Conduct remains one of HSBC GBM's core priorities as we continue to pursue the highest conduct standards across every aspect of our business.
The GBM conduct programme was established to enable GBM to develop and deploy an effective and leading conduct approach, suitably tailored for a wholesale banking business, and applied consistently across all regions and products. The approach encompasses the developing business requirements, the evolving expectations of global regulators and wider developments across the financial services industry.
We are making improvements and tracking progress through 13 key areas, described as our '13 capabilities' and managed through our conduct programme. This includes strengthening our conduct, behaviours and culture; embedding conduct in core business processes, systems and procedures; and reinforcing our controls framework and effectiveness.
The work is being coordinated through the GBM Chief Control Office (CCO). The scope of the work includes all aspects of the GBM business and product lines including Global Banking, Global Markets, GLCM, Research, Securities Services and the COO teams, and encompasses all regions and countries.
This specific role covers the following core areas under the GBM conduct programme:
The manager will support the GBM CCO team in helping build out a capability and execute against a series of cultural and behavioural analysis and change projects. This will involve both deep dive work into specific GBM businesses and also acting as a subject matter expert and co-ordination point. Key to the role will be engagement with:
A key part of the role will cover supporting the development of behavioural science based analysis and interventions.
Key stakeholders will be:
The jobholder will be required to be part of a small team within the GBM CCO that will be responsible for building out a thoughtful and market leading approach to cultural and behavioural analysis, understanding, oversight and intervention - at the same time recognising that the cultural and behavioural change itself needs to be owned by individuals, teams, and businesses, and cannot be imposed upon them.