Company: HBCYF
Filing Date: 2025-02-20
Form Type: 20-F
Source: 0001089113-25-000040
Chunk: 390

Company: HSBC HOLDINGS PLC
Filing Date: 2025-02-20
Form: 20-F
Chunk 390
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| Appointments and conflicts of interest            | u                                                        | u                                        | u   | u   | u   | u   | u   | u   | u   | u   |     |
| Stakeholder/workforce engagement                  | u                                                        | u                                        | u   | u   | u   | u   | u   | u   | u   | u   |     |
| AGM and resolutions                               | u                                                        | u                                        | u   | u   | u   | u   | u   | u   | u   | u   |     |

| u | Matter considered | u | Matter not considered |

1 No Board meetings were held during April and August 2024. An ad hoc board meeting was held in October 2024. 2 Includes recovery and resolution planning, modern slavery and human trafficking, UK regulatory activities, and listing authority renewals. 3 Meetings attended by members of the Prudential Regulation Authority. 4 Includes presentations and/or talks from external parties, for example government officials or regulators.

Key areas of focus The Board’s key areas of focus in 2024 are set out by theme below. Strategy and business performance The Group remains focused on building a sustainable platform for growth by increasing returns for investors, enhancing customer service, and creating capacity for future investment. In 2024, the Board reviewed progress within the Group’s global businesses and regions against its agreed strategy. At each Board meeting, the Board discussed the Group’s strategic performance and opportunities to track strategic execution and delivery. There was a continued focus in 2024 to build upon efforts to re-shape the Group to align with areas of strength in key markets. Disposals such as those completed in Canada and Argentina, and in progress in Germany, allow for a renewed focus on businesses that more closely align with the Group’s strategic aims, and support resource allocation to provide the strongest competitive advantage to ultimately benefit the wider Group and its customers. Upon his appointment, the new Group CEO has been driving a more dynamic organisational structure, to set the Group up to accelerate delivery of its strategic objectives and drive the next phase of its growth and development. Together, the executive team and the Board work to ensure that strategic decisions taken capitalise on opportunities that will work to drive profitability for shareholders and efficiencies with a more streamlined Group structure. Environmental, social and governance In October 2020, we announced our ambition to become a net zero bank by 2050. We believe supporting our customers’ transition benefits their