Santander cashes out in Chile; HSBC puts up Losango

This year’s cash management survey is particularly significant given the growing recognition of the value of cash management services in the wake of the global financial crisis and increasing concerns regarding investment banking.

Citigroup has topped Asiamoney’s poll of foreign-exchange trading banks in Asia, rising two places to dethrone HSBC as the region’s most popular bank for FX service provision. Asiamoney, a sister publication of EuromoneyFXNews, ranks banks on the basis of client service ratings.

The bank focuses on advice, though it is happy to arrange as well, and seeks out close integration between sectors, regions and sources of finance.

When Euromoney calls to book appointments with the heads of the top 10 FX banks before the results of this year’s poll appear, the typical response from their press officers is: “Can we get back to you, he is travelling in Asia right now.” This tells you all you need to know about growth in the foreign exchange markets, with Asia as its new frontier.

In his final interview as chief executive of HSBC, the bank he served for almost 40 years, Mike Geoghegan answers the questions that matter. Did he jump or was he pushed? Should HSBC remain supervised and headquartered in the UK? What happened to the Nedbank takeover? Will the bank list in Shanghai? And he reflects on a stellar career that mirrored the globalization of banking, and in which he was forced to deal with many financial crises.

HSBC released its interim management statement last Friday but followed the Lloyds model of being light on real figures. The only numbers published were those the bank was obliged to publish: for its US operations. The management statement says that HSBC saw the market as being as subdued: “Global Banking and Markets’ performance in the quarter was robust, although trading activity was lower, reflecting seasonal factors and more subdued market sentiment and conditions.”

Dropping of Nedbank deal still unexplained; Door now open for Standard Chartered

HSBC's succession saga; Deutsche's Q3 results; Wuffli's ethics and globalization; M&A Mee

The bank has led the way in finding solutions to beleaguered governments’ problems, providing both advisory services and innovative capital market solutions.

Much out-of-hours competition between investment banks in Hong Kong comes in the drinking dens of Lan Kwai Fung and Wanchai.

William Weaver to head Citi’s DCM team; Ulrik Ross gets bigger role at HSBC

HSBC’s global banking and markets division has netted profits of $20 billion over the past three years. So much for those who say it can’t do investment banking. Clients, even in equity capital markets, are turning to HSBC. The challenge facing Stuart Gulliver and his team is to maintain the momentum.

Bank business models have to change. Capital requirements will be higher. Leverage and risk will be lower. But there is a danger that regulators will try to make the system too safe. That’s if they ever manage to coordinate their actions. In the meantime, bank leaders are trying to find the best model for their own institutions, while managing the fallout from the credit crunch and second-guessing the lawmakers. Peter Lee reports.

HSBC: The crisis showed up which banks the markets thought were safest – and HSBC came out firmly on top

Of the few global banks to have survived without state assistance, HSBC is the best positioned in the most attractive emerging economies. Its global banking and markets business is thriving. Its rights issue confirmed it as a better credit than many governments, and deposits have flooded in. Regulators will force other banks to copy it. Best of all, it has admitted its mistakes. Peter Lee reports.

The Private Banking and Wealth Management Survey 2009 received 1643 valid votes (1244 'part B' votes, 399 'part A' votes), representing $11.8 trillion of Assets under Management.

Even as they delever, shed assets, raise capital and hoard liquidity against further hits, banks know they must also fundamentally change the rotten underlying business practices that led them to disaster. If they can’t, even those that manage to survive this disaster will fall victim to the next. That’s if the regulators don’t shut them down first. Peter Lee reports on an industry trying to relearn the basics.

HSBC’s management has stated that developing markets are key to its growth – and no market is more important to it than China. A confidential report seen by Euromoney sets out aggressive targets in the country where a global banking empire began. Elliot Wilson asked the executives in charge of the China push if its goals are attainable.

SpencerLake has joined HSBC as global head of debt capital markets after 17 years at Merrill Lynch. Lake had only recently been appointed to a newly created role of head of debt capital markets for the Asia-Pacific region at Merrill. He will be based in London and manage HSBC’s 250-strong origination team. He reports to Daniel Palmer, head of global capital markets.

Asia's high-net-worth individuals are getting richer quicker than those anywhere else. Wealth management has never been so competitive in the region but is a potential goldmine for the smartest bankers. Chris Leahy reports.

Once branded the internet dullard, Merrill Lynch is on the offensive. More than a decade after the brokerage firm bought a bank in Utah, it’s launching a nationwide retail banking operation, based on the internet, and paying money-market rates on insured deposits. That, and its plans for a banking and investment-services joint-venture with HSBC, may take its head off the merger block. Antony Currie reports

"Much may be made of a Scotchman if he be caught young." So Dr Johnson had it. In the case of the Hongkong and Shanghai Banking Corporation (HSBC), an institution founded by Scots and still governed by one, it has grown to be the world's most profitable financial group. The unique international officer culture that has driven it –­ young men caught young, trained up, messed together, posted, reposted, in the bank for life and rarely back in the UK ­ will have to change, but it's bending and adapting rather than breaking. Steven Irvine reports on its fitness for the 21st century.