Corporate Governance Report Ara 2020

Corporate
governance report
196 Group Chairman’s governance statement

198 The Board
202 Senior management
204 How we are governed
209 Board activities during 2020
213 Board committees
229 Directors’ remuneration report
256 Share capital and other related disclosures
260 Internal control
261 Employees
264 Statement of compliance
265 Directors’ responsibility statement
Corporate governance
HSBC is committed to high standards of corporate

governance. We have a comprehensive range of
policies and systems in place designed to ensure that
the Group is well managed, with effective oversight
and control.
HSBC Holdings plc Annual Report and Accounts 2020 195

Report of the Directors | Corporate governance report
Group Chairman’s governance statement

Despite the challenging environment, the Board
remained informed on relevant issues, engaged
with stakeholders, and oversaw the development
of our new Group purpose and values.
As Group Chairman, I am ultimately

responsible for the Group’s governance
arrangements and the effective operation of
the Board. I am also responsible for ensuring
that the Board sets the right tone from the top
of the organisation and monitors the Group’s
culture. Given the unique challenges faced
during 2020 as a result of the Covid-19
outbreak, it was important that the Board was
properly informed on a regular basis on all
key issues and priorities affecting the Group.
To achieve this, we increased our Board
communication and met more frequently
during 2020, albeit remotely and with
scheduling flexed to meet the challenges
of Directors based in different time zones.
This allowed us to share insights and receive
updates on key developments, supported by
the attendance of external subject matter
experts.
Given the restrictions on travel and large

gatherings, and the guidance available to us
at the time, we took the decision to hold the
2020 AGM behind closed doors. As we
approach our 2021 AGM, we will continue to
monitor the situation, and will prioritise the
health and safety of the Board, our colleagues
and of course our shareholders. Further details
Mark E Tucker will be provided when our Notice of AGM is
Group Chairman published on 24 March 2021.
“Governance improvements will remain Board changes

Following a thorough and robust search
an area of focus for the Board and its process, as more fully set out in the
subsidiaries in the years ahead as the Nomination & Corporate Governance
Committee report on page 213, the Board
Group aims to achieve its ambition of unanimously supported the appointment
operating with world-class governance.” of Noel Quinn as Group Chief Executive on
17 March 2020. Noel has provided strong
direction and excellent leadership to HSBC
through these unprecedented times.
I would like to thank Sir Jonathan Symonds

Dear Shareholder and Kathleen Casey who stepped down from
the Board earlier this year. We subsequently
With the global pandemic and challenging appointed three new Directors, James Forese,
macroeconomic and geopolitical environment, Steven Guggenheimer and Eileen Murray, who
2020 was an extraordinary year for the Board. collectively bring strong universal banking,
These challenges have highlighted the operational and technology expertise.
importance of our governance framework and
operating practices. Against this backdrop, While the Board and its committees have
the Board oversaw the development of the operated well in a virtual environment, I do
Group’s future purpose and strategy led by not underestimate the value of in-person
the Group Chief Executive. We adapted our meetings. Our three new Directors underwent
Board and senior management engagement a successful virtual non-executive Director
schedule to ensure that as a Board, we induction programme during the year and we
continued to deliver on our responsibilities look forward to welcoming them in person at
to our key stakeholders. an appropriate point in the future.
196 HSBC Holdings plc Annual Report and Accounts 2020

Today we also announce that Laura Cha will effective and diverse skill sets that are aligned issues, as well as training to provide the Board
step down from the Board at the conclusion of with our future strategy. Further details with insight and an understanding of the
our 2021 AGM in May. On behalf of the Board, are set out in the Nomination & Corporate developing landscape and stakeholder
I wish to thank Laura for her outstanding Governance Committee report on page 213. expectations.
dedication and the enormous contribution
she has made to the success of HSBC over We enhanced our subsidiary accountability Recognising the importance of these matters
many years. I greatly appreciate the support framework, which applies to all subsidiaries to our stakeholders, investors and customers,
and counsel that she has provided to me within the Group, by supplementing this with the Board was pleased to announce our
personally on many occasions since I clear principles and provisions. The refreshed updated climate ambition in October 2020.
became the Group Chairman. framework builds on the progress made to Further information is provided on pages 24
enhance Group standards with the aim of and 44.
The Board initiated a search for suitable achieving world-class governance across
candidates to join and strengthen the expertise all our subsidiaries. Workforce engagement
on the Board, and further enhance our Members of the Board and subsidiary boards
Board diversity and knowledge of Asia. We strengthened connectivity between engaged actively with our employees during
I was delighted that last week we were able the HSBC Holdings Board and principal 2020 in line with the requirements of the 2018
to announce the appointment of Dame Carolyn subsidiaries by increasing the frequency of the UK Corporate Governance Code in relation to
Fairbairn as an independent non-executive Chairman’s Forum meetings. These monthly workforce engagement.
Director. Carolyn will bring a wealth of relevant meetings – which I chair – are attended by the
experience to our Board and her appointment chairs of the Holdings Board committees and Despite travel restrictions, all of the non-
will be effective from 1 September 2021. I am the chairs of the principal subsidiaries’ boards. executive Directors engaged directly with
pleased to report we are in advanced stages Given the significant uncertainty and members of the workforce across our global
on other searches that will result in further challenges that the Group, the industry and business lines, and through our employee
strengthening the Board’s skill set. wider society encountered in 2020, these resource groups. This has provided great
more frequent meetings proved hugely insight into the views of the wider workforce
Board evaluation beneficial in identifying and navigating the and gave valuable context for the Directors
In line with best practice, the Board and its challenges facing the Group globally. in informing their discussions at the Board.
committees again conducted a review of the Further details of our workforce engagement
effectiveness of our operation and practices. Purpose and values practices during 2020 can be found on
As we developed our purpose and values, the page 210.
Our 2019 review identified a number of areas Board undertook significant engagement with
for improvement in the way that the Board key stakeholders. Their input was important Looking ahead
operated. We took a number of actions during and influenced the outcome. It is critical that I am pleased with the progress that the Board
the second half of 2019 and throughout the values and associated behaviours are and broader Group have made in enhancing
2020 to address the areas identified, which embedded across the Group. Senior our governance practices during 2020.
contributed to improved effectiveness despite management’s success in embedding the Governance improvements will remain an area
the challenges posed by Covid-19 and the purpose and values will be overseen by the of focus for the Board and its subsidiaries in
uncertain geopolitical environment. Board. The Board and the Group Executive the years ahead as the Group aims to achieve
Committee set the tone from the top by its ambition of operating with world-class
We took the decision to once again invite adopting these refreshed values, which will governance.
Dr Tracy Long, the independent board inform the Board’s engagement practices
evaluator, to facilitate our 2020 review, provide and help facilitate an open and collaborative As a result of the Covid-19 outbreak, we
assurance on the progress made, and identify relationship with its stakeholders. The have had to adjust how we engage with our
any areas where further action was required. boardroom guidelines, which set out the shareholders and other stakeholders, with
Further details of the process, findings and ways of working between the Board and in-person meetings substituted for virtual
recommendations from the 2020 review can management and which were implemented meetings where necessary. Despite this, we
be found on page 211. in 2020, also support the engagement continued to engage fully with institutional
between the Board and management. investors. With encouraging news regarding
Subsidiary governance successful vaccines, I look forward to
During the year, the Board requested Further details of the Board’s consideration resuming in-person engagement practices
the Group Company Secretary and Chief when developing the purpose and values with our stakeholders when safe to do so.
Governance Officer to undertake a review of can be found in our section 172 statement
subsidiary governance, including a review of on page 24.
the composition of the principal subsidiary
boards. Following this exercise, principal Climate commitments
subsidiaries will report to the Nomination & Environmental, social and governance (‘ESG’)
Corporate Governance Committee during issues have been an area of significant Board Mark E Tucker
2021 on their future board compositions and focus during 2020. This has been in the form Group Chairman
succession plans to help ensure that they have of formal consideration of our strategy and
23 February 2021
ambitions in relation to ESG and climate

The Board
The Board aims to promote the Group’s long-term
success, deliver sustainable value to shareholders
and promote a culture of openness and debate.
Chairman and executive Directors
Mark E Tucker (63) Noel Quinn (59) Ewen Stevenson (54)

Group Chairman Group Chief Executive Group Chief Financial Officer
Appointed to the Board: September 2017 Appointed to the Board: August 2019 Appointed to the Board: January 2019
Group Chairman since: October 2017 Group Chief Executive since: March 2020
Skills and experience: Ewen has over 25 years’
Skills and experience: With over 30 years’ Skills and experience: Noel has more than 30 experience in the banking industry, both as an
experience in financial services in Asia and the years’ banking and financial services experience, adviser to major banks and as an executive of
UK, Mark has a deep understanding of the industry both in the UK and Asia, with over 28 years at HSBC. large financial institutions. In addition to his existing
and the markets in which we operate. leadership responsibilities for Group Finance,
Career: Noel was formally named Group Chief Ewen assumed responsibility for the oversight
Career: Mark was previously Group Chief Executive Executive in March 2020, having held the role on an of the Group's transformation programme in
and President of AIA Group Limited (‘AIA’). Prior to interim basis since August 2019. He has held various February 2021 and will assume responsibility
joining AIA, he held various senior management management roles across HSBC since joining in for the Group’s mergers and acquisitions activities
roles with Prudential plc, including as Group Chief 1992. He was most recently Chief Executive Officer in April 2021.
Executive for four years. He served on Prudential’s of Global Commercial Banking, having been
Board for 10 years. appointed to the role in December 2015 and as a Career: Ewen was Chief Financial Officer of
Group Managing Director in September 2016. Noel Royal Bank of Scotland Group plc from 2014
Mark previously served as non-executive Director of joined Forward Trust Group, a subsidiary of Midland to 2018. Prior to this, Ewen spent 25 years with
the Court of The Bank of England, as an independent Bank, in 1987 and joined HSBC in 1992 when the Credit Suisse, where his last role was co-Head
non-executive Director of Goldman Sachs Group and Group acquired Midland Bank. of the EMEA Investment Banking Division
as Group Finance Director of HBOS plc. and co-Head of the Global Financial
External appointments: Institutions Group.
External appointments: – Chair of the Financial Services Task Force of the
– Chair of TheCityUK Sustainable Market Initiative External appointments: None
– Non-executive Chairman of Discovery Limited
– Member of Build Back Better Council
– Supporting Chair of Chapter Zero
Board committee membership key

Committee Chair
Group Audit Committee
Group Risk Committee
Group Remuneration Committee
Nomination & Corporate Governance Committee
For full biographical details of our Board members, see

www.hsbc.com/who-we-are/leadership.

Independent non-executive Directors
Laura Cha, GBM (71) Henri de Castries (66) James Forese (58) Steven Guggenheimer (55)
Independent non-executive Director Independent non-executive Director Independent non-executive Director Independent non-executive Director
Appointed to the Board: March 2011 Appointed to the Board: March 2016 Appointed to the Board: May 2020 Appointed to the Board: May 2020
Skills and experience: Laura Skills and experience: Henri has Skills and experience: James has Skills and experience: Steven is an
has extensive regulatory and more than 25 years’ international over 30 years’ international business experienced technology executive
policymaking experience in the experience in the financial services and management experience in the with a strong track record of advising
finance and securities sector in industry, working in global insurance finance industry. businesses on digital transformation.
Hong Kong and mainland China. and asset management. He brings extensive insight into
Career: James formerly served as technologies ranging from artificial
Career: Laura was formerly Vice Career: Henri joined AXA S.A. in President of Citigroup. He began his intelligence to Cloud computing.
Chairman of the China Securities 1989 and held a number of senior career in securities trading with
Regulatory Commission, becoming roles, including Chief Executive Officer Salomon Brothers, one of Citigroup’s Career: Steven has more than
the first person outside mainland from 2000. In 2010, he was appointed predecessor companies, in 1985. In 25 years’ experience at Microsoft,
China to join the Central Government Chairman and Chief Executive, before addition to his most recent role as where he has held a variety of senior
of the People’s Republic of China at stepping down in 2016. President and Chief Executive Officer leadership roles. These include:
Vice-Ministerial level. The Hong Kong of Citigroup’s Institutional Clients Corporate Vice President for AI
Government awarded her the Grand He has previously worked for the Group, he has been Chief Executive of Business; Corporate Vice President
Bauhinia Medal for public service. French Finance Ministry Inspection its Securities and Banking division and of AI and ISV Engagement; Chief
Office and the French Treasury head of its Global Markets business. Evangelist; and Corporate Vice
She has previously served Department. On 1 January 2021, he became a President, Original Equipment
as non-executive Director of China non-executive Director of HSBC North Manufacturer.
Telecom Corporation Limited, Bank External appointments: America Holdings Inc.
of Communications Co., Ltd, and – Special Adviser to General Atlantic External appointments:
Tata Consultancy Services Limited. – Chairman of Institut Montaigne External appointments: – Non-executive Director of Forrit
– Vice Chairman of Nestlé S.A. – Non-executive Chairman of Global Technologies Limited
External appointments: – Non-executive Director of the French Bamboo Technologies – Advisor to Tensility Venture Fund
– Chair of Hong Kong Exchanges National Foundation for Political – Trustee of Colby College – Advisory Board Member of 5G
and Clearing Limited Science Open Innovation Lab
– Non-executive Chair of The – Member of the Global Advisory
Hongkong and Shanghai Banking Council at LeapFrog Investments
Corporation Limited – Senior Independent non-executive
– Non-executive Director of Director of Stellantis NV
The London Metal Exchange
– Non-executive Director of
Unilever PLC

Independent non-executive Directors
Irene Lee (67) Dr José Antonio Meade Kuribreña Heidi Miller (67) Eileen Murray (62)
Independent non-executive Director (51) Independent non-executive Director Independent non-executive Director
Appointed to the Board: July 2015 Independent non-executive Director Appointed to the Board: September 2014 Appointed to the Board: July 2020
Appointed to the Board: March 2019
Skills and experience: Irene has Skills and experience: Heidi Skills and experience: Eileen is
more than 40 years’ experience Skills and experience: José has has more than 30 years’ senior an accomplished executive with
in the finance industry, having held extensive experience across a number management experience in extensive knowledge in financial
senior investment banking and fund of industries, including in public international banking and finance. technology and corporate strategy from
management roles in the UK, the administration, banking, financial a career spanning more than 40 years.
US and Australia. policy and foreign affairs. Career: Heidi was President of
International at J.P. Morgan Chase & Career: Eileen most recently served
Career: Irene held senior positions at Career: Between 2011 and 2017, Co. between 2010 and 2012 where as co-Chief Executive Officer of
Citibank, the Commonwealth Bank of José held Cabinet-level positions she led the bank’s global expansion Bridgewater Associates, LP. Prior to
Australia and SealCorp Holdings in the federal government of Mexico, and international business strategy joining Bridgewater, she was Chief
Limited. including as Secretary of Finance across the investment bank, asset Executive Officer for Investment Risk
and Public Credit, Secretary of Social management, and treasury and Management LLC and President and
Other past appointments include Development, Secretary of Foreign securities services divisions. co-Chief Executive Officer of Duff
being a member of the Advisory Affairs and Secretary of Energy. Prior Previously, she ran the treasury Capital Advisors.
Council for J.P. Morgan Australia, to his appointment to the Cabinet, he and securities services division
a member of the Australian served as Undersecretary and as for six years. She started her professional career in
Government Takeovers Panel and a Chief of Staff in the Ministry of 1984 at Morgan Stanley, where she
non-executive Director of Cathay Finance and Public Credit. Other past roles included Chief held several senior positions including
Pacific Airways Limited. Financial Officer of Bank One Controller, Treasurer, and Global Head
José is also a former Director General Corporation and Senior Executive Vice of Technology and Operations, as well
External appointments: of Banking and Savings at the Ministry President of Priceline.com Inc. as Chief Operating Officer for its
– Executive Chair of Hysan of Finance and Public Credit and Institutional Securities Group. From
Development Company Limited served as Chief Executive Officer of She has previously served in 2002 to 2005, she was Head of Global
– Non-executive Director of The the National Bank for Rural Credit. non-executive Director roles for Technology, Operations and Product
Hongkong and Shanghai Banking General Mills Inc., Merck & Co Inc. Control at Credit Suisse and served on
Corporation Limited External appointments: and Progressive Corp. She was also a its management and executive board.
– Non-executive Director of Hang – Commissioner and Board Member trustee of the International Financial
Seng Bank Limited of the Global Commission on Reporting Standards Foundation. She External appointments:
– Member of the Exchange Fund Adaptation is currently Chair of HSBC North – Chair of the Financial Industry
Advisory Committee of the Hong – Non-executive Director of Alfa America Holdings Inc. Regulatory Authority
Kong Monetary Authority. S.A.B. de C.V. – Non-executive Director of Compass
– Chair of Hang Seng Bank Limited External appointments: – Non-executive Director of Guardian
(from the conclusion of its 2021 – Non-executive Director of Fiserv Inc. Life Insurance Company of America
AGM) – Chair of the Audit Committee of – Director of HumanityCorp
Fiserv, Inc. – Non-executive Director of Atlas
Crest Investment Corp.

David Nish (60) Jackson Tai (70) Pauline van der Meer Mohr (61) Aileen Taylor (48)
Independent non-executive Director Independent non-executive Director Group Company Secretary and
Appointed to the Board: May 2016 Appointed to the Board: September 2016 Independent non-executive Director Chief Governance Officer
Senior Independent non-executive Appointed to the Board: September 2015 Appointed: November 2019
Director since February 2020 Skills and experience: Jackson
has significant experience as a Skills and experience: Pauline has Skills and experience: Aileen
Skills and experience: David has non-executive Director, having held extensive legal, corporate governance has significant governance and
substantial international experience senior operating and governance and human resources experience regulatory experience across
of financial services, corporate roles across Asia, North America across a number of different sectors. various roles in the banking
governance, financial accounting and Europe. industry. She is a solicitor and a
and operational transformation. Career: Pauline served on the member of the European Corporate
Career: Jackson was Vice Chairman Supervisory Board of ASML Holding Governance Council, the GC100 and
Career: David served as Group Chief and Chief Executive Officer of DBS N.V. between 2009 and 2018. She the Financial Conduct Authority’s
Executive Officer of Standard Life plc Group and DBS Bank Ltd. between was formerly President of Erasmus Listing Authority Advisory Panel.
between 2010 and 2015, having joined 2002 and 2007, having served as Chief University Rotterdam, a member of
the company in 2006 as Group Financial Officer and then as President the Dutch Banking Code Monitoring Career: Aileen spent 19 years at
Finance Director. He is also a former and Chief Operating Officer. He was Committee and a Senior Vice the Royal Bank of Scotland Group,
Group Finance Director of Scottish previously a managing director and President and Head of Group Human having held various legal, risk
Power plc and was a partner at Price senior officer for Asia-Pacific, and Resources Director at ABN AMRO and compliance roles. She was
Waterhouse. executive director and Head of Japan Bank N.V. and TNT N.V. She also held appointed Group Secretary in
Capital Markets in the investment various executive roles at the Royal 2010 and was most recently
David has also previously served as a banking division of J.P. Morgan & Co. Dutch Shell Group. Chief Governance Officer and
non-executive Director of HDFC Life Incorporated, where he worked for Board Counsel.
(India), Northern Foods plc, London 25 years. External appointments:
Stock Exchange Group plc, the UK – Chair of the Dutch Corporate
Green Investment Bank plc and Zurich Other former appointments include Governance Code Monitoring
Insurance Group. non-executive Director of Canada Committee
Pension Plan Investment Board, Royal – Chair of the Supervisory Board
External appointments: Philips N.V., Bank of China Limited, of EY Netherlands
– Non-executive Director of Vodafone Singapore Airlines, NYSE Euronext, – Deputy Chair of the Supervisory
Group plc ING Groep N.V., CapitaLand Ltd, Board of Royal DSM N.V.
Former Directors who served
SingTel Ltd. and Jones Lang LaSalle – Member of the Selection and
Inc. He also served as Vice Chairman Nomination Committee of the for part of the year
of Islamic Bank of Asia. Supreme Court of the Netherlands
– Member of the Capital Markets Sir Jonathan Symonds
External appointments: Committee of the Dutch Authority Sir Jonathan Symonds retired from the
– Non-executive Director of Eli Lilly for Financial Markets Board on 18 February 2020.
and Company – Non-executive Director of Viatris,
– Non-executive Director of Inc. Kathleen Casey
MasterCard Incorporated Kathleen Casey retired from the Board
on 24 April 2020.
or full biographical details of our Board members,

F
see www.hsbc.com/who-we-are/leadership.

Senior management
Senior management, which includes the Group Executive
Committee, supports the Group Chief Executive in the day-to-day
management of the business and the implementation of strategy.
Elaine Arden (52) Colin Bell (53) Jonathan Calvert-Davies (52) Georges Elhedery (46)
Group Chief Human Chief Executive Officer, Group Head of Audit Co-Chief Executive Officer,
Resources Officer HSBC Bank plc and HSBC Europe Global Banking and Markets
Jonathan joined HSBC as Group Head
Elaine joined HSBC as Group Chief Colin joined HSBC in July 2016 and of Audit in October 2019 and is a Georges joined HSBC in 2005 and was
Human Resources Officer in June was appointed Chief Executive Officer, standing attendee of the Group appointed as co-Chief Executive
2017. She was previously at the Royal HSBC Bank plc and HSBC Europe on Executive Committee. He has 30 years Officer of Global Banking and Markets
Bank of Scotland Group, where she 22 February 2021. He previously held of experience providing assurance, in March 2020. He is also head of the
was Group Human Resources the role of Group Chief Compliance audit and advisory services to the Markets and Securities Services
Director. She has held senior human Officer, and also led the Group banking and securities industries in division of the business. Georges
resources and employee relations transformation oversight programme. the UK, the US and Europe. Prior to previously served as Chief Executive
roles in a number of other financial Colin previously worked at UBS, which joining HSBC, he led KPMG’s financial Officer for HSBC, Middle East, North
institutions, including Clydesdale Bank he joined in 2007, where he was the services internal audit services Africa and Turkey and Head of Global
and Direct Line Group. Elaine is a Global Head of Compliance and practice. His previous roles include Markets; Head of Global Banking and
member of the Chartered Institute of Operational Risk Control. Colin joined leading PwC’s UK internal audit Markets, MENA; and Regional Head of
Personnel and Development and a the British Army in 1990 and he served services practice. He also served as Global Markets, MENA.
fellow of the Chartered Banker for 16 years in a variety of command interim Group Head of Internal Audit at
Institute. and staff roles and completed the the Royal Bank of Scotland Group.
Joint Services Command and Staff
College in 2001.
Kirsty Everett (44) Greg Guyett (57) John Hinshaw (50) Bob Hoyt (56)
Interim Group Chief Compliance Co-Chief Executive Officer, Group Chief Operating Officer Group Chief Legal Officer
Officer Global Banking and Markets
John became Group Chief Operating Bob joined HSBC as Group Chief Legal
Kirsty was appointed as Interim Greg joined HSBC in October 2018 as Officer in February 2020, having joined Officer in January 2021. He was most
Group Chief Compliance Officer Head of Global Banking and became HSBC in December 2019. John has an recently Group General Counsel at
on 22 February 2021. She took on co-Chief Executive Officer of Global extensive background in transforming Barclays from 2013 to 2020. Prior to
this role in addition to her existing Banking and Markets in March 2020. organisations across a range of that he was General Counsel and Chief
responsibilities as the Global Chief Prior to joining HSBC, he was industries. Most recently, he served as Regulatory Affairs Officer for The PNC
Operating Officer for the Compliance President and Chief Operating Officer Executive Vice President of Hewlett Financial Services Group. Bob has
function. She joined HSBC in March of East West Bank. Greg began his Packard and Hewlett Packard served as General Counsel to the US
2019 as the Chief of Staff and Head of career as an investment banker at J.P. Enterprise, where he managed Department of the Treasury under
Digital Transformation for Compliance. Morgan, where positions included: technology and operations and was Secretary Paulson, and as Special
Prior to joining HSBC, Kirsty was the Chief Executive Officer for Greater Chief Customer Officer. He also held Assistant and Associate Counsel to
designated Chief Compliance Officer, China; Chief Executive Officer, Global senior roles at Boeing and Verizon and the White House under President
Head of Conduct Risk and Operational Corporate Bank; Head of Investment served on the Board of Directors of George W. Bush.
Risk, Head of Monitoring and Banking for Asia-Pacific; and Co-Head BNY Mellon.
Oversight at UBS, having originally of Banking Asia-Pacific.
joined from Deloitte in 2012.

Pam Kaur (57) Nuno Matos (53) Stephen Moss (54) Barry O’Byrne (45)
Group Chief Risk Officer Chief Executive Officer, Regional Chief Executive Chief Executive Officer,
Wealth and Personal Banking Global Commercial Banking
Pam was appointed Group Chief Risk Stephen joined HSBC in 1992. He was
Officer in January 2020, having joined Nuno joined HSBC in 2015 and was named Regional Chief Executive in Barry joined HSBC in April 2017 and
HSBC in 2013. She was previously appointed Chief Executive Officer of March 2020, with responsibility for was appointed Chief Executive of
Head of Wholesale Market and Credit Wealth and Personal Banking on 22 overseeing the Group's businesses in Global Commercial Banking in
Risk and Chair of the enterprise-wide February 2021. He was previously the Europe (apart from HSBC UK); the February 2020, having served in the
non-financial risk forum. Pam has also Chief Executive Officer of HSBC Bank Middle East, North Africa and Turkey role on an interim basis since August
served as Group Head of Internal plc and HSBC Europe, a role he held (‘MENAT’); Latin America; and Canada. 2019. He was previously Chief
Audit and held a variety of audit and from March 2020. He has also served He previously held the role of Chief of Operating Officer for Global
compliance roles at banks, including as Chief Executive Officer of HSBC Staff to the Group Chief Executive and Commercial Banking. Prior to joining
Deutsche Bank, RBS, Lloyds TSB and Mexico, and as regional head of Retail oversaw the Group’s mergers and HSBC, Barry worked at GE Capital for
Citigroup. She serves as a non- Banking and Wealth Management in acquisitions and strategy and planning 19 years in a number of senior
executive Director of Centrica plc. Latin America. Prior to joining HSBC, activities. Stephen will be appointed as leadership roles, including as CEO,
he held senior positions at CEO, MENAT, in April 2021 subject to GE Capital International and in CEO
Santander Group. regulatory approval. Stephen is a positions in Italy, France and the UK.
non-executive Director of The Saudi
British Bank, HSBC Bank Middle East
Limited, HSBC Middle East Holdings
B.V, HSBC Latin America Holdings
(UK) Limited and HSBC Bank Canada.
Additional members of the
Group Executive Committee
Noel Quinn
Ewen Stevenson
Aileen Taylor
Biographies are provided on pages

198 and 201.
Michael Roberts (60) John David Stuart Peter Wong (69)
President and Chief Executive (known as Ian Stuart) (57) Deputy Chairman and
Officer, HSBC USA Chief Executive Officer, Chief Executive Officer,
HSBC UK Bank plc The Hongkong and Shanghai
Michael joined HSBC in October 2019. Banking Corporation Limited
He is an executive Director, President Ian has been Chief Executive Officer
and CEO of HSBC North America of HSBC UK Bank plc since April 2017 Peter joined HSBC in 2005 and is
Holdings Inc. He also serves as and has worked in financial services Chairman and non-executive Director
Chairman of HSBC Bank USA, N.A. for over four decades. He joined HSBC of HSBC Bank (China) Company
and HSBC USA Inc. Michael will as Head of Commercial Banking Limited, and a non-executive Director
assume executive responsibility for the Europe in 2014, having previously led of Hang Seng Bank Limited. Other
Group’s Canadian and Latin American the corporate and business banking appointments include Council Member
businesses, in addition to his existing businesses at Barclays and NatWest. of Hong Kong Trade Development
responsibilities in relation to the US. He started his career at Bank of Council, a member of its Belt and Road
His expanded role as CEO, US and Scotland. Ian is a business Committee; and Chairman of the Hong
Americas will take effect from April ambassador for Meningitis Now Kong General Chamber of Commerce.
2021. Previously, he spent 33 years and a member of the Economic
at Citigroup in a number of senior Crime Strategic Board.
leadership roles, most recently as
Global Head of Corporate Banking
and Capital Management and Chief
Lending Officer of Citibank N.A.

Group. For further details of how the Board engages with the
How we are governed workforce, see page 210.
We are committed to high standards of corporate governance. The
How Board governance was adapted for Covid-19
Group has a comprehensive range of policies and procedures in
place designed to ensure that it is well managed, with effective The Board oversaw the implementation of various governance
oversight and controls. We comply with the provisions of the UK changes introduced in response to the Covid-19 outbreak. Board
Corporate Governance Code and the applicable requirements of and committee agendas were tailored to focus on key priorities
the Hong Kong Corporate Governance Code. taking into account the need to hold most meetings via
videoconference. The challenges that arose from communicating
Board’s role, Directors’ responsibilities and across three time zones were navigated by remaining agile in
attendance meeting arrangements and through increased frequency of
communications during the year.
The Board, led by the Group Chairman, is responsible among other
matters for: In addition to substantially increasing the frequency of Board and
executive committee meetings, the following changes were
• promoting the Group’s long-term success and delivering implemented to improve connectivity, and provide an
sustainable value to shareholders; understanding of the challenges and priorities of the
• establishing and approving the Group’s strategy and objectives management team as it led the organisation through the crisis:
and monitoring the alignment of the Group’s purpose, strategy • The Group Chairman introduced a weekly Board update note.
and values with the desired culture; • Management produced a weekly Board report on its response
• setting the Group’s risk appetite and monitoring the Group’s to the Covid-19 outbreak.
risk profile; • A Board Oversight Sub-Group was set up to provide guidance
• approving and monitoring capital and operating plans for to the executive team on emerging issues.
achieving strategic objectives; and • The chairs of our principal subsidiaries and the chairs of the
Group's Board committees attended the Group Chairman’s
• approving material transactions.
Forum each month.
The Board's terms of reference are available on our website at
www.hsbc.com/who-we-are/leadership-and-governance/board-
responsibilities. Technology governance
In light of the increasingly significant role of technology in the
The Board's powers are subject to relevant laws, regulations and
Group’s strategy, operations and growth prospects, in January
HSBC’s articles of association.
2021 the Board approved the establishment of a Technology
The role of the independent non-executive Directors is to support Governance Working Group for a period of 12 months.
the development of proposals on strategy, hold management to The working group has been tasked with developing
account and ensure the executive Directors are discharging their recommendations to strengthen the Board’s oversight of
responsibilities properly, while creating the right culture to technology strategy, governance and emerging risks and
encourage constructive challenge. Non-executive Directors also enhance connectivity with the principal subsidiaries.
review the performance of management in meeting agreed goals
The working group will be jointly chaired by Eileen Murray and
and objectives. The Group Chairman meets with the non-executive
Steven Guggenheimer, given their expertise and experience in
Directors without the executive Directors in attendance after
this area. Jackson Tai, the Group Risk Committee Chair, will be a
Board meetings and otherwise, as necessary.
member, along with other non-executive Directors to be
The roles of Group Chairman and Group Chief Executive are nominated by each of our US, UK, European and Asian principal
separate. There is a clear division of responsibilities between the subsidiaries. The co-Chairs will each receive fees in respect of
leadership of the Board by the Group Chairman, and the executive their leadership of the working group over the next 12 months.
responsibility for day-to-day management of HSBC’s business, Details of these fees can be found on page 238.
which is undertaken by the Group Chief Executive. Key IT and business staff will attend the Technology Governance
The majority of Board members are independent non-executive Working Group to provide insights on key technology issues
Directors. At 31 December 2020, the Board comprised the Group across the Group allowing the working group to make
Chairman, 11 non-executive Directors, and two executive recommendations for enhanced Board oversight of technology.
Directors who are the Group Chief Executive and the Group Chief The total time commitment expected of the co-chairs will be up
Financial Officer. With effect from 1 January 2020, the role of the to 30 days, reflective of the complexity and profile of the subject
Group Chief Risk Officer ceased to be a member of the Board. matter.
For further details of the Board’s career background, skills,
experience and external appointments, see pages 198 to 201.
Board engagement with shareholders
Operation of the Board
In 2020, the Group Chairman, Senior Independent Director and
The Board is ordinarily scheduled to meet at least seven times a the Group Company Secretary and Chief Governance Officer
year. In 2020, due to the Covid-19 outbreak, the Board held 17 engaged with a number of our large institutional investors in over
meetings. The Board agenda is agreed by the Group Chairman, 20 meetings, primarily ahead of the 2020 AGM. Topics that were
working with the Group Company Secretary and Chief Governance raised included geopolitical tensions, primarily relating to Hong
Officer and the Group Chief Executive. For more information, see Kong, mainland China, the US and the UK, as well as Board
the section on 'Board activities during 2020' on page 209. composition, changes to the Group Executive Committee, our
The Group Chief Risk Officer and Group Chief Legal Officer are climate policy and the impact of the Covid-19 outbreak on the
regular attendees at Board meetings, and other senior executives Group, its employees, customers and communities.
attend as required. The Group Remuneration Committee Chair also engaged with
key investors and proxy advisory firms on our remuneration
Outside of Board meetings, the Board Oversight Sub-Group,
approach in respect of the 2020 performance year. During such
established by the Group Chairman, meets in advance of each
engagements, the Group Remuneration Committee Chair kept
Board meeting as an informal mechanism for a smaller group of
investors informed on other matters including the Group’s
Board members and management to discuss emerging issues.
response to the Covid-19 outbreak and the Group Chief
This group provides regular opportunities for members of the
Executive's and Group Chief Financial Officer's salary sacrifice
Board to communicate with senior management to deepen
and charitable donations.
understanding of, and provide input into, key issues facing the

Board roles, responsibilities and attendance
At 31 December 2020, the Board comprised the Group Chairman, 11 non-executive Directors and two executive Directors. The table
below sets out their roles, responsibilities and attendance at Board meetings. For a full description of responsibilities see
www.hsbc.com/who-we-are/leadership-and-governance/board-responsibilities.
Board
attendance
Roles in 2020 Responsibilities
Group Chairman 17/17 • Provides effective leadership of the Board and promotes the highest standards of corporate governance
Mark E Tucker1,2 practices.
• Leads the Board in providing strong strategic oversight and setting the Board’s agenda, culture and
values.
• Leads the Board in challenging management’s thinking and proposals, and foster open and constructive
debate among Directors.
• Maintains external relationships with key stakeholders and communicates investors' views to the Board.
• Evaluates the performance of the Board, Committees, non-executive Directors and Group Chief
Executive.
Executive Director 17/17 • Leads and directs the implementation of the Group’s business strategy, embedding the organisation’s
Group Chief Executive culture and values.
Noel Quinn2 • Leads the Group Executive Committee with responsibility for the day-to-day operations of the Group,
under authority delegated to him from the Board.
• Maintains relationships with key stakeholders including the Group Chairman and the Board.
Executive Director 17/17 • Supports the Group Chief Executive in developing and implementing the Group strategy and
Chief Financial Officer recommends the annual budget and long-term strategic and financial plan.
Ewen Stevenson2 • Leads the Finance function and is responsible for effective financial reporting, including the
effectiveness of the processes and controls, to ensure the financial control framework is robust and fit
for purpose.
• Maintains relationships with key stakeholders including shareholders.
Non-executive Directors 17/17 • Supports the Group Chairman, acting as intermediary for non-executive Directors when necessary.
Senior Independent • Leads the non-executive Directors in the oversight of the Group Chairman, supporting the clear division
Director of responsibility between the Group Chairman and the Group Chief Executive.
David Nish2,3 • Listens to shareholders' views if they have concerns that cannot be resolved through the normal
channels.
Laura Cha3 17/17 • Develop and approve the Group strategy.
Henri de Castries3 17/17 • Challenge and oversee the performance of management.
James Forese3 12/12 • Approve the Group’s risk appetite and review risk profile and performance.
Steven Guggenheimer3 12/12

Irene Lee3 17/17
Dr José Antonio Meade 17/17
Kuribreña3
Heidi Miller3,4 16/17
Eileen Murray3,4 5/7
Jackson Tai3 17/17
Pauline van der Meer Mohr3 17/17
Kathleen Casey3 5/5
Sir Jonathan Symonds3 2/2
Group Company Secretary • Maintains strong and consistent governance practices at Board level and throughout the Group.
and Chief Governance • Supports the Group Chairman in ensuring effective functioning of the Board and its committees, and
Officer transparent engagement between senior management and non-executive Directors.
Aileen Taylor • Facilitates induction and professional development of non-executive Directors.
• Advises and supports the Board and management in ensuring effective end-to-end governance and
decision making across the Group.
1 The non-executive Group Chairman was considered to be independent on appointment.

2 Mark Tucker, David Nish, Noel Quinn and Ewen Stevenson attended the AGM on 24 April 2020. As a consequence of the UK Government's
Covid-19 guidance and prohibitions at the time of the AGM, only a limited number of Directors and essential personnel attended the AGM to
ensure a quorum was present and to conduct the business of the meeting.
3 Independent non-executive Director. All of the non-executive Directors are considered to be independent of HSBC. There are no relationships or
circumstances that are likely to affect any individual non-executive Director’s judgement. All non-executive Directors have confirmed their
independence during the year. Kathleen Casey and Sir Jonathan Symonds retired from the Board on 24 April 2020 and 18 February 2020
respectively.
4 Eileen Murray was unable to attend two Board meetings owing to prior commitments made before her appointment to the Board. Heidi Miller
was unable to attend one Board meeting that was arranged at short notice owing to a pre-scheduled external commitment.

Board induction and training technology and Cloud capability; climate change; financial crime;
shareholder activism; and business and governance. External
The Group Company Secretary and Chief Governance Officer consultants, in conjunction with the Group Company Secretary
works with the Group Chairman to oversee appropriate induction and Chief Governance Officer, provided specific training to
and ongoing training programmes for the Board. On appointment, members of relevant boards and executive committees within
new Board members are provided with tailored, comprehensive scope for the Senior Managers and Certification Regime. This
induction programmes to fit with their individual experiences and included practical examples of responsibility in decision making
needs, including the process for dealing with conflicts. and discussion of relevant case studies.
The structure of the induction allows a Board member to In addition, non-executive Directors discussed individual
contribute meaningfully from appointment. An early focus on development areas with the Group Chairman during performance
induction supports good information flows within the Board and reviews and in conversations with the Group Company Secretary
its committees and between senior management and non- and Chief Governance Officer. The Group Company Secretary and
executive Directors, providing a better understanding of our Chief Governance Officer makes appropriate arrangements for any
culture and way of operating. During 2020 we welcomed three additional training needs identified using internal resources, or
new non-executive Directors to our Board and also facilitated the otherwise, at HSBC’s expense.
Group Chief Executive’s induction. For illustrations of the typical
induction modules, see the 'Directors' induction and ongoing Between the induction and training programmes, the Directors’
development in 2020' table on the following page. understandings of key matters and risks for the business are
supported so that they provide effective, informed and insightful
Although there were constraints due to the Covid-19 outbreak, challenge in their leadership and oversight roles.
virtual meetings enabled our new non-executive Directors to
engage with colleagues and key external personnel in a shorter Members of Board committees receive relevant training as
time period than would have been the case if meeting in person. appropriate. Directors may take independent professional advice
at HSBC’s expense.
When it is safe to recommence Board travel to our global
locations, we will take opportunities to facilitate comprehensive Board Directors who serve on principal subsidiary boards also
face-to-face engagement. These opportunities provide invaluable receive training relevant to those boards. Opportunities exist for
insight and understanding of our business, customers, culture and the principal subsidiary and principal subsidiary committee chairs
people. to share their understanding in specific areas with the Board
Directors.
Directors undertook routine training during 2020. They also
participated in 'deep dive' sessions into specific areas of the
Group’s strategic priorities, risk appetite and approach to
managing certain risks. These focused on areas such as:
'I was impressed with the smooth and thorough management

of my induction at a time when the Covid-19 outbreak was
otherwise creating confusion and uncertainty.
Shifting quickly to a remote, video-enabled process allowed
me to be introduced to other Board members and to meet a
wide range of senior executives from across the global
businesses, regions and functions in quick succession.
Conversations with management were informative and
comprehensive.
Where I had questions or wanted further conversations, the
team responded swiftly and engaged in additional sessions as
requested. Despite the lack of the usual in-person induction
meetings, the open culture at HSBC helped me to come up
James Forese the learning curve quickly and made me feel immediately
welcomed.'
Non-executive Director

Directors’ induction and ongoing development in 2020
Strategy and
business Risk and Corporate Global mandatory ARCC, Chairs and
Director Induction1 briefings2 control3 governance4 training5 Remco Forum Subsidiary
Kathleen Casey ô l l l l l ô
Laura Cha ô l l l l l l
Henri de Castries ô l l l l ô ô
James Forese l l l l l ô ô
Steven
Guggenheimer l l l l l ô ô
Irene Lee ô l l l l l l
José Antonio
Meade Kuribreña ô l l l l l ô
Heidi Miller ô l l l l l l
Eileen Murray l l l l l ô ô
David Nish ô l l l l l ô
Noel Quinn l ô l l l l ô
Ewen Stevenson ô l l l l l ô
Jackson Tai ô l l l l l ô
Mark Tucker ô l l l l l ô
Pauline van der
Meer Mohr ô l l l l l ô
1 The induction programme is delivered through formal briefings and introductory sessions with Board members, senior management, treasury
executives, legal counsel, auditors, brokers, tax advisers and regulators. Topics covered included: values, culture and leadership; governance and
stakeholder management; Directors’ legal and regulatory duties; anti-money laundering and anti-bribery; technical and business briefings; and
strategy.
2 Directors participated in business strategy, market development and business briefings, which are global, regional and/or market-specific.
Examples of specific sessions held in 2020 included 'Asia growth: build and strengthen in Hong Kong' and 'Strategic priority: growth of UK ring-
fenced bank'.
3 Directors received risk and control training. Examples of specific sessions held in 2020 included 'Governance of climate-related risk', 'Wholesale
and retail credit risk management', 'Forward-looking financial crime risk issues', ’Resolvability assessment framework’ and ‘Technology
terminology’.
4 All Directors received corporate governance training including ‘Senior Managers and Certification Regime’ and ‘Climate and sustainable finance’.
5 Global mandatory training, issued to all Directors, mirrored training undertaken by all employees, including senior management. These included
management of risk under the enterprise risk management framework, with a focus on operational risk; cyber risk and fraud; health, safety and
well-being; data privacy and the protection of data of our customers and colleagues; combating financial crime, including understanding money
laundering, sanctions, and bribery and corruption risks; and our values and conduct, including workplace harassment and speaking up.
Board committees In addition, the Chairman’s Committee is convened to provide

flexibility for the Board to consider ad hoc Board and routine
The Board delegates oversight of certain audit, risk, remuneration, matters between scheduled Board meetings. It meets with
nomination and governance matters to its committees. Each attendees determined by the nature of the proposed business to
standing Board committee is chaired by a non-executive Board be discussed.
member and has a remit to cover specific topics in accordance
with their respective terms of reference. Only independent non-
executive Directors are members of Board committees. Details of
the work carried out by each of the Board committees can be
found in the respective committee reports from page 213.
Board
Nomination &
Group
Chairman’s Group Audit Group Risk Corporate
Remuneration
Committee Committee Committee Governance
Committee
Committee

Relationship between Board and senior management To strengthen accountability and information flow, each principal
subsidiary takes responsibility for the oversight of Group
The Board delegates day-to-day management of the business and
companies in its region through the subsidiary accountability
implementation of strategy to the Group Chief Executive. The
framework. The guidance underpinning the framework principles
Group Chief Executive is supported in his day-to-day management
defines how we escalate and cascade information and procedures
of the Group by recommendations and advice from the Group
between the Board, the principal subsidiary boards and their
Executive Committee ('GEC'), an executive forum that he chairs
respective committees.
comprising members of senior management.
During 2020, a subsidiary governance review was undertaken by
The Directors are encouraged to have free and open contact with
the Group Company Secretary and Chief Governance Officer to
management at all levels and full access to all relevant
consider the application of the framework by the principal
information. Non-executive Directors are encouraged to visit local
subsidiaries and certain material subsidiaries. This resulted in
business operations and meet local management when they
recommended changes to both the subsidiary accountability
attend off-site Board meetings and when travelling for other
framework principles and their application. All relevant boards will
reasons, although this was not possible during 2020 due to the
consider and implement any recommendations and actions arising
Covid-19 outbreak.
out of this review over the course of 2021. For further details of
Executive governance the subsidiary governance review, see the Nomination &
The Group’s executive governance is underpinned by the Group Corporate Governance Committee report on page 213.
operating rhythm, which sets out the Board and executive The Group Chairman interacts regularly with the chairs of the
engagement schedule. This was refreshed for 2020 to facilitate principal subsidiaries, including through the Chairman’s Forum,
end-to-end governance flowing up from executive governance to which brings together the chairs of the principal subsidiaries and
the Board. the chairs of the Group's audit, risk and remuneration committees
The Group operating rhythm is characterised by three pillars: to discuss Group-wide and regional matters. From March 2020,
i. The GEC normally meets every week to discuss current and these meetings moved from twice a year to monthly, in response
emerging issues. However, during 2020 it met much more to the complex and dynamic environment. The Group Chairman
frequently as a result of Covid-19. hosted nine Chairman’s Forums, which were also attended by
relevant executive management, to cover sessions on strategy, the
ii. On a monthly basis, the GEC reviews the performance of
economy, regulatory matters, cyber risk and resilience,
global businesses, principal geographical areas and legal
implementation of the subsidiary accountability framework and
entities. These performance reviews are supplemented by
corporate governance.
quarterly performance management review meetings
between the Group Chief Executive and the Group Chief The chairs of each of the Group Audit Committee, Group Risk
Financial Officer and each of the chief executive officers of Committee and Group Remuneration Committee also have regular
the global businesses, principal geographical areas and legal dialogues with the respective committees of the principal
entities on an individual basis. subsidiaries to ensure an awareness and coordinated approach to
iii. The GEC holds a strategy and governance meeting two weeks key issues. These interactions are reinforced through Audit and
in advance of each Board meeting. Risk Committee Chairs' Forums, and the Remuneration Committee
Chairs' Forum, which are held several times a year. The chairs of
Separate committees have been established to provide specialist
the principal subsidiaries’ committees are invited to attend the
oversight for matters delegated to the Group Chief Executive and
relevant forums to raise and discuss current and future global
senior management, in keeping with their responsibilities under
issues, including regulatory priorities in each of the regions.
the Senior Managers and Certification Regime. Some of these
separate committees are dedicated sub-committees of the GEC, Board members attend principal subsidiary meetings as guests
and some operate under individual accountability. These from time to time. Similarly, principal subsidiary directors are
committees support the Group Chief Executive and GEC invited to attend committee meetings at Group level, where
members in areas such as capital and liquidity, risk management, relevant.
disclosure and financial reporting, restructuring and investment
considerations, transformation programmes, people issues,
diversity and inclusion, and talent and development.
In addition to our regional company secretaries supporting our
principal subsidiaries, we have corporate governance officers
supporting our global lines of business, digital business services
and our larger global functions to assist in effective end-to-end
governance, consistency and connectivity across the Group.
Subsidiary governance
Subsidiaries are formally designated as principal subsidiaries by
approval of the Board.
The designated principal subsidiaries are:
Principal subsidiary Oversight responsibility

The Hongkong and Shanghai
Banking Corporation Limited Asia-Pacific
HSBC Bank plc Europe, Bermuda (excluding
Switzerland and UK ring-fenced
activities)
HSBC UK Bank plc UK ring-fenced bank and its
subsidiaries
HSBC Middle East Holdings BV Middle East
HSBC North America Holdings Inc. US
HSBC Latin America Holdings (UK)
Limited Mexico and Latin America
HSBC Bank Canada Canada

approach will allow for a good level of income to shareholders and
Board activities during 2020 a progressive dividend, assuming good levels of economic and
During 2020, the Board focused on resetting the strategic earnings growth.
direction, supporting the Group Chief Executive and overseeing The Group will not be paying quarterly dividends during 2021 but
performance and risk. It considered performance against financial will consider whether to announce an interim dividend at the 2021
and other strategic objectives, key business challenges, emerging half-year results in August. The Group will review whether to
risks, business development, investor relations and the Group’s revert to paying quarterly dividends at or ahead of its 2021 results
relationships with its stakeholders. The end-to-end governance announcement in February 2022. The 2020 interim dividend will be
framework facilitated discussion on strategy and performance by paid in cash with no scrip alternative. The Group has decided to
each of the global businesses and across the principal discontinue the scrip dividend option as it is dilutive, including to
geographical areas, which enabled the Board to support executive dividend per share progression over time.
management with its delivery of the Group’s strategy.
The dividend policy could be supplemented by buy-backs or
The Board's key areas of focus in 2020 are set out by theme special dividends, over time and not in the near term, should the
below. Group find itself in an excess capital position absent compelling
Strategy and business performance investment opportunities to deploy that excess.
In February 2020, the Group’s strategic review and associated Risk, regulatory and legal considerations
transformation programme was announced. This aimed to reshape The Board, advised by the Group Risk Committee, promotes a
underperforming businesses, simplify the organisation and reduce strong risk governance culture that shapes the Group’s risk
costs, to position the Group to increase returns for investors, appetite and supports the maintenance of a strong risk
create capacity for future investment and build a sustainable management framework, giving consideration to the
platform for growth. measurement, evaluation, acceptance and management of risks,
In contrast to 2019 when the Board held two dedicated strategy including emerging risks.
sessions, given the evolving external landscape during 2020, the The Board considered the Group’s approach to risk including its
Board engaged in ongoing dialogue with management throughout regulatory obligations. A number of key frameworks, control
the year to progress development of the Group strategy. As part of documents, core processes and legal responsibilities were also
the strategy review, the Board considered organic and inorganic reviewed and approved as required. These included:
opportunities to grow and restructure the business, as well as
• the Group's risk appetite framework and risk appetite
disposal options.
statement;
The Board announced its new climate statement with the Group's
• the individual liquidity adequacy assessment process;
ambition to align financed emissions to net zero by 2050 and
become net zero for its own operations and supply chain by 2030, • the individual capital adequacy assessment process;
its aim to support clients on the road to a net zero carbon • the Group’s obligations under the Modern Slavery Act and
economy and a focus on sustainable finance opportunities. For approval of the Modern Slavery Act statement;
further details of our new climate ambitions, see page 44.
• stress testing and capabilities required to meet the PRA’s
The Board received external insights on topics such as the resolvability assessment framework;
economic implications of the Covid-19 outbreak and ongoing
geopolitical issues at regular intervals throughout the year. • the revised terms of reference for the Board and Board
committees; and
Financial decisions
• delegations of authority.
The Board approved key financial decisions throughout the year
The Board also reviewed and monitored the implications of
and approved the Annual Report and Accounts 2019, the Interim
Report 2020 and the first quarter and the third quarter Earnings geopolitical developments during the year including US-China
Releases. relations and the trade talks between the UK and the EU following
the UK's departure, including no-deal contingency planning.
The Board approved the annual operating plan for 2020 at the start
of 2020 and since 31 December 2020 has approved the annual Technology
operating plan for 2021. The Board monitored the Group's Throughout the year, the Board received regular updates on
performance against the approved 2020 annual operating plan, as technology from the Group Chief Operating Officer, including the
well as the operating plans of each of the global businesses. The refreshed technology strategy and restructuring of the technology
Board also approved the renewal of the debt issuance programme. leadership function.
On 31 March 2020, HSBC announced that, in response to a The newly appointed non-executive Directors with deep
written request from the Bank of England through the UK's technology experience have worked in collaboration with the
Prudential Regulation Authority ('PRA'), the Board had cancelled Group Chief Operating Officer to enhance the governance of
the fourth interim dividend for 2019. Similar requests were also technology.
made to other UK incorporated banking groups. We also
announced that until the end of 2020 we would make no quarterly The Board received technology training and educational sessions
or interim dividend payments or accruals in respect of ordinary from both internal and external subject matter experts to
shares. For further details of the dividend cancellation, see page understand further the evolving technology landscape.
256 and our section 172 statement on page 22. People and culture
In December 2020, the PRA announced a temporary approach to The Board continued to spend time discussing people and culture-
shareholder distributions for 2020 in which it set out a framework related topics. The Group Chief Executive led discussions on the
for Board decisions on dividends. After considering the development of a new people strategy to support the Group’s
requirements of the temporary approach, on 23 February 2021 the growth and transformation.
Board announced an interim dividend for 2020 of $0.15 per
ordinary share. During the year, the Board shaped the revision of the Group's
purpose and values statement, which was approved in December
The Board has adopted a policy designed to provide sustainable 2020. A sub-group of the Board was created to assist the process.
dividends going forward. We intend to transition towards a target It met regularly with management to provide support, guidance
payout ratio of between 40% and 55% of reported earnings per and constructive challenge, seeking to ensure the revised purpose
ordinary share (‘EPS’) for 2022 onwards, with the flexibility to and values remained aligned with the Group's culture and future
adjust EPS for non-cash significant items such as goodwill or strategy. For further details of how stakeholder engagement was
intangibles impairments. The Board believes this payout ratio

used by the Board in setting the revised purpose and values, see Workforce engagement
the section 172 statement on page 22.
The Board reaffirmed, in accordance with the UK Corporate
Governance Governance Code, that it would use ‘alternative arrangements’ in
approaching workforce engagement. This flexible method
The Board continued to oversee the governance, smooth operation
allowed all non-executive Directors to have direct engagement
and oversight of the Group and its principal and material
across a wide network of employees in multiple geographies.
subsidiaries. During 2020, it undertook a review of subsidiary
The virtual working environment during the Covid-19 outbreak
governance. For further details of the review and subsequent
enabled more employees to participate in various workforce
actions, see page 208.
engagement activities. The programme of activities used a
Succession planning was considered by the Board following a variety of interaction styles: more bespoke sessions with smaller
thorough review at the Nomination & Corporate Governance groups; formal presentations; Q&A opportunities; and sessions to
Committee. During the year, Kathleen Casey retired as facilitate engagement across a breadth of experience and
independent non-executive Director and Sir Jonathan Symonds seniority. This enabled open dialogue and two-way discussions
retired as Deputy Group Chairman, Senior Independent Director between non-executive Directors and employees. Non-executive
and the Chair of the Group Audit Committee. The Board appointed Directors met with:
David Nish in the role of Senior Independent Director and Chair of • employees of the innovation teams in Wealth and Personal
the Group Audit Committee, and appointed James Forese, Steven Banking, Commercial Banking and Global Banking and
Guggenheimer and Eileen Murray as independent non-executive Markets where discussions focused on bespoke business-
Directors. The Board, supported by the Nomination & Corporate specific matters;
Governance Committee, will continue to review the skills and
• representatives of global employee resource groups where
experience of the Board as a whole to ensure that it comprises the
wide-ranging issues were discussed such as employee
relevant skills, experiences and competencies to discharge its
sentiment;
responsibilities effectively.
• leaders and talent from Digital Business Services at an
For further details of the changes to the Board, see the employee Exchange session; and
Nomination & Corporate Governance Committee report on page
• participants in the Asia talent programme.
213.
The Board received formal updates from the Group Chief
The Board monitored its compliance with the UK Corporate Executive and the Group Chief Human Resources Officer on
Governance Code and the Companies Act 2006 throughout the employee views and sentiment. These include results of
year. employee engagement surveys, benchmarked data, and
additional surveys to understand well-being throughout the
Covid-19 outbreak. The Chairman’s Forum meetings also
discussed employee feedback from the Group's subsidiaries.
As the Board considered the Group’s strategy and strategic
initiatives throughout 2020, themes emerged that directly
impacted the workforce. These helped shape subsequent
workforce engagement sessions. These sessions continue to give
the Board valuable insight on employee perspectives when
reviewing proposals. For further details of how the Board
considered the views of employees and other stakeholders, see
the section 172 statement on page 22.
The Board looks forward to continuing its workforce engagement
programme and holding in-person sessions when possible in
2021.

Board activities in 2020
Main topic Sub-topic Meetings at which topics were discussed1
Jan Feb Mar Apr May Jun Jul Sep Oct Nov Dec
Strategy Group strategy l l ô l l l l l l l l
Regional strategy/Business line strategy l ô ô ô l l l l ô l ô
Environmental, social, governance ô ô ô ô l l ô l l ô ô
Business and Region/Business line l l ô l l l l l l l l
financial
performance Financial performance l l ô l l ô l l l ô l
Financial Results and accounts l l ô l ô ô l ô l ô l
Dividends l l l l ô ô l ô l l l
Group annual operating plan l l ô l ô ô l ô ô ô l
Risk Risk function l l ô l l ô l l l ô l
Risk appetite ô l ô ô l ô l ô ô ô l
Capital and liquidity adequacy l l ô l l ô l l ô ô l
Regulatory Regulatory matters (including resolvability
assessment framework) ô l l l l l l l ô ô l
Regulatory matters with regulators in
attendance2 ô l ô ô ô ô l l ô ô ô
External External insights ô ô ô l ô ô l ô ô ô l
Technology Strategic and operational l l ô ô l l l l l ô l
People and Purpose, values and engagement
culture ô l ô ô l ô l l l ô l
Governance Subsidiary governance framework ô l ô ô ô ô l ô ô ô l
Policies and terms of reference ô l ô ô l ô l l ô ô l
Board/committee effectiveness ô l ô ô ô ô ô ô ô ô l
Appointment and succession l l l ô l l ô l ô l ô
1 No formal Board meetings were held during August 2020.

2 Meetings attended by members of the Financial Conduct Authority, Prudential Regulation Authority, Monetary Authority of Singapore, Hong Kong
Monetary Authority.
• a clear focus on operational resilience and support for clients,

Board and committee effectiveness,
continuous Board and employee communications, attention to
performance and accountability employee well-being, and documented lessons learned;
The Board and its committees are committed to regular, • a clear focus on priorities, with sessions on current and
independent evaluation of their effectiveness at least once every dynamic topics as required; and
three years.
• a strong link between culture and remuneration.
Following the externally facilitated review of the Board and
committee effectiveness in 2019, conducted by the external Following Dr Long’s final report, the Group Chairman led a Board
discussion in January 2021, at which the Board agreed the actions
service provider Dr Tracy Long of Boardroom Review Limited, the
Nomination & Corporate Governance Committee again invited Dr and priorities to be implemented, which will be monitored and
Long to support the Board with its annual evaluation. She was addressed on an ongoing basis. Progress against these actions will
invited to conduct a follow-up review on the Board's progress be included in the Annual Report and Accounts 2021.
against the findings and recommendations from her 2019 report, The following table outlines the main findings from the 2019 and
and more broadly on the effectiveness of the Board's operations. 2020 reviews, progress against the 2019 findings and the actions
Dr Long is independent and has no other connection to the Group agreed by the Board to address the areas that were identified as
or any individual Director. requiring improvement.
This external review was complemented by a review of the Board During 2020, a review of the Group Chairman’s performance was
committees led by the Group Company Secretary and Chief led by the Senior Independent Director in consultation with the
Governance Officer. Details of the Board committees’ other independent non-executive Directors. Non-executive
effectiveness reviews, key findings and recommendations can be Directors also undergo regular individual reviews with the Group
found in the respective committee reports on pages 213 to 232. Chairman. The reviews confirmed that the Group Chairman and
Dr Long acknowledged the progress that the Board had made in each Director were effective and had met their time commitments
respect of her 2019 recommendations, with her 2020 review again during the year.
focusing on the main themes from the previous review. These The review of executive Directors’ performance, which helps
were: leadership, shared perspective, culture, end-to-end determine the level of variable pay they receive each year, is
governance and future thinking. Qualitative feedback was contained in the Directors’ remuneration report on page 240.
gathered from one-to-one interviews held with members of the
Board and regular Board attendees.
At the December Board meeting, the key findings presented were:
• a strong focus on vision, strategy, and balancing short-term
and long-term objectives;
• a culture of collegiality and inclusion with positive team
dynamics and healthy dialogue;
• an open and transparent communication between the Board
and management and the boards of the principal subsidiaries, a
shared perspective on strategy and risk between the Board and
management, with a focus on clarity of objectives;

Summary of Board effectiveness recommendations and actions:

Recommendation from the 2019 and 2020 Progress against 2019 Agreed actions for 2020
evaluations recommendations recommendations
Leadership 2019 The Group Chairman enhanced his The Nomination & Corporate Governance
• Continue to provide strong leadership communication activities with the Board Committee will allocate additional time
through a culture of collaboration, and executive management during 2020. for discussion and debate of external
transparency, open communication and Following the appointment of the new candidates for non-executive Director
cooperation. Group Chief Executive, the Group succession and the internal and external
Chairman established a Board Oversight talent pool for senior management roles
2020
Sub-Group to engage further with including executive Directors.
• Continue to focus on Board succession management and provide a sounding
planning, building on the progress made board.
during 2020 to facilitate and manage
succession for Board and committee
positions, cognisant of diversity in all
aspects and making full use of external
advisers and skills matrix analysis.
• Embed executive succession so that it
translates into a stronger, more diversified
talent pool for future senior leadership.
Shared 2019 The Board adapted the Group operating The Board will continue to enhance the
perspective • Build on the shared perspective by ensuring rhythm and increased the frequency of use of governance practices, such as the
that the Board agenda allows sufficient meetings throughout the Covid-19 Board Oversight Sub-Group and the
time and visibility of longer-term strategic outbreak to provide the opportunity to Group operating rhythm. It will also
perspectives aligned to its appetite for reflect and act in real-time on the continue to use Board committees to
business risk. evolving external factors. underpin and deliver effective decision
making.
2020
• Optimise use of Board information to
enhance testing of the effectiveness of the
strategic and business plans with reference
to the evolving external factors and
competitive landscape across its key
markets.
Culture 2019 Alongside the strategic review, the Board The Group Chairman and Group Chief
• Reflecting the improvement in corporate oversaw work on refreshing the Group’s Executive will monitor progress of
culture, keep culture on the agenda to purpose and values, driving a resetting of strategic decision making at pace.
ensure ongoing transparency and the culture to deliver the strategy. Increased insight into organisational
escalation of issues. Maintain visibility and cultural indicators provided to the Board
insight into cultural initiatives and will support delivering the desired
differences across global businesses. organisational culture in line with
strategy, purpose and values.
2020
• Continue to review and determine the
culture and key behaviours required to
support the delivery of the revised strategy
with a clear focus on pace and execution.
End-to-end 2019 Communications with the principal

governance • Maintain focus on improving the quality of subsidiary chairs was increased by
information and increased communication holding monthly Chairman’s Forums for
channels with subsidiaries and other most of the year. The Board continued to
stakeholders, including the voice of engage with key investors and
employees. regulators, with some of the key
regulators attending a session with the
Board. There were additional
opportunities for employees to engage
throughout the year given the extreme
circumstances brought about by the
Covid-19 outbreak.
Future thinking 2019 The Group Chairman, Group Chief The Group Chairman and Group Chief
• Continue to develop the Board agenda to Executive and Group Company Secretary Executive will sponsor a project to review
provide focus on emerging issues. and Chief Governance Officer met Board reporting in 2021.
regularly throughout the year to plan
2020
Board meeting agendas to focus more
• Maintain and evolve good quality papers effectively on emerging matters and
and presentations to the Board to continue external developments.
providing insight and supporting informed
decision making.

Board committees Membership
Meeting attendance in
Nomination & Corporate Governance Committee Member since 2020
Mark Tucker (Chair) Oct 2017 9/9
Kathleen Casey1 Apr 2018 4/4
Laura Cha May 2014 9/9
Henri de Castries Apr 2018 9/9
James Forese May 2020 5/5
Steven Guggenheimer May 2020 5/5
Irene Lee Apr 2018 9/9
José Antonio Meade
Kuribreña Apr 2019 9/9
Eileen Murray2 Jul 2020 3/4
Heidi Miller Apr 2018 9/9
David Nish Apr 2018 9/9
Jackson Tai Apr 2018 9/9
Pauline van der Meer Mohr Apr 2016 9/9
"The Committee's priorities in 2021 will continue to be
Sir Jonathan Symonds1 Apr 2017 3/3
composition, succession and development of the Board, as well as
efforts to enhance the Group’s diversity, talent and bench strength 1 Sir Jonathan Symonds stepped down from the Board on 18 February
for key executive positions." 2020. Kathleen Casey stepped down from the Board on 24 April
2020.
Dear Shareholder 2 Eileen Murray was unable to attend one Committee meeting owing
to a prior commitment made before her appointment to the Board
It has been a busy year for the Nomination & Corporate
Governance Committee. This report provides an overview of the Group Chief Executive succession
work of the Committee and its activities during the year.
The choice of Group Chief Executive is a matter of significance,
Priorities during 2020 and it was therefore important that we allowed ourselves the time
to fully assess our options before arriving at our decision, given
Succession planning for both the Board and our senior executive
the potential ramifications on the future success of the Group and
team remained a critical focus of the Committee in line with its
our stakeholders.
responsibilities. In addition to the appointment of Noel as Group
Chief Executive, we appointed three new independent non- We conducted a thorough and robust search process with the
executive Directors during the year. Details of the appointments support of an external search partner, Egon Zehnder, to identify
are set out below. the new Group Chief Executive. The Committee was delighted to
have been able to source an internal candidate, in Noel Quinn, and
In line with our strategic focus on Asia, we considered proposals
believe that we identified the best candidate for the role and for
from management on ways to improve how we support and
the Group. Further information on Noel’s appointment is set out in
develop our talent under the Asia talent programme. Asian
our section 172 statement on page 22. Egon Zehnder provides
representation on the Board remains of critical importance, given
assistance with senior recruitment at HSBC. It has no other
the benefits that having members with deep knowledge and
connection with the Group or members of the Board.
insight into Asian culture and business practices can bring to our
discussions as a Board. Following Noel’s appointment on a permanent basis in March
2020, the Committee agreed a comprehensive induction and
Subsidiary governance has also been an area of focus for the
development plan to best support him to succeed in leading the
Committee, and we have made great progress in this regard
Group through the various challenges we face. The Committee
during the past couple of years. The Subsidiary Governance
monitored this throughout the year, and will continue to support
Review, which is summarised later in this report, has
Noel and his executive team in the delivery of our strategic and
demonstrated the progress made while acknowledging there is
business priorities.
more to do to support our ambition of achieving world-class
governance across the Group. Board composition
Focus for 2021 The composition of both the Board and its Committee continued
to be a key focus during 2020, with progress made in ensuring
The Committee's priorities in 2021 will continue to be
that the Board possesses the necessary expertise to oversee,
composition, succession and development of the Board, as well as
support and monitor management performance based on the
efforts to enhance the Group’s diversity, talent and bench strength
longer-term strategy and developments in the external
for key executive positions. In developing our talent, the
environment.
Committee will continue to focus on the promotion of diverse
candidates to ensure that the Group Executive Committee and In James Forese, Steven Guggenheimer and Eileen Murray, the
other senior management are representative of the customers, Board has added deep experience in the areas of banking,
communities and markets in which we operate. technology and operations, which will remain critical to the
Board’s discussions in the coming years. Further details on skills
As our strategy develops, we know that the skills and capabilities
and previous experience are set out in the Board biographies on
we require will evolve and the Committee has a key role to play.
pages 198 to 201.
Russell Reynolds Associates supported the Board in identifying
prospective non-executive Director candidates. It has also
supported the Committee and the management team in senior
executive succession planning, as part of an integrated approach
Mark E Tucker to talent identification, assessment and development during 2020.
Russell Reynolds also assists with senior recruitment at HSBC.
Chair They have no other connection with the Group or members of the
Nomination & Corporate Governance Committee Board.
23 February 2021

We refreshed our Board skills matrix in recognition of the Committee has considered and discussed the outcomes of the
changing context in which the Group is now operating and the evaluation and accepts the findings.
strategic priorities. The revised skills matrix places greater
The outcomes of the evaluation have been reported to the Board
emphasis on the need for competencies in areas such as
and the Committee will track progress on the recommendations
transformation, ESG and climate given the Group’s ambitions in
during 2020.
these areas. The skills matrix will be a key tool in ensuring that the
Board has the necessary range of skills and experience to Subsidiary governance review
discharge its responsibilities, oversee management and respond to Following the implementation of the subsidiary accountability
emerging trends. framework in 2019, during 2020 the Committee commissioned a
The Board remains committed to increasing its diversity, and governance review of the Group’s seven principal subsidiaries,
ensuring that it is reflective of the markets and societies in which plus three material subsidiaries in the form of Hang Seng Bank,
we serve. HSBC Global Asset Management and HSBC Private Bank (Suisse).
Board changes The review was led by our Group Company Secretary and Chief
Governance Officer and focused on:
There have been a number of changes to the Board during the
past year. In addition to the appointment of the three new non- • Board size, skills, tenure and fees;
executive Directors referred to above, in February 2020, we saw • governance support; and
the departure of both Sir Jonathan Symonds and Kathleen Casey
during 2020. David Nish was appointed in the role of Senior • the relationship between the Group and its subsidiaries.
Independent Director and Chair of the Group Audit Committee in Good boardroom practice and adherence to our Group governance
place of Sir Jonathan Symonds. expectations, including under the subsidiary accountability
Laura Cha will retire from the Board at the conclusion of our 2021 framework, were observed in the course of the review.
AGM at the end of May. A number of recommendations were identified to raise the
As mentioned earlier in the report, Dame Carolyn Fairbairn will join standard and ensure consistent application of governance across
the Board on 1 September 2021. We are in the process of the organisation, and to further improve the transparency and
concluding a search for suitable candidates to join and further engagement between the Group and its subsidiaries. These
strengthen the expertise and experience on the Board and its included:
committees. • Subsidiary accountability framework: a review and update to
We have also considered our committee membership and as a the principles under the subsidiary accountability framework to
result confirm that David Nish will step down from the Group clarify and provide greater guidance on the Group’s
Remuneration Committee following the publication of the Annual expectations;
Report and Accounts 2020. David kindly agreed to remain a • Board composition, size and independence: clarification of the
member throughout 2020 following his appointment as Senior Group’s expectations on the size, composition and
Independent Director and GAC Chair in February 2020 to provide a independence of subsidiary boards and length of board tenure,
strong link through all committees while new Board members to encourage proactive refreshment of subsidiary board
were onboarded. membership. A number of our longer-serving subsidiary
Senior executive succession and development Directors have announced their retirement from the Group as a
result of this review; and
Following Noel’s appointment as Group Chief Executive on an
interim basis in August 2019, he took steps to refresh the • Board reporting and management information: the need for
composition of the then Group Management Board and greater consistency in the quality of reporting and management
repositioned this as the Group Executive Committee. This included information, with work underway to ensure that the Board and
the appointment of new incumbents for seven roles, meaning that its committees, as well as individuals on subsidiary boards and
we actioned a significant number of our succession plans for our other senior governance forums, receive the information they
most senior executive positions. require to make informed decisions.
The Committee has therefore focused on rebuilding this bench Given the success and strong support that the review received at
strength during 2020 to ensure that we have a strong cohort of both Group and subsidiary level, including the Group Executive
potential future leaders of HSBC. We have worked in partnership Committee, it has been agreed that a review of our governance
with Noel and our Group Chief Human Resources Officer to practices in our global businesses will be undertaken in 2021.
support an integrated approach to our assessment, development Governance
and external market benchmarking of executive talent.
Our decision to create the Chief Governance Officer role in 2019
The refreshed Group Executive Committee succession plan, which was in recognition of the significance the Board assigns to the
we discussed and approved at our meeting in December 2020, governance agenda and the strategic importance of having best-
reflects the changing shape of the Group and involves greater in-class governance at HSBC, including in the oversight of
diversity, in particular with regard to gender and ethnicity. subsidiaries. This role is held by the Group Company Secretary,
In connection with this, and to ensure we support and develop now designated as the Group Company Secretary and Chief
talent from the Group’s key region, the Committee received an Governance Officer, reporting to the Group Chairman.
update on the Asia talent programme. This programme involves Despite the challenges we have faced as an organisation from a
approximately 1,000 employees of high potential talent in the business and geopolitical perspective, we have made good
region and aims to support their development and progression progress in enhancing our overall governance arrangements
both within the region and across the broader Group. during 2020, in particular the areas identified as requiring
Committee evaluation improvement in our 2019 Board effectiveness review.
The annual review of the effectiveness of the Board committees, This has included our new governance operating rhythm, which
including the Committee, was internally facilitated for 2020. was established to provide robust end-to-end governance and
more efficient and effective governance meetings across the
Overall the review concluded that the Committee continued to Board, Group Executive Committee and subsidiaries. The new
operate effectively. The review made certain recommendations for Group operating rhythm has resulted in greater alignment
improvement, in particular regarding the time allocated for between our Board and the Group Executive Committee, and has
discussion of key items to ensure that the Committee has driven the sequencing of meetings to allow for our subsidiaries
sufficient opportunity to discuss topics such as senior executive and global business to have input on key matters prior to
succession and development in the required depth. The discussion and approval at the Board. This has been particularly

pertinent during 2020, given the central role that our subsidiaries At the year-end, at 35% (five out of 14), our Board gender diversity
hold in developing and executing our strategic priorities. met the Hampton-Alexander Review target of 33% female
In line with the Board’s commitment at the commencement of the representation by the end of 2020. We have also met and
UK Corporate Governance Code 2018, the Committee reviewed exceeded the Parker Review targets of at least one Director from
the Board’s choice of an alternative mechanism to engage with an ethnic minority background by 2021, with four members of our
and understand the views of the wider workforce with reference to Board self-identifying as 'Directors of colour' in line with the
developing market practice. During 2020, the Committee definition set by Parker.
confirmed that it remained confident that our preferred The Board is also extremely focused on diversity across the wider
mechanism of 'alternative arrangements' remained effective and organisation, and believes that this is a critical component of
believed that this was most appropriate for an organisation of our
HSBC’s future success. Further details on activities to improve
scale and geographical diversity. Engagement with the workforce
diversity across senior management and the wider workforce,
will continue to be a priority for the Board in 2021. Further details
together with representation statistics, can be found on pages 64
on the arrangements we have in place to facilitate workforce to 65.
engagement can be found on page 210.
Independence of non-executive Directors
Diversity
The Committee has delegated authority from the Board in relation
The Board diversity policy sets out our approach to achieving our to the assessment of the independence of non-executive Directors.
diversity ambitions, and helps to ensure that diversity and
inclusion factors are taken into account in succession planning. In accordance with the UK and Hong Kong Corporate Governance
Codes, the Committee has reviewed and confirmed that all non-
In line with our ongoing commitment to diversity, we reviewed our executive Directors who have submitted themselves for election
Board diversity policy during 2020. This review included and re-election at the AGM are considered to be independent. This
consideration of developments in best practice as well as conclusion was reached after consideration of all relevant
regulatory expectations on board diversity, including those circumstances that are likely to impair, or could appear to impair,
outlined by the PRA. independence.
A number of minor updates were made to the characteristics that Laura Cha, who joined the Board in 2011, will not be standing for
the Board will take into account when considering candidates for re-election at the 2021 AGM. The Committee determined that
future appointment as Directors. These included adding social Laura, notwithstanding her length of service, continues to be
backgrounds to the Board diversity policy as a factor for independent when taking into consideration all other relevant
consideration, and making amendments to emphasise the link circumstances that are likely to impair, or could appear to impair,
between diversity of thought with risk avoidance and improved independence and that she will continue to be independent up to
decision making. The revised Board diversity policy is available at the date of the 2021 AGM when she will retire from the Board.
www.hsbc.com/who-we-are/leadership-and-governance/board-
responsibilities. The Committee also has oversight of the composition of the
boards of the Group’s regional principal subsidiaries and approves
Our recent non-executive Director searches have prioritised the appointment of Directors and senior management in those
diversity both in terms of gender and representation from those of subsidiaries.
Asia-Pacific heritage. These have been identified as areas where
we needed to strengthen in anticipation of retirements from the
Board in the coming years.
Matters considered during 2020

Jan Feb Apr May Jul Sep Dec
Board composition and succession
Board composition, including succession planning and skills
matrices l l l ô ô l l
Approval of diversity and inclusion policy ô ô l ô ô ô ô
Approval of conflicts of interest policy ô ô ô ô ô ô l
Executive talent and development
Senior executive succession ô l l l l l l
Approval of executive succession plans ô ô ô ô ô ô l
Talent programmes ô ô l ô ô ô ô
Governance
Board and committee evaluation ô ô l l ô ô l
Subsidiary governance ô ô ô ô l ô ô
Subsidiary and executive appointments l l l l l l l
Appointment process – assessment of new non-executive Directors
Step 1 Step 2 Step 3 Step 4 Step 5
The Committee agreed the The Committee considered Meetings were arranged The Committee Outstanding due diligence
desired criteria sought in a long-list of candidates between members of the recommended the and associated procedures
the candidates for and agreed which should Committee and priority non- appointment of the non- completed prior to
appointment to the Board. be prioritised. Relevant executive Director executive Director to the announcement of
An external search partner candidates were candidates. Feedback from Holdings Board for appointment. Director
was engaged. approached by the external the non-executive Directors approval, subject to onboarding and induction
search partner to was discussed alongside completion of outstanding pack issued and completed.
understand their interest. consideration of potential due diligence.
conflicts and other matters
identified through due
diligence.

Group Audit Committee Membership

Meeting attendance
Member since in 2020
David Nish (Chair) May 2016 13/13
Kathleen Casey1 Mar 2014 5/5
Eileen Murray2 Jul 2020 5/6
Sir Jonathan Symonds1 Sep 2014 3/3
Jackson Tai Dec 2018 13/13
1 Sir Jonathan Symonds stepped down from the Board on 18 February

2020. Kathleen Casey stepped down from the Board on 24 April
2020.
2 Eileen Murray was unable to attend a meeting in July 2020 due to a
prior commitment made before her appointment.
Key responsibilities
"The Committee spent substantial time in understanding and
The Committee’s key responsibilities include:
assessing the effect of the Covid-19 outbreak on expected credit
losses, the Group-wide transformation programme and other • monitoring and assessing the integrity of the financial
related accounting judgements and disclosures." statements, formal announcements and regulatory information
Dear Shareholder in relation to the Group's financial performance, as well as
significant accounting judgements;
I am pleased to present my first report to you as Chair of the
Group Audit Committee (‘GAC’). The Committee had a busy year, • reviewing the effectiveness of, and ensuring that management
holding 13 meetings. This report sets out some of the issues has appropriate internal controls over, financial reporting;
considered during 2020. • reviewing and monitoring the relationship with the external
The Committee has strong, but diverse, financial services auditor and oversees its appointment, tenure, rotation,
experience. To strengthen our skill set further, we welcomed remuneration, independence and engagement for non-audit
Pauline van der Meer Mohr, James Forese and Eileen Murray as services; and
new members. Sir Jonathan Symonds and Kathleen Casey • overseeing the work of Global Internal Audit and monitoring
stepped down during the year and I would like to thank them for and assessing the effectiveness, performance, resourcing,
their insightful and significant contributions to the work of the independence and standing of the function.
GAC.
Committee governance
The Committee spent substantial time in understanding and
The Committee keeps the Board informed and advises on matters
assessing the effect of the Covid-19 outbreak on expected credit
concerning the Group's financial reporting requirements to ensure
losses, the Group-wide transformation programme, the impact of
that the Board has exercised oversight of the work carried out by
regulatory change on the control environment, and other related
management, Global Internal Audit and the external auditor.
accounting judgements and disclosures.
The Group Chief Executive, Group Chief Financial Officer, Group
Given the Committee's role in relation to whistleblowing I regularly
Head of Finance, Group Chief Accounting Officer, Group Head of
met with the Group Chief Compliance Officer and the Group Head
Audit, Group Chief Risk Officer and other members of senior
of Whistleblowing Oversight to discuss material whistleblowing
management routinely attended meetings of the GAC. The
cases, enhancements to whistleblowing arrangements and plans
external auditor attended all meetings.
for periodic updates to the Committee.
The Chair held regular meetings with management, Global Internal
To develop a better understanding of the key issues and
Audit and the external auditor to discuss agenda planning and
challenges at the local level, I attended a number of principal
specific issues as they arose during the year outside the formal
subsidiary audit committee meetings throughout the Group. These
Committee process. The Committee also regularly met separately
meetings were complemented by regular Audit and Risk
with the Group Chief Legal Officer, internal and external auditors
Committee Chairs’ Forums throughout the year to ensure
and other senior management to discuss matters in private.
alignment of priorities and to strengthen our relationship with the
principal subsidiaries. The Committee Secretary regularly met with the Chair to ensure
the Committee fulfilled its governance responsibilities and to
The Committee received regular updates from the Group Head of
consider input from stakeholders when finalising meeting
Audit on the progress against the audit plan. During the year the
agendas, tracking progress on actions and Committee priorities.
audit plan was adjusted in response to new risks arising from the
Covid-19 outbreak and assurance work in relation to major change Meetings of the Committee usually take place a couple of days
programmes throughout the Group. before the Board meeting to allow the Committee to report its
findings and recommendations in a timely and orderly manner.
Our external auditor, PricewaterhouseCoopers LLP ('PwC'), has
This is done through the Chair who comments on matters of
now completed its sixth audit. PwC continues to provide robust
particular relevance and the Board receives copies of the
challenge to management and provide sound independent advice
Committee agenda and minutes of meetings.
to the Committee on specific financial reporting judgements and
the control environment.
An internal evaluation concluded that the Committee continued to
operate effectively in 2020, and made certain recommendations
for continual improvement.
David Nish
Chair, Group Audit Committee, 23 February 2021

Jan Feb Apr Jun Jul Sep Oct Dec
Reporting
Financial reporting matters including:
– Review of financial statements, ensuring that disclosures are fair,
balanced and understandable
– Significant accounting judgements l l l l l l l l
– Going concern assumptions and viability statement
– Supplementary regulatory information and the ESG Update
Regulatory reporting-related matters l l l l ô l ô l
Certificates from principal subsidiary audit committees ô l ô ô l ô ô ô
Control environment
Review of deficiencies and effectiveness of internal financial controls l l l l l l l l
Internal audit
Reports from Global Internal Audit l l l l l ô l l
Annual audit plan, independence and effectiveness l ô l ô l ô ô l
External audit
Reports from external audit, including external audit plan l l l l l ô l l
Appointment, remuneration, non-audit services and effectiveness l l l l ô ô l ô
Compliance
Accounting standards and critical accounting policies l l ô ô ô ô ô l
Corporate governance codes and listing rules ô l ô ô l ô ô ô
Whistleblowing
Whistleblowing arrangements and effectiveness ô l l ô l ô ô l
Compliance with regulatory requirements strategic priorities and ensured that the performance and outlook
statements were fair, balanced and reflected the risks and
The Board has confirmed that each member of the
uncertainties appropriately.
Committee is independent according to the criteria from the
US Securities and Exchange Commission, and the During the year, the Committee received regular updates from
Committee continues to have competence relevant to the management on the additional guidance and disclosures made in
sector in which the Group operates. The Board has relation to the Covid-19 outbreak. The Committee considered and
determined that David Nish, Jackson Tai and Eileen Murray was satisfied with the management response to the Financial
are all ‘financial experts’ for the purposes of section 407 of Reporting Council’s (‘FRC') comments on HSBC’s Annual Report
the Sarbanes-Oxley Act and have recent and relevant and Accounts 2019 regarding goodwill impairment disclosures,
financial experience for the purposes of the UK and Hong and the industry-wide FRC publications, including the letter to
Kong Corporate Governance Codes. audit committee chairs.
The Committee assessed the adequacy of resources of the In conjunction with the Group Risk Committee (‘GRC’), the GAC
accounting and financial reporting function. It also monitored the considered the current position of the Group, along with the
legal and regulatory environment relevant to its responsibilities. emerging and principal risks, and carried out a robust assessment
of the Group’s prospects, before making a recommendation to the
The GAC Chair had regular meetings with the regulators, including
Board on the Group’s long-term viability statement. The GAC also
the UK’s PRA and the FCA. These included trilateral meetings
undertook a detailed review before recommending to the Board
involving the Group’s external auditor PwC.
that the Group continues to adopt the going concern basis in
How the Committee discharged its preparing the annual and interim financial statements. Further
responsibilities details can be found on page 41.
Connectivity with principal subsidiary audit committees The Committee’s review of the long-term viability statement and
the adoption of the going concern basis factored in additional
During the year the GAC Chair regularly met with the chairs of the guidance issued by the FRC on financial reporting in light of the
principal subsidiary audit committees and attended meetings to Covid-19 outbreak.
enable closer links and deeper understanding on judgements
around key issues. In addition, there was regular interaction with Following review and challenge of the disclosures, the Committee
committee chairs across the Group through the Audit and Risk recommended to the Board that the financial statements, taken as
Committee Chairs’ Forum (‘ARCC’). a whole, were fair, balanced and understandable. The financial
statements provided the shareholders with the necessary
Appointments to the audit committees of the principal subsidiary information to assess the Group’s position and performance,
audit committees were reviewed and endorsed by the GAC. The business model, strategy and risks facing the business.
GAC Chair met with proposed new chairs prior to their
appointment. Covid-19 impact on accounting judgements
On a half-yearly basis, principal subsidiary audit committees The Committee devoted significant time, including additional
provided certifications to the GAC regarding the preparation of meetings, to the review and challenge of management’s approach
their financial statements, adherence to Group policies and and analysis of IFRS 9 expected credit losses (‘ECL’) in light of the
escalation of any issues that required the attention of the GAC. Covid-19 outbreak and other geopolitical events. In its review, the
GAC gave due regard to the interpretation and application of
Financial reporting additional guidelines in relation to the Covid-19 outbreak and
The Committee’s review of financial reporting during the year estimating ECL that were issued by various regulators.
included the Annual Report and Accounts, Interim Report, quarterly The Committee gave careful consideration to the measurement of
earnings releases, analyst presentations and Pillar 3 disclosures. ECL, in particular the key judgements and management
As part of its review, the GAC evaluated management’s adjustments made in relation to the forward economic guidance,
application of critical accounting policies, significant accounting underlying economic scenarios, reasonableness of the weightings
judgements and compliance with disclosure requirements to and the impact on financial statements and disclosures.
ensure these were consistent, appropriate and acceptable under There was detailed discussion on the risks to ECL models as the
the relevant financial reporting requirements. The Committee gave unprecedented nature of the pandemic meant that the severity of
careful consideration to the key performance metrics related to the economic conditions was outside the bounds of historical data

and experience used to develop IFRS 9 models. The Committee HSBC privately to discuss the continuous audit improvement
challenged management on the approach to modelling ECL, actions.
specifically the use of Credit Risk judgements and invited HSBC’s
The GAC received an update on the partner rotation and
credit experts to present their views to the Committee.
succession for the Group and its principal subsidiaries and the
At the request of the GAC Chair, Global Internal Audit carried out steps taken to ensure effective transitions.
additional verification and assurance regarding the disclosures
The GAC monitored the policy on hiring employees or former
made in quarterly reporting on the range of ECL outlook and
employees of the external auditor, and there were no breaches of
consistency of the ECL disclosures. The Group’s external auditor
the policy highlighted during the year. The external auditor
regularly shared its views with the Committee on the
attended all Committee meetings and the GAC Chair maintains
reasonableness of management assumptions, given the significant
regular contact with the senior audit partner and his team
changes made to the estimation of ECL due to the impact of the
throughout the year.
Covid-19 outbreak on the design, implementation and operation of
ECL controls. The Committee also assessed any potential threats to
independence that were self-identified or reported by PwC. The
Other areas of significant accounting judgements requiring in-
GAC considered PwC to be independent and PwC, in accordance
depth review due to the Covid-19 pandemic included valuation of
with professional ethical standards, provided the GAC with written
financial instruments, goodwill impairment, hedge accounting and
confirmation of its independence for the duration of 2020.
investment in associates. Further details can be found in the
'Principal activities and significant issues considered during 2020' The Committee confirms it has complied with the provisions of the
table on page 220. Competition and Markets Authority Order for the financial
statements. The Committee acknowledges the provisions
Internal controls contained in the UK Corporate Governance Code in respect of
The GAC assessed the effectiveness of the internal control audit tendering. In conformance with these requirements, HSBC
system for financial reporting and any developments will be required to tender for the audit for the 2025 financial year
affecting it. This was in support of the Board’s assessment of end and beyond, having appointed PwC from
internal control over financial reporting, in accordance with 1 January 2015.
section 404 of the Sarbanes-Oxley Act. The Committee believed it would not be appropriate to re-tender
The Committee received regular updates and confirmations that as a change in auditor would have a significant impact on the
management had taken, or was taking, the necessary actions to organisation, including on the Global Finance function. A change
remediate any failings or weaknesses identified through the would lead to disruption and an increase in operational risk given
operation of the Group’s framework of controls. Further details of the ongoing impact from the Covid-19 pandemic and the
how the Board reviewed the effectiveness of key aspects of significant strategic change underway through the Group
internal control can be found on page 260. transformation programme. In addition, the Committee is closely
monitoring the consultations and proposals arising from the
In 2020 the updates provided to the Committee included the
Competition and Market Authority's statutory audit market study,
potential impacts on internal control from the Covid-19 outbreak.
the Kingman Review of the Financial Reporting Council and the
These impacts included both those directly relevant to operational
Brydon Review on the quality and effectiveness of audit on the
processes and controls, such as where new or amended controls
future of the UK external audit market. The Committee will
were required to administer government relief packages, and more
consider its audit tendering strategy in line with the outcomes of
indirect impacts such as from colleagues working under
the UK audit reform and well in advance of re-tendering in 2025.
contingency arrangements. A number of additional assurance
procedures were performed across the lines of defence to monitor, The Committee has recommended to the Board that PwC should
assess and mitigate these impacts, with results regularly reported be reappointed as auditor. Resolutions concerning the
to the Committee. reappointment of PwC and its audit fee for 2021 will be proposed
to shareholders at the 2021 AGM.
External auditor
Non-audit services
The Group’s external auditor is PwC, which has held the role
for six years, and the senior audit partner is Scott Berryman The Committee is responsible for setting, reviewing and
who has been in the role since 2019. The Committee monitoring the appropriateness of the provision of non-audit
reviewed the external auditor’s approach and strategy for the services by the external auditor. It also applies the Group’s policy
annual audit and also received regular updates on the impact on the award of non-audit services to the external auditor. During
on the control environment from the Covid-19 outbreak and the year, GAC reviewed changes made to the Group’s policy
the Group transformation programme. Principal matters resulting from the implementation of ‘The Financial Reporting
discussed with PwC are set out in its report on page 267. Council Revised Ethical Standard 2019’ (effective in 2020) and
changes to internal governance. The key change in the revised
PwC discussed the impact from the Covid-19 outbreak on the
standard is the introduction of a ‘whitelist of services’ that the
execution and delivery of the audit and the plans to deliver the
principal accountant can provide. All services not prescribed in the
audit through remote working and mitigating actions being taken.
whitelist are prohibited. The non-audit services are carried out in
These included accelerating aspects of planning and performing a
accordance with the external auditor independence policy to
number of areas of audit earlier to factor in expected delays due to
ensure that services do not create a conflict of interest. All non-
remote working. There was also discussion on additional relevant
audit services are either approved by the GAC, or by Group
work in relation to significant accounting judgements, such as
Finance when acting within delegated limits and criteria set by the
expected credit losses, and the impact of the Covid-19 outbreak
GAC.
on the basis for determining materiality.
The non-audit services carried out by PwC included 45
During the year, the GAC assessed the effectiveness of PwC as the
engagements approved during the year where the fees were over
Group's external auditor, using a questionnaire that focused on the
$100,000 but less than $1m. Global Finance, as a delegate of GAC,
overall audit process, its effectiveness and the quality of output.
considered that it was in the best interests of the Group to use
The Committee gave particular focus to the actions being taken by
PwC for these services because they were:
PwC in response to the findings from the HSBC effectiveness
review and the PwC firm-wide Audit Quality Review by the • audit-related engagements that were largely carried out by
Financial Reporting Council. PwC highlighted the continuing members of the audit engagement team, with the work closely
investment in both additional resources and new technologies to related to the work performed in the audit;
improve the quality and consistency of the audit. The Committee • engagements covered under other assurance services that
Chair also met the PwC engagement quality control partner for require obtaining appropriate audit evidence to express a
conclusion designed to enhance the degree of confidence of

the intended users other than the responsible party about the work continue to be strategy, governance and culture, financial
subject matter information; or crime, conduct and compliance, financial resilience, and
• other permitted services to advisory attestation reports on operational resilience. During 2021, a quarterly assessment of key
internal controls of a service organisation primarily prepared for risk themes will form the basis of thematic reporting and plan
and used by third-party end users. updates and will ultimately drive the 2022 planning process. The
annual audit plan and material plan updates are approved by the
Eight engagements during the year were approved where the fees GAC. Based on regular internal audit reporting to the GAC, private
exceeded $1m. These were mainly engagements required by the sessions with the Group Head of Audit, the Global Professional
regulator and incremental fees related to previously approved Practices annual assessment and quarterly Quality Assurance
engagements. One new engagement outside the scope of the pre- updates, the GAC is satisfied with the effectiveness of the Global
approved services related to preliminary advanced audit Internal Audit function and the appropriateness of its resources.
procedures for the adoption of IFRS 17 in 2023.
Global Internal Audit maintains a close working relationship with
2020 2019 HSBC’s external auditor, PwC. The external auditor is kept
Auditors‘ remuneration $m $m informed of Global Internal Audit’s activities and results, and is
Total fees payable 130.2 110.7 afforded free access to all internal audit reports and supporting
Fees for non-audit services 37.3 25.5 records.
Global Internal Audit Principal activities and significant issues

considered during 2020
The primary role of the Global Internal Audit function is to help the
Board and management protect the assets, reputation and Collaborative oversight by GAC and GRC
sustainability of the Group. Global Internal Audit does this by The GAC and GRC worked closely to ensure there were
providing independent and objective assurance on the design and procedures to manage risk and oversee the internal control
operating effectiveness of the Group’s governance, risk framework. They also worked together to ensure any
management and control framework and processes, prioritising common areas of responsibility were addressed
the greatest areas of risk. appropriately with inter-committee communication or joint
The independence of Global Internal Audit from day-to-day line discussions with the Chairs.
management responsibility is critical to its ability to deliver The Chairs are members of both committees and engage on the
objective audit coverage by maintaining an independent and agendas of each other’s committees to further enhance
objective stance. Global Internal Audit is free from interference by connectivity, coordination and flow of information. This is further
any element in the organisation, including on matters of audit complemented with significant overlap in membership of the GAC
selection, scope, procedures, frequency, timing, or internal audit and GRC to ensure deeper understanding and informed challenge
report content. Global Internal Audit adheres to The Institute of at both meetings.
Internal Auditors' mandatory guidance.
During 2020, the GAC and GRC Chairs reviewed and challenged
The Group Head of Audit reports to the Chair of the GAC and there management’s proposals to transition the responsibility for
are frequent meetings held between them. Results of audit work, oversight of entity level controls from the GAC to the GRC. The
together with an assessment of the Group’s overall governance, Chairs considered whether there was the suitable level of
risk management and control framework and processes are management seniority for ownership of entity level controls and
reported regularly to the GAC, GRC and local audit and risk whether there was regular and appropriate reporting to both
committees, as appropriate. This reporting highlights key themes committees to fulfil their oversight responsibilities.
identified through audit activity, business and regulatory
developments, and provides an independent view of emerging and In 2020, five ARCC Forums were held with the chairs of principal
horizon risk, together with details of audit coverage. and regional subsidiaries’ audit and risk committees, together with
senior management from these subsidiaries. The purpose of these
Audit coverage is achieved using a combination of business and ARCC Forums was to discuss mutual priorities, improvement and
functional audits of processes and controls, risk management remediation programmes and forward-looking issues in relation to
frameworks and major change initiatives, as well as regulatory the management of risk and the internal control framework. The
audits, investigations and special reviews. In addition to the topics discussed at the ARCC Forums can be found in the GRC
ongoing importance of regulatory-focused work, key risk theme report on page 226.
categories for 2020 audit coverage were strategy, governance and
culture, financial crime, conduct and compliance, financial Three areas of joint focus for the GAC and GRC during 2020 were:
resilience and operational resilience. In April 2020, in response to Sustainable control environment
the Covid-19 outbreak, Global Internal Audit completed a risk-
based review to revise the 2020 annual audit plan to create With oversight from the GAC, the Group Executive Committee
capacity for real-time audits targeted at key risks arising from the continued a programme to ensure there is clear understanding,
pandemic. Real-time audits provide real-time, independent accountability and ownership for internal controls and end-to-end
ongoing observations to management responding to the Covid-19 processes to deliver operational quality and consistent outcomes
outbreak. Issues are raised for significant observations that are not for customers and simpler operation of controls for colleagues.
addressed in a timely manner. In addition, in response to the The GAC provided constructive challenge to management
business update in February 2020, Global Internal Audit focused proposals and received regular progress updates on the work
on governance over the transformation programme and performed streams. Improvements were measured and tracked through a
project audit activity for selected complex and high-priority new enterprise-wide non-financial risk forum with escalation paths
business cases. into the GAC and GRC.
Executive management is responsible for ensuring that issues Financial reporting
raised by the Global Internal Audit function are addressed within
The GAC reviewed and provided feedback on the assurance work
an appropriate and agreed timetable. Confirmation to this effect
and management’s opinion on internal controls over financial
must be provided to Global Internal Audit, which validates closure
reporting, as required by the Sarbanes-Oxley Act. In conjunction
on a risk basis.
with the GRC, the GAC monitored the remediation of significant
Consistent with previous years, the 2021 audit planning process deficiencies and weaknesses in entity level controls raised by
includes assessing the inherent risks and strength of the control management and the external auditor. The GAC will continue to
environment across the audit entities representing the Group. monitor the progress of remediation as well as efforts to integrate
Results of this assessment are combined with a top-down analysis requirements of the Sarbanes-Oxley Act with the operational risk
of risk themes by risk category to ensure that themes identified are
addressed in the plan. Risk theme categories for the 2021 audit

framework as part of the sustainable control environment The Group’s Chief Compliance Officer provides periodic
programme. reporting to the GAC on the efficacy of the whistleblowing
In 2020, the GAC and the GRC reviewed the risks arising from arrangements, providing an assessment of controls and
models used for the estimation of expected credit losses under detailing the results of internal audit assessments. The
IFRS 9, particularly given the economic backdrop of the Covid-19 Committee is also briefed on culture and conduct risks and
outbreak. The committees challenged the underlying economic associated management actions arising from whistleblowing
scenarios, additional scenarios added by management and the cases. The Chair of the GAC acts as the Group’s
reasonableness of the weightings applied to each scenario in order whistleblowers’ champion, with responsibility for ensuring
to understand the impact on the financial statements. and overseeing the integrity, independence and effectiveness
of HSBC’s policies and procedures on whistleblowing and
Monitoring changes to regulatory requirements the protection of whistleblowers. The Chair met with the
The GAC approved an annual priorities plan to review Group Head of Whistleblowing Oversight throughout the
management’s response to current and future changes in year for briefings on material whistleblowing cases and
regulatory requirements affecting financial reporting. In 2020, this assessments of the whistleblowing arrangements.
included interpretation of new accounting standards, industry- The Committee has requested updates on a number of key areas
wide regulatory reform programmes and their impact on during 2020, including an assessment of the timeliness of
accounting judgements. The GAC will continue to monitor specific whistleblowing investigations. The arrangements were subject to
accounting issues identified during the year and future regulatory an internal audit review during 2020, which rated the design,
items that will impact the integrity of financial reporting, the Group control and management oversight of the arrangements as
and its relationships with regulators. satisfactory. As part of the ongoing assessment of the end-to-end
There continues to be an increased focus on the quality of arrangements, the Committee has requested a deeper review in
regulatory reporting by the PRA and other regulators globally. The key markets of the employee investigation function in which the
GAC will review the steps taken by management to strengthen the whistleblowing arrangements have a dependency. An external
controls over regulatory reporting and as we strengthen our benchmarking assessment was presented to the GAC in
processes and controls, there may be impacts on some of our December 2020. This provided an overview of the overall
regulatory ratios. effectiveness of whistleblowing arrangements and investigations
processes against a number of industry peers, and best practice
In conjunction with the GRC, the GAC continued to oversee the guidance issued by external consultancy and legal firms as well as
progress of management’s proposals and implementation of the the UK charity, Protect. The assessment reflected the significant
Basel III Reforms and the Ibor transition. The GAC focused on the progress made during 2020 such as the implementation of a new
operational and control environment impacts from Basel III whistleblowing platform (Navex), the enhanced global minimum
Reforms and Ibor transition on HSBC’s financial reporting and standards and improvements observed in the ‘speak up’ culture. In
interdependencies with other Group transformation programmes. addition, governance was improved with a particular focus on key
Whistleblowing and ‘speak up’ culture emerging conduct themes to enable timely management action,
and a mechanism was introduced for whistleblowers to provide
Whistleblowing is a key element of ‘speak up’ culture, with feedback post-investigation. The assessment also identified further
the Group’s whistleblowing channel, HSBC Confidential, opportunities for 2021 as part of the Group’s fit for the future
offering a variety of ways for our people to raise programme with updates to be provided to the whistleblowing
whistleblowing concerns (see page 68 for further champion and the GAC throughout 2021.
information). The GAC is responsible for the oversight of the
effectiveness of the Group’s whistleblowing arrangements.
Principal activities and significant issues considered during 2020

Areas of focus Key issues Conclusions and actions
Key financial metrics and strategic priorities In exercising its oversight, the Committee assessed management's assurance and
The GAC considered the key judgements in relation preparation of external financial reporting disclosures. The Committee was
to external reporting to track the key financial particularly focused on the ongoing Covid-19-related uncertainty and how
metrics and strategic priorities and to review the management addressed and reflected the impact of the pandemic in external
forecast performance and outlook. reporting and disclosures. The Committee reviewed the draft external reporting
disclosures and provided feedback and challenge on the top sensitive disclosures,
including key financial metrics and strategic priorities to ensure HSBC was
consistent and transparent in its messaging.
Environmental, social and governance (‘ESG’) The GAC reviewed the approach to combining the ESG Update into the Annual
reporting Report and Accounts for the 2020 reporting period. This included consideration of
Financial and The Committee considered management's efforts to the steps taken by management to address findings from Global Internal Audit
regulatory embed and enhance ESG reporting to demonstrate regarding the controls and assurance processes for ESG content. The Committee
reporting strong controls, operation and governance, will review the steps taken by management in developing the target operating
including key performance indicators and assurance model to deliver integrated reporting in 2021.
plans.
Regulatory reporting assurance programme The Committee reflected on the continued focus on the quality and reliability of
The GAC monitored the progress of the regulatory regulatory reporting by the PRA and other regulators globally. The GAC reviewed
reporting assurance programme to enhance the management’s efforts to strengthen and simplify the end-to-end operating model,
Group’s regulatory reporting, impact on the control including commissioning independent external reviews of various aspects of
environment and oversee regulatory reviews and regulatory reporting. The Committee discussed and provided management’s
engagement. engagement plans with the Group’s regulators, including any potential impacts on
some of our regulatory ratios such as CET1 and LCR. We continue to keep the
PRA and other relevant regulators informed of our progress.
Expected credit losses The actions taken are summarised above in the 'Covid-19 impact on accounting
The measurement of expected credit losses involves judgements' section of this report.
significant judgements, particularly under current
Significant economic conditions. There remains an elevated
accounting degree of uncertainty over ECL estimation under
judgements current macroeconomic, political and
epidemiological uncertainties. Further details are
provided in the 'Covid-19 impact on accounting
judgements' section of this report.

Principal activities and significant issues considered during 2020 (continued)
Long-term viability and going concern In accordance with the UK and Hong Kong Corporate Governance Codes, the
statement Directors carried out a robust assessment of the principal risks of the Group and
During the year, the GAC has considered a wide parent company. The GAC considered the statement to be made by the Directors
range of information relating to present and future and concluded that the Group and parent company will be able to continue in
projections of profitability, cash flows, capital operation and meet liabilities as they fall due, and that it is appropriate that the
requirements and capital resources. These long-term viability statement covers a period of three years.
considerations include stressed scenarios that
reflect the increasing uncertainty that the global
Covid-19 outbreak has had on HSBC’s operations,
as well as considering potential impacts from other
top and emerging risks, and the related impact on
profitability, capital and liquidity.
Goodwill and other non-financial assets The GAC received reports on management's approach to goodwill and other non-
impairment financial assets impairment testing and challenged the approach and models
During the year, management tested for impairment used. The GAC also challenged management's key judgements and considered
goodwill and other non-financial assets. Key the reasonableness of the outcomes as a sense check against the business
judgements in this area relate to long-term growth forecasts and strategic objectives of HSBC. The GAC reviewed the results of
rates, discount factors and what cash flows to management’s detailed analysis of the balance sheet and agreed with the
include for each cash-generating unit tested, both in conclusions.
terms of compliance with the accounting standards
and reasonableness of the forecast. During the
year, the Group recognised $1.3bn impairment in
relation to non-financial assets, following which a
detailed analysis of various balance sheet amounts
was initiated.
Associates (Bank of Communications Co., The GAC reviewed the judgements in relation to the impairment reviews of
Limited and The Saudi British Bank) HSBC’s investment in BoCom and SABB, including the sensitivity of the results to
During the year, management performed the estimates and key assumptions such as projected future cash flows and
impairment review of HSBC’s investment in Bank of regulatory capital assumptions. Additionally, the GAC reviewed the models’
Communications Co., Ltd (‘BoCom’) and The Saudi sensitivity to long-term assumptions including the continued appropriateness of
British Bank (‘SABB’). The impairment reviews are the discount rates.
complex and require significant judgements, such
as projected future cash flows, discount rate, and
regulatory capital assumptions.
Legal proceedings and regulatory matters The GAC received reports from management on the legal proceedings and
Management has used judgement in relation to the regulatory matters that highlight the accounting judgements for matters where
Significant recognition and measurement of provisions, as well these are required. The matters requiring significant judgements were highlighted.
accounting as the existence of contingent liabilities for legal The GAC has reviewed these reports and agree with the conclusions reached by
judgements and regulatory matters, including, for example, an management.
FCA investigation into HSBC Bank’s and HSBC UK
Bank’s compliance with the UK money laundering
regulations and financial crime systems and
controls requirements.
Valuation of defined benefit pension The GAC has considered the effect of changes in key assumptions on the HSBC
obligations UK Bank plc section of the HSBC Bank (UK) Pensions Scheme, which is the
The valuation of defined benefit pension obligations principal plan of HSBC Group.
involves highly judgemental inputs and
assumptions, of which the most sensitive are the
discount rate, pension payments and deferred
pensions, inflation rate and changes in mortality.
Valuation of financial instruments The GAC considered the key valuation metrics and judgements involved in the
Due to the volatile market conditions in 2020, determination of the fair value of financial instruments. The GAC considered the
management refined its approach to valuing valuation control framework, valuation metrics, significant year-end judgements
Group’s investment portfolio. In addition, as losses and emerging valuation topics and agrees with the judgements applied by
were incurred on the novation of certain derivative management.
portfolios, management considered whether fair
value adjustments were required under the fair
value framework. Management’s analysis provided
insufficient evidence to support the introduction of
these adjustments in line with IFRS.
Tax-related judgements The GAC considered the recoverability of deferred tax assets, in particular in the
HSBC has recognised deferred tax assets to the US and the UK. The GAC also considered management’s judgements relating to
extent that they are recoverable through expected tax positions in respect of which the appropriate tax treatment is uncertain, open
future taxable profits. Significant judgement to interpretation or has been challenged by the tax authority.
continues to be exercised in assessing the
probability and sufficiency of future taxable profits,
future reversals of existing taxable temporary
differences and ongoing tax planning strategies.
UK customer remediation The GAC considered and challenged management’s assumptions and the
Management’s judgement is used in determining approach for estimating potential outflows relating to the calculations of the
the assumptions used to calculate the Group’s customer remediation provisions.
remediation provisions, of which the most material
are PPI and a programme in relation to the
collections and recoveries operations of the bank.


Long-term asset return assumptions in PVIF The GAC reviewed the assumptions determined by management under existing
Market volatility during 2020 resulted in further insurance governance processes, which involve significant expert judgement, and
review of the long-term investment assumptions concluded that they were supportable given internal and external benchmarks and
used in the measurement of the present value of in- information reviewed.
force business ('PVIF') intangible assets recorded on
the balance sheet in relation to shareholder returns
expected from long-term insurance contracts.
Other Hedge accounting The GAC noted that the effect of Covid-19 payment deferrals on hedge
accounting Significant judgements relating to hedge accounting was limited and no additional actions were required. Additionally the
judgements accounting matters under current economic GAC was informed about the mitigation actions management has taken to reduce
conditions include the impact of Covid-19 payment the risk associated with floored hedged items, such as designating new hedge
deferrals on the highly probable cash flow forecasts accounting relationships.
required by macro cash flow programmes; and
whether hedge accounting relationships, where
hedged items include interest rate floors and the
hedging instrument does not, would be highly
effective over the hedged horizon.
Transformation and sustainable control The Committee received regular updates on the Group transformation programme
environment to review the impact on the risk and control environment and to oversee progress
The GAC will oversee the impact on the risk and of the Group transformation programme.
control environment from the Group transformation In these updates the Committee monitored the development of management’s
programme. approach to structuring and governing the Group transformation programme and
risk management processes. This oversight helped satisfy the Committee of the
appropriateness of these processes and associated benefits delivery.
Management kept the Committee apprised of the changes and adjustments made
to the Group transformation programme in response to Covid-19, and associated
impact on the financial performance.
Management’s updates were supplemented by significant focus and assurance
work from Global Internal Audit where a dedicated team continuously monitored
and reviewed the Group transformation programme. This included carrying out a
number of targeted audit reviews, in addition to audits of significant programmes.
These reviews focused on key elements of change management.
Global Finance transformation The Committee has oversight for the adequacy of resources and expertise, as well
The Committee reviewed the proposals for the as succession planning for the Global Finance function. During 2020, the
Global Finance organisational design, the migration Committee dedicated significant time to the review and progress of the multi-year
to Cloud and the impact on financial controls. Global Finance transformation programme, with the overall objectives being to
Group improve the control environment and customer outcomes and to leverage
transformation technology to increase overall efficiency. In particular, the Committee discussed
the challenges to Global Finance operations, including financial reporting, from
the Covid-19 pandemic and sought assurance that controls were in place to
maintain standards and quality.
The Committee reviewed and challenged the key change programmes and
delivery milestones and tracked the progress of the deliverables. In particular, the
Committee considered the impact from the Global Finance transformation on the
Group transformation programme, regulatory change programmes and where
there were interdependencies and concentrations risks through key programmes
such as Finance on the Cloud. There were frequent discussions with management
with input from Global Internal Audit on the impact on key risks and controls,
including steps taken to mitigate these risks. Management regularly updated the
Committee on the approach and plans for regulatory engagement, including
follow-up on the outcomes and actions to be taken post-meetings with regulators.
The Group Chief Financial Officer had private sessions with the Committee to
share his perspectives on the progress of the Global Finance transformation, areas
of strategic priorities and where additional focus was required. The private
sessions included discussion on succession planning and resourcing and areas
where GAC members could support and guide management by leveraging
members’ experience.
IFRS 17 'Insurance Contracts' Management provided an update on the final standard amendments that were
The Committee will oversee the transition to IFRS issued in June 2020 and discussed the impact on the transition programme
17 and consider the wider strategic implications of necessitated by the one-year delay to the effective date, both from a policy
the change on the insurance business. implementation and model build perspective. The discussions highlighted the
significant uncertainty that remained in the interpretation of key areas and the
working assumptions adopted by management to enable design solutions,
Regulatory investment in technology and data infrastructure to proceed.
change The Committee discussed the impact from IFRS 17 on HSBC’s reported numbers
in the financial statements and management will continue to consider how to
appropriately apply the standard to HSBC’s insurance business, as well as
monitoring insurance industry developments on disclosures. Management will
continue to keep the Committee updated on plans for the investor narrative,
taking into account the relevant disclosure requirements applicable to HSBC, and
ongoing presentation of insurance results up to the time of the transition.

Basel III Reform The Committee received an update on the progress and impact of the Basel III
The GAC considered the implementation of the Reform programme on the Group. Management discussed the uncertainty over
Basel III Reform and the impact on the capital the final definition of the rules and the actions taken to ensure sufficient flexibility
requirements and RWA assurance. This was to make changes and mitigate risks from legislation being finalised at a later date.
considered in the context of the strategy and The discussion highlighted the dependencies of the Basel III Reform programme
structure of the balance sheet. with other Group transformation programmes, in particular the dependency on
adoption of the Finance on the Cloud solution and the impact on data delivery and
storage.
The Committee reviewed and challenged management on the findings from an
audit on the programme structure, governance and the significant cost increase
year on year. Management explained the actions being taken in response to the
audit findings and the reasons for the increase in costs, which included delays to
implementation dates caused by Covid-19.
Interest rate benchmark replacement The GAC noted management’s early adoption of ‘Interest Rate Benchmark Reform
Regulatory The financial reporting risks of interest rate – Phase 2’ amendments to IFRSs in relation to benchmark reform, including the
change benchmark transition include the potential for disclosures necessary to support adoption of the reliefs.
volatility arising from financial instruments The Committee considered the risks and financial reporting impacts arising from
valuation, contract modification and hedge the Ibor transition. Management discussed actions being taken to mitigate the
accounting. The transitions involve significant risks, which included new product development and a client outreach programme
operational complexity for financial institutions, and to ensure readiness to migrate and explain the changes and outcomes arising
industry approaches to transition continue to from the transition to clients. Management advised about the operational
develop. challenges such as the updates to current systems and processes that were
required to support the accounting for the Ibor transition and our external
dependency on market and client readiness. In particular, management drew
attention to the potentially material impact on hedge accounting programmes
from the Ibor transition and the substantial costs and risks involved in the
redocumentation of hedges.
The Committee discussed the approach being taken across the industry with
management and PwC and potential impacts on the control environment relevant
to financial reporting from the Ibor transition.
Committee evaluation and effectiveness Focus of future activities

The annual review of the effectiveness of the Board At the beginning of each year the Committee discusses its key
committees, including the GAC, was conducted internally in priorities for the year ahead. In 2021, the Committee will continue
2020. Overall the review concluded that the GAC continued to monitor execution of the Group transformation programme and
to operate effectively, and highlighted improvements made its impact on the risk and control environment. In monitoring the
in 2020 in relation to Committee structure and focus. The Group transformation programme, the Committee will consider
review also made certain recommendations for continuous the interdependencies between the Group transformation
improvement, including in relation to further enhancing the programme and implementation of large-scale regulatory change
quality of information presented to the meeting through programmes such as Basel III Reforms, the Ibor transition and
revised executive governance oversight. The Committee has IFRS 17 'Insurance Contracts'. A major area of focus is also
considered and discussed the outcomes of the evaluation expected to be the GAC’s engagement with the UK Government’s
and accepts the findings. consultation and proposals for the future of the UK external audit
The outcomes of the evaluation have been reported to the Board market.
and the Committee will track progress on the recommendations
during 2021.

Group Risk Committee Membership

Meeting attendance
Member since in 2020
Jackson Tai (Chair) Sep 2016 8/8
Kathleen Casey1 Jan 2020 3/3
Steven Guggenheimer May 2020 4/4
José Antonio Meade Kuribreña May 2019 8/8
Heidi Miller Sep 2014 8/8
Eileen Murray Jul 2020 3/3
David Nish Feb 2020 7/7
Sir Jonathan Symonds1 Apr 2018 2/2
1 Sir Jonathan Symonds stepped down from the Board on 18 February

2020. Kathleen Casey stepped down from the Board on 24 April
2020.
Key responsibilities
“Geopolitical developments, civil unrest, the UK's trade negotiation The Group Risk Committee has overall non-executive responsibility
with the EU and the Covid-19 outbreak introduced new challenges for oversight of risk-related matters and the risks impacting the
for our organisation, customers and people. The Group Risk Group. The GRC’s key responsibilities includes:
Committee responded by working closely with management to
• advising the Board on risk appetite-related matters, and key
understand and appropriately challenge scenario stress testing,
regulatory submissions, including the ICAAP and ILAAP, as well
early warning indicators and management of information."
as recovery and resolution planning;
• overseeing and advising the Board on all risk-related matters,
Dear Shareholder
including financial risks, non-financial risks and the
I am pleased to present the Group Risk Committee (‘GRC’) report. effectiveness of the Group’s conduct framework;
Geopolitical developments, civil unrest in Hong Kong, the UK’s • undertaking a review and challenge of the Group’s stress
trade negotiations with the EU and the Covid-19 outbreak testing exercises; and
introduced new challenges for our organisation, customers and • reviewing the effectiveness of the Group’s enterprise risk
people. The GRC responded by working closely with management management framework and internal controls systems (other
to understand and appropriately challenge scenario stress testing than internal financial controls overseen by the GAC).
results, early warning indicators and key management metrics.
Committee governance
Importantly, we monitored heightened capital and liquidity risks
against the prospect of greater market volatility, large customer In carrying out its responsibilities, the GRC is supported by the
financing needs, rapid credit deterioration and lapses in fair participation of senior management, including Noel Quinn who
outcomes for our customers. We reviewed and challenged the attended six GRC meetings in 2020.
impact of forward economic growth assumptions on our markets The Group Chief Risk Officer, Group Chief Financial Officer, Group
and credit exposures. We maintained close watch over people and Head of Audit, Group Chief Compliance Officer and Global Head of
operational risks arising from fatigue, the health impact of the Risk Strategy are standing attendees and regularly attend GRC
virus, and government-imposed restrictions. meetings to contribute their subject matter expertise and insight.
They facilitate GRC members' review and challenge of current and
The GRC continued to strengthen its composition and skills to
forward-looking risk issues, working together with business,
promote proactive risk governance. During the year we welcomed
functional and regional leaders across all three lines of defence.
seasoned technology and operations experts Steven
The Chair also regularly meets with the Group Chief Risk Officer,
Guggenheimer and Eileen Murray to the GRC. We also extended
the Group Head of Audit and external auditor, PwC, without
deep appreciation to Sir Jonathan Symonds and Kathleen Casey
management present.
for their valuable insight and contribution upon their retirement
from the GRC and the Board. The Chair also has regular meetings with members of senior
management to discuss specific risk matters that arise during the
The GRC convened eight formal meetings plus seven special
year outside formal meetings. The Chair consults regularly with
sessions to review and challenge our most important
the Committee Secretary to ensure the GRC meets its governance
responsibilities, including Group internal stress testing, internal
responsibilities and to consider input from stakeholders when
liquidity adequacy assessment process ('ILAAP'), and internal
finalising meeting agendas, tracking progress on actions and
capital adequacy assessment process ('ICAAP'). We also
Committee priorities.
organised timely education sessions, including a full-day training
on sanctions in Hong Kong for non-executive Directors and
management in Asia-Pacific.
Throughout 2020, the GRC and GAC coordinated closely our
respective agendas, as evident in our five jointly organised
regional Audit and Risk Committee Chairs’ Forums, which featured
discussion on key audit and risk issues with our principal
subsidiaries, ensuring alignment of priorities between the Group
and its subsidiaries.
Jackson Tai
Chair
Group Risk Committee
23 February 2021

Matters considered by the GRC in 2020
Jan Feb Mar Apr May Jun Jul Sep Oct Nov Dec
Financial risk ô l l l l ô l l ô l ô
Credit risk ô ô ô ô l ô l l ô l ô
IT and operational risk including
outsourcing, third-party risk l l ô l l ô l l ô l ô
management, cyber risk
Model risk l ô ô l ô ô ô l ô ô ô
People and conduct risk l l ô ô ô ô l l ô l ô
Risk appetite ô l ô ô ô ô l ô ô l ô
Financial crime risk l l ô l l l l l l l ô
Regulatory compliance ô l ô l ô ô l l ô l l
Legal risk l l ô ô ô ô l ô ô l ô
How the GRC discharges its responsibilities Monitoring changes to regulatory requirements
During 2020, the GRC reshaped its meeting agenda to place During 2020, the GRC undertook review and challenge of a
greater emphasis on a regular review of the Group’s risk number of risk areas for which the Group has regulatory
landscape and to track the management of information and obligations or is facing regulatory change. These included
desired outcomes for our most important risk areas. Each meeting operational resilience, climate risk and sanctions. The Committee
now commences with a review of our enterprise risk landscape received updates on regulators’ rules and guidance relating to
through the Group Chief Risk Officer’s update of the Group risk operational resilience, which is designed to protect customers and
profile followed by a comprehensive review of critical maintain economic stability by preventing incidents leading to
management information, led by the Group Chief Risk Officer, and intolerable consumer harm, market disruption, and impact to the
supported by the Group Chief Financial Officer, Group Chief safety and soundness of firms. To reinforce continued emphasis
Operating Officer, Group Chief Compliance Officer and Group and visibility on financial crime and sanctions compliance, the
Human Resources Officer. GRC organised a full-day training session on international
The GRC also reviewed internal and external audit reports and sanctions early in the year in Hong Kong for our Asia-Pacific non-
regular risk reports, which provided deeper reporting on the executive Directors and management.
Group’s risk profile and highlighted the material current and The GRC also considered the PRA’s latest requirements and
forward-looking risks and issues, such that the GRC could expectations relating to evidencing of the embedding of climate
effectively identify any areas that required more of the GRC's risk management capabilities within regulated firms.
attention. A summary of coverage is set out in the table above.
Activities outside formal meetings
Throughout the year, the GRC adhered to an agenda that sought
The GRC organised a number of activities outside of its regular
to regularly address topics and oversight responsibilities set out in
meeting cycle to facilitate more effective oversight of the risks
the Group risk taxonomy, while being flexible to undertake
impacting the Group. In particular, the GRC’s formal meetings
informed review and appropriate challenge of timely risk issues
continue to be supported by training and ‘walk-through’ sessions
that have economic, commercial, regulatory and reputational
to raise the GRC’s understanding of the underlying domain issues,
implications for the Group’s franchise.
ensuring the GRC is well prepared in its informed review and
Three thematic risk areas are described below to illustrate the constructive challenge. The chairs of principal subsidiary risk
GRC’s focus during the year. committees were also invited. Activities included, among others:
Sustainable control environment • a Directors' education session, held in October 2020, focusing
During 2020, the GRC undertook in-depth reviews of a number of on the increasingly complex international sanctions and export
topics relating to the Group’s internal controls and the necessary control landscape, including key sanctions challenges facing
culture change needed to improve the control environment. The the Group with the imposition of new US sanctions following
GRC reviewed model enhancements needed as a result of changes the US Hong Kong Autonomy Act. This education session was
in the economy due to the Covid-19 outbreak. The GRC also attended by 27 non-executive Directors from across the Group;
continued its review of the Group’s approach to operational • a Directors' education session, held in November 2020, led by
resilience and identified improvements from a pilot study to senior leaders in Group Treasury on the implementation of the
identify areas for further enhancements. The GRC also reviewed internal liquidity metric, which is designed to provide an
the effectiveness of the Group’s anti-fraud controls. At the internal view of liquidity risk and to ensure the Group holds
November meeting of the Committee, it was agreed the ultimate enough liquidity to meet and recover from a defined stress;
oversight for all of the Group’s entity level controls move from the
• GRC Chair’s Working Sessions on a range of topics including
GAC to the GRC. This change supports the Committee’s
financial crime developments, progress on FCA conduct
responsibility for review and oversight of the risk management
remediation matters (May 2020), the Wealth and Personal
culture, framework and internal control systems.
Banking conduct programme (May 2020), progress on
Financial risk regulatory remediation programmes (January and December
2020), the outcomes and implications of the 2020 Group
The GRC provided informed review and constructive challenge to
internal stress test (November 2020), and progress on the 2020
the Group’s regulatory submissions of ICAAP and ILAAP. It also
ICAAP and ILAAP submissions (November 2020); and
monitored progress on the Group’s liquidity risk management
improvement plan, including the development of the internal • three cybersecurity consultation sessions and regular updates
liquidity metric. It reviewed work by the Global Finance function on cyber developments such as cyber-crime, legislation and
on strengthening recovery planning. technology led by the GRC’s independent cybersecurity adviser.
The GRC continued to maintain oversight of the Group’s regulatory Connectivity with principal subsidiary risk committees
and internal stress testing programmes, particularly in light of the
The risk committees of principal subsidiaries provided half-yearly
impact of the Covid-19 outbreak with specific review and
confirmations to the GRC. These certifications confirmed that the
challenge of the key assumptions, strategic management actions
principal subsidiary risk committees had challenged management
and outcomes of the principal tests conducted. Through these
on the quality of the information provided, reviewed the actions
reviews, the GRC assessed risks facing the Group to determine the
proposed by management to address any emerging issues or
principal risks to its long-term viability, including those that would
trends and that the risk management and internal control systems
threaten its solvency and liquidity.
in place were operating effectively.

Throughout 2020, the GRC proactively encouraged principal Focus of future activities
subsidiary risk committee chairs to participate in regular GRC
The GRC’s focus for 2021 will include the following activities. It
meetings and special review or learning sessions, leading to
will:
improved connectivity between the Group and principal subsidiary
risk committees. In addition the GRC Chair participated in the • provide oversight of the execution risk arising from the Group
meetings of principal subsidiary risk committees for Asia, the UK, transformation programme;
Europe, the US, Latin America, Canada and the Middle East, with • oversee enhancements to our risk appetite statement so that it
the aim of ensuring strong alignment, information sharing and is more regular, forward-looking and risk responsive;
connectivity between the GRC and principal subsidiaries.
• ensure the risk appetite statement is closely linked to our
Collaboration between the GRC and GAC strategic goals, our annual operating plan, stress testing, ILAAP
The GRC worked closely with the GAC to ensure that there are no and ICAAP exercises, and our recovery and resolution planning;
gaps in risk oversight, and that any areas of significant overlap are • monitor and appropriately challenge management’s plans to
appropriately addressed by inter-committee coordination or joint manage and mitigate the impacts of geopolitical risks on our
meetings where appropriate. The GRC and GAC Chairs are operations and portfolios in Asia, the Middle East and the rest
members of both committees to further enhance connectivity, of the world;
coordination and flow of information.
• monitor the impact of the Covid-19 outbreak on the Group’s
Audit and Risk Committee Chairs' Forum customer franchise as well as on the capital and liquidity risk,
The Audit and Risk Committee Chairs' ('ARCC') Forum meetings credit risk, market risk, people and operational risk for the
continue to be one of the more collaborative GRC and GAC Group;
exercises. The forum meetings promote shared risk and audit • monitor continued progress in financial crime compliance,
subject matter expertise, align Group and subsidiary priorities, including enhancements in our transaction monitoring
support the subsidiary accountability framework and promote programme and the application of new analytical tools and
two-way connectivity between the Group and principal subsidiary applications to improve our fraud detection and prevention;
risk and audit committees. The meetings are jointly hosted by the
GAC and GRC Chairs and attended by members of the GAC and • continue to monitor developments and enhancements in the
GRC, the Group Executive Committee (more than half of whom Group’s management of conduct and culture, as well as people
attended at least one meeting), several Group non-executive risk management;
Directors, the chairs of principal and regional subsidiary audit and • continue to review and challenge management’s progress in
risk committees, together with non-executive Directors and senior developing and implementing our operational resilience
management from those subsidiaries. strategy;
In May, the ARCC Forum provided updates through video calls • oversee the Group’s approach to climate risk management and
with the Asia-Pacific region and a combined call with the Europe, climate risk appetite;
Middle East and Americas regions. This was followed by three
• review plans, jointly with the GAC, to strengthen the Group’s
ARCC Forum calls for each of the Asia-Pacific, UK, Europe and
data strategy and management so that we can better serve our
Middle East, and Americas regions in September and November.
customers, protect customer data as well as strengthen model
The ARCC Forums provided an important opportunity for the GRC risk management, credit risk management and risk appetite,
to understand locally-specific issues and priorities with potential including climate risk appetite; and
read-across to other areas and regions of the Group. They also
• track progress regularly in remediating outstanding, unresolved
served to help the GRC hear the observations, concerns and
regulatory actions across the Group and principal subsidiaries,
achievements from subsidiary risk and audit chairs, with a
including progress in closing-out any regulatory consent orders
particular focus on pressing issues or concerns (such as the
or matters requiring attention.
Covid-19 outbreak, business restructuring, or macroeconomic
issues); where Group initiatives need to be recalibrated to reflect Committee evaluation
regional constraints; cross-regional dependencies; and where the The GRC is committed to regular, independent evaluation of its
Group can progress faster. In light of the Covid-19 pandemic and own effectiveness. During 2020, the GRC undertook an internal
highly uncertain macroeconomic environment, the ARCC Forum GRC effectiveness exercise, which concluded that the GRC
meetings included discussion on: continued to operate effectively and in line with regulatory
• reinforcing the control environment and embedding of non- requirements.
financial risk management; The effectiveness exercise highlighted improvements made in
• sustaining operational integrity and resilience during a Covid-19 2020 to anchor meetings with the regular review of the Group’s
and restructuring environment; risk landscape and management information. Progress made in
relation to the Committee’s operation and engagement with
• need for even stronger risk appetite, credit, counterparty and
principal subsidiaries was acknowledged. The review also made
conduct risk management during a Covid-19 and
certain recommendations for enhancement, including in relation to
macroeconomic-sensitive environment;
rebalancing the breadth of the GRC agenda, and increasing the
• strengthening model risk management and our portfolio of use of alternative mechanisms to allow the GRC to efficiently
models at the Group level and in the regions; exercise oversight of risk matters through additional education and
• subsidiaries’ role and responsibilities in our Group recovery and supplementary sessions. The Committee has considered and
resolvability planning in a more macroeconomic-sensitive discussed the outcomes of the evaluation and accepts the
environment; and findings.
• understanding the perspectives and feedback from regional The outcomes of the evaluation have been reported to the Board
subsidiaries. and the Committee will track progress on the recommendations
during 2020.

Principal activities and significant issues considered during 2020
The Group risk appetite statement defines the The GRC undertook its biannual risk appetite review and recommended the Group’s
Group’s risk appetite and tolerance thresholds and 2020 risk appetite statement to the Board with enhancements to both financial and
forms the basis of the first and second lines of non-financial risk metrics. It then continued to work closely with Group Risk Strategy
defence’s management of risks, our capacity and to enhance the 2021 risk appetite statement including a climate risk qualitative
capabilities to support our customers, and the statement and quantitative measures that focus on the Group's exposure and risk
pursuit of the Group’s strategic goals profile to high transition risk sectors, as well as improvements to the suite of
Risk appetite resilience risk metrics. The GRC also raised the importance of strengthening the
granularity risk appetite statements to be forward-looking and risk-responsive at
GRC meetings and at regional ARCC Forums. In the process, the GRC has reinforced
the importance of stronger linkage of the risk appetite statements to the Group’s
annual operating plan, strategic planning, stress testing exercises, annual capital
adequacy and liquidity management exercises, and to the Group’s recovery and
resolution planning.
Geopolitical developments and risks continue to The GRC reviewed the Group’s readiness to address major geopolitical
present significant challenges for the Group’s developments, including the short- and longer-term impact of civil unrest in Hong
Geopolitical customer franchise and for the resilience of our Kong and heightened trade tensions between the US and China on our Asia and
developments operations. global franchise, as well as our ability to maintain our high service levels in our
and risks multi-channels to serve our customers. The GRC also monitored the Group’s
preparedness for financial market, operational and commercial disruptions arising
out of protracted UK trade negotiations with the EU.
Managing operational risk and counterparty credit The GRC reviewed how the Group leveraged its capital and liquidity strength, robust
risk to enable the Group’s support of our credit standards, and digital capabilities to assist customers during the Covid-19
Managing customers, communities and the local economy outbreak and to maintain market strength. In doing so, the Committee closely
through the throughout the Covid-19 outbreak. assessed credit trends, economic outlook and the impact on portfolio credit quality.
Covid-19
The GRC also reviewed the operational, reputational and conduct challenges in
outbreak
implementing government support schemes across different geographies and
regulatory jurisdictions, including associated risks, controls and oversight.
Management’s operational resilience programme The GRC maintained its focus on the Group’s policies, programmes and practices for
is being redesigned to enable our priority business strengthening and prioritising our ability to test, detect, resolve and recover from
services to continue to serve our customers in the unforeseen operational disruptions in our key markets. With the goal of minimising
event of unforeseen disruptions in our key harm to our customers and to the local financial markets, the GRC continued its
markets. review of the Group’s approach to operational resilience, which incorporates
learnings from the Group's response to the Covid-19 outbreak across our franchise.
The GRC’s oversight activities included:
• the review and challenge of progress on the formulation of a comprehensive
operational resilience strategy including working with the Group Chief Control
Officer on the programme to comply with regulatory standards for operational
Operational resilience;
resilience
• the planned 'operationalisation' of critical business services and impact
tolerances, and risk and control mapping to strengthen the ability to prevent,
respond to, recover, and learn from operational disruptions, such as Covid-19;
• the embedding of ownership with first line business and function leaders to
deliver operational resilience outcomes for customers, for the Group’s own safety
and soundness, and to avoid disruptions to market integrity and financial stability;
and
• the review and challenge of management’s progress in managing third-party risk
in the context of an increasing reliance on technology services provided by third
parties and growing regulatory scrutiny.
Technology Technology resilience is the risk of unmanaged The GRC reviewed the Committee’s approach to governance of technology risk and
resilience disruption to any IT system within HSBC, as a Cloud adoption, which was a high priority area under regulatory scrutiny. The GRC
including result of malicious acts, accidental actions or poor also continued its oversight and challenge of the Group’s cybersecurity strategy and
cybersecurity IT practice or IT system failure. management of cyber risks.
and Cloud
strategy
The Group promotes a culture that is effective in The GRC continued to exercise oversight in the area of people risk and employee
managing risk and leads to fair conduct conduct, supported by the Group Chief Human Resources Officer and Group
outcomes. business heads, including:
• regular monitoring of the Group’s progress in remediating the market conduct
It seeks to actively manage the risk of adverse issues underlying the 2018 deferred prosecution agreement with the US
impact due to not having the right people with Department of Justice and the related 2017 Federal Reserve Bank Consent Order;
People, conduct the right skills doing the right thing, including
risks associated with employment practices and • informed review and challenge of the alignment of risk and reward, satisfying
and culture
relations. itself that risk and compliance objectives and outcomes were reflected in the
Group variable pay pool;
• discussion of the people risk issues arising due to the impact of the Covid-19
outbreak; and
• the review of workplace harassment data and insights, action taken and 2020
focus areas.


Successful delivery of HSBC’s climate ambition The GRC recognises the Group’s regulatory commitments due in 2021 and the
will be determined by our ability to measure and Group’s own publicly stated climate risk targets, as well as the need to manage
Climate risk manage all components of climate risk. climate risk of the Group’s existing portfolios and future business. The GRC reviewed
the Group’s approach to climate risk management and climate risk appetite
including associated stress testing and scenario analysis.
The GRC oversees the Group’s management of its The GRC reviewed the Group’s capability to track environmental and
financial risk, particularly in the context of the macroeconomic headwinds through early warning indicators and scenario stress
challenges of the Covid-19 outbreak. testing. It also oversaw the Group’s progress in developing a range of strategic
management actions capable of timely execution and the development of recovery
and resolution capabilities that meet PRA and local regulatory expectations. The
GRC also maintained oversight of the Group’s liquidity risk management with
Capital and particular emphasis on the outlook, lessons learned from the Covid-19 outbreak,
liquidity risk
metric development, systems and controls, and regulatory feedback.
including ICAAP
and ILAAP
The GRC reviewed and challenged the assessment of the Group ICAAP and ILAAP
programmes and engaged with Group management in overseeing and evaluating
the Group’s forward-looking capital and liquidity strategies and capabilities,
including the Group’s liquidity risk management improvement programme.
Additionally, the GRC Chairs participated in several subsidiary risk committees’
review of ICAAP, leading up to final GRC review, challenge and recommendation of
ICAAP to the Board.
The Group is committed to closely monitoring and Throughout 2020, the GRC reviewed the Group’s approach to managing its financial
managing the risk of knowingly or unknowingly crime risk across a number of important areas. This included:
helping parties to commit or to further potentially • the Group’s progress in enhancing its transaction monitoring framework;
illegal activity, including both internal and external
• the fraud landscape, particularly against heightened Covid-19 conditions, the
fraud.
Group’s fraud risk profile and the impact of regulatory developments; and
• the nature and scale of insider risk and the Group’s strategies for managing
insider risk.
The GRC also maintained oversight of the ever-changing and increasingly complex
Financial crime international sanctions landscape in which the Group and its customers operate, as
risk well as the Group’s approach to managing its compliance with sanctions regimes
globally. The GRC held a full-day training session on sanctions in Hong Kong in
January for our Asia-Pacific non-executive Directors and management. A further
education session on sanctions was held for Group-wide non-executive Directors in
October to address the US government imposition of sanctions in connection with
its Hong Kong Autonomy Act.
Following the organisational restructuring of Financial Crime Compliance, the GRC
requested the Committee’s independent financial crime advisers to examine the
effectiveness of the financial crime function in the Group’s subsidiaries.
HSBC faces risk from the inappropriate or The GRC raised awareness of progress and importance of models at a number of its
incorrect business decisions arising from the use meetings and at the regional Audit and Risk Committee Chairs’ Forums. It reviewed
of models that have been inadequately designed, progress under the Group’s model risk transformation programme. The Committee
Model risk implemented or used, or from models that do not oversaw the development and embedding of improved model risk management
perform in line with expectations and predictions. controls and oversight in the first line of defence, as well as enhancements to model
risk governance. The GRC also considered the adverse impact of the Covid-19
outbreak on model uncertainty including the need for enhancements as necessary.
HSBC is required to show how its resolution The GRC monitored the Group’s progress in demonstrating that it has developed
strategy could be carried out in an orderly way, capabilities to support its own resolution, in line with the Group’s resolution strategy
including identification of any risks to successful in order to meet new requirements from the Bank of England under its resolvability
resolution. assessment framework by 1 January 2022, including the requirement to comply with
the valuation in resolution requirement by 1 April 2021, to submit a self-assessment
Resolvability to the PRA/Bank of England by 1 October 2021 and to publicly disclose HSBC’s
resolvability in June 2022. Together with the Group Chief Financial Officer, the GRC
and GAC programmed our five regional Audit and Risk Committee Chairs' Forums to
raise the importance of Boards and management of principal subsidiaries in
upgrading their awareness and compliance with new regulatory standards for
recovery and resolution.

Directors’ remuneration report Membership
Page Meeting attendance in
Member since 2020
Group Remuneration Committee 232
Pauline van der Meer Mohr (Chair) Jan 2016 5/5
Workforce remuneration 233
Henri de Castries May 2017 5/5
Our approach to Directors' remuneration 235
Annual report on remuneration 239
Irene Lee Apr 2018 5/5
Additional remuneration disclosures 253
David Nish May 2017 5/5
All disclosures in the Directors’ remuneration report are unaudited
unless otherwise stated. Disclosures marked as audited should be Reflecting on these actions, the Committee concluded that the
considered audited in the context of financial statements taken as 2020 remuneration outcomes should strike the right balance
a whole. between rewarding our employees for their exceptional efforts this
year and being equitable in the broader context.
Performance and pay for 2020
Financial performance
The Group's financial performance deteriorated in 2020, reflecting
the impact of the Covid-19 outbreak on the global economy.
Adjusted profit before tax of $12bn was down 45% due to lower
revenue and a higher expected credit loss charge directly linked to
the impact of the pandemic.
However, the Group continued to make good progress on its
strategic plan, demonstrated by a $51.5bn reduction of RWAs in
2020 in low-return franchises and a 3% reduction in adjusted
costs. Economic activity in Asia has proven to be resilient and is
rebounding. We continue to elevate our ambition in the region by
'The remuneration outcomes for 2020 strike the right balance between stepping up our investment.
rewarding our employees for their exceptional efforts this year and being
equitable in the broader context.' Non-financial performance
We made progress in creating a simpler, more efficient
Dear Shareholder organisation by combining our wholesale back office operations,
I am pleased to present our 2020 Directors’ remuneration report and bringing our retail, wealth and private banking businesses
on behalf of the members of the Group Remuneration Committee. together into a single global business. We also continue to
increase investment in technology to drive improved customer
Making remuneration decisions in the face of the challenges experience and operational efficiency. Technology enhancements
presented by the Covid-19 pandemic required a delicate balancing introduced in 2020 included automated lending processes for
of factors. Recognising our people for their performance is a key Covid-19 relief programmes, upgraded global payment systems,
element of our reward strategy and helps to drive ongoing transformed customer onboarding processes, and use of Cloud
engagement, which is critically important as we navigate through technology for risk analytics systems.
the Covid-19 outbreak and the Group’s transformation. However,
we must also recognise the impact of these circumstances on our Remuneration funding approach
stakeholders and the wider community. While events such as those seen in 2020 are rare, our
Actions taken in response to Covid-19 remuneration framework was designed with the entire economic
cycle in mind, including the possibility of exceptional years. We
In determining the remuneration outcomes, the Committee noted use a countercyclical funding methodology, with both a floor and
the following: a ceiling, to recognise that there will be times when profitability is
• We did not apply for government support packages for our exceptionally low or exceptionally high as a result of factors not
employees across the countries and territories in which we directly linked to employee performance. In such years, factors
operate, and put employee well-being, customer experience, such as applying franchise protection and limiting the risk of
and supporting the economy at the centre of our response to inappropriate behaviour need to be considered when setting the
the pandemic. variable pay pool. Nonetheless, financial performance and
affordability remain central tenets in determining the
• Our front-line employees continued to serve customers in appropriateness of the variable pay pool.
challenging circumstances. Our customer contact centres were
fully operational during the period, and between 70% and 90% Group variable pay pool
of branches remained open, as we continued to enhance our For 2020, the Committee reviewed and agreed the Group variable
digital capabilities. pay pool of $2,659m, taking into account performance against
• We worked with governments to support national schemes, financial and non-financial metrics set out in the Group risk
granting over 720,000 payment holidays to our personal appetite statement, including conduct, and targets set out in our
customers and 237,000 loans to our wholesale customers. We operating plan. This represents a 20.4% reduction in the pool
provided more than $26bn in customer relief to our personal compared with 2019, with the variable pay pool down
customers during the initial stages of the pandemic and more approximately 15% in Global Banking and Markets, asset
than $52bn in lending to wholesale customers, many of whom management and private banking, and approximately 22.5% in
still require our support. other areas of the Group. We also differentiated by market, with a
better year-on-year outcome in Asia, reflecting the region's
• In line with all other large UK-based banks and at the direct
strategic importance and consistent contribution towards Group
request of the Group’s lead regulator, the UK’s PRA, we
performance.
cancelled the fourth interim dividend of 2019 and suspended
dividend payments until the end of 2020. In December 2020, In determining the size of the pool, the Committee took into
the PRA announced a temporary approach to shareholder account the fact that overall financial performance was lower than
distributions for 2020. After considering the requirements of the what we had targeted at the start of the year, and certain non-
temporary approach, the Board announced an interim dividend financial risk metrics were outside of our risk appetite. We also
for 2020 of $0.15 per ordinary share. took into account the exceptional circumstances faced by our
shareholders, including the impact of the regulatory request to

cancel the final 2019 dividend and suspend dividend payments for the most vulnerable people. Our executive Directors also
until the end of 2020. decided to voluntarily forgo any annual cash bonus for 2020 due
While it is appropriate that the pool is significantly lower this year, to the impact of the suspension of dividends on our shareholders.
the Committee was cognisant of the extraordinary effort and Executive Director annual performance assessment
performance of many of our colleagues in 2020. Equally, it is
With regard to performance-based pay for 2020, the financial
critical we retain talent for the long-term interests of our
measures in the executive Directors’ annual scorecards were
stakeholders. This is of particular importance in growth markets
aligned to the delivery of profit before tax, our strategic priority of
and our areas of strategic focus, and is most acute for our high
reducing RWAs in low-return franchises and, for the Group Chief
performers who are helping us restore the business to our
Financial Officer, effective management of Group costs. Following
expected performance levels. As a result, the variable pay accrual
careful consideration, these targets were not revised for the
was increased in the fourth quarter in response to financial
significant economic impact of the Covid-19 outbreak to reflect
performance and market pay challenges.
the Committee’s view that reward for our executive Directors
Review of workforce remuneration should align with the experience of our shareholders.
Remuneration outcomes Non-financial performance measures were linked to customer
satisfaction, employee engagement and diversity, environmental
In allocating the pool, the Committee decided that while the stewardship, risk and compliance, and organisational
variable pay outcomes for junior colleagues should reflect Group simplification. The Committee noted strong non-financial
performance, they should receive better outcomes with less performance as our commitment to delivering responsibly for our
differentiation relative to our senior employees. Overall, total stakeholders remained unchanged throughout the pandemic. In
compensation for our junior members of staff was broadly flat, addition to the actions noted to support our customers and the
which we felt was important given their significant efforts in a wider economy, customer and digital satisfaction scores increased
challenging year. Higher paid employees had an overall decrease in some of our scale markets, employee engagement scores
in total compensation. We also made limited fixed pay increases improved, we met our diversity goal of having at least 30%
for 2021 and targeted these towards our junior colleagues. As part women in senior management roles, and we achieved carbon
of the year-end pay review, the Committee reviewed results of reduction and sustainable finance and investment targets. We
remuneration outcomes to ensure they were in line with our pay were also recognised by Euromoney for ‘Global Excellence in
principles and the approach decided by the Committee for 2020. Leadership during the Covid-19 pandemic’ in its Awards for
Support for our employees Excellence 2020.
Throughout 2020, the well-being of our people was our paramount Executive Director annual incentive scorecard outcome
concern. Many employees had to juggle personal and professional The above resulted in an overall outcome of 64.50% for the Group
priorities, while adapting to new and unfamiliar ways of working. Chief Executive and 63.75% for the Group Chief Financial Officer
In March 2020, we temporarily paused the redundancy (further details of performance are provided on page 240). The
programme intended to deliver the reduction in headcount that we Committee reviewed this outcome in the context of a number of
set out in the transformation programme announced in February internal and external considerations to determine whether it
2020. The Board was conscious of the impact of proceeding with should exercise its discretion to reduce the outcome, including:
redundancies, particularly at the outset of the crisis given the
significant stress for our people and communities, and the need to • overall share price performance in the year, which was
protect our capacity to serve our customers. The Board lifted the significantly impacted by both the Covid-19 outbreak and the
pause on the redundancy programme in June 2020 while impact of the PRA’s request to suspend dividend payments;
continuing the freeze on the vast majority of external recruitment • the impact of the bonus pool reduction on the total
to make every effort to fill vacancies internally. We maintained a compensation for our wider workforce;
regular flow of communication and listened closely to our
colleagues' needs, providing the support and flexibility required to • profit before tax and return on tangible equity ('RoTE')
help them manage their lives during the pandemic, and performance; and
maintained their full pay without applying for government support • the positive actions taken by the Board to support our
packages. customers, colleagues and communities in these uncertain
We ran a mid-year employee survey to determine how the times.
Covid-19 outbreak was impacting our colleagues and how we The Committee determined the 2020 formulaic scorecard
could support them through this period. More than 50% of our outcomes appropriately reward the executive Directors for their
total employee population responded, of which more than 89% performance within the context of overall stakeholder experience.
said they were getting the information they needed from the With the voluntary waiver of cash bonuses by executive Directors,
organisation, 86% reported that they were getting the support the Group Chief Executive's effective payout was reduced to
they needed from their line manager and 86% of the respondents 32.25% of its maximum, and the Group Chief Financial Officer's
reported they felt confident in leadership. In addition, 75% of was reduced to 31.88%. The effective payouts are 51.43% and
employees that participated in our 2020 Snapshot survey said they 58.86% below their respective outcomes compared with 2019.
believed HSBC values their well-being.
2020 long-term incentive ('LTI') for executive Directors
For our departing colleagues, we took steps to offer them support
To reflect the Group’s strategy, and after listening to our
on searching and applying for jobs and preparing for interviews.
shareholders, the Committee has agreed that the 2020 LTI will be
We also maintained a dedicated advice website, offered virtual
based on four equally weighted measures.
workshops and provided access to career development tools to set
them up for success outside HSBC. • RoTE: We have retained a key measure of our financial
performance and how we generate returns that deliver value
Key remuneration decisions for Directors for our shareholders.
Voluntary decisions made by executive Directors • Capital reallocation to Asia: We have set a new metric to assess
Reflecting on the severity of the impact of Covid-19 at the outset, a key lever of our strategy and business transformation plan.
our two executive Directors made personal contributions to the • Environment and sustainability: We have set a new measure to
fight against the pandemic by donating to charity a quarter of their align with the Group’s climate ambition to bring our own
base salaries for six months, and our Group Chairman donated his operations to net zero by 2030 and support our customers in
entire fee for 12 months to charity. Additionally, as an their transition to a more sustainable future.
organisation, we provided $25m in charitable donations, which
went toward immediate medical relief, access to food, and care • Relative total shareholder return: We have retained this metric,
which rewards executive Directors based on comparison of the

total shareholder return performance of the Group and a On behalf of the Committee, I would like to thank investors for
relevant peer group. their time during the consultations and their support for the
direction of travel.
2020 LTI grant size
The Group’s Directors’ remuneration policy is due to expire at the
The Committee is aware of shareholders’ expectations on the need
2022 AGM. During the course of 2021, we will be reviewing our
to adjust the size of LTI awards to ensure they do not result in
current approach to Directors’ remuneration and will consult with
'windfall gains' in the event that the share price falls significantly
our large shareholders and proxy advisory bodies with the aim of
due to the impact of the Covid-19 outbreak. While this does not
introducing a new policy in 2022. The review will continue to be
impact outstanding LTI awards, the Committee agreed, in line with
based on our following key principles:
investor expectations, that the 2020 LTI awards should be subject
to a 'windfall gain' adjustment at grant if the share price falls • The policy should be simple and transparent.
significantly relative to the grant price of the 2019 LTI. This is to • There should be a strong alignment between rewards and the
ensure that the reward for our executive Directors aligns with the interests of our stakeholders, including shareholders,
experience of our shareholders and is reflective of management customers and employees.
performance over the performance period.
• The policy should maintain a focus on long-term performance.
While the share price to be used for the 2020 LTI award is not
known at this stage, the Committee has agreed, in line with • The total compensation package should be competitive to
investor expectations, if the 2020 LTI grant share price ensure we can retain and attract talent.
experiences a greater than 30% decline since the previous grant, • The structure should meet the expectations of investors and
this would be considered a material share price fall, and an our regulators.
adjustment percentage equal to half the share price percentage
decline would be applied to the awards to mitigate the potential The Committee is concerned that over time, HSBC’s overall
for 'windfall gains'. remuneration opportunity has fallen behind desired levels to
reflect the calibre of the executives and market positioning. While
Executive Directors' fixed pay for 2021 conscious of external sentiment, one of the areas of focus for the
We have increased the base salary of our executive Directors by Committee will therefore be ensuring that overall remuneration
1.6% in line with the average increase for our Group employees. levels remain appropriate in the context of the above and support
Additionally, in an expansion to his current remit, the Group Chief delivery of our strategic priorities. Any proposed changes would
Financial Officer will assume responsibility for the Group’s be discussed with shareholders and the proxy advisory bodies as
transformation programme, effective immediately, and its mergers part of the wider consultation on the remuneration policy in 2021.
and acquisitions agenda, from April. In acknowledgement of the Our annual report on remuneration
expanded remit and responsibilities, the Committee has decided to
adjust his fixed pay allowance from £950,000 to £1,085,000 in As Chair of the Committee, I hope you will support the 2020
accordance with the terms of the Directors’ remuneration policy Directors' remuneration report.
approved at the 2019 AGM. The executive Directors have made
the personal decision to donate 100% of their salary and fixed pay
allowance increases for 2021 to charity given the ongoing
challenging external environment.
Investor consultation
Pauline van der Meer Mohr
The Committee considers that regular dialogue with our
shareholders, including outside of our policy vote years and Chair
especially during these uncertain times, is important to ensure our Group Remuneration Committee
remuneration policy operates as intended and in line with
23 February 2021
shareholder expectations. In 2020, we met with a number of our
significant shareholders and proxy voting agencies to hear their
views on executive and wider workforce remuneration. As ever,
we found this engagement to be very helpful as we considered the
implementation of our remuneration policy, including the 'windfall
gain' adjustment for the 2020 LTI award, and use of ESG
measures in the forward-looking scorecards. Further details of the
2020 LTI measures and targets are on page 243. The 2021 annual
incentive scorecard is provided on page 249.

No Directors are involved in deciding their own remuneration. All

Group Remuneration Committee members of the Committee are independent non-executive
Directors of HSBC Holdings. A copy of the Committee’s terms of
The Group Remuneration Committee is responsible for setting the reference can be found on our website at www.hsbc.com/our-
overarching principles, parameters and governance of the Group's approach/corporate-governance/board-committees.
remuneration framework for all employees, and the remuneration
The Committee met five times during 2020. James Forese was
of executive Directors, the Group Chairman and other senior
appointed as a member of the Committee on 1 May 2020. David
Group employees. The Committee regularly reviews the
Nish stepped down as a member of the Committee on 23 February
framework in the context of consistent and effective risk
2021. The following is a summary of the Committee’s key
management, and the regulatory requirements of multiple
activities during 2020.
jurisdictions.

Jan May Jul Sep Dec
Remuneration framework and governance
Group variable pay pool, workforce performance and pay matters, Gender Pay Gap report, and employee surveys l l l l l
Executive Director remuneration policy implementation, scorecards and pay proposals l l l l l
Remuneration for other senior executives of the Group l l ô ô l
Non-executive Director compensation ô l ô ô l
Shareholder consultation and proxy adviser views ô l ô l l
Directors’ remuneration report l ô ô l l
Regulatory, risk and audit
Information on material risk and audit events, and performance and remuneration impacts for individuals involved l l l l l
Regulatory updates and filings, including approach and outcomes for the identification of Material Risk Takers l l l l l
Corporate governance briefings ô l ô ô l
Principal subsidiaries
Matters from subsidiary committees l l l l l
Advisers • Jonathan Calvert-Davies, Group Head of Audit; and
The Committee received input and advice from different advisers • Aileen Taylor, Group Company Secretary and Chief Governance
on specific topics during 2020. Deloitte LLP’s engagement with Officer.
the Committee was extended during 2020. The Committee’s The Committee also received feedback and input from the Group
decision reflected the quality and objectivity of the independent Risk Committee and Group Audit Committee on risk, conduct and
advice that Deloitte had provided to the Committee on compliance-related matters relevant to remuneration.
remuneration matters. Deloitte provided benchmarking data on
remuneration policy matters and independent advice to the Review of workforce remuneration and related
Committee. Deloitte also provided tax compliance and other policies
advisory services to the Group. In light of the year's challenging circumstances, the Committee's
The Committee also received advice from Willis Towers Watson review and approval of the workforce remuneration strategy was
on market data and remuneration trends for senior management. particularly focused on ensuring protection for our junior
Willis Towers Watson was appointed as remuneration adviser by employees and delivering appropriate pay differentiation for those
management after considering invited proposals from similar areas of the business that performed well.
consultancy firms. It provides actuarial support to Global Finance The Committee also reviewed the results of remuneration
and benchmarking data and services related to benefits outcomes across the Group to ensure they were in line with our
administration for our Group employees. To ensure the advice pay principles (as set out on page 233). This included details of
from Deloitte and Willis Towers Watson was objective, the variable remuneration adjustments and information on reward
Committee required the advice to be independent and distinct outcomes by performance and behaviour ratings. The Committee
from any internal review and analysis on remuneration policy uses this information to assess the effectiveness of our
matters. The Committee was satisfied the advice provided by remuneration framework and whether our framework aligns
Deloitte and Willis Towers Watson was objective and independent employee rewards with our values.
in 2020. Deloitte is a founding member of the Remuneration
We measure our employees’ sentiment on performance and pay
Consultants Group and voluntarily operates under the code of
matters through our annual pay review surveys. In the first half of
conduct in relation to executive remuneration consulting in the
2020, the Committee reviewed the results of the most recent
UK.
survey. A significant proportion of the respondents’ comments
For 2020, total fees of £173,900 and £68,289 were incurred in indicated improved sentiment towards our pay review process.
relation to remuneration advice provided by Deloitte and Willis The majority of employees believed their year-end ratings were a
Towers Watson, respectively. This was based on pre-agreed fees fair reflection of their performance and behaviour, and felt
and a time-and-materials basis. motivated to perform at their best following their performance
Attendees and interaction with other Board review.
committees Committee effectiveness
During the year, Noel Quinn as the Group Chief Executive provided The annual review of the effectiveness of the Board committees
regular briefings to the Committee. In addition, the Committee was internally facilitated during 2020. Overall, the review
engaged with and received updates from the following: concluded that the Group Remuneration Committee continued to
• Mark Tucker, Group Chairman; operate effectively, with a number of positive aspects of the
• Elaine Arden, Group Chief Human Resources Officer; operation and practices highlighted by the review. There were also
areas of improvement identified, including the engagement
• Alexander Lowen, Group Head of Performance Management, dynamic with advisers. The Committee has considered and
Reward, Human Resources Transformation and People discussed the outcomes of the evaluation, and accepts the
Analytics; findings with a number of actions to address them already in
• Pam Kaur, Group Chief Risk Officer; progress. The outcomes of the evaluation have been reported to
the Board and the Committee will track progress against the
• Colin Bell, Group Chief Compliance Officer; recommendations during 2021.

Our approach to workforce remuneration
Remuneration principles
Our performance and pay strategy aims to reward competitively the achievement of long-term sustainable performance by attracting,
motivating and retaining the very best people, regardless of gender, ethnicity, age, disability or any other factor unrelated to performance
or experience. It supports our people to perform their roles in the long-term interests of our stakeholders, which includes the customers
and communities we serve, our shareholders and our regulators. The strategy is underpinned by:
• decisions that are fair, appropriate and free from bias;
• a culture supportive of continuous feedback through manager and employee empowerment;
• reward and recognition of sustainable performance and values-aligned behaviour; and
• a balanced, simple and transparent total reward package that supports employee well-being.
Spotlight on 2020: Our response to the Covid-19 outbreak
These principles were key to facilitating the agile approach we took to pay and performance in response to the Covid-19 outbreak. In
response to the challenging circumstances our colleagues faced, we offered them increased practical support, recognised them for their
exceptional response to our customers and each other, and helped to ensure fair and appropriate treatment.
Appropriate practical support for our colleagues

• We took a country-based approach to our response to ensure that what we provided to our employees was appropriate for the
conditions and restrictions in place in their location.
• Our priority was to support the well-being of our employees using a range of initiatives focusing on:
– enabling employees to work flexibly to support additional caring responsibilities;
– ensuring employees could purchase the equipment they needed to work from home wherever possible;
– providing financial assistance to employees who may have incurred additional costs, for example where normal commuting or
onsite catering services were disrupted; and
– supporting mental and physical well-being with employee assistance programmes, access to Covid-19-related private medical
treatment and flu vaccination initiatives.
• More than 50% of our total employee population responded to our mid-year employee survey. Of those who responded, 86% of
employees reported they were getting the support they needed from their line manager, and 83% said they believed HSBC valued
their well-being.
Recognising the exceptional response
• We ran a ‘Spotlight’ campaign within our ‘At Our Best Recognition’ points programme that focused on recognising our Covid-19
Heroes.
• There were over 169,000 colleague recognitions made over a three-month period, a threefold increase in recognitions compared
with previous Spotlight campaigns that we have run.
Helping managers to make fair decisions
• The majority of our people underwent a change in working pattern and/or location as a result of the Covid-19 outbreak. We
wanted to ensure our people are always recognised against relevant and achievable objectives with allowance for barriers to
performance outside of their control.
• In response to the Covid-19 outbreak, we issued specific guidance for managing performance under some of the most common
scenarios our people found themselves in, to support our managers in continuing to make performance decisions.

Our approach to performance and pay in 2020 for the broader workforce was underpinned by our remuneration principles.
Principle Our approach in 2020
Fair, • Our communications to managers encouraged them to challenge their assessments by questioning whether they
appropriate were objective and based on fact. Managers in similar roles then came together to complete fairness reviews of the
and free from performance and behaviour ratings of their team and make any necessary adjustments based on the review of the peer group to
bias
mitigate the risk of bias and take a broader view of team performance.
• We supported managers, particularly the less experienced ones, to make informed, consistent and fair pay
decisions. Managers of 96% of our junior employees are supported by simplified or guided decision making.
• As part of our annual performance and pay review process, we undertook analytical reviews to check for and identify bias,
and provide these reports to our senior management and Group Remuneration Committee as part of their review of annual pay
review outcomes.
• We made pay and performance reporting tools available to our managers for the purpose of undertaking an analytical review of
pay decisions for their team. We continue to enhance these based on manager feedback to make these tools useful and
increase usage.
• We regularly review our pay practices and in 2020 worked with independent third parties to review equal pay.
• If pay differences are identified that are not due to an objective reason such as performance or skills and
experience, we made adjustments.
A culture of • We seek to create a culture where our people can fulfil their potential, gain new skills and develop their careers for the
continuous future.
feedback • In 2020, we enhanced our continuous feedback culture, Everyday Performance and Development, which supported our
through people to have regular conversations with their line managers about items such as their performance, pay, development and well-
manager and being throughout the year.
employee
• We launched our Continuous Performance Management tool, including on mobile, to make it easier for our people as
empowerment
team members and as managers to share activities, feedback, achievements and progress regularly to drive conversations.
• We encouraged colleagues to use our online career planning tools to help them with their thinking about future roles and
the capabilities they require.
• Line managers were provided with clear guidance materials to support them in making fair and appropriate decisions at key stages
in the performance and pay decision-making process. We were clear on the decisions that managers are empowered to
own and provided them with principles to support such decision making.
• Employees also received notifications and guidance throughout the performance and pay review period to support their
understanding of what is expected of them and what they can expect.
Reward and • We have a robust performance management process that underpins our approach to reward and drives clear pay
recognition of differentiation.
sustainable • Group and business unit performance is used in determining the Group variable pay pool and its allocation to each
performance business unit. Where performance in a year is weak, as measured by both financial and non-financial metrics, this will impact
and values- the relevant pool, while the final pool also considers the external operating environment and expectation of our stakeholders.
aligned
• Assessment of individual performance is made with reference to a balanced scorecard of clear and relevant financial and
behaviour
non-financial objectives, including appropriate risk and compliance objectives.
• We believe it is important to recognise our people not just for results, but also for upholding our values. As such,
subject to local law, employees receive a behaviour rating as well as a performance rating to ensure performance is assessed not
only on what is achieved, but also on how it is achieved.
• We undertake analytical reviews to ensure there is clear pay differentiation across both performance and behaviour
ratings, which are provided to senior management and the Group Remuneration Committee as part of their oversight of the
remuneration outcomes for the Group’s workforce.
• We recognise examples of exceptional positive conduct through an increase in variable pay, and apply a reduction in
variable pay for misconduct or inappropriate behaviour that exposes us to financial, regulatory or reputational risk.
• Our global ‘At Our Best’ recognition programme allows our people to recognise their colleagues for demonstrating
our values, with an award of recognition points that can be redeemed against a wide range of goods. Over one million peer-to-
peer recognitions were made globally in 2020.
• We promote employee share ownership through variable pay deferral or voluntary enrolment in an all-employee share plan, which
assists with incentivising long-term sustainable performance.
Balanced, • We maintain an appropriate balance between fixed pay, variable pay and employee benefits, taking into consideration
simple and an employee’s seniority, role, individual performance and the market. We are informed, but not driven, by market position and
transparent practice.
total reward • For the 2020 pay review process, we have prioritised fixed pay increases for our global career bands 6 to 8 population,
packages, where it represents a higher proportion of total compensation, and towards locations and business areas which are particularly
which support integral to the execution of the Group’s strategy.
employee well-
• We are committed to employee well-being and offer employee benefits that support the mental, physical and financial health
being
of a diverse workforce.
• All HSBC employees that work in a jurisdiction with a legal minimum wage are paid at or above this amount. In 2014,
HSBC in the UK was formally accredited by the Living Wage Foundation for having adopted the ‘Living Wage’ and the ‘London
Living Wage’.

Our approach to Directors' remuneration
This section summarises our remuneration policy for executive and non-executive Directors. The policy was approved at the AGM on
12 April 2019 and is intended to apply for three performance years until the AGM in 2022. The full remuneration policy, including the
policy on payment for loss of office, can be found on pages 175 to 184 of our Annual Report and Accounts 2018 and the Directors'
Remuneration Policy Supplement, which is available under Group Results and Reporting in the Investor Relations section of
www.hsbc.com.
Remuneration policy summary – executive Directors
Elements and objectives Operation Implementation in 2021
Base salary1 • Base salary is paid in cash on a monthly basis. Base salary will be increased by
• Other than in exceptional circumstances, the base salary for the current 1.6% in line with the overall
To attract and retain key talent by being increase for Group employees.
executive Directors will not increase by more than 15% above the level at
market competitive and rewarding Base salary from 1 March 2021
the start of the policy period in total for the duration of the policy.
ongoing contribution to role. will be as follows:
• Noel Quinn: £1,291,000
• Ewen Stevenson: £753,000
Fixed pay allowance (‘FPA’)1 • The FPA is granted in instalments of immediately vested shares. FPA for 2021 will be as follows:
To deliver a level of fixed pay required • On vesting, shares equivalent to the net number of shares delivered (after • Noel Quinn: £1,700,000
to reflect the role, skills and experience those sold to cover any income tax and social security) are subject to a • Ewen Stevenson: will increase
of the Directors and to maintain a retention period and released annually on a pro-rata basis over five years, from £950,000 to £1,085,000
competitive total remuneration package starting from the March immediately following the end of the financial year from 1 March 2021
for retention of key talent. for which the shares are granted.
• Dividends are paid on the vested shares held during the retention period.
Cash in lieu of pension • Cash in lieu of pension is paid on a monthly basis as 10% of base salary. • No change to percentage of
• This allowance, as a percentage of salary, is not more than the maximum base salary.
To attract and retain key talent by being
market competitive. contribution rate, as a percentage of salary, that HSBC could make for a
majority of employees who are defined contribution members of the HSBC
Bank (UK) Pension Scheme.
Annual incentive • The maximum opportunity is up to 215% of base salary. • See page 249 for details of
• Annual incentive performance is measured against an individual scorecard. performance measures.
To drive and reward performance
against annual financial and non- • At least 50% of any award is delivered in shares, which are normally
financial objectives that are consistent immediately vested.
with the strategy and align to • On vesting, shares equivalent to the net number of shares that have vested
shareholder interests. (after those sold to cover any income tax and social security payable) will
be held for a retention period of up to one year, or such period as required
by regulators.
• Awards will be subject to clawback (i.e. repayment or recoupment of paid
vested awards) for a period of seven years from the date of award,
extending to 10 years in the event of an ongoing internal/regulatory
investigation at the end of the seven-year period. Any unvested awards will
be subject to malus (i.e. reduction and/or cancellation) during any
applicable deferral period.
• The Committee retains the discretion to:
– apply a longer retention period;
– increase the proportion of the award to be delivered in shares; and
– defer the vesting of a portion of the award.
Long-term incentive ('LTI') • The maximum opportunity is up to 320% of base salary. • See page 249 for further
• The LTI is granted if the Committee considers that there has been details.
To incentivise sustainable long-term
performance and alignment with satisfactory performance over the prior year.
shareholder interests. • The LTI is subject to a forward-looking three-year performance period from
the start of the financial year in which the awards are granted.
• At the end of the performance period, awards will vest in five equal
instalments, with the first vesting on or around the third anniversary of the
grant date and the last instalment vesting on or around the seventh
anniversary of the grant date.
• On vesting, shares equivalent to the net number of shares that have vested
(after those sold to cover any income tax and social security payable) will
be held for a retention period of up to one year, or such period as required
by regulators.
• Awards are subject to malus provisions prior to vesting. Vested shares are
subject to clawback for a period of seven years from the date of award,
extending to 10 years in the event of an ongoing internal/regulatory
investigation at the end of the seven-year period.
• Awards may be entitled to dividend equivalents during the vesting period,
paid on vesting. Where awards do not receive dividend equivalents, the
number of shares awarded can be determined using the share price
discounted for the expected dividend yield.
1 The executive Directors have made the personal decision to donate 100% of their increases to salaries and increases to their fixed pay allowances
for 2021 to charity given the ongoing challenging external environment.

Remuneration policy summary – executive Directors

Elements and objectives Operation Implementation in 2021
Benefits • Benefits include the provision of medical insurance, accommodation, car, • Benefits to be provided as per
club membership, independent legal advice in relation to a matter arising policy. Details will be
To provide benefits in accordance with
out of the performance of employment duties for HSBC, tax return disclosed in the Annual Report
local market practice.
assistance or preparation and travel assistance (including any associated and Accounts 2021 single
tax due, where applicable). figure of remuneration table.
• Additional benefits may also be provided when an executive is relocated or
spends a substantial proportion of his/her time in more than one
jurisdiction for business needs.
Shareholding guidelines Executive Directors are expected to satisfy the following shareholding • No change to percentage of
requirement as a percentage of base salary within five years from the date of base salary.
To ensure appropriate alignment with
their appointment:
the interest of our shareholders.
• Group Chief Executive: 400%
• Group Chief Financial Officer: 300%
All-employee share plans Executive Directors are eligible to participate in all-employee share plans, • Participation in any such plans
To promote share ownership by all such as HSBC Sharesave, on the same basis as all other employees. will be disclosed in the Annual
employees. Report and Accounts 2021, as
required.
Illustration of release profile

The following chart provides an illustrative release profile of remuneration for executive Directors.
Illustration of release profile
Fixed pay
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
u
allowance • Released in five equal annual instalments
starting from March 2021. u u u u u
Perform
• Paid 50% in cash and 50% in immediately vested -ance Retained
shares subject to a retention period of one year. period shares
Annual
incentive
• Subject to clawback provisions for seven years u u u u
from grant, which may be extended to 10 years
in the event of an ongoing internal/regulatory Clawback
investigation.
u
• Award granted taking into consideration Performance

Vesting period
performance over the prior year and also subject period
to a three-year forward-looking performance
period. u u u u u u u
• Subject to performance outcome, awards will
vest in five equal annual instalments starting
Long-term from the third anniversary of the grant date1.
Retention period u u u u u
incentive • On vesting, shares are subject to a retention
period of one year. Malus
• Unvested awards subject to malus provisions.
u
• Subject to clawback provisions for seven years
from grant, which may be extended to 10 years Clawback
in the event of an ongoing internal/regulatory
investigation.
u
1 The seven-year vesting period and the one-year post-vesting retention period applied to shares granted under the LTI aligns with the minimum
five-year holding period expected by shareholders and under the UK Corporate Governance Code as the share awards will be released over a
period of eight years with a weighted-average holding period of six years.
The table below details how the Group Remuneration Committee addresses the principles set out in the UK Corporate Governance Code
in respect of the Directors' remuneration policy.

Provision Approach
Clarity • The Committee regularly engages and consults with key shareholders to take into account
shareholder feedback and to ensure there is transparency on our policy and its
Remuneration arrangements should be transparent and
implementation.
promote effective engagement with shareholders and the
workforce. • Our employees were informed about the Directors' remuneration policy approved by our
shareholders at our 2019 AGM. Details of our remuneration practices and our remuneration
policy for Directors are published and available to all our employees.
Simplicity • Our Directors' remuneration policy has been designed to achieve simplicity while
complying with the provisions set out in the UK Corporate Governance Code and the
Remuneration structures should avoid complexity and their
remuneration rules of the UK's Prudential Regulation Authority and Financial Conduct
rationale and operation should be easy to understand.
Authority, as well as meeting the expectations of our shareholders. The objective of each
remuneration element is explained and the amount paid in respect of each element of pay
is clearly set out.
Risk • In line with regulatory requirements, our remuneration practices promote sound and
effective risk management while supporting our business objectives (see page 252).
Remuneration structures should identify and mitigate
against reputational and other risks from excessive • Risk and conduct considerations are taken into account in setting the variable pay pool,
rewards, as well as behavioural risks that can arise from from which any executive Director variable pay is funded.
target-based incentive plans. • Executive Directors' annual and LTI scorecards include a mix of financial and non-financial
measures. Financial measures in the scorecards are subject to a CET1 underpin to ensure
CET1 remains within risk tolerance levels while achieving financial targets. In addition, the
overall scorecard outcome is subject to a risk and compliance underpin.
• The deferred portion of any awards granted to executive Directors is subject to a seven-
year deferral period during which our malus policy can be applied. All variable pay awards
that have vested are subject to our clawback policy for a period of up to seven years from
the award date (extending to 10 years where an investigation is ongoing).
Predictability • The charts set out on page 7 of our Directors’ remuneration policy show how the total
value of remuneration and its composition vary under different performance scenarios for
The range of possible values of rewards to individual
executive Directors. The Directors' remuneration policy can be found at www.hsbc.com/
Directors and any other limits or discretions should be
our-approach/corporate-governance/remuneration.
identified and explained at the time of approving the policy.
Proportionality • The annual incentive scorecard rewards achievement of our annual operating targets and
the LTI scorecard rewards achievement of long-term financial and shareholder value
The link between individual awards, the delivery of strategy
creation targets.
and the long-term performance of the Group should be
clear and outcomes should not reward poor performance. • The Committee retains the discretion to reduce (to zero if appropriate) the annual incentive
and LTI payout based on the outcome of the relevant scorecards, if it considers that the
payout determined does not appropriately reflect the overall position and performance of
the Group during the performance period.
Alignment with culture • In order for any annual incentive award to be made, each executive Director must achieve
Incentive schemes should drive behaviours consistent with a required behaviour rating, which is assessed by reference to the HSBC Values.
the Group's purpose, values and strategy. • Annual incentive and LTI scorecards contain non-financial measures linked to our wider
social obligations. This includes measures related to reducing the environmental impact of
our operations, improving customer satisfaction, diversity and employee engagement.
• Annually, senior employees participate in a 360 degree survey which gathers feedback on
values-aligned behaviours.

Remuneration policy – non-executive Directors 2020, when David Nish was appointed as Senior Independent
Director.
Non-executive Directors are not employees. They receive base
fees for their service and further fees for additional Board duties, In addition, and in light of the increasingly significant role of
including but not limited to chairmanship, membership of a technology in the Group’s strategy, operations and growth
committee, or acting as the Senior Independent Director and/or prospects, the Board approved the establishment of a Technology
Deputy Chairman. Governance Working Group for a period of 12 months. The
working group has been tasked with developing recommendations
Non-executive Directors also receive a travel allowance of £4,000 to strengthen the Board’s oversight of technology strategy,
towards the additional time commitment required for travel. governance and emerging risks.
Any other taxable or other expenses incurred in performing their The working group will be jointly chaired by Eileen Murray and
role are reimbursed, as well as any related tax cost on such Steven Guggenheimer, given their expertise and experience in this
reimbursement. area. Jackson Tai, the Group Risk Committee Chair, will be a
All non-executive Directors are expected to satisfy a shareholding member, with other non-executive Directors members from our
guideline of 15,000 shares within five years of their appointment. US, UK, European and Asian principal subsidiaries.
There have been no changes to the non-executive Directors' fees The time commitment expected of the co-Chairs will be up to 30
from the remuneration policy approved at the AGM in 2019, with days, reflective of the complexity and profile of the subject matter.
the exception of a revised fee for the Senior Independent Director. As a result, the Group Remuneration Committee have determined
This change was approved by the Committee following Sir a fee of £60,000. Members will not receive fees.
Jonathan Symonds' retirement from the Board and as Deputy Accordingly, the following table sets out the fees for 2021.
Group Chairman and Senior Independent Director in February
2021 fees
Position £
Non-executive Group Chairman1 1,500,000
Non-executive Director (base fee) 127,000
Senior Independent Director2 200,000
Group Risk Committee Chair 150,000
Member 40,000
Group Audit Committee and Group Remuneration Committee Chair 75,000
Member 40,000
Nomination & Corporate Governance Committee Chair ––
Member 33,000
Technology Governance Working Group Co-Chair 60,000
1 The Group Chairman does not receive a base fee or any other fee in respect of chairing of the Nomination & Corporate Governance Committee.
2 For the period to 18 February 2020, a fee of £375,000 was paid in respect of the combined role of Deputy Group Chairman and Senior
Independent Director.
Service contracts are set out on pages 198 to 203, and include those directorships
provided for under the Capital Requirements Regulation II.
Executive Directors
Non-executive Directors
The length of service and notice periods of executive Directors are
set at the discretion of the Committee, taking into account market Non-executive Directors are appointed for fixed terms not
practice, governance considerations, and the skills and experience exceeding three years, which may be renewed subject to their re-
of the particular candidate at that time. election by shareholders at AGMs. Non-executive Directors do not
have service contracts, but are bound by letters of appointment
Notice period issued for and on behalf of HSBC Holdings, which are available for
Contract date (rolling) (Director and HSBC)
inspection at HSBC Holdings’ registered office. There are no
Noel Quinn 18 March 2020 12 months obligations in the non-executive Directors’ letters of appointment
Ewen Stevenson 1 December 2018 12 months that could give rise to remuneration payments or payments for
loss of office.
Service agreements for each executive Director are available for
inspection at HSBC Holdings’ registered office. Consistent with Non-executive Directors’ current terms of appointment will expire
the best interests of the Group, the Committee will seek to as follows:
minimise termination payments. Directors may be eligible for a
payment in relation to statutory rights. The Directors’ biographies
2021 AGM 2022 AGM 2023 AGM

Mark Tucker Irene Lee David Nish
Heidi Miller José Antonio Meade Kuribreña Jackson Tai
Laura Cha Pauline van der Meer Mohr
James Forese1 Henri de Castries
Steven Guggenheimer1
Eileen Murray1
1 James Forese, Steven Guggenheimer and Eileen Murray were appointed following the 2020 AGM and therefore their initial three-year
appointment terms are subject to approval of their election by shareholders at the 2021 AGM. Their initial three-year term of appointment will end
at the conclusion of the 2024 AGM, subject to shareholders' approval at the relevant AGMs.

Annual report on remuneration
This section sets out how our approved Directors’ remuneration policy was implemented during 2020.
Single figure of remuneration
(Audited)
The following table shows the single figure of total remuneration of each executive Director for 2020, together with comparative figures.
Single figure of remuneration

Noel Quinn1 Ewen Stevenson
(£000) 2020 2019 2020 2019
Base salary2 1,266 503 738 719
Fixed pay allowance 1,700 695 950 950
Cash in lieu of pension 127 50 74 107
Taxable benefits3 186 41 12 16
Non-taxable benefits3 59 23 32 28
Total fixed 3,338 1,312 1,806 1,820
Annual incentive4 799 665 450 1,082
Notional returns5 17 — — —
Replacement award6 — — 1,431 1,974
Total variable 816 665 1,881 3,056
Total fixed and variable 4,154 1,977 3,687 4,876
1 Noel Quinn succeeded John Flint as interim Group Chief Executive with effect from 5 August 2019 and was appointed permanently into the role
on 17 March 2020. The remuneration included in the single figure table above for 2019 is in respect of his services provided as an executive
Director for that year.
2 As outlined on page 230, the executive Directors each donated a quarter of their base salary for six months in 2020. The base salary shown in the
single figure of remuneration is the gross salary before charitable donations.
3 Taxable benefits include the provision of medical insurance, accommodation, car and tax return assistance (including any associated tax due,
where applicable). Non-taxable benefits include the provision of life assurance and other insurance cover.
4 Under the policy approved by shareholders, executive Directors can receive 50% of their annual incentive award in cash and the remaining 50% in
immediately vested shares subject to a one-year retention period. As the executive Directors each decided not to take an annual cash bonus, the
2020 annual incentive is the amount after this waiver and will be delivered in immediately vested shares subject to a one-year retention period.
The total annual incentives waived by the Group Chief Executive and Group Chief Financial Officer were £799,000 and £450,000, respectively.
5 'Notional returns' refers to the notional return on deferred cash for awards made in prior years. The deferred cash portion of the annual incentive
granted in prior years includes a right to receive notional returns for the period between the grant date and vesting date, which is determined by
reference to a rate of return specified at the time of grant. A payment of notional return is made annually and the amount is disclosed on a paid
basis in the year in which the payment is made.
6 As set out in the 2018 Directors' remuneration report, in 2019 Ewen Stevenson was granted replacement awards to replace unvested awards,
which were forfeited as a result of him joining HSBC. The awards, in general, match the performance, vesting and retention periods attached to
the awards forfeited, and will be subject to any performance adjustments that would otherwise have been applied. The values included in the table
for 2019 relate to Ewen Stevenson's 2015 and 2016 LTI awards granted by The Royal Bank of Scotland Group plc ('RBS') for performance years
2014 and 2015, respectively, and replaced with HSBC shares when Ewen Stevenson joined HSBC. These awards are not subject to further
performance conditions and commenced vesting in March 2019. The total value is an aggregate of £1,121,308 for the 2015 LTI and £852,652 for
the 2016 LTI. The 2016 LTI award value has been determined by applying the performance assessment outcome of 27.5% as disclosed in RBS's
Annual Report and Accounts 2018 (page 70) to the maximum number of shares subject to performance conditions. Values in the table for 2020
relate to his 2017 LTI award granted by RBS for performance year 2016, which was determined by applying the performance assessment
outcome of 56.25% as disclosed in RBS's Annual Report and Accounts 2019 (page 91) to the maximum number of shares subject to performance
conditions. This resulted in a payout equivalent to 78.09% of the RBS award shares that were forfeited and replaced with HSBC shares. A total of
313,608 shares were granted in respect of his 2017 LTI replacement award at a share price of £6.643. The HSBC share price was £5.845 when
the awards ceased to be subject to performance conditions, with no value attributable to share price appreciation.
Benefits
The values of the significant benefits in the single figure table are set out in the following table1.
Noel Quinn
(£000) 2020 2019
Insurance benefit (non-taxable) 51 —
Car and driver (UK and Hong Kong) 139 —
1 The value of benefits provided to Noel Quinn in 2019 were not deemed significant. The insurance and car benefits for Ewen Stevenson are not
included in the above table as they were not deemed significant.

Determining executive Directors’ performance considerations to determine whether it should exercise its
discretion to reduce the outcome, including:
(Audited)
• overall share price performance in the year, which was
Awards made to executive Directors reflected the Committee’s significantly impacted by both the Covid-19 outbreak and the
assessment of performance against scorecard objectives which impact of the regulator’s request to suspend dividend
were developed with consideration for the Group’s strategic payments;
priorities and risk appetite. The targets for financial measures were
set at the start of the financial year. They were not revised for the • the impact of the bonus pool reduction on the total
significant economic impact of the Covid-19 outbreak due to the compensation for our wider workforce;
Committee’s desire that reward for our executive Directors should • profit before tax and RoTE performance; and
reflect the experience of our shareholders in the year. For non-
financial objectives, the performance assessment involved • the positive actions taken by the Board to support our
considering targets set in line with our disclosed commitments, customers, colleagues and communities in these difficult and
such as carbon emissions reduction, diversity, survey results for uncertain times.
employee experience and customer satisfaction measures, as Taking the above into account, the Committee determined that the
detailed in the non-financial performance assessment table. 2020 formulaic scorecard outcome appropriately rewards the
Performance achieved against each measure was applied to the executive Directors for their performance within the context of
weighting of each objective to determine the outcome percentage. overall stakeholder experience. With the voluntary waiver of cash
As part of this assessment, the Committee consulted the Group bonuses by the executive Directors, the effective payout was
Risk Committee and took into consideration its feedback in reduced to 32.25% of the maximum for the Group Chief Executive
determining outcomes for the executive Directors' risk and (2019: 66.40%) and 31.88% for the Group Chief Financial Officer
compliance measures. It also considered whether any discretion (2019: 77.50%).
should be exercised with respect to the risk and compliance
In order for any annual incentive award to be made, each
underpin.
executive Director must achieve a minimum behaviour rating,
As set out in the scorecard assessment table below, the target for which is assessed by reference to the HSBC Values. For 2020,
profit before tax was not met. However, good progress was made both executive Directors met this requirement.
against the targets set for RWA optimisation and cost-savings
The maximum 2020 annual incentive opportunity for Noel Quinn
measures, and strong progress was made on the non-financial
was set at 195% of salary and for Ewen Stevenson at 191% of
metrics, as our commitment to delivering responsibly for our
salary.
stakeholders remained unchanged throughout the pandemic.
Overall, this level of performance resulted in a payout of 64.50% of
the maximum for the Group Chief Executive and 63.75% for the
Group Chief Financial Officer. The Committee reviewed these
outcomes in the context of a number of internal and external
Annual assessment
Group Chief Executive Group Chief Financial Officer
Minimum Maximum
(25% (100% Weighting Assessment Outcome Weighting Assessment Outcome
payout) payout) Performance (%) (%) (%) (%) (%) (%)
Grow profit before tax1 ($bn) 19.91 23.38 14.77 30.0 — — 20.0 — —
RWA optimisation2 ($bn) 35.00 44.90 51.50 20.0 100.0 20.00 20.0 100.0 20.00
Cost savings ($bn) 1.00 1.60 1.04 — — — 10.0 30.0 3.00
Customer satisfaction 10.0 80.0 8.00 10.0 80.0 8.00
Employee experience 10.0 95.0 9.50 10.0 95.0 9.50
See following section for non-
Environment 10.0 85.0 8.50 10.0 85.0 8.50
financial performance commentary
Risk and compliance 10.0 85.0 8.50 10.0 85.0 8.50
Personal objectives 10.0 100.0 10.00 10.0 62.5 6.25
Total 100.0 64.50 100.0 63.75
Maximum annual incentive opportunity
(£000) £2,478 £1,412
Annual incentive pre-cash waiver
(£000) £1,598 £900
Annual incentive post-cash waiver
(£000) £799 £450
1 Profit before tax, as defined for Group annual bonus pool calculation. This definition excludes business disposal gains and losses, debt valuation
and goodwill adjustments and variable pay expense. However, it takes into account fines, penalties and costs of customer redress, including
provisions, which are excluded from the adjusted profit before tax. Other significant items are included or excluded in line with the principles
underpinning the definition. The adjusted profit before tax as per adjusted results is found on page 2.
2 As set out in our February 2020 business update, our objective is to reduce RWAs in low-return franchises (in particular the US and the non-ring-
fenced bank in Europe and the UK) and redeploy capital in areas of faster growth and higher returns. Our target is to achieve a $100bn reduction
by 2022, with a $35bn RWA reduction target for 2020. We achieved a reduction of $51.5bn during 2020, which included a reduction of $37.4bn
in GBM, mainly in our non-ring-fenced bank and in the US, and $12.9bn in CMB, primarily in our ring-fenced bank.

Non-financial performance
Shared objectives for the Group Chief Executive and Group Chief Financial Officer
Objectives Performance
Customer satisfaction • In our Wealth and Personal Banking business, our retail customer satisfaction scores in six of seven scale markets
Re-engineer the business (excluding SABB) were ranked in the top three or improved at least two ranks against the benchmark, and three markets
with digital technology to improved their digital satisfaction scores. Our private banking business did not meet either of its improvement targets.
improve customer service • In our Commercial Banking business, four of seven scale markets (excluding SABB) improved their customer satisfaction
scores and six improved their digital satisfaction scores.
• Our Global Banking and Markets business met the target of improving on its 2019 net promoter score of 38, with a global
net promoter score of 48 (compared with a global competitor score of 40). The global digital satisfaction score of 64% also
exceeded the global competitor digital satisfaction score of 36%.
• In Hong Kong, we launched a fully remote, digital account opening solution for business customers, while in the UK, we
launched HSBC Kinetic, our new app-only digital banking offering for small and medium-sized business customers. In
China, we launched Pinnacle, our new digital platform for wealth planning and insurance services.
• During the Covid-19 outbreak, we enhanced our digital capabilities to serve more customers remotely, with faster access
and improved security. We also engaged with regulators to help customers gain better access to a broad range of banking
products and services from their homes, including through remote consultations and sales.
• We maintained a high level of business continuity and customer support with 85% of colleagues equipped to work from
home, all of our customer contact centres fully operational, and between 70% and 90% of our branches open for business.
• We worked with governments to support national schemes, granting over 720,000 payment holidays to our personal
customers and 237,000 loans to our wholesale customers. We provided more than $26bn in customer relief to our
personal customers during the initial stages of the pandemic and more than $52bn in lending to wholesale customers,
many of whom still require our support.
• We helped our clients raise over $1.89tn in capital markets financing, and we retained a top-three position in green, social
and sustainable finance bonds, according to Dealogic’s rankings. Our Global Banking and Markets business helped
arrange more than $125bn of financing for our clients through social and Covid-19 relief bonds.
Employee experience Employee engagement
Improve engagement, • Our Employee Engagement Index, which measures employee survey sentiment on pride, advocacy, intent to stay,
diversity and succession motivation and feeling of accomplishment questions, increased by five percentage points to 72%, meeting our target to
improve the metric.
• During the Covid-19 outbreak, extra steps were undertaken to maintain a healthy culture, including: a regular dialogue
with our colleagues through regular leadership calls and communications; listening closely to their needs; and providing
the support and flexibility to manage their lives during the pandemic. A culture of ‘looking out for each other’ was
encouraged and employee networks held regular support calls for employees, specifically those experiencing mental
health challenges and those with caring responsibilities.
• We ran a mid-year employee survey to determine how the Covid-19 outbreak was impacting our colleagues and how we
could support them through this period. More than 50% of our total employee population responded, of which more than
89% said they were getting the information they needed from the organisation, 86% reported that they were getting the
support they needed from their line manager, and 86% of the respondents reported they felt confident in leadership. In
addition, 75% of employees that participated in our 2020 Snapshot survey said they believed HSBC values their well-being.
Diversity and inclusion
• We met our aspirational target of achieving at least 30% women holding senior leadership positions by 2020.
• Several components of the global diversity and inclusion strategy were reprioritised throughout 2020 in direct response to
the Black Lives Matter movement and the Covid-19 outbreak. Good progress was made, with key achievements including
the design and launch of the global ethnicity inclusion programme, progression of the global disability confidence
programme and the appointment of new executive sponsors for the ‘Embrace’ and ‘Balance’ employee resource groups.
• We delivered phase one of the global diversity data project, which collected and reported employee ethnicity data in 21
countries and territories through a self-identification campaign.
Group Executive Committee succession planning
• Succession plans have been updated for all Group Executive Committee roles and approved by the Group Nomination &
Corporate Governance Committee.
• The Group also identified a number of enterprise critical roles across the organisation and succession plans have also been
updated for these roles with approval from the Group Executive Committee.
• The majority of ‘ready now’ and ‘develop in role’ successors on these plans have undergone leadership assessments with
our third-party specialist provider, with all development plans documented. A global executive coaching panel is utilised
and executive development solutions have been designed to be implemented in 2021.
Environment • We reduced our carbon emission tonnes to 1.76 per full-time equivalent employee (‘FTE’), beating the target of 2.0 tonnes
Sustainable operations and per FTE we had set for 2020. It was recognised that reduced travel and increased working from home due to the Covid-19
sustainable finance outbreak impacted this outcome, and as a result, the performance assessment for this metric was revised down.
• We exceeded our sustainable finance and investment target of $24bn by facilitating, financing and investing in the
development of clean energy, lower-carbon technologies and projects that contribute to the delivery of the Paris
Agreement and the UN Sustainable Development Goals.
• We were recognised as 'The World's Best Bank for Sustainable Finance’ by Euromoney in its Awards for Excellence 2020.
• Awareness of climate change impacts across the organisation continued to increase, with 93% of relationship managers
completing their required sustainability training modules.
Risk and compliance • In spite of the additional stress due to the operational challenges of the Covid-19 outbreak, enabled by the non-financial
Achieve effective risk optimisation programme outcomes, the organisation maintained fair customer outcomes and a stable non-financial
management of non- risk profile while implementing new products and adapting to significantly different ways of working.
financial risk Group-wide • In 2020, we completed our financial crime risk operational effectiveness exercise programme, with all countries having
and fulfilment of regulatory passed the Global Standards exit criteria and assurance. While there was year-on-year improvement in performance
obligations. against a number of specific financial crime risk metrics, it was recognised that some further work is still required. The
Achieve sustained delivery executive Directors demonstrated strong commitment to the conduct framework, maintaining focus on fair outcomes for
against the Global Conduct our customers and market integrity. In 2020, this included initiatives to minimise the impact of the Covid-19 crisis and
framework and effective protect the business with rapid introduction of initiatives and mitigation against unacceptable levels of conduct risk.
financial crime risk
management.

Personal measures for the Group Chief Executive and Group Chief Financial Officer
Objectives Performance
Group Chief Executive • As part of the Group transformation programme, we commenced work on 'organisation simplification and design'
Simplify the Group operating model by defining roles with clear accountabilities and decision rights, simplifying and minimising matrix reporting and
realising transformation objectives through the redesign of certain structures across businesses and functions.
• The programme successfully delivered all key milestones in 2020, including: the establishment of design principles
to shape the future organisation model and structures; the creation of the Group Organisational Design Authority
to drive consistent design thinking; the simplification of the Group Executive Committee and the introduction of a
clear operating rhythm to increase discipline and focus on strategy and performance delivery; the redesign of the
majority of top leadership structures; the definition of a consistent role taxonomy across business and functions;
and the identification of reductions in FTEs and cost, principally at senior levels.
Group Chief Financial Officer • The Finance on the Cloud programme will transform the way the Global Finance function operates by rationalising
• Deploy Cloud technologies in operational processes, automation of data production and providing faster delivery of comprehensive data to our
Global Finance function internal and external stakeholders. The programme has progressed into the execution phase in 2020, with the
programme design, scope and implementation approach approved.
• Reduce Finance function costs
and number of full-time • The first phase of implementation, which relates to the risk-weighted assets reporting process for our UK entities,
equivalents was successfully implemented in November 2020. Execution plans are in place for the further extension of Cloud
technologies within the UK pilot in 2021, followed by a global deployment.
• The target of reducing Finance function costs to $0.8bn was met, but the target number of full-time equivalent
staff in the function was not achieved.
2017 long-term incentive performance

The 2017 LTI award was granted to Marc Moses (former Group Chief Risk Officer) and Iain Mackay (former Group Finance Director)1.
Assessment of the LTI award in respect of 2017 (granted in 2018)

Minimum Target Maximum
Measures (with weighting) (25% payout) (50% payout) (100% payout) Actual Assessment Outcome
Average return on equity
9.0% 10.0% 11.0% 7.3% 0.0% 0.00%
(with CET1 underpin)2 (20%)
Cost-efficiency ratio (20%) 60.0% 58.0% 55.5% 62.4% 0.0% 0.00%
Relative total shareholder return3 Straight-line vesting
At median of At upper quartile of
(20%) between minimum Rank 11th 0.0% 0.00%
peer group peer group
and maximum
Risk and compliance4 (25%)
• Achieve and sustain compliance with
Global Financial Crime Compliance
policies and procedures. Performance assessed by the Committee based on a number of
• Achieve a sustainable adoption of qualitative and quantitative inputs such as Group Financial Crime Risk
Group operation risk management assessment against Financial Crime Compliance objectives, outcome
65.0% 65.0% 16.25%
framework, along with its policies and of assurance and audit reviews, and achievement of long-term Group
practices. objectives and priorities during the performance period, with input
• Achieve and sustain delivery of global and approval from the Group Risk Committee.
conduct outcomes and compliance
with conduct of business regulatory
obligations.
Strategy (15%)
Sustainable finance ($bn)5 30.0 34.0 37.0 93.0 100.0% 5.00%
Employee confidence6 65.0% 67.0% 70.0% 62.0% 0.0% 0.00%
Customer Improvement in Improvement in
(based on customer recommendation in Improvement in Improvement
recommendation in recommendation in
top five markets by revenue) recommendation in all in three of
three of top five four of top five 25.0% 1.25%
of top five markets for top five
markets for WPB, markets for WPB,
WPB, CMB and GBM. markets
CMB and GBM. CMB and GBM.
Total7 22.50%
1 Based on the scorecard outcome, 29,655 shares will vest with Iain Mackay and 86,491 shares will vest with Marc Moses (determined by pro-
rating their awards for time in employment during the performance period of 1 January 2018 to 31 December 2020). The awards will vest in five
equal annual instalments commencing in March 2021. Using the average daily closing share prices over the three months to 31 December 2020
of £3.604 the value of awards to vest with Iain Mackay and Marc Moses is £106,877 and £311,714, respectively.
2 Significant items are excluded from the profit attributable to ordinary shareholders of the company for the purpose of computing adjusted return
on equity.
3 The peer group for the 2017 award is: Bank of America, Barclays, BNP Paribas, Citigroup, Credit Suisse Group, DBS Group Holdings, Deutsche
Bank, JPMorgan Chase & Co., Lloyds Banking Group, Standard Chartered and UBS Group.
4 The performance outcome was reviewed and approved by the Group Risk Committee taking into account evidence of progress made during the
three-year performance period. Specifically, it noted a steady improvement in financial crime risk related audit outcomes, a significant reduction of
overdue and re-opened high and medium risk assurance issues and stabilisation of the global residual risk for anti-money laundering, sanctions,
and anti-bribery and corruption. The non-financial risk optimisation programme made significant progress during 2020 to demonstrate operational
risk management maturity in areas of focus. There was also a steady improvement in conduct ratings with significant improvement seen in Global
Banking and Markets since 2018. The Group Risk Committee also noted the need for ongoing enhancements in certain areas and the need for
further improvement in approach to conduct management.
5 Assessed based on cumulative financing and investment made to develop clean energy, lower-carbon technologies and projects that contribute to
the delivery of the Paris Agreement and the UN Sustainable Development Goals.
6 Assessed based on results of the latest employee Snapshot survey question, ‘I am seeing the positive impact of our strategy’.
7 Taking into consideration the overall performance of the Group using a number of internal and external measures, including profit before tax,
RoTE, share price and total shareholder returns, the Committee considered that the scorecard outcomes reflected the performance achieved.

Long-term incentive awards operations to net zero by 2030 and support our customers in the
(Audited) transition to a more sustainable future with financing, facilitation
and investments of $750bn to $1tn over the same time period.
Long-term incentive in respect of 2020
Scorecard targets are linked to this climate ambition and
After taking into account performance for 2020, the Committee performance will be assessed based on the reduction in our
decided to grant Noel Quinn and Ewen Stevenson LTI awards of carbon footprint and the financing we provide to our clients in
£3,718,000 and £2,118,000, respectively. These awards will be their net zero transition.
subject to 'windfall gain' adjustments, as set out below. As the
Relative TSR was retained as a metric in the scorecard as it
awards are not entitled to dividend equivalents in accordance with
rewards executive Directors based on comparison of the total
regulatory requirements, the number of shares to be awarded will
shareholder return performance of the Group and a relevant peer
be adjusted to reflect the expected dividend yield of the shares
group. No changes were made to the peer group used for this
over the vesting period.
purpose. Given the planned strategic shifts in our geographical
The 2020 LTI awards will have a three-year performance period and business mix, notably future growth investment in Asia and
starting 1 January 2021. During this period, performance will be wealth business, we will review our peer group for any relative
assessed based on the 2020 LTI scorecard comprising four TSR measure to be used for the 2021 LTI scorecard. The updated
equally-weighted measures: two financial measures to incentivise peer group will be set out in the Annual Report and Accounts 2021.
value creation for our shareholders; a measure linked to our
The LTI continues to be subject to a risk and compliance modifier,
climate ambitions; and a measure for relative total shareholder
which gives the Committee the discretion to adjust down the
return ('TSR').
overall scorecard outcome to ensure that the Group operates
RoTE was retained as a metric as it remains a key measure of our soundly when achieving its financial targets. For this purpose, the
financial performance and how we generate returns that deliver Committee will receive information including any risk metrics
value for our shareholders. Given the uncertainty from the outside of tolerance for a significant period of time and any risk
economic impact of the Covid-19 outbreak, the Committee management failures that have resulted in significant customer
determined it was most appropriate to assess RoTE at the end of detriment, reputational damage and/or regulatory censure.
the performance period. This element of the award will continue to
To the extent performance conditions are satisfied at the end of
be subject to a CET1 underpin.
the three-year performance period, the awards will vest in five
Capital reallocation to Asia was added as a new metric as this is equal annual instalments commencing from around the third
one of the key levers of our strategy and business transformation anniversary of the grant date. On vesting, shares equivalent to the
plan. This measure will be assessed based on the share of Group net number of shares that have vested (after those sold to cover
tangible equity allocated to Asia at the end of the performance any income tax and social security payable) will be held for a
period and is also subject to the CET1 underpin. retention period of up to one year, or such period as required by
The environment and sustainability scorecard measure was added regulators.
to align to our new climate ambition. Announced in October 2020,
we set out how we aim to bring carbon emissions in our own
Performance conditions for LTI awards in respect of 2020

Minimum Target Maximum Weighting
Measures (25% payout) (50% payout) (100% payout) %
RoTE (with CET1 underpin)1 8.0% 9.0% 10.0% 25.0
Capital reallocation to Asia (with CET1
45.0% 47.0% 50.0% 25.0
underpin)2
Carbon reduction 42.0% 48.0% 51.0%
Environment and
Sustainable finance 25.0
sustainability3 200.0 240.0 260.0
and investment $bn
Straight-line vesting between At upper quartile of peer
Relative TSR4 At median of the peer group 25.0
minimum and maximum group
1 To be assessed based on RoTE at the end of the performance period. The measure will also be subject to a CET1 underpin. If the CET1 ratio at the
end of the performance period is below the CET1 risk tolerance level set in the risk appetite statement, then the assessment for this measure will
be reduced to nil.
2 To be assessed based on share of Group tangible equity (on a constant currency basis and excluding associates) allocated to Asia by 31 December
2023. This metric will be measured on an organic basis and will exclude changes in Group tangible equity allocation resulting from acquisitions
and disposals (and also part-acquisitions or part-disposals) of businesses and is subject to the CET1 underpin outlined above.
3 Carbon reduction will be measured based on percentage reduction in total energy and travel emissions achieved by 31 December 2023 using
2019 as the baseline. A sustainable finance and investment metric will assess cumulative financing provided over the period commencing on
1 January 2020 and ending on 31 December 2023.
Bank, J.P. Morgan Chase & Co., Lloyds Banking Group, Morgan Stanley, Standard Chartered and UBS Group.
5 Awards will vest on a straight-line basis for performance between the minimum, target and maximum levels of performance set in this table.
2020 LTI grant size performance over the performance period. While the share price
to be used for the 2020 LTI award is not known at this stage, the
The Committee is conscious of the external commentary on
Committee agreed that, in line with investor expectations, if the
'windfall gains' from LTI awards given the impact of the Covid-19
2020 LTI grant share price experiences a greater than 30% decline
outbreak. The Committee is also aware that a number of investors
since the previous grant, this would be considered a material fall
have expressed their preference that, where executives may
in share price (based on review of historical share price volatility
benefit from 'windfall gains', the Committee is proactive in
and the impact of significant external macroeconomic events). In
considering award levels at the time of grant. Based on the above
such an event, an adjustment percentage equal to half the share
and discussions with investors and proxy voting agencies, the
price percentage decline will be applied to the awards to mitigate
Committee agreed that the 2020 LTI awards should be subject to a
the potential for 'windfall gains'. This approach will apply to the
'windfall gain' adjustment at grant if the share price falls
2020 LTI award to be granted in 2021.
significantly relative to the grant price of the 2019 LTI. This is to
ensure reward for our executive Directors aligns with the
experience of our shareholders and is reflective of management

2018 long-term incentive award Sustainalytics has since revised its methodology and replaced
The LTI granted in respect of 2018 included an ESG measure 'performer' ratings with low, medium and high risk ratings. In
based on our objective disclosed in the Strategy Update in June 2020, the Committee approved a revised assessment approach
2018 to achieve an 'Outperformer' rating from ratings provider and targets that aim for HSBC to 'outperform' a set of peers using
Sustainalytics. Our 2018 Directors' remuneration report noted that Sustainalytics' revised risk-based rating as detailed in the table
in the event Sustainalytics changed its rating approach, the below. The Committee is comfortable that the proposed targets
Committee retained the discretion to review and modify the are no more or less difficult to achieve than the original proposed
assessment approach and targets to ensure the assessment targets.
approach achieved its original purpose.

Average RoTE (with CET1 10.0% 11.0% 12.0% 75.0
underpin)1
Employer advocacy2 65.0% 70.0% 75.0% 12.5
Environmental, social and At median of the peer group Straight-line vesting between At upper quartile of peer group 12.5
governance rank3 minimum and maximum
1 If the CET1 ratio at the end of performance period is below the CET1 risk tolerance level set in the risk appetite statement, then the assessment for
this measure will be reduced to nil.
2 To be assessed based on results of the latest employee Snapshot survey question: 'I would recommend this company as a great place to work'.
3 Peer group (in line with TSR peer group for the 2017 LTI, including three additional peers): Bank of America, Barclays, BNP Paribas, Citigroup,
Credit Suisse Group, Deutsche Bank, DBS Group Holdings, J.P. Morgan Chase & Co., Lloyds Banking Group, Standard Chartered, UBS Group,
ICBC, Itau and Santander.
Scheme interests awarded during 2020 report. No non-executive Directors received scheme interests
during the financial year.
(Audited)
The table below sets out the scheme interests awarded to
Directors in 2020, as disclosed in the 2019 Directors’ remuneration
Scheme awards in 2020

(Audited)
Percentage
Face value receivable for Number of
Type of interest Basis on which awarded1 minimum shares End of performance
awarded award made Date of award £000 performance awarded period
Ewen Stevenson LTI deferred shares2 % of salary 2 24 February 2020 2,680 25 476,757 31 December 2022
Noel Quinn Deferred shares 3 Annual incentive 24 February 2020 1,134 — 201,702 31 December 2019
Deferred cash 3 Annual incentive 24 February 2020 886 — N/A 31 December 2019
1 The face value of the award has been computed using HSBC's closing share price of £5.622 taken on 21 February 2020. LTI awards are subject to
a three-year forward-looking performance period and vest in five equal annual instalments, between the third and seventh anniversary of the
award date, subject to performance achieved. On vesting, awards will be subject to a one-year retention period. Awards are subject to malus
during the vesting period and clawback for a maximum period of 10 years from the date of the award.
2 In line with regulatory requirements, scheme interests awarded during 2020 were not eligible for dividend equivalents. In accordance with the
remuneration policy approved by shareholders at the 2019 AGM, the LTI award was determined at 290% of salary for Ewen Stevenson and the
number of shares to be granted was determined by taking into account a share price discounted based on HSBC’s expected dividend yield of 5%
per annum for the vesting period (i.e. £4.393). Noel Quinn did not receive the 2019 LTI award that was granted on 24 February 2020, as he was in
the Group Chief Executive role in an interim capacity during 2019.
3 2019 annual incentive award received by Noel Quinn for his role as Chief Executive Officer of Commercial Banking and interim Group Chief
Executive. As noted in the Annual Report and Accounts 2019, 60% of his annual incentive award was deferred and in line with regulatory
requirements split between cash and shares. The awards will vest in five equal annual instalments between the third and seventh anniversary of
the award date. On vesting, the deferred shares will be subject to a one-year retention period. As the deferred share awards are not eligible for
dividend equivalents, the number of shares to be granted was determined by taking into account a share price discounted based on HSBC’s
expected dividend yield of 5% per annum for the vesting period (i.e. £4.393).
The above table does not include details of shares issued as part of the fixed pay allowance and shares issued as part of the 2020 annual
incentive award that vested on grant and were not subject to any further service or performance conditions. Details of the performance
measures and targets for the LTI award in respect of 2019 are set out on the following page.

RoTE (with CET1 underpin)1, 2 10.0% 11.0% 12.0% 33.3
Relative TSR3 At median of the peer group Straight-line vesting between At upper quartile of peer group 33.3
minimum and maximum
Customers Performance will be assessed by the Committee taking into consideration: 33.3
• customer satisfaction scores at the start and end of the three-year performance period for our global
businesses in home and scale markets as per data provided by an independent third party on HSBC’s
performance across our products and services; and
• progress against customer objectives linked to our strategy over the next three years.
1 To be assessed based on RoTE in the 2022 financial year. The measure will also be subject to a CET1 underpin. If the CET1 ratio at the end of
performance period is below the CET1 risk tolerance level set in the risk appetite statement, then the assessment for this measure will be reduced
to nil.
2 Awards will vest on a straight-line basis for performance between the minimum, target and maximum levels of performance set in this table.
Bank, J.P. Morgan Chase & Co., Lloyds Banking Group, Morgan Stanley, Standard Chartered and UBS Group.
Executive Directors’ interests in shares employment due to the following features of the policy:
(Audited) • Shares delivered to executive Directors as part of the FPA have
a five-year retention period, which continues to apply following
The shareholdings of all persons who were executive Directors in
a departure of an executive Director.
2020, including the shareholdings of their connected persons, at
31 December 2020 (or the date they stepped down from the • Shares delivered as part of an annual incentive award are
Board, if earlier) are set out below. The following table shows the subject to a one-year retention period, which continues to apply
comparison of shareholdings with the company shareholding following a departure of an executive Director.
guidelines. There have been no changes in the shareholdings of • When an executive Director ceases employment as a good
the executive Directors from 31 December 2020 to the date of this leaver under our policy, any LTI awards granted will continue to
report. be released over a period of up to eight years, subject to the
Individuals are given five years from their appointment date to outcome of performance conditions.
build up the recommended levels of shareholding. Unvested An executive Director who ceases employment as a good leaver
share-based incentives are not normally taken into consideration after a tenure of five years will have share interests not subject to
in assessing whether the shareholding requirement has been met. further performance conditions equivalent in value to more than
The Committee reviews compliance with the shareholding 400% of salary assuming they receive a target payout of 50% for
requirement and has full discretion in determining if any unvested LTI awards.
shares should be taken into consideration for assessing HSBC operates an anti-hedging policy under which individuals are
compliance with this requirement, taking into account shareholder not permitted to enter into any personal hedging strategies in
expectations and guidelines. The Committee also has full relation to HSBC shares subject to a vesting and/or retention
discretion in determining any penalties for non-compliance. period.
With regard to the post-employment shareholding requirement,
we believe that our remuneration structure achieves the objective
of ensuring there is ongoing alignment of executive Directors'
interests with shareholder experience post-cessation of their
Shares
(Audited)
At 31 Dec 2020
Scheme interests
Shares awarded subject to
deferral1
Share
Shareholding Shareholding at interests without with
guidelines 31 Dec 20202 (% of (number performance performance
3
(% of salary) salary) of shares) Share options conditions4 conditions5
Executive Directors
Noel Quinn6 400% 221 % 778,958 — 554,556 —
Ewen Stevenson6 300% 265 % 545,731 — 728,790 476,757
Group Managing Directors6 250% n/a n/a n/a n/a n/a
1 The gross number of shares is disclosed. A portion of these shares will be sold at vesting to cover any income tax and social security that falls due
at the time of vesting.
2 The value of the shareholding is calculated using an average of the daily closing share prices in the three months to 31 December 2020 (£3.604).
3 As at 31 December 2020, Noel Quinn and Ewen Stevenson did not hold any options under the HSBC Holdings Savings-Related Share Option Plan
(UK).
4 The amount for Ewen Stevenson reflects the award granted in May 2019, replacing the 2015 to 2018 LTIs forfeited by the Royal Bank of Scotland
Group plc (‘RBS’) and is subject to any performance adjustments assessed and disclosed in the relevant Annual Report and Accounts of RBS.
5 LTI awards granted in February 2020 are subject to the performance conditions as set out on page 244.
6 All Group Managing Directors and executive Directors are expected to meet their shareholding guidelines within five years of the date of their
appointment (Noel Quinn and Ewen Stevenson were appointed on 5 August 2019 and 1 January 2019 respectively).The shareholding guidelines
for Group Managing Directors have been updated from 250,000 shares to 250% of reference salary from 1 January 2019 to align with the
approach used for executive Directors.

Summary of shareholder return and Group Chief The FTSE 100 Total Return Index has been chosen as a recognised
Executive remuneration broad equity market index of which HSBC Holdings is a member.
The single figure remuneration for the Group Chief Executive over
The following graph shows HSBC TSR performance (based on the the past 10 years, together with the outcomes of the respective
daily spot Return Index in sterling) against the FTSE 100 Total annual incentive and LTI awards, are presented in the following
Return Index for the 10-year period ended 31 December 2020. table.
HSBC TSR and FTSE 100 Total Return Index
200%
100%
Dec 2010 Dec 2011 Dec 2012 Dec 2013 Dec 2014 Dec 2015 Dec 2016 Dec 2017 Dec 2018 Dec 2019 Dec 2020
HSBC TSR FTSE 100 Total Return Index
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Stuart Stuart Stuart Stuart Stuart Stuart Stuart Stuart John John Noel Noel
Group Chief Executive Gulliver Gulliver Gulliver Gulliver Gulliver Gulliver Gulliver Gulliver Flint Flint Quinn Quinn
Total single figure £000 8,047 7,532 8,033 7,619 7,340 5,675 6,086 2,387 4,582 2,922 1,977 4,154
Annual incentive1 (% of maximum) 58% 52% 49% 54% 45% 64% 80% 76% 76% 61% 66% 32%
Long-term incentive1,2,3 (% of maximum) 50% 40% 49% 44% 41% –% –% 100% –% –% –% —%
1 The 2012 annual incentive figure for Stuart Gulliver used for this table includes 60% of the annual incentive disclosed in the 2012 Directors’
remuneration report, which was deferred for five years and subject to service conditions and satisfactory completion of the five-year deferred
prosecution agreement with the US Department of Justice, entered into in December 2012 ('AML DPA') as determined by the Committee. The
AML DPA performance condition was met and the award vested in 2018. The value of the award at vesting was included in the 2018 single figure
of remuneration and included as long-term incentive for 2018.
2 Long-term incentive awards are included in the single figure for the year in which the performance period is deemed to be substantially
completed. For Group Performance Share Plan ('GPSP') awards, this is the end of the financial year preceding the date of grant. GPSP awards
shown in 2011 to 2015 are therefore related to awards granted in 2012 to 2016.
3 The GPSP was replaced by the LTI in 2016 and the value for GPSP is nil for 2016 as no GPSP award was made for 2016. LTI awards have a three-
year performance period and the first LTI award was made in February 2017. The value of the LTI awards expected to vest will be included in the
total single figure of remuneration of the year in which the performance period ends. Noel Quinn did not receive the 2017 LTI award that had a
performance period ended on 31 December 2020.
Comparison of Directors' and employees' pay
The following table compares the changes in each Director's pay with changes in employee pay between 2019 and 2020.
Annual percentage change in remuneration

2020
Director/employees Base salary/fees Benefits Annual incentive
Executive Directors1
Noel Quinn1 151.7% 353.7% 20.2%
Ewen Stevenson 2.6% -25.0% -58.4%
Non-executive Directors2
Kathleen Casey (retired on 24 April 2020) -65.0% 200.0% -
Laura Cha 97.0% - -
Henri de Castries 4.1% -75.0% -
James Forese - - -
Steven Guggenheimer - - -
Irene Lee 20.3% -100.0% -
José Antonio Meade Kuribreña 28.7% 100.0% -
Heidi Miller 1.1% -100.0% -
Eileen Murray - - -
David Nish 108.7% -50.0% -
Sir Jonathan Symonds (retired on 18 February 2020) -86.5% -4.8% -
Jackson Tai -10.8% -78.9% -
Mark Tucker —% -77.5% -
Pauline van der Meer Mohr 17.7% -75.0% -
Employee group3 2.0% 2.3% -20.0%
1 Noel Quinn succeeded John Flint as interim Group Chief Executive with effect from 5 August 2019 and was appointed permanently into the role
on 17 March 2020. The annual percentage change for Noel Quinn is based on remuneration reported in his 2019 single figure of remuneration (for
the period 5 August 2019 to 31 December 2019) and his 2020 single figure of remuneration (for the period 1 January 2020 to 31 December
2020). Based on his annualised 2019 compensation as an executive Director, his percentage change in salary, benefits and annual incentive is
2.1%, 85.2% and -50.9%, respectively.
2 In some instances, non-executive Directors may have served only part of the year resulting in large year-on-year percentage changes in fees and/
or benefits. Page 248 provides the underlying single figure of remuneration for non-executive Directors used to calculate the figures above.
3 Employee group consists of individuals employed by HSBC Group Management Services Ltd, the employing entity of the executive Directors, as
no individuals are employed directly by HSBC Holdings.

Pay ratio employee for 2020 was 5% higher at £48,703 compared with
2019.
The following table shows the ratio between the total pay of the
Group Chief Executive and the lower quartile, median and upper Our UK workforce comprises a diverse mix of employees across
quartile pay of our UK employees. different businesses and levels of seniority, from junior cashiers in
our retail branches to senior executives managing our global
Total pay ratio business units. We aim to deliver market-competitive pay for each
Lower Upper role, taking into consideration the skills and experience required
Method quartile Median quartile for the business. Our approach to pay is designed to attract and
2020 A 139:1 85:1 43:1 motivate the very best people, regardless of gender, ethnicity, age,
2019 A 169:1 105:1 52:1 disability or any other factor unrelated to performance or
experience. We actively promote learning and development
opportunities for our employees to provide them a framework to
Total pay and benefits amounts used to calculate the ratio
develop their career. As an individual progresses in their career we
Lower quartile Median Upper quartile would expect their total compensation opportunity to also
Total Total Total increase, reflecting their role and responsibilities.
pay and Total pay and Total pay and Total
(£) Method benefits salary benefits salary benefits salary Pay structure varies across roles in order to deliver an appropriate
2020 A 29,833 23,264 48,703 36,972 96,386 75,000 mix of fixed and variable pay. Junior employees have a greater
2019 A 28,920 24,235 46,593 41,905 93,365 72,840 portion of their pay delivered in a fixed component, which does
not vary with performance and allows them to predictably meet
Our ratios have been calculated using the option ‘A’ methodology their day-to-day needs. Our senior management, including
prescribed under the UK Companies (Miscellaneous Reporting) executive Directors, generally have a higher portion of their total
Regulations 2018. Under this option, the ratios are computed compensation opportunity structured as variable pay and linked to
using full-time equivalent pay and benefits of all employees the performance of the Group, given their role and ability to
providing services in the UK at 31 December 2020. We believe this influence the strategy and performance of the Group. Executive
approach provides accurate information and representation of the Directors also have a higher proportion of their variable pay
ratios. The ratio has been computed taking into account the pay delivered in shares, which vest over a period of seven years with a
and benefits of over 40,000 UK employees, other than the post-vesting retention period of one year. During this deferral and
individual performing the role of Group Chief Executive. We retention period, the awards are linked to the share price so the
calculated our lower quartile, median and upper quartile pay and value of award realised by them after the vesting and retention
benefits information for our UK employees using: period will be aligned to the performance of the Group.
• full-time equivalent annualised fixed pay, which includes salary We are satisfied that the median pay ratio is consistent with the
and allowances, at 31 December 2020; pay, reward and progression policies for our UK workforce, taking
into account the diverse mix of our UK employees, the
• variable pay awards for 2020, including notional returns paid compensation structure mix applicable to each role and our
during 2020; objective of delivering market competitive pay for each role
• gains realised from exercising awards from taxable employee subject to Group, business and individual performance.
share plans; and Relative importance of spend on pay
• full-time equivalent value of taxable benefits and pension
The following chart shows the change in:
contributions.
• total staff pay between 2019 and 2020; and
For this purpose, full-time equivalent fixed pay and benefits for
each employee have been computed by using each employee’s • dividends in respect of 2019 and 2020.
fixed pay and benefits at 31 December 2020. Where an employee In 2019, we returned a total of $1bn to ordinary shareholders
works part-time, fixed pay and benefits are grossed up, where through share buy-backs.
appropriate, to full-time equivalent. One-off benefits provided on a
temporary basis to employees on secondment to the UK have not
been included in calculating the ratios above as these are not
Relative importance of spend on pay
permanent in nature and in some cases, depending on individual
circumstances, may not truly reflect a benefit to the employee. î
(56.7)%
ì
0.4%
Total pay and benefits for the Group Chief Executive used for this
purpose is the total remuneration for Noel Quinn as reported in the
single figure of remuneration table. Total remuneration does not
include an LTI as he has not received an LTI award with a
performance period that ended during 2020. In a year in which a
value of an LTI is included in the single figure table of
remuneration, the above ratios could be higher.
Given the different business mix, size of the business, $7,063m
$18,076m $18,002m
methodologies for computing pay ratios, estimates and
assumptions used by other companies to calculate their respective $3,055m
$6,063m
$3,055m
pay ratios, as well as differences in employment and
compensation practices between companies, the ratios reported 2020¹ 2019² 2020 2019
above may not be comparable to those reported by other listed
peers on the FTSE 100 and our international peers. Return to shareholder Employee pay
The decrease in median ratio is primarily driven by the lower Dividends
annual incentive award for the Group Chief Executive, reflecting
the lower scorecard outcome and the voluntary waiver of the cash Share buy-back
portion of the award. Without this waiver, the median ratio is 1 The fourth interim dividend of 2020, of $0.15 per ordinary share, is
102:1. an approximation of the amount payable on 29 April 2021.
2 The fourth interim dividend of 2019, of $0.21 per ordinary share, was
While total compensation for the Group Chief Executive declined
cancelled in response to a written request from the UK’s Prudential
compared with 2019, total pay and benefits for the median Regulation Authority (‘PRA’). The 2019 dividends have been re-
presented accordingly.

Non-executive Directors
(Audited)
The following table shows the total fees and benefits of non-executive Directors for 2020, together with comparative figures for 2019.
Fees and benefits

(Audited) Fees1 Benefits2 Total
(£000) Footnotes 2020 2019 2020 2019 2020 2019
Kathleen Casey (retired on 24 April 2020) 3,4 78 223 27 9 105 232
Laura Cha 5 587 298 — — 587 298
Henri de Castries 202 194 1 4 203 198
James Forese 6 160 — — — 160 —
Steven Guggenheimer 7 134 — — — 134 —
Irene Lee 8 546 454 — 3 546 457
José Antonio Meade Kuribreña 202 157 4 2 206 159
Heidi Miller 9 632 625 7 2 639 627
Eileen Murray 10 120 — — — 120 —
David Nish 11 480 230 8 16 488 246
Sir Jonathan Symonds (retired on 18 February 2020) 86 638 20 21 106 659
Jackson Tai 12 355 398 12 57 367 455
Mark Tucker 13 1,500 1,500 52 231 1,552 1,731
Pauline van der Meer Mohr 14 312 265 2 8 314 273
Total (£000) 5,394 4,982 133 353 5,527 5,335
Total ($000) 6,919 6,390 171 453 7,090 6,843
1 The Directors' remuneration policy was approved at the 2019 AGM and the new fees became effective from 13 April 2019. Fees include a travel
allowance of £4,000 for non-UK based non-executive Directors and for all non-executive Directors effective from 1 June 2019. Given the travel
restrictions in place, the Board was unable to travel to attend meetings in person. Therefore, the travel allowance available to all non-executive
Directors was pro-rated to reflect the travel required of the Board during 2020.
2 Benefits include taxable expenses such as accommodation, travel and subsistence relating to attendance at Board and other meetings at HSBC
Holdings' registered offices. Amounts disclosed have been grossed up using a tax rate of 45%, where relevant.
3 Appointed as a member of the Group Risk Committee on 17 January 2020.
4 Stepped down as a member of the Financial System Vulnerabilities Committee on 17 January 2020 when the Committee was demised.
5 Includes fees of £423,800 (2019: £104,000) for her role as non-executive Chair and member of the Nomination Committee of The Hongkong and
Shanghai Banking Corporation. Following approval of the non-executive Chair fee by the Group Remuneration Committee in 2020, Laura also
received a pro-rated additional Chair fee of HK$201,639 paid in respect of the period from 6 December to 31 December 2019.
6 Appointed to the Board and a member of the Group Audit Committee, Group Remuneration Committee and Nomination & Corporate Governance
Committee on 1 May 2020.
7 Appointed to the Board and as a member of the Group Risk Committee and Nomination & Corporate Governance Committee on 1 May 2020.
8 Includes fees of £344,000 (2019: £260,000) in relation to her roles as a Director, Remuneration Committee Chair, Audit Committee member and
Risk Committee member of The Hongkong and Shanghai Banking Corporation Limited. Fees in relation to her role as a Director, Risk Committee
Chair and Audit Committee member, and from 28 December 2020 as a member of the Nomination Committee, of Hang Seng Bank Limited.
9 Includes fees of £430,000 (2019: £431,000) in relation to her role as Chair of HSBC North America Holdings Inc.
10 Appointed to the Board and as member of the Group Audit Committee, Group Risk Committee and Nomination & Corporate Governance
Committee on 1 July 2020.
11 Appointed as Senior Independent Director, Chair of the Group Audit Committee and member of the Group Risk Committee on 18 February 2020.
12 Stepped down as Chair of the Financial System Vulnerabilities Committee on 17 January 2020 when the Committee was demised.
13 The Group Chairman donated 100% of his 2020 fee to charities in the UK and Hong Kong supporting vulnerable people and in the local response
to Covid-19.
14 Appointed as a member of the Group Audit Committee on 19 February 2020.
Non-executive Directors’ interests in shares shareholding guidelines within five years of the date of their
appointment. All non-executive Directors who had been appointed
(Audited)
for five years or more at 31 December 2020 met the guidelines
The shareholdings of persons who were non-executive Directors in except Irene Lee, who has committed to acquiring the remaining
2020, including the shareholdings of their connected persons, at shares as soon as possible, and no later than the conclusion of the
31 December 2020, or date of cessation as a Director if earlier, are 2021 AGM.
set out below. Non-executive Directors are expected to meet the
Shares
Shareholding guidelines Share interests
(number of shares) (number of shares)
Kathleen Casey (retired on 24 April 2020) 15,000 15,125
Laura Cha 15,000 16,200
Henri de Castries 15,000 19,251
James Forese (appointed to the Board on 1 May 2020) 15,000 115,000
Steven Guggenheimer (appointed to the Board on 1 May 2020) 15,000 15,000
Irene Lee 15,000 11,904
José Antonio Meade Kuribreña 15,000 15,000
Heidi Miller 15,000 15,700
Eileen Murray (appointed to the Board on 1 July 2020) 15,000 75,000
David Nish 15,000 50,000
Sir Jonathan Symonds (retired on 18 February 2020) 15,000 43,821
Jackson Tai 15,000 66,515
Mark Tucker 15,000 307,352
Pauline van der Meer Mohr 15,000 15,000

Voting results from Annual General Meeting
2020 Annual General Meeting voting results
For Against Withheld
Remuneration report 96.47 % 3.53 % ––
(votes cast) 8,842,653,970 323,238,790 36,605,397
Remuneration policy (2019) 97.36% 2.64% ––
(votes cast) 9,525,856,097 258,383,075 47,468,297
2021 annual incentive scorecards stakeholder experience, to ensure alignment between executive
reward and the broader stakeholder experience.
The 2021 annual incentive scorecard measures for our executive
Directors have been set against the backdrop of the continuing The weightings and performance measures for the 2021 annual
impact of the Covid-19 outbreak on the global economy; incentive award for executive Directors are disclosed below. The
geopolitical risks, particularly those relating to trade and other performance targets are commercially sensitive and it would be
tensions; and expectations that global interest rates will remain detrimental to the Group’s interests to disclose them at the start of
lower for longer. In this context, the Committee determined the the financial year. Subject to commercial sensitivity, we will
scorecard measures should incentivise adapting our business disclose the targets for a given year in the Annual Report and
model to a protracted, low interest-rate environment; reducing our Accounts for that year in the Directors‘ remuneration report.
operating costs; and transforming the Group. Executive Directors will be eligible for an annual incentive award
Therefore, the 2021 annual incentive scorecard includes financial of up to 215% of base salary.
measures linked to the reduction of the Group's cost base, the The 2021 annual incentive scorecards for our Group Managing
reduction of assets in low-return areas and the creation of Directors include similar measures as the executive Directors to
opportunities in our high-growth areas. The scorecard also drive performance in each of our businesses, functions and
includes non-financial measures linked to delivering against our regions that contribute to the overall success of the Group. Their
customer and employee objectives. annual incentive scorecards will also include RoTE and
The Committee will continue to retain discretion to adjust down environmental measures, which are aligned with achieving the
the formulaic outcomes of scorecards, taking into account factors three-year forward-looking performance targets in the 2020 LTI.
such as Group profits, wider business performance and
2021 annual incentive scorecards measures and weightings

Group Chief Group Chief
Executive Financial Officer
Measures % %
Adjusted costs 20.0 20.0
Revenue growth in Asia 20.0 15.0
RWA reduction in legacy assets/low-return areas 20.0 15.0
Customer satisfaction 15.0 15.0
Employee experience 15.0 15.0
Personal objectives1 10.0 20.0
Total 100.0 100.0
1 For the Group Chief Executive, this includes the launch of our refreshed purpose and values, and the delivery of strategy at pace (equally weighted
at 5% each). For the Group Chief Financial Officer, this includes Finance Cloud deployment, resolvability assessment framework attestation,
climate stress tests, and Group Finance costs and FTE (equally weighted at 5% each).
The 2021 annual incentive scorecard is subject to a risk and Payments to past Directors
compliance modifier, which allows the Committee the discretion
(Audited)
to adjust down the overall scorecard outcome to ensure that the
Group operates soundly when achieving its financial targets. For Details of the 2017 LTI outcome, in which Marc Moses (former
this purpose, the Committee will receive information including any Group Chief Risk Officer) and Iain Mackay (former Group Finance
risk thresholds outside of tolerance for a significant period of time Director) participated, are outlined on page 242. No payments
and any risk management failures that have resulted in significant were made to, or in respect of, former Directors in the year in
customer detriment, reputational damage and/or regulatory excess of the minimum threshold of £50,000 set for this purpose.
censure.
Payments for loss of office
2021 long-term incentives (Audited)
Details of the performance measures and targets for LTI awards to No payments for loss of office were made to, or in respect of,
be made in 2021, in respect of 2020, are provided on page 243. former or current Directors in the year.
The performance measures and targets for awards to be made in
respect of 2021, granted in 2022, will be provided in the Annual
External appointments
Report and Accounts 2021. During 2020, executive Directors did not receive any fees from
external appointments.
Total pension entitlements
(Audited)
No employees who served as executive Directors during the year
have a right to amounts under any HSBC final salary pension
scheme for their services as executive Directors or are entitled to
additional benefits in the event of early retirement. There is no
retirement age set for Directors, but the normal retirement age for
employees is 65.

Remuneration structure for our Group employees We set out below the key features and design characteristics of
our remuneration framework, which apply on a Group-wide basis,
Total compensation, which comprises fixed and variable pay, is subject to compliance with local laws:
the key focus of our remuneration framework, with variable pay
differentiated by performance and adherence to the HSBC Values.
Overview of remuneration structure for employees

Remuneration components
and objectives Application
Fixed pay • Fixed pay may include salary, fixed pay allowance, cash in lieu of pension and other cash allowances in accordance with
Attract and retain local market practices. These pay elements are based on predetermined criteria, are non-discretionary, are transparent and
employees by paying are not reduced based on performance.
market competitive pay for • Fixed pay represents a higher proportion of total compensation for more junior employees.
the role, skills and • Elements of fixed pay may change to reflect an individual’s position, role or grade, cost of living in the country, individual
experience required for the skills, competencies, capabilities and experience.
business.
• Fixed pay is generally delivered in cash on a monthly basis.
Benefits • Benefits may include, but are not limited to, the provision of a pension, medical insurance, life insurance, health assessment
Provided in accordance and relocation support.
with local market practice.
Annual incentive1 • All employees are eligible to be considered for a discretionary variable pay award. Individual awards are determined against
Incentivise and reward a balanced scorecard for performance in excess of that required to fulfil an employee's job description.
performance based on • Annual incentives represent a higher proportion of total compensation for more senior employees and will be more closely
annual financial and non- aligned to Group and business performance as seniority increases.
financial measures • Variable pay awards for all Group employees identified as Material Risk Takers ('MRTs') under European Union Regulatory
consistent with the Technical Standard ('RTS') 604/2014 are limited to 200% of fixed pay.2
medium- to long-term
• Awards are generally paid in cash and shares. For MRTs, at least 50% of the awards are in shares and/or where required by
strategy, stakeholder
regulations, in units linked to asset management funds.
interests and adherence to
HSBC Values. • A portion of the annual incentive award may be deferred and vest over a period of three to eight years.
Deferral • A Group-wide deferral approach is applicable to all employees. A portion of annual incentive awards above a specified
Alignment with the threshold is deferred in shares vesting annually over a three-year period with 33% vesting on the first and second
medium- to long-term anniversaries of grant and 34% on the third anniversary. Local employees in France are granted deferred awards that vest
strategy, stakeholder 66% on the second anniversary and 34% on the third anniversary.
interests and adherence to • For MRTs identified in accordance with the UK's PRA and FCA remuneration rules, awards are generally subject to a
the HSBC Values. minimum 40% deferral (60% for awards of £500,000 or more) over a minimum period of three years3. A longer deferral
period is applied for certain MRTs as follows:
– five years for individuals identified in a risk-manager MRT role under the PRA and FCA remuneration rules. This reflects
the deferral period prescribed by both the PRA and the European Banking Authority for individuals performing key
senior roles with the Group; or
– seven years for individuals in PRA-designated senior management functions, being the deferral period mandated by the
PRA as reflecting the typical business cycle period.
• Individuals based outside the UK who have not been identified at the Group level as an MRT, but who are identified as
MRTs under local regulations, are generally subject to a three-year deferral period. In Germany, a deferral period of up to
eight years is applied for members of the local management board and individuals in managerial roles reporting into the
management board. In Malta, a five-year deferral period is applied for executive committee members. In Australia, local
MRTs are subject to a four-year deferral period in respect of deferred cash awards. Local MRTs are also subject to the
minimum deferral rates discussed above, except in China (where a minimum deferral rate of 50% is applied for the Chief
Executive Officer), Germany (where a minimum deferral rate of 60% is applied for members of the local management board
and individuals in managerial roles reporting into the management board) and Oman (where a minimum deferral rate of
45% is applied).
• Where an employee is subject to more than one regulation, the requirement that is specific to the sector and/or country in
which the individual is working is applied, subject to meeting the minimum requirements applicable under each regulation.
• All deferred awards are subject to malus provisions, subject to compliance with local laws. Awards granted to MRTs on or
after 1 January 2015 are also subject to clawback.
• HSBC operates an anti-hedging policy for all employees, which prohibits employees from entering into any personal
hedging strategies in respect of HSBC securities.
Deferral instruments • Generally, the underlying instrument for all deferred awards is HSBC shares to ensure alignment between the long-term
Alignment with the interest of our employees and shareholders.
medium- to long-term • For Group and local MRTs, excluding executive Directors where deferral is typically in the form of shares only, a minimum
strategy, stakeholder of 50% of the deferred awards is in HSBC shares and the balance is deferred into cash. In accordance with local regulatory
interests and adherence to requirements, for local MRTs in Brazil and Oman 100% of the deferred amount is delivered in shares or linked to the value
the HSBC Values. of shares.
• For some employees in our asset management business, where required by the regulations applicable to asset
management entities within the Group, at least 50% of the deferred award is linked to fund units reflective of funds
managed by those entities, with the remaining portion of deferred awards being in the form of deferred cash awards.

Overview of remuneration structure for employees (continued)
Remuneration components
and objectives Application
Post-vesting retention • Variable pay awards made in HSBC shares or linked to relevant fund units granted to MRTs are generally subject to a one-
period year retention period post-vesting. Local MRTs (except those in Brazil, France, Oman and Russia) are also generally subject
Ensure appropriate to a one-year retention period post-vesting. For local MRTs in Brazil, France and Russia, a six-month retention period is
alignment with applied. No retention period is applied for local MRTs in Oman.
shareholders. • MRTs who are subject to a five-year deferral period, except senior management or individuals in PRA- and FCA-designated
senior management functions, have a six-month retention period applied to their awards.
Buy-out awards • Buy-out awards may be offered if an individual holds any outstanding unvested awards that are forfeited on resignation
Support recruitment of from the previous employer.
talent. • The terms of the buy-out awards will not be more generous than the terms attached to the awards forfeited on cessation of
employment with the previous employer.
Guaranteed variable • Guaranteed variable remuneration is awarded in exceptional circumstances for new hires, and is limited to the individual’s
remuneration first year of employment only.
Support recruitment of • The exceptional circumstances where HSBC would offer guaranteed variable remuneration would typically involve a critical
talent. new hire and would also depend on factors such as the seniority of the individual, whether the new hire candidate has any
competing offers and the timing of the hire during the performance year.
Severance payments • Where an individual’s employment is terminated involuntarily for gross misconduct then, subject to compliance with local
Adhere to contractual laws, the Group’s policy is not to make any severance payment in such cases. For such individuals, all outstanding
agreements with unvested awards are forfeited.
involuntary leavers. • For other cases of involuntary termination of employment the determination of any severance will take into consideration
the performance of the individual, contractual notice period, applicable local laws and circumstances of the case.
• Generally, all outstanding unvested awards will normally continue to vest in line with the applicable vesting dates. Where
relevant, any performance conditions attached to the awards, and malus and clawback provisions, will remain applicable to
those awards.
• Severance amounts awarded to MRTs are not considered as variable pay for the purpose of application of the deferral and
variable pay cap rules under the PRA and FCA remuneration rules where such amounts include: (i) payments of fixed
remuneration that would have been payable during the notice and/or consultation period; (ii) statutory severance payments;
(iii) payments determined in accordance with any approach applicable in the relevant jurisdictions; and (iv) payments made
to settle a potential or actual dispute.
1 Executive Directors are also eligible to be considered for a long-term incentive award. See details on page 235.
2 Shareholders approved the increase in the maximum ratio between the fixed and variable components of total remuneration from 1:1 to 1:2 at the
2014 AGM held on 23 May 2014 (98% in favour). The Group has not used the EBA discount rate for the purpose of computing the ratio between
fixed and variable components of 2020 total remuneration.
3 In accordance with the terms of the PRA and FCA remuneration rules, and subject to compliance with local regulations, the deferral requirement
for MRTs is not applied to individuals where their total compensation is £500,000 or less and variable pay is not more than 33% of total
compensation. For these individuals, the Group standard deferral applies.

Link between risk, performance and reward We set out below the key features of our remuneration
framework, which help enable us to achieve alignment between
Our remuneration practices promote sound and effective risk risk, performance and reward, subject to compliance with local
management while supporting our business objectives. laws and regulations:
Alignment between risk and reward

Framework
elements Application
Variable pay The Group variable pay pool is expected to move in line with Group performance. We also use a countercyclical funding methodology,
pool and with both a floor and a ceiling, with the payout ratio generally reducing as performance increases to avoid pro-cyclicality. The floor
individual recognises that even in challenging times, remaining competitive is important. The ceiling recognises that at higher levels of performance
performance it is not always necessary to continue to increase the variable pay pool, thereby limiting the risk of inappropriate behaviour to drive
scorecard financial performance.
The main quantitative and qualitative performance and risk metrics used for assessment of performance include:
• Group and business unit financial performance, including capital requirements;
• current and future risks, taking into consideration performance against the risk appetite statement (‘RAS’), annual operating plan and
global conduct outcomes;
• fines, penalties and provisions for customer redress, which are automatically included in the Committee’s definition of profit; and
• assessment of individual performance with reference to a balanced scorecard of clear and relevant objectives. Objectives included in
the performance scorecards of senior management take into account appropriate measures linked to sustainability risks, such as:
reduction in carbon footprint; facilitating financing to help clients with their transition to net zero; employee diversity targets; and risk
and compliance measures. A mandatory global risk objective is included in the scorecard of all other employees. All employees receive
a behaviour rating as well as a performance rating, which ensures performance is assessed not only on what is achieved but also on
how it is achieved.
Remuneration • The performance and reward of individuals in control functions, including risk and compliance employees, are assessed according to a
for control balanced scorecard of objectives specific to the functional role they undertake. This is to ensure their remuneration is determined
function staff independent of the performance of the business areas they oversee.
• The Committee is responsible for approving the remuneration recommendations for the Group Chief Risk Officer and senior
management in control functions.
• Group policy is for control functions staff to report into their respective function. Remuneration decisions for senior functional roles are
led by, and must carry the approval of, the global function head.
• Remuneration is carefully benchmarked with the market and internally to ensure it is set at an appropriate level.
Variable pay • Variable pay awards may be adjusted downwards in circumstances including:
adjustments – detrimental conduct, including conduct that brings HSBC into disrepute;
and conduct
– involvement in events resulting in significant operational losses, or events that have caused or have the potential to cause
recognition
significant harm to HSBC; and
– non-compliance with the HSBC Values and other mandatory requirements or policies.
• Rewarding positive conduct may take the form of use of our global recognition programme, At Our Best, or positive adjustments to
variable pay awards.
Malus Malus can be applied to unvested deferred awards granted in prior years in circumstances including:
• detrimental conduct, including conduct that brings the business into disrepute;
• past performance being materially worse than originally reported;
• restatement, correction or amendment of any financial statements; and
• improper or inadequate risk management.
Clawback Clawback can be applied to vested or paid awards granted to MRTs on or after 1 January 2015 for a period of seven years, extended to
10 years for employees under the PRA's Senior Managers Regime in the event of ongoing internal/regulatory investigation at the end of
the seven-year period. Clawback may be applied in circumstances including:
• participation in, or responsibility for, conduct that results in significant losses;
• failing to meet appropriate standards and propriety;
• reasonable evidence of misconduct or material error that would justify, or would have justified, summary termination of a contract of
employment; and
• a material failure of risk management suffered by HSBC or a business unit in the context of Group risk-management standards,
policies and procedures.
Sales • We generally do not operate commission-based sales plans.
incentives
Identification • We identify individuals as MRTs based on the qualitative and quantitative criteria set out in the RTS. We also identify MRTs based on
of MRTs additional criteria developed internally. The following key principles underpin HSBC’s identification process:
– MRTs are identified at Group, HSBC Bank (consolidated) and HSBC UK Bank level.
– MRTs are also identified at other solo regulated entity level as required by the regulations.
– When identifying an MRT, HSBC considers an employee’s role within its matrix management structure. The global business and
function that an individual works within takes precedence, followed by the geographical location in which they work.
• In addition to applying the qualitative and quantitative criteria specified in the RTS, we also identify additional MRTs based on our own
internal criteria, which include compensation thresholds and individuals in certain roles and grades who otherwise would not be
identified as MRTs under the criteria prescribed in the RTS.
• The list of MRTs, and any exclusions from it, is reviewed by chief risk officers and chief operating officers of the relevant global
businesses and functions. The overall results are reviewed by the Group Chief Risk Officer.
• The Group Remuneration Committee reviews the methodology, key decisions regarding identification, and the results of the
identification exercise, including proposed MRT exclusions.

MRT remuneration disclosures
Additional remuneration disclosures
The following tables set out the remuneration disclosures for
This section provides disclosures required under the Hong Kong individuals identified as MRTs for HSBC Holdings. Remuneration
Ordinances, Hong Kong Listing Rules and the Pillar 3 remuneration information for individuals who are only identified as MRTs at
disclosures. HSBC Bank plc, HSBC UK Bank plc or other solo-regulated entity
For the purpose of the Pillar 3 remuneration disclosures, executive levels is included, where relevant, in those entities' disclosures.
Directors and non-executive Directors are considered to be The 2020 variable pay information included in the following tables
members of the management body. Members of the Group is based on the market value of awards. For share awards, the
Executive Committee other than the executive Directors are market value is based on HSBC Holdings' share price at the date
considered as senior management. of grant (unless indicated otherwise). For cash awards, it is the
value of awards expected to be paid to the individual over the
deferral period.
Remuneration – fixed and variable amounts (REM1)

Fixed ($m) Variable2 ($m)
Of Of Of
Number Cash- Share- Cash- which: Share- which: Other which: Total
of MRTs based1 based Total based deferred based3 deferred forms deferred Total ($m)
Executive Directors 2 2.8 3.4 6.2 — — 11.2 9.6 — — 11.2 17.4
Non-executive Directors 12 7.0 — 7.0 — — — — — — — 7.0
Senior management 15 32.9 — 32.9 17.1 10.3 19.6 12.8 — — 36.7 69.6
Investment banking 541 342.4 — 342.4 130.6 65.7 138.6 74.6 — — 269.2 611.6
Retail banking 194 104.2 — 104.2 34.8 15.2 34.8 17.5 — — 69.6 173.8
Asset management 33 20.5 — 20.5 8.1 3.8 5.7 3.0 2.7 1.8 16.5 37.0
Corporate functions 124 69.9 — 69.9 22.5 10.4 23.2 11.9 — — 45.7 115.6
Independent control
functions 145 67.6 1.2 68.8 18.0 6.1 14.9 7.6 — — 32.9 101.7
All other 83 64.3 1.3 65.6 17.7 9.0 18.5 10.3 — — 36.2 101.8
Total 1,149 711.6 5.9 717.5 248.8 120.5 266.5 147.3 2.7 1.8 518.0 1,235.5
1 Cash-based fixed remuneration is paid immediately.

2 Variable pay awarded in respect of 2020. In accordance with shareholder approval received on 23 May 2014 (98% in favour), for each MRT the
variable component of remuneration for any one year is limited to 200% of fixed component of the total remuneration.
3 In general, share-based awards are made in HSBC shares. Vested shares are subject to a retention period of up to one year.
Guaranteed bonus, sign-on and severance payments (REM2)

Guaranteed bonus and sign-
on payments1 Severance payments2
Highest such
Awarded award to a
Made during Number of during year Number of single person Paid during Number of
year ($m) beneficiaries ($m) beneficiaries ($m) year ($m) beneficiaries
Executive Directors — — — — — — —
Senior management — — — — — — —
Investment banking 0.5 1 36.6 38 7.3 35.0 37
Retail banking 0.9 1 5.3 11 1.8 4.6 11
Asset management — — 1.9 4 1.0 1.9 4
Corporate functions 1.0 1 5.8 12 2.0 5.8 12
Independent control functions — — 4.2 10 0.7 3.6 9
All other — — 4.4 6 1.3 4.4 6
Total 2.4 3 58.2 81 – 55.3 79
1 No sign-on payments were made in 2020. A guaranteed bonus is awarded in exceptional circumstances for new hires, and in the first year only.
The circumstances where HSBC would offer a guaranteed bonus would typically involve a critical new hire, and would also depend on factors
such as the seniority of the individual, whether the new hire candidate has any competing offers and the timing of the hire during the performance
year.
2 Includes payments such as payment in lieu of notice, statutory severance, outplacement service, legal fees, ex-gratia payments and settlements
(excludes pre-existing benefit entitlements triggered on terminations).

Deferred remuneration at 31 December1 (REM3)

Of which: total
outstanding
deferred and Total amount of Total amount of
retained exposed amendment during amendment during Total amount of
to ex post explicit the year due to ex the year due to ex deferred paid out
Of which: and/or implicit post implicit post explicit in the financial
$m Total outstanding2 unvested adjustment adjustment adjustment3 year4
Cash
Executive Directors 3.6 3.6 3.6 — — 0.1
Senior management 27.4 27.4 27.4 — — 5.1
Investment banking 195.0 195.0 195.0 — — 62.7
Retail banking 41.9 41.9 41.9 — — 10.2
Asset management 8.1 8.1 8.1 — — 3.4
Corporate functions 35.0 35.0 35.0 — — 9.7
Independent control functions 23.6 23.6 23.6 — — 4.5
All other 30.2 30.2 30.2 — — 8.7
Shares
Executive Directors 9.7 9.1 9.7 (5.4) — 2.5
Senior management 25.7 22.4 25.7 (12.7) — 11.6
Investment banking 183.3 146.0 183.3 (90.5) — 130.6
Retail banking 45.9 38.1 45.9 (22.6) — 29.1
Asset management 5.6 4.2 5.6 (2.7) — 4.3
Corporate functions 39.5 31.5 39.5 (19.6) — 26.5
Independent control functions 28.8 26.2 28.8 (14.5) — 18.0
All other 35.2 27.7 35.2 (17.4) — 20.4
Other forms
Executive Directors — — — — — —
Senior management — — — — — —
Investment banking — — — — — —
Retail banking — — — — — —
Asset management 7.0 5.6 7.0 0.3 — 1.7
Corporate functions 0.8 0.7 0.8 0.1 — 0.3
Independent control functions 0.2 0.1 0.2 — — 0.1
All other — — — — — —
1 This table provides details of balances and movements during performance year 2020. For details of variable pay awards granted for 2020, refer to
the 'Remuneration – fixed and variable amounts' table. Deferred remuneration is made in cash and/or shares. Share-based awards are made in
HSBC shares.
2 Includes unvested deferred awards and vested deferred awards subject to retention period at 31 December 2020.
3 Includes any amendments due to malus or clawback.
4 Shares are considered as paid when they vest. Vested shares are valued using the sale price or the closing share price on the business day
immediately preceding the vesting day.
MRTs’ remuneration by band1

Management body All other Total
€0 – 1,000,000 11 814 825
€1,000,000 – 1,500,000 — 179 179
€1,500,000 – 2,000,000 1 76 77
€2,000,000 – 2,500,000 — 27 27
€2,500,000 – 3,000,000 — 13 13
€3,000,000 – 3,500,000 — 11 11
€3,500,000 – 4,000,000 — 7 7
€4,000,000 – 4,500,000 — 1 1
€4,500,000 – 5,000,000 — 1 1
€5,000,000 – 6,000,000 1 3 4
€6,000,000 – 7,000,000 — 3 3
€7,000,000 – 8,000,000 — — —
€8,000,000 – 9,000,000 — — —
€9,000,000 – 10,000,000 1 — 1
1 Table prepared in euros in accordance with Article 450 of the European Union Capital Requirements Regulation, using the exchange rates
published by the European Commission for financial programming and budget for December of the reported year as published on its website.

Directors’ emoluments
The details of compensation paid to executive and non-executive Directors for the year ended 31 December 2020 are set out below.
Emoluments
Noel Quinn Ewen Stevenson Non-executive Directors
2020 2019 2020 2019 2020 2019
£000 £000 £000 £000 £000 £000
Basic salaries, allowances and benefits in kind 3,338 1,312 1,806 1,820 5,527 5,335
Pension contributions — — — — — —
Performance-related pay paid or receivable1 4,517 665 2,568 3,176 — —
Inducements to join paid or receivable — — 1,431 1,974 — —
Compensation for loss of office — — — — — —
Notional return on deferred cash 17 — — — — —
Total 7,872 1,977 5,805 6,970 5,527 5,335
Total ($000) 10,097 2,522 7,446 8,890 7,090 6,843
1 Includes the value of the deferred and LTI awards at grant.
The aggregate amount of Directors' emoluments (including both There were payments under retirement benefit arrangements with
executive Directors and non-executive Directors) for the year two former Directors of $413,160. The provision at 31 December
ended 31 December 2020 was $24,624,520. As per our policy, 2020 in respect of unfunded pension obligations to former
benefits in kind may include, but are not limited to, the provision Directors amounted to $7,821,639.
of medical insurance, income protection insurance, health
assessment, life assurance, club membership, tax assistance, car Emoluments of senior management and five highest
benefit, travel assistance, provision of company owned- paid employees
accommodation and relocation costs (including any tax due on The following tables set out the details of emoluments paid to
these benefits, where applicable). Post-employment medical senior management, which in this case comprises executive
insurance benefit was provided to former Directors, including Directors and members of the Group Executive Committee, for the
Douglas Flint valued at £5,859 ($7,515), Stuart Gulliver valued at year ended 31 December 2020, or for the period of appointment in
£5,859 ($7,515) and John Flint valued at £4,784 ($6,136). Tax 2020 as a Director or member of the Group Executive Committee.
support fees of £460 ($590) were also provided to Stuart Gulliver, Details of the remuneration paid to the five highest paid
giving a total aggregate value of £16,962 ($21,756) for benefits employees, comprising one executive Director and four Group
provided to past directors. The aggregate value of Director Managing Directors, for the year ended 31 December 2020, are
retirement benefits for current Directors is nil. Amounts are also presented.
converted into US dollars based on the average year-to-date
exchange rates for the respective year.
Emoluments
£000s Five highest paid employees Senior management
Basic salaries, allowances and benefits in kind 13,319 36,831
Pension contributions 15 57
Performance-related pay paid or receivable1 17,310 34,431
Inducements to join paid or receivable — 1,308
Compensation for loss of office — 848
Total 30,644 73,475
Total ($000) 39,307 94,247
1 Includes the value of deferred shares awards at grant.
Emoluments by bands
Hong Kong dollars US dollars Number of highest paid employees Number of senior management
$1,500,001 – $2,000,000 $193,397 – $257,863 — 1
$4,500,001 – $5,000,000 $580,191 – $644,657 — 1
$9,000,001 – $9,500,000 $1,160,382 – $1,224,848 — 1
$9,500,001 – $10,000,000 $1,224,848 – $1,289,313 — 1
$10,000,001 – $10,500,000 $1,289,314 – $1,353,779 — 1
$13,500,001 – $14,000,000 $1,740,573 – $1,805,039 — 1
$15,000,001 – $15,500,000 $1,933,970 – $1,998,436 — 1
$24,500,001 – $25,000,000 $3,158,818 – $3,223,284 — 1
$27,000,001 – $27,500,000 $3,481,146 – $3,545,612 — 1
$28,000,001 – $28,500,000 $3,610,078 – $3,674,543 — 1
$28,500,001 – $29,000,000 $3,674,543 – $3,739,009 — 1
$29,000,001 – $29,500,000 $3,739,009 – $3,803,475 — 2
$30,000,001 – $30,500,000 $3,867,940 – $3,932,406 — 1
$41,000,001 – $41,500,000 $5,286,185 – $5,350,651 — 1
$43,500,001 – $44,000,000 $5,608,514 – $5,672,979 — 1
$44,000,001 – $44,500,000 $5,672,979 – $5,737,445 — 1
$44,500,001 – $45,000,000 $5,737,445 – $5,801,910 — 1
$48,500,001 – $49,000,000 $6,253,170 – $6,317,636 — 1
$49,000,001 – $49,500,000 $6,317,636 – $6,382,101 — 1
$50,500,001 – $51,000,000 $6,511,033 – $6,575,499 1 1
$54,500,001 – $55,000,000 $7,026,758 – $7,091,224 2 —
$66,500,001 – $67,000,000 $8,573,934 – $8,638,400 1 1
$78,000,001 – $78,500,000 $10,056,645 – $10,121,110 1 1

Rights, obligations and restrictions attaching to shares

Share capital and other related disclosures
The rights and obligations attaching to each class of ordinary and
Share buy-back programme non-cumulative preference shares in our share capital are set out
HSBC Holdings did not announce a share buy-back to purchase its in full in our Articles of Association. The Articles of Association
ordinary shares of $0.50 each during the year. may be amended by special resolution of the shareholders and can
be found on our website at www.hsbc.com/who-we-are/
Dividends leadership-and-governance/board-responsibilities.
Dividends for 2020 Ordinary shares
On 31 March 2020, HSBC announced that, in response to a HSBC Holdings has one class of ordinary share, which carries no
written request from the Bank of England through the Prudential right to fixed income. There are no voting restrictions on the
Regulation Authority ('PRA'), the Board had cancelled the fourth issued ordinary shares, all of which are fully paid. On a show
interim dividend for 2019. Similar requests were also made to of hands, each member present has the right to one vote at
other UK incorporated banking groups. We also announced that general meetings. On a poll, each member present or voting
until the end of 2020 we would make no quarterly or interim by proxy is entitled to one vote for every $0.50 nominal value
dividend payments or accruals in respect of ordinary shares. of share capital held. There are no specific restrictions on
transfers of ordinary shares, which are governed by the
In December 2020, the PRA announced a temporary approach to
general provisions of the Articles of Association and prevailing
shareholder distributions for 2020 in which it set out a framework
legislation.
for board decisions on dividends. On 23 February 2021, after
considering the requirements of the temporary approach, the Information on the policy adopted by the Board for paying interim dividends
Directors approved an interim dividend for 2020 of $0.15 per on the ordinary shares may be found in the 'Shareholder information' section
on page 371.
ordinary share. The interim dividend will be payable on 29 April
2021 in cash in US dollars, or in sterling or Hong Kong dollars at Dividend waivers
exchange rates to be determined on 19 April 2021. HSBC Holdings' employee benefit trusts, which hold shares in
The 2020 interim dividend will be paid in cash with no scrip HSBC Holdings in connection with the operation of its share plans,
alternative. The Group has decided to discontinue the scrip have lodged standing instructions to waive dividends on shares
dividend option as it is dilutive, including to dividend per share held by them that have not been allocated to employees. There
progression over time. were no dividends waived during 2020 as there were no dividends
paid on ordinary shares during 2020.
As the interim dividend for 2020 was approved after 31 December
2020, it has not been included in the balance sheet of HSBC as a Preference shares
liability. The distributable reserves of HSBC Holdings at
The preference shares, which have preferential rights to income
31 December 2020 were $31.3bn.
and capital, do not, in general, confer a right to attend and vote at
A quarterly dividend of $15.50 per 6.20% non-cumulative US general meetings.
dollar preference share, Series A (‘Series A dollar preference
There are three classes of preference shares in the share capital of
share’), (equivalent to a dividend of $0.3875 per Series A American
HSBC Holdings: non-cumulative US dollar preference shares of
Depositary Share (‘ADS’), each of which represents 1/40th of a
$0.01 each (‘dollar preference shares’); non-cumulative preference
Series A dollar preference share), and £0.01 per Series A sterling
shares of £0.01 each (‘sterling preference shares’); and non-
preference share was paid on 16 March, 16 June, 15 September
cumulative preference shares of €0.01 (‘euro preference shares’).
and 15 December 2020. The Series A dollar preference shares
The sterling preference share in issue is a Series A sterling
were redeemed on 13 January 2021.
preference share. There are no dollar preference shares or euro
Dividends for 2021 preference shares in issue.
In December 2020, the PRA also announced that it intends to Information on dividends approved for 2020 and 2021 may be found in Note
transition back to its standard approach to capital setting and 8 on the financial statements on page 309.
shareholder distributions through 2021. In the meantime, for 2021 Further details of the rights and obligations attaching to the HSBC Holdings’
dividends the PRA is content for appropriately prudent dividends issued share capital may be found in Note 31 on the financial statements.
to be accrued but not paid out. The PRA aims to provide a further Compliance with Hong Kong Listing Rule 13.25A(2)
update ahead of the 2021 half-year results of large UK banks.
HSBC Holdings has been granted a waiver from strict compliance
The Group will not pay quarterly dividends during 2021 but will with Rule 13.25A(2) of the Rules Governing the Listing of
consider whether to announce an interim dividend at the 2021 Securities on the Stock Exchange of Hong Kong.
half-year results in August.
Under this waiver, HSBC’s obligation to file a Next Day Return
The Group will review whether to revert to paying quarterly following the issue of new shares, pursuant to the vesting of share
dividends at or ahead of its 2021 results announcement in awards granted under its share plans to persons who are not
February 2022. Directors, would only be triggered where it falls within one of the
A dividend of £0.01 per Series A sterling preference share was circumstances set out under Rule 13.25A(3).
approved on 23 February 2021 for payment on 15 March 2021. Share capital changes in 2020
Share capital The following events occurred during the year in relation to the
Issued share capital ordinary share capital of HSBC Holdings:
The nominal value of HSBC Holdings’ issued share capital paid Scrip dividends
up at 31 December 2020 was $10,346,810,550 divided into There were no scrip dividends issued during the year.
20,693,621,100 ordinary shares of $0.50 each, 1,450,000 non-
cumulative preference shares of $0.01 each and one non-
cumulative preference share of £0.01, representing approximately
100.00%, 0.00%, and 0.00% respectively of the nominal value of
HSBC Holdings’ total issued share capital paid up at 31 December
2020. The 1,450,000 non-cumulative preference shares of $0.01
each were redeemed on 13 January 2021.

All-employee share plans
Aggregate
nominal Exercise price
Number value from to
$ £ £
HSBC Holdings Savings-Related Share Option Plan (UK)
HSBC ordinary shares issued in £ 1,387,599 693,800 2.6270 5.9640
Options over HSBC ordinary shares lapsed 44,189,936 22,094,968
Options over HSBC ordinary shares granted in response to approximately 29,048 applications
from HSBC employees in the UK on 24 September 2020 111,469,393 55,734.697
HSBC Holdings Aggregate Market value per share

ordinary shares nominal
issued value from to
$ £ £
HSBC International Employee Share Purchase Plan 679,640 339,820 3.0855 5.9140
HSBC share plans

HSBC Holdings Aggregate Market value per share
ordinary shares nominal
issued value from to
$ £ £
Vesting of awards under the HSBC Share Plan 2011 53,029,316 26,514,658 3.2290 5.6220
Authorities to allot and to purchase shares and • BlackRock, Inc. gave notice on 3 March 2020 that on
pre-emption rights 2 March 2020 it had the following: an indirect interest in HSBC
Holdings ordinary shares of 1,235,558,490; qualifying financial
At the AGM in 2020, shareholders renewed the general authority
instruments with 7,294,459 voting rights that may be acquired
for the Directors to allot new shares up to 13,554,626,552 ordinary
if the instruments are exercised or converted; and financial
shares, 15,000,000 non-cumulative preference shares of £0.01
instruments with a similar economic effect to qualifying
each, 15,000,000 non-cumulative preference shares of $0.01 each
financial instruments, which refer to 2,441,397 voting rights,
and 15,000,000 non-cumulative preference shares of €0.01 each.
representing 6.07%, 0.03% and 0.01%, respectively, of the
Shareholders also renewed the authority for the Directors to make
total voting rights at 2 March 2020.
market purchases of up to 2,033,193,983 ordinary shares, which
was not exercised during the year. No further notifications had been received pursuant to the
requirements of Rule 5 of the Disclosure, Guidance and
In addition, shareholders gave authority for the Directors to grant
Transparency Rules between 31 December 2020 and 15 February
rights to subscribe for, or to convert any security into, no more
2021.
than 4,066,387,966 ordinary shares in relation to any issue by
HSBC Holdings or any member of the Group of contingent At 31 December 2020, according to the register maintained by
convertible securities that automatically convert into or are HSBC Holdings pursuant to section 336 of the Securities and
exchanged for ordinary shares in HSBC Holdings in prescribed Futures Ordinance of Hong Kong:
circumstances. For further details on the issue of contingent • BlackRock, Inc. gave notice on 1 September 2020 that on
convertible securities, see Note 31 on the financial statements. 27 August 2020 it had the following interests in HSBC Holdings
Other than as disclosed in the tables above headed ‘Share capital ordinary shares: a long position of 1,477,023,361 shares and a
changes in 2020’, the Directors did not allot any shares during short position of 38,760,188 shares, representing 7.14% and
2020. 0.19%, respectively, of the ordinary shares in issue at that date.
Debt securities • Ping An Asset Management Co., Ltd, gave notice on
25 September 2020 that on 23 September 2020 it had a long
In 2020, HSBC Holdings issued the equivalent of $15.95bn of debt position of 1,655,479,531 in HSBC Holdings ordinary shares,
securities in the public capital markets in a range of currencies and representing 8.00% of the ordinary shares in issue at that date.
maturities in the form of senior securities to ensure it meets the
current and proposed regulatory rules, including those relating to Sufficiency of float
the availability of adequate total loss-absorbing capacity. For In compliance with the Rules Governing the Listing of Securities
further details of capital instruments and bail-inable debt, see on The Stock Exchange of Hong Kong Limited, at least 25% of the
Notes 28 and 31 on pages 344 and 353. total issued share capital has been held by the public at all times
Treasury shares during 2020 and up to the date of this report.
In accordance with the terms of a waiver granted by the Hong Dealings in HSBC Holdings listed securities
Kong Stock Exchange on 19 December 2005, HSBC Holdings The Group has policies and procedures that, except where
will comply with the applicable law and regulation in the UK in permitted by statute and regulation, prohibit specified transactions
relation to the holding of any shares in treasury and with the in respect of its securities listed on The Stock Exchange of Hong
conditions of the waiver in connection with any shares it may hold Kong Limited. Except for dealings as intermediaries or as trustees
in treasury. At 31 December 2020, pursuant to Chapter 6 of the UK by subsidiaries of HSBC Holdings, neither HSBC Holdings nor any
Companies Act 2006, 325,273,407 ordinary shares were held in of its subsidiaries has purchased, sold or redeemed any of its
treasury. This was the maximum number of shares held at any securities listed on The Stock Exchange of Hong Kong Limited
time during 2020, representing 1.57% of the shares in issue as at during the year ended 31 December 2020.
31 December 2020. The nominal value of shares held in treasury
was $162,636,704.
Notifiable interests in share capital
At 31 December 2020, HSBC Holdings had received the following
notification of major holdings of voting rights pursuant to the
requirements of Rule 5 of the Disclosure, Guidance and
Transparency Rules:

Directors’ interests table, no further interests were held by Directors, and no Directors
or their connected persons were awarded or exercised any right to
Pursuant to the requirements of the UK Listing Rules and subscribe for any shares or debentures in any HSBC corporation
according to the register of Directors’ interests maintained by during the year.
HSBC Holdings pursuant to section 352 of the Securities and
Futures Ordinance of Hong Kong, the Directors of HSBC Holdings No Directors held any short position as defined in the Securities
at 31 December 2020 had certain interests, all beneficial unless and Futures Ordinance of Hong Kong in the shares or debentures
otherwise stated, in the shares or debentures of HSBC Holdings of HSBC Holdings and its associated corporations.
and its associated corporations. Save as stated in the following
Directors’ interests – shares and debentures

At 31 Dec 2020 or date of cessation, if earlier
At 1 Jan Child Jointly with
2020, or date of Beneficial under 18 another Total
Footnotes appointment, if later owner or spouse person Trustee interests
HSBC Holdings ordinary shares
Kathleen Casey (retired on 24 April 2020) 1 15,125 15,125 — — — 15,125
Laura Cha 16,200 16,200 — — — 16,200
Henri de Castries 19,251 19,251 — — — 19,251
James Forese (appointed to the Board on 1 May 2020) 1 — 115,000 — — — 115,000
Steven Guggenheimer (appointed to the Board on 1 May
2020) 1,4 — — — 15,000 — 15,000
Irene Lee 11,904 11,904 — — — 11,904
José Antonio Meade Kuribreña 1 — 15,000 — — — 15,000
Heidi Miller 1 15,700 15,700 — — — 15,700
Eileen Murray (appointed to the Board on 1 July 2020) 1 — 75,000 75,000
David Nish 50,000 — 50,000 — — 50,000
Noel Quinn 2 441,925 778,958 — — — 778,958
Ewen Stevenson 2 233,972 545,731 — — — 545,731
Sir Jonathan Symonds (retired on 18 February 2020) 43,821 38,823 4,998 43,821
Jackson Tai 1, 3 66,515 32,800 11,965 21,750 — 66,515
Mark Tucker 307,352 307,352 — — — 307,352
Pauline van der Meer Mohr 15,000 15,000 — — — 15,000
1 Kathleen Casey has an interest in 3,025, James Forese has an interest in 23,000, Steven Guggenheimer has an interest in 3,000, José Antonio
Meade Kuribreña has an interest in 3,000, Heidi Miller has an interest in 3,140, Eileen Murray has an interest in 15,000 and Jackson Tai has an
interest in 13,303 listed ADS, which are categorised as equity derivatives under Part XV of the Securities and Futures Ordinance of Hong Kong.
Each ADS represents five HSBC Holdings ordinary shares.
2 Executive Directors’ other interests in HSBC Holdings ordinary shares arising from the HSBC Holdings Savings-Related Share Option Plan (UK)
and the HSBC Share Plan 2011 are set out in the Scheme interests in the Directors’ remuneration report on page 229. At 31 December 2020, the
aggregate interests under the Securities and Futures Ordinance of Hong Kong in HSBC Holdings ordinary shares, including interests arising
through employee share plans and the interests above were: Noel Quinn – 1,333,514; and Ewen Stevenson – 1,751,278. Each Director’s total
interests represents less than 0.01% of the shares in issue and 0.01% of the shares in issue excluding treasury shares.
3 Jackson Tai has a non-beneficial interest in 11,965 shares of which he is custodian.
4 On 19 May 2020, Steven Guggenheimer reported to HSBC that he had acquired 5,000 shares on 1 May 2020. Prior clearance was not obtained as
required pursuant to the standards set out in the Hong Kong Model Code for Securities Transactions by Directors of Listed Issuers. Enhancements
have been made to the Directors' onboarding process, along with communication throughout the year, to highlight share dealing obligations.
There have been no changes in the shares or debentures of the Corporate Governance Committee report sets out further detail on
Directors from 31 December 2020 to the date of this report. the Board selection process. The number of Directors (other than
any alternate Directors) must not be fewer than five nor exceed 25.
Listing Rule 9.8.4 and other disclosures The Board may at any time appoint any person as a Director,
This section of the Annual Report and Accounts 2020 forms part of either to fill a vacancy or as an addition to the existing Board. The
and includes certain disclosures required in the Report of the Board may appoint any Director to hold any employment or
Directors incorporated by cross-reference, including under Listing executive office, and may revoke or terminate any such
Rule 9.8.4 and otherwise as applicable by law. appointment.
Content Page references Non-executive Directors are appointed for an initial three-year
Long-term incentives 243
term and, subject to continued satisfactory performance based
Dividend waivers 256
upon an assessment by the Group Chairman and the Nomination
Dividends 256
& Corporate Governance Committee, are proposed for re-election
Change of control 260
by shareholders at each AGM. They typically serve two three-year
Emissions 46
terms. The Board may invite a Director to serve additional periods
but any term beyond six years is subject to review with an
Energy efficiency 53, 55
explanation to be provided in the Annual Report and Accounts.
Section 172 and stakeholder engagement 22
Principal activities of HSBC 12, 30, 85, 335 Shareholders vote at each AGM on whether to elect and re-elect
Business review and future developments 12–41, 43, 109, 118, 362 individual Directors. All Directors that stood for election and re-
election at the 2020 AGM were elected and re-elected by
Directors’ governance shareholders.
Appointment and re-election None of the Directors who retired during the year or who are not
A rigorous selection process is followed for the appointment of offering themselves for re-election at the 2021 AGM have raised
Directors. Appointments are made on merit and candidates are concerns about the operation of the Board or the management of
considered against objective criteria, having regard to the benefits the company.
of a diverse Board. Appointments are made in accordance with No executive Director is involved in deciding their own
HSBC Holdings' Articles of Association. The Nomination & remuneration outcome.

Commitments human rights, and anti-corruption and anti-bribery matters are
included in other sections of this Annual Report and Accounts
The terms and conditions of the appointments of non-executive
2020.
Directors are set out in a letter of appointment, which includes the
expectations of them and the estimated time required to perform Shareholder engagement
their role. Letters of appointment of each non-executive Director The Board is directly accountable to, and gives high priority to
are available for inspection at the registered office of HSBC communicating with, HSBC’s shareholders. Information about
Holdings. The current anticipated time commitment, which is HSBC and its activities is provided to shareholders in its Interim
subject to periodic review, is 75 days per year. Non-executive Reports and the Annual Report and Accounts as well as on
Directors who chair a Board committee are expected to devote up www.hsbc.com.
to 100 days per year to the Group. The Chair of the Group Risk
Committee is expected to commit up to 150 days per year, To complement regular publications, there is continual dialogue
reflecting the complexity of the role and responsibilities of this between members of the Board and institutional investors
committee. All non-executive Directors confirm that they can meet throughout the year. For examples of such engagement see the
this requirement, taking into account any other commitments they Group Chairman's letter on page 196 and the Remuneration
have. Committee Chair's letter on page 229.
Board approval is required for any non-executive Directors’ Directors are encouraged to develop an understanding of the
external commitments, with consideration given to time views of shareholders. Enquiries from individuals on matters
commitments and conflicts of interest. relating to their shareholdings and HSBC’s business are
welcomed.
Conflicts of interest
Any individual or institutional investor can make an enquiry by
The Board has an established policy and set of procedures to contacting the investor relations team, Group Chairman, Group
ensure that the Board’s management of the Directors’ conflicts of Chief Executive, Group Chief Financial Officer and Group Company
interest policy operates effectively. The Board has the power to Secretary and Chief Governance Officer. Our Senior Independent
authorise conflicts where they arise, in accordance with the Director is also available to shareholders if they have concerns that
Companies Act 2006 and HSBC Holdings' Articles of Association. cannot be resolved or for which the normal channels would not be
Details of all Directors’ conflicts of interest are recorded in the appropriate. He can be contacted via the Group Company
register of conflicts, which is maintained by the Group Company Secretary and Chief Governance Officer at 8 Canada Square,
Secretary and Chief Governance Officer's office. Upon London E14 5HQ.
appointment, new Directors are advised of the policy and
procedures for managing conflicts. Directors are required to notify Annual General Meeting
the Board of any actual or potential conflicts of interest and to The AGM in 2021 is planned to be held in London at 11:00am on
update the Board with any changes to the facts and circumstances Friday, 28 May 2021. Information on how to participate, both in
surrounding such conflicts. The Board has considered, and advance and on the day, can be found in the Notice of the 2021
authorised (with or without conditions) where appropriate, AGM, which will be sent to shareholders on 24 March 2021 and
potential conflicts as they have arisen during the year in be available on www.hsbc.com/agm. A live webcast will be
accordance with the said policy and procedures. available on www.hsbc.com. A recording of the proceedings will
Directors' indemnity be available on www.hsbc.com shortly after the conclusion of the
AGM. Due to the current environment these arrangements may
The Articles of Association of HSBC Holdings contain a qualifying change. Shareholders should monitor our website and
third-party indemnity provision, which entitles Directors and other announcements for any updates. Shareholders may send enquiries
officers to be indemnified out of the assets of HSBC Holdings to the Board in writing via the Group Company Secretary and Chief
against claims from third parties in respect of certain liabilities. Governance Officer, HSBC Holdings plc, 8 Canada Square, London
HSBC Holdings has granted, by way of deed poll, indemnities to E14 5HQ or by sending an email to
the Directors, including former Directors who retired during the shareholderquestions@hsbc.com.
year, against certain liabilities arising in connection with their General meetings and resolutions
position as a Director of HSBC Holdings or of any Group company.
Directors are indemnified to the maximum extent permitted by Shareholders may require the Directors to call a general meeting
law. other than an AGM, as provided by the UK Companies Act 2006. A
valid request to call a general meeting may be made by members
The indemnities that constitute a 'qualifying third-party indemnity representing at least 5% of the paid-up capital of HSBC Holdings
provision', as defined by section 234 of the Companies Act 2006, as carries the right of voting at its general meetings (excluding any
remained in force for the whole of the financial year (or, in the paid-up capital held as treasury shares). A request must state the
case of Directors appointed during 2020, from the date of their general nature of the business to be dealt with at the meeting and
appointment). The deed poll is available for inspection at the may include the text of a resolution that may properly be moved
registered office of HSBC Holdings. and is intended to be moved at the meeting. At any general
Additionally, Directors have the benefit of Directors’ and officers’ meeting convened on such request, no business may be
liability insurance. transacted except that stated by the requisition or proposed by the
Board.
Qualifying pension scheme indemnities have also been granted to
the Trustees of the Group's pension schemes, which were in force Shareholders may request the Directors to send a resolution to
for the whole of the financial year and remain in force as at the shareholders for consideration at an AGM, as provided by the UK
date of this report. Companies Act 2006. A valid request must be made by (i)
members representing at least 5% of the paid-up capital of HSBC
Contracts of significance
Holdings as carries the right of voting at its general meetings
During 2020, none of the Directors had a material interest, directly (excluding any paid-up capital held as treasury shares), or (ii) at
or indirectly, in any contract of significance with any HSBC least 100 members who have a right to vote on the resolution at
company. During the year, all Directors were reminded of their the AGM in question and hold shares in HSBC Holdings on which
obligations in respect of transacting in HSBC securities and there has been paid up an average sum, per member, of at least
following specific enquiry all Directors have confirmed that they £100. The request must be received by the company not later than
have complied with their obligations. (i) six weeks before the AGM in question; or (ii) if later, the time at
Additional non-financial disclosures which the notice of AGM is published.
Additional non-financial disclosures detailing HSBC’s policies and A request may be in hard copy form or in electronic form, and
practices in relation to the workforce, environment, social matters, must be authenticated by the person or persons making it. A
request may be made in writing to HSBC Holdings at its UK

address, referred to in the paragraph above or by sending an email values, strategy and risk management principles, guiding us to do
to shareholderquestions@hsbc.com. the right thing and treat our customers and our colleagues fairly at
all times.
Events after the balance sheet date
Risk management framework
For details of events after the balance sheet date, see Note 36 on
the financial statements. The risk management framework provides an effective and
efficient approach to how we govern and oversee the organisation
Change of control as well as how we monitor and mitigate risks to the delivery of our
The Group is not party to any significant agreements that take strategy. It applies to all categories of risk, covering core
effect, alter or terminate following a change of control of the governance, standards and principles that bring together all of the
Group. The Group does not have agreements with any Director or Group’s risk management practices into an integrated structure.
employee that would provide compensation for loss of office or Delegation of authority within limits set by the Board
employment resulting from a takeover bid.
Subject to certain matters reserved for the Board, the Group Chief
Branches Executive has been delegated authority limits and powers within
The Group provides a wide range of banking and financial services which to manage the day-to-day affairs of the Group, including the
through branches and offices in the UK and overseas. right to sub-delegate those limits and powers. Each relevant Group
Executive Committee member or executive Director has delegated
Research and development activities authority within which to manage the day-to-day affairs of the
During the ordinary course of business the Group develops new business or function for which he or she is accountable.
products and services within the global businesses. Delegation of authority from the Board requires those individuals
Political donations to maintain a clear and appropriate apportionment of significant
responsibilities and to oversee the establishment and maintenance
HSBC does not make any political donations or incur political of systems of control that are appropriate to their business or
expenditure within the ordinary meaning of those words. We have function. Authorities to enter into credit and market risk exposures
no intention of altering this policy. However, the definitions of are delegated with limits to line management of Group companies.
political donations, political parties, political organisations and However, credit proposals with specified higher-risk
political expenditure used in the UK Companies Act 2006 are very characteristics require the concurrence of the appropriate global
wide. As a result, they may cover routine activities that form part function. Credit and market risks are measured and reported at
of the normal business activities of the Group and are an accepted subsidiary company level and aggregated for risk concentration
part of engaging with stakeholders. To ensure that neither the analysis on a Group-wide basis.
Group nor any of its subsidiaries inadvertently breaches the UK
Companies Act 2006, authority is sought from shareholders at the
Risk identification and monitoring
AGM to make political donations. Systems and procedures are in place to identify, assess, control
HSBC provides administrative support to two political action and monitor the material risk types facing HSBC as set out in the
committees ('PACs') in the US funded by voluntary political risk management framework. The Group‘s risk measurement and
contributions by eligible employees. We do not control the PACs, reporting systems are designed to help ensure that material risks
and all decisions regarding the amounts and recipients of are captured with all the attributes necessary to support well-
contributions are directed by the respective steering committee of founded decisions, that those attributes are accurately assessed
each PAC, which are comprised of eligible employees. The PACs and that information is delivered in a timely manner for those risks
recorded combined political donations of $100,750 during 2020 to be successfully managed and mitigated.
(2019: $119,600). Changes in market conditions/practices
Charitable contributions Processes are in place to identify new risks arising from changes
in market conditions/practices or customer behaviours, which
For details of charitable contributions, see page 50.
could expose the Group to heightened risk of loss or reputational
damage. The Group employs a top and emerging risks framework,
Internal control which contains an aggregate of all current and forward-looking
risks and enables it to take action that either prevents them
The Board is responsible for maintaining and reviewing the
materialising or limits their impact.
effectiveness of risk management and internal control systems,
and for determining the aggregate level and types of risks the During 2020 unprecedented global economic events led to banks
Group is willing to take in achieving its strategic objectives. playing an expanded role to support society and customers. The
Covid-19 outbreak and its impact on the global economy have
To meet this requirement and to discharge its obligations under
impacted many of our customers’ business models and income,
the FCA Handbook and the PRA Handbook, procedures have been
requiring significant levels of support from both governments and
designed: for safeguarding assets against unauthorised use or
banks.
disposal; for maintaining proper accounting records; and for
ensuring the reliability and usefulness of financial information used To meet the additional challenges, we supplemented our existing
within the business or for publication. approach to risk management with additional tools and practices.
We increased our focus on the quality and timeliness of the data
These procedures provide reasonable assurance against material
used to inform management decisions, through measures such as
misstatement, errors, losses or fraud. They are designed to provide
early warning indicators, prudent active risk management of our
effective internal control within the Group and accord with the
risk appetite, and ensuring regular communication with our Board
Financial Reporting Council‘s guidance for Directors issued in
and other key stakeholders.
2014, on risk management, internal control and related financial
and business reporting. The procedures have been in place Responsibility for risk management
throughout the year and up to 23 February 2021, the date All employees are responsible for identifying and managing risk
of approval of this Annual Report and Accounts 2020. within the scope of their role as part of the three lines of defence
The key risk management and internal control procedures include model. This is an activity-based model to delineate management
the following: accountabilities and responsibilities for risk management and the
control environment. The second line of defence sets the policy
Global principles
and guidelines for managing specific risk areas, provides advice
The Group's Global Principles set an overarching standard for all and guidance in relation to the risk, and challenges the first line of
other policies and procedures and are fundamental to the Group’s defence (the risk owners) on effective risk management.
risk management structure. They inform and connect our purpose,

The Board delegated authority to the Group Audit Committee Financial reporting
('GAC') and it reviewed the independence, autonomy and
The Group’s financial reporting process is controlled using
effectiveness of the Group's policies and procedures on
documented accounting policies and reporting formats, supported
whistleblowing, including the procedures for the protection of staff
by detailed instructions and guidance on reporting requirements,
who raise concerns of detrimental treatment.
issued to all reporting entities within the Group in advance of each
Strategic plans reporting period end. The submission of financial information from
Strategic plans are prepared for global businesses, global each reporting entity is supported by a certification by the
functions and geographical regions within the framework of the responsible financial officer and analytical review procedures at
Group’s overall strategy. Annual operating plans, informed by reporting entity and Group levels.
detailed analysis of risk appetite describing the types and quantum Disclosure Committee
of risk that the Group is prepared to take in executing its strategy,
Chaired by the Group Chief Financial Officer, the Disclosure
are prepared and adopted by all major Group operating companies
Committee supports the discharge of the Group’s obligations
and set out the key business initiatives and the likely financial
under relevant legislation and regulation including the UK and
effects of those initiatives.
Hong Kong listing rules, the UK Market Abuse Regulation and US
The effectiveness of the Group’s system of risk management and Securities and Exchange Commission rules. In so doing, the
internal control is reviewed regularly by the Board, the Group Risk Disclosure Committee is empowered to determine whether a
Committee ('GRC') and the GAC. new event or circumstance should be disclosed, including the
During 2020, the Group continued to focus on operational form and timing of such disclosure, and review certain material
resilience and invest in the non-financial risk infrastructure. There disclosures made or to be made by the Group. The membership
was a particular focus on material and emerging risks and areas of the Disclosure Committee consists of senior management,
undergoing strategic growth. including the Group Chief Financial Officer, Group Chief Legal
Officer and Group Company Secretary and Chief Governance
The GRC and the GAC received confirmation that executive Officer. The Group's brokers, external auditors and its external
management has taken or is taking the necessary actions to legal counsel also attend as required. The integrity of disclosures
remedy any failings or weaknesses identified through the is underpinned by structures and processes within the Global
operation of the Group's framework of controls. In response to the Finance and Global Risk functions that support rigorous analytical
Covid-19 outbreak, our business continuity responses have been review of financial reporting and the maintenance of proper
successfully implemented and the majority of service level accounting records. As required by the Sarbanes-Oxley Act, the
agreements continue to be maintained. Group Chief Executive and the Group Chief Financial Officer have
Internal control over financial reporting certified that the Group's disclosure controls and procedures
were effective as at the end of the period covered by this Annual
HSBC is required to comply with section 404 of the US Sarbanes- Report and Accounts 2020.
Oxley Act of 2002 and assess its effectiveness of internal control
over financial reporting at 31 December 2020. In 2014, the GAC The annual review of the effectiveness of the Group's system of
endorsed the adoption of the COSO 2013 framework for the risk management and internal control over financial reporting was
monitoring of risk management and internal control systems to conducted with reference to the COSO 2013 framework. Based on
satisfy the requirements of section 404 of the Sarbanes-Oxley Act. the assessment performed, the Directors concluded that for the
year ended 31 December 2020, the Group's internal control over
The key risk management and internal control procedures over financial reporting was effective.
financial reporting include the following:
PwC has audited the effectiveness of HSBC's internal control over
Entity level controls financial reporting and has given an unqualified opinion.
The primary mechanism through which comfort over risk Going concern
management and internal control systems is achieved is through
assessments of the effectiveness of controls to manage risk, and The Board, having made appropriate enquiries, is satisfied that the
the reporting of issues on a regular basis through the various risk Group as a whole has adequate resources to continue operations
management and risk governance forums. Entity level controls are for a period of at least 12 months from the date of this report, and
a defined suite of internal controls that have a pervasive influence it therefore continues to adopt the going concern basis in
over the entity as a whole and meet the principles of the preparing the financial statements. For further details, see page
Committee of Sponsoring Organizations of the Treadway 41.
Commission ('COSO') framework. They include controls related to
the control environment, such as the Group's values and ethics, Employees
the promotion of effective risk management and the overarching
governance exercised by the Board and its non-executive At 31 December 2020, HSBC had a total workforce equivalent to
committees. The design and operational effectiveness of entity 226,000 full-time employees compared with 235,000 at the end of
level controls are assessed annually as part of the assessment of 2019 and 229,000 at the end of 2018. Our main centres of
the effectiveness of internal controls over financial reporting. If employment were the UK with approximately 40,000 employees,
issues are significant to the Group, they are escalated to the GRC India with 39,000, Hong Kong with 29,000, mainland China with
and also to the GAC, if concerning financial reporting matters. The 27,000, Mexico with 15,000, the US with 8,000 and France with
suite of entity level controls was updated in 2020 to simplify and 7,000.
align with the Group’s refreshed risk management framework. Our people span many cultures, communities and continents. By
Process level transactional controls focusing on employee well-being, diversity, inclusion and
engagement, as well as building our peoples’ skills and
Key process level controls that mitigate the risk of financial capabilities for now and for the future, we aim to create an
misstatement are identified, recorded and monitored in environment where our people can fulfil their potential. We use
accordance with the risk framework. This includes the confidential surveys to assess progress and make changes. We
identification and assessment of relevant control issues against want to have an open culture where our people feel connected,
which action plans are tracked through to remediation. Further supported to speak up and where our leaders encourage
details on HSBC’s approach to risk management can be found on feedback. Where we make organisational changes, we support
page 107. The GAC has continued to receive regular updates on our people throughout the change and in particular where there
HSBC’s ongoing activities for improving the effective oversight of are job losses.
end-to-end business processes and management continued to
identify opportunities for enhancing key controls, such as through
the use of automation technologies.

Employee relations entirely online with more than 100 leaders and graduate alumni
welcoming approximately 650 graduates.
We consult with and, where appropriate, negotiate with employee
representative bodies where we have them. It is our policy to Supporting self-development
maintain well-developed communications and consultation We have a range of tools and resources to help colleagues take
programmes with all employee representative bodies. There have ownership of their development and career.
been no material disruptions to our operations from labour
disputes during the past five years. • HSBC University is our one-stop shop for learning delivered via
an online portal, network of global training centres and third-
We are committed to complying with the applicable employment party providers.
laws and regulations in the jurisdictions in which we operate.
HSBC’s global employment practices and relations policy provides • Our My HSBC Career portal offers career development
the framework and controls through which we seek to uphold that resources and information on managing change and on giving
commitment. back to the organisation and the communities in which we
operate. Over 100,000 of our colleagues made use of it in 2020.
Diversity and inclusion
• We launched a global mentoring system in 2020 to enable
Our customers, suppliers and communities span many cultures colleagues to match with a mentor or mentee. At 31 December
and continents. We believe this diversity makes us stronger, and 2020, we had in excess of 6,800 mentors and mentees in 58
we are dedicated to building a diverse and connected workforce countries and territories.
where everyone feels a sense of belonging.
Developing core skills
Our Group People Committee, which is made up of Group
Executive Committee members, governs our diversity and Our managers are the critical link in supporting our colleagues. In
inclusion agenda. It meets regularly to agree actions to improve 2020, we redesigned our suite of training and resources for
diverse representation and build a more inclusive culture where managers so they can focus on the most important skills including
our colleagues can bring the best of themselves to work and leading and supporting teams through change.
deliver more equal outcomes for our stakeholders. Members of Risk management remains central to development and is part of
our Group Executive Committee are held to account for the actions our mandatory training. Those at higher risk of exposure to
they take on diversity via aspirational targets contained within financial wrongdoing experience more in-depth training on
their performance scorecards. Our people managers also have a financial risks, such as money laundering, sanctions, bribery and
component of their performance assessed on the degree to which corruption. Other programmes and resources address specific
they create team environments that are inclusive, motivating and areas of risk, like management of third-party suppliers.
nurturing. Every colleague at HSBC must treat each other with
Our Cyber Hub brings together training, insights, events and
dignity and respect, creating an inclusive environment. Our
campaigns on how to combat cyber-crime. We are also supporting
policies make clear we do not tolerate unlawful discrimination,
those who develop models and senior leaders with training to help
bullying or harassment on any grounds.
them understand and apply our Principles on the Ethical Use of
To align our approach to inclusion best practice, we participate in Big Data and Artificial Intelligence.
global diversity benchmarks, which help us to identify
A learning and feedback culture
improvement opportunities. We also track a large number of
diversity and inclusion metrics, which enable us to pinpoint We want our colleagues to be well prepared for changing
inclusion barriers and take action where required. workplace requirements and so have developed a flagship Future
Our gender diversity statistics are set out on page 64. Skills programme to support them. We identified nine key
behaviours we believe are necessary future skills for colleagues
Further details of our diversity and inclusion activity, together with our Gender
and built a curriculum of resources to support learners to develop
and Ethnicity UK Pay Gap Report 2020, can be found at www.hsbc.com/
diversitycommitments. these.
More than 1,000 colleagues now act as Future Skills Influencers,
Employment of people with a disability supporting their businesses and teams to invest in learning. In
We believe in providing equal opportunities for all employees. The November 2020, we ran a week-long MySkills festival, which
employment of people with a disability is included in this helped colleagues explore future skills through virtual events,
commitment. The recruitment, training, career development and interactive workshops and online resources. Demand to join
promotion of people with a disability are based on the aptitudes sessions surpassed our expectations with more than 45,000
and abilities of the individual. Should employees become disabled registrations for events.
during their employment with us, efforts are made to continue Senior succession planning
their employment and, if necessary, appropriate training and
reasonable equipment and facilities are provided. Developing future leaders is critical to our long-term success. The
Group Executive Committee dedicates time to articulate the
Employee development current and future capabilities required to deliver the business
A workforce capable of meeting the challenges of today and strategy, and identify successors for our most critical roles.
tomorrow requires significant support to develop the right skills. Successors undergo robust assessment and participate in
Whatever our colleagues’ career paths, we have a range of tools executive development. Potential successors for senior roles also
and resources to help them. benefit from coaching and mentoring and are moved into roles
A rapid shift to virtual learning that build their skills and capabilities.
The Covid-19 outbreak resulted in a halt to classroom training and Health and safety
rapid expansion in virtual learning. We prioritised the transition to
We are committed to providing a safe and healthy working
remote working and helping people manage their well-being. The
environment for everyone. We strive to ensure we adopt best
shift from physical classroom training to shorter virtual equivalents
health and safety management practices across the organisation
and online resources resulted in a total of 5.2 million hours and 2.9
and aim for standards that reflect our core values.
days per FTE in training in 2020. For further details on training
hours and days by gender, region and seniority, see the ESG Data Chief operating officers have overall responsibility for ensuring
Pack at www.hsbc.com/esg. that global policies, procedures and safeguards are put into
practice locally, and that all legal requirements are met.
We converted or rebuilt technical, professional and personal
classroom programmes to deliver online. New joiners to HSBC To put our commitment into practice, we delivered a range of
experienced an immersive virtual induction programme and virtual programmes in 2020 to help us understand and manage
internships. Our global graduate induction programme moved

effectively the risks we face and improve the buildings in which unrelated to performance or experience with the Group, while
we operate: performing their role in the long-term interests of our stakeholders.
• Based on expert medical advice, we created safe workplaces For further details of the Group’s approach to remuneration, see page 233.
globally, designed to protect our employees, contractors and
customers from the risks of Covid-19. We carried out Employee share plans
approximately 1,700 Covid-19-related workplace enhancements Share options and discretionary awards of shares granted under
globally, with measures involving: enhanced cleaning; training HSBC share plans align the interests of employees with the
and awareness; public hygiene; and track and trace. creation of shareholder value. The following table sets out the
• We updated our advice on working from home, providing more particulars of outstanding options, including those held by
awareness and best practices on good ergonomics and well- employees working under employment contracts that are regarded
being to be adopted during these unprecedented times. as ‘continuous contracts’ for the purposes of the Hong Kong
Employment Ordinance. The options were granted at nil
• We delivered an improved health and safety training and consideration. No options have been granted to substantial
awareness programme to 245,000 of our employees and shareholders and suppliers of goods or services, nor in excess of
contractors globally, ensuring roles and responsibilities were the individual limit for each share plan. No options were cancelled
clear and understood. by HSBC during the year.
• We completed the annual safety inspection on all of our A summary for each plan of the total number of the options that
buildings globally, subject to local Covid-19 restrictions, to were granted, exercised or lapsed during 2020 is shown in the
ensure we were meeting our standards and continuously following table. Further details required to be disclosed pursuant
improving our safety performance. to Chapter 17 of the Rules Governing the Listing of Securities on
• We continued to focus on enhancing the safety culture in our The Stock Exchange of Hong Kong Limited are available on our
supply chain through our SAFER Together programme, website at www.hsbc.com/who-we-are/leadership-and-
covering the five key elements of best practice safety culture, governance/remuneration and on the website of The Stock
including speaking up about safety, and recognising Exchange of Hong Kong Limited at www.hkex.com.hk, or can be
excellence. Our 2020 safety climate survey results showed a obtained upon request from the Group Company Secretary and
continued year-on-year increase in safety culture, and Chief Governance Officer, 8 Canada Square, London E14 5HQ.
significantly above the industry average. Particulars of options held by Directors of HSBC Holdings are set out on
• Our Eat Well Live Well programme continued through page 245.
educating and informing our colleagues on how to make Note 5 on the financial statements gives details of share-based payments,
healthy food and drink choices. We enhanced the programme including discretionary awards of shares granted under HSBC share plans.
to provide digital educational and information resources, All-employee share plans
including a suite of videos and recipe ideas. The programme
was runner up in the 2020 Global Healthy Workplace Awards. HSBC operates all-employee share option plans under which
options are granted over HSBC ordinary shares. Subject to leaver
• We put in place effective storm preparation controls and provisions, options are normally exercisable after three or five
processes to ensure the protection of our people and years. During 2020, options were granted by reference to the
operations. In 2020, there were 41 named storms, which average market value of HSBC Holdings ordinary shares on the
passed over 2,316 of our buildings and resulted in no injuries or five business days immediately preceding the invitation date, then
business impact. applying a discount of 20%. The closing price for HSBC Holdings
ordinary shares quoted on the London Stock Exchange on
Employee health and safety 23 September 2020, the day before the options were granted and
Footnotes 2020 2019 2018 as derived from the Daily Official List, was £2.9025.
Number of workplace fatalities — 1 1
The HSBC Holdings Savings-Related Share Option Plan (UK) will
Number of major injuries to employees 1 15 29 27
expire on 24 April 2030, by which time the plan may be extended
All injury rate per 100,000 employees 88 189 189
with approval from shareholders, unless the Directors resolve to
1 Fractures, dislocation, concussion, loss of consciousness, overnight terminate the plan at an earlier date.
admission to hospital.
The HSBC International Employee Share Purchase Plan was
Remuneration introduced in 2013 and now includes employees based in
27 jurisdictions, although no options are granted under this plan.
HSBC’s pay and performance strategy is designed to reward
During 2020, approximately 171,000 employees were offered
competitively the achievement of long-term sustainable
participation in these plans.
performance and attract and motivate the very best people,
regardless of gender, ethnicity, age, disability or any other factor
HSBC Holdings Savings-Related Share Option Plan (UK)

HSBC Holdings ordinary shares
Dates of awards Exercise price Usually exercisable At Granted Exercised Lapsed At
from to from to from to Footnotes 1 Jan 2020 during year during year during year 31 Dec 2020
(£) (£)
20 Sep 2013 24 Sep 2020 2.6270 5.9640 1 Nov 2018 30 Apr 2026 1 65,060,681 111,469,393 1,387,599 44,189,936 130,952,539
1 The weighted average closing price of the shares immediately before the dates on which options were exercised was £5.2014.

oversight of internal control, other than internal control over

Statement of compliance financial reporting, and risk management systems. This is
The statement of corporate governance practices set out on pages permitted under the UK Corporate Governance Code.
195 to 265 and the information referred to therein constitutes the Notwithstanding that Laura Cha has served on the Board for more
'Corporate governance report' and 'Report of the Directors' of than nine years, the Board has determined that she continues to
HSBC Holdings. The websites referred to do not form part of this be independent when taking into consideration all other relevant
report. circumstances that are likely to impair, or could appear to impair,
independence. Laura will not be standing for re-election at the
Relevant corporate governance codes, role profiles and policies 2021 AGM.
UK Corporate Governance www.frc.org.uk HSBC Holdings has codified obligations for transactions in Group
Code securities in accordance with the requirements of the UK Market
Hong Kong Corporate www.hkex.com.hk Abuse Regulation and the rules governing the listing of securities
Governance Code (set out in on HKEx, save that the HKEx has granted waivers from strict
Appendix 14 to the Rules compliance with the rules that take into account accepted
Governing the Listing of practices in the UK, particularly in respect of employee share
Securities on the Stock plans. During the year, all Directors were reminded of their
Exchange of Hong Kong obligations in respect of transacting in HSBC Group securities and,
Limited) except as disclosed on page 258, following specific enquiry all
Descriptions of the roles and www.hsbc.com/who-we-are/ Directors have confirmed that they have complied with their
responsibilities of the: leadership-and-governance/ obligations.
– Group Chairman board-responsibilities
– Group Chief Executive

– Senior Independent Director
– Board
Board and senior management www.hsbc.com/who-we-are/
leadership-and-governance
Roles and responsibilities of the www.hsbc.com/who-we-are/
Board's committees leadership-and-governance/
board-committees On behalf of the Board
Board’s policies on: www.hsbc.com/who-we-are/
Mark E Tucker
– diversity and inclusion leadership-and-governance/
board-responsibilities Group Chairman
– shareholder communication
HSBC Holdings plc
– human rights
Registered number 617987
– remuneration practices and
23 February 2021
governance
Global Internal Audit Charter www.hsbc.com/who-we-are/
leadership-and-governance/
corporate-governance-codes/
internal-control
HSBC is subject to corporate governance requirements in both the

UK and Hong Kong. During 2020, save to the extent referred to
below, HSBC complied with the provisions and requirements of
both the UK and Hong Kong Corporate Governance Codes.
Following the UK Government’s introduction of social distancing
measures and prohibition on non-essential travel and public
gatherings, it was not possible for shareholders to attend the 2020
Annual General Meeting (‘AGM’) in person. The Board was fully
informed of all relevant AGM and shareholder matters but only a
limited number of Directors and essential personnel attended the
AGM to ensure the meeting was quorate and to enable the
business of the meeting to be conducted. Shareholders were
advised to vote by submitting a proxy in advance of the AGM and
that they should only appoint the Chairman of the AGM to act as
their proxy. To ensure that shareholders did not lose the
opportunity to raise questions, shareholders were encouraged to
submit questions for the Board via email in advance of the AGM.
Responses to the most frequent questions across key themes
were published on the HSBC website after due consideration by
the Board. None of the questions submitted covered a topic that
required consideration by the auditor. Given these measures, not
all of the persons set out in paragraphs A.6.7 and E.1.2 of the
Hong Kong Corporate Governance Code were able to attend the
AGM.
Under the Hong Kong Code, the audit committee should be
responsible for the oversight of all risk management and internal
control systems. HSBC’s Group Risk Committee is responsible for

Disclosure of information to auditors
Directors’ responsibility statement
In accordance with section 418 of the Companies Act 2006, the
The Directors are responsible for preparing the Annual Report and Directors’ report includes a statement, in the case of each Director
Accounts 2020, the Directors’ remuneration report and the in office as at the date the Report of the Directors is approved,
financial statements in accordance with applicable law and that:
regulations.
• so far as the Director is aware, there is no relevant audit
Company law requires the Directors to prepare financial information of which the Company’s auditors are unaware; and
statements for each financial year. Under that law, the Directors
have prepared the parent company (‘Company’) and Group • they have taken all the steps they ought to have taken as a
financial statements in accordance with International Financial Director in order to make themselves aware of any relevant
Reporting Standards (‘IFRSs’) as adopted by the European Union. audit information and to establish that the Company’s auditors
In preparing these financial statements, the Directors have also are aware of that information.
elected to comply with IFRSs, issued by the International
Accounting Standards Board (‘IASB’). Under company law, the
Directors must not approve the financial statements unless they
are satisfied that they give a true and fair view of the state of
affairs of the Company and Group, and of the profit or loss of the
Company and Group for that period. In preparing these financial
statements, the Directors are required to:
• select suitable accounting policies and then apply them
On behalf of the Board
consistently;
Mark E Tucker
• make judgements and estimates that are reasonable and
prudent; Group Chairman
• state whether applicable IFRSs as adopted by the European HSBC Holdings plc
Union and IFRSs issued by IASB have been followed, subject to Registered number 617987
any material departures disclosed and explained in the financial
statements; and 23 February 2021
• prepare the financial statements on a going concern basis
unless it is inappropriate to presume that the Company and
Group will continue in business.
The Directors are also responsible for safeguarding the assets of
the Company and the Group and hence for taking reasonable
steps for the prevention and detection of fraud and other
irregularities.
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the Company’s
transactions, and disclose with reasonable accuracy at any time
the financial position of the Company and the Group enabling
them to ensure that the financial statements and the Directors’
remuneration report comply with the Companies Act 2006 and, as
regards the Group financial statements, Article 4 of the IAS
Regulation.
The Directors are responsible for the maintenance and integrity of
the Annual Report and Accounts 2020 as they appear on the
Company’s website. Legislation in the UK governing the
preparation and dissemination of financial statements may differ
from legislation in other jurisdictions.
The Directors consider that the Annual Report and Accounts 2020,
taken as a whole, is fair, balanced and understandable, and
provides the information necessary for shareholders to assess the
Company’s position, performance, business model and strategy.
Each of the Directors, whose names and functions are listed in the
‘Report of the Directors: Corporate governance report’ on pages
198 to 201 of the Annual Report and Accounts 2020, confirms that,
to the best of their knowledge:
• the Group financial statements, which have been prepared in
accordance with IFRSs as adopted by the EU, give a true and
fair view of the assets, liabilities, financial position, and profit or
loss of the Group; and
• the management report represented by the Report of the
Directors includes a fair review of the development and
performance of the business and the position of the Group,
together with a description of the principal risks and
uncertainties that it faces.
The Group Audit Committee has responsibility, delegated to it
from the Board, for overseeing all matters relating to external
financial reporting. The Group Audit Committee report on page
216 sets out how the Group Audit Committee discharges its
responsibilities.

Corporate Governance Report Ara 2020

Uploaded by

Copyright:

Available Formats

Corporate Governance Report Ara 2020

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Corporate Governance Report Ara 2020

Uploaded by

Copyright:

Available Formats

Corporate

196 Group Chairman’s governance statement

HSBC is committed to high standards of corporate

HSBC Holdings plc Annual Report and Accounts 2020 195

Group Chairman’s governance statement

As Group Chairman, I am ultimately

Given the restrictions on travel and large

“Governance improvements will remain Board changes

I would like to thank Sir Jonathan Symonds

196 HSBC Holdings plc Annual Report and Accounts 2020

HSBC Holdings plc Annual Report and Accounts 2020 197

Chairman and executive Directors

Mark E Tucker (63) Noel Quinn (59) Ewen Stevenson (54)

Board committee membership key

For full biographical details of our Board members, see

198 HSBC Holdings plc Annual Report and Accounts 2020

HSBC Holdings plc Annual Report and Accounts 2020 199

Independent non-executive Directors

200 HSBC Holdings plc Annual Report and Accounts 2020

 or full biographical details of our Board members,

HSBC Holdings plc Annual Report and Accounts 2020 201

202 HSBC Holdings plc Annual Report and Accounts 2020

Biographies are provided on pages

HSBC Holdings plc Annual Report and Accounts 2020 203

204 HSBC Holdings plc Annual Report and Accounts 2020

Steven Guggenheimer3 12/12

1 The non-executive Group Chairman was considered to be independent on appointment.

HSBC Holdings plc Annual Report and Accounts 2020 205

'I was impressed with the smooth and thorough management

206 HSBC Holdings plc Annual Report and Accounts 2020

Board committees In addition, the Chairman’s Committee is convened to provide

HSBC Holdings plc Annual Report and Accounts 2020 207

Principal subsidiary Oversight responsibility

208 HSBC Holdings plc Annual Report and Accounts 2020

HSBC Holdings plc Annual Report and Accounts 2020 209

210 HSBC Holdings plc Annual Report and Accounts 2020

1 No formal Board meetings were held during August 2020.

• a clear focus on operational resilience and support for clients,

HSBC Holdings plc Annual Report and Accounts 2020 211

Summary of Board effectiveness recommendations and actions:

End-to-end 2019 Communications with the principal

212 HSBC Holdings plc Annual Report and Accounts 2020

HSBC Holdings plc Annual Report and Accounts 2020 213

214 HSBC Holdings plc Annual Report and Accounts 2020

Matters considered during 2020

Appointment process – assessment of new non-executive Directors

Step 1 Step 2 Step 3 Step 4 Step 5

HSBC Holdings plc Annual Report and Accounts 2020 215

Group Audit Committee Membership

1 Sir Jonathan Symonds stepped down from the Board on 18 February

216 HSBC Holdings plc Annual Report and Accounts 2020

HSBC Holdings plc Annual Report and Accounts 2020 217

218 HSBC Holdings plc Annual Report and Accounts 2020

Global Internal Audit Principal activities and significant issues

HSBC Holdings plc Annual Report and Accounts 2020 219

Principal activities and significant issues considered during 2020

220 HSBC Holdings plc Annual Report and Accounts 2020

HSBC Holdings plc Annual Report and Accounts 2020 221

Principal activities and significant issues considered during 2020 (continued)

“Governance improvements will remain Board changes

or full biographical details of our Board members,