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Fixed Income Investor Presentation

HSBC Holdings plc FY18 Results

1

Contents

1

Key credit messages

2

2

Group FY18 performance

4

3

Capital structure and debt issuance

1

5

4

Appendix

22

Key credit messages

3

Key credit messages
Diversified businesses, strong capital, funding and liquidity position

Conservative and consistent approach to risk

Strong capital position

Diversified revenue streams, with a pivot to

Asia

Strong funding and liquidity metrics

18bps
ECL as a % of gross

customer advances

72.

0%

Advances /

Deposits ratio

14.0%

CET1 ratio

1.

3%

Stage 3 loans

as a % of

gross customer advances

15

4%

Liquidity

Coverage Ratio

5.

5%

Leverage ratio

$567bn

High Quality

Liquid Assets

Profit attributable to

ordinary shareholders

$12.6bn

Asia

Europe

MEN

A

NAMLAM

RBWM

GB&M

CMB

GPB

NII

Fee

Other

Adj.

Revenue

Single-A credit rating or above
AA-

HSBC Holdings

Fitch rating

HSBC Holdings

S&P rating

A2
HSBC Holdings

Moody’s rating

A

As at FY1

8

Progress towards meeting MREL

requirements

$62bn

MREL-eligible HoldCo

Senior outstanding

$19bn
MREL-eligble HoldCo

Senior issued in 2018

Group FY18 performance

5

Progress on our strategic priorities

Group FY18 performance
5
4
1
3
8
2

7

6

Targeted 2020 outcomes FY18 performance highlights, YoYStrategic priorities

Accelerate growth from Asia

 Build on strength in Hong

Kong

 Invest in Pearl River Delta, ASEAN, and Wealth in Asia

Improve capital efficiency; redeploy capital into higher return

businesses

Turn around our US

business

Gain market share and deliver growth from our international

network

Simplify the organisation and invest in future skills

Lead in support of global investment drivers: China-led Belt &

Road Initiative and the transition to a low carbon economy

Enhance customer centricity and customer service

through investments in technology

Create capacity for increasing investments in growth and

technology through efficiency gains

Complete set up of UK ring-fenced bank; grow mortgage market

share and commercial customer base; improve customer service

Increase in asset
productivity

US RoTE >

6%

Mid to high single
digit revenue growth per
annum; market share gains in
transaction banking

Improve employee
engagement

ESG: outperformer6

$100bn cumulative
sustainable financing1

Improve

customer

satisfaction in eight scale
markets5

Positive adjusted jaws on
an annual basis, each
financial year

Market share gains

High single digit revenue
growth per annum

Reported revenue/RWAs: 6.2% (+30bps) improvement
primarily driven by 4.5% revenue growth

US adjusted PBT of $1.0bn (+31%) supported by
favourable ECL; RoTE of 2.7% (up from 0.9%)4

Transaction banking revenue of $16.6bn (+14%); market
share gains in GLCM, GTRF and FX3

Made governance more efficient, simplified policies, and
streamlined processes; employee engagement of 66%
(+2ppt)

ESG average performer rating

$28.5bn cumulative (+$17.4bn in FY18); awarded Best
Bank for Sustainable Finance in Asia by Euromoney

Markets that sustained a top-three rank or improved by

two ranks: RBWM had six markets5a and CMB had three

markets5b

Negative adjusted jaws of 1.2%; impacted by negative
market environment in 4Q

18

HSBC UK Bank plc adjusted revenue of £6.4bn or $8.6bn
(+7%)2;
Market share gains in mortgages (from 6.1% to 6.6%)

Asia adjusted revenue of $28.7bn (+11%); Wealth in

Asia

revenue +13% (excluding market impacts in Insurance
Manufacturing)

6

Outlook

Group FY18 performance

Our 2020 targets remain unchanged; proactive management of costs

and investment, to meet risks to revenue growth, given the current

uncertain economic environment

Long term drivers of revenue growth remain strong

Continue to redeploy capital into higher return businesses and invest

in technology to improve customer service and competitiveness

Growing revenues in areas of strength1

2
3
4

Financial targets

Capital
and
dividend

RoTE7

Costs

 >11% by 20

2

0

 Positive adjusted jaws

 Sustain dividends

through the long term

earnings capacity of the

businesses

 Share buy-backs subject

to regulatory approval

7

Key financial metrics

Group FY18 performance

A reconciliation of reported results to adjusted results can be found on slide 23, the remainder of the presentation unless otherwise stated, is presented on an adjusted basis

Key financial metrics FY17 FY18 ∆ FY17

Return on average ordinary shareholders’ equity 5.9% 7.7% 1.8ppt

Return on average tangible equity 6.8% 8.6% 1.8ppt

Jaws (adjusted)8 1.0% (1.2)% (2.2)ppt

Dividends per ordinary share in respect of the period $0.51 $0.51 –

Earnings per share9 $0.48 $0.63 $0.

15

Common equity tier 1 ratio10 14.5% 14.0% (0.5)ppt

Leverage ratio11 5.6% 5.5% (0.1)ppt

Advances to deposits ratio 70.6% 72.0% 1.4ppt

Net asset value per ordinary share (NAV) $8.35 $8.13 $(0.22)

Tangible net asset value per ordinary share (TNAV) $7.26 $7.01 $(0.25)

Reported results, $m

4Q18 ∆ 4Q17 ∆ % FY18 ∆ FY17 ∆ %

Revenue 12,695 394 3% 53,780 2,335 5%

LICs / ECL (853) (195) (30)% (1,767) 2 0%

Costs (9,144) 751 8% (34,659) 225

1%

Associates 558 2 0% 2,536 161 7%

PBT 3,256 952 41% 19,890 2,723 16%

Adjusted results, $m

4Q18 ∆ 4Q17 ∆ % FY18 ∆ FY17 ∆ %

Revenue 12,564 582 5% 53,940 2,279 4%

LICs / ECL (853) (225) (36)% (1,767) (54) (3)%

Costs (8,882) (429) (5)% (32,990) (1,759) (6)%

Associates 558 25 5% 2,536 120 5%

PBT 3,387 (47) (1)% 21,719 586 3%

 Reported profit before tax of $19.9bn, up $2.7bn or 16% vs. FY

17

 Adjusted profit before tax of $21.7bn, up $0.6bn or 3% vs. FY17

 Group Return on average tangible equity of 8.6% vs. 6.8% FY17

8
Group FY18 performance

Credit performance

 $1,767m ECL in FY18; $1,713m LICs in FY17

 ECL as a percentage of average gross loans and advances of 0.18% in FY18

 4Q18 ECL of $853m was $358m higher than 3Q18; including a 4Q18 $165m charge in the UK relating to the current economic uncertainty

 Stage 3 loans remain low at $13bn or 1.3% of total loans with limited signs of deterioration

 We expect normalisation of credit costs going forward

22

9

407 4

19

6

28

1

48

206

4

95

853

4Q17 1Q18 4Q182Q171Q17 3Q17 2Q18

3Q18

0.

10

0.18 0.18

0.

27

0.06 0.09

0.

20

0.

34

LICs/ECL charges

LICs/ECL LICs/ECL as a % of average gross loans

and advances

Reported basis

$bn
Stage 1 Stage 2 Stage 3 Total

12

Stage 3

as a % of

Total

31.12.18

Loans and

advances to

customers

915.2 61.8 13.0 990.3 1.3%

Allowance for ECL 1.3 2.1 5.0 8.6

30.09.18

Loans and advances to

customers
904.8 71.1 13.7 989.9 1.4%

Allowance for ECL 1.3 1.9 5.0 8.5

1.1.18

Loans and advances to

customers
871.6 72.7 13.9 959.1 1.4%

Allowance for ECL 1.3 2.2 5.6 9.3

Analysis by stage

0.19 0.18

FY ratio %

IFRS 9IAS 39

9

IFRS 9

Asset quality

Group FY18 performance

29.3

23.8

18.2

15.5

1

3.0

3.0

2.5

2.1

1.6

1.3

2017 20182014 2015

20

16

Impaired loans as % of gross loans and advances to

customers (%)

Stage 3 loans as a % of gross loans and advances to

customers (%)

Impaired loans ($bn)

Stage 3 loans ($bn)

24.7%

23.3%

49.0%

Impaired

GoodStrong

Satisfactory

Sub-standard

Gross loans and advances to

Customers –

$990bn

727
687

6

38

726 7

30

73.6 7

3.5

73.4 74.8

73.7

201620152014 2017

2018

’Strong’ or ’Good’ loans as a % of gross loans

and advances

to customers (%)

’Strong’ or ’Good’ loans ($bn)

3.9
3.7

3.4

1.8 1.8

0.4

0.4 0.4

0.2

0.2

20172014 2015

2016 2018

ECL ($bn)

LICs as a % of gross loans and advances

to customers (%)

LICs ($bn)

ECL as a % of gross loans and advances to

customers (%)
$990bn

Loans and advances to

customers

of ‘Strong’ or ‘Good’ credit

quality, $bn

Stage 3 and impaired

loans and

advances to customers, $bn

Change in LICs/ECL, $bn

c.74% of gross loans and

advances to customers of ‘Strong’

or ‘Good’ credit quality, equivalent

to external Investment Grade credit

rating.

Stage 3 loans as a % of gross

loans and advances to customers

was 1.3%.

The run down of CML loans to zero

was a significant factor in the

reduction of impaired loans.

ECL charge of $1.8bn in FY18;

ECL as a % of gross loans and

advances to customers was 18bps.

Total gross customer loans and

advances to customers by credit quality

classification

IFRS 9IAS 39IFRS 9

IAS 39

As at 31 December 2018

IAS 39
Total gross customer loans and

advances to customers of

$990bn

Increased by $31bn (3%) from 1

Jan 2018 on a reported

basis.

Increased by $65bn or 7% from 1

Jan 2018, on a constant currency

basis.

The effect of transitioning to IFRS

9 on 1.1.18 was a reduction in

loans and advances to customers

of $11bn from 31.12.17.

10

Loans and advances to customers by type

Group FY18 performance

Retail Mortgage average LTVs (portfolio, indexed)

UK:

49%

New lending: 65%

HK: 4

2%

New lending: 4

8%

74.4%

18.7%

6.5%

0.4%

Mortgages

Motor Vehicle

Finance

Other Unsecured

Credit Cards

Personal loan book ($bn, gross loans and advances to

customers)

$394bn

17.7%

16.4%

2

0.7%

4.3%

3.6%

12.9%

10.3%
Manufacturing

Wholesale and

retail trade*

3.8%

Construction

Real estate

2.6%

4.2%

Administrative and

support services

1.1%

Professional activities

Mining

2.4%Agriculture

Transportation

and storage

Accommodation

and food

Other

Non-bank financial institutions

Wholesale loan book ($bn, gross loans and advances to

customers)

$596bn

Of which:

UK interest-only: $26bn

13

* includes repair of motor vehicles and motorcycles

11

Diversified revenue streams, pivoting to Asia

Group FY18 performance

2018 reported revenue by type

57%

23%

20%

NII

Fees

Other

41%

29%

27%

RBWM

3%
GB&M
0%
GPB
CMB

Corporate

Centre

2018 adjusted revenue by global

business

30%

49%
4%

12%

5%
Europe
Asia

MENA

North

America

Latin America

2018 adjusted revenue by region

14

+3ppts

vs.

2017

5% 16% 26% 12% 40%

Principal

Investments

1%GB&M

Global Banking Securities

Services

Global MarketsGLCMGTRF

$53.9bn $53.9bn $53.8bn

 Diversified revenue streams by global business, region and type

 Strategic priority 1 is to accelerate growth from our Asia franchise and be the leading bank to support drivers of global investment

Our GB&M business has a diversified

product offering, with a range of

transaction banking, financing,

advisory, capital markets and risk

management services

Total GB&M adjusted revenue of $15,512m includes Other revenue of $(561)m and Credit and funding valuation adjustments $(183)m – these have been exclude from the chart above

12

Funding and liquidity

Group FY18 performance

154%

2017

2015

136%
142%

2016 2018

116%

2015

67.7%
7

1.7%

2016 2017

7

2.0%

2018

70.6%

Group consolidated LCR15 High Quality Liquid Assets16 (HQLA) as at 31 Dec 18

Advances to deposits ratio, %

Short term wholesale funding

85%

13%

Level 1

Level 2b
Level 2a 2%

$567bn

13%
CP, CDs and ABCP <1y

as % total wholesale debt

22%
Total debt maturing within

1 year

13

Capital position

Group FY18 performance

FY18 vs. FY17 CET1 ratio movement, %

1.5

Share

buyback

(0.3)

(0.2)

FX

movements

(0.2)

31 Dec

2018
Other

(1.2)

31 Dec
2017

0.1

Change

in RWAs

IFRS9

transitional

day 1

impact

14.5

1

4.0

(0.2)

01 Jan

2018

Profit for the

period incl.

regulatory

adjustments

Dividends

net of scrip

14.6

11.9%

2017
14.0%

2015 20182016

13.6%
1

4.5%

Common Equity Tier 1 ratio Leverage ratio11

5.4%

20172015

5.6%

2016

5.0%

2018

5.5%

Profit attributable to ordinary

shareholders, $bn

12.6

1.3

9.7

12.6

2017 20182015 2016

 14.0% CET1 ratio, down 0.5ppts from 31

December 2017, mainly as a result of:

− Dividends net of scrip (-1.2ppts)

− RWA growth (-0.3ppts)

− Share buyback (-0.2ppts)

− Adverse FX movements (-0.2ppts)

Partly offset by:

− Profit for the period (1.5ppts)

Includes

significant items:

Write-off of GPB

goodwill

($3.2bn)

Loss on disposal

of operations in

Brazil ($1.7bn)

14

Capital position versus requirements

Group FY18 performance

Common Equity Tier 1 ratio, versus Maximum Distributable Amount (“MDA”)

2.0%
14.0%
4.5%

11.4%

CET1 ratio as

at 31 Dec 2018

2.5%

0.7%
1.7%

Pillar 2A Pillar 1Countercyclical Buffer (CCyB) GSII Buffer Capital Conservation Buffer (CCB)

Buffer to

MDA17
$22bn

2.6%

Fully phased

requirements18

Combined buffer

of 5.2%

 14.0% CET1 ratio as at 31 December 2018

 From 1 January 2019, our Pillar 2A requirement is

3.0% of RWAs, of which 1.7% must be met by

CET1

 From 1 January 2019, the CCB (2.5%) and GSII

buffer (2.0%) are fully implemented

 The CCyB implementation continues, notably with:

− Hong Kong at 2.5% from 1 January

2019

− France at 0.25% from 1 July 2019

 Expected fully implemented requirement of 0.7%18

 Throughout the period to 2020, our plan assumes

our CET1 ratio will be above 14%

 $30.7bn of distributable reserves, down $7.3bn

from 31 December 2017 primarily driven by

distributions to shareholders and the re-

presentation of the 2017 share buy-back

15

Capital structure and debt issuance

16

Progress toward meeting MREL requirements

Capital structure and debt issuance

3

1.1

42.6

62.1

20182016 2017

$62bn stock of MREL-eligible HoldCo Senior built in 3 years Outstanding MREL-eligible senior by currency

19%

6%
5%

66%

EUR

GBP

JPY
4%

Other
USD

$62bn

Maturity profile of HoldCo Senior debt (including non-MREL debt)19, $bn

5.1

12.2

15.4

10.1

3.1

20242020 20232019 202220

21

$bn-equivalent

$bn-equivalent

17

Total capital and estimated MREL/TLAC requirements20
Capital structure and debt issuance

2.6%

SoTP requirement

7.2%

2.8%

14.0%

6.9%

2.8%
11.4%

2.1%

RWA requirement

(18% + buffers)

26.6%

23.2%

Regulatory capital and MREL-eligible HoldCo Senior versus regulatory requirements as a % of RWAs

MREL-eligible HoldCo Senior Tier 2 CET1AT1

 HSBC comfortably meets its 2019 MREL

requirements

 Good progress made in meeting expected end-

state requirements21

 The preferred resolution strategy for HSBC is

Multiple Point of Entry (‘MPE’)

 From 2022, HSBC Group’s indicative MREL

requirement22 is

the greater of:

− 18% of RWAs

− 6.75% of leverage exposures

− The sum of requirements relating to Group

entities (‘SoTP’)

 On current assumptions, HSBC expects the

SoTP calculation will be the binding

constraint

 There remains some uncertainty over the timing

and quantum of MREL requirements at certain

subsidiaries

HSBC Group

capital structure as

at 31 Dec 18

23

2022 requirement

18

Asia Resolution

Group

RWAs: $359bn27

2022 expected requirement28:

Firm specific requirement to be

confirmed by HKMA

Expected to be subject to TLAC floor of

the greater of:

18% of RWAs + buffers

6.75% of leverage exposures

Indicative summary MREL/TLAC requirement

24

Capital structure and debt issuance

On current assumptions, HSBC expects the ‘sum-of-the-parts’ MREL/TLAC calculation will be binding.

SoTP sums our local subsidiaries’ MREL/TLAC requirements to give the group’s overall MREL requirement

European Resolution Group

RWAs: $301bn

26

2022 expected requirement:

2 x (Pillar 1 + Pillar 2A) + buffers

US Resolution Group

RWAs: $141bn

25

2022 expected requirement:
18% of RWAs + buffers

HSBC Group

Group Consolidated RWAs: $865bn

Total binding MREL requirement

expected to be the sum of the below

and other capital requirements relating to

other Group entities*

A simplified structure chart can be found on page

33

*

Note: HSBC Group MREL SoTP requirement is the sum of all loss-absorbing requirements and other capital requirements relating to other group entities or sub-groups

19

Indicative timeline of MREL/TLAC requirement

Capital structure and debt issuance
Asia

Resolution

Group28

European

Resolution
Group

HSBC

Group

Indicatively, the greater of:

 18% of RWAs

 6.75% of leverage exposures

 Sum-of-the-parts ♦

The greater of:

 16% of RWAs

 6% of leverage exposures

 Sum-of-the-parts ♦
Firm specific requirement to be
confirmed by HKMA
Expected to be subject to TLAC floor of
the greater of:
 18% of RWAs
 6.75% of leverage exposures
Firm specific requirement to be
confirmed by HKMA
Expected to be subject to TLAC floor of
the greater of:
 16% of RWAs
 6% of leverage exposures
The greater of:
 16% of RWAs
 6% of leverage exposures
Indicatively, the greater of:

 2 x (P1 + P2A)

 2 x leverage ratio requirement

 6.75% of leverage exposures

US

Resolution
Group

TLAC: the greater of:

 18% of RWAs (+ TLAC buffer)

 6.75% of leverage exposures

 9% of total assets

LTD: the greater of:

 6% of RWAs

 3.5% of leverage exposures

 2.5% of total assets

Indicatively, the greater of:

 2 x P1 + P2A

 2 x leverage ratio requirement
 6% of leverage exposures

Expected binding

constraint

♦ Key sum-of-the-parts components:

2019 2020 2021 20

22

Note: HSBC Group MREL SoTP requirement is the sum of all loss-absorbing requirements and other

capital requirements relating to other group entities or sub-groups

20

Approach to issuance – single point of issuance, multiple point of entry

Capital structure and debt issuance

HSBC Holdings plc

External

Investors

External equity, AT1, T2

& ‘bail-in’ senior

Subsidiaries

Internal provision of

Equity, AT1, T2 & iMREL

by downstreaming

 Since 2015, HSBC Holdings has been the Group’s issuing entity for external AT1, T2

and MREL/TLAC-eligible Senior

 Issuance over time to broadly match group currency exposures

 Issuance executed with consideration to our maturity profile

 Proceeds of external debt issued by HSBC Holdings is predominantly used to acquire

capital and internal MREL/TLAC instruments issued by its subsidiaries

 HSBC Holdings does not provide funding to subsidiaries for day-to-day liquidity needs

 HSBC Holdings retains some cash for its own liquidity and capital management

 HSBC will continue to issue senior and secured debt from certain subsidiaries in local

markets to meet their funding and liquidity requirements. This may include: preferred

senior, CP, CDs, and covered bonds. This debt is not intended to constitute MREL/TLAC

HSBC Holdings plc

Internal Capital and MREL/TLAC

External debt issued by subsidiaries

21

Issuance strategy and plan

Capital structure and debt issuance

Executed against 2018 targets

 Issued $19bn of HoldCo Senior debt and $6bn of AT1, in line with plan and partially pre-funding our 2019 need

 Maintained buffer above regulatory minimums for AT1 and Total Capital

 Issuance into local markets from certain subsidiaries, including:

− HSBC France EUR senior preferred and covered bond

− HSBC Bank Canada CAD term deposit note and USD covered bond

Forward-looking issuance plan

29

 HoldCo Senior: expect to issue low / mid-teens

USDbn per year

− Increasing maturity profile will reduce net

issuance to nil over time

 Tier 2: no near-term plans

The final implementation of CRR2 and the future path

of UK regulation post-Brexit may impact our plans

 AT1: expect to issue low single-digit USDbn in 2019,

over the longer-term expect net issuance to reflect

balance sheet evolution

 OpCo: expect certain subsidiaries to issue senior

and secured debt in local markets

3.7
1.9 2.0 2.7

4.0

6.0

2.0

5.1
12.2

15.4
10.1

13.0

8.7

1.4

3.5
1.4

23.1

0.8

2021

0.7

9.7
2019
0.1
1.1
1.1

2020 2022

0.4

2023

24.4

20.7
19.4

AT1 (HSBC Holdings)Covered bond

Other term senior (HSBC Group)30 Tier 2 (HSBC Group)

Senior (HSBC Holdings)

Maturity profile19

$bn-equivalent

As at 31 Dec 2018

Appendix

23

Currency translation and significant items included in the income statement

Appendix

$m 4Q17 3Q18 4Q18

FY17 FY18

Reported PBT 2,304 5,922 3,256 17,167 19,890

Revenue

Currency translation 450 147 – (133) –

Customer redress programmes (105) – 7 (108) 53

Disposals, acquisitions and investment in new businesses (79) – 29 274 (113)

Fair value movements on financial instruments 45 (43) 95 (245) (100)

Currency translation on significant items 8 – – (4) –

319 104 131 (216) (160)

ECL / LICs

Currency translation

(30) (12) – (56) –

(30) (12) – (56) –

Operating expenses

Currency translation (344) (105) – 143 –

Costs of structural reform (131) (89) (61) (420) (361)

Costs to achieve (655) – – (3,002) –

Customer redress programmes (272) (62) 16 (655) (146)

Gain on partial settlement of pension obligation 188 – – 188 –

Disposals, acquisitions and investment in new businesses (39) (51) 2 (53) (52)

Restructuring and other related costs – (27) (15) – (66)

Settlements and provisions in connection with legal and other regulatory matters (228) 1 24 198 (816)

Past service costs of guaranteed minimum pension benefits equalisation – – (228) – (228)

Currency translation on significant items 39 2 – (52) –

(1,442) (331) (262) (3,653) (1,669)

Share of profit in associates and joint ventures

Currency translation

23 8 – (41) –

23 8 – (41) –

Currency translation and significant items (1,130) (231) (131) (3,966) (1,829)

Adjusted PBT 3,434 6,153 3,387 21,133 21,719

24

Balance sheet – customer lending

Appendix

929

24

905

1Q18

884

892

916

24
1.1.18
24

934

23

982

21

4Q18

892

958

908

1

961949

3Q18

917
879

24
18

2Q18

4Q17

860

1Q17

905

IFRS 9

transition

impact
20

3Q17

2Q17

9

32

24

893

(13)

9

72

Balances excl.

red-inked

balances

Total on a

constant

currency basis

Red-inked

balances32

CML

balances

257 260UK*

236 252

Hong

Kong

261

259

4Q18 Net loans and advances to customers

31

Customer lending* increased by $12bn or 1.3% vs. 3Q18, reflecting:

 Lending growth in Hong Kong of $6bn (of which $3bn RBWM mortgage growth)

 Term lending growth in GB&M North America

 Lending growth in Europe ($2bn), primarily in the UK from RBWM mortgage growth

($4bn) partly offset by a managed reduction in GLCM overdraft balances in GB&M

Customer lending* increased by $69bn or 8% vs. 1.1.18:

 Lending growth in Asia of ($38bn): mortgage lending in RBWM ($14bn), CMB ($13bn)

and GB&M ($11bn) mainly from term lending; growth was mainly in Hong Kong

 Lending growth in Europe of $20bn primarily in the UK from mortgage growth in RBWM

($11bn)

255

268

2

50

273

257

284

RBWM
CMB
GB&M
GPB

Corporate

Centre
Total
3
3
12
4
1%
1%

(1)%

3 3%

0

(1)

0 1%

1%

$362bn

$328bn

$230bn

$39bn

$2bn

$961bn

4Q18 lending growth by global business and region (excluding red-inked balances)

Growth since 3Q18

Europe
Asia
MENA

North

America

Latin

America
Total
2
7
6
4
0
12
0
2%
(1)
0%
1%

(2)%

2%
1%
3%
2%

$352bn

$451bn

$29bn

$108bn

$21bn

$961bn
Growth since 3Q18

GTRF funded assets, $bn

8180 87

2Q17

85

2Q184Q16

72

74

1Q17

80

3Q17 4Q17

8682

1Q18 3Q18 4Q18

$266bn

$291bn
o/w Hong

Kong

o/w

UK

2

51

268

266

285

266

291

UK mortgages

Hong Kong mortgages

* excluding red-inked balances

25

Balance sheet – customer

accounts

Appendix
Balances excl.
red-inked
balances
Total on a
constant
currency basis
Red-inked
balances32

4Q18 Customer accounts31, $bn

Customer accounts* increased by $31bn or 2.4% vs. 3Q18:

 Growth in Asia of $13bn notably RBWM ($6bn) and GB&M ($5bn) primarily in savings

reflecting higher customer inflows due to competitive rates

 Growth in Europe of $12bn, from growth in CMB $5bn mainly in the UK RFB and

increases in Global Markets in the UK

Customer accounts* increased by $49bn or 4% vs. 1.1.18:

 Growth in Europe of $29bn, targeted growth in GB&M to support funding in the

NRFB, increases in CMB in the UK RFB and higher current account and savings

balances in RBWM

 Growth in Asia of $18bn, notably RBWM ($10bn) and GB&M ($9bn) primarily in

savings reflecting higher customer inflows due to competitive rates
0

1,000

2012 20152010 2011 2013 2014 2016 2017 2018

6

63

1,054

6% CAGR
(Demand
deposits)

Demand and other – non-interest bearing and

demand – interest bearing

Savings Time and other

Average Customer accounts33, US$bn

Average GLCM deposits, US$bn

(Includes banks and affiliate balances)

c. 560

FY16

FY18FY17

c.530
c. 570

c.4% CAGR

1,293

1Q18

1,338

1,314

1,294

2Q18 3Q18

1,363

1,342

4Q18

(5)

24

1,311

24
IFRS 9
transition
impact
1,293
21
24

1,317

1,293
1Q17
18
1.1.18

1,276

1,258

20

1,274

2Q17

1,303

24

1,298

24

1,279

1,334

3Q17

1,322

23
4Q17
1,317

455 466

UK* 351 353

Hong

Kong 472

348

474

355

473

359

479

368

474
355

478

368 379

485

* excluding red-inked balances

26

UK customer advances

Appendix

Total UK34 gross customer advances –

£226bn

RBWM residential mortgages35, £bn

Mortgages

£113bn

Personal loans

and overdrafts

Wholesale

£9bn

£97bn

£7bn

Credit cards

£226bn

Total UK gross customer advances of

£226bn ($290bn) represented 29% of the

Group’s gross customer advances:

 Continued mortgage growth whilst

maintaining conservative loan-to-value

(LTV) ratios

 Low levels of buy-to-let mortgages and

mortgages on a standard variable rate

(SVR)

 Low levels of delinquencies across

mortgages and unsecured lending

portfolios

RBWM unsecured lending37, £bn

90+ day delinquency trend, %

6.5
4.8

0.8

6.5
5.3

6.7
5.4

6.9
6.1

0.8
Personal loans
0.7
Credit cards
0.7

Overdrafts

2015 2016 20182017

79.7 80.7 81.8 83.8 85.6
86.7 88.6 91.6

94.2

Dec-17Mar-17 Mar-18Sep-17Jun-17Dec-16 Sep-18Jun-18 Dec-18

0.00

0.05

0.10

0.15

0.20

0.25

Credit cards: 90+ day delinquency trend, %

Of which £94.2bn

relates to RBWM

 18% of outstanding credit card balances are on a 0%

balance transfer offer

 HSBC does not provide a specific motor finance offering

to consumers although standard personal loans may be

used for this purpose

Less than 50% £47.0bn

50% – < 60% £15.4bn

60% – < 70% £13.3bn

70% – < 80% £11.4bn

80% – < 90% £5.9bn

90% + £1.2bn

 c.28% of mortgage book is in Greater

London

 Buy-to-let mortgages of £2.8bn

 Mortgages on a standard variable rate

of £3.4bn

 Interest-only mortgages of £20bn13

 LTV ratios – 4Q18:

• c50% of the book < 50% LTV

• new originations average LTV of

65%;

• average LTV of the total portfolio

of 49%

36

By LTV

Expansion into the broker channel

c. £22bn

21%

2016 2018

35%

2015

7%
Broker channel

2017

Direct channel

c. £13bn
c. £16bn

c. £19bn

8% 43% 70% 84%
Broker coverage

(by value of market share)

Gross lending

As at 31 Dec 2018

0.0

0.2
0.4

0.6

Sep-17 Jan-18Nov-17 Nov-18Mar-18 May-18 Jul-18 Sep-18 Dec-18

Sep-17 Dec-18

27

Mainland China drawn risk exposure38
Appendix

Total Mainland China drawn risk

exposure of $161bn

Wholesale – $151bn

Mortgages – $9bnCredit cards

and other

consumer – $1bn

39 39

FY18FY17

48
50

FY17 FY18

 Total mainland China drawn risk exposure of $161bn

 Wholesale: $151bn (of which 51% is onshore); Retail: $10bn

 Gross loans and advances to customers of c.$39bn in mainland China (by country of booking, excluding Hong Kong and Taiwan)

 Stage 3 loan balances, days past due trends and losses remain low

 HSBC’s onshore corporate lending market share is 0.14%; we are selective in our lending

Wholesale analysis, bn

Corporate Lending by sector:

39%

17%

15%

8%
6%

5%
5%

4%

Other sectors

Consumer goods &

Retail

Real estate

IT & Electronics

Construction,

Materials &

Engineering

Public utilities

Transportation
Chemicals & Plastics

$79bn

 c21% of lending is to Foreign Owned Enterprises, c35% of

lending is to State Owned Enterprises, c43% to Private sector

owned Enterprises

 Corporate real estate

‒ 58% within CRR 1-3 (broadly equivalent to investment

grade)

‒ Highly selective, focusing on top tier developers with

strong performance track records

‒ Focused on Tier 1 and selected Tier 2 cities

Mainland gross

loans and
advances to

customers39, $bn

Mainland

customer

deposits39, $bn

Wholesale lending by risk type:

CRRs 1-3 4-6 7-8 9+ Total

Sovereigns 35.1 35.1

Banks 34.3 0.3 34.6

NBFI 1.6 0.2 1.8

Corporates 51.5 27.3 0.2 0.3 79.3

Total 122.5 27.9 0.2 0.3 150.9

71.1 74.3 79.3

33.3 36.7
35.1

32.5
36.9 34.6

1.5
1.8

4Q16 4Q17

1.7

4Q18

138.4
149.6 150.9

NBFI Banks Sovereigns Corporates

28

Current credit ratings for main issuing entities

Appendix

Long term senior ratings as at 18 February 2019 Fitch Moody’s S&P

Rating Outlook Rating Outlook Rating Outlook

HSBC Holdings plc AA- Stable A2 Stable A Stable

The Hongkong and Shanghai Banking Corporation Ltd AA- Stable Aa3 Stable AA- Stable

HSBC Bank plc AA- Stable Aa3 Stable AA- Stable

HSBC UK Bank plc AA- Stable – – AA- Stable

HSBC France AA- Stable Aa3 Stable AA- Stable

HSBC Bank USA NA AA- Stable Aa3 Stable AA- Stable

HSBC Bank Canada AA- Stable A3 Stable AA- Stable

29

HSBC has completed the ring-fencing of its UK retail banking activities

Appendix

Our ring-fenced bank

Was set up to hold HSBC’s

qualifying components of UK

RBWM, CMB and GPB businesses,

and relevant retail banking

subsidiaries

New structure

Holding company

Operating entities

New entities

UK subsidiaries
European subsidiaries &

branches

HSBC Bank plcHSBC UK Bank plc

HSBC Holdings plc

HSBC UK Holdings Limited

Our non ring-fenced bank

Has retained the non-qualifying

components, primarily the UK GB&M

business and the overseas branches

and subsidiaries

Milestones completed in FY18

 In January 2018, the Ring Fence Transfer Scheme (‘RFTS’)

court process was initiated with the submission of an

application to the High Court, followed by the first hearing to

consider and approve the communications programme

 The RFTS was sanctioned by the High Court in May 2018

 All mobilisation restrictions to HSBC UK Bank plc’s banking

licence under section 55I of the FSMA were lifted on 27 June

2018

 HSBC completed the ring-fencing of its UK retail banking

activities on 1 July 2018

 The transfer of c14.5 million customers

 The migration of roles from London to Birmingham has

completed and a fully functioning HSBC UK Bank plc team is

in place

 HSBC Bank plc transferred to HSBC UK Holdings Limited in

the second half of 2018

30
Appendix

HSBC UK Bank plc (our ring-fenced bank)

Consolidated balance sheet, £bn

As at 31 Dec 2018

175

22

47

205

17
7

LiabilitiesAssets

5

239239

Loans and

advances to
customers

(net)

Liquid assets

Other assets

Equity

Customer

accounts

Other

liabilities

40

Source: HSBC UK

Bank plc Annual Report and Accounts 2018

Subordinated

liabilities

Pro forma adjusted results, £m

FY18 FY17 ∆ FY17 ∆ %

Revenue 6,449 6,009 440 7%

ECL / LICs (399) (229) (170) (74%)

Costs (3,510) (3,392) (118) (3%)

PBT 2,540 2,388 152 6%

Key financial metrics

FY18

Jaws (adjusted) 3.8%

Common equity tier 1 ratio 12.7%

Leverage ratio 5.6%

Advances to deposits ratio 85.3%

LCR41 143%

95
3
15
63

Corporate and commercial

Mortgages

Other personal lending

Non-bank financial institutions

Net loans and advances to customers, £bn

£175bn

31
Appendix

HSBC Bank plc (our non ring-fenced bank)42
Source: HSBC Bank plc Annual Report and Accounts 2018

The 2018 results include the income and expenses associated with transferred activities (to HSBC UK Bank plc) during the six months to 30 June 2018

Consolidated balance sheet, £bn
As at 31 Dec 2018

145

27
80

140

95
47

112

50

99

181

74
23

Assets Liabilities

1

37

605 605

Loans and
advances to
customers
Liquid assets
Other assets
Equity
Customer
accounts

Other liabilities

Derivatives

Trading assets

Derivatives

Trading liabilities

Debt securities in

issue & Subordinated

liabilities

Reverse repos

(non-trading)

Repos

(non-trading)
40

Adjusted results, £m

FY18

Revenue 9,394

ECL / LICs (159)

Costs (7,151)

Associates 16

PBT 2,100

Key financial metrics
FY18

Common equity tier 1 ratio 13.8%

Leverage ratio 3.9%

Advances to deposits ratio 61.9%

LCR43 147%

51

108

9
1

3

Derivatives, £bn

Credit

FX

Interest rate

Commodity and other

Equities

48
3

105

9
1
Assets Liabilities

Fair values of derivatives by
product contract type

Excludes amounts offset

32

Legal proceedings, regulatory matters and customer remediation

Appendix

This slide should be read in conjunction with Note 27 and Note 35 of the HSBC Holdings plc Annual Report and Accounts 2018.

Provisions relating to legal proceedings and regulatory matters, $m

1,132

At 31 Dec

2017
29

Additions Amounts

utilised

(1,255)

Unused

amounts

reversed

(279)

Exchange

and other
movements
At 31 Dec
2018

1,501

1,128

288

(838)

1,454

At 31 Dec
2017
Additions Amounts
utilised

(90)

Unused
amounts
reversed

(26)

Exchange
and other
movements

At 30 Jun

2018

788

Provisions relating to customer remediation, $m

Commentary on selected items44

Madoff

♦ In January 2018, HSBC Holdings entered into a three-year deferred prosecution

agreement with the Criminal Division of the DoJ (the ‘FX DPA’), regarding fraudulent

conduct in connection with two particular transactions in 2010 and 2011. This concluded

the DoJ’s investigation into HSBC’s historical foreign exchange activities.

♦ Other matters remain outstanding. There are many factors that may affect the range of

outcomes, and the resulting financial impact, of these matters,

which could be significant.

Tax-related

investigations

PPI

US mortgage

securitisation

activity and

litigation

Foreign

exchange-related

investigations

♦ Based upon the information currently available, management’s estimate of the possible

aggregate damages that might arise as a result of all claims in the various Madoff-

related proceedings is up to or exceeding $500m, excluding costs and interest. Due to

uncertainties and limitations of this estimate, the ultimate damages could differ

significantly from this amount.

♦ In October 2018, HSBC concluded a settlement to resolve the DoJ’s civil claims relating to

its investigation of HSBC’s legacy RMBS origination and securitisation activities from 2005

to 2007 and paid the DoJ a civil money penalty of $765m.

♦ Other matters remain outstanding. Based on the facts currently known, it is not

practicable at this time for HSBC to predict the resolution of these matters, including the

timing or any possible impact on HSBC, which could be significant.

♦ As at 31 December 2018, HSBC has recognised a provision for these various matters in

the amount of $626m. There are many factors that may affect the range of outcomes, and

the resulting financial impact, of these investigations and reviews. Based on the information

currently available, management’s estimate of the possible aggregate penalties that might

arise as a result of the matters in respect of which it is practicable to form estimates is up

to or exceeding $800m, including amounts for which a provision has been recognised. Due

to uncertainties and limitations of these estimates, the ultimate penalties could differ

significantly from this amount.

♦ At 31 December 2018, $555m (2017: $1,174m) of the customer remediation provision

relates to the estimated liability for redress in respect of the possible mis-selling of

payment protection insurance (‘PPI’) policies in previous years.

♦ In December 2017, the AML DPA expired and the charges deferred by the AML DPA

were dismissed.

♦ In July 2018, a claim was issued against HSBC Holdings in the High Court of England and

Wales alleging that HSBC Holdings made untrue and/or misleading statements and/or

omissions in public statements between 2007 and 2012 regarding compliance by the

HSBC Group with AML, anti-terrorist financing and sanctions laws, regulations and

requirements, and the regulatory compliance of the HSBC Group more generally.

♦ Based on the facts currently known, it is not practicable at this time for HSBC to predict

the resolution of these matters, including the timing or any possible impact on HSBC,

which could be significant.

Anti-money

laundering and

sanctions-

related matters

33

Simplified structure chart

Appendix

North America and Latin America Asia Europe and MENA

HSBC

Holdings plc

UK

HSBC
Bank

plc

HSBC
Mexico,

S.A.

HSBC
USA
Inc.

HSBC
North

America
Holdings Inc.

The Hongkong
& Shanghai

Banking
Corporation

Ltd

HSBC
Private
Bank

(Suisse) SA

HSBC Private
Banking
Holdings

(Suisse) SA

HSBC
France

Bank of
Commun-
ications
Co., Ltd

HSBC
Bank

(Taiwan)
Ltd

Hang
Seng

Bank (China)
Ltd

HSBC
Bank (China)

Company
Ltd

HSBC
Bank

Malaysia
Berhad

HSBC
Bank

Australia
Ltd

HSBC
Finance

Corporation

HSBC
Bank
USA,
N.A.

HSBC
Securities

(USA)
Inc.

HSBC
Bank

Canada

HSBC

Bank
Middle East

Ltd

99.9%

USA

HK

62.1%

19.0%

PRC

Germany

99.9%
UK

80.7%

94.5%

Hang
Seng
Bank
Ltd

HK

PT
Bank
HSBC

Indonesia

98.9%

HSBC
Bank

(Singapore)
Ltd

UAE

HSBC
Trinkaus &

Burkhardt AG

HSBC UK
Holdings Ltd

HSBC UK
Bank plc

HSBC Asia
Holdings Ltd

HK
Holding company

Intermediate holding company

Operating company

Associate

Resolution entity

As at 23 January 2019. Showing entities in Priority markets, wholly-owned unless shown otherwise. Excludes Service Companies, other Associates, Insurance companies and Special Purpose Entities.

The
Saudi
British
Bank

HSBC
Bank
Egypt
S.A.E.

40.0%

34

Footnotes

Appendix

1. Commitment by 2025

2. HSBC completed the set up of its ring-fenced bank, HSBC UK Bank plc, on 1 July 2018; pro forma results are extracted from the HSBC UK Bank plc Annual Report and Accounts, used for 2017 and 1H18

to enable an understanding of year-on-year performance

3. Market share gains are as of 3Q18

4. HSBC North America Holdings (‘HNAH’) legal entity basis, excluding the adverse impact from the one time write down of deferred tax assets due to US Tax Reform. Including this adverse impact brings

FY17 RoTE to -4.3%.

5. Top three rank or improvement by two ranks; measured by customer recommendation for RBWM and customer satisfaction for CMB amongst relevant competitors

5a. Customer satisfaction metrics for Pearl River Delta will be available from 2019, therefore they have been excluded from the assessment. Surveys are based on a relevant and representative

subset of the market. Data provided by Kantar

5b. Customer satisfaction metrics for Pearl River Delta will be available from 2019 therefore they have been excluded from the assessment. In HK, Singapore, Malaysia, Mexico and UAE, 2017 CMB

performance is based on the bank that the customer defines as their main bank, whereas 2018 CMB performance for these markets is based on the bank that the customer defines as the most

important. Surveys are based on a relevant and representative subset of the market. Data provided by RFi Group, Kantar and another third party vendor.

6. Rating as measured by Sustainalytics (an external agency) against our peers and reported annually

7. A targeted reported RoTE of 11% is broadly equivalent to a reported return on equity of 10%; assumes a Group CET1 ratio greater than 14%

8. FY17 jaws as reported in our FY17 Results

9. Uses average shares of 19,896m

10. Unless otherwise stated, risk-weighted assets and capital are calculated using (i) the CRD IV transitional arrangement as implemented in the UK by the Prudential Regulation Authority; and (ii) EU’s

regulatory transitional arrangements for IFRS 9 in article 473a of the Capital Requirements Regulation. Figures at 31 December 2017 are reported under IAS 39. CET1 ratio if IFRS 9 transitional

arrangements had not been applied of 13.9%

11. Leverage ratio is calculated using the CRD IV end-point basis for tier 1 capital

12. Total includes POCI balances and related allowances

13. Includes offset mortgages in first direct, endowment mortgages and other products

14. Excludes inter-regional eliminations

15. The methodology used to create a consolidated view of the Group’s liquidity using the LCR is currently under review and any changes may have an impact on this disclosure in the future

16. The liquidity value of the HQLA is lower than the carrying value due to adjustments applied to comply with the European Commission (‘EC’) or other local regulators. For the purposes of this illustration the

split of Level 1, Level 2a and Level 2b assets uses the sum of the liquid assets in HSBC’s principal entities

17. Pro forma buffer to MDA trigger based on RWAs and CET1 capital resources at 13 December 2018

18. Pillar 2A requirements are shown as applicable on 1 January 2019 and are subject to change, held constant for illustrative purposes. The capital buffers on an end point basis include: a) the fully phased-in

capital conservation buffer of 2.5% of RWAs; b) the countercyclical capital buffer, which is dependent on the prevailing rates set in the jurisdictions where HSBC has relevant credit exposures (this buffer

amounts to 0.7% of RWAs on an end-point basis, based on confirmed rates as of 18 February 2019); c) the fully phased-in Global Systemically Important Institutions Buffer (G-SII buffer) of 2% of RWAs.

With the exception of the capital conservation buffer, the remaining buffers are subject to change

19. To first call date if callable; otherwise to maturity; to 2024/23 only

20. Minimum requirement for own funds and eligible liabilities (MREL) consists of a minimum level of equity and eligible debt liabilities that will need to be maintained pursuant to a direction from the Bank of

England in the exercise of its powers under the Bank Recovery and Resolution Directive (BRRD) and associated UK legislation, with the purpose of absorbing losses and recapitalising an institution upon

failure whilst ensuring the continuation of critical economic functions. The criteria for eligibility is defined in “The Bank of England’s approach to setting a minimum requirement for own funds and eligible

liabilities (MREL)” policy statement, published in June 2018. In November 2016, the European Commission also published proposed amendments to MREL which are yet to be finalised. The final MREL

rules are subject to change pending (i) the outcome and timing of these amendments, and (ii) any eventual implementation of such rules in the UK, following the UK’s withdrawal from the EU

21. The MREL requirements are subject to a number of caveats including: changes to the firm and its balance sheet (RWAs, FX and leverage); changes in accounting and regulatory policy; implementation of

the final MREL rules in the EU and the UK and the content of those rules; stress test requirements and, not least, confirmation of the final requirements from the Bank of England and other regulators,

including the resolution strategy which is subject to revision on a regular basis

35

Footnotes
Appendix

22. End-point MREL requirements calculated as a % of Group consolidated RWAs. The Bank of England has written to HSBC confirming the preferred resolution strategy for HSBC Group remains a multiple-

point-of-entry (‘MPE’) resolution strategy and setting out the 2019 and indicative 2020, 2021 and 2022 external MREL applicable to HSBC Group. The Group’s external MREL to be met from 1 January

2019 are set at the higher of (i) 16% of RWAs (consolidated); (ii) 6% of leverage exposures (consolidated); and (iii) the sum of all loss-absorbing capacity requirements and other capital requirements

relating to other group entities or sub-groups. The Group’s non-binding indicative external MREL in 2020 and 2021 is expected to follow the same calibration as in 2019. In 2022, the indicative MREL for

the Group is expected to be set at the higher of (i) 18% of RWAs (consolidated); (ii) 6.75% of leverage exposures (consolidated); and (iii) the sum of all loss-absorbing capacity requirements and other

capital requirements relating to other group entities or sub-groups

23. Capital is calculated using (i) CRR/CRD IV end point basis; and (ii) EU’s regulatory transitional arrangements for IFRS 9 in article 473a of the Capital Requirements Regulation

24. This is a simplified representation of our current view of the Group’s MREL requirements. The “sum of the parts” effectively includes the expected requirements for each of our resolution groups and any

loss-absorbing capacity requirements and other capital requirements relating to any other entities outside of these resolution groups. To be noted that any applicable regulatory capital buffers apply on top

of the indicative MREL/TLAC requirements

25. For the purposes of this illustration, HSBC North America Holdings Inc consolidated local RWAs have been used. Source: HSBC North America Holdings Inc 4Q18 FR Y-9C filing

26. The European resolution group includes HSBC Holdings Plc and HSBC UK Holdings Limited and its subsidiaries. Work is ongoing to fully define the requirements of the European resolution group. For the

purpose of this illustration the sum of HSBC UK Bank plc consolidated and HSBC Bank plc consolidated RWAs have been used. Source: HSBC Bank plc Annual Report and Accounts 2018 and HSBC UK

Bank plc Annual Report and Accounts 2018

27. For the purposes of this illustration, The Hongkong & Shanghai Banking Corporation Limited consolidated local RWAs have been used. Source: The Hongkong & Shanghai Banking Corporation Limited

Annual Results 2018 media release

28. HKMA rules were finalised in December 2018. These requirements are broadly aligned with the FSB TLAC term sheet. Individual requirements and date of application is dependent on HKMA formal

designation and notification to HSBC, expected during 2019. The firm specific loss absorbing capacity requirement (‘LAC requirement’) is expected to be established based on a risk weighted ratio and a

leverage ratio, both calculated with reference to a capital component ratio and a resolution component ratio. These requirements may reflect a variation given to the authorised firm pursuant to section 97F

of the Banking Ordinance and may also be varied upon determination of HKMA for a particular firm. It is also expected that a G-SIB’s LAC requirement would be subject to the FSB minimum TLAC

requirements.

29. The issuance plan is guidance only; it is a point in time assessment and is subject to change

30. “Other term senior” means senior unsecured debt securities with an original term to maturity of >1.5 years and an original principal balance of > $250mn, issued by HSBC Group entities

31. Balances presented by quarter are on a constant currency basis. Reported equivalents for ‘Loans and advances to customers’ are as follows: 1Q17: $876bn, 2Q17: $920bn, 3Q17: $945bn, 4Q17: $963bn,

1Q18: $981bn, 2Q18: $973bn, 3Q18: $981.5bn, 4Q18: $982bn. Reported equivalents for ‘Customer Accounts’ are as follows: 1Q17: $1,273bn, 2Q17: $1,312bn, 3Q17: $1,337bn, 4Q17: $1,364bn, 1Q18:

$1,380bn, 2Q18: $1,356bn; 3Q18: $1,345bn, 4Q18: $1,363bn

32. Red-inked balances relate to corporate customers in the UK, who settle their overdraft and deposit balances on a net basis. CMB red-inked balances 1Q17: $5bn, 2Q17: $5bn, 3Q17: $6bn, 4Q17:

$5bn,1Q18: $6bn, 2Q18: $5bn, 3Q18: $5bn, 4Q18: $5bn; GB&M red-inked balances: 1Q17: $13bn, 2Q17: $15bn, 3Q17: $18bn, 4Q17: $19bn, 1Q18: $18bn, 2Q18: $19bn; 3Q18 $18bn, 4Q18: $16bn

33. Source: Form 20-F; Average balances on a reported basis

34. Where the country of booking is the UK. This includes HSBC UK Bank plc (RFB) and also the UK geographic portion of HSBC Bank plc (NRFB)

35. Includes Channel Islands and Isle of Man. Includes first direct balances

36. In 2018, the UK has moved from a simple average approach to a balance weighted average method in calculating the LTV ratio. This aligns the methodology to Hong Kong

37. Includes first direct, M&S and John Lewis Financial Services. Excludes Channel Islands and Isle of Man

38. Mainland China drawn risk exposure. Retail drawn exposures represent retail lending booked in mainland China; wholesale lending where the ultimate parent and beneficial owner is Chinese

39. On a constant currency basis

40. Liquid assets include cash and balances at central banks, items in the course of collection from other banks and financial investments

41. HSBC UK Liquidity Group comprises: HSBC UK Bank plc (including Dublin branch), Marks and Spencer Financial Services Limited, HSBC Trust Company (UK) Limited and Private Bank (UK) Limited. It is

managed as a single operating entity, in line with the application of UK liquidity regulation as agreed with the PRA

42. The group was impacted by the transfer of its UK retail and qualifying commercial banking activities to HSBC UK Bank plc (‘HSBC UK’) on 1 July 2018 to meet the ring-fencing requirements of the

Financial Services (Banking Reform) Act 2013 and related legislation. The 2018 financial performance and position, reflect the transfer. The 2018 results include the income and expenses associated with

the transferred activities during the six months to 30 June, which are disclosed as discontinued operations in Note 35 on the Financial Statements in HSBC Bank plc Annual Report and Accounts 2018.

The discontinued operations contribution to Profit before tax in 2018 was £1,143m

43. HSBC Bank plc

44. This slide contains selected items only, as at 31 December 2018. For further information, please refer to Note 27 and Note 35 of the HSBC Holdings plc Annual Report and Accounts 2018

36

Glossary

Appendix

ABCP Asset-backed commercial paper

ASEAN Association of Southeast Asian Nations

AT1 Additional Tier 1

Bps
Basis points. One basis point is equal to one-hundredth of a percentage

point

CET1 Common Equity Tier 1

CCB Capital Conservation Buffer

CCyB Countercyclical Buffer

CD Certificate of deposit

Corporate Centre

In December 2016, certain functions were combined to create a Corporate

Centre. These include Balance Sheet Management, legacy businesses and

interests in associates and joint ventures. The Corporate Centre also

includes the results of our financing operations, central support costs with

associated recoveries and the UK bank levy

CMB Commercial Banking, a global business

CML Consumer and Mortgage Lending (US)

CP Commercial paper

CRD IV Capital Requirements Directive and the Capital Requirements Regulation

CRR Customer risk rating

CRR2 Amendments to the Capital Requirements Regulation (575/2013)

DoJ US Department of Justice

ECL Expected credit losses and other credit impairment charges

ESG Environmental, social and governance

GB&M Global Banking and Markets, a global business

GLCM Global Liquidity and Cash Management

GPB Global Private Banking, a global business

GTRF Global Trade and Receivables Finance

GSII Globally significantly important institution

HKMA Hong Kong Monetary Authority

HoldCo Holding Company

HQLA High Quality Liquid Assets

iMREL Internal MREL

LTV Loan-to-value ratio

IAS International Accounting Standards

IFRS International Financial Reporting Standard

Jaws

The difference between the rate of growth of revenue and the rate of

growth of costs. Positive jaws is where the revenue growth rate

exceeds the cost growth rate. We calculate this on an adjusted basis

LCR Liquidity coverage ratio

LICs Loan Impairment charges and other credit risk provisions

MREL Minimum requirement for own funds and eligible liabilities

MENA Middle East and North Africa, a region

NAV Net Asset Value

NII Net interest income

PBT Profit before tax

Ppt Percentage point

POCI Purchased or originated credit-impaired

RBWM Retail Banking and Wealth Management, a global business

RFTS Ring fence transfer scheme

RMBS Residential mortgage-backed securities

RoE Return on average ordinary shareholders’ equity

RoRWA Return on average risk-weighted assets

RoTE Return on average tangible equity

RWA Risk-weighted asset

TLAC Total loss absorbing capacity

TNAV Tangible net asset value

37

Disclaimer

Appendix

Important notice

The information, statements and opinions set out in this presentation and accompanying discussion (“this Presentation”) are for informational and reference purposes only and do not constitute a
public offer for the purposes of any applicable law or an offer to sell or solicitation of any offer to purchase any securities or other financial instruments or any advice or recommendation in respect of
such securities or other financial instruments.

This Presentation, which does not purport to be comprehensive nor render any form of legal, tax, investment, accounting, financial or other advice, has been provided by HSBC Holdings plc (together
with its consolidated subsidiaries, “the Group”) and has not been independently verified by any person. You should consult your own advisers as to legal, tax investment, accounting, financial or other
related matters concerning any investment in any securities. No responsibility, liability or obligation (whether in tort, contract or otherwise) is accepted by the Group or any member of the Group or any
of their affiliates or any of its or their officers, employees, agents or advisers (each an “Identified Person”) as to or in relation to this Presentation (including the accuracy, completeness or sufficiency
thereof) or any other written or oral information made available or any errors contained therein or omissions therefrom, and any such liability is expressly disclaimed.

No representations or warranties, express or implied, are given by any Identified Person as to, and no reliance should be placed on, the accuracy or completeness of any information contained in this
Presentation, any other written or oral information provided in connection therewith or any data which such information generates. No Identified Person undertakes, or is under any obligation, to
provide the recipient with access to any additional information, to update, revise or supplement this Presentation or any additional information or to remedy any inaccuracies in or omissions from this
Presentation. Past performance is not necessarily indicative of future results. Differences between past performance and actual results may be material and adverse.

Forward-looking statements

This Presentation may contain projections, estimates, forecasts, targets, opinions, prospects, results, returns and forward-looking statements with respect to the financial condition, results of
operations, capital position, strategy and business of the Group which can be identified by the use of forward-looking terminology such as “may”, “will”, “should”, “expect”, “anticipate”, “project”,
“estimate”, “seek”, “intend”, “target” or “believe” or the negatives thereof or other variations thereon or comparable terminology (together, “forward-looking statements”), including the strategic priorities
and any financial, investment and capital targets described herein. Any such forward-looking statements are not a reliable indicator of future performance, as they may involve significant stated or
implied assumptions and subjective judgements which may or may not prove to be correct. There can be no assurance that any of the matters set out in forward-looking statements are attainable, will
actually occur or will be realised or are complete or accurate. Certain of the assumptions and judgements upon which forward-looking statements regarding strategic priorities and targets are based
are discussed under “Targeted Outcomes: Basis of Preparation”, available separately from this Presentation at

www.hsbc.com

. The assumptions and judgments may prove to be incorrect and involve
known and unknown risks, uncertainties, contingencies and other important factors, many of which are outside the control of the Group. Actual achievements, results, performance or other future
events or conditions may differ materially from those stated, implied and/or reflected in any forward-looking statements due to a variety of risks, uncertainties and other factors (including without
limitation those which are referable to general market conditions or regulatory changes). Any such forward-looking statements are based on the beliefs, expectations and opinions of the Group at the
date the statements are made, and the Group does not assume, and hereby disclaims, any obligation or duty to update, revise or supplement them if circumstances or management’s beliefs,
expectations or opinions should change. For these reasons, recipients should not place reliance on, and are cautioned about relying on, any forward-looking statements. No representations or
warranties, expressed or implied, are given by or on behalf of the Group as to the achievement or reasonableness of any projections, estimates, forecasts, targets, prospects or returns contained
herein.

Additional detailed information concerning important factors that could cause actual results to differ materially from this Presentation is available in our Annual Report and Accounts for the fiscal year
ended 31 December 2017 filed with the Securities and Exchange Commission (the “SEC”) on Form 20-F on 19 February 2018 (the “2017 Form 20-F), in our Interim Report for the six months ended
30 June 2018 furnished to the SEC on Form 6-K on 6 August 2018 (the “2018 Interim Report”), as well as in our Annual Report and Accounts for the fiscal year ended 31 December 2018 which we
expect to file with the SEC on Form 20-F on 19 February 2019.

Non-GAAP financial information

This Presentation contains non-GAAP financial information. The primary non-GAAP financial measures we use are presented on an ‘adjusted performance’ basis which is computed by adjusting
reported results for the period-on-period effects of foreign currency translation differences and significant items which distort period-on-period comparisons. Significant items are those items which
management and investors would ordinarily identify and consider separately when assessing performance in order to better understand the underlying trends in the business.

Reconciliations between non-GAAP financial measurements and the most directly comparable measures under GAAP are provided in our 2017 Form 20-F, our 1Q 2018 Earnings Release furnished
to the SEC on Form 6-K on 4 May 2018, the 2018 Interim Report, our 3Q 2018 Earnings Release furnished to the SEC on Form 6- K on 29 October 2018 and the corresponding Reconciliations of
Non-GAAP Financial Measures document, each of which are available at www.hsbc.com.

Information in this Presentation was prepared as at 19 February 2019.

38

Issued by HSBC Holdings plc

Group Investor Relations

8 Canada Square

London E14 5HQ

United Kingdom

www.hsbc.com

DIVIDEND PAYOUT

Dividend payout is the amount of cash that a company sends to its shareholders in the form of dividends. The company can decide to send all profits back to its investors, or could keep a portion of it as retained earnings (

http://www.investorwords.com

). In a dividend payout option, the fund pays out dividend from time to time as and when a dividend is declared

 

 

 

Companies (usually) pay dividends out of their earnings. If a company is paying more than it earns, the dividend might have to be cut. Comparing dividend payments to a company’s net profit after tax is a simple way of reality-checking whether a dividend is sustainable. HSBC Holdings paid out 79% of its profit as dividends, over the trailing twelve month period. Paying out a majority of its earnings limits the amount that can be reinvested in the business. This may indicate a commitment to paying a dividend, or a dearth of investment opportunities. 

  

HSBC Holdings has been paying dividends for a long time, but for the purpose of this analysis, we only examine the past 10 years of payments. The dividend has been cut on at least one occasion historically. During the past ten-year period, the first annual payment was US$0.64 in 2010, compared to US$0.51 last year. The dividend has shrunk at around 2.2% a year during that period. HSBC Holdings dividend hasn’t shrunk linearly at 2.2% per annum, but the CAGR is a useful estimate of the historical rate of change. 

  

When a company’s per-share dividend falls we question if this reflects poorly on either external business conditions, or the company’s capital allocation decisions. Either way, we find it hard to get excited about a company with a declining dividend. 

 

Bank of Georgia Group’s 4.6% dividend, as it has only been paying distributions for a year or so. The company also returned around 1.4% of its market capitalization to shareholders in the form of stock buybacks over the past year. Some simple analysis can offer a lot of insights when buying a company for its dividend, and we’ll go through this below. 

 

 
 

Payout ratios 

Companies (usually) pay dividends out of their earnings. If a company is paying more than it earns, the dividend might have to be cut. Comparing dividend payments to a company’s net profit after tax is a simple way of reality-checking whether a dividend is sustainable. In the last year, Bank of Georgia Group paid out 26% of its profit as dividends. This is a middling range that strikes a nice balance between paying dividends to shareholders and retaining enough earnings to invest in future growth. One of the risks is that management reinvests the retained capital poorly instead of paying a higher dividend. 

Dividend Volatility 

Before buying a stock for its income, we want to see if the dividends have been stable in the past, and if the company has a track record of maintaining its dividend. This company has been paying a dividend for less than 2 years, which we think is too soon to consider it a reliable dividend stock. This works out to be a compound annual growth rate (CAGR) of approximately 4.5% a year over that time. 

It’s good to see at least some dividend growth. Yet with a relatively short dividend paying history, we wouldn’t want to depend on this dividend too heavily. 

 
 

Dividend Growth Potential 

 
 

The other half of the dividend investing equation is evaluating whether earnings per share (EPS) are growing. Growing EPS can help maintain or increase the purchasing power of the dividend over the long run. It’s good to see Bank of Georgia Group has been growing its earnings per share at 11% a year over the past five years. Earnings per share have been growing at a good rate, and the company is paying less than half its earnings as dividends. We generally think this is an attractive combination, as it permits further reinvestment in the business. 

 
 

Conclusion 

 
 

To summarise, shareholders should always check that Bank of Georgia Group’s dividends are affordable, that its dividend payments are relatively stable, and that it has decent prospects for growing its earnings and dividend. We’re glad to see Bank of Georgia Group has a low payout ratio, as this suggests earnings are being reinvested in the business. We were also glad to see it growing earnings, although its dividend history is not as long as we’d like. Overall we think Bank of Georgia Group is an interesting dividend stock, although it could be better.