HSBC Holdings PLC · LSE:HSBA
HSBC — Investor Presentation (September 2009)
46 slides from HSBC's investor presentation, Sep 11, 2009
Slide 1: Managing Risk at HSBC Holdings plc
Managing Risk at HSBC Holdings plc Presentation to Investors and Analysts London, 11 September 2009
Slide 2: Forward-looking statements
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 fu
Slide 3: Risk Management
Risk Management
Slide 4: The risks HSBC faces
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
Slide 5: Risk Management Philosophy
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 b
Slide 6: Risk Management Governance
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 pl
Slide 7: Risk Management Responsibility
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
Slide 8: Policy, Reporting, Systems and People
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
Slide 9: Risk Appetite
wagware yore o HSBC
Slide 10: Risk Appetite framework is a critical building block
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
Slide 11: Risk capital and performance planned and monitored in an integrated manner
Risk Appetite Process: Risk capital and performance are planned and monitored in an integrated manner 1 Customer Groups Gross Advances 4 Asset Growth Projections 2 Planning Function Risk Function Risk Weighted Assets Asset Growth (EAD) RoE: Credit Quality Projections (PD) Other RA Metrics: EP, Recov
Slide 12: Economic Capital provides a common currency for risk and capital
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 exp
Slide 13: Capital and Risk at HSBC
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
Slide 14: Stress testing: Risk profile assessed under stress scenarios
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 Grou
Slide 15: HSBC Group Credit Risk Profile
HSBC Group Credit Risk Profile
Slide 16: Managing balance sheet risk
Credit Risk Profile Managing balance sheet risk US$bn 1 2,652 -9% 149 2,422 313 149 Other 353 448 Financial investments 414 Trading assets 525 311 Derivatives Loans and advances to customers 983 925 Interbank and cash 234 270 31 Dec 08 30 Jun 09 Note: (1) Restated at constant currency 16
Slide 17: Overview of Group consolidated assets Jun 09
Credit Risk Profile Overview of Group consolidated assets 30 Jun 09, US$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 securi
Slide 18: Key Elements of Risk at HSBC: Retail Credit Risk
Key Elements of Risk at HSBC: Retail Credit Risk
Slide 19: HSBC's Retail Credit portfolio
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$437.8bn 19
Slide 20: Caps and triggers enable well-diversified portfolios
Retail Risk Caps and triggers enable well-diversified portfolios and avoid concentration of risk and excessive growth rates Regular reporting to Group Management Board Advances and Product e.g. Mortgages, Cards, Other PFS Monitors concentration, growth rates, delinquency and write-offs against plan
Slide 21: Group Retail Risk reviews credit risk in the regions
Retail Risk Group Retail Risk reviews credit risk in the regions, incorporating: Structure Management Information Portfolio and Products Credit Policy and Underwriting Governance and Strategy Model Development and Validation People and Resources Impairment Allowances Retail Risk Systems and Data Col
Slide 22: Centres of Excellence
Retail Risk Centres of Excellence Global Analytics Collections • Global organisation and governance • Target Operating Model: achieve best in class • Improves model development and achieves consistency • Best practice sharing to support developing countries • Supports developing countries • OneHSBC
Slide 23: HSBC Finance Corporation
Retail Risk HSBC Finance Corporation1 Loan impairment charges2 Customer loans, US$bn Total Portfolio Run-off portfolio US$bn 5 4.6 4.6 20% 30 Jun 07 41.5 12.7 48.8 18.6 121.6 4.2 3.9 4 3.4 3.4 15% 31 Dec 07 36.2 12.9 50.2 18.3 117.6 3.3 3.2 3 30 Jun 08 31.5 12.5 49.0 16.9 109.9 12.3% 10% 2.0 10.9% 1
Slide 24: UK and HK Mortgages: Credit quality remains resilient
Retail Risk UK and HK Mortgages: Credit quality of the portfolio remains resilient UK Mortgage Lending, US$bn 1 90.2 96.8 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-val
Slide 25: Personal lending challenges
Retail Risk Personal lending challenges Themes HSBC Action US Economic environment: Rising unemployment Management of US portfolio on track Tighten credit criteria and focus any growth on Lag of US impact on other regions emerging markets Adapting charges, minimum payments, bankruptcy, Rate of regul
Slide 26: Lessons learnt
Retail Risk Lessons learnt Lesson Action Taken Consider withdrawal from higher risk products, Focus on more strategic growth with lower but more segments and markets sustainable income Refocused global risk policy on lower risk customers, Global economic events overlaying local issues products and d
Slide 27: Key Elements of Risk at HSBC: Wholesale and Market Risk
Key Elements of Risk at HSBC: Wholesale and Market Risk
Slide 28: HSBC's Wholesale Credit portfolio
Wholesale Risk HSBC’s Wholesale Credit portfolio Product mix of Wholesale Gross loans and advances to customers and banks at 30 Jun 091 26% 29% 1% 10% 15% 4% 14% 1% Commercial, industrial and international trade Commercial real estate Other property-related Government Other commercial Financial Asse
Slide 29: Management process for Credit Risk
Wholesale Risk Management process for Credit Risk Due diligence and credit assessment undertaken for each client Approval on a client-by-client basis All clients have a relationship manager No credit committees; rather a hierarchy of individual Single Approval Authority structure approval authoritie
Slide 30: Management process for Credit Risk (continued)
Wholesale Risk Management process for Credit Risk (continued) Sets appetite for global names annually Management co-ordination of Group-wide exposures to Global Annual Review global client groups Objective offline appraisal of risk conducted for both corporates and banks Governance = Credit Risk Ana
Slide 31: Areas of Special Interest
Wholesale Risk Areas of Special Interest Reduced exposure in line with overall risk appetite to sector Insurance Concentrating exposure to the most substantial companies Exposure controlled since 1H07 with caps on underwriting and hold levels Leveraged Financing Effect of lower credit quality on imp
Slide 32: Actions taken in response to market conditions
Wholesale Risk Actions taken in response to market conditions Watch and Worry List procedures enhanced Crisis Management Procedures renewed and strengthened Enhanced settlement control procedures Improvement to Management Information Reinforcement of the conservative credit risk culture 32
Slide 33: A combined Wholesale Credit and Market Risk function
Wholesale and Market Risk A combined Wholesale Credit and Market Risk function Holistic approach to managing wholesale credit Brings together Counterparty and Market Risks and market risk Credit exposures driven by uncertain market Market Contingent Credit Risk movements Market exposures impacted by
Slide 34: Market Risk: Governance and management
Market Risk Governance and management Group Management Board General Measures Risk appetite capped by limits set by Group Risk Management Meeting Management Board Group Market Risk Risk managed at entity level within defined limits Entity Asset Liability Committee Specific Measures Principal Office
Slide 35: Market Risk: Monitoring and limiting exposures
Market Risk Monitoring and limiting exposures A single measure is not sufficient HSBC Holdings Daily Value at Risk (VaR) 300 250 200 Stress Testing Value at Risk (VaR) 150 Sensitivities 100 50 Position 0 Jun-07 Jul-07 Aug-07 Oct-07 Nov-07 Apr-08 Jul-08 Aug-08 Nov-08 Jun-09 Feb-08 Feb-09 Jan-08 May-0
Slide 36: Commercial Banking: Stabilising loan impairment charges
Wholesale Risk Commercial Banking: Stabilising loan impairment charges in line with 2H08 Loan impairment charges and other credit risk provisions, US$bn 1.8 1.55 1.53 1.5 1.2 50% 58% 0.9 0.55 0.6 77% 50% 42% 0.3 0.0 23% 1H08 2H08 1H09 1 Faster-growing emerging markets Developed markets Impairment ch
Slide 37: Global Banking and Markets: Lower write-downs, higher loan impairment charges
Wholesale Risk Global Banking and Markets: Lower write-downs but higher loan impairment charges; no change to stress test guidance on available-for-sale (AFS) Asset-Backed Securities (ABS) Write-downs, US$bn Available-for-sale ABS – impairment, US$m 3.9 539 1.5 224 0.8 55 1H08 2H08 1H09 1H08 2H08 1H
Slide 38: Global Banking and Markets: write-downs and impairments
Wholesale Risk Global Banking and Markets: Managing balance sheet risk – write-downs and impairments Write-down/(recovery) Carrying amount at end US$m 1H08 2H08 1H09 Jun 08 Dec 08 Jun 09 Sub-prime mortgage related assets – Loan securitisation 301 292 156 1,565 1,213 943 – Credit trading 665 150 83 1
Slide 39: Available-for-sale Asset-Backed Securities
Wholesale Risk Global Banking and Markets: Available-for-sale (AFS) Asset-Backed Securities (ABS) Carrying value AFS reserve US$bn 31 Dec 08 30 Jun 09 31 Dec 08 30 Jun 09 Government agency 20.3 14.1 0.3 0.1 Structured Investment Conduits (SICs) 14.6 12.9 (7.2) (6.6) Other 21.3 20.1 (11.8) (11.0) Tot
Slide 40: Key Elements of Risk at HSBC: Liquidity Risk
Key Elements of Risk at HSBC: Liquidity Risk
Slide 41: Managing Liquidity Risk at HSBC
Liquidity Risk Managing Liquidity Risk at HSBC Fund illiquid assets with core customer deposits Where core customer deposits are not available as a source of funding, use long term professional funding In addition we maintain liquidity “buffers” to cater for stress – both firm specific and market wi
Slide 42: Diversity of funding and liquidity strength
Liquidity Risk Diversity of funding and liquidity strength US$bn 31 Dec 20081 30 Jun 2009 % change Customer loans and advances 419 216 307 41 983 401 199 287 38 925 -6% Customer accounts 461 248 343 121 1,173 482 240 331 110 1,163 -1% Personal Financial Services Commercial Banking Global Banking and
Slide 43: The future of Liquidity Risk management
Liquidity Risk The future of Liquidity Risk management FSA Regime - 2010 Increased competition for customer deposits Role of Central Bank facilities - unclear No substantial change to the HSBC approach 43
Slide 44: Conclusion
Conclusion HSBC <> The world’s local bank
Slide 45: How we are different
Conclusion How we are different HSBC is predominantly a customer-led business Long term relationship-driven approach provides greater understanding of our customers Integrated risk culture: strong risk management starts in the business Independence between the risk management function and the busine
Slide 46: Positioned for the upturn
Conclusion Positioned for the upturn An experienced and strong management team A robust capital base and highly liquid A strong risk culture embedded in the business ensures pursuit of measured growth Local businesses can make decisions, based within a global risk framework HSBC is well positioned f
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