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Annual Report and Accounts 2017

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Annual Report and Accounts 2017 HSBC Bank plc Annual Report and Accounts 2017 Contents Presentation of Information Page This document comprises the Annual Report and Accounts 2017 Strategic Report for HSBC Bank plc (‘the bank’) and its subsidiaries (together ‘the Highlights 2 group’). ’We’, ‘us’ and ‘our’ refer to HSBC Bank plc together with Purpose and strategy 3 its subsidiaries. It contains the Strategic Report, the Report of the Directors, the Statement of Directors’ Responsibilities and Products and services 4 Financial Statements, together with the Independent Auditors’ How we do business 5 Report, as required by the UK Companies Act 2006. References to Key performance indicators 7 ‘HSBC’ or ‘the Group’ within this document mean HSBC Holdings Economic background and outlook 8 plc together with its subsidiaries. Financial summary 9 Risk overview 19 HSBC Bank plc is exempt from publishing information required by Report of the Directors The Capital Requirements Country-by-Country Reporting Risk 20 Regulations 2013, as this information is published by its parent, – Our conservative risk appetite 20 HSBC Holdings plc. This information will be available in June 2018 – Top and emerging risks 20 on HSBC’s website: www.hsbc.com. – Areas of special interest 23 Pillar 3 disclosures for the group are also available on – Risk management 23 www.hsbc.com, under Investor Relations. – Other material risks 35 All narrative disclosures, tables and graphs within the Strategic – Key developments and risk profile 36 Report and Report of the Directors are unaudited unless otherwise Capital 56 stated. – Capital management 56 Our reporting currency is £ sterling. – Capital overview 56 Corporate Governance Report 59 Unless otherwise specified, all $ symbols represent US dollars. – Directors 59 – Company Secretary 60 Cautionary Statement Regarding Forward- – Board of Directors 60 Looking Statements – Directors‘ emoluments 60 – Board committees 60 This Annual Report and Accounts 2017 contains certain forward- – Internal control 61 looking statements with respect to the financial condition, results – Employees 62 of operations and business of the group. – Auditor 64 Statements that are not historical facts, including statements – Conflicts of interest and indemnification of directors 64 about the group’s beliefs and expectations, are forward-looking – Statement on going concern 64 statements. Words such as ‘expects’, ‘anticipates’, ‘intends’, – Disclosure of information to the auditor 65 ‘plans’, ‘believes’, ‘seeks’, ‘estimates’, ‘potential’ and ‘reasonably – Statement of Directors’ Responsibilities 65 possible’, variations of these words and similar expressions are Financial Statements intended to identify forward-looking statements. These statements Independent Auditors’ Report 66 are based on current plans, estimates and projections, and Financial Statements 75 therefore undue reliance should not be placed on them. Forward- Notes on the Financial Statements 84 looking statements speak only as of the date they are made. HSBC Bank plc makes no commitment to revise or update any forward- looking statements to reflect events or circumstances occurring or existing after the date of any forward-looking statement. Forward-looking statements involve inherent risks and uncertainties. Readers are cautioned that a number of factors could cause actual results to differ, in some instances materially, from those anticipated or implied in any forward-looking statement. HSBC Bank plc Annual Report and Accounts 2017 1 Strategic Report | Highlights Highlights Footnotes 2017 2016 For the year (£m) Profit before tax (reported basis) 2,370 874 Profit before tax (adjusted basis) 1 3,832 4,234 Net operating income before loan impairment charges and other credit risk provisions 2 13,052 13,305 Profit/(loss) attributable to shareholders of the parent company 1,809 (212) At year-end (£m) Total equity attributable to shareholders of the parent company 43,462 39,930 Total assets 818,868 816,829 Risk-weighted assets 233,073 245,237 Loans and advances to customers (net of impairment allowances) 280,402 272,760 Customer accounts 381,546 375,252 Capital ratios (%) 3 Common equity tier 1 11.8 10.2 Tier 1 13.8 12.3 Total capital 16.9 15.7 Performance, efficiency and other ratios (annualised %) Return on average ordinary shareholders’ equity 4 4.2 (1.2) Return on average risk-weighted assets 1.0 0.4 Adjusted return on average risk-weighted assets 1.6 1.7 Cost efficiency ratio (reported basis) 5 78.2 90.3 Cost efficiency ratio (adjusted basis) 5 67.5 63.9 Jaws (adjusted basis) 6 (5.8) 0.4 Ratio of customer advances to customer accounts 73.5 72.7 1 Adjusted performance is computed by adjusting reported results for the effect of significant items as detailed on pages 10 to 12. 2 Net operating income before loan impairment charges and other credit risk provisions is also referred to as revenue. 3 Capital ratios as detailed on the capital section on pages 56 to 58. 4 The return on average ordinary shareholders’ equity is defined as profit attributable to shareholders of the parent company divided by the average total shareholders’ equity. 5 Reported cost efficiency ratio is defined as total operating expenses (reported) divided by net operating income before loan impairment charges and other credit risk provisions (reported), while adjusted cost efficiency ratio is defined as total operating expenses (adjusted) divided by net operating income before loan impairment charges and other credit risk provisions (adjusted). Net operating income before loan impairment charges and other credit risk provisions (adjusted) is also referred to as revenue (adjusted). 6 Adjusted jaws measures the difference between adjusted revenue and adjusted cost growth rates. 2 HSBC Bank plc Annual Report and Accounts 2017 Purpose and strategy Our strategy The group’s strategy and strategic direction is embedded in HSBC’s strategy, which aims to capture value from its Our purpose international network. The purpose of HSBC Bank plc is to connect customers to Our strategy is built around long-term trends and reflects our opportunities, enable businesses to thrive and economies to distinctive advantages. prosper and ultimately help people to fulfil their hopes and realise their ambitions. Long-term trends Increasing global connectivity Geographical presence The international flow of goods, services and finance continues to In the group, we operate in 18 countries. Our operating entities expand, aided by the development of technology and data in represent the group to customers, regulators, employees and personal and commercial exchanges. other stakeholders. Our priority markets are the UK, France and Germany. Distinctive advantages As at 31 December 2017, the bank had 625 branches in the United Unrivalled global presence Kingdom, and 13 located in the Isle of Man and the Channel We enable clients to participate in global growth opportunities and Islands. The bank and its subsidiaries had further banks, branches offer leading product capabilities to build deeper and more and offices in Armenia, Belgium, Czech Republic, France, enduring relationships with businesses and individuals with Germany, Greece, Ireland, Israel, Italy, Luxembourg, Malta, The international needs. Netherlands, Poland, Russia, South Africa, Spain and Switzerland. On 29 June 2017, HSBC Bank plc transferred its shareholding in Universal banking model HSBC Bank A.S. to HSBC Middle East Holdings B.V. (89.99%) and We serve our banking customers through our four businesses, HSBC Bank Middle East Limited (10.01%). The transfer was made from individual savers to large multinational corporations. This as a dividend in-specie to HSBC Holdings plc. universal banking model enables us to effectively meet our clients’ The results of HSBC Bank A.S. for the period up to the transfer are diverse financial needs, support a strong capital and funding base, included in the group results. To the date of transfer, HSBC Bank reduce risk profile and volatility, and generate stable returns for A.S. contributed £116m operating income (2016: £356m), and shareholders. incurred £10m in loan impairment and other charges Long-term strategy (2016: £108m) and £86m in operating expenses (2016: £324m). HSBC Bank A.S.'s contribution to the group’s profit before tax in Develop our international network the year up the date of its transfer was £20m (2016: £76m loss). To facilitate international trade and capital flows and serve our As a result of the transfer, the total assets excluding goodwill of clients as they grow from small enterprises into large the group reduced by £4,831m and the total liabilities reduced by multinationals. £4,265m. Total risk-weighted assets reduced by £4,080m and the Invest in wealth and retail businesses with local scale common equity tier 1 reduced by £530m. To make the most of global social mobility, wealth creation and The transfer passes through equity as a dividend in-specie that long-term demographic changes in our priority markets. reduces reserves by £643m. This comprises HSBC Bank A.S.’s net Our network is underpinned by our four interconnected, global asset value of £566m plus attributable goodwill of £77m. businesses that share balance sheets and liquidity, in addition to There was no gain or loss recognised in the group as a result of strong commercial links; our businesses allow us to support this transfer. clients, from retail customers to the world’s largest companies. HSBC worldwide The group is part of HSBC, which has approximately 229,000 Value of the network employees working around the world to provide more than HSBC’s network of businesses covers the world’s largest and 37 million customers with a broad range of banking products and fastest growing trade corridors and economic zones. services to meet their financial needs. Services around the world HSBC values We provide products and services to meet our clients’ diverse HSBC values define who we are as an organisation and what financial needs. HSBC’s geographic reach and network of clients makes us distinctive. allows greater insight into the trade and capital flows across Open supply chains.
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