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the institute for employment studies
Restructuring in the UK finance sector
Stefanie LedermaierWarsaw, 30 September 2013
Role of the sector and impact of the crisis
London is Europe’s most important financial centre and important contributor to the UK economy (around 9% of GDP)
Banking sector hit hard by the crisis:●banks facing bankruptcy●nationalisation of major banks●government capital injections●changes to the regulatory and supervisory
system of the UK financial sector
Impact of the crisis on employment in the sector
The crisis has resulted in the estimated loss of around 187,000 jobs in the UK finance sector, or 25% of the sector’s workforce
All major UK banks have implemented large-scale redundancies – still ongoing
Consultation on redundancies follows legal provisions.
There are statutory minimum levels for redundancy payments, but a majority of employers offer higher payments
Alternatives to redundancy include “natural wastage”, retraining, redeployment, shorter working week
Managing restructuring in the finance sector
Collective bargaining takes place at company level in the sector (25% rate of unionisation and 20% collective bargaining coverage in the sector)
No specific role for the state Restructuring measures include:
● Wage reductions● Offshoring and outsourcing● Voluntary redundancies
Increased incidence of social dialogue in the banking sector in recent years, due to a need to engage in response to the crisis
Positive and negative aspects of restructuring
Positive aspects Negative aspects
Good overall relationship and communication process between management and employee representatives
No employee representatives/bad relationship between employee representatives and management
Advance notice of potential restructuring No notice of restructuring
Timely and inclusive information of employee representatives
Minimal information on restructuring
Timely consultation of employee representatives, in good faith (ie consultation takes on board employee representative views)
Minimal consultation on restructuring
Negotiation over restructuring process No negotiation over restructuring process
Active skills development policy No or limited skills development
Restructuring package negotiated with the involvement of employee representatives, including aspects such as internal redeployment, reskilling, working time flexibility and other measures designed to avoid redundancy
No negotiated package and no measures put in place to avoid redundancies
Where redundancies are inevitable, help is given to redundant employees to help them increase their employability and find alternative work: eg outplacement services.
No help given to redundant workers to help them find alternative employment: overreliance on severance packages
Difficulties around restructuring
Trade unions protest against:●Job losses●Lack of redeployment opportunities, due
to geographical location, or skills mismatch
●Reductions in terms and conditions such as holiday entitlement and sick pay
●Closure of final salary pension schemes●Increased use of temporary workers
Positive examples of restructuring: Cambridge Building Society (1) Major change programme to improve
performance announced in 2007 and implemented in 2008-2009
Number of new positions and a small number of redundancies
Formal announcement of the detail of the plan and regular communication through a Change Programme Director and steering committee
Measure to limit redundancies included: ● reviewing temporary work● natural wastage● early retirement● voluntary redundancy on enhanced terms
Cambridge Building Society (2)
Closure of 4 branches in 2009 – most staff were redeployed to new positions in other branches nearby
Travel costs paid and positions trialled on a six-week basis
Small number of redundancies on better than statutory terms and with full consultation
Redundant staff also offered outplacement Engagement and performance programme put
into place following the restructuring, in order to maintain staff motivation
Final thoughts
UK banking sector has been severely affected by the crisis – substantial job losses and restructuring
Within the legal framework, the management of restructuring takes place at company level – there are many good practice examples of employer engagement and meaningful collaboration between the social partners
The crisis is not yet over – there are now fears about the future of the Cooperative Bank
… thank you
www.employment-studies.co.uk