HSBC Software

Prepared by C.Subramanian

Brief Overview of the Company:

HSBC Global Technology (GLT) is part of the HSBC Group - one of the world's largest
financial service organizations. Headquartered in London, the HSBC group network is
spread across 9,500 offices in 76 countries with a customer base of 125 million.

With such massive proportions of number crunching, the software development needs of
HSBC are phenomenal and customized to meet the HSBC group requirements
worldwide.

The HSBC GLobal Technology Center - GLT was set up in April 2002 in Pune, India
with a mandate to develop software for the HSBC group.

HSBC GLT is a world class, 6-level facility spread across 1,30,000 square feet in Pune.
The success of GLT is steered by an extremely skilled and talented pool of IT
professionals who drive the design, development and implementation of core mission
critical Banking, Financial services and Insurance applications for the HSBC group.

Following the successful establishment and take off of GLT in India, the HSBC group has
expanded its GLT footprint and established a Global Technology Center in China (GLTc)
and another Global Technology Center in Brazil (GLTb).

Business Solutions:

Through an international network linked by advanced technology, including a rapidly

growing e-commerce capability, HSBC provides a comprehensive range of financial
services including personal financial services, commercial banking, corporate banking,
investment banking, including: private banking and consumer finance, amongst related
services.

As a part of its global footprint, the HSBC Group has developed within the IT
Development Centers, Centers of Excellence (CoE) that provide a competitive advantage
to the Group through robust technology solutions. GLT India is the first Global
Technology Center of the HSBC Group that provides technology solutions and services
for a large spectrum of applications cutting across multiple business domains and
geographies.
Major Customers:

Only Customer: HSBC

Major Events in the company (M&A etc.):

No

Fast Facts about HSBC

• HSBC has over 125 million customers around the world across its 4 Customer
Groups;

• 25 million of our customers have registered for internet banking;

• HSBC have over 312,000 staff in 83 countries and territories, including:

Number of Staff

United Kingdom
55,000

United States of America

49,000

Brazil
28,000

Hong Kong
26,000

Mexico
22,000

India
20,000

France
14,000

HSBC Share price

London GBP 9.19 -0.04

New York USD 94.41 +0.05
Paris EUR 13.20 0.00
Hong Kong HKD 146.30 +0.80
Financials:
Competitors for HSBC Software:

Kanbay and IBM.As HSBC was getting software solutions from these companies
previously HSBC GLT should keep proving that it is cost effective and efficient to
develop solutions for HSBC.

HSBC Strategy
At the end of 2003, HSBC launched ‘Managing for Growth’, a strategic plan that
provides HSBC with a blueprint for growth and development during the period to 2008.
The strategy is evolutionary, not revolutionary. It builds on HSBC’s strengths and it
addresses the areas where further improvement is considered both desirable and
attainable.

Management’s vision for the Group remains consistent: HSBC aims to be the world’s
leading financial services company. In this context, ‘leading’ means preferred, admired
and dynamic, and being recognized for giving the customer a fair deal. HSBC will strive
to secure and maintain a leading position within each of its customer groups in selected
markets.

HSBC will concentrate on growing earnings over the long term at a rate which will place
it favorably when compared with its peer group. It will also focus on investing in its
delivery platforms, its technology, its people and its brand to support the future value of
HSBC as reflected in its comparative stock market rating and total shareholder return
(‘TSR’). HSBC remains committed to benchmarking its performance both absolutely and
by comparison with a peer group. For full details of the peer group benchmark, see page
282 of the Annual report and Accounts.

HSBC’s core values are integral to its strategy, and communicating them to customers,
shareholders and employees is intrinsic to the plan. These values comprise an emphasis
on long-term, ethical client relationships; high productivity through teamwork; a
confident and ambitious sense of excellence; being international in outlook and character;
prudence; creativity and customer-focused marketing.

The plan also reaffirms HSBC’s recognition of its corporate responsibility (‘CR’). HSBC
has always aspired to the highest standards of conduct, recognises its wider obligations to
society and believes there is a strong link between CR, long-term success and value
creation. Moreover, changing public expectations across a wide spectrum of social,
ethical and environmental issues require continuing attention to this area. The strategy
therefore calls for a renewed emphasis on CR and for increased external communication
of the Group’s CR policies and performance, particularly on education and the
environment, which will remain the principal beneficiaries of HSBC’s philanthropic
activities.

HSBC’s growth ambitions centre on its four customer groups: Personal Financial
Services; Commercial Banking; Corporate, Investment Banking and Markets; and Private
Banking; and specific strategies are being implemented for each of them. HSBC believes
that by organizing its internal and external reporting around customer groups, it
reinforces to all its employees the Group’s customer focus.

Within Personal Financial Services, the increasing integration, skills sharing and transfer
of technology with the consumer finance business has augmented and enhanced existing
activities. In addition, the introduction of skills and practices from the world’s leading
retailing businesses is shaping HSBC’s competitive positioning.

Key elements in achieving HSBC’s objectives for its customer groups will be
accelerating the rate of growth of revenue; developing the brand strategy further;
improving productivity; and maintaining the Group’s prudent risk management and
strong financial position. Developing the skills of HSBC’s staff will also be critical and it
will be necessary to ensure that all employees understand how they can contribute to the
successful achievement of the Group’s objectives. Employees who do make such a
contribution will be rewarded accordingly.

Operational management will continue to be organized geographically under four

regional intermediate head offices, with business activities concentrated in locations
where growth and critical mass are to be found.

The plan contains eight strategic imperatives:

• Brand: make HSBC and its hexagon symbol one of the world’s leading brands for
customer experience and corporate responsibility;
• Personal Financial Services: drive growth in key markets and through appropriate
channels to make HSBC the strongest global player in personal financial services;
• Consumer Finance: extend the reach of this business to existing customers
through a wider product range and penetrate new markets;
• Commercial Banking: make the most of HSBC’s international customer base
through effective relationship management and improved product offerings in all
the Group’s markets;
• Corporate, Investment Banking and Markets: accelerate growth by enhancing
capital markets and advisory capabilities focused on client service in defined
sectors where HSBC has critical relevance and strength;
• Private Banking: serve the Group’s highest value personal clients around the
world;
• People: attract, develop and motivate HSBC’s people, rewarding success and
rejecting mediocrity; and
• TSR: fulfil HSBC’s TSR target by achieving strong competitive performances in
earnings per share growth and efficiency.

Summary - Take aways:

HSBC Software does projects and solutions only for HSBC Bank. Given the growth of
HSBC bank and the growth of banking industry as a whole, HSBC software has very
good growth opportunities.