Our strategic advantages as a leading international bank position us to capitalise on long-term global trends affecting the financial services industry.
We produce factbooks to help investors understand the strategy and performance of HSBC Group and our four main global businesses.
The 65 countries and territories in our network enable exceptional access to high-growth developing markets in Asia, the Middle East and Latin America. Our investment plans are aligned with these high growth markets to help deliver shareholder value. This includes continuing to invest in Asia, where HSBC has strong foundations, and more than 80 per cent of our adjusted profit before tax is from this region.
Global flows of trade, finance and data are also expected to continue to grow. Our network helps us to meet the international needs of customers, for example:
- Multinational companies raising capital on international markets and investing overseas
- Importers and exporters financing trade
- Small businesses borrowing to expand in new markets
- Entrepreneurs managing their finances as they travel for work
The importance of our international network is reflected in our performance. More than half of the HSBC Group’s client revenue comes from clients with an international presence.
Our global network
The markets that make up our international network can be split into three broad categories. In our eight “scale” markets we are – or aspire to be – one of the leading domestic banks. In a further eight markets we aim to be the leading international bank in the country. In the remaining markets, HSBC’s role is to connect foreign and local customers to our broader network.
After a period of significant restructuring, HSBC’s global businesses are well-placed to manage risk, work together to meet customers’ needs, and grow revenue and profit.
Adjusted revenue and profit in HSBC’s global businesses, US$ billion
Adjusted revenue by region in FY18, US$ billion
* Adjusted basis, includes inter-regional eliminations.
We continue to maintain a strong capital, funding and liquidity position with a diversified business model. We take a conservative approach to credit risk and liquidity management.
Our capital base supports our ability to invest in business growth, meet current and future regulatory requirements, and sustain returns for shareholders.
At the end of 2018, HSBC held US$2.6 trillion in total assets, including loans to customers as well as government securities and cash.
Over recent years we have set ourselves targets for allocating Group capital into areas of higher growth and return, such as Asia, and we continue to meet them.
HSBC deposits, loans and advances, US$ billion*
Customer accounts and deposits by banks rose by 2.1 per cent per year between 2016 and 2018 on an annualised basis. Loans and advances increased by 3.5 per cent in the same period.
* 01 Jan 2018 and 31 Dec 2018 prepared under IFRS9; 31 Dec 2016 data prepared under IAS39 and not re-stated
HSBC common equity tier 1 ratio, %
Our common equity tier 1 ratio is a key measure of our capital strength. We expect it to be greater than 14 per cent in 2019 and 2020.
HSBC declared US$10.2 billion of dividends in 2018. We plan to sustain the annual dividend at current levels for the foreseeable future. We will seek to neutralise scrip dividends with share buybacks over the medium term, subject to regulatory approval.
We returned a total of US$2 billion to shareholders through share buybacks in 2018.
Our strategy is clear. We aim to deliver revenue and profit growth, improve returns to shareholders, and enhance the service we provide to customers.
We set out eight strategic priorities in June 2018 in support of these aims, backed by investment of US$15-17 billion in growth and technology between 2018 and 2020.
We believe that pursuing our strategic priorities will make us a more profitable, more efficient, more competitive bank, generating better returns – and with an excellent platform for further growth.
Financial information last updated: 25 February 2019
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