Santander mag april 2015

VOTE ON 7 MAY

S P R I N G 2 0 1 5

Telephone: 01442 891 122www.advance-union.org

WoMEnFoUGhtFoR

YoURRIGhttoVotE!

2 ADVANCE magazine Spring 2015

Published by Advance, 2nd Floor, 16/17 High Street, Tring, Herts HP23 5AH

Telephone: 01442 891122Fax: 01442 891133Email: [email protected]

All articles © advance magazine 2015 or the author. The contents may not be reproduced without permission. Writers’ views are not necessarily those of Advance.

Editor: Linda Rolph

Design & production: www.design-mill.co.uk

Cover photograph:Everett Collection/Mary Evans

Please circle the numbers below:

1 Strongly disagree 2 Disagree

3 Agree 4 Strongly agree

RISK● I feel empowered to make decisions and to use discretion

to positively impact customer outcomes. 1 2 3 4

● In my department/branch tasks are fairly distributed

across the whole team.

1 2 3 4

● I do not fear the consequences of making a mistake. 1 2 3 4

REWARD

● I understand my reward scheme.

1 2 3 4

● I feel my reward scheme is fair.

1 2 3 4

● I received the bonuses I expected last year. 1 2 3 4

● If I could change one thing about the reward scheme it would be:

MY MANAGER

● My manager treats me fairly and with respect. 1 2 3 4

● I feel able to challenge my manager.

1 2 3 4

● My manager provides support to help me achieve my

long term career goals.

1 2 3 4

● My manager keeps me updated with the banks long

terms strategies and goals.

1 2 3 4

● My Manager provides me with adequate development and ensures

I have enough time to complete my mandatory training. 1 2 3 4

GENERAL

● I feel Santander is a good place to work. 1 2 3 4

● I have a good level of work life balance. 1 2 3 4

● I feel that since the last survey the long hours culture

has been addressed.

1 2 3 4

● Do you feel the principles of Flexible Working are adhered

to in your business area?

1 2 3 4

● If I could pick three priorities for Advance to pursue to

improve your working life in 2015 they would be:

1

2

3

Please complete all the questions below and return in an envelope to this adddress:

Advance, FREEPOST (SCE 7517), Tring HP23 5BR (you do not need to use a stamp).

16

4

CONTENTSAdvance Survey 4We take a look at the results of the Advance survey

Performance Ratings 7The need for change

Other key changes 8Key Holding Allowance

Group Income 9Protection Scheme For employees whose primary pension arrangements are the SRP

A decline in Health 10& Safety at work The results of several recent studies

The Living Wage 11Advance was the first Trades Union to sign up to the Living Wage

It’s all about the band 12and the rating! Details of the Bank’s Annual Performance Bonus scheme (APB)

Branch Consolidation 13Programme Advance has been in ongoing discussion with senior management

Printed on recycled paper

13

In this issue...

10

11

Defining the SCM Role 14 Advance has been in ongoing discussion

Use your vote! 16 A privilege or a right?

Lottery winners 17WIN up to £1,000 every month

Use of the Bell Curve 17Update in deciding Appraisal Ratings

Sandy’s World 18

2015 RecruitmentCampaign 18WIN a Red Letter Day

Advance Travel Club 19

Linda’s team 20Contact details

Spring 2015 ADVANCE magazine 3

WelcomeY

et another year of change – no surprise there then. Retail are going through the last changes in their

management structure with the SCM review. Change, if implemented in the right way, can often improve situations. It needs the people affected to understand it fully and to recognise its positive impact.

Thank you for completing our survey. We welcome the fact that the rate of response that we received to this was the best to date. Once we have identified the main issues, it is our intention to discuss them with senior management of the bank and work together in partnership to improve your working lives. Advance’s Number One objective is to continue to be Your Voice at Work.

Once we have established a definitive way forward, we will update you fully on the Bank’s response and proposals. Our current timescale is to have achieved this by the time of publication of the next edition of our magazine.

TIME FOR CHANGEWith the General Election just around the corner, life is set to change again. This is one of the most important elections for some time. Irrespective of who wins, it is important that everyone uses their vote, especially women who, if not for the Suffragette movement, may not have won the right to vote. I strongly believe that if you don’t vote, you cannot moan. Millions of people around the world have no say in making their country fair for everyone. We have that right and should use it.

CHANGEI attended the recent Santander conference at Heathrow and it was

refreshing to hear Steve Pateman’s (Executive Director, Head of UK Banking) view on the type of bank that he wants Santander UK to become. As Steve said, conversations and not targets are important. He clearly admired the approach adopted by the John Lewis Partnership and recognised that it is the people at the counter or desk who customers relate to. This is definitely the philosophy that Advance has always believed in and has written about throughout our history.

Bonus Incentive Schemes play a major part in individuals’ Reward packages and we would like to see if they can be paid in a different way. The full article relating to Bonuses is featured on page 12. We have often been asked if the bonus paid reflects the profit made by the Bank. If the Bank’s profit has massively improved by 26%, then surely the bonus payment should reflect this.

We know that unions don’t negotiate on bonuses or incentive schemes. We feel that this is a very Twentieth century approach. Trades unions should be on Remuneration boards so that they have the opportunity to speak up for the very people at the front line, the ones that the customers relate to and be their voice. It is difficult to find a scheme that everyone feels is fair – however, it is not impossible. You need to put yourself in the shoes of the people on lower salaries who, over the last 3 years have seen austerity take its toll on them more than anyone else.

Without customer-facing people at the front end, there is no relationship with customers. Santander may have the most sophisticated computer systems in the industry but people will always want to talk to other people – that will never change. Brands are titles: it is the friendly face, the helpful person who makes the brand. Steve Jobs of Apple, John Lewis Partnerships and Warren Buffett fully, the millionaire businessman and philanthropist, fully understands this. So do we!!

Until the next time,

Linda Rolph, General Secretary

Evening helpline Contact Linda every Wednesday 8.30 – 10pm 07850 742340

‘IRRESPECTIVE OF WHO WINS, IT IS IMPORTANT THAT EVERYONE USES THEIR VOTE, ESPECIALLY WOMEN WHO, IF NOT FOR THE SUFFRAGETTE MOVEMENT, MAY NOT HAVE WON THE RIGHT TO VOTE.’

HELP AT WORK


ADVANCE SURVEY

At the end of last year Advance surveyed all members on their working life at Santander. The

survey was initiated following the success of Advance’s Stress Survey in 2012 when in conjunction with the Bank, many new initiatives were successfully implemented, helping to alleviate the causes of stress for members.

Linda has met recently with Simon Lloyd (Chief People Officer & General Counsel) to take him through the headline results of our latest survey and Advance are encouraged by positive discussions in terms of how, together with the Bank, we can address the key findings.

We will update members on actions taken in a further edition of our magazine. A summary of the survey findings and Advance’s recommendations are set out herein.

In the last edition of our magazine, Advance gave members the opportunity to take part in a survey that would provide us with valuable feedback on the issues that you feel have an impact on your working life in Santander. In the past, Advance’s surveys have been important in changing practices in the Bank for the better: we last conducted a survey 2 years ago which mainly focussed on stress having a detrimental impact on our members’ working lives. On the back of that feedback, Advance shared these findings with the Bank and found solutions to many of the concerns raised.

Following our feedback (and Santander’s own research), Occupational Health re-introduced company guidelines on managing stress through their “Keeping Pressure Positive” guide for managers and “Keeping Pressure Positive and Building Personal Resilience” guide for staff. The company also liaised with the Bank Workers

Charity in relation to people who had various difficulties. The Bank Workers Charity (BWC) is an organisation which can help Bank workers with information on issues such as financial difficulties, managing stress, welfare benefits and disability support. Advance gave full details of the role of the BWC on page 4 of the last edition of our magazine. You can get more information from the BWC website bwcharity.org.uk. (The user name is “employeesupport” and the password is “heretohelp”).

Over 80% of members responded to our survey: this was slightly higher than the response rate of the Advance stress survey which, in part, is due to our members providing us with their email address (which enabled them to complete the survey electronically).

FINDINGS OF THE 2014 SURVEY

The survey questions were grouped under four key headings: Risk, Reward, My Manager and General. These headings reflect the most common areas of feedback from our members.

The results are split generically by Head Office, the Branch Network and Retail Contact Centres (RCC) allowing us to gain a deeper insight into the variations between key business areas.

Although in the survey we asked members to respond to the statements by the degree to which they agreed or disagreed (on a four point scale from strongly agree to strongly disagree), for simplicity we have grouped the results into two categories of ‘agree’ or ‘disagree’.

The survey results have provided us with an in-depth insight into our members’ working lives and show us both positive and

Over the next three pages we take a look at the results of the Advance survey.

Advance Survey

negative areas of feedback. Using our experience, we have made recommendations for improvement where we see a negative trend.

Advance wants to work with the Bank on its people strategy. People are a key element of the Santander compass and the Bank’s own survey results compliment and add weight to our findings.

By working together, with the right commitment and direction from the Bank’s leadership, I am confident we can develop a set of interventions and changed attitudes that will not only improve the working lives of our members but provide wider business benefits such as improved engagement and, therefore, customer satisfaction.

The key findings following detailed analysis are that:

Remember that if you have not yet registered your email address, please contact Abbie McCarthy on 01442 891122 or email her at [email protected]. Please don’t forget to include your staff number.

‘ON THE BACK OF THAT FEEDBACK, ADVANCE SHARED THESE FINDINGS WITH THE BANK AND FOUND SOLUTIONS TO MANY OF THE CONCERNS RAISED’

‘ON THE BACK OF

Complete confidentiality will be maintained at all times.

Advance will only discuss the overall results of our survey with senior management.

Advance Union Survey Dear Member,It has been two years since Advance union undertook a survey

relating to stress. The overall response rate to our last survey

was fantastic. On the back of that survey, through discussions

that we held with the bank, many new initiatives were rolled

out and continue to be, alleviating the causes of stress.We have decided to undertake a further survey covering

questions relevant to your working life now in Santander.

By providing us with your views on these questions, this will enable us to include your feedback in our strategic planning for 2015. We will provide direct confidential feedback to Senior Management of the bank

on your overall views to improve your working life.Please help us to help you by completing the survey overleaf.

If you wish you can complete this survey online. Simply log

onto the Advance website at www.advance-union.org.If you have any queries, please contact the Advance office on

01442 891122. All calls are treated with complete confidence.

Linda Rolph General Secretary, Advance

NAME

YOUR JOB ROLE

DIVISION & BRANCH OR BUSINESS AREA

The closing date for returning completed survey responses is Friday, 9 January 2015.


RISKWe asked members the extent to which they felt empowered to make decisions and use discretion, how evenly team tasks were distributed and whether they feared the consequences of making a mistake.

In the main, the results across all three business areas show that members are empowered to make decisions and use discretion and that tasks are generally fairly distributed across the whole teams rather than one or two individuals being relied upon.

However, Advance is concerned with the findings showing that the majority of members across all three business areas fear the consequences of making a mistake. This supports our view that members are being subject to disciplinary action, being given IP or CP ratings and losing their bonuses all too easily for making mistakes.Recommendation: The Bank focuses line manager training on the appropriate use of discretion in disciplinary cases and that reward schemes are reviewed to ensure that isolated mistakes do not jeopardise team reward.

REWARDWe asked members the extent to which they understood their Reward Scheme, whether they felt their scheme was fair and whether their last bonus was in line with their expectations.

It is clear from the breakdown below that the majority of members in customer-facing roles find their Reward Schemes difficult to understand and less fair than those in Head Office roles. The lack of understanding around the quarterly Retail Reward Scheme and the RCC Reward Scheme correlates to bonus payments not being in line with member’s expectations.

Some improvements have been made in recent years to customer-facing Reward Schemes. However, feedback from our members shows that the majority would prefer to be in the APB scheme. Recommendation: The Bank reviews its Reward Schemes with potentially one scheme for all which would improve the position of S1 & S2 people and the current Pay Progression arrangements to further improve their position.


Agree

I feel empowered to make decisions and to use discretion to positively

impact customer outcomes

In my department/branch tasks are fairly distributed

across the whole team

I do not fear the consequences

of making a mistake

61% 64% 52% 54% 56% 55%

29% 30% 41% 36% 38% 39%

29% 29% 25%

66% 66% 67%Disagree

HQ Branch RCC HQ Branch RCC

HQ Branch RCC

Agree

I understand my reward scheme

I feel my reward scheme is fair

I received the bonus Iexpected last year

66% 29% 25% 53% 34% 36%

29% 66% 67% 38% 59% 56%

61% 40% 57%

29% 53% 35%Disagree

HQ Branch RCC

HQ Branch RCCHQ Branch RCC

FIGURE 2: REWARD

FIGURE 1: RISK


ADVANCE SURVEY

MY MANAGERWe asked members a number of questions about their managers styles and one of the most important responses for Advance was in relation to whether they have managers who treat them fairly and with respect.

This result is very positive across all three business areas and reflects the outcome of our discussions with the Bank on this issue over recent years which has resulted in improved manager training initiatives such as the Future Forward Programme, the People Essentials Programme and the extension of Future Forward training to CSM’s.

These training initiatives are great news for all our members and Advance have received some positive feedback on the programmes.

GENERALWe asked members whether they feel Santander is a good place to work, whether they have a good work/life balance and what their views on Flexible Working were.

Members overwhelmingly told us that they feel Santander is a good place to work and this is clearly reflected in the Bank’s entry into the Sunday Times Top 25 Best Companies to work for.

The questions around work/life balance and Flexible Working show us that members in Head Office roles

tend to have a more favourable work/life balance and have the principles of Flexible Working adhered to in the main. The majority of negative results came from the Branch Network where many said they didn’t have a good work/life balance and that the principles of Flexible Working were not adhered to.

Advance believes that with the introduction of Financial Centres in most parts of the network, they will lead to more creative ways of accommodating Flexible Working requests. However, much more needs to be done.Recommendation: Pilot some branches to see if people who work every Saturday (other than annual leave) have the same lieu day off each week. This will enable members to cut back on child care or help with elder costs. This, in turn, would allow other team members in their branches to have more Saturdays off.

Agree

My manager treats me fairly and with respect

72% 68% 79% 53% 34% 36%

17% 25% 13% 38% 59% 56%

61% 40% 57%

29% 53% 35%Disagree

HQ Branch RCC

HQ Branch RCCHQ Branch RCC

Agree

I feel Santander is agood place to work

I have a good level of work/life

balance

I feel that since the last survey the long

hours culture has been addressed

I feel the principles of Flexible Working are adhered to in my business area

75% 67% 71% 60% 43% 56% 43% 33% 38% 53% 32% 42%

13% 24% 19% 29% 57% 34% 46% 58% 52% 35% 59% 48%

52% 56%

41%Disagree

HQ Branch RCC

HQ Branch RCC HQ Branch RCC HQ Branch RCC

FIGURE 3: MY MANAGER

FIGURE 4: GENERAL

SUMMARY

The areas we can work on together are: ● Focus on Flexible Working to

enhance work/life balance● Review Reward Schemes

with potentially one scheme for all that improves the position of S1 & S2 staff

● Overtime to be paid for time worked over the agreed 15 minutes (am & pm)

● Review current Pay Progression arrangements to further improve provision

No single intervention will be sufficient to tackle the important issues raised in our survey. Rather, a combination of actions and initiatives are most likely to have the desired impact. Advance have made recommendations where we feel more can and should be done to support the Bank’s people.

By working together we are confident that we can have a positive and lasting impact on all the issues identified in this survey and that will provide wider benefits for our members.Thanks again for taking the time to complete the survey.


Members will be aware of Advance’s focus over the last couple of years on Performance

Excellence and the need to reduce the number of CP ratings, given the impact this rating has on Pay Awards, bonuses and Pay Progression. Advance has now been briefed in detail on end-of-year ratings across the Bank as a whole and in each Division. The distribution of ratings has slightly improved but much more still needs to be done to reduce CP ratings.

The results show the number of CP ratings to have fallen from 15.5% at the end of 2013 to 12.6% at the end of 2014, but Advance remains concerned with the number of CP ratings in some areas, particularly given the Bank’s excellent financial results which you helped to deliver:● Profit before tax for 2014 increased

by 26% on 2013 to £1,399 million,● 1.2 million new 1|2|3 customers

(with a total of 3.6 1|2|3 customers),● Winner for current account

switchers: since launch of the switching guarantee, one-in-four customers who moved banks joined Santander and

● New mortgage lending of £26.3 billion (up from £18.4 billion in 2013).

Advance’s aim, which we will not relent on, is that the Bank must review its approach to performance excellence ratings so that ratings and reward are fairly aligned and

that behaviours and objectives are embedded in any future design.

What needs to be addressed, in particular, is the fact that all too often CP ratings come as a surprise. Advance continues to receive a high number of calls from members who don’t have regular reviews with their Manager and therefore receive unexpected ratings. This is frankly unacceptable.

Managers make many excuses in trying to justify why they are giving a CP rating and some common examples that we hear from our members are as follows:● “A CP is a good rating and you are

almost there”. This is not true and is reflected in the effect that getting a CP rating has on pay awards, bonuses and Pay Progression.

● “I could only give you this rating. I tried to give you a higher rating but the Regional Manager would not agree to make more people an SP”. Once again, this is not true: as you will read in page 17 of this magazine, Advance has received confirmation that the Bell Curve (forced ranking) should not be used when determining the appraisal rating that individuals receive.

Although we are encouraged by the overall improvements in ratings at year- end, there is much more to be done. We are confident, however, that through our early discussions with senior management we can make progress to the benefit of members and the Bank.

In the meantime, it is very important to note that from now on, your pay and bonus will be directly affected by your appraisal rating so remember that you can appeal against both your year-end rating and your half-year rating.

FINALLY Advance also asked for the Bank’s data on appeals but, up to now, we have been disappointed to learn that in the majority of business areas only a handful of individuals have appealed against their year-end rating. We believe that the small number of appeals evidences the fact that most people do not feel comfortable with the Bank’s Appeals process. Advance firmly believes that the Appeals procedure needs to change with the first (informal) step of appealing to your line manager (the person who actually gave you your rating) being withdrawn and, instead, we believe the process should begin with appeals going directly to an independent manager. This system is already in use in Geoban and, following discussions with Reward, we expect it to change for year-end 2015.

The Advance team meets many dedicated people from all areas within the Bank who, without their continuous hard work, loyalty and professionalism, Santander would not be where it is today. Advance will be raising the issue of CP ratings and its disastrous consequences for people at our next meeting. We will keep you updated with management’s response.

THE NEED FOR CHANGEPerformance RatingsThe distribution of ratings has slightly improved but more still needs to be done to reduce CP ratings.

✓Evening helpline Contact Linda every Wednesday 8.30 – 10pm 07850 742340

HELP AT WORK


If you have any queries or concerns in relation to the changes that taken place, please contact Linda or one of her senior team who will be able to give you advice in confidence. All contact numbers are on the back page of this magazine.

OTHER KEY CHANGES

KEY HOLDING POLICY

In our meetings with Senior Management, Advance has raised our concern with the current Key Holding policy. It has now

been agreed that anyone holding branch keys is entitled to be paid if the criteria outlined herein are met.

Advance has ensured that the Key Holding Allowance has been significantly improved, both in the value and the accessibility of the payment. Under the current policy an individual needs to hold keys for 15 consecutive days. Following our negotiations, this agreement has been improved so that a person can claim this allowance if (in the absence of the Branch Manager or CSM) they have been holding keys for 10 days in a calendar month which do not have to be consecutive. Once you have held branch keys for 10 days in a calendar month, you will be paid for any additional days that you hold them. The daily rate has also been increased by 11.6% so that after 1 March, the equivalent daily rate will be £5.00.

Advance is pleased that the new agreement is a significant improvement on the current arrangements and should result in many more people benefiting from this allowance.

Level 400There have been ongoing issues with the Level 400 role where members have been forced to undertake this position or be told that they might have to be moved to another branch. We have now negotiated a clear way forward in relation to this issue and Martin Bischoff has referred to the agreement in his national briefing to RMRs, BDs and Branch Managers on 9 February.

SO, WHAT HAS BEEN AGREED?Advance has reached agreement with Retail management on the following

points. (Martin endorsed all of the points herein in his national briefing).● Firstly, Level 400 duties are

undertaken on a voluntary basis.● Branch Managers and SCMs

continue to be Level 400 users.● There is now no cap on the number

of other individual in the branch who can undertake Level 400 activities.

● Advance has reached agreement with Retail that an individual who has competently undertaken Level 400 duties as well as their CSA role will be entitled to an interview for a future SCM vacancy that they wish to apply for. This is a much-improved potential career path for individuals who want to undertake the SCM role.

● We have also gained agreement that RMRs, BDs and Branch Managers will take Level 400 duties into account at both Half-year and Year-end appraisals.

● Advance are delighted that it has been agreed that the time taken to complete Level 400 duties must be taken into account in relation to daily expectations of other CSA activities, such as prompt exceptions. Finally, Advance receives many calls

from members who work substantial additional hours for no pay or time-in-lieu. This issue was discussed and clear agreement was reached that people at S1 or S2 grades who work additional time that was agreed with their manager (over and above the 15 minutes before and after their contractual times) are paid for the additional time worked or given time-in-lieu. This will also apply for any additional

time worked during the cross-tax year period. Overtime budgets exist for all divisions and are used, but you must, of course, have agreed the overtime with your line manager in advance.

KEY POINTS● You are entitled to the key-holding

allowance if, in the absence of the BM/CSM, you hold keys for 10 days or more in a calendar month (these days do not have to be consecutive).

● The Level 400 role is a purely voluntary role and more than one person can volunteer to undertake the Level 400 role in a branch.

● People who undertake Level 400 activities often want a career path in Risk. Advance and management have agreed that individuals undertaking this role and their duties as a CSA satisfactorily will have rights to be interviewed for any SCM vacancy that arises.

● Level 400 duties are to be taken into account by RMRs, BDs and Branch Managers when allocating daily duties such as prompt expectations.

● Level 400 duties are taken into account at year-end appraisals as well as normal CSA duties.

● People at S1 or S2 grades must be paid overtime or given time-in-lieu for any extra time that has been agreed with their manager worked after 15 minutes from their contractual start-time or finish-time.The “People Guide” which is

soon to be distributed to all branches will clarify many of the points that you have been raising with us.

Key Holding Allowance has been significantly improved.


As you may be aware, during the Pay Negotiations in November 2013, when the current two-

year deal was agreed, and following representations from Advance, the Bank made a commitment to implement an income protection scheme for employees whose primary pension arrangements are the SRP (Santander Retirement Plan). To be eligible for this benefit you must have been in the SRP for at least a year. This GIP scheme is not applicable for those active members of the Final Salary Scheme (Defined Benefit Scheme) or Alliance & Leicester Defined Contribution Scheme. The reason for this is due to the fact that those schemes already have ill-health retirement benefits, whereas the SRP Scheme does not have any provisions for ill-health retirement.

You will be aware at the time of reading this magazine that the Bank have announced details of the new Group Income Protection Scheme (GIP Scheme) which came into effect from 1 March 2015. We are pleased to be able to share some of the high-level arrangements with our members.

The Bank’s proposals involve a combined income protection scheme and early retirement arrangements for employees in the SRP who are unable to return to work after a long period of sickness absence. This scheme will positively impact around 20,500 active or eligible employees who can join the SRP. To be clear, if you have opted out of the SRP you will not be eligible

If you are reading this article and you are not a member of the Santander Retirement Plan , you may wish to consider joining to ensure that you have a pension in retirement and that you benefit from the protection of the scheme also.

If you have any further questions in relation to this scheme, please do not hesitate to contact the Advance helpline on 01442 891122.

for this benefit and will have no cover. Additionally if your primary pension arrangement is not the SRP (you are an active member of one of the other schemes mentioned herein) you will not be eligible for this benefit, but will be covered under your own pension plan.

So what will this new benefit look like? Following representations from Advance, the Bank has developed a plan with insurers UNUM for those employees in the SRP scheme (for at least one year) who could be off work due to long-term sickness. The scheme provides income protection payments, together with specialist external support and rehabilitation to help facilitate a successful return to work where possible. This will mean that employees in this scheme will be able to receive payments of up to two years of income protection payments of 50% of their salary at the time of going off with long term sickness. These payments would start once contractual benefits such as Company Sick Pay ends. There will be no changes to your sickness provisions details in the Sickness & Absence Policy.

To be eligible for this benefit you must be working normally (not against medical advice) before the start of the period of sickness absence leading to any claim. So if you are already off sick when the plan came into effect on 1 March 2015 you will not be eligible to claim the benefit. However once you return to work and are working normally, you will be eligible to

Advance made a commitment to implement an income protection scheme for employees whose primary pension arrangements are the SRP.

Protection Scheme

claim if you experience a new period of long-term sickness abscence.

All claims will be made through the insurance company and once you have been continuously absent on sick leave for a period of time (normally around two months) you will be contacted about how to make a claim.

If, after two years of income protection, employees are still unable to return to work then lump sum payments may be made, depending on the level of incapacity (full and partial). Full details of this scheme can be found at wearesantander.co.uk

I’m sure you will agree that this represents a huge benefit for eligible employees.


tion Scheme Group Income

HELP AT WORK


Many Trades Union reports have cited a cavalier attitude on the part of the coalition

Government as being the reason for this decline. The conditions which caused the greatest rise in sickness absence were work-related stress and musculoskeletal disorders. In looking at the fact that illness and injury costs the economy £14.2 billion in 2012–13, Francis O’Grady (General Secretary of the TUC) stated that these figures “should be a wake-up call demanding stronger regulation and enforcement for rogue bosses who put their staff at risk”.

Although statistics show a fall in non-fatal cases, this picture is misleading due to changes in the way that such cases are recorded, these changes being introduced by the coalition Government. One such change is that some major injuries which used to be recorded no longer have to be reported. Another change is that the absence period requiring accidents to be reported has increased from 3 days

to 7 days, thus reducing the number accidents that are reported. Sarah Page, a Health & Safety officer at the HSE Inspectors’ union (Prospect) reported that this trend was due to “widespread neglect by employers to proactively manage work-related stress” and “aggressive sickness absence and performance management systems”: in such cases, people are often afraid to go on sick leave for fear of hitting “trigger points”, further reducing reported absence figures.

The negative impact of the coalition Government’s attitude towards Health & Safety is also reflected in the comments made by Hugh Robertson (TUC Senior Policy Officer for Health & Safety) when he said, “it is very likely that we are beginning to see the results of the government-forced changes to inspection regimes and the cuts in the HSE and local authority budgets”. Specifically, the cuts that he was referring to were a 40% reduction in funding for local authorities who are joint regulators of workplace Health & Safety with the HSE. This, in turn, has resulted in a reduction of 90% in local authority inspections.

The cut in budgets for Health & Safety regulators has also had a detrimental effect on the enforcement of regulations. Susan Murray, National Health & Safety Adviser for Unite stated, “Tory ministerial attacks such as wanting to ‘kill off health and safety culture for good’ and ‘red tape’ send a dangerous message to some employers who may now think they do not need to do anything to protect their staff”. The fact that the

coalition Government has stopped proactive inspections by the HSE and local authorities in “low risk” industries has also been cited as a cause for alarm particularly as such industries (which include transport, education, health and social care) often have higher than average rates of ill-health. This has been cited as a key policy change that has affected Health & Safety in schools and needs to be reversed to reduce sickness absence figures. This downward spiral can only be reversed by the HSE and local authorities having adequate funding to enforce robust safety practices in the workplace coupled with the ability to apply penalties when these practices are breached.

Another growing problem cited by many trades unions is that many Health & Safety representatives are finding it increasingly difficult to get time off to carry out their role. Often the “day job” was cited as an excuse to deny representatives their right to carry out their role, particularly in allowing them to attend Health & Safety meetings.

Perhaps the most poignant comment came from Judith Hackitt, the Chair of the HSE when she said, “We should remind ourselves what these numbers actually mean – the number of times in the last year someone went out to work and either did not return home to their loved ones or came home with life-changing injuries”. In light of this sentiment, Advance endorses the need for adequate Health & Safety standards in all workplaces.

A DECLINE IN

AT WORKHEALTH & SAFETYSeveral recent studies have found a decline in Health & Safety standards in the workplace in recent years.

HEALTH & SAFETY



The Living Wage is an hourly rate that’s calculated based on the basic cost of living in the UK. Employers choose

to pay it on a voluntary basis. On numerous occasions Advance

discussed this important issue with Senior Management at Santander. Indeed, we negotiated an agreement in which all employees were paid at least the National Living Wage, regardless of performance. We are delighted that Santander has made a commitment to pay staff at Santander sites working for suppliers the Living Wage by 2017. This will benefit a further 1,600 people. The current Living Wage rate is £7.85 per hour (and for London is £9.15). This is due to be reviewed in November and Advance has agreed with Management to pay any increases that may be applicable to all staff.

Nationally, there is still much work to be done on making the Living Wage a reality for many workers in different industries. Although over 1,200 employers have committed to pay the Living Wage, a recent TUC study found that one-fifth of all jobs pay less than this figure. Birmingham Northfields, Kingswood (near Bristol) and Dwyfor Meironnydd (North Wales) have been identified as UK hotspots where working people typically earn less than the Living Wage. Even parts of London such as Harrow West, Chingford and

Advance was the first Trades Union to sign up to the Living Wage, a fact that we are very proud of.

The Living Wage

Woodford Green have substantial numbers of their working population earning less than this amount.

The study also found that working women were more likely to be paid less than the Living Wage. Francis O’Grady (TUC General Secretary) said, “Extending the Living Wage is a vital step towards tackling the growing problem of in-work poverty across Britain. Working families have experienced the biggest squeeze on their living standards since Victorian times and these Living Wage figures show that women are disproportionately affected. Pay has been squeezed at all levels below the boardroom and the Government’s mantra about ‘making work pay’ is completely out of touch with reality”.

‘NATIONALLY, THERE IS STILL MUCH WORK TO BE DONE ON MAKING THE LIVING WAGE A REALITY FOR MANY WORKERS IN DIFFERENT INDUSTRIES’

HELP AT WORK


The APB is a discretionary bonus schemed for those members not in the other bonus schemes such as the

quarterly Retail Reward scheme or the Retail Contact Centres scheme: these schemes cover the vast majority of Advance members. The APB scheme is designed to reward and recognise the contribution made by employees to the Bank’s overall performance.

This year’s Annual Performance Bonus Pool reflects the “2014 performance and the increase in the Bank’s net profits for the year”.

If you are a Santander UK employee in a S1-S5 role (and not covered by other reward schemes), you are eligible to receive a bonus based on the matrix (below right) in line with your 2014 end-of-year performance rating and the basic pay you earned during 2014 (as defined in the Scheme rules). In addition, your line manager will have a discretionary bonus pool to distribute for each S Band. Full details of Santander UK’s 2014 APB are now available to read on the Intranet and the fixed bonus matrix is opposite.

Advance believes that bonus payments should reward each person for the full contribution that they make to the bank? Bonuses are a major part of each person’s Reward package and should be a substantial financial benefit for all people, particularly those who earn less than the average salary in the UK. However, if we take an individual with an annual earning of £18,000, this means that they earn £346.15 per week (gross). If this person received

a CP rating, they would receive approximately £360 after tax – enough for a new washing machine, a fridge or a weekend away in the UK. It certainly would not cover the cost of a holiday in the UK, let alone abroad!

We all know that many people are struggling and many other public sector employees have not received a Pay award. However, Santander UK announced a £1,399 million profit this year: you helped achieve amazing results.

Advance believes that they whole current Ratings process needs to be reviewed and that bonus payments should reflect a positive reward for everyone, depending on how well the UK bank has done. Advance believes that there are fairer ways to recognise and reward the S1 and S2 population, and in particular, the contribution that a CP (Close to Performance) performer has made.

Details of the Bank’s Annual Performance Bonus scheme (APB) were published in February following the Bank’s annual results.

band and the rating!

The Advance team meets many dedicated people from all areas of the Bank who, without their continuous hard work, loyalty and professionalism, Santander would not be where it is today . However you have the ability to appeal against both your year-end performance rating and your half-year performance rating.

2014 End of Year Performance Rating(Agreed fixed %)

Band IP CP SP OP EP

S1 0.00% 2.50% 7.00% 10.25% 13.50%

S2 0.00% 2.75% 7.25% 11.00% 14.50%

S3 0.00% 3.50% 8.50% 13.00% 17.25%

S4 0.00% 5.00% 13.00% 19.25% 25.75%

S5 0.00% 9.50% 21.50% 32.25% 42.00%

It’s all about the

ANNUAL PERFORMANCE BONUS

We will certainly be raising the bonus issue and the impact of CP ratings on reward again with the Bank’s Senior Management. Simple, Personal, Fair is what Santander say – it must be the case for all! Let us know what you think.



Under this programme 23 branches have been announced with plans for closure in H1 2015. The

closures are due to 2 or 3 branches being in the same Financial Centre with the exception of Cheltenham (where 2 branches are being closed due to a new branch being opened).

Advance representatives attended the majority of announcements relating to the closures in person. In exceptional circumstances, representatives attended by dial-in due to travel difficulties. This was to ensure that we were able to answer questions and address any issues that our members had.

Throughout the Consolidation programme, all PBs and CSAs have been found positions in nearby branches. PBs and CSA s are not affected and Advance has ensured that these individuals keep their current working hours and Saturday hours. If there are any further changes, the

Advance has been in ongoing discussion with Senior Management in Retail regarding the Branch Consolidation Programme.

BRANCH CONSOLIDATION PROGRAMME

BRANCHES AFFECTEDOf the 23 branches affected, 11 are former Bradford & Bingley branches, 8 are former Alliance & Leicester branches and 4 are former Abbey branches. The specific branches affected are Taunton 6 FS, Hamilton RW, Luton 15 MS, Luton 19 MS, Gracechurch St (85), Rochdale TB, Evesham 30 BS, Blackpool 56 – 60 CS, Cleveleys 94 VR, Dundee NG, Newcastle PS, Leigh 32 BD, Ilford 88 HR, Dunfermline EP, Middleton MG, Wokingham MP, Castleford 58A CS, Middlesborough LR, Stanmore 33 CR, Wood Green 67 HR, Stratford 70 BW, Cheltenham 188 HS and Cheltenham CH.

Branches were previously announced for closure in 2014: 3 of these have been closed in January and February 2015 these are Oxford GS, Grimsby 22 VS, and Cardiff 4 – 6QS. The other 3, Manchester 1 – 3 CS, Stockport GU and Stockport PS will be closed in H1 2015.

Oxford Street is also closing in Q1 2015 due to the landlord’s decision not to extend our lease. This has been communicated to the branch.

Advance understands that this may be a worrying time for some of our members. Linda’s office team are the first point of call for those who want advice and can be contacted on 01442 891122. They will refer you to one of our senior team. All calls are treated confidentially.

As previously stated, Advance believes that Branch Consolidation will continue. We will keep you updated on this issue.

agreement to keep existing hours of work will remain. Advance is ensuring that, where possible, affected Branch Managers and SCM/CMs will be found alternative roles if they wish.

If you are a Branch Manager or SCM (taking into account the changes currently under way in the SCM role) your RMR will be arranging one-to-one’s with you to discuss any questions that you have (this will already have taken place in some locations).

‘THROUGHOUT THE CONSOLIDATION PROGRAMME, ALL PBS AND CSAS HAVE BEEN FOUND POSITIONS IN NEARBY BRANCHES’


This is the current position at the time of writing this article. Branch members should now be fully aware that

the Branch Network has undergone a period of transformation with the implementation of the Branch Director programme. This has resulted in Santander creating 338 Branch Director roles, appointing 54 Branch Manager Financial Centre roles and delivering the Future Forward programme to all Branch Managers, Regional Managers and Divisional Managing Directors. As part of these changes, nearly 200 people have been promoted and very few redundancies have taken place.

As part of the changes, Advance has been in negotiation with the Bank regarding changes to the SCM/CM role.

So, what does this mean for current SCM/CM’s?The SCM/CM role will become the Customer Service Manager (CSM) role. In addition, the impacted population will be segmented differently.

Currently there are 4 levels of SCM/

CM and this will be amalgamated into 3 levels of CSM which will align to the BD structure. This will be achieved by combining the SCM S1 level 1 and level 2 role. Colleagues in the SCM S1 level 1 will be placed into the SCM S1 level 2 role. Individuals impacted by this change will be eligible for a pay increase of 5%. Following this exercise, there will be 3 levels of SCM/CM to match into 3 levels of CSM.

The 3 levels of SCM/CM roles will be matched in the following way:● SCM S2 will be matched to CSM 1.● SCM S1 will be matched to CSM 2.● CM will be matched to CSM3.

‘AS PART OF THESE CHANGES, NEARLY 200 PEOPLE HAVE BEEN PROMOTED AND VERY FEW REDUNDANCIES HAVE TAKEN PLACE’

SCM ROLE

The Branch Network has undergone a period of transformation with the implementation of the Branch Director programme.

DEFINING THE SCM ROLE


Evening helpline Contact Linda every Wednesday 8.30 – 10pm 07850 742340Evening helpline Contact Linda every Wednesday 8.30 – 10pm 07850 742340

The CSM roles will be aligned to the new structure in the following way:● CSM 1 will be placed into

BD1 and BD2 sites.● CSM 2 will be placed into BD3

sites, satellite BD branches and High Street Branches.

● CSM 3 will be placed into Local branches.

Advance has ensured that the current SCM/CM roles are a job match for the CSM roles.

The next stage will be to ensure that the people in the CSM population are in the right location according to their grade and branch size. To this end, a mapping exercise will be undertaken beginning with the CSM 1 population (formally SCM S2). As part of this exercise, the following will apply: ● If you are a CSM 1 in a BD1/2 site

then there will be no change and you will continue to work in your current branch with no changes to your terms and conditions of employment.

● If you are a CSM 1 working in a lower grade branch, you will be transferred to a BD1/2 site, assuming there is one within reasonable travelling distance as set out in the Redeployment and Redundancy Policy.

● If there is no BD1/2 site within reasonable travelling distance, you will have the opportunity to seek redeployment in to a CSM 2 or 3 role.

There are currently more CSM 1 roles than individuals to fill them: therefore after the Mapping process has completed, there will be opportunities for the remaining CSM population to apply for these roles. Those eligible to apply are individuals who are currently CSMs or people who are already at risk/notice of redundancy.

Following the appointment of all the CSM 1 roles, a mapping exercise will take place for CSM 2 roles. Specifically:● All CSM2s will be included in

a desktop exercise to include behavioural and technical data.

● Based on the outcome of the CSM 1 interviews, the desktop

exercise, the available geography and the current location, we will look to place CSM2s into the best CSM2 location for them, taking into account all these factors.

● The locations for CSM2 will include BD3, BD satellite and High Street branches and there will be no change to your salary or terms and conditions of employment. Any SCM S1 Level 1s have already received a salary uplift.

● If we are unable to map you into a BD3, BD Satellite or High Street branch within reasonable travelling distance, then you will have the opportunity to seek redeployment into a CSM3 role, seek other redeployment opportunities in the bank, or take redundancy

The final Mapping process will place CSM 3’s in Local branches. If an individual is not mapped, then they will have the opportunity to look at other redeployment opportunities in the Bank or take redundancy.

If, during the mapping process at any level, there is more than 1 person who is suitable for a given branch, a desktop process will be undertaken in line with the Redeployment and Redundancy Policy.

Prior to the publication of this edition of our magazine, Advance has written to our members who undertake the SCM/CM role to advise them of the changes to their role.

It is important to note that if you are required to move branches and you incur additional travel costs (including

parking), under Santander’s Travel policy you must be reimbursed for the additional cost. This is covered under Santander’s Redeployment & Redundancy policy where, under the 3-2-1 agreement, a person can claim 100% of the difference to their costs in the first year, 50% in the second year and 25% in the third year.

Advance will continue meeting with Retail Management to discuss any issues that arise from this process. Linda’s senior team are available to give advice to members about any issues that may arise out of this process.

‘IF AN INDIVIDUAL IS NOT MAPPED, THEN THEY WILL HAVE THE OPPORTUNITY TO LOOK AT OTHER REDEPLOYMENT OPPORTUNITIES IN THE BANK OR TAKE REDUNDANCY’

‘IF YOU ARE REQUIRED TO MOVE BRANCHES AND YOU INCUR ADDITIONAL TRAVEL COSTS,YOU MUST BE REIMBURSED FOR THE ADDITIONAL COST’

If you have any queries, please contact the Advance team on 01442 891122. All calls are confidential.


ELECTION

W ith the General Election only a few weeks away, it is essential that

everyone uses their democratic right to vote. It is very worrying to think that a substantial number of people in the UK do not use their vote. This country has faced the biggest squeeze on living standards since Victorian times with record numbers of families relying on Food Banks. Your vote is your opportunity to have your say on how the country is run.

Because everyone has the right to vote, many individuals take this liberty for granted. In many countries, rule of law is imposed on people who have no say in how they are governed. Even in this country, the right for all women to vote was only won after a long and difficult struggle for women. Women were denied the right to vote for many years and the Suffragette movement only won the universal right to vote after many women lost their liberty and, in some cases, their lives.

Much of the suffragettes’ struggle was through constitutional campaigning. This was an important

approach in that it showed that women were competent in the political arena and, as this became clear, it brought the concept of women’s rights to vote closer to acceptance.

In campaigning, women also used civil disobedience to draw attention to their cause. They chained themselves to civic buildings, shouted down male political speakers and disrupted public events. The most prominent disruption took place at the Epsom Derby on 4 June 1913 when Emily Davison was killed after throwing herself under King George V’s horse during a race.

Many women were imprisoned for their actions. Of these, some went on hunger strike – in such cases they would be released from prison only to be re-imprisoned after they had recovered. Many women who went on hunger strike were force-fed, suffering internal damage to their organs. Eventually, women over the age of 21 gained the right to vote in 1928.

The plight of women’s right to vote is still a major issue in many developing countries today with women seen as second class citizens. UNICEF has launched the Gender

Action Plan, a 3-year plan which runs from 2014 – 17 and which aims to address gender equality globally. One of the key issues of gender inequality in many developing countries relates to women having no voting rights or, in some countries where they do have the right to vote, being intimidated into not attending the voting booth. In such countries, voting is still very much a privilege rather than a right.

When looking at the struggle that women have had in winning the right to vote (and in many countries, continue to have), it is disturbing to note that over two million women in the UK did not use their hard-won right to vote in the last election.

A privilege or a right?

This country has faced the biggest squeeze on living standards since Victorian times with record numbers of families relying on Food Banks. Your vote is your opportunity to have your say on how the country is run.

REMEMBERYour vote is your opportunity to have your say – don’t throw away all the hard work and sacrifice that women have made in the past. Vote on 7 May.

A privilege or a right? Use your vote!


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In the last edition of our magazine, Advance featured an article (page 12–13) on “The Bell Curve”, also known as “Forced Distribution”. Forced Distribution refers to the dubious practice of forcing all staff members into a pre-determined theoretical curve where a certain number of individuals must be rated IP, CP, SP, OP and EP. We have received confirmation from Reward management that the Bell Curve should not be used in any part of the business in deciding what appraisal rating should be given to individuals. Specifically, the Reward senior

team made the following statement in relation to the use of the Bell Curve model:

While Reward provides the business teams with a reference curve to review their overall ratings against, this is for guidance purposes only. The application of the curve is not forced. This reference curve is for us to understand how the business distribution compares to a normal distribution for a budgetary perspective and whether any further bonus modelling is required as we go through the process. We do not ask

or expect a forced distribution and this is evidence in the curve we saw at mid-year and that we will review with you for end-year. We note your concerns based on attendance of the consistency sessions and we will continue to reiterate the point that a forced distribution is not expected as part of all future communications and guidelines to the business teams.

So Beware: Challenge your rating – don’t just accept it as a fait accompli. If you have any queries on this issue, please contact one of Linda’s senior team.

NO BELL CURVE TO BE USED IN DECIDING APPRAISAL RATINGSNO BELL CURVE TO BE USED IN UPDATE

“

“


RECRUITMENT

2015 RECRUITMENT CAMPAIGN RECRUIT one new member and get in with a chance of winning a Red Letter Day of your choice!

A Champagne dinner in the Shard to a thrilling ride in a racing car of your dreams!

● Your name will be entered for every new person that you recruit. ● Each prize is worth £100 and you pick your prize which can be,

for example, dinner at the Shard, champagne, afternoon tea and many more prizes! GOOD LUCK!

If Advance receives a minimum of 40 new members between March 30th and 30th July, we will enter you into our 2015 Campaign Prize Draw. There are two Red Letter days to be won and the lucky winners will be drawn on 31 August. Terms and conditions of entry: You must be a member when this draw takes place. Each member who you have recruited must still be an Advance member at the time of the draw. (For those in Northern Ireland and Scotland where the options are not so varied we can offer a cash equivalent prize).

Are you a member Jack?

Yes, really helpful.

No, not yet but I keep meaning to.

There is so much information in the

Advance magazine. That’s no excuse, joining is so easy. You can do it online or by calling the

Advance office.

Sandy’s World

RECRUIT one new member and get in with a chance of winning a Red Letter Day of your choice!RECRUIT one new member and get in with a chance of winning a Red Letter Day of your choice!

WIN A RED LETTER DAYOF YOUR CHOICE!

Spring 2015 ADVANCE magazine 19 Spring 2015 ADVANCE magazine 19

WIN A RED LETTER DAYOF YOUR CHOICE!


General Secretary Linda Rolph 07850 742340Deputy General Secretary Rose O’Neill 07793 307333Assistant General Secretary Jim Leonard 07764 977808Assistant General Secretary Gerry Moloney 07917 578979Advance Consultant Linda Bartle 07595 411956Advance Consultant Roberta Barbour 07764 977 807Advance Consultant Keith Hoyland 07568 096141Advance Consultant Debbie Croucher 07741 271673

NECChair of NEC Caroline Stevens 055114 31997Vice-Chair of NEC Sue Grundy 055114 30122

RETAIL DIVISIONArea 1 Retail North Tom WilcoxArea 2 Retail North West & Yorkshire Nicola O’Shea Area 3 Retail Central Annette McColganArea 4 Retail London & South East Maria MalekiArea 5 Retail South West Ashley RaffertyArea 6 Contact Centres & Mortgages Sinead PurseArea 7 Technology & Operations (T&O) Nicola JonesArea 8 Geoban Joanne O’NeillArea 9 Santander UK Global Business VACANCYArea 10 Corporate & Commercial VACANCY

AREA REPRESENTATIVESArea 1 Retail North Sheila Sloan Whitehaven Gerald Kelly Belfast Area 2 Retail North West & Yorkshire Anselno Garcia Southport Amanda Spencer Bolton Ross McKenzie Southport Darren Speake Leeds Emma Dawson Bolton Area 3 Retail Central Mary Bell Hemel Hempstead Mark Richards Milton Keynes Alan O’Sullivan Birmingham Jason Blake Watford Area 4 Retail London & South East Jenny Belgrave London Lynn Robinson London Beverley Whyte London Gregory Roake Kent Area 5 Retail South West Matthew Heatherington Bournemouth Robert Ferry Honiton Ruth Legge Oxford Tom Noel Abergavenny David Price Llanelli Maria Snook Bournemouth Area 6 Contact Centres and Mortgages Leah Barrett Belfast Helen Dutton Bradford Adelle Ralston Glasgow Tracey Stubbing Bradford James Drummond Glasgow Gerry Freeman Newcastle Cathy Kelly Belfast Frank Luke Newcastle Area 7 Technology and Operations (T&O) Val Bridges Milton Keynes Helen McGuane Milton Keynes Area 8 Geoban Karen Bell Sheffield Damien Brown Sheffield Claire Croxall Milton Keynes Hazel Freeman Newcastle Michelle Swaile Newcastle Area 9 Santander UK Global Business Stewart Howley Manchester Dorothy Wilson Isle of Man Area 10 Corporate and Commercial Alison Upton Bristol

LINDA’S TEAM

Documents

Santander mag april 2015