Managing Risk at HSBC Holdings plc Presentation to Investors and Analysts London, 11 September 2009
Forward-looking statements This presentation and subsequent discussion may contain certain forward-looking statements with respect to the financial condition, results of operations and business of the Group. These forward-looking statements represent the Group’s expectations or beliefs concerning future events and involve known and unknown risks and uncertainty that could cause actual results, performance or events to differ materially from those expressed or implied in such statements. Additional detailed information concerning important factors that could cause actual results to differ materially is available in our Interim Report. Past performance cannot be relied on as a guide to future performance. 2
Risk Management
Risk Management The risks HSBC faces Strategic Risk Insurance Risk Credit Risk Residual Value Risk Market Risk Pension Risk Operational Risk Reputational Risk Liquidity Risk Sustainability Risk 4
Risk Management Philosophy A conservative risk and capital culture embedded in HSBC values Low advance-to-deposit ratio (79.5%) and high capital reserves Subsidiary-based model with country-level operations supported by global policy Predominantly a customer-led business with a limited proprietary book 5
Risk Management Governance Risk appetite set by HSBC Holdings plc Board Delegated authorities to the Group Chairman, Chief Executive Officer, Chief Risk Officer and Senior Executives Credit Risk Analytics Oversight Committee Operational Risk and Internal Control Committee HSBC Group Risk Holdings plc Management Management Basel 2 Steering Committee Board Board Meeting Stress Testing Oversight Forum Economic Capital Policy Committee 6
Risk Management Responsibility Primary responsibility lies at legal entity level Risk managed independently of the business and managed by CRO Consistent approach across regions and Regions and businesses have strong functional businesses reporting Functional risk teams at Group, Regional and Global Risk Management Board provides Country levels strategic direction and guidance Group Chief Risk Officer Wholesale and Operational Security and Group Retail Risk Risk Strategy Regional CROs Market Risk Risk Fraud Risk Business CROs: Insurance, Global Banking and Markets, Country CROs Private Banking 7
Risk Management Policy, Reporting, Systems and People Group credit policy integrated into functional, geographical and business policies Large exposures managed by concentration risk policy Ongoing regular and exception reporting Continued enhancement of Group Credit IT systems and processes Ongoing development of Risk professionals 8
Risk Appetite
Risk Appetite Risk Appetite framework is a critical building block Expresses the types and quantum of risk HSBC wishes to be exposed to based on: HSBC core values, strategy, and risk management competencies Considers HSBC’s risk capacity, financial position, strength of core earnings and resilience of reputation and brand Expressed in qualitative and quantitative terms Framework approved by HSBC Holdings plc Board and Group Management Board 10
Risk Appetite Process: Risk capital and performance are planned and monitored in an integrated manner 1 Customer Groups Gross Advances 4 2 Asset Growth Projections Planning Function Risk Function Risk Weighted Assets Asset Growth (EAD) Credit Quality Projections (PD) RoE: Recoveries (LGD) Other RA Metrics: EP, PBT, EC, etc. 3 Other risk requirements Economic capital Finance Function (including diversification) Capital Supply Available Capital 11
Risk Appetite Economic Capital provides a common currency for assessing risk and capital Supports the evaluation of risks in a comprehensive manner Risk sensitive measure which considers the diversification of HSBC’s activities Capital requirement calculated to support the risks to which HSBC is exposed Economic Capital embodied within the HSBC Capital Management Principles Economic Capital monitored on an ongoing basis by the Group Management Board 12
Risk Appetite Capital and Risk at HSBC HSBC’s risk profile as at 30 Jun 09 in Pillar 1 RWA terms 10% 7% 83% Credit Risk Operational Risk Market Risk Economic Capital analysis is used by Risk to further inform HSBC’s risk profile 13
Risk Appetite Stress testing: Risk profile assessed under stress scenarios Stress testing is important to understand the sensitivities of extreme events to capital and business plans Key output: establish management action plans to proactively mitigate risks Stress Testing Framework overseen by Group Management Board Analysis reviewed and challenged on an ongoing basis, for instance by Group Audit Committee Stress tests include macroeconomic and event driven scenarios 14
Credit Risk Profile HSBC Group
Credit Risk Profile Managing balance sheet risk US$bn 1 2,652 -9% 2,422 149 Other 313 149 353 Financial investments 448 414 Trading assets 525 311 Derivatives Loans and advances to customers 925 983 Interbank and cash 270 234 31 Dec 08 30 Jun 09 Note: (1) Restated at constant currency 16
Credit Risk Profile Overview of Group consolidated assets 30 Jun 09, US$bn Derivatives Trading assets US$bn Financial investments US$bn 37% decrease in fair value Reverse repos, settlement Government bills / securities 130 4% decrease in notional value accounts, stock borrowing and other Debt securities issued by banks and US$73bn net exposure after offset loans and advances 175 other financial institutions: 2% of total valued on Level 3 basis Governments and Government agencies 134 Government guaranteed 70 Corporate and other bonds 75 Other 100 of which financial institutions 42 Equities 25 AFS asset-backed securities 1 47 ABS 5 Other investments 6 Total 414 Total 353 of which 2% valued on Level 3 basis 2,422 270 925 311 414 149 353 Total assets Interbank and Loans and Derivatives Trading assets Financial Other assets cash advances to investments customers Note: (1) Includes securities supported by an explicit guarantee issued by the US government 17
Retail Credit Risk Key Elements of Risk at HSBC:
Retail Risk HSBC’s Retail Credit portfolio Product mix of Retail gross loans and advances to customers at 30 Jun 09 42% 58% Residential Mortgages Other Personal US$437.8bn 19
Retail Risk Caps and triggers enable well-diversified portfolios and avoid concentration of risk and excessive growth rates Regular reporting to Group Management Board Advances and Product e.g. Mortgages, Cards, Other PFS Monitors concentration, growth rates, delinquency and write-offs against plan Further granularity in caps at business unit level (sub-product level) Further development of cap and trigger process to include Risk Weighted Assets 20
Retail Risk Group Retail Risk reviews credit risk in the regions, incorporating: Structure Management Information Portfolio and Products Credit Policy and Underwriting Governance and Strategy Model Development and Validation People and Resources Impairment Allowances Retail Risk Systems and Data Collections 21
Retail Risk Centres of Excellence Global Analytics Collections • • Global organisation and governance Target Operating Model: achieve best in class • Improves model development and achieves • consistency Best practice sharing to support developing countries • Supports developing countries • OneHSBC Systems deployment • Rationalising systems and processes • Collections Global Service Centres • OneHSBC: greater automation of decisions • and reliance on analytics Consistent dialler strategy and call modelling 22
Retail Risk HSBC Finance Corporation 1 Loan impairment charges 2 Customer loans, US$bn Total Portfolio Run-off portfolio US$bn 5 20% 4.6 4.6 41.5 12.7 48.8 18.6 121.6 30 Jun 07 4.2 3.9 4 36.2 12.9 50.2 18.3 117.6 31 Dec 07 15% 3.4 3.4 3.3 3.2 31.5 12.5 49.0 16.9 109.9 3 30 Jun 08 12.3% 10% 10.9% 11.0% 10.8% 2.0 27.6 10.7 46.2 15.9 100.4 31 Dec 08 9.9% 2 8.5% 8.0% 7.7% 25.0 7.7 43.7 14.8 91.2 30 Jun 09 5% -9% 1 4.7% 3 Mortgage Services -25% Vehicle Finance 0 0% Secured Consumer Lending Unsecured Personal Non-Credit Card and other 3 2Q07 3Q07 4Q07 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 Consecutive quarters down in loan impairment Restructuring of HSBC Finance Corporation charges on-track Notes: (1) IFRS management basis for US; excludes operations in UK and Canada (2) Impairment charges ratio as a % of average total customer loans (annualised) (3) Includes Vehicle Finance loans held for sale (US$0.8bn) 23
Retail Risk UK and HK Mortgages: Credit quality of the portfolio remains resilient UK Mortgage Lending, US$bn 1 96.8 90.2 Intentionally reduced market share in 2006 and 2007 as house prices continued to rise Mortgage lending rose 7.3% in 1H09 following focused marketing campaigns Average loan-to-value ratio of new business was 49.9%, 2H08 1H09 a decrease of 8.8% from 2H08 Hong Kong Mortgage Lending, US$bn 33.8 33.0 Mortgage lending rose $794 million in 1H09 Mortgage lending remained well secured Average loan-to-value ratio was 40.2% 2H08 1H09 Note: (1) Restated at constant currency 24
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