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Commercial Banking Commercial Banking HSBC Holdings plc Sandy Flockhart Chairman, Commercial Banking Commercial Banking www.hsbc.com 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 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 Annual Report. Past performance cannot be relied on as a guide to future performance. 2 A profitable, diversified, self-funded global business Profitability – Strong underlying revenue drivers and profit growth Diversification – Geography, Segment, Product Connectivity – Leverage worldwide footprint to service customers globally Liquidity – Prudent funding and liquidity position through balanced segment strategy Global Scale – Managing cost and achieving global scale Leading International Business Executing our strategy Best Bank for Business 3 Sustainable Growth – Revenue Drivers Growth in customer base (2005-2009) Consistent growth in customer base 3.5 8% CAGR Targeted customer acquisition driven by 3.0 propositions across direct and face to face channels 2.5 2.0 2005 2006 2007 2008 2009 Customers in millions Strong growth in deposits Growth in customer deposits (2005-2009) 300 16% CAGR Anchor product for HSBC Bank 250 Provides core liquidity for HSBC 200 USDbn 150 100 2005 2006 2007 2008 2009 Solid revenue growth Growth in revenue (2005-2009) 18 7% CAGR Growth in both net interest income and 16 fees 14 12 USDbn 10 8 2005 2006 2007 2008 2009 4 Sustainable Growth – Profit Generation Profit before Tax (2005-2009) Strong profit contribution over last 5 8 years 6 4 US$30bn over 5 years USDbn 2 0 US$4.3bn in 2009 2005 2006 2007 2008 2009 Net Interest Income (2005-2009) 10 8 6 2009 Headwinds: compressed deposit 4 USDbn 2 margins, lower loan balances and 0 higher impairments 2005 2006 2007 2008 2009 Loans (2005-2009) Historical trends highlight upside 250 potential in key profit drivers 200 150 USDbn 100 2005 2006 2007 2008 2009 LICs as % of Avg Assets (2005-2009) 2.0% 1.5% 1.0% USDbn 0.5% 0.0% 2005 2006 2007 2008 2009 5 Diversified Income and Profits By Geography Profit before tax, geographic split, 2009 Profitable in all regions Developed m arkets (43%) Significant exposure to faster growing markets Faster-growing markets (57%) Corporate Banking & Business Banking By Customer Segment 200 Enhanced value creation across 150 100 Commercial Banking 147 146 USDbn 50 121 53 Overall self-funding 0 Corporate Banking Business Banking Loans and advances De pos its By Product Diversification of Business Enhance balance sheet earnings with core banking and transactional banking Net interest income (61%) Non-funds incom e (33%) Other operating income (6%) 6 Connectivity – The value of international customers International Business is prevalent in 38% of businesses have international needs 100% 9% 13% many markets where HSBC operates 80% 49% 41% 41% 60% 75% 40% 91% 87% needs 51% 59% 59% 20% 25% 0% % of businesses businesses of % with international UK USA UAE M e xico Br azil HK International Pure dom estic Note: (1) Businesses with turnover of more than US$5m; Source: Dun & Bradstreet (July 2009) World trade grows faster than GDP World GDP and Trade growth (%) 20 Natural strength in fast growing markets 10 0 -10 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 Trade growth GDP growth Source: UN, World Bank and HSBC estimates Increased revenues from international customers International customers generate up 300 to 3x the revenue of domestic 200 customers 100 Revenue multiplier – Originates from domestic plus = 100 domestic 0 BB m as s BB uppe r Cor por ate international product revenues Dom e s tic International Note: (1) Internal MI 7 Connectivity – Capturing the value Global Links referrals, 2005 - 2009 Increasing cross border activity Thousands 10 Continued to grow successful referrals strongly, up 48% in 2009 8 Aggregate transaction value of US$9bn in 6 2009 USDbn 4 2 0 2005 2006 2007 2008 2009 HSBC Referral flows, 2009 Our global footprint allows us to Percentage capture major trade and investment Subsidiaries flows across developed and faster Developed Faster Growing growing markets Developed 29% 24% Consistent revenue stream from trade (US$1.3bn) and FX (US$0.5bn) Faster 13% 34% Growing Parent Company Share of total GL referrals, 2009, excluding HK/China. 8 Liquidity – Conservative funding policy Strong in challenging times Advances-to-deposits ratio 120% Strong deposit growth 100% Strong Brand attraction / Flight to Quality 80% Driven by customer growth 60% USDbn 95.9% 90.6% 92.5% 86.5% 40% 74.7% 20% 0% 2005 2006 2007 2008 2009 Self funding through a balanced Advances-to-deposits ratio by segment, 2009 150% model across segments Business banking as net deposit 100% generator Corporate as net asset generator 121.0% 50% 36.0% 0% Corporate banking Business banking 9 Global Scale Cost Efficiency Ratio (2005-2009) Scale and Cost - A Global Business 50% Managed costs in challenging environment 45% Maintaining cost efficiency ratio through the cycle and in line with group target range of 48- 40% 52% 35% Cost growth in line with expansion of customer 2005 2006 2007 2008 2009 base Total Operating Costs (2005-2009) Underlying costs tightly managed, increases 7 seen from growing customer-facing infrastructure and acquisitions 6 5 Significant leverage obtained through global USDbn resourcing 4 3 Over 6,000 FTE serving CMB customers in 2005 2006 2007 2008 2009 Group Service Centres Delivering consistent process and customer FTE in GSC servicing CMB customers (2006-2009) experience 7000 Extending the GSC footprint - Krakow, Ostrava 6000 & Egypt in addition to 17 centres across 5 Asia 5000 countries 4000 3000 2006 2007 2008 2009 10 Executing our Strategy Best Bank for Business Leading International Business 61% of new Business Banking Continued footprint expansion in customers are in emerging core markets such as China and Emerging Markets markets Indonesia Growth Engine Launched RMB settlement capability in 7 ASEAN countries Consistent global business model Continued growth of customers tailored for local market and capabilities on global payments platform, HSBCnet Exploiting Scale and Common customer propositions Efficiency and systems Largest direct business bank in Europe Transaction and deposit model 48% increase in cross border generates fees and deposits referrals, with underlying transaction value of USD 9bn Connected and Major player in direct banking Diversified Launched improved foreign exchange platforms in key markets such as UK and India 11 Summary - 2009 performance highlights 2009 Performance Highlights Core strength in Commercial Banking Profit before tax (PBT) Faster Growing Markets PBT Profitable US$4.3bn US$2.7bn 57% (of total) Total Deposits Customers Liquid US$267bn, up 7% 3.2 million, up 10% Advances-to-deposits ratio 75% Presence Cross-border referrals Diversified, Connected 63 countries and territories 48% increase in volume US$9bn transaction value 12 Awards Key Awards 2009 (page 1 of 2) Best Global Supply Chain Finance Provider Best Corporate/Institutional Internet Bank - Asia Pac (2008 - 2009) Best Corporate/Institutional Internet Bank - Europe Best Supply Chain Finance Provider in the Middle East (2008- Best Trade Finance Services 2009) Best Web Site Design Best Payables Supplier Financing Solution (2009) Best Information Security Initiatives Best Trade Finance Provider in Saudi Arabia (2009) (SABB) Country Award wins – Brunei/Hong Kong/Indonesia/Singapore/Sri Best Trade Finance Provider in HK (2002-2009) Lanka/UAE/UK Best Trade Finance Provider in the UK (2006-2009) Global Finance Global Finance Best Foreign Commercial Bank in China Best Foreign Commercial Bank in Vietnam Best Factoring Institution in the Trade Finance Awards for Excellence 2009 - 7th consecutive year Best Foreign Commercial Bank in Malaysia Best International Trade Bank in Indonesia (2009) Best Trade Finance Bank Hong Kong Best Trade Bank in Singapore (2009) Best International Trade Bank in China (2008-2009) Finance Asia Best Factoring Institution (2003-2009) Best Online Trade Finance Bank (2007-2009) Best Trade Finance Bank in Malaysia (2009) Best Trade Finance Bank in the Middle East & North Africa Best Trade Finance Bank in Vietnam (2008-2009) Best Trade Finance Bank in Hong Kong (2007-2009) Trade Finance Best Structured Trade Solution 2009 Best Global Bank Best Global Transaction Banking House The Asset Best Cash Management House in the Middle East Best Cash Management Bank in Saudi Arabia Best Trade Finance Bank (2003-2009) Best Debt House Turkey Euromoney Awards for Excellence Cargonews Asia Deal of the Year 2009 Global Trade Review 14 Key Awards 2009 (page 2 of 2) Best Bank for FX for Corporates SME’s Best Partner Award 2009 Hong Kong Chamber of Small and Medium Business Ltd Trade Finance Excellence in SME Banking 2009 Deal of the Year (2007-2009) Asian Banker Trade & Forfaiting Review Greater China Super Brands Award 2009 Commercial Bank for SMEs The Best Trade Bank in China (2009) Eastweek magazine 2009 Foreign Banks Survey by PWC Sing Tao Excellent Services Brand Best Trade Finance Bank in Malaysia (2009) Best SME Banking / Best
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