CBI: 50 YEARS OF BUSINESS INNOVATION | UK SPOTLIGHT


businesses to thrive and for economies to prosper, helping people to fulfil their hopes and dreams and to realise their ambitions – without such a values-based framework, that’s not possible. We’re trying to be a responsible organisation, globally.” Every customer has different needs


and HSBC’s commercial banking arm works with everyone from start-ups to the FTSE 100


companies. To meet their demands better, the bank has split its business into three different areas: Business Banking, MMEs (mid-market enterprises) and LCs (large corporates) to provide the right level of solution. It’s a strategic, tailored approach that the bank has taken in an effort to ensure customers get the very best service for their very different business needs.


HELPING BUSINESSES Headquartered in Canary Wharf in London, HSBC’s international network has grown to comprise over 7,000 properties in more than 70 countries and territories in Europe, Asia and North and Latin America, as well as the Middle East and North Africa. British businesses often need to be able to


operate globally too, and HSBC has helped them do just that. In 2013, the company’s International SME Fund lent nearly £5 billion to more than 19,500 small- and medium-sized British enterprises that are trading or aspiring to trade overseas. In the same year, it established an export advisory council to discuss issues such as


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how to support British export growth and also issued a Manifesto for British Exports. This set out practical steps that HSBC believes government, financial institutions and trade associations need to take to help Business Banking grow and export. According to Howlett, there has been


movement on several of the areas where HSBC recommended action including the simplification of visa processes, improving access to export finance and helping businesses come together to target major export opportunities. The process of transformation at HSBC is ongoing – it has to be because the bank’s customers are always changing. “There will never be a point where we can stop what we’re doing and say the job is now done,” says Howlett. “If we create a sustainable model then we can live with the realities long term. We go beyond the shareholders – it’s about supporting communities and the environment.” Banking can be a risky business but,


as Howlett knows, engaging hearts as well as minds can change it for the better.


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