Stephen Green spent 21 years preparing for his current role as executive chairman of HSBC. The 59-year-old joined the UK's largest bank, then known as the Hongkong and Shanghai Banking Corporation, in 1982 to run corporate planning. At the time, he signed a two-year contract with the hope that he might spin it out into a four-year job. “It was not in my wildest imaginings that I would be in the company 21 years later or that the company would become what it has,” he said in 2003.

After this first position, he went on to become group treasurer, and later headed investment banking and markets. It was here that he took a bold decision that may have helped him into the top job.

With stock markets plunging, Mr Green scrapped executive bonus payments in 2001 and 2002, which resulted in an exodus of top staff but the appreciation of clients. A year later, he was appointed chief executive of the bank and, three years on, became chairman.

Despite his long preparation for the role, it has not been entirely smooth sailing. The bank angered unions when it moved thousands of back-office jobs from the UK to emerging markets. Household, a controversial US acquisition, was the first bank to report difficulties with American sub-prime mortgages.

Further, HSBC has come in for criticism from activist investors over its strategy and corporate governance. The chairman has been steely in his rejection of their complaints.

Mr Green, who is an ordained minister in the Church of England, is known for his competitive nature but also puts emphasis on business integrity. “It is the only basis of sustainable success over the long term,” he said.

In 1996 he published a book titled Serving God? Serving Mammon? Christians and the Financial Market and sometimes writes his sermons en route to HSBC's overseas businesses.

Educated at Oxford University, Mr Green grew up in Brighton and is married with two daughters.