Themes

1.    After years of low pay increases, now the Bank is back in profit members are looking for a substantial increase above inflation

2.    Members worried about rising cost of living, especially energy prices

3.    New staff being paid more than existing staff – the pay disparity is never overcome and has long term consequences

4.    Inability to reach market reference for grade/role - staff never getting paid the market rate

5.    Multiskilling in the Contact Centres should be recognised and rewarded

6.    There are staff shortages in some areas – not enough staff to do the work required.

1.   A pay rise is more important than ever this year as the cost of living has increased and we will be paying more national insurance in 2022. Reasonable pay rises in Payment Operations are non existent, particularly for those higher up the pay band
2.    A pay rise of 1% isn't enough to value all of the work everyone has done throughout covid as well as in general to get the bank back into a profit making state. I didn't encounter one person who was happy with the 1% increase last year.
3.    A review of colleagues who have been in the Bank for many years and whether their pay is equivalent to newly appointed colleagues in similar roles - this is urgent
4.    A review of market reference pay grades - there has been no movement for some time.
5.    Ability to make higher (than 10%) Employee contributions to the pension scheme .. zero cost to the Bank
6.    Got to be above inflation this time surely
7.    AFTER TRAINING WE CAN NOW TAKE MAJORITY OF CALL GROUPS, I THINK ITS FAIR THAT OUR PAY OUGHT TO REFLECT THAT.
8.    Alignment across grades / roles with the market - we are so behind it now.
9.    All colleagues pay should increase to coincide with the increase to the minimum living wage, it is unfair if someone new to the business gets paid almost as much as experienced staff.
10.    All pay should rise in line with national living wage increases with performance related pay increases being given in addition to this
11.    Allowance for use of personal devices and mobile phone usage for work - it's not fair otherwise
12.    amount of pay in customer facing/ call centres is very low, hence high turn over of staffs
13.    An appreciation of the increased costs we are all facing would be good. Asking for 5% is not being greedy, it's just trying to stay still and offset the increased cost of living a bit as fuel bills have gone up enormously. My fuel bill has almost doubled.
14.    An idea would be to have pay related pay for D1 colleagues depending on their level of ability e.g do they do death registrations
15.    An increase in holiday entitlement . A bonus should be paid to staff who have been in the office/branch exclusively throughout the past year.
16.    An increase proportionate to role profile and objectives for staff who are deemed Non customer facing but work in a business area of customer facing advisors.
17.    Anything less than approximately 3% or 4.5% when compared to the living and minimum wage increases respectively will effectively be a pay cut for me, devaluing my role and the contribution I make to the Bank.
18.    anything less than inflation would be yet another insult
19.    As the living wage increases, pay should increase in line with the amount living wage has risen across the board as well
20.    As the market references scale did not change last year and with inflation, surely there must be quite a substantial increase to those?
21.    AS WE ARE ALREADY ABOVE MINIMUM WAGE OUR PAY DOESNT REALLY HAVE ANY EFFECT WHEN THIS CHANGED, AN INCREASE AND REGULAR BONUS'S WOULD BE GREATLY APPRECIATED BY STAFF
22.    As we are being trained to do more skills, other departments have a higher pay rate for their job roles, if we are doing more in customer service we should have the same level of pay as we doing part of their jobs also
23.    at least inline with inflation this year
24.    Attendance Bonus
25.    Band B pay range is too broad and not transparent enough
26.    Better facilities for Working at Home, eg. needing to use personal equipment for BLue Jeans and video calls
27.    big pay gaps between people in the same teams is a concern
28.    Bonus policy should clearly lay out at the start of the year what we are working towards. This should also increase performance related pay increases.
29.    bring back chritmas bonus
30.    Can an option be introduced to calculate a CASH amount increase in pay rather than a percentage (as was introduced by the union at my last employer.) This stops the highest page moving even further away from the lowest paid.
31.    Can the Pay Reference guide be updated on an annual basis?
32.    Car allowance should be allocated to people working roles that involve travel across the branch network, not just Band B colleagues as a perk of the role
33.    Colleagues who are working for the Bank for long time should get better pay than Colleagues who joined recently
34.    Concerns are the rising prices in living costs/petrol/shopping - pay rise should be inline with all increases
35.    Cost of living has increased by over 4% and in recent years pay increases have been lacklustre but now we are reporting a profit it would be nice to reflect that in the increase to colleagues
36.    Cost of living obviously going up; which is felt more by working from home more often. Wider range of discounted suppliers would be good as WFH near different gyms etc. Also hate the top up vouchers e.g. supermarkets, can we not just get some sort of code
37.    Could holiday buying increased to 10 or 15 days per year? Less than inflation pay rises for almost a decade to help re-build the bank but.. Exec / Senior Mgt salary still continued to increase exponentially?? How is that fair?
38.    CSO role should be scaled role depending on what role the CSO performs and responsibilities in the branch.
39.    CSOs gets almost the same pay as PBs within the branch network - seems very unfair
40.    During last ASR you achieved my longer term concern of people way below market reference by uplifting those colleagues, so no further issue here and well done again on getting that agreed.
41.    Ensuring that colleagues in the same role who have the same performance receive receive the same pay is my primary concern, particularly internally promoted vs external candidates.
42.    Everyone should be entitled to a cost of living increase. I have worked for nine years at the bank. I work really hard and earn around £10.77 per hour. My monthly gas and electricity is now £250. Help .. with fuel and food price increases I am really worried about paying my bills
43.    Everyone should be pay the same, but people that are new get more pay than someone that has been working for the bank for years yet we all do the same job - not really good enough
44.    Everyone who has the same job should receive the same the basic pay.
45.    for my role the bank pay a lot less than other financials and even non financials such as the co-operative retail
46.    For those at 80% of benchmark pay there is no way for this to increase to the bench pay and become equal with colleagues.
47.    Frontline CSOs must have their pay reviewed
48.    Gender pay gap needs to rectified along side the pay of ethnic minorities
49.    Given the lack of 'real' payrises over previous years, colleagues need to feel some kind of reward for their loyalty and commitment in this post Covid world
50.    Have similar pay as others doing the same job. Others who do not do as many call groups as I do but they get £2 an hour more. We're now taking fraud and disputes calls without any increase in pay but previously advisors would be paid more for this. Why is the Bank making me worse off?
51.    High levels of long term 'sick' in certain areas/roles. people just told to read the exchange, need better workload management, and more staff. There aren’t enough of us for the work.
52.    I also think that in addition to the above, those colleagues who have recieved the higher pay relating to their performance it should also be taken into consideration where within their banding pay bracket they are which should also be considered
53.    I am concerned that the market reference point of all bands has not been amended or reviewed in line with the market for a number of years. There is also a difference in how pay is attributed between sme & retail with sme staff in the same role paid less
54.    I am concerned that the people higher up in the company get paid far more but the advisors (US) get paid least but we're the face of the business, we keep it going and do the majority of the workload.
55.    I am currently on the lower band of pay but have been trained for most areas without a pay rise. However other advisors for example Fraud are on a higher scale when we are doing the same job. This has been continually raised and ignored.
56.    I am currently paid the same as new starters (apprentices aged 16 and over) but go above and beyond my role. This is why it should be looked at on an individual basis
57.    I am responsible for large amounts of cash that pass through my till on a daily basis while ensuring it till balances at the end of day. I have a target to book appointments and comply with audit regs! My pay doesn't reflect what I do
58.    I appreciate the efforts to award bonus payments this year, but our pay needs to be at least in line with inflation of our living costs.
59.    I believe that the Bank should bring everyone under the 80% of their pay grade range up to at least 80%. I am currently under the 80% and other pay grades in the Bank were brought up to 80% last year and therefore that does not seem fair.
60.    i believe the pay increase should take into consideration - all fuel increases food increases tax and ni increases
61.    I don’t think members of our Branch Team are paid fairly, for example I myself am IAH along with my colleague, there’s a big responsibility there but no extra pay. We’ve had a member of the team hand their notice in and they’ve been offered more money
62.    I donb't believe I'm fairly paid in relation to the responsibility my role entails
63.    I don't believe the pay rise should be performance related however I believe it should be a priority for people who are under market reference to be brought up to the market reference for their role
64.    I don't think it's fair that advocates who come and start the business today, get paid the same as advocates who have been here longer who are upskilled in every upskill area (as they are doing more work / more responsibility) and are being paid the same.
65.    I dont think that someone who is achieved should receive the same % as someone who is outstanding.
66.    I don't think there should be a top ceiling on the bands, if you are at or near the top you are basically working for no pay rise, where is the incentive?
67.    I feel as we do a lot more as employees than what our job role requires and are not payed enough in general. Pay needs to increase in general for everyone
68.    I feel it all comes down to how your boss feels about you in how you are marked in your performance , there should be some type of structure and a 3rd party involved listening to both parties to makesure people get what they truely deserve.
69.    I feel performance related pay rise is fair to reward the hard workers as long as the advocates are recognised and valued for their contributions to the business
70.    I feel that we should at least be in line with the increased cost of living. Now the Bank are making a profit the staff should be rewarded for their committment over the last few tough years
71.    I feel this uyears salary review should take into account the government has increased the national minimum wage by 6.6% so has set a precedent along with the rising cost of inflation, currently heading toward 4% and expected to exceed that.
72.    I feel underpaid for the job I do.
73.    I have been with the bank for 6 years, I have also had end of year rating of 'Exceeding expectations' but no individual pay review!
74.    I have no issues and concerns with pay at the Co-op Bank.
75.    i have worked for the company for the last 15 years i have not had a pay rise for the last 6 years and i do more now than i did before and i am always either achieving or exceeding
76.    I know a few people who work in similar jobs for companies like BT for example. They all get paid more than me. This is a responsible, complex role and I feel I should be paid more for what I do.
77.    I think a minimum should be reintroduced within pay bands. I personally will probably never ever reach the market average on my pay band even after working at the Bank for 26 years. But if a brand new starter arrived, they'd receive a better rate. pay.
78.    I think from each skill you gain or excel in a pay increase should occur
79.    I think it should be much easier for people to progress to Market-reference, there should be a system in place for this. We never reach what the market pays.
80.    I think people who have exceed/ Outstanding end of year ratings should have their pay back dated inline with the new % increase
81.    I think skill sets should be considered in pay
82.    I think the cap for the roles need to be increased, living costs have gone up and minimum wage will be going up soon, our cap needs to be increased to reflect this. also i feel that pay is a great motivator to do more
83.    I think the co-op has done fantastically well to pay competitive salaries to the staff, however i would not like to see all the hard work of returning to profit undone by over paying on wage increases
84.    I think the pay rise should reflect the fact that firstly there has been a DRASTIC turnaround, which is down to the staff working extremely hard for the past who-knows-how-many years, and secondly to attempt to catch up the shortfall of the prior years
85.    i think the pay should be based on the number of staff you have or the number of skills you have, we are quite low paid compared to other companies, either manager or customer contact side
86.    I think the rate increase should reflect rising cost of living, the hard work to return the Bank to profit and the working from home savings also contributing to savings but increased costs for many
87.    I think there should be a general 'cost of living' rise element which is aligned with inflation, and a separate available rise for those that have performed. Current system encourages poor ratings for no good reason.
88.    i was really disappointed with the flat pay increases of 0.5% and 1%. as we have no returned to profit i am excited about the possible pay increases this year
89.    I work in fraud operations I took the job to improve my career but this came with pay cut from what I receivedin customer contact new people into the business start on more money than me
90.    I would like any pay increases to take in to account inflation and planned government tax increases
91.    I would like the bank to commit to undertaking a proper market reference review for all staff, especially technical specialists
92.    I would like the homeworking payments to continue.
93.    I would like to see a flat rise for everyone with a bonus (one off pay or additional increase for outstanding work). I feel pay by performance only is subjective
94.    I would prefer to be paid based on my performance
95.    I would say performance but based on experience I do not trust that this is fairly reflected often (Bank's hesitancy to give ratings above achieved).
96.    if national wage going up why not all pay has been here for 19 years and earning rise i dont see much
97.    If they truly want a team together, especially in times now, where everyone is overstretched due to staff shortages, that everyone is recognised for a pay rise to at least meet national inflation cost rises.
98.    improved on call payments
99.    In comparison with other banks we are paid a lot less which impacts attrition levels
100.    In October bands C and below get £150 - why do Bands B and above not get anything
101.    in our area we are well below market rates for our position, the only way to come close is to leave, which is bad for the bank and bad for us.
102.    In the department I am in there is one team and in particular one task that is so under scrutiny that the pressure is miles above. I feel it should be considered that jobs that are under more pressure should be paid slightly more
103.    Increases should be in line with inflation
104.    Increases to the salary bands and the car allowances should be increased at least every 2 years.
105.    Individual reviews for those who are already low against their pay reference, but are performing well. As someone who has upskilled through bank roles internally, it's becoming increasing hard to catch up with my peers who came externally.
106.    inflation and cost of living are rising fast and i think the bank should do all it can to keep wages in line with this
107.    Inflation at 3.1% plus increase in salary against increasing average salaries
108.    Inflation is getting higher, so why stated pot. Band B pay seems to be a dark art and not explained well at all - this needs sorting.
109.    inflation is going up so our wage should otherwise we would be struggling
110.    Inflation linked
111.    it doesn't even match inflation which is worrying given we're seeing large rises in utility costs and other areas.
112.    It is unfair to give different pay increases when you both have achieved. It is a disadvantage to those of us with experience and long service.
113.    It needs to be recognised that recent pay rises have not kept pace with the rate of inflation. For those remaining in the same role, this is effectively a pay cut. Inflation was 3.2% annually to August and is anticipated to peak at 4.6% in 2021.
114.    it should not be split by bands. in the past higher bands get a higher percentage than lower bands, which isn't fair as higher bands are already on more money, and therefore the pay gap gets bigger
115.    it was a well paid job but sadly we will not be far off the minimum wage soon as everyone else gets a payrise each year but ours doesnt even cover cost of living
116.    It would be helpful for everyone to get enough to cover inflation and national ins.
117.    It’s too low. I’m going to leave as internal moves come with poor payas well.
118.    Job is very stressful & same pay rate & higher can be gained stacking shelves.
119.    last years poor pay rise,net income rise less then net increase in utility and food spending.concern is that further increases in gas prices,April NI increase and anticupated base rate rise (on a tracker mortgage), will fall further behind
120.    Long term staff need to be looked after
121.    Look after long serving colleauges
122.    Many years of previous payrises have fallen short of cost of living increases - this is even more important for the year ahead, with rising energy prices and cost of living increases.
123.    Mimimal pay rise last few years, now in profit give us a well overdue pay rise in line with inflation. We have been really patient.
124.    Minimum pay rise should be associated to inflation, pay rise should be distributed evenly.
125.    minimum wage has increased but not much difference within big companies now.
126.    Minimum wages keeps increasing, which is great, buy everyone else wage should increase. Otherwise, any performance pay award gets eroded
127.    More consideration as to the additional costs incurred by working at home and using own devices for business use
128.    More opportunities to review pay rather than once a year.
129.    More regular reviews, increases to make the pay competative
130.    more transparancy I was told my tl grade was moving to a C2 yet HR say I'm only on C1 discrepancy and no consistency when other TL have been moved. and HR do not hold copies of role profiles which I find bizarre...
131.    more visable union reps
132.    My main concern is that we now seem to have a two tier system - those who are allowed to work from home and those who are not allowed to work from home and I think that the lack of any kind of flexibility and extra time spend commuting should be paid.
133.    My main issue with pay is that as minimum wage increases, existing wages aren't lifted so you end up with new starters earning nearly as much as people who are Hosts and PBs
134.    My pay has been reduced in real terms each year since I joined the bank 7 years ago. I demand a pay rise in line at least with inflation
135.    My role is not up to market value - it's much lower compared to other Bank's for the amount we are expected to do
136.    Need a pay increase to cover extra costs the goverment will be taking from our tax/national insurance. Also extra costs like electricity, equipment etc due to working from home
137.    Need to be inflation at least as all utility bills are increasing
138.    Needs to be higher than inflation, especially now that the bank is making a profit.
139.    new living wage announced for CSO role this means not much differential from the PB role , other roles should then see an increase
140.    New starters are now coming in on similar wage to established staff who’s pay has grown very little, performance related quarterly pay bonuses were taken away years ago with the promise of wages being increased but this never happened
141.    Not aligned to the market
142.    Pay also reflective to Size of branch Hanley staff are far more busy and complete fare more complex transactions/ appts than small branch who see very min cust would never action some of the requests or volume/ variaty of transactions
143.    pay band is same for new starter and experienced advisors
144.    Pay counter staff for hours worked not core opening hours. We never get out of a branch at 5pm but are only paid until then.
145.    Pay for applied development to return
146.    Pay in certain roles is low having recently changed roles my pay going forward was linked to my previous role which resulted in a minimal pay rise and increased responsibility and accountability. I
147.    Pay increases should reflect inflation rates based on Location as well as profitability of company. Consideration should be made to consider colleagues who are in a sutuation of receiving public funds along with their salary.
148.    Pay needs to reflect responsibility. Where additional risk is involved in an individuals job, that should be reflected in their pay. This would be subject to change if that responsibility was removed.
149.    Pay needs to reflect what other Banks are paying.
150.    Pay not keeping rate with inflation, living costs etc
151.    pay progression once signed off as compentent
152.    Pay progression to get to the average salary within the band
153.    Pay reviews do not happen, I haven’t had a review in 3yrs. I am a c3 manager but I’m on a c2 wage and have been since I took that role in January 2019
154.    Pay rise does not match inflation
155.    Pay rise for performing colleagues should always exceed inflation.
156.    Pay rise should be more than the rate of inflation
157.    Pay rises are none existent - the only pay increases we get are not in line with inflation which means you're just working to survive.
158.    pay rises are very much perfromanced base and not a true reflection of whats happening with that arae for example higher objectives based on FTE you not nit have, loe resource due to Long term sickness impact, also impact to colleague due to covid 19
159.    Pay rises for years have been less than inflation and our salary is really low compared to others in similar roles.
160.    Pay secrecy, people in customer services are all performing the same role yet everyone is paid differently - performance based isn't really a thing for customer services any more as achieving outstanding is only possible if you take on managerial tasks
161.    Pay should be brought in line with market reference. I am still paid significantly below the market value for my role, and with inflation being what it is, this is even more concerning. I'd also like to see an improvement to maternity leave
162.    Pay should be linked with industry standard to attract and keep staff
163.    Pay to be performance related, as long as bank does not make performance targets etc increasingly harder. If they did, fewer staff would get a pay increase they deserve.
164.    People are paid fairly for the work type they do (eg different task types / variety of work and not the same work day in day out)
165.    People in the same role for a length of time, should be at market reference
166.    Please try to make Band B salaries more visible. Despite requests I am still none the wiser as to how my pay is arrived at or how it compares to others
167.    Remove the 10% salary increase cap when moving to a new position within the bank.
168.    Reward loyalty
169.    rewarding long service stafff
170.    Salaries to be brought in line with market reference ranges
171.    Same as always pay gaps are terrible, people in the same role getting different pay due to time served at the bank, however a lot of the time they don’t have a higher knowledge, skill base or willingness/want to learn
172.    Seem to be falling behind other banks in my role as a deputy and personal banker
173.    Should be more in line with the market, none of that under %85% or Over 85% to decide how much raise you get.
174.    Should get a pay increase when you get a new job internally
175.    Sick pay when having to isolate - I feel this should be reviewed as for people who are not vaccinated are penalised with statutory sick pay
176.    Since the Bank has returned to profit, and the vast majority of colleagues are 'doing more with less' e.g. taking on more responsibilities and activities, I would like to see the pain of the last 10 years finally rewarded with a meaningful pay increase
177.    Some sort of compensation for former SSG employees who were TUPE'd but lost out in real terms.
178.    Stop using the pay reference as a target when it’s the mid point of the industry. Experienced colleagues like me are below average for the role. Also reviewing pay for higher band D colleagues as lower band is catching up for less skilled work
179.    The bank does not appear to offer competitive pay for technical roles making it difficult to recruit
180.    The bank is now making a profit and it would be nice to see a higher bonus payout in April, to bring us in line with other banks. Also our wages are quite abit lower than what other banks pay their staff in the same roles as ours.
181.    The bank is unethical - they pay us all below pay range ref. e.g. C3 (pay range is £44,400) and pay £32k (that's £12k below pay range & £5k below a C2 pay rate reference)! I am not the only one! They cap promotions though offer new roles for full pay
182.    The Bank is way behind its competitors as regards salaries
183.    the bank need to consider the massive increase in cost of living and therefore, should increase all pay to help staff afford the cost of living
184.    The bonus now gets depleted if you are off sick and I'm not sure if this is same with regards Performance RP - I personally have struggled within the last 18mths so i know straight away that I'm getting nothing ! Doesnt matte the effort I've put in
185.    The concern I would have is that the attrition levels across the Bank remain high, generally due to pay. This has left the majority of colleagues taking on working previously done by others to plug holes whilst being expected to step up.
186.    the constant asking of changes to branch hours to save the bank money, half an hour a day is the latest brief from management which will result in 70 deficit to my monthly budget which would make things really dsifficult for me.
187.    The cost of living is going up rapidly, we are well below the average wage, so a good increase would be much appreciated to enable us to live!!!
188.    The cost of living is increasing and we are below the supposed average salary. would be nice if a pay rise reflected the increases the outgoing we have now
189.    The cut off period were they review your performance is getting shorter and shorter with no explanation
190.    The job market for analysts is bouyant. The salaries being offered externally are much higher than co-op pays, and has resulted in a many resignations recently. Benchmarking needs updating with industry data to prevent more resignations
191.    The minimum pay increases but existing staff salaries do not. This means existing staff are not treated fairly and also the role responsibilities are not taken into account on the salary scale.
192.    The minimum wage has increased which makes our pay seem not as attractive as it once was
193.    The Office for Budget Responsibility forecast for inflation is 4.4%. An "Achieved" pay increase of less than 4.4% is a pay cut.
194.    The pay bands have not been reviewed for years, With inflation on the rise / wages index rising the pay award should reflect the cost of living increases.
195.    The pay increases at a minimum should align to inflation and the pay increases for high performance should be greater. I think health care should be provided to all colleagues but the level of cover should be staggered dependant on grade.
196.    The pay rates are poor for the amount of work expected to cover off. Due to cut backs most of us are now covering two roles and working more than the 35 hours a week contracted to do.
197.    The pay reference guides ae unfair as they do not take into account that some people have longer contractual hours than others i.e. 37.5 hours vs 35 hours
198.    There has been a huge rise in inflation, so pay increases need to take this into account. Especially as I am a single home owner, I need that extra cash to cover the new cost of living
199.    There is no clear pay difference between CSO and PB roles anymore due to minimum wage increases, existing pay has not also been increased to reflect this. Managers should have some jurisdiction to authorise pay increases to their staff
200.    There is no increase in wages for additional training to reflect increased skill, responsibility and risk in my role. I have completed various training and yet I am not at the top of my pay band, someone could be new to the business and earning higher.
201.    There should be a way for lower paid members to reach the same salary as higher paid members
202.    They state the pay rise is performance related, but if you over achieve targets, but so do most of the people in your team, you just get standard pay rise. The rise is actually based on how the team performs against you, not how you perform.
203.    Think none pay reward needs looking at. Shares, ShareSave, etc.
204.    Those lower down the pay scales receive higher increases esp those under 80% / 85% of reference
205.    To increase the pay of individuals to market rate
206.    too low
207.    Undervalued as we do more in branch and go above and beyond with no recognition for how we keep cusotmers satisfied with the bank to give it a good name
208.    Underwriting severely under similar market levels
209.    Upskilling needs to include pay rise
210.    Upskilling to different call groups without anymore pay now dealing with fraud release payments
211.    Wages should rise in line with inflation or minimum 2.5%
212.    we are being trained upskilled fraud & other fraud processes who are on higher payband however no uplift in our pay
213.    we are now in profit so I would like to see this reflected in the pay rises. Also office based staff are worse of financially and this hasnt been considered
214.    we have not had a proper pay rise above 5% it seams the offer payrise under this would be a cut in wages
215.    We lose a lot of staff due to pay and struggle to recruit because of pay - its about time we were borught in line with our industry peers.
216.    We've had well below inflation pay rises for years because of the bank's financial position. Now that we're profitable, that needs to change.
217.    WFH rights as changed to siut manchaeseter staff should be rolled out to all employees who can wfh as part of their role.. also I am li9sted as a Manchester location but when it came to it my manager changed this to delf with out prior agreement from me
218.    When minimum wage or national living wage is raised, people above this rate do not get a raise as well
219.    When new call groups are introduced it should reflect in staff pay immediately
220.    Whilst I believe everyone should receive a fair inflation rate I also believe it fair for anyone achieving higher than a met to have a nominal inflated (perhaps +0.5) also
221.    With every rising costs for housing it’s become less and less that ive a chance to get on the property ladder. Pay increases is one way that would help. If this wasn’t to happen i would be forced to look for a new role.
222.    With the rate of inflation/increased cost of living in 2021 hovering about 2.9% - 3% mark, anything less than 2.9%-3% will mean that staff will be financially worse off in 2021, so to get an actual salary increase, this value will need to be over 3%
223.    would be nice if we were not taxed on the 1 off bonus payment
224.    Would prefer to see more national benefits