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Investor Update – Strategy Unchanged – Next Phase

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Investor Update – Strategy Unchanged – Next Phase 15 May 2013 Investor update – Strategy unchanged – Next phase Stuart Gulliver Group Chief Executive Sean O’Sullivan Group Chief Operating Officer Iain Mackay Group Finance Director 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 future events or targets and involve known and unknown risks and uncertainty that could cause actual results, performance or events to differ materially from those expressed or implied in such statements. Additional detailed information concerning important factors that could cause actual results to differ materially is available in our 2012 Annual Report and Accounts. Past performance cannot be relied on as a guide to future performance. This presentation contains non-GAAP financial information. Reconciliation of non-GAAP financial information to the most directly comparable measures under GAAP are provided in the ‘constant currency and underlying reconciliations’ supplement available at www.hsbc.com. 2 Agenda Session Time (BST) Distinctive position in the new banking environment 08.30-09.15 Proven track record in delivering change – First phase Break 09.15-09.30 Clear plan for growth and shareholder returns – Next phase 09.30-10.45 Questions and Answers 10.45-11.45 3 HSBC transformed since 2011 Since 2011 . 52 disposals/exits announced since 2011, reduced c.USD95bn RWAs1 and c.15k FTE2 . c.USD8bn gain on sale2 . USD4.0bn in annualised sustainable saves and c.28k FTE reduction3 up to 1Q 2013 . Double digit loan growth in 15 priority markets4,5 . c.USD27bn capital generated and retained4 . c.USD16bn in gross dividends paid4 1 Expected reduction in RWAs after completion of all 52 transactions 2 From transactions completed up to 1Q 2013 3 Excluding transactions 4 From 2010-2012 5 15 priority markets are: Argentina, Australia, Brazil, Egypt, Germany, Hong Kong, India, Indonesia, Mainland China, Malaysia, Mexico, Singapore, Taiwan, Turkey, Vietnam 4 Next phase 2014-16 Strategy remains unchanged . Grow both business and dividends . Implement Global Standards . Streamline processes and procedures Targets . ROE 12-15%1 . Positive jaws . CER mid-50s2 . Additional USD2-3bn in sustainable saves . Common equity tier 1 ratio >10% . Advances-to-deposits ratio cap <90% . Progressive dividends and share buy-backs3 1 Return on average ordinary shareholders’ equity 2 Group Performance Share Plan long-term scorecard will remain unchanged with a Cost Efficiency Ratio target of 48-52% for 2013 3 Subject to meeting United Kingdom regulatory capital requirements and shareholder approval 5 Why should you own HSBC? A Distinctive position in the new banking environment I Long term trends remain valid II HSBC distinctive position B Proven track record in delivering change – First phase C Clear plan for growth and shareholder returns – Next phase 6 I. Long term trends remain valid A lot has happened since 2011 . Eurozone crisis . Poor economic performance globally, also affecting faster growing markets (Mainland China, Macro- Brazil) environment . Persistently low interest rates . Break-down in trust in banks and sovereigns To what extent does (bail-outs, downgrades) this impact the long- term trends we . Evolution of regulation and legislative changes, identified in May including 2011? ‒ Basel III global implementation Regulation ‒ Ring-fencing proposals and policy ‒ G-SIFI surcharges from the FSB ‒ Recovery and resolution ‒ Dodd-Frank/FATCA ‒ EU compensation restrictions 7 I. Long term trends remain valid Rebalancing of the world economy remains a valid trend MAY 2011 GDP of top 30 economies USDtrn Largest Share of 2050 106 countries GDP1 (%) Mainland China 20 India 7 57 Brazil 2 Mexico 2 19 of the top Turkey 2 30 economies Other 14 emerging 14 in 2050 will be from currently 37 US 18 deemed Emerging Japan 5 10 “emerging Markets Germany 3 markets” 49 UK 3 Developed Markets 27 France 2 Canada 2 Other 5 developed 4 2010 2050 Source: HSBC – “The World in 2050: Quantifying the shift in the global economy” 1 2050 GDP estimated for top 30 countries, 2050 world GDP estimated by assuming top 30 maintain same share of total world GDP as 2010 of 85% 8 I. Long term trends remain valid Economic development and rebalancing continue Emerging markets Developed markets 2010-12 2012-14 forecast Global GDP growth1 Largest countries2 GDP growth Global GDP growth1 Share of growth, % CAGR CAGR, % Share of growth, % CAGR 100%= USD2.0trn 100%= USD2.1trn Mainland China 8.5 India 6.3 Turkey 5.5 5.5% 5.4% 60% Mexico 3.9 62% Brazil 1.8 Canada 2.2 US 2.0 Germany 2.0 France 0.8 40% 1.3% 38% 1.3% Japan 0.7 UK 0.5 Source: HSBC Global Research 1 Based on a sample of 41 countries 2 Top 10 countries by GDP 2050 9 I. Long term trends remain valid Trade growth continues to be driven by global imbalances MAY 2011 Trade will continue to grow Imbalances continue to drive capital flows World merchandise exports, USDtrn Net funding gap/surplus1, USDtrn, 2020E US (3.8) France (1.2) 31 Brazil (0.8) Canada (0.7) Korea (0.3) +8% Ireland (0.2) Russia 0.1 15 India 0.7 Germany 0.7 0.8 6 Taiwan Hong Kong 1.1 UK 1.5 Japan 5.7 2000 2010 2020 Mainland China 8.5 Source: Global Insights, McKinsey & Company and World Economic Forum, ‘More Credit with Fewer Crises: Responsibly meeting the World’s growing demand for credit’ page 49, exhibit 25: ‘Funding gap or surplus for selected countries’, (http://www3.weforum.org/docs/WEF_NR_More_credit_fewer_crises_2011.pdf) 1 Positive value means funding surplus, negative value means funding gap 10 I. Long term trends remain valid Trade growth and capital flows Trade growth1 Capital flows2 Corridor Merchandise export Change in cross-border capital flows 2007-11, USDtrn 2010-12, CAGR, % Equity Debt FDI Securities Securities Loans Total Mature markets to 7 mature markets (0.6) Mature markets to/from 10 (0.8) faster growing markets Faster growing to (1.9) faster growing markets 15 ("South-South") Declining cross-border loans driven by increasing focus of Total 9 international banks on home markets (3.3) (6.6) 1 International Monetary Fund, Direction of Trade and Statistic – IMF Data Warehouse 2 McKinsey Global Institute – “Financial globalization: Retreat or reset?”, March 2013 11 II. HSBC distinctive position Distinctive position in the new banking environment Key trends What matters going forward HSBC competitive advantages . Economic Organic investment opportunities in Meaningful presence in many of the most development and the most attractive growth markets attractive growth markets wealth creation . Capacity to invest . Strong capital generation, delivered c.80- 1 100bps additional capital in each of the previous 3 years (2010-2012) . Stable funding base with c.USD1.3trn in deposits and 74% A/D ratio2 . Long-term commitment to our strategic markets International trade . International network and global . Network covering >90% of global and capital flows product capabilities to capture international trade and capital flows international trade and capital . Local balance sheet and trading capabilities flows in the most relevant financial hubs 1 From earnings net of dividends 2 As of 31DEC12 12 II. HSBC distinctive position Present in the most attractive markets GDP and total banking revenues growth Market growth in HSBC priority markets Share of growth, 2012-20, % Share of total addressable banking CAGR revenues growth 2012-20, % 2012-20 Other2 Hong Kong Faster 42% growing 47% 50% Indonesia Mainland (15 markets) 11% HSBC China priority India markets 16% Brazil Mature 31% 25% 3 (7 markets) Other Germany 1 42% France Other 22% 25% US 6% UK GDP Banking Addressable revenues banking revenues Canada Source: McKinsey & Company 1 “Other” includes non-HSBC priority markets and retail banking revenues in Mainland China, US and Germany which are largely not addressable to HSBC given our footprint 2 Including: Argentina, Egypt, Malaysia, Mexico, Saudi Arabia, Singapore, Taiwan, Turkey, United Arab Emirates, Vietnam 3 Including: Australia, Switzerland 13 II. HSBC distinctive position EXAMPLE In Mainland China c.70% of the international opportunity in the top-10 city clusters Mainland China city clusters Example: Guangzhou-Shenzhen city cluster % of Mainland China total Major cities of cluster Top-10 city clusters c.30 Conghua c.70 c.70 Zengcheng Guangzhou Huizhou Foshan c.70 Dongguan Heshan c.30 c.30 Jiangmen Shenzhen Zhongshan Kaiping Hong Kong Population GDP growth Int’l commercial Taishan Zhuhai 2010-25 banking Enping Hub city revenue growth Spoke city 2010-25 High income city (household income Globally, top 100 city clusters concentrate >RMB100k) Mid-High income city c.70% of international commercial banking (household income revenue growth 2010-25 >national average) Source: McKinsey & Company 14 II. HSBC distinctive position In Brazil and India similarly concentrated opportunity EXAMPLE Top-10 city HSBC branch clusters presence Brazil top-10 city clusters India top-10 city clusters % of Brazil total % of India total c.20 c.40 c.50 c.80 c.80 c.70 c.80 c.60 c.50 c.20 c.20 c.30 Population GDP growth Int’l commercial Population GDP growth Int’l commercial 2010-25 banking 2010-25 banking revenue growth revenue growth 2010-25 2010-25 Top-5 clusters HSBC coverage Top-5 clusters HSBC coverage Sao Paulo Delhi Rio de Janeiro Mumbai Curitiba Bangalore Brasilia Kolkata Belo Horizonte Hyderabad Source: McKinsey & Company 15 II. HSBC distinctive position HSBC network covers over 90% of international trade and capital flows Trade and capital flow connectivity is concentrated HSBC network covers >90% of global flows Cumulative growth in total merchandise export and % of world import, 2012-2022, 100% = USD35.0trn HSBC coverage 100% Trade growth 2012-2022 92% 90% 80% .
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