This move stands in stark contrast to the ongoing trend of closures in the banking sector, where hundreds of branches have been shuttered in recent years. HSBC’s decision highlights the ongoing importance of face-to-face banking, especially for customers who prefer personal interaction for complex financial needs. With the rise of online banking and mobile services, some might question the need for physical branches, but HSBC’s commitment suggests that the high street has a future beyond digital screens.
Branch Retention Amid Industry-wide Decline
In recent years, UK banks have closed thousands of branches, with more than 6,600 closures since 2015 alone, according to consumer watchdog Which? HSBC, however, has bucked this trend. The bank has guaranteed that its existing network of 327 branches will remain open for the foreseeable future, committing to keep them operational until at least 2027. This is part of an effort to preserve access to essential banking services, particularly for customers who rely on in-person assistance.
Sally Williams, Head of the Branch Network at HSBC UK, emphasised the significance of these physical locations, explaining that they provide customers with access to specialised services such as Premier, Wealth, Mortgages, and Business Banking. She added, “We are investing heavily into our physical network so that we can continue to service our customers, including those with more complex needs who value in-person interaction for those moments that matter.”
This commitment to branch retention comes amidst growing concerns over the erosion of face-to-face banking, particularly for older customers, small businesses, and those who are digitally excluded. HSBC’s pledge to retain and improve its branch network reflects the bank’s recognition of these concerns, reinforcing its role in local communities and ensuring accessibility for all customer demographics.
Strategic Investment in Branch Revitalisation
As part of its £56 million investment, HSBC is embarking on a significant upgrade of its branches across the country. This includes refurbishing 100 branches and creating dedicated Premier Centres and Wealth Centres to cater to more affluent customers. These Premier spaces are designed to provide high-net-worth clients with a private setting to meet with financial advisors and manage their banking needs.
The bank has already completed the installation of Premier spaces in several branches, including at Oxford Circus and Muswell Hill in London, as well as locations in Leeds and Leicester. HSBC has also committed to installing more self-service machines, allowing customers to deposit, withdraw, and manage their accounts with greater ease.
Christopher Dean, Managing Director of Wealth, Premier, and Personal Banking, pointed to the success of these Premier spaces, noting that referrals for the bank’s wealth management services have increased by 80% year-on-year. This indicates not only a growing demand for in-person financial services but also highlights HSBC’s strategy to expand its market share among the so-called ‘mass affluent’ demographic – individuals who earn over £100,000 annually or have significant savings.
HSBC’s investment in its branch network is a testament to the ongoing relevance of high street banking, even in the digital age. While online banking continues to grow, face-to-face interactions remain critical for many customers, particularly those seeking specialised financial services. The bank’s focus on maintaining its high street presence ensures that it can continue to serve these customers effectively, whether they are navigating complex financial decisions or simply managing day-to-day banking needs.
In a landscape where many banks are scaling back their physical presence, HSBC’s commitment to both branch retention and refurbishment is a bold step that underscores its belief in the continued importance of in-person banking. This approach may well prove to be the key to HSBC’s future success, as it continues to adapt to changing customer expectations and the evolving financial landscape.
