RNS Number : 0667I
HSBC Holdings PLC
20 March 2015
We previously defined three interconnected and equally weighted priorities for 2014 to 2016 to help us deliver our strategy:
- grow the business and dividends;
- implement Global Standards; and
- streamline processes and procedures.
Each priority is complementary and underpinned by initiatives within our day-to-day business. Together, they create value for our customers and shareholders and contribute to the long-term sustainability of HSBC.
In the process, we shall maintain a robust, resilient and environmentally sustainable business in which our customers can have confidence, our employees can take pride and our communities can trust.
Grow the business and dividends
In growing the business and dividends, our targets are to grow risk-weighted assets in line with our organic investment criteria, progressively grow dividends, while reducing the effect of legacy and non-strategic activities on our profit and RWAs.
Our strategy is to take advantage of the continuing growth of international trade and capital flows, and wealth creation, particularly in Asia, the Middle East and Latin America. We aim to achieve growth by leveraging our international network and client franchise to improve HSBC's market position in products aligned to our strategy.
To facilitate this growth, we recycle RWAs from low into high performing businesses within our risk appetite.
In 2014, we launched a number of investment priorities to capitalise on our global network and accelerate organic growth:
- Global Trade and Receivables Finance: We are investing in our sales and product capabilities, particularly for high growth products and trade corridors, and expanding in trade hubs as a means of reinforcing HSBC's leading position in trade.
- Payments and Cash Management: We aim to deliver improved client coverage and products via investments in better sales coverage and customer proposition and mobile enhancements.
- Foreign Exchange: We aim to improve our services to clients and efficiency by improving our electronic trading platforms and capabilities.
- Renminbi: Building on our market-leading position, we are investing to roll out our renminbi servicing capabilities internationally, with the aim of capturing a larger share of offshore renminbi foreign exchange and capital markets opportunities.
Industry awards and market share gains have validated our strategy. Our market shares in core international connectivity products such as Payments and Cash Management, Global Trade and Receivables Finance and Foreign Exchange have all improved consistently over the past three years. For three consecutive years, including 2014, HSBC has been voted the top global cash manager for corporate and financial institutions in the Euromoney Cash Management survey. In the same survey, HSBC was voted best global cash manager for non-financial institutions for a second consecutive year in 2014. We have also been voted the 'Best Overall for Products and Services' by Asiamoney in its Offshore Renminbi Services survey every year since the survey's inception in 2012.
We aim to continue investing in key growth markets and align global resources to city clusters with fast-growing international revenue pools:
- UK and Hong Kong as our home markets: Our goal is to strengthen and develop our home market position in key products, such as mortgages and personal lending.
- China: Mainland China continues to be of strategic significance for HSBC and presents a structural long-term growth opportunity. We therefore continue to invest in organic growth, particularly in Guangdong and other economically important regions. We strive to invest and be the first to capture opportunities that may arise from regulatory changes such as the introduction of the Shanghai Free-Trade Zone.
- US and Germany: We continue to improve our position in the world's largest economy and in Europe's leading trade nation through the expansion of our corporate franchise. In 2014, we broadened our customer base by enhancing our products, widening our geographical coverage and adjusting our risk appetite. International revenues increased through deeper relationships with customers and developing cross-business opportunities.
Our universal banking model enables us to generate revenues across global businesses. In 2014, cross-business collaboration revenues grew in all of our identified opportunities, except for Markets revenue from CMB customers primarily due to lower foreign exchange volatility. Approximately half of the total collaboration revenues for the year came from Markets and Capital Financing products provided to CMB customers. In GPB, net new money resulting from cross-business client referrals doubled from 2013.
Implement Global Standards
At HSBC, we are adopting the highest or most effective financial crime controls and deploying them everywhere we operate.
Two new global policies set out these controls for anti-money laundering ('AML') and sanctions. They are our Global Standards.
In line with our ambition to be recognised as the world's leading international bank, we aspire to set the industry standard for knowing our customers and detecting, deterring and protectingagainst financial crime. Delivering on this means introducing a more consistent, comprehensive approach to managing financial crime risk - from understanding more about our customers, what they do and where and why they do it, to ensuring their banking activity matches what we would expect it to be.
We aim to apply our financial crime risk standards throughout the lifetime of our customer relationships: from selecting and onboarding customers to managing our ongoing relationships and monitoring and assessing the changing risk landscape in the bank.
Our new global AML policy is designed to stop criminals laundering money through HSBC. It sets out global requirements for carrying out customer due diligence, monitoring transactions and escalating concerns about suspicious activity.
Our new global sanctions policy aims to ensure that we comply with local sanctions-related laws and regulations in countries where we operate, as well as with global sanctions imposed by the UN Security Council, European Union, US, UK and Hong Kong governments.
In many cases, our policy extends beyond what we are legally required to do, reflecting the fact that HSBC has no appetite for business with illicit actors.
We expect our Global Standards to underpin our business practices now and in the future, and to provide a source of competitive advantage. Global Standards are expected to allow us to:
- strengthen our response to the ongoing threat of financial crime;
- make consistent - and therefore simplify - the ways by which we monitor and enforce high standards at HSBC;
- strengthen policies and processes that govern how we do business and with whom; and
- ensure that we consistently apply our HSBC Values.
Implementing Global Standards
Each global business and Financial Crime Compliance have identified where and how they need to enhance existing procedures to meet the Global Standards. They are now in the process of deploying the systems, processes, training and support to put the enhanced procedures into practice in each country of operation.
This is being done in two stages:
- delivering policy components with limited infrastructure dependency according to an accelerated timeline; and
- implementing, in parallel, long-term strategic control enhancements and associated enhancements to infrastructure.
During 2014, we made material progress in a number of areas, including:
- global implementation of customer selection policies and governance;
- first deployment of enhanced customer due diligence procedures for gathering and verifying customer information;
-
integration of global sanctions screening lists into our customer and transaction screening tools;
- targeted training for the highest risk roles and all-employee campaigns to raise awareness of financial crime risk and encourage escalation;
- global roll out of financial intelligence and investigations units to follow up on escalations and alerts, and identify emerging trends and issues; and
- the establishment of global procedures and governance to exit business that is outside our financial crime risk appetite.
Governance framework
The global businesses and Financial Crime Compliance, supported by HSBC Technology and Services, are formally accountable for delivering business procedures, controls and the associated operating environment to implement our new policies within each global business and jurisdiction. This accountability is overseen by the Global Standards Execution Committee, which is under the chairmanship of the Group Chief Risk Officer and consists of the Chief Executive Officers of each global business and the Global Head of Financial Crime Compliance.
Correspondingly, and to promote closer integration with business as usual, a report on the implementation of Global Standards is a standing item at the Group's Risk Management Meeting. The Financial System Vulnerabilities Committee and the Board continue to receive regular reports on the Global Standards programme as part of their continued role in providing oversight.
Risk appetite
Financial crime risk controls are a part of our everyday business and they are governed according to our global financial crime risk appetite statement. This aims to ensure sustainability in the long term. Our overarching appetite and approach to financial crime risk is that we will not tolerate operating without the systems and controls in place designed to detect and prevent financial crime and will not conduct business with individuals or entities we believe are engaged in illicit behaviour.
Enterprise-wide risk assessment
We have conducted our second annual enterprise-wide assessment of our risks and controls related to sanctions and AML compliance. The outcome of this assessment has formed the basis for risk management planning, prioritisation and resource allocation for 2015.
The Monitor
Under the agreements entered into with the US Department of Justice ('DoJ'), the UK FCA (formerly the Financial Services Authority ('FSA')) and the US Federal Reserve Board ('FRB') in 2012, including the five-year Deferred Prosecution Agreement ('US DPA'), an independent compliance monitor ('the Monitor') was appointed to evaluate our progress in fully implementing our obligations and produce regular assessments of the effectiveness of our Compliance function.
Michael Cherkasky began his work as the Monitor in July 2013, charged with evaluating and reporting upon the effectiveness of the Group's internal controls, policies and procedures as they relate to ongoing compliance with applicable AML, sanctions, terrorist financing and proliferation financing obligations, over a five-year period.
HSBC is continuing to take concerted action to remedy AML and sanctions compliance deficiencies and to implement Global Standards. HSBC is also working to implement the agreed recommendations flowing from the Monitor's 2013 review. We recognise we are only part way through a journey, being two years into our five-year US DPA. We look forward to maintaining a strong, collaborative relationship with the Monitor and his team.
Streamline processes and procedures
We continue to refine our operational processes, develop our global functions, implement consistent business models and streamline IT.
Since 2011, we have changed how HSBC is managed by introducing a leaner reporting structure and establishing an operating model with global businesses and functions. These changes - together with improvements in software development productivity, process optimisation and our property portfolio - realised US$5.7bn in sustainable savings, equivalent to US$6.1bn on an annualised (run rate) basis. This exceeded our commitment to deliver US$2.5-3.5bn of sustainable savings at the outset of the organisational effectiveness programme included in the first phase of our strategy.
Sustainable savings arise from the reduction or elimination of complexity, inefficiencies or unnecessary activities, and release capital that can be reinvested in growing our business as well as increase returns to shareholders.
The reorganisation of the Group into four global businesses and eleven global functions further allows us to run globally consistent operating models. This establishes the foundation for our next stage of streamlining.
Going forward, we aim to fund investments in growth and compliance and offset inflation through efficiency gains. This requires net cost reductions. This programme will be applied to:
- improving the end-to-end optimisation of processes and servicing channels;
- technology simplification, reducing the number of applications used across the Group; and
- enhancing infrastructure, including optimising our real estate utilisation and the location where certain activities are carried out.
Streamlining is expected to be achieved through a combination of simplifying and globalising our processes, products, systems and operations. 'Simplifying' involves identifying inefficiencies or excessive complexity and redesigning or rationalising processes to make them easier to understand and manage and more efficient. 'Globalising' involves developing standard global processes and implementing them around the Group.
Cost efficiency ratio
Our cost efficiency ratio for 2014 was 67.3%, up from 59.6% in 2013. This change was driven by higher legal, regulatory and conduct settlement costs; inflationary pressures; continued investment in strategic initiatives; and a rise in the bank levy. Cost increases were partly offset by realised sustainable savings of US$1.3bn.
Financial performance
Performance reflected lower gains on disposals and the negative effect of other significant items.
Reported results
|
|
2014
US$m |
|
2013
US$m |
|
2012
US$m |
|
|
|
|
|
|
|
Net interest income |
|
34,705 |
|
35,539 |
|
37,672 |
Net fee income |
|
15,957 |
|
16,434 |
|
16,430 |
Other income |
|
10,586 |
|
12,672 |
|
14,228 |
|
|
|
|
|
|
|
Net operating income14 |
|
61,248 |
|
64,645 |
|
68,330 |
LICs15 |
|
(3,851) |
|
(5,849) |
|
(8,311) |
|
|
|
|
|
|
|
Net operating income |
|
57,397 |
|
58,796 |
|
60,019 |
Total operating expenses |
|
(41,249) |
|
(38,556) |
|
(42,927) |
|
|
|
|
|
|
|
Operating profit |
|
16,148 |
|
20,240 |
|
17,092 |
Income from associates16 |
|
2,532 |
|
2,325 |
|
3,557 |
|
|
|
|
|
|
|
Profit before tax |
|
18,680 |
|
22,565 |
|
20,649 |
For footnotes, see page 39.
Profit before tax of US$18.7bn on a reported basis was US$3.9bn or 17% lower than that achieved in 2013. This primarily reflected lower business disposal and reclassification gains and the negative effect, on both revenue and costs, of other significant items including fines, settlements, UK customer redress and associated provisions.
Reported net operating income before loan impairment charges and other credit risk provisions ('revenue') of US$61bn was US$3.4bn or 5% lower than in 2013. In 2014 there were lower gains (net of losses) from disposals and reclassifications (2013 included a US$1.1bn accounting gain arising from the reclassification of Industrial Bank Co. Limited ('Industrial Bank') as a financial investment following its issue of additional share capital to third parties, and a US$1.1bn gain on the sale of our operations in Panama). In addition, other significant items included adverse fair value movements on non-qualifying hedges of US$0.5bn compared with favourable movements of US$0.5bn in 2013, a US$0.6bn provision arising from the ongoing review of compliance with the Consumer Credit Act in the UK as well as a net adverse movement on debit valuation adjustments on derivative contracts of US$0.4bn. These factors were partially offset by favourable fair value movements of US$0.4bn on our own debt designated at fair value, which resulted from changes in credit spreads, compared with adverse movements of US$1.2bn in 2013 together with a US$0.4bn gain on the sale of our shareholding in Bank of Shanghai in 2014.
Loan impairment charges and other credit risk provisions ('LICs') of US$3.9bn were US$2.0bn or 34% lower than in 2013, notably in North America, Europe and Latin America.
Operating expenses of US$41bn were US$2.7bn or 7% higher than in 2013, primarily as a result of significant items which were US$0.9bn higher than in 2013. These included settlements and provisions in connection with foreign exchange investigations of US$1.2bn and a charge of US$0.6bn in the US relating to a settlement agreement with the Federal Housing Finance Agency.
Income from associates of US$2.5bn was US$0.2bn or 9% higher than 2013, primarily reflecting the non-recurrence of an impairment charge of US$106m on the investment in our banking associate in Vietnam in 2013.
The Board approved a 5% increase in the fourth interim dividend in respect of 2014 to US$0.20 per share, US$0.01 higher than the fourth interim dividend in respect of 2013. Total dividends in respect of 2014 were US$9.6bn (US$0.50 per share), US$0.4bn higher than in 2013.
The transitional CET1 ratio of 10.9% was up from 10.8% at the end of 2013 and our end point basis of 11.1% was up from 10.9% at the end of 2013, as a result of continued capital generation and management actions offset by RWA growth, foreign exchange movements and regulatory changes.
Adjusted performance
For further information on non-GAAP financial measures, see page 40 for adjusted and www.hsbc.com for return on tangible equity.
From reported results to adjusted performance
To arrive at adjusted performance:
- we adjust for the year-on-year effects of foreign currency translation; and
- we adjust for the effect of significant items.
Reconciliations of our reported results to an adjusted basis are set out on page 44.
On an adjusted basis, profit before tax of US$23bn was broadly unchanged compared with 2013. Lower LICs, notably in North America, Europe and Latin America, together with a marginal rise in revenue was largely offset by higher operating expenses.
The following commentary is on an adjusted basis.
Revenue was broadly unchanged. Growth in CMB, notably in our home markets of Hong Kong and the UK, was offset by decreased revenue in RBWM, GB&M and GPB
Revenue rose by US$0.1bn to US$62bn. Revenue increased in CMB following growth in average lending and deposit balances in Hong Kong, together with rising average deposit balances and wider lending spreads in the UK. Revenue also benefited from higher term lending fees in the UK.
These factors were mostly offset by lower revenue in RBWM, GB&M and GPB. In RBWM, it was primarily driven by the run-off of our US Consumer and Mortgage Lending ('CML') portfolio with revenue in Principal RBWM broadly unchanged. In GB&M, revenue was lower due to the introduction of the funding fair value adjustment ('FFVA') on certain derivative contracts which resulted in a charge of US$263m, together with a decrease from our Foreign Exchange business, partly offset by an increase in Capital Financing. In GPB, revenue was down reflecting a managed reduction in client assets as we continued to reposition the business, and reduced market volatility.
LICs fell in the majority of our regions, notably in North America, Europe and Latin America
LICswere US$1.8bn or 31% lower than in 2013, primarily in North America and mainly in RBWM, reflecting reduced levels of delinquency and new impaired loans in the CML portfolio, together with decreased lending balances from the continued portfolio run-off and loan sales. LICs were also lower in Europe, mainly reflecting a fall in individually assessed charges in the UK in CMB and GB&M, and higher net releases of credit risk provisions on available-for-sale asset-backed securities ('ABS's) in GB&M in the UK. LICs were lower in Latin America too, primarily in Mexico and, to a lesser extent, in Brazil. In Mexico, the decrease in LICs mainly reflected lower individually assessed charges in CMB, while in Brazil LICs were lower in both RBWM and CMB, partly offset by an increase in GB&M.
Adjusted profit before tax |
(US$bn) |
|
|
Reported profit attributable to ordinary shareholders |
(US$m) |
|
Reported earnings per share |
(US$) |
|
Return on tangible equity |
(%) |
|
Operating expenses were higher, in part reflecting increases in Regulatory Programmes and Compliance costs and inflation, partly offset by further sustainable cost savings
Operating expenses were US$38bn, US$2.2bn or 6% higher than in 2013. Regulatory Programmes and Compliance costs increased as a result of continued focus on Global Standards and the broader regulatory reform programme being implemented by the industry to build the necessary infrastructure to meet today's enhanced compliance standards.
Operating expenses also increased due to inflationary pressures, including wage inflation, primarily in Asia and Latin America, and an increase in the UK bank levy charge compared with 2013. We continued to invest in strategic initiatives in support of organically growing our business, primarily in CMB. We also increased expenditure on marketing and advertising to support revenue generating initiatives, primarily in RBWM.
These factors were partially offset by further sustainable cost savings in the year of US$1.3bn, primarily by re-engineering certain of our back office processes.
The number of employees expressed in full‑time equivalent numbers ('FTE's) at the end of 2014 increased by 3,500 or 1%. The average number of FTEs was broadly unchanged as reductions through sustainable savings programmes were offset by the initiatives related to the Regulatory Programmes and Compliance and business growth.
Income from associates rose, mainly in Asia and the Middle East and North Africa
Income from associates increased, primarily reflecting higher contributions from Bank of Communications Co, Limited ('BoCom') and The Saudi British Bank, principally reflecting balance sheet growth.
The effective tax rate was 21.3% compared with 21.1% in 2013.
For more details of the Group's financial performance, see page 46.
Balance sheet strength
Total reported assets were US$2.6 trillion, 1% lower than at 31 December 2013. On a constant currency basis, total assets were US$85bn or 3% higher. Our balance sheet remained strong with a ratio of customer advances to customer accounts of 72%. This was a consequence of our business model and of our conservative risk appetite, which is based on funding the growth in customer loans with growth in customer accounts.
On a constant currency basis, loans and advances grew by US$28bn and customer accounts increased by US$47bn.
For further information on the Balance Sheet, see page 57, and on the Group's liquidity and funding, see page 163.
Total assets |
(US$bn) |
|
Post-tax return on average total assets |
(%) |
|
Loans and advances to customers17 |
(US$bn) |
|
Customer accounts17 |
(US$bn) |
|
Ratio of customer advances to customer deposits17 |
(%) |
|
For footnote, see page 39.
Capital strength
Our approach to managing Group capital is designed to ensure that we exceed current regulatory requirements and are well placed to meet those expected in the future.
We monitor capital adequacy, inter alia, by using capital ratios, which measure capital relative to a regulatory assessment of risks taken, and the leverage ratio, which measures capital relative to exposure.
In June 2013, the European Commission published the final Regulation and Directive, known collectively as CRD IV, to give effect to the Basel III framework in the EU. This came into effect on 1 January 2014.
Under the new regime, common equity tier 1 ('CET1') represents the highest form of
eligible regulatory capital against which the capital strength of banks is measured. In 2014 we managed our capital position to meet an internal target ratio on a CET1 end point basis of greater than 10%. This has since been reviewed and, in 2015, we expect to manage Group capital to meet a medium-term target for return on equity of more than 10%. This is modelled on a CET1 ratio on an end point basis in the range of 12% to 13%.
Leverage ratio
The following table presents our estimated leverage ratio in accordance with PRA instructions. The numerator is calculated using the CRD IV end point tier 1 capital definition and the exposure measure is
calculated using the EU delegated act published in January 2015 (which is based on the Basel III 2014 revised definition).
Estimated leverage ratio
|
|
2014 US$bn |
|
At 31 December |
|
|
|
Tier 1 capital under CRD IV (end point) |
|
142 |
|
Exposures after regulatory adjustment |
|
2,953 |
|
Estimated leverage ratio (end point) |
|
4.8% |
|
For further details of the leverage ratio, see page 251.
For further information on the Group's capital and our risk-weighted assets, see page 239.
Capital ratios and risk-weighted assets
CRD IV1
Common equity tier 1 ratio (transitional) |
|
Total capital ratio (transitional) |
|
Common equity tier 1 ratio (end point) |
|
Risk-weighted assets ('RWA's) |
(%) |
|
(%) |
|
(%) |
|
(US$bn) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Basel 2.51 |
|
|
|
|
|
|
Core tier 1 ratio |
|
Total capital ratio |
|
Risk-weighted assets |
|
|
(%) |
|
(%) |
|
(US$bn) |
|
|
|
|
|
|
|
|
|
For footnote, see page 39.
Meeting our targets
We set financial targets against which we measure our performance.
In 2011, we articulated our ambition to be the leading international bank and specified financial metrics against which we would measure performance through 2013. Targets were set under our understanding at the time of capital requirements and included a CET1 ratio of 9.5-10.5% under Basel III; return on equity ('ROE') of 12-15%; and a cost efficiency ratio ('CER') of 48-52% supported by US$2.5-3.5bn in sustainable cost savings over three years. Over the period to 2013, we strengthened our capital position, realised US$4.9bn in sustainable savings and increased dividend pay-outs to shareholders in line with targets.
In May 2013, we defined our strategic priorities for the period from 2014 to 2016 and revisited the financial metrics used to track performance. We continued to target an ROE of 12-15% and added a further target of US$2-3bn in sustainable savings. To allow for investment in growth initiatives and to reflect the increasing requirements involved in operating as a global bank, we revised the CER target to the mid-50s, adding that revenues must grow faster than costs ('positive jaws'). We defined a target CET1 ratio, on an end point basis, as greater than 10% and continued to seek progressive dividends for shareholders. We also set a cap on our loans to deposits ratio of 90%.
During 2014, we achieved a CET1 ratio on an end point basis of 11.1% and declared US$9.6bn of total dividends in respect of the year. We realised incremental sustainable savings of US$1.3bn and maintained a loans-to-deposits ratio of 72%. The ROE of 7.3% and the CER of 67.3% fell short of our target.
Changing regulatory and operating environment
When we set our targets in 2011, we did so based on a CET1 ratio on an end point basis of greater than 10%. Whilst this factored in foreseeable capital requirements, it did not anticipate, and could not have anticipated, the full extent of capital commitments and additional costs asked of us in the years to come. These factors have included:
·
progressively strengthening our capital levels in response to increasing capital requirements;
· the stepped increase in costs due to the implementation of regulatory change and enhancing risk controls, notably around financial system integrity and conduct;
· an increase in the bank levy;
· the continuing low interest rate environment; and
· the impact of significant items, notably the high level of fines, settlements, UK customer redress and associated provisions.
As a consequence, we are setting new targets that better reflect the present and ongoing operating environment.
From 2015, our return on equity target will therefore be replaced with a medium-term target of more than 10%. This is modelled on a CET1 ratio on an end point basis in the range of 12% to 13%.
At the same time, we are reaffirming our target of growing business revenues faster than operating expenses (on an adjusted basis).
We also remain committed to delivering a progressive dividend. The progression of dividends will be consistent with the growth of the overall profitability of the Group and is predicated on our continued ability to meet regulatory capital requirements.
We remain strongly capitalised, providing capacity for both organic growth and dividend return to shareholders.
Brand value
Maintenance of the HSBC brand and our overall reputation remains a priority for the Group.
This is our fourth year of using the Brand Finance valuation method reported in The Banker magazine as our brand value benchmark. The Brand Finance methodology provides a comprehensive measure of the strength of the brand and its impact across all business lines and customer segments. It is wholly independent and is publicly reported. Our target is a top three position in the banking peer group and we have achieved this target with an overall value of US$27.3bn
Pre-tax return on risk-weighted assets13 |
(%) |
|
Dividend payout ratio |
(%) |
|
Brand value |
(US$bn) |
|
For footnote, see page 39.
(up 2% from 2014), placing us third. We maintain an AAA rating for our brand in this year's report.
In addition to the Brand Finance measure, we have reviewed our performance in the Interbrand Annual Best Global Brands report, published in September 2014. This showed HSBC as the top ranked banking brand with a valuation of US$13.1bn (up from US$12bn in 2013) and in second place when all financial services brands are considered.
We believe this performance is driven by an underlying strong brand equity established in recent years and a consistent and active programme of activities in support of the brand throughout 2014.
Economic contribution
By running a sustainable business, HSBC is able to make a valuable contribution to the economy by paying dividends to our shareholders, salaries to our employees, payments to suppliers, and tax revenues to governments in the countries and territories where we operate. We also finance companies so that they, in turn, can create employment.
HSBC's net tax paid18
|
|
2014 US$bn |
|
2013 US$bn |
|
|
|
|
|
Tax on profits |
|
3.6 |
|
4.7 |
Employer taxes |
|
1.6 |
|
1.6 |
UK bank levy19 |
|
1.0 |
|
0.7 |
Irrecoverable value-added tax |
|
0.9 |
|
0.8 |
Other duties and levies |
|
0.8 |
|
0.8 |
|
|
|
|
|
Year ended 31 December |
|
7.9 |
|
8.6 |
For footnotes, see page 39.
Taxes collected for government20
|
|
2014 US$bn |
|
2013 US$bn |
Region |
|
|
|
|
UK |
|
1.7 |
|
1.5 |
Rest of Europe |
|
1.1 |
|
1.3 |
Asia |
|
2.0 |
|
1.5 |
North America |
|
1.0 |
|
1.0 |
Latin America |
|
3.3 |
|
3.5 |
|
|
9.1 |
|
|
Year ended 31 December |
|
9.1 |
|
8.8 |
For footnote, see page 39.
Distribution of economic benefits
|
|
2014
US$bn |
2013 US$bn |
2012
US$bn |
Net cash tax outflow |
|
7.9 |
8.6 |
9.3 |
Distributions to shareholders and non-controlling interests |
|
10.6 |
10.2 |
8.7 |
Employee compensation
and benefits |
|
20.4 |
19.2 |
20.5 |
General administrative expenses including premises and procurement |
|
18.6 |
17.1 |
20.0 |
Pro-forma post-tax profit allocation21
|
|
2014
% |
|
2013
% |
|
|
|
|
|
Retained earnings/capital |
|
32 |
|
53 |
Dividends |
|
53 |
|
35 |
Variable pay |
|
15 |
|
12 |
|
|
|
|
|
Year ended 31 December |
|
100 |
|
100 |
For footnote, see page 39.
Market capitalisation and total shareholder return
|
|
|
Closing market price |
US$0.50 ordinary shares
in issue |
Market
capitalisation |
|
London |
Hong Kong |
American
Depositary Share22 |
19,218m |
US$182bn |
|
£6.09 |
HK$74.00 |
US$47.23 |
2013: 18,830m 2012: 18,476m |
2013: US$207bn 2012: US$194bn |
|
2013: £6.62 2012: £6.47 |
2013: HK$84.15 2012: HK$81.30 |
2013: US$55.13 2012: US$53.07 |
|
|
|
|
|
|
|
|
|
Total shareholder return23 |
|
|
|
Over 1 year |
Over 3 years |
Over 5 years |
To 31 December 2014 |
|
|
97 |
144 |
109 |
Benchmarks: |
|
|
|
|
|
- MSCI Banks24 |
|
|
100 |
160 |
132 |
For footnotes, see page 39.
Remuneration
Our remuneration strategy rewards commercial success and compliance with our risk management framework.
The quality of our people and their commitment to the Group are fundamental to our success. We therefore aim to attract, retain and motivate the very best people who are committed to a long-term career with HSBC in the long-term interests of shareholders.
Employee remuneration
Our remuneration strategy is designed to reward competitively the achievement of long-term sustainable performance. HSBC's reward package comprises four key elements of remuneration:
- fixed pay;
- benefits;
- annual incentive; and
- the Group Performance Share Plan ('GPSP').
The governance of our remuneration principles and oversight of their implementation by the Group Remuneration Committee ensures what we pay our people is aligned to our business strategy and performance is judged not only on what is achieved over the short- and long-term but also, importantly, on how it is achieved, as we believe the latter contributes to the long‑term sustainability of the business.
Full details of our remuneration policy may be found under Remuneration Policy on our website (http://www.hsbc.com/investor-relations/governance).
Industry changes and key challenges
New regulatory requirements such as the bonus cap have influenced how we pay our senior executives and those of our employees identified by the PRA as having a material impact on the institution's risk profile, being what are termed 'material risk takers' ('MRTs'). This year, a new requirement has been introduced for firms to ensure that clawback (i.e. a firm's ability
to recoup paid and/or vested awards) can be applied to all variable pay awards granted on or after 1 January 2015 for a period of at least seven years from the date of award. These requirements present challenges for HSBC in ensuring that the total compensation package for our employees in all of the markets in which we operate around the world remains competitive, in particular, relative to other banks not subject to these requirements.
Looking ahead to 2015/2016, further significant regulatory changes to executive remuneration are expected and it is possible that we will need to make changes to our remuneration policy in 2016. The number and volume of changes that have been and are being proposed hinders our ability to communicate with any certainty to our current and potential employees the remuneration policies and structures that would apply to them. It also contributes to a general misunderstanding about how our policies work and the effect of those policies on employee performance.
For full details of industry changes and key challenges, see page 300.
Variable pay pool
The total variable pay pool for 2014 was US$3.7bn, down from US$3.9bn in 2013:
|
|
Group |
|
|
2014
US$m |
2013
US$m |
Variable pay pool25 |
|
|
|
- total |
|
3,660 |
3,920 |
- as a percentage of pre-tax profit (pre-variable pay) |
|
16% |
15% |
- percentage of pool deferred |
|
14% |
18% |
For footnote, see page 39.
The Group Remuneration Committee considers many factors in determining HSBC's variable pay pool, including the performance of the Group considered in the context of our risk appetite statement.
This ensures that the variable pay pool is shaped by risk considerations and by an integrated approach to business, risk and capital management which supports achievement of our strategic objectives.
The Group Remuneration Committee also takes into account Group profitability, capital strength, shareholder returns, the distribution of profits between capital, dividends and variable pay, the commercial requirement to remain market competitive and overall affordability.
For full details of variable pay pool determination, see pages 309.
Relative importance of expenditure on pay
The following chart provides a breakdown of total staff pay relative to the amount paid out in dividends.
Relative importance of expenditure on pay |
(US$m) |
|
For footnotes, see page 39.
Directors' remuneration
The remuneration policy for our executive and non-executive Directors was approved at the Annual General Meeting on 23 May 2014. The full policy is available in the Directors' Remuneration Report in the Annual Report and Accounts 2013, a copy of which can be obtained by visiting the following website: http://www.hsbc.com/ investor-relations/financial-and-regulatory-reports.
The single total figure for Directors' remuneration required by Schedule 8 of the Large and Medium-Sized Companies (Accounts and Reports) Regulations 2008 is as follows:
Executive Directors
|
|
Douglas Flint |
|
Stuart Gulliver |
|
Iain Mackay |
|
Marc Moses |
|
|
2014
£000 |
|
2013
£000 |
|
2014
£000 |
|
2013
£000 |
|
2014
£000 |
|
2013
£000 |
|
2014
£000 |
|
2013
£000 |
Fixed pay |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Base salary |
|
1,500 |
|
1,500 |
|
1,250 |
|
1,250 |
|
700 |
|
700 |
|
700 |
|
- |
Fixed pay allowance |
|
- |
|
- |
|
1,700 |
|
- |
|
950 |
|
- |
|
950 |
|
- |
Pension |
|
750 |
|
750 |
|
625 |
|
625 |
|
350 |
|
350 |
|
350 |
|
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2,250 |
|
2,250 |
|
3,575 |
|
1,875 |
|
2,000 |
|
1,050 |
|
2,000 |
|
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Variable pay |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Annual incentive |
|
- |
|
- |
|
1,290 |
|
1,833 |
|
867 |
|
1,074 |
|
1,033 |
|
- |
GPSP |
|
- |
|
- |
|
2,112 |
|
3,667 |
|
1,131 |
|
2,148 |
|
1,131 |
|
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
- |
|
- |
|
3,402 |
|
5,500 |
|
1,998 |
|
3,222 |
|
2,164 |
|
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total fixed and variable pay |
|
2,250 |
|
2,250 |
|
6,977 |
|
7,375 |
|
3,998 |
|
4,272 |
|
4,164 |
|
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Benefits |
|
136 |
|
48 |
|
589 |
|
591 |
|
43 |
|
33 |
|
6 |
|
- |
Non-taxable benefits |
|
105 |
|
102 |
|
53 |
|
67 |
|
28 |
|
53 |
|
33 |
|
- |
Notional return on deferred cash |
|
41 |
|
27 |
|
- |
|
- |
|
11 |
|
7 |
|
36 |
|
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total single figure of remuneration |
|
2,532 |
|
2,427 |
|
7,619 |
|
8,033 |
|
4,080 |
|
4,365 |
|
4,239 |
|
- |
Douglas Flint, as Group Chairman, is not eligible for an annual incentive but was eligible under the policy to receive a one‑time GPSP award for 2014.
Marc Moses, the Group Chief Risk Officer, was appointed an executive Director with effect from 1 January 2014, reflecting the criticality of the Risk function to HSBC and his leadership of the function, and recognises
his personal contribution to the Group. His 2013 figures have not been disclosed.
For full details of Directors' remuneration, see page 307.
Remuneration policy going forward
Our remuneration policy was approved by shareholders at the 2014 Annual General
Meeting and will apply for performance year 2015. The table below summarises how each element of pay will be implemented in 2015.
External reporting
The required remuneration disclosures for Directors, MRTs and highest paid employees in the Group are made in the Directors' Remuneration Report on pages 300 to 323.
Purpose and link to strategy |
Operation and planned changes to policy |
|
|
Fixed pay |
|
Base salary |
Base salary levels will remain unchanged from their 2014 levels as follows: · Douglas Flint: £1,500,000 · Stuart Gulliver: £1,250,000 · Iain Mackay: £700,000 · Marc Moses: £700,000 |
|
|
Fixed pay allowance28 |
Fixed pay allowances will remain unchanged from their 2014 levels as follows: · Douglas Flint: Nil · Stuart Gulliver: £1,700,000 · Iain Mackay: £950,000 · Marc Moses: £950,000 |
Pension |
Pension allowances to apply in 2015 as a percentage of base salary will remain unchanged as follows: · Douglas Flint: 50% · Stuart Gulliver: 50% · Iain Mackay: 50% · Marc Moses: 50% |
|
|
Benefits |
|
Benefits |
No changes are proposed to the benefits package for 2015. |
|
|
Variable pay |
|
Annual incentive28 |
No changes are proposed to the annual incentive. |
GPSP |
No changes are proposed to the GPSP. |
For footnote, see page 39.
Sustainability
Sustainability underpins our strategic priorities and enables us to fulfil our purpose as an international bank.
At HSBC, how we do business is as important as what we do. For us, sustainability means building our business for the long term by balancing social, environmental and economic considerations in the decisions we make. This enables us to help businesses thrive and contribute to the health and growth of communities.
Approach to corporate sustainability
Corporate sustainability is governed by the Conduct & Values Committee, a sub-committee of the Board which oversees and advises on a range of issues including adherence to HSBC's values and ensuring we respond to the changing expectations of society and key stakeholders.
Sustainability priorities are set and programmes are led by the Global Corporate Sustainability function. HSBC's country operations, global functions and global businesses work together to ensure sustainability is embedded into the Group's business and operations and properly implemented. Executives within the Risk and the HSBC Technology and Services functions hold a specific remit to deliver aspects of the sustainability programme for the Group.
Our sustainability programme focuses on three areas: sustainable finance; sustainable operations, and sustainable communities.
Sustainable finance
We anticipate and manage the risks and opportunities associated with a changing climate, environment and economy. In a rapidly changing world, we must ensure our business anticipates and prepares for shifts in environmental priorities and societal expectations.
Sustainability risk framework
We manage the risk that the financial services which we provide to customers may have unacceptable effects on people or the environment. Sustainability risk can also lead to commercial risk for customers, credit risk for HSBC and significant reputational risk.
For over 10 years we have been working with our business customers to help them understand and manage their environmental and social impact in relation to sensitive sectors and themes. We assess and support customers using our own policies which we regularly review and refine. We have policies covering agricultural commodities, chemicals, defence, energy, forestry, freshwater infrastructure, mining and metals, World Heritage Sites and Ramsar Wetlands. We also apply the Equator Principles.
We welcome constructive feedback from non-governmental organisations and campaign groups and regularly discuss matters of shared interest with them.
Our sustainability risk framework is based on robust policies, formal processes and well‑trained, empowered people.
In 2014, we trained risk and relationship managers in sustainability risk, focusing on the recent policy updates and revised processes. Our designated Sustainability Risk Managers provided training to executives from Risk, GB&M and CMB in every geographical region.
We have used the Equator Principles since 2003. A new version of the Equator Principles - EP3 - was launched in 2013, and HSBC introduced these changes on 1 January 2014 following training and the development of clear templates to ensure the transition was smooth.
Data and the independent assurance of our application of the Equator Principles will be available at hsbc.com in April 2015.
Policy reviews and updates in 2014
In 2014, we published the reports of two independent reviews into the content and implementation of our Forest Land and Forest Products Sector Policy, by Proforest and PricewaterhouseCoopers LLP, respectively. We also issued new policies on forestry, agricultural commodities and World Heritage Sites and Ramsar Wetlands, reflecting the recommendations. These documents can be found online at hsbc.com/sus-risk.
Forestry policy
The new forestry policy, issued in March 2014, requires forestry customers to gain 100% certification by the Forest Stewardship Council ('FSC') or the Programme for the Endorsement of Forest Certification ('PEFC') in high risk countries by 31 December 2014. Certification requires that customers are operating legally and sustainably.
Feedback from stakeholders on the new policy was positive. Timber customers from affected countries such as Turkey and Mexico were receptive to the new standards, gained certification as a result of the new requirement and benefited from advice. Other customer relationships will end as soon as contractual terms allow, in cases where customers have been unable or unwilling to meet the new standards.
Agricultural commodities policy
The new agricultural commodities policy requires palm oil customers to become members of the Roundtable on Sustainable Palm Oil ('RSPO') by 30 June 2014, to have at least one operation certified by the end of 2014 and all operations by the end of 2018.
A number of customer relationships will be closed where the deadline has not been met. Other customers have succeeded in joining the RSPO and having at least one operation certified by the end of 2014. One example is an Indonesian processing, refining and export company. HSBC started to engage with this and other companies in January 2014 on the changes and continued to offer advice. The management of the company sought expert advice from third parties to understand more about RSPO certification, which they found was less complex than they had imagined. Two units of the company obtained RSPO certification in June 2014, and one further is planned.
In order to encourage the shift towards sustainable palm oil we have introduced a discounted prepayment export finance product for trade flows of certified sustainable palm oil. This structured, bespoke financing was launched in Singapore and Indonesia in 2014 and in Malaysia in early 2015.
The inaugural financing using this product was for a major palm oil exporter which has been a member of the RSPO for ten years and is now fully certified. The product is available to both existing and future clients and is hoped to encourage an expansion in the proportion of palm oil that is certified sustainable.
Customers in Malaysia, Indonesia, mainland China, Taiwan, South Korea, Thailand, Turkey and Mexico have decided to certify their operations as a result of HSBC's new policies and deadlines. A number of others were already certified. Fuller reporting on the effect of these new policies will be available in April 2015 at hsbc.com.
The World Heritage Sites and Ramsar Wetlands policy
This is designed to protect unique sites of outstanding international significance as listed by the UN and wetlands of international importance. The policy relates to all business customers involved in major projects, particularly in sectors such as forestry, agriculture, mining, energy, property and infrastructure development.
The policy helps HSBC to make balanced and clear decisions on whether or not to finance projects which could have an effect on these sites or wetlands. HSBC has avoided financing projects in light of the policy.
Our approach to managing sustainability risk is described on page 237.
Climate business
We understand that in response to climate change there is a shift required towards a lower-carbon economy. We are committed to accelerating that shift by supporting customers involved in 'climate business' by seeking long-term low-carbon commercial business opportunities. Our climate business includes clients in the solar, wind, biomass, energy efficiency, low-carbon transport and water sectors. In 2014, our Climate Change Research team was recognised as the top team in the industry. We were also a leader in public markets equity-related wind financings for international companies, including the largest wind turbine equity raising since 2010 as part of the €1.4bn Vestas refinancing.
'Green bonds' are any type of bond instruments where the proceeds will be exclusively applied to finance climate or environmental projects. In April 2014, HSBC became a member of the International Capital Market Association Executive Committee for the Green Bond Principles. The Green Bond Principles are voluntary process guidelines that recommend transparency and disclosure and promote integrity in the development of the green bond market by clarifying the approach for issuance of a green bond.
In 2014, we commissioned a report, 'Bonds and Climate Change: the state of the market in 2014' from the Climate Bonds Initiative to help raise awareness of climate financing.
HSBC has been at the forefront of this fast-developing area. In 2014, we were the sole global coordinator and joint leader, manager and bookrunner for the first green bond issue by an Asian corporate issuer, Advanced Semiconductor Engineering Inc. We also acted as sole global coordinator on the first green bond issued by Abengoa, the first high-yield green bond to be issued in Europe as well as the being a joint lead manager and bookrunner for the first government issuer in the Canadian market for the Province of Ontario.
UN Environment Programme Finance Initiative Principles for Sustainable Insurance
As a signatory to the Principles for Sustainable Insurance ('PSI'), a global sustainability framework, HSBC's Insurance business has committed to integrating environmental, social and governance issues across its processes, and to publicly disclosing its progress in doing so on an annual basis. A global programme manager has been appointed to provide leadership, co-ordination and control of Insurance sustainability initiatives world-wide and ensure alignment with the Group's approach and the requirements of the PSI initiative. This includes driving appropriate activities both within the Insurance business and with partners, regulators and other industry players; disseminating industry best practice, and developing global insurance sustainability initiatives.
Sustainable operations
Managing our own environmental footprint supports business efficiency and is part of our long-term contribution to society. We work together and with our suppliers to find new ways to reduce the impact of our operations on the environment. We are purchasing renewable energy, designing and operating our buildings and data centres more efficiently and reducing waste. We have committed to cut our annual per employee carbon emissions from 3.5 to 2.5 tonnes by 2020.
Sustainability Leadership Programme
To deliver our ten sustainability goals we have trained 847 senior managers through HSBC's Sustainability Leadership Programme since 2009. The programme is a mix of hands-on learning and leadership development sessions and is aligned to the HSBC Values agenda. The programme participants are expected to embed sustainability into decision-making and project delivery in the businesses and functions where they work.
Renewable energy procurement
In 2014, we signed three power purchase agreements with renewable energy generators in the UK and India. This is expected to provide 9% of HSBC's energy. In August, a 10-megawatt solar power plant in Hyderabad, India came online to provide the Group with clean energy. This is expected to power three Global Service Centres and a Technology Centre in India. HSBC played a key role in facilitating the project by agreeing to purchase the plant's energy at a government backed fixed price for the next ten years. The plant will provide a clean and reliable source of energy. In addition, we have redefined our renewables target only to count energy from newly constructed renewable energy sources which have been commissioned by HSBC.
Paper use
Our paper goal is being achieved in three ways: ensuring that the paper we buy is from a sustainable source in accordance with our paper sourcing policy, reducing the volume of paper consumed by our offices and branches and providing paperless banking for all retail and commercial customers. We have continued to reduce the total amount of paper purchased and to increase the proportion of paper we use that is certified as sustainably sourced by the FSC and PEFC. Since 2011, we have achieved a 53% reduction in paper purchased. Certified sustainably sourced paper reached 92% of all paper used by the end of 2014.
Our 10-point sustainable operations strategy |
1. Sustainability engagement: encourage employees to deliver improved efficiency by 2020 2. Supply chain collaboration: sustainable savings through efficiency and innovation 3. HSBC Eco-efficiency fund: US$50m annually to develop new ways of working, based on employee innovations 4. Energy: reduce annual energy consumption per employee by 1MWh by 2020, compared to 6.2MWh in 2011 5. Waste: use less, and recycle 100% of our office waste and electronic waste 6. Renewables: aim to increase energy consumption from renewables to 25% by 2020 from zero 7. Green buildings: design, build and run energy efficient, sustainable buildings to the highest international standards 8. Data centres: achieve an energy efficiency (power usage effectiveness) rating of 1.5 by 2020 9. Travel: reduce travel emissions per employee 10. Paper: paperless banking available for all retail and commercial customers and 100% sustainably sourced paper by 2020 |
Carbon emissions
HSBC's carbon dioxide emissions are calculated on the basis of the energy used in our buildings and employee business travel from over 28 countries (covering about 93% of our operations by FTE). The data gathered on energy consumption and distance travelled are converted to carbon dioxide emissions using conversion factors from the following sources, if available, in order of preference:
1. factors provided by the data/service providers;
2. factors provided by the local public environmental authorities. For electricity, if specific factors cannot be obtained from the above two sources we use the latest available carbon
emission factors for national grid electricity from the International Energy Agency as recommended for use by the Greenhouse Gas Protocol; and
3. for other types of energy and travel, if no specific factors can be obtained from the first two sources, we use the latest available factors provided by the UK Department for Environment, Food and Rural Affairs and/or the Department of Energy and Climate Change in the UK.
To incorporate all of the operations over which we have financial (management) control, the calculated carbon dioxide emissions are scaled up on the basis of the FTE coverage rate to account for any missing data (typically less than 10% of FTEs). In addition, emission uplift rates are applied to allow for uncertainty on the quality and coverage of emission measurement and estimation. The rates are 4% for electricity, 10% for other energy and 6% for business travel, based on the Intergovernmental Panel on Climate Change Good Practice Guidance and Uncertainty Management in National Greenhouse Gas Inventories, and our internal analysis of data coverage and quality.
Carbon dioxide emissions in tonnes
|
|
2014 |
2013 |
|
|
|
|
Total |
|
752,000 |
889,000 |
From energy |
|
633,000 |
755,000 |
From travel |
|
119,000 |
134,000 |
Carbon dioxide emissions in tonnes per FTE
|
|
2014 |
2013 |
|
|
|
|
Total |
|
2.92 |
3.43 |
From energy |
|
2.46 |
2.91 |
From travel |
|
0.46 |
0.52 |
Our greenhouse gas reporting year runs from October to September. For the year ended 30 September 2014, carbon dioxide emissions from our global operations were 752,000 tonnes.
Sustainable communities
We believe that education and resources such as safe water and sanitation are essential to resilient communities which are, in turn, the basis of thriving economies and businesses.
We provide financial contributions to community projects, and thousands of employees across the world get involved by volunteering their time and sharing their skills.
Volunteering and donations
Thousands of HSBC employees globally are involved every year in volunteering for our Community Investment programmes. Further details on our programmes are available at hsbc.com and will be updated with information for 2014 in April 2015.
In 2014, we donated a total of US$114m to community projects (2013: US$117m). Of this, US$66m was donated in Europe (2013: US$64m); US$28m was donated in Asia-Pacific (2013: US$24m); US$3m was donated in the Middle East (2013: US$5m); US$10m was donated in North America (2013: US$11m); and US$7m was donated in Latin America (2013: US$12m).
Employees gave 303,922 hours of their time to volunteer during the working day (2013: 255,925 hours).
Human rights
We apply human rights considerations directly as they affect our employees and indirectly through our suppliers and customers, in the latter case in particular through our project finance lending and sustainability risk policies. Human rights issues most directly relevant for HSBC are those relating to the right to just and favourable conditions of work and remuneration, the right to equal pay for equal work, the right to form and join trade unions, the right to rest and leisure and the prohibition of slavery and child labour. Alongside our own commitments, such as our HSBC Code of Conduct for Suppliers (in place since 2005), the HSBC Global Standards Manual and HSBC Values, we have signed up to global commitments and standards, including the UN Global Compact, the Universal Declaration of Human Rights and the Global Sullivan Principles.
Further detail on our 2014 performance will be available from the end of April 2015 on our website, along with independent assurance of our application of the Equator Principles and carbon emissions.
On behalf of the Board
D J Flint
Group Chairman
HSBC Holdings plc
23 February 2015
Footnotes to Strategic Report
1 On 1 January 2014, CRD IV came into force and capital and RWAs at 31 December 2014 are calculated and presented on this basis. Prior to this, capital and RWAs were calculated and presented on a Basel 2.5 basis. In addition, capital and RWAs at 31 December 2013 were also estimated based on the Group's interpretation of final CRD IV legislation and final rules issued by the PRA. At 31 December 2012, the CRD IV estimated capital and RWAs were based on the July 2011 draft CRD IV text.
2 Dividends recorded in the financial statements are dividends per ordinary share declared in a year and are not dividends in respect of, or for, that year. The third interim dividend for 2013 of US$0.10 was paid on 11 December 2013. The fourth interim dividend for 2013 of US$0.19 was paid on 30 April 2014. First, second and third interim dividends for 2014, each of US$0.10 per ordinary share, were paid on 10 July 2014, 9 October 2014 and 10 December 2014, respectively. Note 9 on the Financial Statements provides more information on the dividends declared in 2014. On 23 February 2015, the Directors declared a fourth interim dividend for 2014 of US$0.20 per ordinary share in lieu of a final dividend, which will be payable to ordinary shareholders on 30 April 2015 in cash in US dollars, or in pounds sterling or Hong Kong dollars at exchange rates to be determined on 20 April 2015, with a scrip dividend alternative. The reserves available for distribution at 31 December 2014 were US$48,883m.
Quarterly dividends of US$15.5 per 6.20% non-cumulative Series A US dollar preference share, equivalent to a dividend of US$0.3875 per Series A American Depositary Share, each of which represents one-fortieth of a Series A US dollar preference share, were paid on 17 March 2014, 16 June 2014, 15 September 2014 and 15 December 2014.
Quarterly coupons of US$0.508 per security were paid with respect to 8.125% capital securities on 15 January 2014, 15 April 2014, 15 July 2014 and 15 October 2014.
Quarterly coupons of US$0.50 per security were paid with respect to 8% capital securities on 17 March 2014, 16 June 2014, 15 September 2014 and 15 December 2014.
3 The cost efficiency ratio is defined as total operating expenses divided by net operating income before loan impairment charges and other credit risk provisions.
4 The return on average ordinary shareholders' equity is defined as profit attributable to ordinary shareholders of the parent company divided by average ordinary shareholders' equity.
5 Established on 5 December 2014.
6 Intermediation of securities, funds and insurance products, including Securities Services in GB&M.
7 Merger and acquisition, event and project financing, and co-investments in GPB.
8 Including Foreign Exchange, Rates, Credit and Equities.
9 Including portfolio management.
10 Including private trust and estate planning (for financial and non-financial assets).
11 Including hedge funds, real estate and private equity.
12 The sum of balances presented does not agree to consolidated amounts because inter-company eliminations are not presented here.
13 Pre-tax return on average risk-weighted assets is calculated using average RWAs based on a Basel 2.5 basis for all periods up to and including 31 December 2013 and on a CRD IV end point basis for all periods from 1 January 2014.
14 Net operating income before loan impairment charges and other credit risk provisions, also referred to as 'revenue'.
15 Loan impairment charges and other credit risk provisions.
16 Share of profit in associates and joint ventures.
17 From 1 January 2014, non-trading reverse repos and repos are presented as separate lines in the balance sheet. Previously, non-trading reverse repos were included within 'Loans and advances to banks' and 'Loans and advances to customers' and non-trading repos were included within 'Deposits by banks' and 'Customer accounts'. Comparative data have been re-presented accordingly. Non-trading reverse repos and repos have been presented as separate lines in the balance sheet to align disclosure with market practice and provide more meaningful information in relation to loans and advances. The extent to which reverse repos and repos represent loans to/from customers and banks is set out in Note 17 on the Financial Statements.
18 Taxes paid by HSBC relate to HSBC's own tax liabilities and is reported on a cash flow basis.
19 UK bank levy paid reflects the payments made to the tax authorities during the calendar year and may differ from the recognition of liabilities charged to the income statement.
20 Taxes collected relate to those taxes which HSBC is liable to pay as agent for taxation authorities across the world and include all employee-related taxes, together with taxes withheld from payments of interest and charged on the provision of goods and services to its customers. Taxes collected are reported on a cash flow basis.
21 Excludes movements in the fair value of own debt and before variable pay distributions.
22 Each American Depositary Share represents five ordinary shares.
23 Total shareholder return is defined as the growth in share value and declared dividend income during the relevant period.
24 The Morgan Stanley Capital International World Bank Index.
25 The 2014 Group pre-tax pre-variable pay profit calculation as described in the Directors' Remuneration Report on page 309 .The percentage of variable pay deferred for the Code Staff population was 50%.
26 Dividends per ordinary share in respect of that year. For 2014, this includes the first, second and third interim dividends paid in 2014 of US$5.8bn (gross of scrip) and a fourth interim dividend of US$3.8bn.
27 Employee compensation and benefits in 2013 totalled US$19,196m which included an accounting gain arising from a change in the basis of delivering ill-health benefits in the UK of US$430m. Excluding this accounting gain, 2013 employee compensation and benefits totalled US$19,626m.
28 This approach applies to all executive Directors with the exception of the Group Chairman, Douglas Flint, who is not eligible for a fixed pay allowance or variable pay awards.
This information is provided by RNS
The company news service from the London Stock Exchange
END
ACSJMMJTMBJTBTA
