$21.0bn. $871bn. $1,364bn. $963bn

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1 Connecting customers to opportunities Our purpose is to be where the growth is, enabling businesses to thrive and economies to prosper, and ultimately helping people fulfil their hopes and realise their ambitions. Denotes an adjusted measure Long-term strategy Develop our international network To facilitate international trade and capital flows and serve our clients, with potential to help them grow from small enterprises into large multinationals. Invest in wealth and retail businesses with local scale To make the most of global social mobility, wealth creation and long-term demographic changes in our priority markets. Group (FY17) Adjusted PBT (FY16: $18.9bn) $21.0bn RWAs (FY16: $857bn) $871bn Customer Accounts (FY16: $1,272bn) $1,364bn Net customer advances (FY16: $862bn) (FY17) Adjusted PBT (FY16: $14.2bn) $16.1bn RWAs (FY16: $334bn) $358bn Customer Accounts (FY16: $632bn) $657bn Net customer advances (FY16: $365bn) $963bn For reported results and further information, please refer to the 2017 Annual Report and Accounts $426bn HSBC s history is founded on financing trade with, and the region remains central to its strategy. The Group now generates more than two-thirds of its profits in, and continues to pivot towards the region, where it is uniquely positioned to reap the benefits of s growth story. HSBC has around 3,900 offices in 67 countries and territories worldwide. 54% of the Group s approximate 229,000 employees are based in. FY17 Key financial metrics : an integral part of the HSBC group Revenue LICs Loan impairment charges and other credit risk provisions Costs PBT RWAs 50% 32% 36% 77% 41% $25.9bn $0.6bn $11.2bn $16.1bn $358bn 50% 68% 64% 23% 59%

2 The Hongkong and Shanghai Banking Corporation Limited The founding member of the modern HSBC Group. The company opened in on 3 March 1865 and in Shanghai one month later. HSBC s founders started with a clear and simple aim to establish a bank in and Shanghai for the support of local and foreign trade. Wayfoong Since the late 19 th century, the Chinese population of has known The Hongkong and Shanghai Banking Corporation Limited by the rather more nimble nickname Wayfoong, represented by the Chinese characters 滙豐 (hui-feng). In popular Cantonese romanisation, hui-feng became Wayfoong and translates as abundance of remittances or focus of wealth. Trade finance was a strong feature of the new bank s local and international business It expanded rapidly, establishing branches in ports Yokohama (1866) Kolkata (1867) Ho Chi Minh City (1870) Manila (1875) HSBC today - strongly positioned to capture growth opportunities in India Bangladesh China South Korea Taiwan Macau Japan HSBC priority markets Other HSBC markets 152years of history and presence in 17 Of the 25 Group Business Corridors are -linked Thailand Sri Lanka Maldives Singapore Mauritius Vietnam Philippines Brunei Malaysia Indonesia Australia Proportion of the Group s employees (FTES) in (2017) 54% 19 Markets with dedicated incountry management teams New Zealand

3 HSBC s unique opportunity in continues to drive global economic growth in the 21 st century Rest of the world Global GDP 1 (USDtrn) Global Trade 2 (USDtrn) CAGR % 62% 65% 61% 33% 38% 35% 39% CAGR 5% 8% 8% 10% Urban population in is expected to grow from 36% (2013) to 44% by 2030, an increase of more than 550m people Increased urbanisation 3 44% By 2030, is Rising middle expected to account for classes 4 66% of the world s middle-class population 66% HSBC driven by a leading market position in Leading position in supported by two brands Market shares 7 s Best Bank s Best Investment Bank Note issuing bank in since key metrics 5 USD16.1bn Revenue USD9.9bn PBT CER of 36.2% 2017 Market excl. HSBC HSBC 26% 29% 46% Best Domestic Bank in 15th consecutive year Established 1933, majority-owned by HSBC Group since 1965 Leading domestic bank in Recognised brand, owner of Hang Seng Index 2017 key metrics 6 HKD35.4bn Revenue HKD23.7bn PBT CER of 30.5% RBWM customers 9 million, HSBC Hong Kong 7.4 Population of Hong Kong Nominal GDP; Source: Global Insights 2. Source: Global Insights 3. Source: No ordinary disruption: The forces reshaping - McKinsey 4. Middle class is defined as households with daily income between USD10 and USD100 per person; Source: Hitting the sweet spot - Ernst & Young 5 HSBC numbers include Hang Seng; on an adjusted basis 6. On a reported basis 7. HKMA, as at DEC17, HSBC includes Hang Seng 8. For use in 9. As at DEC17. Active customers. HSBC excludes Hang Seng 10. Year-end 2017, The Government of the SAR, Census and Statistics Department

4 strategy Our strategy in is based on leveraging HSBC s international connectivity 1 The Belt and Road Initiative (BRI) has the potential to be the world s largest platform for regional trade collaboration and we are well positioned to capitalise on this opportunity 2 We plan to continue to be the leading bank for RMB Internationalisation (RMBI) due to our RMB infrastructure and presence in key offshore RMB centers 3 -linked Business Corridors will grow at a healthy pace and this will provide opportunities for HSBC from increasing trade and capital flows as well as movement of private capital 4 ASEAN will benefit from infrastructure development arising from BRI. Our broad-based capabilities and pan- ASEAN presence enable us to position HSBC as the leading ASEAN bank in the region 5 Increasing economic integration between Guangdong and will present opportunities across several segments. The Pearl River Delta ( PRD ) region will be a key focus area for expansion in China 6 Rising affluence will lead to increase in demand for wealth management and we will tap this opportunity through our Wealth, Insurance and Asset Management business Belt and Road Initiative China s BRI is an ambitious and multi-faceted strategy aimed at boosting the flow of trade, capital and services between China and the rest of the world. This involves over 65 countries, which together account for 29% of global GDP and 63% of the world s population

5 Mainland China HSBC s founders recognised the region s potential as long ago as 1865, when they set up the Hongkong and Shanghai Banking Corporation to finance trade between and the West More than 150 years later, HSBC is the leading foreign bank in mainland China and widely recognised as the leading international bank for renminbi Largest foreign bank network in mainland China. 178 HSBC outlets in 57 cities, covering 23 provinces HSBC and Hang Seng Bank combined have more than 250 outlets in mainland China Mainland China Reported PBT (FY17) $2.5bn Tier 1 cities with HSBC China outlets Other cities with HSBC China outlets Province / municipality with branch presence

6 RMB Internationalisation RMB is the 6 th most widely used payments currency 1 Top world payments currency by value Rank JAN12 JAN17 Market share of EUR 44.0% USD 40.7% USD 29.7% EUR 32.9% GBP 9.0% GBP 7.5% JPY 2.5% JPY 3.1% AUD 2.1% CAD 1.9% CAD 1.8% RMB 1.7% #6 CHF 1.4% CHF 1.5% SEK 1.1% AUD 1.5% Leading offshore RMB capabilities, with 24 China desks Capabilities in over 50 markets Leading onshore custodian Market share of bank in the RQFII scheme 2 53% Leader in offshore RMB Market share of bond underwriting 3 28% Ranked For 6 th consecutive year in money Offshore RMB Poll #1 SGD 1.0% HKD 1.0% RMB 0.3% #20 HKD SEK 1.2% 1.0% Total RMBI Revenue (FY17) $1.2bn Pearl River Delta The Pearl River Delta (PRD) is home to 9 mainland cities in the Guangdong province (including Shenzhen and Guangzhou); including the special administrative regions of and Macau, the PRD has a GDP of more than USD1.2trn The PRD accounts for less than 1% of China s territory and 5% of its population, it generates more than a tenth of its GDP and a quarter of its exports. It soaks up a fifth of China s foreign direct investment and has attracted over a trillion dollars-worth of FDI since 1980 The Economist 8 April 2017 HSBC has presence in all 21 prefecture-level cities of Guangdong, with a strong focus on PRD cities FY17 7 Maoming HSBC Group presence Zhanjiang Qingyuan Zhaoqing (1) Foshan (8) Yunfu Yangjiang Guangzhou (20) Zhongshan (5) Jiangmen (5) Shaoguan Guangdong PRD Heyuan Huizhou (4) Dongguan (6) Shenzhen (19) Zhuhai (4) Meizhou Jieyang Chaozhou Shanwei Shantou +23% Guangdong loans: USD6.2bn FY % Number of new RBWM clients +50% Guangdong loan Trade book corridors from 2014 to 2017 Wechat banking launched July Trade corridors 2016 HSBC Qianhai Securities launched December 2017 Qianhai securities JV Approved June 2017 HSBC Group outlets Guangdong PRD HSBC Hang Seng Innovation Fund launched December HSBC will allocate RMB 2 billion of lending to Commercial Banking clients in Guangdong to finance the innovation initiatives of high-tech start-ups as well as traditional or manufacturing companies with transformative technology products or services 1. Source: SWIFT - Triennial Central Bank Survey Source: State Administration of Foreign Exchange published data AUG17 3. Bloomberg league table AUG17 4. money 5. As at JAN17; HSBC includes HSBC China (64) and HSBC China Rural Banks (1) in Guangdong 6. As at JAN17 7. Versus FY16 unless otherwise stated 8. Versus FY15

7 Wealth Management accelerating the pivot of Insurance and Asset Management towards Managed asset pools are forecast to grow strongly Growth opportunity s share of the global middle class will almost double by , driving growth and demand for wealth products including insurance, particularly to meet saving and protection needs s aging population, particularly in China 3, is increasing the need for retirement and protection products as public systems become strained HSBC is well positioned to capitalise on the forecast growth of managed assets Progress to date Deepened relationships with pension, insurance and corporate clients Developed core asset allocations for RBWM Differentiated products and services through highest standards of fiduciary conduct and governance Significant distribution footprint in markets where bancassurance is the predominant channel Positioned for growth Participating in growing managed asset pools driven by individual investors wealth, savings and retirement plans Driving continued growth from Group retail distribution channels Leveraging Group connectivity to meet needs of institutional clients, both long-term and liquidity management Committed to invest in to capitalise on growth opportunities. Fill in product gaps, enhance offerings, and simplify processes while increasing distribution capabilities and capacity Digital 1. PwC Report Asset Management 2020 A Brave New World EY -Pacific insurance outlook EY Waves of change

8 India FY17 Reported Financial highlights Reported PBT by global business: PBT (FY16: $0.7bn) $0.9bn Customer accounts (FY16: $11.3bn) $13.2bn Gross customer advances (FY16: $8.7bn) $9.2bn 41% 2% 17% PBT - $0.9bn 40% RBWM CMB GB&M Corporate Centre CMB / GB&M: Leadership in international banking Hold top 3 market positions Liquidity and Cash Management Trade and Receivables Finance Securities Services Foreign Exchange Debt capital markets Focus on key trade and investment corridors Grow GLCM and investment in technology Focus on domestic trade Invest in Business Banking Upper segment through supply chain financing and targeting Priority Sector Lending RBWM: Be a leading bank for internationally aspirant customers Accounts for 50% of revenue Top tier Premier Customers > 85k Branch network 26 branches across 14 cities Advance >140k Chandigarh Personal Banking >500k Jaipur New Delhi, Gurgaon, Noida Ahmedabad Kolkata Rationalised the branch network, with focus now on our largest cities and retaining key international clients Top 6 cities have a population of > 89m Focused offering for mass and emerging affluent clients Mumbai Pune Bangalore Kochi Hyderabad Chennai Coimbatore

9 Financial highlights (FY17) Denotes an adjusted measure PBT FY16: $14.2bn Revenue FY16: $23.3bn Costs FY16: $10.3bn Jaws Cost efficiency ratio FY16: 44.3% $16.1bn $25.9bn $11.2bn +3.3% 43.0% Net interest income Key adjusted financials: $m RBWM CMB GB&M GPB CC Total % change vs. FY16 6,517 4,008 2, , Net fee income 2,686 1,340 1, ,631 8 Key adjusted financials: RBWM CMB GB&M GPB CC Total % change vs. FY16 4,789 2, , , , Net trading income , ,092 (1) , , Other income ,268 3, Revenue ,739 6, ,342 25, LICs (246) (277) (58) 0 11 (570) 16 Costs (4,448) (2,064) (2,634) (359) (1,645) (11,150) (8) 578 (5) 87 (1) 791 1, ,725 3,693 2, ,301 16, (136) (193) (67) - - (396) (24) (2,496) (1,034) (1,340) (238) (715) (5,823) (7) Share of profit in assoc. and joint ventures ,872 1,883 (0) (1) (62) Profit before tax 5,416 3,398 3, ,580 16, ,092 2,466 1, , Customer lending (net), $bn Customer accounts, $bn RWAs, $bn Adjusted revenue by country: Indonesia other Malaysia Australia Singapore India Mainland China $25.9bn adjusted Revenue $16.1bn Reported balance sheet Customer lending (USD bn) +17% % % Adjusted PBT by country: Other Customer accounts (USD bn) Indonesia other Malaysia Australia Singapore India % Mainland China $16.1bn adjusted PBT $9.9bn % Other

10 ASEAN ASEAN Adjusted Revenue (FY17) $2.9bn For almost 150 years, HSBC has played an active role in the development of the economies and infrastructures of ASEAN countries Singapore Malaysia Indonesia Vietnam Philippines Thailand Est branches Est over 60 branches Est Fully integrated with Bank Ekonomi Opened first office in 1870 Operating for over 140 years Est Leading capabilities and expertise Important notice and forward looking statements Important notice The information set out in this presentation and subsequent discussion does not constitute a public offer for the purposes of any applicable law or an offer to sell or solicitation of any offer to purchase any securities or other financial instruments or any recommendation in respect of such securities or instruments. Forward-looking statements This presentation and subsequent discussion may contain projections, estimates, forecasts, targets, opinions, prospects, results, returns and forward-looking statements with respect to the financial condition, results of operations, capital position and business of the Group (together, forward-looking statements ). Any such forward-looking statements are not a reliable indicator of future performance, as they may involve significant assumptions and subjective judgements which may or may not prove to be correct and there can be no assurance that any of the matters set out in forward-looking statements are attainable, will actually occur or will be realised or are complete or accurate. Forward-looking statements are statements about the future and are inherently uncertain and generally based on stated or implied assumptions. The assumptions may prove to be incorrect and involve known and unknown risks, uncertainties, contingencies and other important factors, many of which are outside the control of the Group. Actual achievements, results, performance or other future events or conditions may differ materially from those stated, implied and/or reflected in any forward-looking statements due to a variety of risks, uncertainties and other factors (including without limitation those which are referable to general market conditions or regulatory changes). Any such forward-looking statements are based on the beliefs, expectations and opinions of the Group at the date the statements are made, and the Group does not assume, and hereby disclaims, any obligation or duty to update them if circumstances or management s beliefs, expectations or opinions should change. For these reasons, recipients should not place reliance on, and are cautioned about relying on, any forward-looking statements. Additional detailed information concerning important factors that could cause actual results to differ materially is available in our 2017 Annual Report and Accounts. This presentation contains non-gaap financial information. The primary non-gaap financial measure we use is adjusted performance which is computed by adjusting reported results for the period-on-period effects of foreign currency translation differences and significant items which distort period-on-period comparisons. Significant items are those items which management and investors would ordinarily identify and consider separately when assessing performance in order to better understand the underlying trends in the business. Reconciliations between non-gaap financial measurements and the most directly comparable measures under GAAP are provided in the 2017 Annual Report and Accounts and the Reconciliations of Non-GAAP Financial Measures document which are both available at