests

29

15

20

Parent company shareholders

 

1,649

1,920

Total comprehensive income for the year

 

1,664

1,940

The notes form an integral part of these financial statements and are available in the Annual Report 2020

 

 

Consolidated balance sheet

As at 31 December 2020

 

Notes

2020
$million

2019
$million

Assets

 

 

 

Cash and balances at central banks

13, 35

66,712

52,728

Financial assets held at fair value through profit or loss

13

106,787

92,818

Derivative financial instruments

13, 14

69,467

47,212

Loans and advances to banks

13, 15

44,347

53,549

Loans and advances to customers

13, 15

281,699

268,523

Investment securities

13

153,315

143,731

Other assets

20

48,688

42,022

Current tax assets

10

808

539

Prepayments and accrued income

 

2,122

2,700

Interests in associates and joint ventures

32

2,162

1,908

Goodwill and intangible assets

17

5,063

5,290

Property, plant and equipment

18

6,515

6,220

Deferred tax assets

10

919

1,105

Assets classified as held for sale

21

446

2,053

Total assets

 

789,050

720,398

 

 

 

 

Liabilities

 

 

 

Deposits by banks

13

30,255

28,562

Customer accounts

13

439,339

405,357

Repurchase agreements and other similar secured borrowing

13

1,903

1,935

Financial liabilities held at fair value through profit or loss

13

68,373

66,974

Derivative financial instruments

13, 14

71,533

48,484

Debt securities in issue

13, 22

55,550

53,025

Other liabilities

23

47,904

41,583

Current tax liabilities

10

660

703

Accruals and deferred income

 

4,546

5,369

Subordinated liabilities and other borrowed funds

13, 27

16,654

16,207

Deferred tax liabilities

10

695

611

Provisions for liabilities and charges

24

466

449

Retirement benefit obligations

30

443

469

Liabilities included in disposal groups held for sale

21

-

9

Total liabilities

 

738,321

669,737

 

 

 

 

Equity

 

 

 

Share capital and share premium account

28

7,058

7,078

Other reserves

 

12,688

11,685

Retained earnings

 

26,140

26,072

Total parent company shareholders' equity

 

45,886

44,835

Other equity instruments

28

4,518

5,513

Total equity excluding non-controlling interests

 

50,404

50,348

Non-controlling interests

29

325

313

Total equity

 

50,729

50,661

Total equity and liabilities

 

789,050

720,398

The notes form an integral part of these financial statements and are available in the Annual Report 2020.

These financial statements were approved by the Board of directors and authorised for issue on 25 February 2021 and signed on its behalf by:

 

 

José Viñals  Bill Winters  Andy Halford

Chairman   Group Chief Executive  Group Chief Financial Officer
 

Consolidated statement of changes in equity

For the year ended 31 December 2020

 

Ordinary share capital and share premium account
$million

Prefer-ence share capital and share premium account
$million

Capital and merger reserves
$million

Own credit adjust-ment reserve
$million

Fair value through other compre-hensive income reserve - debt
$million

Fair value through other compre-hensive income reserve - equity
$million

Cash flow hedge reserve
$million

Trans-lation reserve
$million

Retained earnings
$million

Parent company share-holders' equity
$million

Other equity instru-ments
$million

Non-controlling interests
$million

Total
$million

As at 1 January 2019

5,617

1,494

17,1291

412

(161)

120

(10)

(5,612)

26,129

45,118

4,961

273

50,352

Profit for the period

-

-

-

-

-

-

-

-

2,303

2,303

-

37

2,340

Other comprehensive (loss)/income

-

-

-

(410)

358

30

(49)

(180)

(132)2

(383)

-

(17)

(400)

Distributions

-

-

-

-

-

-

-

-

-

-

-

(35)

(35)

Shares issued, net of expenses3

25

-

-

-

-

-

-

-

-

25

-

-

25

Other equity instruments issued, net of expenses

-

-

-

-

-

-

-

-

-

-

552

-

552

Treasury shares purchased

-

-

-

-

-

-

-

-

(206)

(206)

-

-

(206)

Treasury shares issued

-

-

-

-

-

-

-

-

7

7

-

-

7

Share option expense

-

-

-

-

-

-

-

-

139

139

-

-

139

Dividends on ordinary shares

-

-

-

-

-

-

-

-

(720)

(720)

-

-

(720)

Dividends on preference shares and AT1 securities

-

-

-

-

-

-

-

-

(448)

(448)

-

-

(448)

Share buy-back4

(58)

-

58

-

-

-

-

-

(1,006)

(1,006)

-

-

(1,006)

Other movements

-

-

-

-

-

-

-

-

65

6

-

556

61

As at 31 December 2019

5,584

1,494

17,187

2

197

150

(59)

(5,792)

26,072

44,835

5,513

313

50,661

Profit for the period

-

-

-

-

-

-

-

-

724

724

-

27

751

Other comprehensive (loss)/income

-

-

-

(54)

332

(2)

7

631

112

925

-

(12)

913

Distributions

-

-

-

-

-

-

-

-

-

-

-

(20)

(20)

Other equity instruments issued, net of expenses

-

-

-

-

-

-

-

-

-

-

992

-

992

Redemption of other equity instruments

-

-

-

-

-

-

-

-

(13)

(13)

(1,987)

-

(2,000)

Treasury shares purchased

-

-

-

-

-

-

-

-

(98)

(98)

-

-

(98)

Treasury shares issued

-

-

-

-

-

-

-

-

8

8

-

-

8

Share option expense

-

-

-

-

-

-

-

-

133

133

-

-

133

Dividends on preference shares and AT1 securities

-

-

-

-

-

-

-

-

(395)

(395)

-

-

(395)

Share buy-back7

(20)

-

20

-

-

-

-

-

(242)

(242)

-

-

(242)

Other movements

-

-

-

-

-

-

-

69

(60)8

9

-

179

26

As at 31 December 2020

5,564

1,494

17,207

(52)

529

148

(52)

(5,092)

26,140

45,886

4,518

325

50,729

1  Includes capital reserve of $5 million, capital redemption reserve of $13 million and merger reserve of $17,111 million

2  Comprises actuarial gain, net of taxation $11 million and nil share from associates and joint ventures ($130 million actuarial loss and $2 milion share of loss from associates and joint ventures for the year ending 31 December 2019)

3  Comprises share capital of shares issued to fulfil discretionary awards $1 million, share capital of shares issued to fulfil employee share save options $1 million (nil for the year ended 31 December 2020) and share premium of shares issued to fulfil employee Sharesave options exercised $23 million (nil for the year ended 31 December 2020)

4  On 1 May 2019, the Group commenced a share buy-back of its ordinary shares of $0.50 each up to a maximum consideration of $1,000 million. Nominal value of share purchases is $58 million for the year ended 31 December 2019 and the total consideration paid was $1,006 million which includes share buyback expenses of $6 million. The total number of shares purchased was 116,103,483 representing 3.51 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital redemption reserve account

5  Comprises $10 million disposal of non-controlling interest of Phoon Huat Pte Ltd offset by $4 million withholding tax on capitalisation of revenue reserves for Standard Chartered Bank Ghana Limited

6  Comprises $72 million of non-controlling interest in Mox Bank Limited offset by $17 million disposal of non-controlling interest in Phoon Huat Pte Ltd, Sirat Holdings Limited and Ori Private Limited

7  On 28 February 2020, the Group announced the buy-back programme for a share buy-back of its ordinary shares of $0.50 each. Nominal value of share purchases was $20 million, and the total consideration paid was $242 million. The total number of shares purchased was 40,029,585 representing 1.25 per cent of the ordinary shares in issue. The nominal value of the shares was transferred from the share capital to the capital redemption reserve account. On 31 March 2020, the Group announced that, in response to a request from the Prudential Regulation Authority and as a consequence of the unprecedented challenges facing the world due to the COVID-19 pandemic, its board had decided after careful consideration to withdraw the recommendation to pay a final dividend for 2019 of 20 cents per ordinary share, and to suspend the buy-back programme

8  Includes $69 million related to prior period adjustments to reclass FX movements from translation reserve to retained earnings ($45 million related to FX movements of the hedging instruments for net investment hedges and $24 million related to FX movements for monetary items, which were considered structural positions), and $9 million increase related to revenue reserves of PT Bank Permata Tbk

9  $17 million movement related to non-controlling interest from Mox Bank Limited

The notes form an integral part of these financial statements.

 

 

Basis of preparation

The consolidated and Company financial statements have been prepared on a going concern basis and under the historical cost convention, as modified by the revaluation of cash-settled share-based payments, fair value through other comprehensive income, and financial assets and liabilities (including derivatives) at fair value through profit or loss.

The consolidated financial statements are presented in United States dollars ($), being the presentation currency of the Group and functional currency of the Company, and all values are rounded to the nearest million dollars, except when otherwise indicated.

Going concern

These financial statements were approved by the Board of directors on 25 February 2021. The directors have made an assessment of the Group's ability to continue as a going concern. This assessment has been made having considered the impact of COVID-19, macroeconomic and geopolitical headwinds, including:

A review of the Group Strategy and Corporate Plan, both of which cover a year from the date of signing the annual report

An assessment of the actual performance to date, loan book quality, credit impairment, legal, regulatory and compliance matters, and the updated annual budget

Consideration of stress testing performed, including a bespoke COVID-19 stress test with scenario analysis focused on mild, moderate, severe and extreme variants across the Group's footprint markets to ensure that the Group has sufficient capital to withstand this shock. Under a range of scenarios, the results of these stress tests demonstrate that the Group has sufficient capital and liquidity to continue as a going concern and meet minimum regulatory capital and liquidity requirements

Analysis of the capital, funding and liquidity position of the Group, including the capital and leverage ratios, and ICAAP which summarises the Group's capital and risk assessment processes, assesses its capital requirements and the adequacy of resources to meet them. Further, funding and liquidity was considered in the context of the risk appetite metrics, including the ADR and LCR ratios

The Group's Internal Liquidity Adequacy Assessment Process (ILAAP), which considers the Group's liquidity position, its framework and whether sufficient liquidity resources are being maintained to meet liabilities as they fall due, was also reviewed

The level of debt in issue, including redemptions and issuances during the year, debt falling due for repayment in the next 12 months and further planned debt issuances, including the appetite in the market for the Group's debt.

A detailed review of all principal and emerging risks

Based on the analysis performed, the directors confirm they are satisfied that the Group has adequate resources to continue in business for a period of at least 12 months from the date of approval of these financial statements. For this reason, the Group continues to adopt the going concern basis of accounting for preparing the financial statements.

 

Average balance sheets and yields and volume and price variances

Average balance sheets and yields

For the purposes of calculating net interest margin the following adjustments are made:

Statutory net interest income is adjusted to remove interest expense on amortised cost liabilities used to provide funding to the Financial Markets business

Financial instruments measured at fair value through profit or loss are classified as non-interest earning

Premiums on financial guarantees purchased to manage interest earning assets are treated as interest expense

In the Group's view this results in a net interest margin that is more reflective of banking book performance.

The following tables set out the average balances and yields for the Group's assets and liabilities for the periods ended 31 December 2020 and 31 December 2019 under the revised definition of net interest margin. For the purpose of these tables, average balances have been determined on the basis of daily balances, except for certain categories, for which balances have been determined less frequently. The Group does not believe that the information presented in these tables would be significantly different had such balances been determined on a daily basis.

Average assets

Average assets

2020

Average
non-interest earning
balance
$million

Average
interest
earning
balance
$million

Interest
income
$million

Gross yield
interest
earning
balance
%

Gross yield
total
balance
%

Cash and balances at central banks

18,185

43,210

113

0.26

0.18

Gross loans and advances to banks

27,684

54,142

801

1.48

0.98

Gross loans and advances to customers

51,322

291,432

8,558

2.94

2.50

Impairment provisions against loans and advances to banks and customers

-

(6,526)

-

-

-

Investment securities

28,313

144,112

2,820

1.96

1.64

Property, plant and equipment and intangible assets

9,787

-

-

-

-

Prepayments, accrued income and other assets

116,263

-

-

-

-

Investment associates and joint ventures

2,122

-

-

-

-

Total average assets

253,676

526,370

12,292

2.34

1.58

 

Average assets

2019

Average
non-interest
earning
balance
$million

Average
interest
earning
balance
$million

Interest
income
$million

Gross yield
interest
earning
balance
%

Gross yield
total
balance
%

Cash and balances at central banks

17,544

29,177

329

1.13

0.70

Gross loans and advances to banks

26,639

61,040

1,834

3.00

2.09

Gross loans and advances to customers

49,662

274,970

10,775

3.92

3.32

Impairment provisions against loans and advances to banks and customers

-

(4,786)

-

-

-

Investment securities

29,188

134,355

3,611

2.69

2.21

Property, plant and equipment and intangible assets

11,217

-

-

-

-

Prepayments, accrued income and other assets

84,965

-

-

-

-

Investment associates and joint ventures

2,608

-

-

-

-

Total average assets

221,823

494,756

16,549

3.34

2.31

 

 

 

Average liabilities

Average liabilities

2020

Average
non-interest bearing
balance
$million

Average
interest
bearing
balance
$million

Interest
expense
$million

Rate paid
interest
bearing
balance
%

Rate paid
total
balance
%

Deposits by banks

17,899

27,178

237

0.87

0.53

Customer accounts:

 

 

 

 

 

Current accounts and savings deposits

43,729

226,278

1,140

0.50

0.42

Time and other deposits

58,789

154,865

2,531

1.63

1.18

Debt securities in issue

6,883

52,391

836

1.60

1.41

Accruals, deferred income and other liabilities

122,194

1,169

59

5.05

0.05

Subordinated liabilities and other borrowed funds

-

16,170

637

3.94

3.94

Non-controlling interests

319

-

-

-

-

Shareholders' funds

50,377

-

-

-

-

 

300,190

478,051

5,440

1.14

0.70

 

 

 

 

 

 

Adjustment for Financial Markets funding costs

 

 

(173)

 

 

Financial guarantee fees on interest earning assets

 

 

104

 

 

Total average liabilities and shareholders' funds

300,190

478,051

5,371

1.12

0.69

 

Average liabilities

2019

Average
non-interest
bearing
balance
$million

Average
interest
bearing
balance
$million

Interest
expense
$million

Rate paid
interest
bearing
balance
%

Rate paid
total
balance
%

Deposits by banks

17,561

27,619

739

2.68

1.64

Customer accounts:

 

 

 

 

 

Current accounts and savings deposits

38,804

183,323

2,114

1.15

0.95

Time and other deposits

59,094

167,904

4,088

2.43

1.80

Debt securities in issue

9,335

49,351

1,120

2.27

1.91

Accruals, deferred income and other liabilities

95,461

1,336

65

4.87

0.07

Subordinated liabilities and other borrowed funds

-

15,062

756

5.02

5.02

Non-controlling interests

293

-

-

-

-

Shareholders' funds

50,215

-

-

-

-

 

270,763

444,595

8,882

2.00

1.24

 

 

 

 

 

 

Adjustment for Financial Markets funding costs

 

 

(340)

 

 

Total average liabilities and shareholders' funds

270,763

444,595

8,542

1.92

1.19

 

 

 

Volume and price variances

The following table analyses the estimated change in the Group's net interest income attributable to changes in the average volume of interest-earning assets and interest-bearing liabilities, and changes in their respective interest rates for the years presented. Volume and rate variances have been determined based on movements in average balances and average exchange rates over the year and changes in interest rates on average interest-earning assets and average interest-bearing liabilities.

 

2020 versus 2019

(Decrease)/increase
in interest due to:

Net increase/ (decrease) in interest
$million

Volume
$million

Rate
$million

Interest earning assets

 

 

 

Cash and unrestricted balances at central banks

37

(253)

(216)

Loans and advances to banks

(102)

(931)

(1,033)

Loans and advances to customers

442

(2,659)

(2,217)

Investment securities

191

(982)

(791)

Total interest earning assets

568

(4,825)

(4,257)

Interest bearing liabilities

 

 

 

Subordinated liabilities and other borrowed funds

44

(163)

(119)

Deposits by banks

(4)

(498)

(502)

Customer accounts:

 

 

 

Current accounts and savings deposits

233

(1,148)

(915)

Time and other deposits

(213)

(1,409)

(1,622)

Debt securities in issue

49

(333)

(284)

Total interest bearing liabilities

109

(3,551)

(3,442)

 

 

2019 versus 2018

(Decrease)/increase
in interest due to:

Net increase/ (decrease) in interest
$million

Volume
$million

Rate
$million

Interest earning assets

 

 

 

Cash and unrestricted balances at central banks

(40)

5

(35)

Loans and advances to banks

(141)

192

51

Loans and advances to customers

333

404

737

Investment securities

336

310

646

Total interest earning assets

488

911

1,399

Interest bearing liabilities

 

 

 

Subordinated liabilities and other borrowed funds

(36)

25

(11)

Deposits by banks

(60)

205

145

Customer accounts:

 

 

 

Current accounts and savings deposits

56

391

447

Time and other deposits

247

502

749

Debt securities in issue

28

104

132

Total interest bearing liabilities

235

1,227

1,462

 

 

 

Five-year summary1

 

2020
$million

2019
$million

2018
$million

2017
$million

2016
$million

Operating profit before impairment losses and taxation

4,374

4,484

3,142

4,008

3,849

Impairment losses on loans and advances and other credit risk provisions

(2,325)

(908)

(653)

(1,362)

(2,791)

Other impairment

(98)

(136)

(182)

(179)

(612)

Profit before taxation

1,613

3,713

2,548

2,415

409

Profit/(loss) attributable to shareholders

724

2,303

1,054

1,219

(247)

Loans and advances to banks2

44,347

53,549

61,414

78,188

72,609

Loans and advances to customers2

281,699

268,523

256,557

282,288

252,719

Total assets

789,050

720,398

688,762

663,501

646,692

Deposits by banks2

30,255

28,562

29,715

30,945

32,872

Customer accounts2

439,339

405,357

391,013

370,509

338,185

Shareholders' equity

45,886

44,835

45,118

46,505

44,368

Total capital resources3

67,383

66,868

65,353

68,983

68,181

Information per ordinary share

 

 

 

 

 

Basic earnings/(loss) per share

10.4c

57.0c

18.7c

23.5c

(14.5)c

Underlying earnings per share

36.1c

75.7c

61.4c

47.2c

3.4c

Dividends per share4

-

22.0c

17.0c

-

-

Net asset value per share

1,409.3c

1,358.3c

1,319.3c

1,366.9c

1,307.8c

Net tangible asset value per share

1,249.0c

1,192.5c

1,167.7c

1,214.7c

1,163.9c

Return on assets5

0.1%

0.3%

0.3%

0.2%

0.0%

Ratios

 

 

 

 

 

Statutory return on ordinary shareholders' equity

0.8%

4.2%

1.4%

1.7%

(1.1)%

Statutory return on ordinary shareholders' tangible equity

0.9%

4.8%

1.6%

2.0%

(1.2)%

Underlying return on ordinary shareholders' equity

2.6%

5.6%

4.6%

3.5%

0.3%

Underlying return on ordinary shareholders' tangible equity

3.0%

6.4%

5.1%

3.9%

0.3%

Statutory cost to income ratio (excluding UK Bank Levy)

68.1%

68.7%

76.6%

70.7%

69.9%

Statutory cost to income ratio (including UK Bank Levy)

70.4%

70.9%

78.8%

72.2%

72.6%

Underlying cost to income ratio (excluding UK Bank levy)

66.4%

65.9%

67.7%

69.3%

69.5%

Underlying cost to income ratio (including UK Bank levy)

68.7%

68.2%

69.9%

70.8%

72.2%

Capital ratios:

 

 

 

 

 

(CET 1)/ Tier 1 capital6

14.4%

13.8%

14.2%

13.6%

13.6%

Total capital6

21.2%

21.2%

21.6%

21.0%

21.3%

1  The amounts for the two financial years ended 2016 to 2017 are presented in line with IAS 39 and, therefore, not on a comparable basis to the current financial year presented in accordance with IFRS 9

2  Excludes amounts held at fair value through profit or loss

3  Shareholders' funds, non-controlling interests and subordinated loan capital

4  Dividend paid during the year per share

5  Represents profit attributable to shareholders divided by the total assets of the Group

6  Unaudited

 

Dividend and interest payment dates

Ordinary shares

Final dividend

Results and dividend announced

25 February 2021

Ex-dividend date

4 (UK) 3 (HK) March 2021

Record date for dividend

 5 March 2021

Last date to amend currency election instructions for cash dividend

21 April 2021

Dividend payment date

 20 May 2021

 

Preference shares

1st half yearly dividend

2nd half yearly dividend

73∕8 per cent non-cumulative irredeemable preference shares of £1 each

1 April 2021

1 October 2021

81∕4 per cent non-cumulative irredeemable preference shares of £1 each

1 April 2021

1 October 2021

6.409 per cent non-cumulative redeemable preference shares of $5 each

30 January and

30 April 2021

30 July and

30 October 2021

7.014 per cent non-cumulative redeemable preference shares of $5 each

30 January 2021

30 July 2021

Annual General Meeting

The Annual General Meeting (AGM) will be held on Wednesday 12 May 2021 at 11.00am UK time (6.00pm Hong Kong time). Further details regarding the format, location and business to be transacted at the meeting will be disclosed within the 2021 Notice of AGM.

Details of voting at the Company's AGM and of proxy votes cast can be found on the Company's website at sc.com/agm

Interim results

The interim results will be announced to the London Stock Exchange, The Stock Exchange of Hong Kong Limited and put on the Company's website.

Country-by-country reporting

In accordance with the requirements of the Capital Requirements (country-by-country reporting) Regulations 2013, the Group will publish additional country-by-country information in respect of the year ended 31 December 2020, on or before 31 December 2021. We have also published our approach to tax and tax policy.

This information will be available on the Group's website at sc.com

ShareCare

ShareCare is available to shareholders on the Company's UK register who have a UK address and bank account. It allows you to hold your Standard Chartered PLC shares in a nominee account. Your shares will be held in electronic form so you will no longer have to worry about keeping your share certificates safe. If you join ShareCare, you will still be invited to attend the Company's AGM and you receive any dividend at the same time as everyone else. ShareCare is free to join and there are no annual fees to pay.

If you would like to receive more information, please visit our website at sc.com/shareholders or contact the shareholder helpline on 0370 702 0138.

Donating shares to ShareGift

Shareholders who have a small number of shares often find it uneconomical to sell them. An alternative is to consider donating them to the charity ShareGift (registered charity 1052686), which collects donations of unwanted shares until there are enough to sell and uses the proceeds to support UK charities. There is no implication for capital gains tax (no gain or loss) when you donate shares to charity, and UK taxpayers may be able to claim income tax relief on the value of their donation.

Further information can be obtained from the Company's registrars or from ShareGift on 020 7930 3737 or from sharegift.org

 

 

Bankers' Automated Clearing System (BACS)

Dividends can be paid straight into your bank or building society account.

Please register online at investorcentre.co.uk or contact our registrar for a mandate form.

Registrars and shareholder enquiries

If you have any enquiries relating to your shareholding and you hold your shares on the UK register, please contact our registrar Computershare Investor Services PLC, The Pavilions, Bridgwater Road, Bristol, BS99 6ZZ or call the shareholder helpline number on 0370 702 0138.

If you hold your shares on the Hong Kong branch register and you have enquiries, please contact Computershare Hong Kong Investor Services Limited, 17M Floor, Hopewell Centre, 183 Queen's Road East, Wan Chai, Hong Kong.

You can check your shareholding at computershare.com/hk/investors

Substantial shareholders

The Company and its shareholders have been granted partial exemption from the disclosure requirements under Part XV of the Securities and Futures Ordinance (SFO). As a result of this exemption, shareholders no longer have an obligation under Part XV of the SFO (other than Divisions 5, 11 and 12 thereof) to notify the Company of substantial shareholding interests, and the Company is no longer required to maintain a register of interests of substantial shareholders under section 336 of the SFO. The Company is, however, required to file with The Stock Exchange of Hong Kong Limited any disclosure of interests made in the UK.

Taxation

Information on taxation applying to dividends paid to you if you are a shareholder in the UK, Hong Kong or the US will be sent to you with your dividend documents. Shareholders and prospective purchasers should consult an appropriate independent professional adviser regarding the tax consequences of an investment in shares in light of their particular circumstances, including the effect of any national, state or local laws.

Previous dividend payments (unadjusted for the impact of the 2015/2010/2008 rights issues)

Dividend and
financial year

Payment date

Dividend per ordinary share

Cost of one new ordinary share under share dividend scheme

Final 2008

15 May 2009

42.32c/28.4693p/HK$3.279597

£8.342/$11.7405

Interim 2009

8 October 2009

21.23c/13.25177p/HK$1.645304

£13.876/$22.799

Final 2009

13 May 2010

44.80c/29.54233p/HK$3.478306

£17.351/$26.252

Interim 2010

5 October 2010

23.35c/14.71618p/HK$1.811274/INR0.9841241

£17.394/$27.190

Final 2010

11 May 2011

46.65c/28.272513p/HK$3.623404/INR1.99751701

£15.994/$25.649

Interim 2011

7 October 2011

24.75c/15.81958125p/HK$1.928909813/INR1.137971251

£14.127/$23.140

Final 2011

15 May 2012

51.25c/31.63032125p/HK$3.9776083375/INR2.66670151

£15.723/$24.634

Interim 2012

11 October 2012

27.23c/16.799630190p/HK$2.111362463/INR1.3498039501

£13.417/$21.041

Final 2012

14 May 2013

56.77c/36.5649893p/HK$4.4048756997/INR2.9762835751

£17.40/$26.28792

Interim 2013

17 October 2013

28.80c/17.8880256p/HK$2.233204992/INR1.68131

£15.362/$24.07379

Final 2013

14 May 2014

57.20c/33.9211444p/HK$4.43464736/INR3.3546261

£11.949/$19.815

Interim 2014

20 October 2014

28.80c/17.891107200p/HK$2.2340016000/INR1.6718425601

£12.151/$20.207

Final 2014

14 May 2015

57.20c/37.16485p/HK$4.43329/INR3.5140591

£9.797/$14.374

Interim 2015

19 October 2015

14.40c/9.3979152p/HK$1.115985456/INR0.861393721

£8.5226/$13.34383

Final 2015

No dividend declared

N/A

N/A

Interim 2016

No dividend declared

N/A

N/A

Final 2016

No dividend declared

N/A

N/A

Interim 2017

No dividend declared

N/A

N/A

Final 2017

17 May 2018

11.00c/7.88046p/HK$0.86293/INR0.6536433401

£7.7600/$10.83451

Interim 2018

22 October 2018

6.00c/4.59747p/HK$0.46978/INR0.36961751

£6.7104/$8.51952

Final 2018

16 May 2019

15.00c/11.569905p/HK$1.176260/INR0.9576916501

N/A

Interim 2019

21 October 2019

7.00c/5.676776p/HK$0.548723/INR0.4250286001

N/A

Final 2019

Dividend withdrawn

N/A

N/A

Interim 2020

No dividend declared

N/A

N/A

1  The INR dividend is per Indian Depository Receipt

 

 

Chinese translation

If you would like a Chinese version of the 2020 Annual Report please contact Computershare Hong Kong Investor Services Limited, 17M Floor, Hopewell Centre, 183 Queen's Road East, Wan Chai, Hong Kong.

18317M

Shareholders on the Hong Kong branch register who have asked to receive corporate communications in either Chinese or English can change this election by contacting Computershare.

If there is a dispute between any translation and the English version of this Annual Report, the English text shall prevail.

Electronic communications

If you hold your shares on the UK register and in future you would like to receive the Annual Report electronically rather than by post, please register online at: investorcentre.co.uk. Then click on 'register' and follow the instructions. You will need to have your Shareholder or ShareCare reference number when you log on. You can find this on your share certificate or ShareCare statement. Once registered you can also submit your proxy vote and dividend election electronically and change your bank mandate or address information.
 

CONTACT INFORMATION

Global headquarters
Standard Chartered Group
1 Basinghall Avenue

London, EC2V 5DD
United Kingdom

telephone: +44 (0)20 7885 8888
facsimile: +44 (0)20 7885 9999

Shareholder enquiries
ShareCare information

website: sc.com/shareholders
helpline: +44 (0)370 702 0138

ShareGift information
website:
ShareGift.org 
helpline: +44 (0)20 7930 3737

Registrar information

UK

Computershare Investor Services PLC

The Pavilions
Bridgwater Road
Bristol, BS99 6ZZ

helpline: +44 (0)370 702 0138

Hong Kong

Computershare Hong Kong Investor Services Limited

17M Floor, Hopewell Centre
183 Queen's Road East
Wan Chai
Hong Kong

website: computershare.com/hk/investors 

Chinese translation

Computershare Hong Kong Investor Services Limited

17M Floor, Hopewell Centre
183 Queen's Road East
Wan Chai
Hong Kong

Register for electronic communications
website: investorcentre.co.uk

For further information, please contact:

Mark Stride, Head of Investor Relations

+44 (0) 20 7885 8596

LSE Stock code: STAN.LN
HKSE Stock code: 02888

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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