HSBC Bank – it was founded in 1865 and it’s a subsidiary of HSBC Holdings UK. In the USA, it’s headquartered in New York. Before being acquired by HSBC Group it was known as Marine Midland Bank of New York State.
- Find Branch Locations and Hours
- Website – www.us.hsbc.com
- Customer Service Telephone – 1(800) 975-4722
- Routing Number – 021001088
- Swift Number – MRMDUS33
Secure Login HSBC offers a free service of online banking for its clients. You’ll be able to: transfer funds, check balances, view account history, pay bills and more. Follow the steps in order to learn how to login and enroll. How to Login Go to the bank’s web page and click on “Internet Banking” on the […]
In order to transfer funds domestic or internationally,HSBC clients must have a routing number . The number is determined by the State the account holder opened their account. Routing Number on a Check It can be easily found on a check. It’s the first 9 digit number on the bottom of the check. HSBC Routing […]
Talk to HSBC
Personal Banking: 800.975.4722
HSBC Premier Banking: 888.662.4722
HSBC Advance: 866.584.4722
Business Banking: 833.722.4722
Mortgage Customer Service: 855.527.8400
Premier Mortgage Customer Service: 855.806.4660
Jade Mortgage Customer Service: 855.806.4661
Private Bank Mortgage Customer Service: 855.806.4664
Lost/Stolen Cards: 800.462.1874
Write to HSBC
HSBC Customer Service Address
HSBC Bank USA, N.A.
P.O. Box 2013
Buffalo, NY 14240
HSBC Premier Service Center.
P.O. Box 22
Buffalo, NY 14240
Attention: Mail stop NOE 1290
1 Corporate Drive, Suite 360
Lake Zurich, IL 60047-8945
HSBC is one of the world’s largest banking and financial services organizations. We serve more than 39 million customers through four global businesses: Retail Banking and Wealth Management, Commercial Banking, Global Banking and Markets, and Global Private Banking. Our network covers 66 countries and territories in Europe, Asia, the Middle East and Africa, North America and Latin America.
We aim to be where the growth is, connecting customers to opportunities, enabling businesses to thrive and economies to prosper, and ultimately helping people to fulfill their hopes and realize their ambitions.
Listed on the London, Hong Kong, New York, Paris and Bermuda stock exchanges, shares in HSBC Holdings plc are held by around 200,000 shareholders in 130 countries and territories.
HSBC in the USA
HSBC, one of the world’s largest banking and financial services organizations, has been connecting Americans to global opportunities since 1865. It serves customers from offices and branches in cities across the United States including New York, Los Angeles, Chicago, Atlanta, Houston, Seattle, Miami, San Francisco, and Washington, DC.
HSBC was born from one simple idea – a local bank serving international needs. In March 1865, HSBC opened its doors for business in Hong Kong, helping to finance trade between Europe and Asia.
For more than 150 years we have connected customers to opportunities. We enable businesses to thrive and economies to prosper, helping people to realize their ambitions. Today, we serve more than 39 million customers worldwide in 66 countries and territories.
The experiences of the past century and a half have formed the character of HSBC. A glance at our history explains why we believe in capital strength, in strict cost control and in building long-term relationships with customers.
The bank has weathered change in all forms – revolutions, economic crises, new technologies – and adapted to survive. The resulting corporate character enables HSBC to meet the challenges of the 21st century.
HSBC has developed a number of traditions over its years in business and employed people who would later find fame in other fields. For example:
The bank’s name is derived from the initials of The Hongkong and Shanghai Banking Corporation Limited, the founding member of HSBC
HSBC’s red and white hexagon symbol was developed from the bank’s original house flag which was in turn based on the cross of St Andrew
The HSBC lions are nicknamed Stephen and Stitt after senior managers from the 1920s
The comic author P G Wodehouse, creator of Jeeves and Wooster, spent two years working at HSBC’s London office. He was recorded as being late for work 20 times in his first year
HSBC is named after its founding member, The Hongkong and Shanghai Banking Corporation Limited, which was established in 1865 to finance the growing trade between Europe, India and China.
The inspiration behind the founding of the bank was Thomas Sutherland, a Scot who was then working for the Peninsular and Oriental Steam Navigation Company. He realised that there was considerable demand for local banking facilities in Hong Kong and on the China coast, and he helped to establish the bank which opened in Hong Kong in March 1865 and in Shanghai a month later.
The opening of China
How Guy Hillier cemented HSBC’s reputation in China at the turn of the 20th century
Soon after its formation, the bank began opening branches to expand the services it could offer customers. Although that network reached as far as Europe and North America, the emphasis was on building up representation in China and the rest of the Asia-Pacific region. HSBC was a pioneer of modern banking practices in a number of countries – for instance, in 1888 it was the first bank to be established in Thailand, where it printed the country’s first banknotes.
From the outset trade finance was a strong feature of the local and international business of the bank, an expertise that has been recognised throughout its history. Bullion, exchange, merchant banking and note issuing also played an important part. In 1874, the bank handled China’s first public loan and thereafter issued most of China’s public loans.
By the end of the century, after a strong period of growth and success under the leadership of Thomas Jackson (chief manager for most of that period from 1876 to 1902), the bank was the foremost financial institution in Asia.
Challenges and change
The 20th century saw challenges and change for HSBC. In the early years of the 20th century, HSBC widened the scope of its activities in the East. It became increasingly involved in the issuing of loans to national governments, especially in China, to finance modernistation and internal infrastructure projects such as railway building. The First World War brought disruption and dislocation to many businesses, but the 1920s saw a return to prosperity in the East as new industries were developed and trade in commodities such as rubber and tin soared. The bank’s new head office in Hong Kong (1935) and the new buildings at major branches such as Bangkok (1921), Manila (1922) and Shanghai (1923) reflected this confidence.
The 1930s ushered in an era of uncertainty with economic recession and political turmoil in many of the bank’s markets. In the Second World War, the majority of the bank’s staff in the East became prisoners of war as the enemy advanced through Asia. The bank survived under the new leadership of Arthur Morse, and through its prudent policy of building up large reserves in peace time. At the end of the war, HSBC took on a key role in the reconstruction of the Hong Kong economy. Its support for the skills of newcomers to Hong Kong was especially vital to the upsurge in manufacturing in this period.
In other markets, however, HSBC needed to make major readjustments. Most of the mainland offices in China were closed between 1949 and 1955, leaving only the Shanghai office to continue its long and eventful service. These changes carried the risk that the bank was over-concentrating its interests in Hong Kong. The bank addressed this concern by diversifying through a series of alliances and acquisitions. The purchases of the Mercantile Bank and the British Bank of the Middle East in 1959 took HSBC into new pastures, and the formation of a merchant banking arm in 1972 extended its range of services. By the 1970s the bank had firmly developed a policy of expansion by acquisition or formation of subsidiaries with their own identities and expertise.
Making of the modern HSBC
In the later years of the 20th century HSBC moved from an important regional bank to one of the world’s leading financial services organisations. This transition was achieved by a number of steps.
By the late 1970s HSBC’s management had conceived the strategy of the ‘three-legged stool’ with the legs of the stool representing the three markets of the Asia-Pacific region, the USA and the UK. In the 1980s, the purchase of Marine Midland Bank in the USA represented the acquisition of the second leg of the stool. HSBC then sought a similar purchase in the UK. The initial target was the Royal Bank of Scotland but after this acquisition failed, attention turned to Midland Bank and a 14.9 per cent stake was taken in 1987. After creating a new holding company, HSBC Holdings plc in 1991, HSBC then made a recommended offer for full ownership of Midland in July 1992. The third leg was in place. As a result of the formation of the new holding company and the acquisition of Midland Bank, HSBC became headquartered in London.
HSBC continued to grow through a number of acquisitions across the globe. In November 1998, HSBC announced the adoption of a unified brand, using HSBC and the hexagon symbol everywhere it operated, with the aim of enhancing recognition of HSBC by customers, shareholders and staff throughout the world.
In the 21st century, HSBC has renewed its focus on its birthplace, growing its business in China both organically and through a series of strategic partnerships. HSBC’s diversification and its core values of financial strength and stability have stood it in good stead in the recent global turbulence in economies and markets, and it remains well placed to deal with an uncertain world.
At HSBC, we believe that how we do business is as important as what we do. We want to achieve good results in a way that treats our customers fairly and helps to strengthen communities and ensure a properly functioning financial system. Our values are central to achieving these aims.
HSBC’s values define who we are as an organisation and what makes us distinctive. We believe in acting with courageous integrity. We are:
Standing firm for what is right, delivering on commitments, being resilient and trustworthy
Taking personal accountability, being decisive, using judgment and common sense, empowering others
Open to different ideas and cultures
Communicating openly, honestly and transparently, welcoming challenge, learning from mistakes
Listening, treating people fairly, being inclusive, valuing different perspectives
Connected to customers, communities, regulators and each other
Building connections, being aware of external issues, collaborating across boundaries
Caring about individuals and their progress, showing respect, being supportive and responsive
These values reflect the best aspects of our heritage, and remain key to our long-term success.
HSBC is one of the world’s leading international banks, with exceptional access to high-growth markets and a strong balance sheet. Our strategy builds on these advantages and positions us to capitalise on long-term trends affecting the financial services industry.
Our four global businesses serve more than 39 million customers worldwide in both established and faster-growing markets. They range from individuals and families to major multinational corporations.
Throughout our history we have been where the growth is, connecting customers to opportunities. We enable businesses to thrive and economies to prosper, helping people fulfil their hopes and realise their ambitions. We see this as our role and purpose – and it remains crucial in light of long-term, global trends affecting our industry:
HSBC voted top for trade finance
The bank has won recognition for helping customers do business across borders.
International flows of trade, finance and data are expected to continue to grow as the world grows more connected(i)
The global middle classes are set to expand further, led by Asia(ii)
Significant investment will be needed worldwide to support the transition to a low-carbon economy(iii)
These long-term trends reinforce our strategic advantages as a leading international bank. More than 50 per cent of the Group’s client revenue is linked to international clients. Our access to high-growth, developing markets in Asia, the Middle East and Latin America gives us a platform for long-term growth. And our balance sheet strength continues to provide an excellent foundation for a sustained dividend.
In June 2018, after a period of significant transformation for the bank, we set out a series of strategic priorities to deliver growth, improve returns, empower our people, and enhance our customer experience. We aim to:
Accelerate growth from our Asian businesses, and be the leading bank to support the transition to a low-carbon economy and the China-led Belt and Road Initiative
Complete the establishment of our UK ring-fenced bank and increase market share
Gain market share and deliver growth from our international network
Turn around our US business
Improve capital efficiency
Create the capacity for increasing investments in growth and technology through efficiency gains
Improve our customer service
Simplify the organisation and invest in future skills
Alongside these eight strategic priorities we set out updated financial targets. These include:
Delivering a return on tangible equity (RoTE) of greater than 11 per cent by 2020
Achieving positive adjusted jaws on an annual basis; this means growing adjusted revenue faster than adjusted costs
Sustaining the dividend at current levels and undertaking, as appropriate, share buybacks subject to regulatory approval
We report on progress towards our financial targets in the regular updates we provide on our financial performance.
i. Source: Oxford Economics
ii. Source: Brookings, A Global Tipping Point: Half the world is now middle class or wealthier (2018)
iii. Source: OECD, Investing in Climate, Investing in Growth (2017); BP, Statistical Review of World Energy; HSBC analysis