HSBC 2015 Annual Report Download - page 20

Outbound client revenue
Regional split of total CMB and GB&M
corporate client revenue (excluding
financial institutions) booked outside
of the client’s home market
31%
35%
5%
23%
6%
Source:
Internal HSBC client data
Asia
Europe
Middle East and North Africa
North America
Latin America
Key
Strategic actions
At our Investor Update in June 2015,
we outlined a series of actions to deliver
our strategy and capture value from our
global network.
Since 2011, we have restructured the
Group to make it simpler and leaner.
This means we have a consistent global
structure and a better platform for
growth, increasing our efficiency and
responsiveness to changing conditions.
Today, the Group is financially stronger,
and we are establishing rigorous controls
to protect against financial crime and
misconduct. This is underpinned by a
clear strategy built around serving tens
of millions of loyal customers. As the
world changes, it is vital that we evolve
to meet challenges and make the most
of opportunities.
Adapting to a changed world
Our industry is dynamic, and a series of
important changes to our environment
has taken place since the transformation
we began five years ago. Regulatory
changes have been introduced to make
the financial services industry more
resilient. Greater capital and funding
requirements, increased local regulation
and a sharper focus on conduct and
compliance have materially altered
our business.
The competitive landscape has also
changed, with large global banks
retreating from some markets as
local banks emerge as regional
competitors. Technology is reshaping
customer expectations and providing
opportunities to engage in new and
more efficient ways, while also
introducing new forms of competition
from non-bank service providers.
Meanwhile, long-term trends continue
to shift the global economy through
increased international connectivity,
an expansion of capital markets and
larger affluent populations.
Our strategic actions
In response to these changes, we
announced a series of strategic actions
in June 2015. They are designed to
capture value from our global network
and universal banking model. Each
has a clear outcome targeted for 2017,
and is designed to help achieve our
medium-term financial targets. These
are: increasing our return on equity to
above 10; achieving positive jaws, as
described on page 27; and maintaining
a progressive dividend. The strategic
actions are set out in the table opposite,
which also shows our progress in 2015.
Delivering our strategy
Selected awards and recognition 2015
Trade Finance
Awards for Excellence
Best Overall
Global Trade
Finance Bank
Asiamoney Offshore
RMB Poll
Best Overall Offshore
RMB Products/
Services
Euromoney
FX Survey
No. 1 Bank
for Corporates
(Global Market Share)
Euromoney Cash
Management Survey
Best Global
Cash Manager (for
Non-Financial
Institutions)
FinanceAsia
Achievement Awards
Best Bank
Strategic Report
HSBC HOLDINGS PLC
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