"But the point is that HSBC’s directors of the day could have acted differently. It was never a secret that Switzerland is a place where rich individuals placed their money in search of secrecy. If HSBC had wanted to clean up its local unit and protect its reputation against accusations of enabling tax avoidance and evasion, it could have done so.
It’s not as if the board was ignorant of the risks. Here is a passage from HSBC’s 2007 annual report that reads damningly today: “As a banking group, HSBC’s good reputation depends on the way in which it conducts its business but it can also be affected by the way in which clients, to which it provides financial services, conduct their business.”
Stephen Green, chief executive and then chairman from 2003 to 2010, is the man who could provide a firsthand account of why HSBC failed to reform its Swiss private bank, and why the internal group audit functions – described as “centrally controlled” in the same annual report – allowed clients to walk out of branches with bricks of used banknotes in foreign currency.
In his short expression of “regret” following HSBC’s disgrace in Mexico and Colombia, Lord Green spoke coyly in 2012 of “failures of implementation” but never subjected himself to questioning as to why they happened. Certainly, Green’s successor, Stuart Gulliver, wasted no time in ordering a complete overhaul of the way HSBC operates. Gulliver has sold operations in countries where the bank accepted that it doesn’t stand a chance of implementing “know your customer” rules – they include Colombia, Peru, Uruguay, Paraguay, Costa Rica, El Salvador and Honduras.
Switzerland, though, is another matter. The charge against Green and his board is that they didn’t know, or didn’t care to ask, what was going on.
In 2009 Green, an ordained vicar, published Good Value, an extended essay on how to promote corporate responsibility and high ethical standards in the age of globalisation. It ends with a rousing passage about confronting the future “individual and collective, material and spiritual, with hope – not with despair, and not with uncritical optimism.”
Uncritical optimism seems an excellent description of how HSBC conducted itself in Switzerland in 2005-07. The bank hoped for the best and didn’t ask too many questions. Green’s response is keenly awaited."
POGS, the Labour party was in government until May 2010. In case you haven't realised the coalition has been in government since then.
Can you explain why you are only critical of the Labour Party, when you are usually complaining of left-wing bias by others?