HSBC Holdings plc is a British multinational banking and financial services company headquartered in London, United Kingdom. It is the world's second largest bank. It was founded in London in 1991 by the Hongkong and Shanghai Banking Corporation to act as a new group holding company. The origins of the bank lie in Hong Kong and Shanghai, where branches were first opened in 1865. The HSBC name is derived from the initials of the Hongkong and Shanghai Banking Corporation. As such, the company refers to both the United Kingdom and Hong Kong as its "home markets".HSBC has around 6,600 offices in 80 countries and territories across Africa, Asia, Europe, North America and South America, and around 60 million customers. As of 31 December 2013, it had total assets of $2.671 trillion, of which roughly half were in Europe, the Middle East and Africa, and a quarter in each of Asia-Pacific and the Americas. As of 2012, it was the world's largest bank in terms of assets and sixth-largest public company, according to a composite measure by Forbes magazine.HSBC is organised within four business groups: Commercial Banking; Global Banking and Markets ; Retail Banking and Wealth Management; and Global Private Banking.HSBC has a dual primary listing on the Hong Kong Stock Exchange and London Stock Exchange and is a constituent of the Hang Seng Index and the FTSE 100 Index. As of 6 July 2012 it had a market capitalisation of £102.7 billion, the second-largest company listed on the London Stock Exchange, after Royal Dutch Shell. It has secondary listings on the New York Stock Exchange, Euronext Paris and the Bermuda Stock Exchange. Wikipedia.


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Millennials are not simply driven by the desire for prestige, however, as respondents outlined their desire to use their influence to have a direct impact on their community. Nearly a quarter of those in their 20s say having a positive impact on the community was an important goal compared with one in ten (13%) entrepreneurs aged 50+. In the UK, young entrepreneurs are more than twice as likely to say having this positive influence was important compared with older entrepreneurs (15% vs 6%). This distinction between generations is most marked in the U.S. where the difference moves 12 percentage points (29% vs 17%). While the global findings suggest shifting priorities for younger generations, those in Asia-Pacific demonstrate an approach which reflects financial considerations as part of their entrepreneurial mix. Nearly half (45%) of millennial entrepreneurs in this region went into business with the goal of increasing their personal wealth, compared to 40% in the U.S. and 29% in Europe. Q: Which of these motivations were important in your decision to become an entrepreneur? (multiple choice) The gap between the two global age groups widens when it comes to environmental and social considerations. Entrepreneurs in their 20s are more likely to put a high amount of effort in tackling these issues within their business compared with the over 50s (37% vs 25%). The divide is particularly clear in Mainland China, where almost half of millennials focus on this area, compared to under a quarter of over-50s (41% vs 23%). The research also reveals how millennials spend almost twice as long on average participating in community activity or volunteering (54 minutes vs 30 minutes on average per day). China is again the area with the biggest discrepancy between young and old when it comes to these activities, as the time difference amounts to over an hour extra a day (one hour and 18 minutes vs six minutes). In their quest to build a name for themselves and increase their influence, the creation of strong support networks is particularly important for the younger generation. Millennials achieve this through a greater focus on company strategy and internal staff management, dedicating half an hour more each day to these tasks than their older counterparts. This younger group is less likely to get involved into day-to-day delivery of products and services, freeing up on average 42 minutes a day by empowering employees to make important client-facing decisions. By placing greater emphasis on overall business strategy and managing talent internally, their network is strengthened. HSBC Private Banking's Chief of Staff Stuart Parkinson said: "Our research shows that, compared with older generations, millennial entrepreneurs seek influence rather than autonomy and that social impact is as important to them as personal wealth.  It is important that we understand the challenges faced by the next generation of entrepreneurs so we can support them as they create jobs and economic growth, as well as prosperity for themselves, their families and their communities." For further findings of the Essence of Enterprise research, visit: http://bit.ly/2sCYome. The research was conducted by Scorpio Partnership online in September 2016. There were a total of 4,038 respondents all of whom a) were major shareholders and active decision-makers in privately-owned businesses and b) had a minimum personal wealth of more than USD250,000. The research covered mainland China, Hong Kong, Singapore, UK, Germany, France, US, Switzerland, Australia, the United Arab Emirates and Saudi Arabia. About HSBC Private Banking: As part of the HSBC Group, one of the world's largest banking and financial services organisations, HSBC Private Banking seeks to be the leading international private bank for business owners and their families. It provides clients with wealth, business and family succession solutions in the largest and fastest growing markets around the world. HSBC Private Banking is the marketing name for the private banking business conducted by the principal private banking subsidiaries of the HSBC Group. HSBC Holdings plc HSBC Holdings plc, the parent company of HSBC, is headquartered in London. HSBC serves customers worldwide from approximately 4,000 offices in 70 countries and territories in our geographical regions: Europe, Asia, North America, Latin America, and Middle East and North Africa. With assets of $2,416bn at 31 March 2017, HSBC is one of the world's largest banking and financial services organisations.


Millennials are not simply driven by the desire for prestige, however, as respondents outlined their desire to use their influence to have a direct impact on their community. Nearly a quarter of those in their 20s say having a positive impact on the community was an important goal compared with one in ten (13%) entrepreneurs aged 50+. In the UK, young entrepreneurs are more than twice as likely to say having this positive influence was important compared with older entrepreneurs (15% vs 6%). This distinction between generations is most marked in the U.S. where the difference moves 12 percentage points (29% vs 17%). While the global findings suggest shifting priorities for younger generations, those in Asia-Pacific demonstrate an approach which reflects financial considerations as part of their entrepreneurial mix. Nearly half (45%) of millennial entrepreneurs in this region went into business with the goal of increasing their personal wealth, compared to 40% in the U.S. and 29% in Europe. Q: Which of these motivations were important in your decision to become an entrepreneur? (multiple choice) The gap between the two global age groups widens when it comes to environmental and social considerations. Entrepreneurs in their 20s are more likely to put a high amount of effort in tackling these issues within their business compared with the over 50s (37% vs 25%). The divide is particularly clear in Mainland China, where almost half of millennials focus on this area, compared to under a quarter of over-50s (41% vs 23%). The research also reveals how millennials spend almost twice as long on average participating in community activity or volunteering (54 minutes vs 30 minutes on average per day). China is again the area with the biggest discrepancy between young and old when it comes to these activities, as the time difference amounts to over an hour extra a day (one hour and 18 minutes vs six minutes). In their quest to build a name for themselves and increase their influence, the creation of strong support networks is particularly important for the younger generation. Millennials achieve this through a greater focus on company strategy and internal staff management, dedicating half an hour more each day to these tasks than their older counterparts. This younger group is less likely to get involved into day-to-day delivery of products and services, freeing up on average 42 minutes a day by empowering employees to make important client-facing decisions. By placing greater emphasis on overall business strategy and managing talent internally, their network is strengthened. HSBC Private Banking's Chief of Staff Stuart Parkinson said: "Our research shows that, compared with older generations, millennial entrepreneurs seek influence rather than autonomy and that social impact is as important to them as personal wealth.  It is important that we understand the challenges faced by the next generation of entrepreneurs so we can support them as they create jobs and economic growth, as well as prosperity for themselves, their families and their communities." For further findings of the Essence of Enterprise research, visit: http://bit.ly/2sCYome. The research was conducted by Scorpio Partnership online in September 2016. There were a total of 4,038 respondents all of whom a) were major shareholders and active decision-makers in privately-owned businesses and b) had a minimum personal wealth of more than USD250,000. The research covered mainland China, Hong Kong, Singapore, UK, Germany, France, US, Switzerland, Australia, the United Arab Emirates and Saudi Arabia. About HSBC Private Banking: As part of the HSBC Group, one of the world's largest banking and financial services organisations, HSBC Private Banking seeks to be the leading international private bank for business owners and their families. It provides clients with wealth, business and family succession solutions in the largest and fastest growing markets around the world. HSBC Private Banking is the marketing name for the private banking business conducted by the principal private banking subsidiaries of the HSBC Group. HSBC Holdings plc HSBC Holdings plc, the parent company of HSBC, is headquartered in London. HSBC serves customers worldwide from approximately 4,000 offices in 70 countries and territories in our geographical regions: Europe, Asia, North America, Latin America, and Middle East and North Africa. With assets of $2,416bn at 31 March 2017, HSBC is one of the world's largest banking and financial services organisations.


LONDON & NEW YORK--(BUSINESS WIRE)--IHS Markit (Nasdaq: INFO), a world leader in critical information, analytics and solutions, today announced that Barclays, Goldman Sachs, HSBC and Morgan Stanley have joined together to take an equity stake in KY3P®, IHS Markit’s Know Your Third Party risk management solution. Goldman Sachs will contribute intellectual property and join the other banks as a design partner of the platform. Launched in October 2015, KY3P was created in partnership with global financial institutions, buyside firms and third parties. To date, it has gained significant traction with more than 75 signed customers and over 15,000 vendor profiles available on the platform. The patent-pending platform is the first, centralized cloud-based community for simplifying and standardizing third party risk management. It enables firms to communicate multilaterally, or on a one-to-many basis, to support vendor due diligence and ongoing monitoring. “At Barclays, we see our suppliers as an extension of our business and key in helping us become the bank of choice. Our aim is to develop world-class partnerships with our suppliers that support innovative solutions that put clients and customers at the heart of what we do,” said Al Williams, Chief Procurement Officer at Barclays. “The relationship with KY3P will help us maintain the necessary oversight required in a consistent and efficient manner. The further benefit of working with other financial institutions ensures an increasingly standardized approach for our suppliers.” “At Goldman Sachs, we work with a wide range of partners to deliver the best solutions to our clients,” said Richard Blore, head of the Vendor Management Office at Goldman Sachs. “We believe that KY3P will further enhance our third-party risk-management efforts, streamline our vendor onboarding process and support our global business operations.” “At HSBC, our third parties work in close partnership with us to deliver the safe and reliable banking experience our customers expect,” said Jan Fokke Van Den Bosch, Chief Procurement Officer at HSBC. “KY3P will ensure those providers meet our high standards without creating an additional administrative burden for them.” “Like many in the industry, we at Morgan Stanley are required to evidence a consistent, comprehensive and holistic approach to the evolving requirements over Third Party Oversight and risk management bound by our policy and procedure framework,” said Julia Kubis, Managing Director at Morgan Stanley. “This begins with the due diligence process and extends across the life cycle of our relationship with our vendors. We are optimistic that investing in and the utilization of KY3P will make this a more efficient endeavor for our internal business partners, our risk managers, and our vendors alike.” “When we launched KY3P, we were confident that our platform was truly a game changer for the industry by increasing efficiency and improving the accuracy of information,” said Ellen Schubert, Chief Executive Officer of KY3P. “With the adoption and support from these global financial institutions as well as our existing customer base, we have made this a reality by fundamentally revolutionizing the way organizations assess and manage third party risk.” IHS Markit (Nasdaq: INFO) is a world leader in critical information, analytics and solutions for the major industries and markets that drive economies worldwide. The company delivers next-generation information, analytics and solutions to customers in business, finance and government, improving their operational efficiency and providing deep insights that lead to well-informed, confident decisions. IHS Markit has more than 50,000 key business and government customers, including 85 percent of the Fortune Global 500 and the world’s leading financial institutions. Headquartered in London, IHS Markit is committed to sustainable, profitable growth. IHS Markit is a registered trademark of IHS Markit Ltd and/or its affiliates. All other company and product names may be trademarks of their respective owners © 2017 IHS Markit Ltd. All rights reserved. Barclays is a transatlantic consumer, corporate and investment bank offering products and services across personal, corporate and investment banking, credit cards and wealth management, with a strong presence in our two home markets of the UK and the US. With over 325 years of history and expertise in banking, Barclays operates in over 40 countries and employs approximately 120,000 people. Barclays moves, lends, invests and protects money for customers and clients worldwide. For further information about Barclays, please visit our website www.home.barclays. The Goldman Sachs Group, Inc. is a leading global investment banking, securities and investment management firm that provides a wide range of financial services to a substantial and diversified client base that includes corporations, financial institutions, governments and individuals. Founded in 1869, the firm is headquartered in New York and maintains offices in all major financial centers around the world. HSBC Holdings plc, the parent company of the HSBC Group, is headquartered in London. The Group serves customers worldwide from around 4,000 offices in 70 countries and territories in Europe, Asia, North and Latin America, and the Middle East and North Africa. With assets of USD 2,375bn at 31 December 2016, HSBC is one of the world’s largest banking and financial services organisations. Morgan Stanley (NYSE: MS) is a leading global financial services firm providing investment banking, securities, wealth management and investment management services. With offices in more than 42 countries, the Firm's employees serve clients worldwide including corporations, governments, institutions and individuals. For more information about Morgan Stanley, please visit www.morganstanley.com.


Embodiments of the invention include a computer implemented method for automatically modifying the terms of a plurality of mortgages within a portfolio of mortgages, such that, monthly payments for the plurality of mortgages are reduced. The method includes calculating a current net present value for each of the mortgages in the portfolio of mortgages. The method also includes calculating a plurality of future net present values for each of the mortgages in the portfolio, each future net present value corresponding to one set of modified loan terms. The method also includes selecting the largest calculated future net present value. The method also includes automatically modifying the loan terms of each of the plurality of mortgages where the largest future net present value is greater than the current net present value. Loan terms are modified to correspond to the modified loan terms resulting in the largest net present value.


Embodiment of the invention describe methods and systems for verifying customer supplied financial account information verification using debit and credit transactions. These methods include electronically transmitting an electronic debit and credit transaction to the customer financial account, based on the customer supplied financial account information. The method also includes electronically transmitting a first statement descriptor, as part of at least one of the electronic debit transaction and the electronic credit transaction, that includes a first verification code. The method also includes electronically receiving, from the customer, a second verification code, and comparing, by the computer system, the transmitted first verification code with the received second verification code with respect to each other. The method also includes verifying, by the computer system, the customer supplied financial account information based on the comparison of the verification codes.


Embodiments of the invention are directed to system and method for managing parallel development of projects. One embodiment of the invention is a method of automatically managing processes in the parallel development of an application through a graphical user interface. The graphical user interface manages the automated processes, which are able to complete their tasks without further user interaction. The automated processes managed by the graphical user interface include, provisioning a first development environment and second development environment. The processes also includes deploying a second release of an application to the second development environment, and merging modifications to the second source code and the second content of the second release into a first source code and a first content of the first release. After the releases have been merged together, the process automatically deploys the third release of the application to a production environment for use by users.


An application processing engine computer system is configured to process an application for at least one of a product and service using a plurality of coordinated, configurable services. The application processing engine includes an application data management service, an application process flow management service, a decisioning service, an application processing host service, an application activity monitoring service, a queue management service and/or a system maintenance service. Various embodiments are described, including a computer implemented method for processing an application using an application processing engine component and/or module.


The present invention provides, in alternative embodiments, a computer architecture and/or computer implemented methods for account opening. In some embodiments, an integrated, component-based technology platform, globally standardized, business configurable account opening processes are separate and decoupled from the user interface screens and are directly manageable by business functionality and/or personnel. In various embodiments, the invention provides pause and resume, save and retrieve, cross-channel, metrics, audit tracking, data logging, and/or straight-through processing capabilities for account opening.


Embodiments of the invention are directed to system and method for managing parallel development of projects. One embodiment of the invention is a method of automatically managing processes in the parallel development of an application through a graphical user interface. The graphical user interface manages the automated processes, which are able to complete their tasks without further user interaction. The automated processes managed by the graphical user interface include, provisioning a first development environment and second development environment. The processes also includes deploying a second release of an application to the second development environment, and merging modifications to the second source code and the second content of the second release into a first source code and a first content of the first release. After the releases have been merged together, the process automatically deploys the third release of the application to a production environment for use by users.


Embodiment of the invention describe methods and systems for verifying customer supplied financial account information verification using debit and credit transactions. These methods include electronically transmitting an electronic debit and credit transaction to the customer financial account, based on the customer supplied financial account information. The method also includes electronically transmitting a first statement descriptor, as part of at least one of the electronic debit transaction and the electronic credit transaction, that includes a first verification code. The method also includes electronically receiving, from the customer, a second verification code, and comparing, by the computer system, the transmitted first verification code with the received second verification code with respect to each other. The method also includes verifying, by the computer system, the customer supplied financial account information based on the comparison of the verification codes.

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