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Advance is the first finance trades union to sign up to the

Living Wage

WIN ÂŁ200 Team-based reward scheme Rep chat We talk to Ruth Legge

! r e t t a m e l p o e p because Telephone: 01442 891 122

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10 Xxxxx Xxxxx Xxxxx

9 9 9

In this issue...

WIN £200 7



Team-based reward scheme


Positive changes to Santander policies


The Living Wage


Branch transfer





Keep in touch Your honesty makes the difference Rep chat Lottery winners Recruitment campaign

Linda’s team

Back page

Published by Advance, 2nd Floor, 16/17 High Street, Tring, Herts HP23 5AH Telephone: 01442 891122 Fax: 01442 891133 Email:

All articles © advance magazine 2013 or the author. The contents may not be reproduced without permission. Writers’ views are not necessarily those of Advance. Editor: Linda Rolph Design & production:

Printed on FSC accredited recycled paper.


ADVANCE magazine Summer 2013

Interested in trying your luck? Contact the Advance office for a lottery form. It only costs £1 monthly per chance (with a maximum of 10 chances per month)


ANNUAL GENERAL MEETING 2013 Notification of Advance’s Annual General Meeting WHEN: Thursday, 9 May 2013 at 11am WHERE: Room GF7, 2 Triton Square, London, NW1 3AN

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

Welcome T

hank you for completing the Advance Stress Survey. We are not in a position to provide all information regarding the findings in this edition. I will be presenting the findings to Simon Lloyd (HR Director) and other members of Senior Management in the bank in early May. Because this is such an important issue for all of our members, we have taken the decision to print a special edition of the Advance Magazine to give you the findings of our survey and the plans agreed with senior management to address the issues raised. You should receive that edition by the end of May. I am delighted to report that Advance has signed up to the Living Wage. We are one of the first trades unions to sign up to the Living Wage. We felt that as a trades union, it was important that we are leaders in this field and at the Trades Union Congress later this year Advance will be raising the issue of other trades unions, as employers, supporting the Living Wage. It is not enough that an employer pays only the Living Wage: they should sign up to this concept by formally registering as a participating employer. Advance believes that not only is this a matter of Corporate Social Responsibility but that it is a moral obligation of every employer (big or small, profit or non-profit making) to ensure that their employees can afford a reasonable standard of living. We believe that the public expect any ethical organisation to

subscribe to the Living Wage. Sadly, looking at the economic situation, nothing is improving – there has been a tiny increase in growth, unemployment trends are moving upwards and the majority of living standards are falling. However, Advance believes that this does not justify any employer treating their staff inappropriately – Advance will not tolerate any such situation for our members. We have received feedback from members regarding the pilot on Team Targets which has been very positive. More branches are now in the pilot and Advance would like a decision made to see if a complete roll-out will take place by the end of the year. You should be having your half-year appraisal meeting with your line manager in the next month or so. It is very important that you get full credit for all of your hard work so please make sure that you are fully prepared for this meeting. If you are not happy with the outcome of your half-year appraisal, it is very important that you appeal against it. If you need further advice on this matter, please contact the Advance office on 01442 891122. All calls are treated confidentially. On a lighter note, I hope that you will take part in the Advance recruitment campaign. Advance representatives work tirelessly and often they rely on Advance members to be their “eyes and ears” at a local level in making them aware of any relevant local issues. By increasing our


membership, we increase our strength so I look forward to your help in this area. Please remember that there is a prize draw of £200 for one lucky individual who recruits 2 or more new members, so this could be an opportunity to win some money!! Finally, as many of you will be taking Summer holidays (either going away or taking a well earned rest at home), enjoy the summer – let’s hope that we get some sunshine!! Until the next time,

Linda Rolph, General Secretary Summer 2013 ADVANCE magazine


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Advance initiates a

Team-based reward scheme


uring a meeting with Charlotte Hogg (Head of Retail Distribution & Intermediaries) Linda Rolph from Advance raised the prospect of piloting a team-based Reward scheme in the Branch Network. We are delighted that Charlotte agreed to the pilot. This pilot began in Quarter 1 and is based on the activity of the entire branch rather than those of individuals working in them. One of the key benefits of this approach is that now everyone in the branch plays to their own individual strengths. In addition, this also contributes to the bank’s objective of putting the customer and their needs first. There is less focus on the pure volume of sales and a greater importance based on customer service and customer outcomes. The purpose of this pilot is to examine new ways of rewarding and continue to embed the ‘new bank’ culture. It recognises that everyone in the branch has an impact on the “customer experience” and is rewarded for this. By piloting a team-based reward, this will enable the business to see how this new Reward scheme will change the culture and motivation within

Lorna CSA – Llandudno


ADVANCE magazine Summer 2013

these pilot branches. This understanding will be vital in any further development of the scheme. What are the key changes? ● As part of this pilot, CVCs

(Customer Value Credit – the credit that is given for each sale) have been removed to see if this changes behaviours within the branch in relation to sales targets. ● The importance of 123 Customer Value (how much cashback and value customers are getting from their products) has been increased: the reason for this is that by making customer value a more important part of the scheme, it is hoped that this will take part of the focus away from sales. ● Greater emphasis is placed on growing balances and cashback rather than only sales volumes. ● Reward more linked to the customer outcomes. Business Reward has been developed in the scheme. The 4 areas that comprise Business Reward are the Branch Balance Sheet, the 123 World, Gross Lending and Protection. Performance in this area will contribute towards the final bonus (based on your percentage to target). As part of Business Reward, customers are allocated to a


Sophia Witchell

Service and Control Manager in the

Southend Branch

branch that they have an association with. It is envisaged that this will allow members of individual branches to grow and deepen relationships with specific customers. In Quarter 1 this scheme was piloted in 4 regions. In Quarter 2 this pilot was extended to a further 8 regions and more branch colleagues (including Select Relationship Managers and Mortgage and Protection Advisers). Four university branches were also included. The regions that were selected to be included in Quarter 1 were: ● Southend, ● Oxford & High Wycombe, ● Central Scotland and ● North Wales & the Wirral. Those regions that were included in the Quarter 2 were: ● Guildford, ● Cornwall, ● Kingston, ● Brent Cross, ● Belfast, ● South Yorkshire, ● Manchester North and ● East Anglia.

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Need help at work? Contact the Advance helpline 01442 891 122

Brinley PBA – Bangor


Advance wanted to get the opinions of our members in the pilot regions as to what they thought of the new Team-based Reward Scheme. Therefore, Debbie Croucher (Senior Caseworker and, prior to this, a Branch Manager) visited some branches in the Southend region. All of the Branch Managers who she spoke to were very happy with the new scheme. Specifically, they told Debbie that the pilot had a very positive effect on the teams with colleagues working together for the same goal. At their morning huddle, these Branch Managers regularly update their teams on how they are performing against their team target. All agreed that this pilot is driving the right behaviours and that management now focus on how much money was saved for customers, rather than focussing on the number of products sold. In addition, managers and staff alike were very positive about this new pilot. One Branch Manager said, “This scheme has definitely got the customer at the heart of the bank and this helps to get the culture right!” Another Branch Manager said, “This scheme is much better than the previous

one! So far, we are through the Gateways with a good risk score and it looks good, regarding our bonus. This is the first time in a long time! This has set us up for the year, we are really motivated and enthusiastic”. The Branch Manager went on to say, “All the PBAs and CSAs have found it easy to understand and I have observed a change in behaviour: people are happier with a positive attitude, it’s been great!”. Rose O’Neill (Deputy General Secretary) and Jim Leonard (Assistant General Secretary) recently visited the North Wales and Wirral region to listen to our members’ views on the new pilot scheme. This included the views of PBAs, CSAs and SCMs. The comments made were: ● Cheryl, BM, Llandudno – “Ethos is very good and clearly puts the customer first” ● Claire, PBA Bangor – “One goal, team work and fair to everyone” ● Nia, BM Caernarfon – “Great team incentive – all in it to win it” ● Avril, SCM Caernarfon – “Have never seen the CSA’s and PBA’s work so well together”

Kiera CSA, Bangor


Advance welcomes this pilot in that it should strengthen teamwork within branches. An increased emphasis on the provision of good service should help to improve the branch environment as a place of work. Advance wants the team target scheme to be rolled out to all branches next year. Therefore, the findings of the pilot will be very important to the final decision that management makes.

Tara PBA, Bangor


Advance welcomes the pilot and how teamwork within the branches has individuals using their skills, knowledge and ideas to help each other to deliver the best results for the customer and, of course, a well deserved bonus for their hard work and commitment. In the words of one PBA, “We all sink or swim in this together. We need each other”.

Summer 2013 ADVANCE magazine


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Advance negotiates

Positive changes to Santander policies Advance has welcomed the agreement, and after detailed discussions, changes have been agreed regarding the Probation Guidelines. These changes should take effect from June.


Advance representatives have lobbied for changes to the Probation Guidelines to ensure fairness and accountability. One area of this policy that Advance believed needed to be changed was that, currently, if a member was dismissed at an initial Probation hearing, the Chair of that hearing was not obliged to attend the Probation Appeal hearing to explain why they had dismissed the individual. (A piece of the original text has now been deleted). Advance deemed this to be unfair as, if the dismissing Chair did not attend the Appeal hearing, there was no opportunity for the Advance Representative (or the individual who had been dismissed) to question them on their rationale for dismissal. So, the new approach is clearer and says that the Chair of the original hearing needs to make themselves available to attend the Appeal hearing, if requested to do so by either the Chair of the Appeal, the Advance representative or the individual who has been dismissed. It also appeared to be common practice for the Chair of the Appeal hearing to be having private conversations with the Chair of the original hearing outside the Appeal hearing: this is unfair as neither the Advance representative nor the member would be privy to such discussions and, effectively, anything could be said which could not be 6

ADVANCE magazine Summer 2013


challenged. This practice also called the impartiality of the Appeal Chair into question as, being impartial, a Chair should not have private discussions alone with either party. This practice has never been part of the Probation Policy and so no change was needed in this respect. However, Advance wanted to take this opportunity to highlight the fact that such a practice is not appropriate and will not be tolerated by the union. To stop this practice from taking place, it was agreed that the Chair of initial Probation hearings must make themselves available to attend Probation Appeal hearings to answer questions relating to their decision to dismiss individuals if requested by the employee, the Advance representative or the Chair of the Appeal.

Another area of concern relating to the Probation policy was that the manager presenting the case against the person who had been called to the Probation hearing was not obliged to produce a Report outlining the reasons why they had called the hearing. This made making a defence for that individual very difficult as, in many cases, the Performance Development plans and Probation Recovery Plans presented at the hearing were not comprehensive. At Probation hearings it was often the case that, in the absence of a separate Management Report, there was no clear focus as to why the individual had been called to this hearing. Given that the job security of the individual was in question, this was deemed to be an important factor in the preparation of their case. Following discussion with senior management it was agreed that a new form, the Probation Hearing Report would be completed by the line manager of the individual on probation where a formal Probation hearing was being arranged. This document would give comprehensive reasons as to why the individual was being called to a Probation hearing. More importantly, this document also gives a focus for the individual to prepare a case (with their union representative), addressing the specific areas that have led to their being called to the hearing. In addition, any mitigating points to their case could also be discussed in relation to the Probation Hearing Report. Our proposal for these changes is now being discussed between CWU and senior management and awaits their sign-off.

Another area we would like to review is the whole process of sickness absence and performance management. We will keep you updated on our discussions.

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Got any questions? Contact the Advance helpline 01442 891 122

Advance signs up to the


e are delighted to advise that Advance is the first trades union employer who has successfully met the criteria to become a member of the growing group of companies that subscribes to the Living Wage. Advance employs seven people (including our cleaner) and we wanted to be one of the first trades unions to subscribe to the Living Wage. We felt that it was not enough to pay lip service to the Living Wage and sing its praises without meeting the set criteria for being accredited to join it ourselves. Whilst Advance employs seven people, we are a not-for-profit company. Therefore, major companies that make billions in profit have no excuse not to sign up to this initiative.

So, what is the Living Wage? The campaign for the Living Wage was originally started by a charity, the Community Alliance of London Citizens, in 2001. It was subsequently promoted by Ken Livingstone (as Mayor of London) in 2005 and adopted by the Greater London Assembly for its own staff in London. Since then it has been adopted by many UK employers as a benchmark for their minimum level of pay. The Living Wage is the minimum rate of pay needed for an individual to be able to afford an acceptable standard of living. To be eligible to sign up to the Living Wage, it is essential that all employees are earning that benchmark figure. What is the difference between the Living Wage and the National Minimum Wage? The living wage is an informal benchmark and, unlike the National Minimum Wage, is not a legally enforceable minimum level of pay. The

Great News! Advance have signed up to the Living Wage

I wonder how many banks have? National Minimum Wage is set by the Chancellor of the Exchequer each year on the advice of the Low Pay Commission. It is enforced by HM Revenue & Customs (HMRC). The Living Wage is currently calculated by the Centre for Research in Social Policy at Loughborough University. What is the difference between the Living Wage and the London Living Wage? Aside from the Living Wage there is also the London Living Wage which works on the same principal but factors in the higher costs of living associated Summer 2013 ADVANCE magazine


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with living in London. The London Living Wage has been calculated by the GLA since 2005. How much is the Living Wage? The Living Wage is now set at an hourly rate of £8.55 for those working in London and £7.45 for the rest of the UK. By comparison, the National Minimum Wage is significantly lower at £6.19 for those aged over 21. What is the difference in earnings? The Annual Survey of Hours and Earnings 2011 (compiled by the Office for National Statistics) shows that the lowest paid 10% of the adult full-time workforce earned £7.04 per hour in 2011. This compared to a middle earnings level of £12.64 per hour whilst the top 10% of earners took home an average of £26.63 per hour. For part-time employees, what is the difference in earnings? Among adult part-time workers, the lowest paid 10% earned £5.93, middle earners were paid £8 per hour and the top 10% earned an hourly rate of £19.92. (The figure of £5.93 refers to the lowest paid 10% of part-time workers (including those below the age of 21). It is a sad fact that 40% of parttime staff earned an hourly rate of £7.19 or less last year. It is this group of workers who would benefit most from a raise in their hourly rates to the Living Wage of £7.45.


“THE LIVING WAGE IS A REALLY IMPORTANT IDEA” Ed Miliband the Living Wage. However, there are many companies that remain silent on this issue. Without people, no company has a brand and these employees deserve to be able to pay their bills and enjoy a minimum standard of living. They play a major role in making profits for their companies, many of which see their top earners being rewarded with massive bonuses. Progress in raising the lowest levels of pay above the minimum wage level has been slow. Recently, some large Local Authorities have adopted it, such as those in Cardiff, Birmingham and Newcastle. However, employees of other bodies have found it a struggle. For example, cleaners in the Houses of Parliament went on strike back in 2005 to demand pay rises that would bring them up to the Living Wage and achieved their aim in 2006. Similarly, cleaners on the London Underground staged industrial action, including strikes, over two years before Transport for London (TFL) conceded a deal based on the Living Wage in 2010.

How many employers actually use it as a benchmark? Out of the thousands of companies in the UK, less than 1,000 employers use the Living Wage as a benchmark. The good news is that many companies pay their staff above this level but, unfortunately, many pay less. In October, the accountancy firm KPMG (which supports the Living Wage) reported that 20% of all workers in the UK (nearly five million people) are paid below the Living Wage.

Why are people talking about it now? The issue of low pay for employees has become more pressing in the past few years. Since 2008, the combined effect of the recession, high unemployment, stagnating wages levels and high inflation has depressed Annual Income per head by 13%, according to a recent analysis by the Office for National Statistics. Some supporters of better pay for the low-paid also argue that employers who pay their staff too little are effectively benefiting from taxpayers, who subsidise the low wages of their staff by paying their employees top-up State benefits such as tax credits.

Have campaigners found it difficult to promote the Living Wage? A couple of major banks have joined the list of companies that subscribe to

Why pay the Living Wage? An independent study of the business benefits of implementing a Living Wage policy in London found that

ADVANCE magazine Summer 2013 2012

more than 80% of employers believe that the Living Wage had enhanced the quality of the work of their staff, while absenteeism had fallen by approximately 25%. Two-thirds of employers reported a significant impact on recruitment and retention within their organisation. 70% of employers felt that the Living Wage had increased consumer awareness of their organisation’s commitment to be an ethical employer. In addition to this, they also reported the following improvements: ● 75% of employees reported increases in work quality as a result of receiving the Living Wage. ● 50% of employees felt that the Living Wage had made them more willing to implement changes in their working practices. The Living Wage enabled them to require fewer concessions to effect change and made them more likely to adopt changes more quickly. ● 54% of employees felt more positive about their workplace since the introduction of the Living Wage and 52% felt more loyal to their employer. ● Staff leaving rates fell by 25%. ● 32% of employees felt the Living Wage benefitted their family life by making it affordable for them do more activities as a family (for example, go for a family meal or a day-trip). In addition, companies that were interviewed said that the reputational benefits of paying the Living Wage helped them to attract new business and customers. Employers also reported that there were Human Resource benefits at all levels of their companies: high calibre graduates at one firm cited the fact that their employer paid the Living Wage as one of the top 3 reasons


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

for applying for a job with that firm as it demonstrated Corporate Social Responsibility on their part. What do people say about the Living Wage? Many politicians and business leaders have endorsed the Living Wage. Some of the comments included the following: ● “We want good people and the Living Wage is an excellent way of getting and keeping them.” Linklaters Global Law Firm ● “For KPMG, paying the Living Wage is not just an important part of our values, our people strategy and our award winning corporate responsibility agenda: it’s critical.” “Productivity has improved; attitudes are more flexible and positive. Service has improved: our help desk gets far fewer complaints.” KPMG ● “Paying the Living Wage makes absolute sense to us as an organisation – it’s part of our aim of being an employer of choice which helps us to protect the long term success of our business. By paying a fair wage we are able to attract and keep the best people. Aviva is proud of its support of the Living Wage foundation.” Marie Sigsworth (Group CR Director), Aviva

The Living Wage represents a potentially substantial improvement in the quality of the working lives of people who need it most. In the current economic climate of austerity with more people facing hardship, the improvements brought to low paid employees by this initiative cannot be overestimated. The current government must continue to promote the Living Wage amongst more employers. We know that you agree to Advance’s decision to be a fair employer.

Branch transfer


ou may recall that towards the end of 2012 Advance wanted to introduce a Transfer policy to enable members to move to another branch in a different region or division. We have now agreed a new policy that came into effect in April. The issue was that in the past many members found it difficult to transfer to a different region. Advance had detailed discussions with management to make a simpler and fairer transfer process. Advance is delighted to report that we have reached agreement with Santander to implement a new Branch Transfer Request process. This process makes securing a transfer to a different region quicker and easier for branch members who need to relocate to a different part of the country (or in another region). The reasons for this move may be due to family relocation due to a partner’s work moving, divorce, dependent care or any other change in an individual’s lifestyles. This process will be used for transfers from like-to-like roles. No minimum performance ratings are required: however, whilst anyone who has achieved a SP rating (or above) are automatically eligible to enter into this process, those who have been rated with a CP grade or below will be assessed on a case-bycase basis. Advance will ensure fairness and transparency in this process. The good news with regard to this process is that there will be no selection process. However, it is important to remember that where there is more than one individual who wishes to apply for a specific vacancy, preference will be given on a “first come, first served” basis (from the date of request). When a match becomes available, the transfer will be applied by Santander. If the business needs to redeploy

displaced members, preference will be given to these individuals rather than location transfer requests. This is fair, in order to protect jobs wherever possible. What do I need to do now? The following steps must be taken if you wish to use this process: ● Inform your line manager that you wish to be considered for a transfer using this process. They will refer you to the Branch Employee Transfer Request Process and ask you to complete a Transfer Request Form. ● Your completed details will be entered onto the Transfer Request Database. ● Ask your Regional Co-ordinator to pro-actively notify the Regional Co-ordinator for the region that you wish to move to that you are interested in moving to that region. ● If a match comes up between you and a vacancy in your proposed region, the Regional Coordinator should arrange for an introductory meeting to take place between you and either your new Branch Manager or your new Regional Manager. ● When vacancies arise in the region that you wish to relocate to, the Regional Co-ordinator for that region should check the Transfer Request Database relating to their region, to ensure that you are treated fairly. ● You must inform your Regional Co-ordinator to take your name off the Transfer Request Database if you no longer require the transfer. Advance have championed this new process for some time as it ensures that changes in individuals’ lives can be more easily accommodated by Santander. If you have any problems or difficulties in using the new Transfer process, please contact the Advance office on 01442 891122. All calls are treated confidentially. Summer 2013 ADVANCE magazine


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YOUR HONESTY MAKES THE DIFFERENCE Advance recently sent a Stress Survey out to all of our members in the bank. The response from our membership was 81.2%, one of the highest response rates that we have ever received to any survey. The Bank’s senior management are keen to discuss the findings of this survey with Advance with a view towards working in Partnership to address as many of the issues as possible. Linda Rolph (General Secretary of Advance) will be presenting these findings to Simon Lloyd (HR Director) in May and a plan will be jointly agreed. From the findings of the survey, it is clear that there are several areas of your working lives that we feel needs to be addressed. We will publish the results of our survey together with the proposed solutions to these issues in the next edition of our magazine.


Advance is working on ways to ensure that we keep in touch with our members, including providing urgent information that you might need. We want to communicate directly with you by the quickest method and, therefore, we need your personal email address and mobile phone number. We want to take 2 minutes of your time to email Abbie at any of your contact details that we do not have. She will then update our membership database. By doing this, you won’t miss important information. We also need to ensure that we have your correct address. Because Advance is an independent trades union, Santander UK’s HR Online does not provide us with this information when our members move house. Unfortunately, when we send out postal communication, some of our letters are returned to the Advance office marked “Gone away”. For this reason we need to ensure that your records are kept up-to-date. Rest assured, your email address and mobile phone details will be treated confidentially. To help launch this initiative, anyone who provides an email address, a mobile phone number or a change of address to Advance by 1 June 2013 will be entered into a prize draw to win £200! All you need to do to update your records is email us on, telephone the Advance helpline team on 01442 891122 or update your records via our website at Please remember to include your 8 digit payroll number (not your E number) and your full name when updating us. 10

ADVANCE magazine Summer 2013

REP CHAT What is your name? Ruth Legge What is your job title? Service & Control Ruth Legge Manager at Oxford Headington (731) branch. What is your role in Advance? Advance Rep for South-West. What are the most common issues that your Advance members face? Working unpaid hours. What websites do you use? As few as possible as I believe in conversation! However, as my daughter is getting married in March 2014, I am currently browsing “Mother of the Bride” sites. It is also my 25th Wedding Anniversary this September so I am checking on cruising websites at present! What most do you like about your role with in Advance? The thing I love most about my role is the feeling I get when I have helped someone. It’s a great feeling of accomplishment knowing that you have helped make a difference to that member. The training I have been given by Advance and Santander to carry out my union duties has also been a highlight: not only has it meant that I’m able maintain a high level of service for our members when I am needed, but it has also given me courage and enthusiasm in my current job role. What newspaper do you read? Whatever the family bring home on the day: generally this is either Evening Standard or The Guardian. How do you relax? With my family and friends. Why do you believe that employees should join Advance? By being an Advance member, if you are faced with unfair treatment by your line manager then you have the Union’s support. If you had one work-related wish what would it be? For all staff to begin to benefit from the new company promise to be simple, personal and fair.

ADV_SUMMER13_Layout 1 01/05/2013 17:12 Page 11

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The Summer is coming and the sun will come out! Advance recruit new members and win a cash prize! Advance is running a recruitment campaign from the beginning of May to the end of August. If you recruit two or more new members, you will be entered into a fabulous cash draw in September in which you could win one of the following prizes:

1st Prize – £200 2nd Prize – £100 3rd Prize – £50

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So, step up to our challenge, start recruiting and win extra spending money!

Summer 2013 ADVANCE magazine


ADV_SUMMER13_Layout 1 01/05/2013 17:12 Page 12

LINDA’S TEAM General Secretary Deputy General Secretary Assistant General Secretary Assistant General Secretary Senior Caseworker Senior Caseworker – Glasgow & NI Senior Caseworker Senior Caseworker

Linda Rolph Rose O’Neill Jim Leonard Gerry Moloney Linda Bartle Roberta Barbour Keith Hoyland Debbie Croucher

07850 742 340 07793 307 333 07764 977 808 07917 578 979 07595 411 956 07764 977 807 07568 096 141 07741 271 673

NEC RETAIL DIVISION Area 1 – Branches South West Area 2 – Branches North Area 3 – Branches London & South East Area 4 – Branches Central

Ashley Rafferty Leah Barrett Maria Maleki Annette McColgan

NEC OTHER DIVISIONS Area 5 – Head Office Sites Area 6 – Contact Sites Area 7 – Geoban Area 8 – Santander UK Global Business

Joann O’Neill VACANT Linda Bartle VACANT

AREA REPRESENTATIVES Area 1: Branches South West

Area 2: Branches North

Area 3: Branches London & South East

Area 4: Branches Central

Area 5 – Head Office Sites

Area 6 – Contact Sites

Area 7 – Geoban

Area 8 – Santander UK Global Business



Maria Snook Mandy Copley SCM Ruth Legge Amanda Cox BM Jason Brant Tom Wilcox BM Shelia Sloan CSA Carl Lawrence PBA Lyndon Hillyard-Stubbs Ross McKenzie Beverley Whyte CSA Lynn Robinson SCM Jenny Belgrave CSA Claudine Ennis Lynda Middleton Alan O’Sullivan BHC Nicola O’Shea Sandra Gowling June Rossiter Claire Croxall Karen Bell Nicola Jones Damien Brown Sinead Moss Adelle Ralston Timothy Taylor Naela Khan Joanne Laing Frank Luke Christine Gale Hazel Freeman Gerry Freeman Michelle Swaile Dot Wilson Martin Fisher

Bournemouth CR Yeovil Oxford Headington (731) Gloucester Aberdare Kendle Whitehaven Willerby Knaresborough York Victoria Wembley PR Crouch End Elephant & Castle Southport Birmingham Formby Complaints CMK Complaints CMK C&R Banking CMK C&R Sheffield Complaints CMK C&R Sheffield Belfast Glasgow TD Belfast TD TD Glasgow AfI Glasgow Newcastle Leeds Newcastle Newcastle Newcastle Offshore – Isle of Man Universities, Leicester

Notification of Advance’s Annual General Meeting WHEN: Thursday, 9 May 2013 at 11am WHERE: Room GF7, 2 Triton Square, London, NW1 3AN

Summer 2013  
Summer 2013  

Advance Magazine 2013 Summer