Competition and Consolidation: The Outlook for Hong Kong's Banking Sector
Speeches
09 Dec 1999
Competition and Consolidation: The Outlook for Hong Kong's Banking Sector
Joseph Yam, Chief Executive, Hong Kong Monetary Authority
(Speech at The Hong Kong Institute of Bankers Millennium Dinner 1999)
Introduction
- It is a great honour to be invited to speak at this evening's
Millennium Dinner of the Hong Kong Institute of Bankers. This is
the Institute's first Dinner of this kind, but I am sure that you
will not need to wait another millennium for your next formal
gathering. Your Institute has a long and distinguished history. As
the ticker board on your website proudly reminds us, the HKIB has
been 'serving the educational needs of bankers in Hong Kong since
1963', so that generations of bank employees have benefited from
your courses, publications and library facilities, and from the
professional identity that the HKIB has fostered over the
decades.
- The HKMA has enjoyed a very close and fruitful working
relationship with the HKIB. Many of our staff are members of the
Institute and graduates of its courses. Some of our staff have
participated as speakers in the Institute's classes and seminars.
All of us have been deeply impressed by the professionalism and
fellowship that the Institute has promoted within the banking
community in Hong Kong, and by the Institute's innovative and
imaginative efforts to improve the general quality of banking
services.
- Among the Institute's important projects is its active
sponsorship of the Master's Course in finance at Macquarie
University, which has enabled local bank employees to benefit from
educational programmes developed overseas. Projects of this kind,
along with the many other training programmes which you undertake,
contribute enormously to one of the cornerstones in Hong Kong's
success as a leading international financial centre: the knowledge
and skills of its people and their capacity to adapt to a rapidly
changing global environment.
- I have been told that we shall have an opportunity for the
Institute's Members and their guests to show off their knowledge
and skills in the fun and games planned for later in the evening. I
am as curious as anyone to see what bankers get up to when they let
their hair down, so this will be a brief speech. My themes also
relate to competition and teamwork: competition in the face of the
challenges to the banking sector in Hong Kong, and teamwork in the
sense of consolidation among banks as a strategy for addressing
these challenges.
The end of the storm
- We have all witnessed the destructive force of the storm which
swept through this region over the last two years. Hong Kong felt
this force with the plunge in asset prices, a decline in GDP and
rising unemployment. Now, after some 18 months of painful
recession, and at a time of continuing structural adjustment, the
Hong Kong economy appears to be on the road to a healthy and
balanced recovery. Recently announced figures show that the Hong
Kong economy grew by 4.5% year on year in the third quarter. The
Government has, in the light of these more promising economic
indicators, now revised the full year estimate of GDP growth to
1.8%. Some expert commentators, who had earlier in the year
dismissed the government's initial modest estimate of 0.5% as
unrealistically optimistic, are now predicting an even higher
growth rate.
- That the banks in Hong Kong were able to ride the storm much
more successfully than their counterparts in other places owes much
to the fact that they were well positioned and well prepared before
the storm struck. At the end of June 1997, just before the Asian
Financial Crisis erupted, the average capital adequacy ratio of
authorised institutions in Hong Kong was over 17%. The average
liquidity rate was around 50%. This gave the banks a sufficient
cushion to withstand severe shocks when the storm struck.
- Yet, even though the banks have been well able to withstand the
shock to Hong Kong's system, regional financial crisis and
recession have had a severe effect on their business. Owing to a
combination of demand and supply factors, we have seen the amount
of domestic bank credit decline, from HK$2.23 trillion at the end
of 1997 to HK$1.95 trillion at the end of September 1999, a drop of
about 13%. Over the same period, total customer deposits rose from
HK$2.7 trillion to HK$3.1 trillion, an increase of 15%. This has
inevitably given rise to excess liquidity and a subsequent struggle
among bankers to find a safe haven for these excess funds.
- Despite the difficult operating conditions, most banks have
remained profitable. Where losses did emerge in one or two cases
they did not produce any systemic problem, largely because of the
cushion of capital and liquidity I have already mentioned. This
must be set down as a remarkable achievement for Hong Kong's
banking sector, given the severity and suddenness of the crisis
that hit us. But we cannot be complacent. The tide of change in the
financial markets continues to advance and we have to think hard
about our strategy to meet the challenges, not just in the
aftermath of regional financial crisis, but also in the context of
a changing global financial landscape.
Challenges
Competition
- In the aftermath of a storm, there is always the need for a
certain amount of repair work. In the case of the banks, the
priority has been to rebuild their balance sheets by bringing down
their loan-to-deposit ratios and to contain further credit losses
by being more cautious in their lending. This process is now over
and the banks are anxious to lend again, providing they can find
bankable propositions. The problem is that good lending
opportunities are currently few and far between, particularly in
the corporate sector. Private investment has been weak, although
there were signs of recovery in the third quarter. Companies have
also been meeting part of their financing needs in the equity
market and through issuance of corporate debt, thus reducing their
recourse to the banks. This has inevitably channelled banks'
lending efforts into the residential mortgage market. There are
very good reasons for this. It is the only area that has seen a
discernible demand from borrowers, albeit a modest one by past
standards. Moreover, the quality of the mortgage portfolio has
remained remarkably good despite the recession, with the
delinquency ratio on mortgages rising to a peak so far of only
1.16%.
- The effects of this active competition have been to change the
economics of mortgage lending. The days of comfortable margins over
prime are long gone, and we are now seeing mortgages being offered
at increasing margins below prime, with the additional incentive of
upfront cash rebates for customers. This is good from the
consumers' point of view, but the problem for the banks is that not
much new business is being generated for the sector as a whole.
Rather, we are seeing an increasing percentage of mortgage loans
being used for refinancing purposes - the effect being to create a
"merry-go-round" as mortgages switch from bank to bank on
ever-decreasing terms.
- Nor is this the only area where competition is being felt. Tax
loans are becoming the next battleground, and spreads on syndicated
loans are almost back down to where they were before the crisis. It
is nevertheless true that, with excess liquidity, there has been
less active competition for funding. Deposit margins have also been
improving, which has helped to offset the squeeze on lending
margins. But we need to look further ahead. When the interest rates
on deposits are fully liberalised over the next two years, we can
expect to see greater price competition on the funding side as
well.
- We should certainly not indulge in too much hand-wringing over
the current situation. After what we have been through over the
last two years, it is natural that borrowers should be more
inclined to keep their heads down. No doubt as the economic
recovery gathers momentum and market participants regain
confidence, the demand for loans will re-emerge. Nevertheless,
banks cannot count on a return to the lending boom of the
pre-crisis years. Nor indeed do I think that this would be a
healthy development either for the banks or for Hong Kong. The most
likely outcome is that business will revive, but not at the speed
the banks have experienced in the past. Competition is likely to
remain intense, and the banks will have to battle hard to retain or
enlarge their market share. It will therefore be all the more
important for banks to carefully mould a competitive strategy. This
requires each bank to go back to basics: to examine and understand
the nature of its products, the needs of its customers, its
competitive strengths and, not least, the behaviour and responses
of its competitors.
A changing global landscape
- Quite apart from the internal dynamics of competition within
Hong Kong, banks also have to take into account global trends.
Among these, advances in information technology are moving at such
a rapid pace that it is sometimes hard to keep up. This has a
direct impact on the banking sector, since it opens up a growing
array of delivery channels. On-line banking, in all its
increasingly varied forms, is poised to become a key channel for
transacting banking business. The importance of physical branches
in a cyber-world may decline and the nature of the services they
provide will probably change. Customers will demand more efficient
and personalised services when they visit the branch of a bank,
leaving the more routine processing to be taken care of through
on-line channels. For anyone who thinks that developing these
channels will be a slow process, let me cite a recent newspaper
report, which quoted a local bank as saying that the cyberbanking
service it had recently introduced to customers is already taking
up 10% of the volume of its routine transactions. This gives a
powerful indication of how quickly technology is accepted and
integrated into the banking industry. It underlines the blunt point
made recently by one of Hong Kong's experienced bankers that 'any
institution that doesn't have an internet programme in two years
will regret that decision'. Technology is here to stay and the
challenge is for bankers to embrace technology to their own and
their customers' advantage.
Consolidation
Why consolidation is important
- Intensified competition, global liberalisation, technological
advance, and the greater sophistication in services demanded by
customers all suggest that size will increasingly be an advantage
in a bank's strategy for development. Size in banking should not be
an end in itself. But, used properly, it facilitates cost
reductions through economies of scale, and the reduction of surplus
capacity through, for example, the elimination of duplicate
branches. It allows for more effective risk management, and for
greater resources to be put into technological development,
diversification of services and products, and process optimisation.
Size enables banks to operate on an international rather than just
a local stage. Even if we look in our own backyard we can see that
the current prerequisite to set up a branch in the Mainland of
China is asset size of US$20 billion, which eliminates most local
Hong Kong banks.
- The clear global trend is towards consolidation among banks. As
banking business as a whole increases, the number of banks
declines. The number of commercial banks in the US shrank from
13,220 in 1993 to 10,922 in 1997, a net decrease of approximately
17%. The number of banks in the UK, Germany, Australia and Japan
combined shrank by about 7% over the same period. Since 1997 the
pace of high-profile mergers and acquisition throughout the world
has quickened: Lloyds-TSB, BNP-Paribas, Deutsche-Bankers Trust,
Chase-Chemical, Citibank-Travellers are just a few that spring to
mind. Two Scottish banks are currently fighting one another for
control of National Westminster Bank. Only last week, I was reading
in the Financial Times about the moves towards further
consolidation in the Italian banking sector. Significantly, the
story was headlined, "survival of the biggest". Even in Japan where
the deeply entrenched conservatism of the banking sector is well
known, the trend has been towards consolidation: the IBJ-Daichi
Kangyo-Fuji merger caught everyone by surprise.
- You may think that these international trends, involving
mega-mergers, have little relevance to Hong Kong. This view would,
I feel, be wrong. First, many of today's banking giants started off
as quite small banks and grew to their present size through mergers
and acquisitions. Bank of America in the US is an example that
springs to mind. Secondly, economies of scale apply to small banks
as well as to large banks, perhaps even more so in the case of
small banks since there is less risk that diminishing returns will
set in as a result of mergers.
- Moreover, in Hong Kong consolidation becomes of greater
relevance and importance when we look at the nature of the
challenges I outlined earlier. When competition in the traditional
deposit and lending business becomes increasingly focused on price,
the natural response for banks is to think more and more about the
costs of delivering these services, whether through traditional
channels or through increased use of the telephone and the
internet. It also leads banks more in the direction of broadening
the range of products and services they deliver, with a greater
focus on higher value added and fee-earning activities. These
developments require increased investment, more efficient use of
technology, staff with appropriate skills, and critical mass.
Smaller banks will find it increasingly difficult to flourish
without these advantages, and so the pressure to grow bigger will
inevitably intensify. This view is supported in the concluding
statement in the IMF's recent Article IV consultation on Hong Kong.
'Consolidation in the domestic banking system,' it observes, 'will
be necessary'.
Our stance
- This brings me to the role of the HKMA in this process. I am
firmly of the view that it would be unwise for a regulator to seek
to direct changes of the kind I have described, particularly in an
economy, such as our own, which operates on free market principles.
'Mandated consolidation' or 'forced marriages' in other
jurisdictions have been unsuccessful. In one recent case in the
region the directives backfired and caused serious dissent among
the banks that were being forced to undergo the consolidation. In
the end the government felt obliged to reconsider.
- We have no intention of following that path. Nor on the other
hand do I feel that we can sit back and wait to see what happens.
There is always the risk that, without a clear stimulus, individual
banks will not respond quickly enough to the challenges that lie
ahead, and that when change is eventually forced upon them by
market pressure, the impact, will be rather brutal. The interests
of creditors, most importantly depositors which we have a
responsibility to protect, may be adversely affected. Furthermore,
there is a danger that systemic consequences may ensue,
necessitating supervisory intervention that, in all likelihood,
would be focused on the protection of the interests of depositors
rather than of the owners and management of the individual banks.
Gradual evolution is therefore far preferable to sudden
mutation.
- The question is what can be done to achieve this evolution and
how can the HKMA help. One thing we can do is to use occasions such
as this to advocate publicly the idea of consolidation and to put
it on the agenda for consideration by those concerned, together
with the justifications, as we see them. We can follow this up with
private discussion with individual banks, while always bearing in
mind that we cannot and should not force mergers on healthy banks, and that
property rights of the owners of such banks must be regarded as
sacrosanct.
- What is more specifically within the remit of the HKMA is to
keep the regulatory structure under continuous review to ensure
that it is appropriate to current and prospective market
conditions, and does not contain features that might inhibit banks
from upgrading their capabilities or delaying their response to
changes in the local and global financial landscape. This was the
thinking behind the Consultancy Study on the strategic outlook for
the Hong Kong banking sector which we commissioned in 1998 and
which resulted in a report released at the end of last year. This
in turn was followed up in July of this year by the HKMA's policy
response to the study.
- Our policy response includes a number of reforms to the
regulatory structure in Hong Kong which are designed to improve
efficiency and innovation in the banking sector by removing the few
remaining barriers to competition. Another underlying objective is
to give incentives to the banks to think harder about mergers and
strategic alliances. To these ends, we have already liberalised
entry to the banking system by effectively allowing foreign banks
to open three branches rather than one, with further relaxation to
be considered in 2001. We are also actively addressing the issue of
opening up access to the payment system to restricted license
banks. We hope that the framework for this can be announced quite
soon. The proposed deregulation of the remaining Interest Rate
Rules will, as I have already mentioned, further open up price
competition on the liabilities side of the balance sheet. But I
anticipate that it will also free the way towards innovation of a
wider range of deposit products, such as interest-bearing current
accounts. Providing that prevailing financial and economic
conditions are not unfavourable, this deregulation will be carried
out in two phases, beginning in July of next year and concluding in
July of 2001.
- This phased approach towards interest rate deregulation and the
other reforms in our package serves two purposes. The first is to make sure
that we balance increased competition with safety and soundness
considerations. By introducing the reforms over a three-year
period, the banks should have the chance to improve their risk
management capabilities, while at the same time the HKMA will be
endeavouring to further enhance the quality of its banking
supervision. The second purpose is to
establish a clear timetable within which, to use the words of the
IMF, the banks will have "an important window of opportunity -. to
assess their options and to take appropriate action". In other
words, we are giving the banks every opportunity to plan ahead and
to implement the strategic and system changes that are necessary to
enable them to respond to the more competitive market.
- As is generally recognised, progress towards consolidation in
Hong Kong has been relatively slow so far. There have been one or
two changes in the ownership of local banks over the last few
years, but no mergers among banks. The reasons
for this lack of progress are not hard to see. Families are still
in control, or at least significant shareholders, in a number of
local banks and they are understandably reluctant to give up their
birthright. Moreover, the situation of the local banks has not been
so dire as to force merger. As I have
indicated previously, the local banks are well capitalised and
highly liquid, and most of them have continued to make money during
the worst recession in recent memory. But the economic pressure to
grow bigger will undoubtedly increase, and the more far-sighted
among the local banks recognise this. Our reform measures have
certainly given them every incentive to do so. The problem is how
to get from A to B.
- One way is to try to achieve some of the benefits of merger
without actually merging. The most notable recent example is the
Bank Consortium Trust, which has been formed to develop the
infrastructure for common Mandatory Provident Fund products which
will be marketed through the branch networks of the participating
banks. Ten banks are now involved one way or another in this
project, which will enable development and IT costs to be shared
and the economies of scale which are normally available only to
larger institutions to be achieved. This is an imaginative response
to the competitive environment and one which the HKMA strongly
supports. I hope that this co-operation can be extended into other
business areas, and, who knows, as the banks work increasingly
together, relationships could be forged which will lead in the
direction of eventual shared ownership.
- One important message I have tried to convey in this speech is
that banks in Hong Kong should be heading towards consolidation.
They have to find a way to do so for themselves. The role of the
HKMA is to ensure that the regulatory environment places no
obstacles in their path and gives them every incentive to think
bigger and to work more closely together in their strategic
responses to an increasingly challenging world. I am hopeful that
the banks, steered by the market, will be successful in achieving
this.
- Thank you.