1. Take IT to the bank
HSBC Holdings plc
Ken Harvey, Chief Information Officer
28 September 2006
2. 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.
3. Take IT to the bank
HSBC Holdings plc
Ken Harvey, Chief Information Officer
28 September 2006
7. The HSBC Group global network
Stockholm
Moscow
Edmonton Sheffield
Liverpool Warsaw
Amsterdam
Dublin
Vancouver Quebec
Calgary Dusseldorf
Winnipeg London Belgium
Luxembourg
Jersey
Montreal
Toronto Prague
Paris
Syracuse Geneva Bratislava
Boston
Buffalo Beijing
Chicago Budapest
Milan Dalian
San Francisco New York Thessalanild
Monte Carlo Pusan
Istanbul Yerevan
Madrid Burma
Barcelona Tianjin
New Jersey Almaty
Athens
Tel Aviv Beirut Baghdad Tokyo
Valencia
Los Angeles Shanghai Osaka
Chengdu
Cairo Chandigarh Wuhan
Amman Kuwait
Bermuda ork
Chongqing
From Hong Kong wY
Ramallah Amman
Alexandra
Miami Guangzhou Xiamen Ne
Cairo New Delhi Dhaka
Ramallah To
Nassau Shenzhen Taipei
Dubai
Jeddah Kolkota
DammanAhmedabad Kaohsiung
Riyadh Macau
Cayman
From Manila Muscat Hong Kong
Abha Mumbai Visak Chittagong
Mexico City Islands
go
Pune hica
Hanoi
Salalah
To C
Manila
Bangalore Hyderabad Bangkok
Colón Cebu Guam
Chenoi Penang Ho Chi Minh To
Trivandrum Coo
Panama Kota Kinabalu
Ipoh
Colombo k Is
Brunei land
Malé
s
Kuala Lumpur
Fr
Singapore Batam Kuching
om
Ho
Semarang
Jakarta
ng
Surabaya
Ko
Bandung
ng
Johannesburg
Cook
Islands Sao Paulo Port Louis Brisbane
Curitiba
Santiago
Perth
Montevideo Auckland
Auckland Adelaide
Cape Town Sydney
Buenos
Melbourne
Aires Wellington
Wellington Christchurch
Christchurch
Group Data Centres Group VSAT Satellite Hubs Group Service Centres
8. Paying dividends on three years of investment
• One global network, self managed
• 80 global ‘group’ platforms
• Four global data centre pairs, two regional
• 42% of development in low cost centres
• Reducing unit rates of production 10% per annum
• Implemented consumption based charging
9. Number of Data Centres worldwide
140
120
100
80
60
40
20
0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
10. Shift spend to global innovation and service
2005 Actual (US$4,413m) 2006 Plan (US$4,810m) 2007 Plan (US$4,990m)
2% 1% 1%
8% 11% 12%
4%
5%
7%
48%
50%
52%
34%
33%
32%
Group Systems - Gold Group Systems Regional Implementation
Regional Development IT Operations
Other
11. Optimal investment in IT
IT Efficient - Competitor Comparison (2005)
22%
Straight Through Processing (STP)
20%
IT cost/Operating cost
Overspending
Enabling increased efficiency
18%
16%
Desired range
HSBC 2005
14%
HSBC 1H06
12%
Unexploited efficiency potential
Median
Efficient IT
10%
45% 50% 55% 60% 65% 70% 75% 80%
Cost/Income ratio
20. Leverage points over two years
• Global credit card platform (17 applications) taken from HSBC Finance
Corporation
• HSBC Global Network
• All new hosting done in UK
• 70% of development done in India
• 100% Internet Protocol based
• Multi-language interface developed
26 countries; US$43.4 million in annual cost reduction;
25% card growth at no incremental cost
22. HSBC Group Direct Banking
1H 2006 vs 1H 2005
Internet
• Traffic – 840 million sessions - up 30%
• Product sales – up 65%
• Total revenue – up 70%
Telephone
• Calls – up 9%
• Product sales – up 8%
• Total revenue – up 3%
• Total direct revenues up 29% led by internet which now contributes >50% of direct
revenues
• >70% of HSBC transactions now going through direct channels
23. HSBC.com – Organisation and strategic focus
• A single global centre of excellence in e-Commerce IT with co-located
business and IT professionals
• Developing and implementing global internet banking and multi-channel
sales and service solutions for all customer segments
• Based in New Jersey and Chicago with functional reporting units in Canada,
HK and London
• Development resources distributed primarily between Canada and India (740
staff)
24. How do we leverage HSBC’s unique global IT
capabilities?
• ‘Build once, deploy many’
– HSBCnet: one system - 60 countries - accounts in 115 countries
– 2G: one internet framework, platform infrastructure and suite of sales capabilities -
nine countries so far
– Suite of security solutions for CIBM, CMB, PFS
• Follow the sun approach to system development
– > 50% of development in low cost areas - analysis and design close to business
• Economies of scale
– Global vendor agreements - cost savings
• Rapid leverage of knowledge and learning globally through internal business
and IT consulting
25. HSBCnet: a global channel for CIBM/CMB customers
• Provides secure, real-time access Volume by market segment
to a suite of reporting, transaction, 1%
research and analytics services. 25%
• Business areas covered include:
– Global markets
– Global cash management 74%
– Investment banking CMB CIB Others
– Trade services
– Securities
• 89% of users regularly use
• Available in nine languages
• Payments in 1H06 exceeded all of
2005
26. HSBCnet
• Single sign-on provides simplified
access
– Access to >100 applications available
through a single username
• Personalisation allows intuitive access
and ability for customers to build a
strong, uniquely personal experience
with HSBC
– Users can mix and match the Bank’s
applications to which they are entitled, into
combinations that best suit their online
usage habits or business roles
27. HSBCnet: security as part of the brand
• Sophisticated tools to maintain optimal
protection, confidentiality and transaction
management integrity
• Internet access – including payments – is
protected from day one, using two-level
authentication, one-time-password-generating
security devices, and smart cards
• Fraud – among the lowest of all major banks
in fraud occurrence and losses
28. 2G innovative business solutions for PFS, Consumer
Finance and CMB
• Real-time sales campaign capabilities with ‘user’ related images
• ‘Champion-challenger’ allows business to test campaigns, react to customer
preferences and change content every few hours
• Business development environment and MI tools
• Common global IT infrastructure platform out of three global data centres
• Rollout to reach >80% of websites traffic in next 18 months
29. 2G - Changing how we manage online business…
Changing a campaign: How fast?
The E-Sales Manager
08:45 – 09:00
Uses 2G MI tools to see how campaigns are doing
The Web editorial meeting
09:00 – 09:30
Gets buy-in to make changes
The E-Sales Manager
09:30 – 09:45
Changes planner, briefs creative / delivery teams
The Creative team
09:45 – 10:15
Write copy, design banners
The E-delivery team
09:45 – 10:15
Create campaign XML file, test in Business Development Environment
The E-Compliance team
10:15 – 10:30
Sign off new banner
The E-delivery team
10:30 – 11:00
Deploy to live!
30. 2G in action… Sales Campaign Manager (SCM)
A last minute campaign opportunity . . .
eBusiness quickly created new ads for a Smart Package Campaign using SCM
to test them on the us.hsbc.com home page
Guess: Which advert had the best click through rate on the homepage?
A B
C D
31. Did you guess?
We didn’t . . . we measured!
2G SCM’s champion and challenger in action
Image name
Click-thrus
Smart park 1.75%
35%
The Winner! more
Smart door 2.30%
sales
Tanning 1.71%
1.88%
Door white
Optimising content daily, sometimes hourly when it makes sense
33. What does 2G give our customers?
• We can recognise and talk to different people in different ways online,
providing
– relevance – through intelligent targeted content:
– Save me time: show me what I’m looking for
– Engage with me
– personalisation through personalised content and pre-filled applications
– Save me time: less repetition
– Give me a reason to come back
35. Results: customer upgrades to Premier Jersey –
up 86%
Existing customers requesting upgrade
to Premier via website
20
18
16
Avg. weekly lead/sales
14
12
10
8
6
4
2
0
Pre P2G Phase Post P2G Phase 2
Premier leads created
Premier sales completed
36. Currency takeover on homepage
All homepage banners automatically replaced for 1 week with currency theme
1,601 total clicks
21% increase on
448 clicks
previous
No 1
week
401 clicks 433 clicks 274 clicks 245 clicks
No 2 No 5 No 3 No 4
37. What are our customers saying about new sites?
“It is stunning! Well done and thank you for the intuitive, easy-browsing experience.”
“Managing my accounts seems far quicker and easier than before.”
quot;It makes it easier for me by recognising that I'm an existing customer.”
“I expect forms to be filled out for me, so this makes real sense. It’s great.”
May 06 Survey - Jersey:
• 96% said navigation via tabs in the secure site is ‘useful’ or ‘very useful’
• 87% said pre-filled applications are ‘useful’ or ‘very useful’
• 83% said personalized offers / banners are ‘useful’ or ‘very useful’
39. What is the business impact of 2G?
• Business impact – US
– Internet sales up over 25% since implementation of 2G Website in November 2005
– Over 250,000 Online Savings accounts opened raising US$ 5.7 billion raised (83%
new money)
• Business impact - Jersey
– Post launch uplift:
– Leads = 27%
– Sales = 26%
– 54% in upgrade leads for Premier accounts; 86% increase in accounts
– 24% increase in online saver accounts
– 95% increase in secondary account sales
42. Commercial focus
• Global systems making great progress
– 89% of cards on WHIRL (Credit Card)
– 35% of customers on Central Data Utility
– 7.5% of large corporates/mid-market companies on HSBC.net
– 15,000 companies using HSBC.net versus target market of 200,000
– 6% of registered Internet Banking customers on 2G global internet
– 44% of public website user sessions on 2G
– 87% of countries on HSBC Universal Banking (HUB) - R2 core banking
– 80 group systems on release schedule with annual reduction in unit cost (circa 10%)
44. Financial Results
Key indicators 2004 2005 2006
IT Operations rates in Shared Service - -8.77% -11.00%
Organisation regions
Developer rate - -2.00% Flat
Group systems investment - +30% +44%
Low cost penetration (EOY) 30% 38% 42%
Projects installed within 10% of plan 65% 71% 87%
45. HSBC Global Technology - roundup
• Higher investment in innovation allocated from improved leverage of:
– Global Development Centres
– Global Applications
• Global Applications that capitalise on our network
– Premier Banking
– Commercial Banking
– Capital Markets
– Payments and Cash Management
46. HSBC Global Technology - roundup
• The ability to ‘test and learn’ and export the winners
• Re-use on the same platform
– Language
– Channel
– Currency
– Country
• Falling unit costs of production
