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Batavia's Graveyard - Mike Dash [32]

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XVII to see India’s rich potential as a trading base. The English East India Company was then still poorly placed on the subcontinent; had Pelsaert’s recommendations been taken more seriously at home, the Dutch might have done more to challenge the steady rise of British influence in India.

Pelsaert’s successes in the East, which soon attracted the favorable attention of the Gentlemen XVII, can be attributed to several factors. To begin with he was adept at languages, learning fluent Hindustani and picking up a working knowledge of Persian. He understood instinctively the need to impress his hosts by living ostentatiously and was careful to arrange for a constant stream of gifts—or bribes—to present to Indian officials. He also enjoyed the patronage and friendship of the principal Dutch merchant at Surat, the renowned Pieter van den Broecke, who like Pelsaert came originally from Antwerp.

In other respects, however, Pelsaert was far from typical of the VOC community in India. At a time when most Dutch merchants lived lives as far removed as possible from those of the native peoples of the East, he displayed a fascination for the everyday activities of ordinary Indians, whose harsh lives he described in unprecedented detail in reports sent to the Netherlands. The close relations he established with the Indian community also extended to a series of scandalous affairs with local women, which Pelsaert carried on with such reckless disregard that he eventually put at risk not only the future of his mission but even his own life.

Pelsaert’s uncontrollable attraction to women was to be a feature of his entire career, but it was most evident during these early years in India. He was not alone in consorting freely with the women of the East; few European females went out to the Indies, most of those who did so died, and it was in any case generally believed that only the children of Eurasian couples stood any chance of survival in such unhealthy climates. But the majority of Dutchmen contented themselves with taking mistresses from among the servant classes, and abandoning them and their offspring when the time came to go home to the Netherlands. Pelsaert enjoyed dallying with slave girls as much as did his colleagues, but he was prepared to go much further than more prudent merchants believed wise. In the early 1620s, for example, he embarked on a dangerous affair with the wife of one of the most powerful nobles at the Mogul court in Agra, a relationship that developed so promisingly that he soon invited the married woman to his home. There the lady chanced upon a bottle of oil of cloves, a powerful stimulant normally served in tiny doses to dangerously ill men. Mistaking it for Spanish wine, she gulped down a substantial measure and promptly dropped dead at Pelsaert’s feet. To escape retribution, the shocked merchant was forced to have the body buried secretly in the grounds of the Dutch settlement. He escaped detection, but though the Mogul potentate never did discover exactly what had happened to his wife, the scandal had at least one long-term repercussion for the VOC: for many years a local broker named Medari, who had somehow found out what had happened, used the knowledge to blackmail Jan Company into retaining his otherwise dispensable services.

Most of Pelsaert’s fellow merchants disapproved of such sexual incontinence, but even they would have found his other great love—money—entirely comprehensible. Nor would they have been particularly shocked by the methods he employed to get it. Like most of his contemporaries, Francisco Pelsaert wished to taste the riches of the rich trades, and he had no intention of watching the Gentlemen XVII grow fat while he himself eked out a meager salary.

The simplest way for Dutch merchants to make a fortune in the Indies was to deal in spices under the table, but this was not permitted. The VOC did allow its men to purchase minute quantities of cloves or pepper, but—jealous of its monopoly—the Company forbade more widespread private trade and rarely rewarded its employees’ initiative.

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