Our links to India run deep. It was an obvious choice of location for a start-up bank looking to expand its global reach in the 1860s. There was huge demand around the world for exports such as tea from Assam, cotton from Bombay (Mumbai) and jute from Calcutta (Kolkata). Our links to India run deep. It was an obvious choice of location for a start-up bank looking to expand its global reach in the 1860s. There was huge demand around the world for exports such as tea from Assam, cotton from Bombay (Mumbai) and jute from Calcutta (Kolkata). Our links to India run deep. It was an obvious choice of location for a start-up bank looking to expand its global reach in the 1860s. There was huge demand around the world for exports such as tea from Assam, cotton from Bombay (Mumbai) and jute from Calcutta (Kolkata). Our links to India run deep. It was an obvious choice of location for a start-up bank looking to expand its global reach in the 1860s. There was huge demand around the world for exports such as tea from Assam, cotton from Bombay (Mumbai) and jute from Calcutta (Kolkata). Our links to India run deep. It was an obvious choice of location for a start-up bank looking to expand its global reach in the 1860s. There was huge demand around the world for exports such as tea from Assam, cotton from Bombay (Mumbai) and jute from Calcutta (Kolkata).
Two members of The Hongkong and Shanghai Banking Corporation founding committee in 1865 were Indian merchants – Rustomjee Dhunjeeshaw and Pallanjee Framjee – reflecting the importance of commerce between India and China at that time. Two members of The Hongkong and Shanghai Banking Corporation founding committee in 1865 were Indian merchants – Rustomjee Dhunjeeshaw and Pallanjee Framjee – reflecting the importance of commerce between India and China at that time. Two members of The Hongkong and Shanghai Banking Corporation founding committee in 1865 were Indian merchants – Rustomjee Dhunjeeshaw and Pallanjee Framjee – reflecting the importance of commerce between India and China at that time. Two members of The Hongkong and Shanghai Banking Corporation founding committee in 1865 were Indian merchants – Rustomjee Dhunjeeshaw and Pallanjee Framjee – reflecting the importance of commerce between India and China at that time. Two members of The Hongkong and Shanghai Banking Corporation founding committee in 1865 were Indian merchants – Rustomjee Dhunjeeshaw and Pallanjee Framjee – reflecting the importance of commerce between India and China at that time.
Silver Silver Silver Silver Silver
HSBC quickly opened branches in Calcutta (1867) and Bombay (1869). These offices initially focused solely on exchange business, rather than the bank’s traditional specialism of trade finance.
Silver coin and bullion was in high demand across India and HSBC became a leading player in the market over the coming decades.
By 1900, our branch network stretched across Asia, Europe and North America – opening up global opportunities for our customers. We began to play a modest role in the finance of Indian exports and industry. Jute financing was particularly significant for the bank during World War Two, when the Indian offices were among only a handful still operating amid the turmoil.
HSBC quickly opened branches in Calcutta (1867) and Bombay (1869). These offices initially focused solely on exchange business, rather than the bank’s traditional specialism of trade finance.
Silver coin and bullion was in high demand across India and HSBC became a leading player in the market over the coming decades.
By 1900, our branch network stretched across Asia, Europe and North America – opening up global opportunities for our customers. We began to play a modest role in the finance of Indian exports and industry. Jute financing was particularly significant for the bank during World War Two, when the Indian offices were among only a handful still operating amid the turmoil.
HSBC quickly opened branches in Calcutta (1867) and Bombay (1869). These offices initially focused solely on exchange business, rather than the bank’s traditional specialism of trade finance.
Silver coin and bullion was in high demand across India and HSBC became a leading player in the market over the coming decades.
By 1900, our branch network stretched across Asia, Europe and North America – opening up global opportunities for our customers. We began to play a modest role in the finance of Indian exports and industry. Jute financing was particularly significant for the bank during World War Two, when the Indian offices were among only a handful still operating amid the turmoil.
HSBC quickly opened branches in Calcutta (1867) and Bombay (1869). These offices initially focused solely on exchange business, rather than the bank’s traditional specialism of trade finance.
Silver coin and bullion was in high demand across India and HSBC became a leading player in the market over the coming decades.
By 1900, our branch network stretched across Asia, Europe and North America – opening up global opportunities for our customers. We began to play a modest role in the finance of Indian exports and industry. Jute financing was particularly significant for the bank during World War Two, when the Indian offices were among only a handful still operating amid the turmoil.
HSBC quickly opened branches in Calcutta (1867) and Bombay (1869). These offices initially focused solely on exchange business, rather than the bank’s traditional specialism of trade finance.
Silver coin and bullion was in high demand across India and HSBC became a leading player in the market over the coming decades.
By 1900, our branch network stretched across Asia, Europe and North America – opening up global opportunities for our customers. We began to play a modest role in the finance of Indian exports and industry. Jute financing was particularly significant for the bank during World War Two, when the Indian offices were among only a handful still operating amid the turmoil.
Our business in Bombay was almost entirely silver bullion, so much so that the vaults were too small and the silver bars were stacked round the walls on the public side of the counters and covered with gunnies [jute sacks]. Our business in Bombay was almost entirely silver bullion, so much so that the vaults were too small and the silver bars were stacked round the walls on the public side of the counters and covered with gunnies [jute sacks]. Our business in Bombay was almost entirely silver bullion, so much so that the vaults were too small and the silver bars were stacked round the walls on the public side of the counters and covered with gunnies [jute sacks]. Our business in Bombay was almost entirely silver bullion, so much so that the vaults were too small and the silver bars were stacked round the walls on the public side of the counters and covered with gunnies [jute sacks]. Our business in Bombay was almost entirely silver bullion, so much so that the vaults were too small and the silver bars were stacked round the walls on the public side of the counters and covered with gunnies [jute sacks].
Paradise Paradise Paradise Paradise Paradise
A close look at our family tree reveals links in India that go back even further in time. The Chartered Mercantile Bank of India, London and China (Mercantile) was a British bank founded in Bombay in 1853. The initial shareholders consisted of Indian merchants and brokers, with a sprinkling of Europeans from the city’s professional, government and commercial communities.
A close look at our family tree reveals links in India that go back even further in time. The Chartered Mercantile Bank of India, London and China (Mercantile) was a British bank founded in Bombay in 1853. The initial shareholders consisted of Indian merchants and brokers, with a sprinkling of Europeans from the city’s professional, government and commercial communities.
A close look at our family tree reveals links in India that go back even further in time. The Chartered Mercantile Bank of India, London and China (Mercantile) was a British bank founded in Bombay in 1853. The initial shareholders consisted of Indian merchants and brokers, with a sprinkling of Europeans from the city’s professional, government and commercial communities.
A close look at our family tree reveals links in India that go back even further in time. The Chartered Mercantile Bank of India, London and China (Mercantile) was a British bank founded in Bombay in 1853. The initial shareholders consisted of Indian merchants and brokers, with a sprinkling of Europeans from the city’s professional, government and commercial communities.
A close look at our family tree reveals links in India that go back even further in time. The Chartered Mercantile Bank of India, London and China (Mercantile) was a British bank founded in Bombay in 1853. The initial shareholders consisted of Indian merchants and brokers, with a sprinkling of Europeans from the city’s professional, government and commercial communities.
Mercantile established a strong reputation for trade finance in India. It quickly opened offices in London, Calcutta, Madras (Chennai), Colombo, Singapore, Hong Kong and Shanghai. The bank also received a Royal Charter, which gave it the right to issue banknotes.
The next few decades saw phases of growth and profitability, but also change and challenges. Mercantile weathered these ups and downs – even undergoing a reconstruction in 1893 to ensure its survival. It developed a particular expertise in supporting small and medium-sized businesses. As it approached its centenary in the 1950s, the firm was operating a solid network of more than 30 branches, with an especially strong presence in the Indian subcontinent and Malaysia. Its telegraphic address – PARADISE – suited a bank so beloved by customers, shareholders and employees around the world.
Mercantile established a strong reputation for trade finance in India. It quickly opened offices in London, Calcutta, Madras (Chennai), Colombo, Singapore, Hong Kong and Shanghai. The bank also received a Royal Charter, which gave it the right to issue banknotes.
The next few decades saw phases of growth and profitability, but also change and challenges. Mercantile weathered these ups and downs – even undergoing a reconstruction in 1893 to ensure its survival. It developed a particular expertise in supporting small and medium-sized businesses. As it approached its centenary in the 1950s, the firm was operating a solid network of more than 30 branches, with an especially strong presence in the Indian subcontinent and Malaysia. Its telegraphic address – PARADISE – suited a bank so beloved by customers, shareholders and employees around the world.
Mercantile established a strong reputation for trade finance in India. It quickly opened offices in London, Calcutta, Madras (Chennai), Colombo, Singapore, Hong Kong and Shanghai. The bank also received a Royal Charter, which gave it the right to issue banknotes.
The next few decades saw phases of growth and profitability, but also change and challenges. Mercantile weathered these ups and downs – even undergoing a reconstruction in 1893 to ensure its survival. It developed a particular expertise in supporting small and medium-sized businesses. As it approached its centenary in the 1950s, the firm was operating a solid network of more than 30 branches, with an especially strong presence in the Indian subcontinent and Malaysia. Its telegraphic address – PARADISE – suited a bank so beloved by customers, shareholders and employees around the world.
Mercantile established a strong reputation for trade finance in India. It quickly opened offices in London, Calcutta, Madras (Chennai), Colombo, Singapore, Hong Kong and Shanghai. The bank also received a Royal Charter, which gave it the right to issue banknotes.
The next few decades saw phases of growth and profitability, but also change and challenges. Mercantile weathered these ups and downs – even undergoing a reconstruction in 1893 to ensure its survival. It developed a particular expertise in supporting small and medium-sized businesses. As it approached its centenary in the 1950s, the firm was operating a solid network of more than 30 branches, with an especially strong presence in the Indian subcontinent and Malaysia. Its telegraphic address – PARADISE – suited a bank so beloved by customers, shareholders and employees around the world.
Mercantile established a strong reputation for trade finance in India. It quickly opened offices in London, Calcutta, Madras (Chennai), Colombo, Singapore, Hong Kong and Shanghai. The bank also received a Royal Charter, which gave it the right to issue banknotes.
The next few decades saw phases of growth and profitability, but also change and challenges. Mercantile weathered these ups and downs – even undergoing a reconstruction in 1893 to ensure its survival. It developed a particular expertise in supporting small and medium-sized businesses. As it approached its centenary in the 1950s, the firm was operating a solid network of more than 30 branches, with an especially strong presence in the Indian subcontinent and Malaysia. Its telegraphic address – PARADISE – suited a bank so beloved by customers, shareholders and employees around the world.
The deal The deal The deal The deal The deal
The post-war years transformed Asia. Banking was relatively unaffected by the twin seismic events of Indian independence and partition in 1947. However, political change in China caused HSBC to gradually close branches in the country, until only our Shanghai office remained in operation. There was a danger we would become overly reliant on Hong Kong, so leadership sought new opportunities for diversification.
Mercantile Bank was finding growth a challenge in the 1950s. It was restricted from opening additional branches and hampered by high tax rates. A protracted takeover attempt was sparked by an individual shareholder building his share capital to 14 per cent and offering it to HSBC. We could not afford the threat of a major rival capturing such a large share of the Asia market and struck a deal after months of negotiation. Mercantile was acquired in February 1959.
We also purchased The British Bank of the Middle East (now HSBC Bank Middle East) that year. This laid the foundations of HSBC’s ‘group’ approach, which saw us grow in the coming decades through subsidiary companies with their own experience and expertise.
The post-war years transformed Asia. Banking was relatively unaffected by the twin seismic events of Indian independence and partition in 1947. However, political change in China caused HSBC to gradually close branches in the country, until only our Shanghai office remained in operation. There was a danger we would become overly reliant on Hong Kong, so leadership sought new opportunities for diversification.
Mercantile Bank was finding growth a challenge in the 1950s. It was restricted from opening additional branches and hampered by high tax rates. A protracted takeover attempt was sparked by an individual shareholder building his share capital to 14 per cent and offering it to HSBC. We could not afford the threat of a major rival capturing such a large share of the Asia market and struck a deal after months of negotiation. Mercantile was acquired in February 1959.
We also purchased The British Bank of the Middle East (now HSBC Bank Middle East) that year. This laid the foundations of HSBC’s ‘group’ approach, which saw us grow in the coming decades through subsidiary companies with their own experience and expertise.
The post-war years transformed Asia. Banking was relatively unaffected by the twin seismic events of Indian independence and partition in 1947. However, political change in China caused HSBC to gradually close branches in the country, until only our Shanghai office remained in operation. There was a danger we would become overly reliant on Hong Kong, so leadership sought new opportunities for diversification.
Mercantile Bank was finding growth a challenge in the 1950s. It was restricted from opening additional branches and hampered by high tax rates. A protracted takeover attempt was sparked by an individual shareholder building his share capital to 14 per cent and offering it to HSBC. We could not afford the threat of a major rival capturing such a large share of the Asia market and struck a deal after months of negotiation. Mercantile was acquired in February 1959.
We also purchased The British Bank of the Middle East (now HSBC Bank Middle East) that year. This laid the foundations of HSBC’s ‘group’ approach, which saw us grow in the coming decades through subsidiary companies with their own experience and expertise.
The post-war years transformed Asia. Banking was relatively unaffected by the twin seismic events of Indian independence and partition in 1947. However, political change in China caused HSBC to gradually close branches in the country, until only our Shanghai office remained in operation. There was a danger we would become overly reliant on Hong Kong, so leadership sought new opportunities for diversification.
Mercantile Bank was finding growth a challenge in the 1950s. It was restricted from opening additional branches and hampered by high tax rates. A protracted takeover attempt was sparked by an individual shareholder building his share capital to 14 per cent and offering it to HSBC. We could not afford the threat of a major rival capturing such a large share of the Asia market and struck a deal after months of negotiation. Mercantile was acquired in February 1959.
We also purchased The British Bank of the Middle East (now HSBC Bank Middle East) that year. This laid the foundations of HSBC’s ‘group’ approach, which saw us grow in the coming decades through subsidiary companies with their own experience and expertise.
The post-war years transformed Asia. Banking was relatively unaffected by the twin seismic events of Indian independence and partition in 1947. However, political change in China caused HSBC to gradually close branches in the country, until only our Shanghai office remained in operation. There was a danger we would become overly reliant on Hong Kong, so leadership sought new opportunities for diversification.
Mercantile Bank was finding growth a challenge in the 1950s. It was restricted from opening additional branches and hampered by high tax rates. A protracted takeover attempt was sparked by an individual shareholder building his share capital to 14 per cent and offering it to HSBC. We could not afford the threat of a major rival capturing such a large share of the Asia market and struck a deal after months of negotiation. Mercantile was acquired in February 1959.
We also purchased The British Bank of the Middle East (now HSBC Bank Middle East) that year. This laid the foundations of HSBC’s ‘group’ approach, which saw us grow in the coming decades through subsidiary companies with their own experience and expertise.
On 18 September 1950, Mercantile Bank had opened its new Bombay premises at Flora Fountain, also known as Hutatma Chowk. The building was highly anticipated by staff, whose number had increased from 297 to 385 since the start of 1948. The upper floors were home to numerous local businesses and public bodies. On opening day, management noted: ‘The main banking hall and ground floor offices now present a very fine appearance and have already been the subject of much favourable comment’. The building continues to serve our customers in the city today. On 18 September 1950, Mercantile Bank had opened its new Bombay premises at Flora Fountain, also known as Hutatma Chowk. The building was highly anticipated by staff, whose number had increased from 297 to 385 since the start of 1948. The upper floors were home to numerous local businesses and public bodies. On opening day, management noted: ‘The main banking hall and ground floor offices now present a very fine appearance and have already been the subject of much favourable comment’. The building continues to serve our customers in the city today. On 18 September 1950, Mercantile Bank had opened its new Bombay premises at Flora Fountain, also known as Hutatma Chowk. The building was highly anticipated by staff, whose number had increased from 297 to 385 since the start of 1948. The upper floors were home to numerous local businesses and public bodies. On opening day, management noted: ‘The main banking hall and ground floor offices now present a very fine appearance and have already been the subject of much favourable comment’. The building continues to serve our customers in the city today. On 18 September 1950, Mercantile Bank had opened its new Bombay premises at Flora Fountain, also known as Hutatma Chowk. The building was highly anticipated by staff, whose number had increased from 297 to 385 since the start of 1948. The upper floors were home to numerous local businesses and public bodies. On opening day, management noted: ‘The main banking hall and ground floor offices now present a very fine appearance and have already been the subject of much favourable comment’. The building continues to serve our customers in the city today. On 18 September 1950, Mercantile Bank had opened its new Bombay premises at Flora Fountain, also known as Hutatma Chowk. The building was highly anticipated by staff, whose number had increased from 297 to 385 since the start of 1948. The upper floors were home to numerous local businesses and public bodies. On opening day, management noted: ‘The main banking hall and ground floor offices now present a very fine appearance and have already been the subject of much favourable comment’. The building continues to serve our customers in the city today.
It is intended that the change in control shall not affect the management, staff, relationship with constituents, or business progress of the bank. It is intended that the change in control shall not affect the management, staff, relationship with constituents, or business progress of the bank. It is intended that the change in control shall not affect the management, staff, relationship with constituents, or business progress of the bank. It is intended that the change in control shall not affect the management, staff, relationship with constituents, or business progress of the bank. It is intended that the change in control shall not affect the management, staff, relationship with constituents, or business progress of the bank.
The Chandni Chowk branch had opened in Delhi in 1912, following the switch of capital from Calcutta during British rule. A member of staff recalled the unusual hazards once faced there: ‘we had to chase off the monkeys who could come in through the windows and tear up precious documents. There was also a mongoose which used to come up to play from the strongroom.’ The Chandni Chowk branch had opened in Delhi in 1912, following the switch of capital from Calcutta during British rule. A member of staff recalled the unusual hazards once faced there: ‘we had to chase off the monkeys who could come in through the windows and tear up precious documents. There was also a mongoose which used to come up to play from the strongroom.’ The Chandni Chowk branch had opened in Delhi in 1912, following the switch of capital from Calcutta during British rule. A member of staff recalled the unusual hazards once faced there: ‘we had to chase off the monkeys who could come in through the windows and tear up precious documents. There was also a mongoose which used to come up to play from the strongroom.’ The Chandni Chowk branch had opened in Delhi in 1912, following the switch of capital from Calcutta during British rule. A member of staff recalled the unusual hazards once faced there: ‘we had to chase off the monkeys who could come in through the windows and tear up precious documents. There was also a mongoose which used to come up to play from the strongroom.’ The Chandni Chowk branch had opened in Delhi in 1912, following the switch of capital from Calcutta during British rule. A member of staff recalled the unusual hazards once faced there: ‘we had to chase off the monkeys who could come in through the windows and tear up precious documents. There was also a mongoose which used to come up to play from the strongroom.’
HSBC valued Mercantile Bank’s strong reputation and long-standing customer relationships. With HSBC’s backing, it opened 11 new branches in Calcutta and Bombay during the late 1960s. HSBC and Mercantile employees were integrated in 1971, meaning postings could take place between branches without the need for new contracts. Mercantile’s head office functions were folded into HSBC a year later, but the bank continued to operate as a separate entity for another decade. HSBC valued Mercantile Bank’s strong reputation and long-standing customer relationships. With HSBC’s backing, it opened 11 new branches in Calcutta and Bombay during the late 1960s. HSBC and Mercantile employees were integrated in 1971, meaning postings could take place between branches without the need for new contracts. Mercantile’s head office functions were folded into HSBC a year later, but the bank continued to operate as a separate entity for another decade. HSBC valued Mercantile Bank’s strong reputation and long-standing customer relationships. With HSBC’s backing, it opened 11 new branches in Calcutta and Bombay during the late 1960s. HSBC and Mercantile employees were integrated in 1971, meaning postings could take place between branches without the need for new contracts. Mercantile’s head office functions were folded into HSBC a year later, but the bank continued to operate as a separate entity for another decade. HSBC valued Mercantile Bank’s strong reputation and long-standing customer relationships. With HSBC’s backing, it opened 11 new branches in Calcutta and Bombay during the late 1960s. HSBC and Mercantile employees were integrated in 1971, meaning postings could take place between branches without the need for new contracts. Mercantile’s head office functions were folded into HSBC a year later, but the bank continued to operate as a separate entity for another decade. HSBC valued Mercantile Bank’s strong reputation and long-standing customer relationships. With HSBC’s backing, it opened 11 new branches in Calcutta and Bombay during the late 1960s. HSBC and Mercantile employees were integrated in 1971, meaning postings could take place between branches without the need for new contracts. Mercantile’s head office functions were folded into HSBC a year later, but the bank continued to operate as a separate entity for another decade.
Eventually the time came for Mercantile Bank to wind down as a trading name. Its Indian branches were rebranded as HSBC in 1983. A strong sense of community was maintained. Some branches had up to three generations of one family on the payroll. Staff magazines from the period are packed with reports of fundraising for local charities, drama productions, table tennis fixtures and, of course, cricket matches. Eventually the time came for Mercantile Bank to wind down as a trading name. Its Indian branches were rebranded as HSBC in 1983. A strong sense of community was maintained. Some branches had up to three generations of one family on the payroll. Staff magazines from the period are packed with reports of fundraising for local charities, drama productions, table tennis fixtures and, of course, cricket matches. Eventually the time came for Mercantile Bank to wind down as a trading name. Its Indian branches were rebranded as HSBC in 1983. A strong sense of community was maintained. Some branches had up to three generations of one family on the payroll. Staff magazines from the period are packed with reports of fundraising for local charities, drama productions, table tennis fixtures and, of course, cricket matches. Eventually the time came for Mercantile Bank to wind down as a trading name. Its Indian branches were rebranded as HSBC in 1983. A strong sense of community was maintained. Some branches had up to three generations of one family on the payroll. Staff magazines from the period are packed with reports of fundraising for local charities, drama productions, table tennis fixtures and, of course, cricket matches. Eventually the time came for Mercantile Bank to wind down as a trading name. Its Indian branches were rebranded as HSBC in 1983. A strong sense of community was maintained. Some branches had up to three generations of one family on the payroll. Staff magazines from the period are packed with reports of fundraising for local charities, drama productions, table tennis fixtures and, of course, cricket matches.
Key market Key market Key market Key market Key market
In 1985, HSBC was the first bank in India to computerise its operations, and in 1987 it proudly unveiled the country’s first ATM. In the late 1990s, the bank began planning a series of global resourcing centres to remove back-office processing from branches. The first, in Hyderabad, opened in June 2000. The city enjoyed a rapidly growing reputation as a tech hub with a skilled workforce. Our second centre opened there 12 months later, with an operation in Bangalore following in June 2002.
In 1985, HSBC was the first bank in India to computerise its operations, and in 1987 it proudly unveiled the country’s first ATM. In the late 1990s, the bank began planning a series of global resourcing centres to remove back-office processing from branches. The first, in Hyderabad, opened in June 2000. The city enjoyed a rapidly growing reputation as a tech hub with a skilled workforce. Our second centre opened there 12 months later, with an operation in Bangalore following in June 2002.
In 1985, HSBC was the first bank in India to computerise its operations, and in 1987 it proudly unveiled the country’s first ATM. In the late 1990s, the bank began planning a series of global resourcing centres to remove back-office processing from branches. The first, in Hyderabad, opened in June 2000. The city enjoyed a rapidly growing reputation as a tech hub with a skilled workforce. Our second centre opened there 12 months later, with an operation in Bangalore following in June 2002.
In 1985, HSBC was the first bank in India to computerise its operations, and in 1987 it proudly unveiled the country’s first ATM. In the late 1990s, the bank began planning a series of global resourcing centres to remove back-office processing from branches. The first, in Hyderabad, opened in June 2000. The city enjoyed a rapidly growing reputation as a tech hub with a skilled workforce. Our second centre opened there 12 months later, with an operation in Bangalore following in June 2002.
In 1985, HSBC was the first bank in India to computerise its operations, and in 1987 it proudly unveiled the country’s first ATM. In the late 1990s, the bank began planning a series of global resourcing centres to remove back-office processing from branches. The first, in Hyderabad, opened in June 2000. The city enjoyed a rapidly growing reputation as a tech hub with a skilled workforce. Our second centre opened there 12 months later, with an operation in Bangalore following in June 2002.
A spotlight on India from HSBC's internal TV news programme, March 1992 A spotlight on India from HSBC's internal TV news programme, March 1992 A spotlight on India from HSBC's internal TV news programme, March 1992 A spotlight on India from HSBC's internal TV news programme, March 1992 A spotlight on India from HSBC's internal TV news programme, March 1992
HSBC’s India business benefitted from notable leadership at the start of the new millennium. Zed Cama was the first Indian to be appointed as country CEO in 1999. He enjoyed a 44-year career with the bank and, even more remarkably, traced his family tree back to the Indian merchants on our founding committee in 1865. Naina Lal Kidwai became CEO in 2007 – the first woman appointed to the post. She went on to take up chairmanship of HSBC India in 2009, a role she held until 2015. HSBC’s India business benefitted from notable leadership at the start of the new millennium. Zed Cama was the first Indian to be appointed as country CEO in 1999. He enjoyed a 44-year career with the bank and, even more remarkably, traced his family tree back to the Indian merchants on our founding committee in 1865. Naina Lal Kidwai became CEO in 2007 – the first woman appointed to the post. She went on to take up chairmanship of HSBC India in 2009, a role she held until 2015. HSBC’s India business benefitted from notable leadership at the start of the new millennium. Zed Cama was the first Indian to be appointed as country CEO in 1999. He enjoyed a 44-year career with the bank and, even more remarkably, traced his family tree back to the Indian merchants on our founding committee in 1865. Naina Lal Kidwai became CEO in 2007 – the first woman appointed to the post. She went on to take up chairmanship of HSBC India in 2009, a role she held until 2015. HSBC’s India business benefitted from notable leadership at the start of the new millennium. Zed Cama was the first Indian to be appointed as country CEO in 1999. He enjoyed a 44-year career with the bank and, even more remarkably, traced his family tree back to the Indian merchants on our founding committee in 1865. Naina Lal Kidwai became CEO in 2007 – the first woman appointed to the post. She went on to take up chairmanship of HSBC India in 2009, a role she held until 2015. HSBC’s India business benefitted from notable leadership at the start of the new millennium. Zed Cama was the first Indian to be appointed as country CEO in 1999. He enjoyed a 44-year career with the bank and, even more remarkably, traced his family tree back to the Indian merchants on our founding committee in 1865. Naina Lal Kidwai became CEO in 2007 – the first woman appointed to the post. She went on to take up chairmanship of HSBC India in 2009, a role she held until 2015.
India is now the world’s fastest growing large economy and set to become the third-largest economy in this decade. Today HSBC India offers a full range of banking and financial services through 26 branches across 14 cities. Many thousands of employees are deployed across banking, investment banking and capital markets, asset management, insurance, software development and global resourcing operations. We are at the forefront of arranging deals for Indian companies expanding abroad and for international companies investing in India. India is now the world’s fastest growing large economy and set to become the third-largest economy in this decade. Today HSBC India offers a full range of banking and financial services through 26 branches across 14 cities. Many thousands of employees are deployed across banking, investment banking and capital markets, asset management, insurance, software development and global resourcing operations. We are at the forefront of arranging deals for Indian companies expanding abroad and for international companies investing in India. India is now the world’s fastest growing large economy and set to become the third-largest economy in this decade. Today HSBC India offers a full range of banking and financial services through 26 branches across 14 cities. Many thousands of employees are deployed across banking, investment banking and capital markets, asset management, insurance, software development and global resourcing operations. We are at the forefront of arranging deals for Indian companies expanding abroad and for international companies investing in India. India is now the world’s fastest growing large economy and set to become the third-largest economy in this decade. Today HSBC India offers a full range of banking and financial services through 26 branches across 14 cities. Many thousands of employees are deployed across banking, investment banking and capital markets, asset management, insurance, software development and global resourcing operations. We are at the forefront of arranging deals for Indian companies expanding abroad and for international companies investing in India. India is now the world’s fastest growing large economy and set to become the third-largest economy in this decade. Today HSBC India offers a full range of banking and financial services through 26 branches across 14 cities. Many thousands of employees are deployed across banking, investment banking and capital markets, asset management, insurance, software development and global resourcing operations. We are at the forefront of arranging deals for Indian companies expanding abroad and for international companies investing in India.
HSBC India's growth story HSBC India's growth story HSBC India's growth story HSBC India's growth story HSBC India's growth story
A bright future A bright future A bright future A bright future A bright future
Our long history in India began with stacks of silver bullion and steamships laden with exports. Since then, the bank has grown steadily and actively contributed to the development of the Indian banking industry. Today we are well positioned to support the growth ambitions of an aspirational India going global. We also draw heavily on local talent to power our software development and global resourcing operations. We are proud of our long history in India, and the part we have to play in its bright future. Our long history in India began with stacks of silver bullion and steamships laden with exports. Since then, the bank has grown steadily and actively contributed to the development of the Indian banking industry. Today we are well positioned to support the growth ambitions of an aspirational India going global. We also draw heavily on local talent to power our software development and global resourcing operations. We are proud of our long history in India, and the part we have to play in its bright future. Our long history in India began with stacks of silver bullion and steamships laden with exports. Since then, the bank has grown steadily and actively contributed to the development of the Indian banking industry. Today we are well positioned to support the growth ambitions of an aspirational India going global. We also draw heavily on local talent to power our software development and global resourcing operations. We are proud of our long history in India, and the part we have to play in its bright future. Our long history in India began with stacks of silver bullion and steamships laden with exports. Since then, the bank has grown steadily and actively contributed to the development of the Indian banking industry. Today we are well positioned to support the growth ambitions of an aspirational India going global. We also draw heavily on local talent to power our software development and global resourcing operations. We are proud of our long history in India, and the part we have to play in its bright future. Our long history in India began with stacks of silver bullion and steamships laden with exports. Since then, the bank has grown steadily and actively contributed to the development of the Indian banking industry. Today we are well positioned to support the growth ambitions of an aspirational India going global. We also draw heavily on local talent to power our software development and global resourcing operations. We are proud of our long history in India, and the part we have to play in its bright future.
