HSBC Holdings PLC · LSE:HSBA

HSBC — Nomura Financial Services Conference 2012

15 slides from HSBC's conference presentation, August 2012

  1. Slide 1: Nomura Financial Services Conference

    Nomura Financial Services Conference Alan Keir, Group Managing Director and Global Head of Commercial Banking August 2012

  2. Slide 2: Forward-looking statements

    Forward-looking statements  This presentation and subsequent discussion may contain certain forward-looking statements with respect to the financial condition, results of operations and business of the Group. These forward- looking statements represent the Group’s expectations or beliefs concerning

  3. Slide 3: HSBC Group Interim results 2012: Financial highlights

    HSBC Group Interim results 2012 Financial highlights Summary financial highlights1 % Better / (worse) 1H11 2H11 1H12 1H12 vs 1H11 1H12 vs 2H11 Reported PBT (USDbn) 11.5 10.4 12.7 11 23 Underlying PBT (USDbn) 11.0 5.8 10.6 (3) 83 EPS (USD) 0.51 0.41 0.45 (12) 10 Dividends2 (USD) 0.18 0.23 0.18 n/a n/

  4. Slide 4: Global Business contribution: CMB contributed 40% of Group PBT

    Global Business contribution CMB contributed 40% of Group PBT % Better / (worse) PBT1, (USDbn) 1H11 2H11 1H12 1H12 vs 1H11 1H12 vs 2H11 Commercial Banking 4.1 3.7 4.2 3 13 Global Banking and Markets 4.7 2.2 5.0 7 128 Retail Banking Wealth Management 2.9 0.7 2.6 (11) 292 Global Private Banking 0.5 0.

  5. Slide 5: CMB Interim Results 2012

    CMB Interim Results 20121 Continued revenue growth, >70% of PBT from Faster Growing Markets CMB Revenue PBT by Region (USDbn) 7.8 8.0 7.4 11% 3.6 3.6 8% 3.4 8% 54% 4.0 4.2 4.4 19% 1H11 2H11 1H12 Asia², Latam, MENA Europe and North America Asia Europe MENA LAM NAM Metrics 1H11 2H11 1H12 Highlights PB

  6. Slide 6: The world is becoming more international and connected

    The world is becoming more international and connected 1 Trade will continue to grow faster than GDP1 280 1990 = 100 260 240  Financial crisis disrupted international trade growth 220 200  But underlying trend is unchanged 180 160  Western markets stimulating trade to drive recovery 140 120 100 1

  7. Slide 7: International businesses are faster growing; need a bank that can connect them

    International businesses are faster growing Need a bank that can connect them to new markets Governments in the west have recognised the need to look beyond their borders for growth Challenges for businesses going international  Most European governments are betting on export-led recovery and SMEs

  8. Slide 8: Our network enables us to serve the international customers we want to bank

    Our network enables us to serve the international customers we want to bank Covers 81% of multinational companies Coverage of Multinational Head Offices (%) In 20 priority markets 49%  Priority markets cover 49% of the head offices of all multinational companies In rest of CMB network 32% 32% (+41

  9. Slide 9: Traditional competitors are constrained; retrenching to home markets

    Traditional competitors are constrained; retrenching to home markets Creates opportunity for CMB European banks are reducing their exposure to faster growing markets  IMF estimates that European banks could cut their total assets by a further EUR2 trillion by the end of 20131  Lending to Asia was

  10. Slide 10: CMB's competitive position in international business has been strengthened

    CMB’s competitive position in international business has been strengthened The world’s leading Trade Finance bank with 9% global market share1 HSBC share of global trade is increasing4 WTO USDbn HSBC USDbn 8,000 80 6,000 60  Steady increase in trade market share since the financial crisis 4,000 40

  11. Slide 11: HSBC is already the preferred bank for international business

    HSBC is already the preferred bank for international business Deploying additional propositions to attract new customers International proposition is outperforming competitors Validating delivery to customers in key markets  Engagement survey of multi-banked HSBC customers ranked HSBC #1 of 9 leadi

  12. Slide 12: Internal collaboration increases the value of our international advantage

    Internal collaboration increases the value of our international advantage Customer needs identified and matched to relevant Group expertise Senior manager invests for Fast growth company first retirement gains access to Debt or Equity markets International corporate pays Exporter requires a USD its

  13. Slide 13: Collaboration to deliver USD2bn of incremental revenues for the Group

    Collaboration to deliver USD2bn of incremental revenues for the Group Double original target Total collaboration upside in the medium term (Revenues, USDbn) Revenue from sales of GBM products up 16% yoy Incremental GBM revenues delivered in 1H12 Leveraged Original target 1.0 Acquisition Other1 Finan

  14. Slide 14: Running CMB as a Global Business is improving performance

    Running CMB as a Global Business is improving performance Customers and shareholders benefiting from consistent approach 1 Improving experience for international customers  Globally consistent customer segmentation implemented  Global CRM system implemented for all corporate customers, enabling HS

  15. Slide 15: Key Messages

    Key Messages 1 International opportunity is faster growing, more profitable 2 CMB is well positioned and gaining market share 3 Internal collaboration extends advantage, unlocking revenues 4 Global operating model improves performance and controls 15

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