"Several Indian companies are becoming multi-nationals and expanding their operations in foreign markets. We assist many of these companies in setting up overseas operations and also provide them solutions to meet business requirements in India. These companies are not always headquartered in metro cities. Hence, we have opened commercial banking centres near their headquarters so that we can work closely with them," said Sandeep Uppal, managing director and head of commercial banking in India at HSBC.
HSBC's commercial banking unit in India has 700 employees. Of these, about 600 are posted across eight Indian cities where the foreign lender has opened a commercial banking centre. The bank, which has 50 branches in India, has also formed commercial banking teams in smaller cities such as Baroda, Ludhiana, Indore and Jodhpur. The foreign lender's commercial banking division offers services from cash management to commercial mortgages, and products such as foreign exchange, liquidity management and payments.
"It is like a restaurant's menu card. We provide a wide range of products and services. We are putting more employees across the commercial banking centres and looking to exploit opportunities in non-metro cities," said Uppal. He added while the uncertain economic environment has stretched working capital cycles of many mid and small corporates, HSBC is yet to witness any significant stress building in its portfolio. The commercial banking division's India profit, however, narrowed to $89 million in calendar 2012 from $122 million a year earlier.
"Our performance is well on track. The decline in profit was primarily due to the provisions that we had to make against a few historical accounts. We believe that companies that have weathered the crisis relatively better will perform well when economic growth improves. At the moment, we are comfortable with the quality of our book," said Uppal.
On incremental lending to small and micro enterprises, he said, the bank will continue to offer finance after reviewing the financial strengths of the companies.
"It is like a cricket match. You cannot pre-judge and play every ball on its merit," added Uppal.
You’ve reached your limit of {{free_limit}} free articles this month.
Subscribe now for unlimited access.
Already subscribed? Log in
Subscribe to read the full story →
Smart Quarterly
₹900
3 Months
₹300/Month
Smart Essential
₹2,700
1 Year
₹225/Month
Super Saver
₹3,900
2 Years
₹162/Month
Renews automatically, cancel anytime
Here’s what’s included in our digital subscription plans
Exclusive premium stories online
Over 30 premium stories daily, handpicked by our editors


Complimentary Access to The New York Times
News, Games, Cooking, Audio, Wirecutter & The Athletic
Business Standard Epaper
Digital replica of our daily newspaper — with options to read, save, and share


Curated Newsletters
Insights on markets, finance, politics, tech, and more delivered to your inbox
Market Analysis & Investment Insights
In-depth market analysis & insights with access to The Smart Investor


Archives
Repository of articles and publications dating back to 1997
Ad-free Reading
Uninterrupted reading experience with no advertisements


Seamless Access Across All Devices
Access Business Standard across devices — mobile, tablet, or PC, via web or app
)