Pay Claim 2020
5 February 2020
UNITE POSITIONING PAPER FOR THE CO-OP BANK EXECUTIVE COMMITTEE ANNUAL SALARY REVIEW 2020
INTRODUCTION
This paper sets out to outline the considerations that Unite would like the Bank to undertake with respect to the 2020 annual salary review.
We appreciate the continuing economic and market factors which are still affecting the Co-op Bank at this time, especially the late influx of PPI claims and the continuing need to cut costs.
However, the impact of several years of low pay rises continues to be felt by members, and we are cognisant of the improving performance of the business. The annual salary review is also an opportunity to address other terms and conditions issues, by way of achieving a rounded package of improvements on which members can vote.
THE TRADES UNION REQUEST
We want the Bank Executive team to give serious consideration to the 2020 pay increase when undertaking the annual budget setting exercise. Specifically, we believe the following points should be given particular attention –
PAY
- Staff have accepted below inflation pay rises over the last few years to support the business in its recovery, many accommodating increased workloads and stress as the number of staff has fallen. Staff need a substantial and meaningful pay rise.
- In line with Unite policy we would request that any pay increase be delivered across the board for all groups of staff, at the same percentage rate
- Reintroduction of a process to move staff towards pay references in a reasonable time
- Our members who are at the top, or near the top, of their pay band, are frustrated at not receiving a full rise for their given performance rating. As a consequence there is little incentive to further improve performance, which can only be detrimental to the overall performance of the Bank. Once again we request that one-off holiday equating to the remainder of the rise they would have received if they had not been constrained by the top of their pay
- Salaries at the start of employment may be market related, but thereafter they become solely subject to performance rises. Existing staff are very unlikely to ever close the gap on newer staff who started on a higher salary, thereby building in a continual disparity. Whilst not inherently unlawful, this creates a perception for existing staff of unfairness and being undervalued in comparison, loyalty and service apparently counting for little. It also runs the risk of developing equal pay issues. We seek urgent discussions with a view to resolving this issue
TERMS AND CONDITIONS
- For several years’ we have suggested updating the Ethical Workplace and Culture section of the current Ethical Policy. Currently this is merely reflective of the existing law. The ethical advantage for staff is being lost. We proposed that a third pillar needed to be added to cover the workplace environment, but this has not yet come to pass. Given that any update to the policy would require a vote of customers, which is apparently neither quick nor easy, we have previously proposed an alternative route to achieve the same end, via an Ethical Employment Charter (see Appendix 1). Such a commitment to staff would be very welcome, and would be useful in reinforcing our ethical difference. We had assumed that the Bank would welcome such a development, but the lack of progress on this issue to date is very disappointing. However, we must include it once again to reiterate the importance we believe this issue holds.
- Once again, given the continuing drive to cut, we suggest the introduction of an Overtime Banking Policy, which could reduce the overtime bill - see Appendix 2
- Changes to sick pay entitlement / reducing the amount of time it takes to reach maximum entitlement
- Introduction of 360 performance feedback - from an ethical standpoint, staff should be able to rate how well their managers are doing on an annual basis. At the present time, performance management is only a ‘top down’ activity. We believe that to further improve staff engagement, increase management effectiveness and capability, an element of ‘bottom up’ assessment should be introduced annually
- Increased pay transparency for Band B’s
- To demonstrate the Bank’s deep commitment to the ‘Women in Finance’ initiative, and to making the workplace increasingly friendly for women, we seek the introduction of –
o Single Parent / Carer Banked time provision (see Appendix 3)
o A policy or detailed guidance on both the menopause, and domestic violence issues
o N.B. Whilst single parent, carer and issues of domestic violence do not relate solely to women, they are the predominant gender affected by them.
- An increase in volunteering days
- Reintroduction of Public Duty Leave
- Reintroduction of a Cycle to Work Scheme
- Introduction of a Flexible Resource Agreement concerning non-permanent staff
- Notwithstanding all of the above, we would welcome further discussions regarding future annual lump sum arrangements.
Appendix 1
Ethical Employment
Background
Last years’ ASR proposal from Unite included a suggestion to make the Ethical Workplace and Culture Pillar of the Ethical Policy more meaningful for both the staff and the Bank. The policy currently focusses on equal pay, living wage, TU membership, market pay, and culture, most of which is merely reflective of the existing law. We are more principled than that, yet we do not assert our existing ethical employment credentials in a cohesive and positive way.
Proposal
Last year, we suggested that more detail ought to be added to the Ethical Policy to cover the workplace environment. However, that has proven to be problematic due to the need for customers to vote on the Ethical Policy. So, in order to be constructive and progress this issue, we propose an alternative solution to achieve the same end - an Ethical Employment Charter.
This would be a better representation of our existing arrangements, the foundations upon which they are built, and would represent an agreement between Unite and the Bank which is explicit on –
- what our commitments are to achieve an ethical workplace
- what our minimum expectations are
- how we would work together to make it a reality.
Clearly, this would be underpinned by a joint desire to ensure our workplace is reflective of our aims as a Bank underpinned by our ethics and values. We must ensure that we are an employer of choice, and a beacon of standards.
Draft Charter for Discussion
ETHICAL EMPLOYMENT
Charter 2020
Between the Co-op Bank and Unite
The aforementioned hereby state –
1. Both parties are committed to ensuring that the values and ethics of the business, as determined by Co-op Bank customers, are embedded and developed in our workplace culture
2. We therefore believe that the Co-op Bank should be a model for ethics and values driven employment practices that are underpinned by fair treatment, fair consequences, recognition and transparency
3. The Co-op Bank aims to ensure this by -
- People Policies that are best practice 1
- Terms, Conditions and Reward that are fair and positioned well in the market 2
- Performance measures that help support colleague improvement whilst also being reasonable and achievable 3
- Zero tolerance of inappropriate behaviour, across all areas and levels of our Bank 4
- Work Life Balance is protected and promoted 5
- Ensuring we give due consideration to environmental and climate change issues raised by employment and workplace practices 6
- Ongoing commitment to regularly review policies and practices with a progressive outlook
4. We jointly recognise that work is an activity, not a place. We therefore encourage homeworking wherever possible and desirable, and in line with our policies on the environment, we recognise that reduced colleague travel will have a lesser impact on climate change
5. Both parties welcome constructive challenge where necessary, and undertake to improve and enhance terms and conditions through collective bargaining
6. We undertake to engage in open and honest dialogue with each other, and with all stakeholders
Notes
1
Best practice means not just legal compliance and minimum standards. It is about ensuring that policies agreed between Unite and the Bank which apply to colleagues are transparent, fair and progressive, in the same way we are with customers.
This commitment is already borne out by some of our existing people policies, such as Holiday, Sickness Absence, Career Breaks, Emergency Leave, etc., but is also includes fair consequences following transparent and unbiased investigation of grievance and disciplinary matters.
Best practice evolves all the time, and we need to always be mindful of maintaining our Co-operative difference for staff.
2
Terms, Conditions and Reward are fair recompense for the work that colleagues do, and that contractual expectations for both the bank and colleagues are clear and reasonable. This commitment is currently underpinned by –
- Commitment to being a Living Wage employer
- Gender Pay Gap Reporting
- Equal Pay Audits – Gender Transparent Reward Governance.
- Potential further expansion of equal pay audits – ethnicity / disability.
3
Performance management is a tool to be used to promote and enhance employee effectiveness. This applies to all colleagues, and 360 degree feedback in the performance process is essential in creating an effective, fair and balanced workplace. Managers need to have a clear understanding of how staff are performing, but staff should also have the right to express their view of their managers performance as well.
4
Bullying and harassment cannot and will not be tolerated, in any form, or from any employee. This is always a difficult area to deal with, but a clear and ongoing commitment to creating a safe and secure workplace environment for all colleagues is vital. We must create a ‘best endeavours’ culture, where colleagues are confident that their efforts will be appreciated and valued.
5 Colleagues have families, interests and activities outside of work, and it is essential that they have a healthy work life balance. Achievable work objectives and reasonable working time are the bedrock of an engaged and committed workforce. Staff must be able to feel that they can speak out if the demands placed on them are too great, without fear of reprisal. We must be mindful to work smart, not long.
Appendix 2
Overtime Banking
The concept is simple – where staff are able and willing to work overtime, and there is work to be done, then overtime can be banked, and then be utilised as time off at a later mutually agreeable time.
Banked Overtime
Banked hours are the number of hours worked above the 140 contracted hours in a 4 week period. Banked overtime may not exceed 10 hours in a 4 week period (pro-rated for part time staff).
Using Banked Overtime
Can be taken at the rate of one day per 4 week period, up to a maximum of 6 days in a year. Staff should only redeem banked hours with prior approval of their line manager, which should not be unreasonably withheld.
Redemption of banked overtime may sometimes be refused due to business need. However, banked overtime leave should not be unreasonably withheld, or withheld for extended periods.
Appendix 3
Single Parent / Carer banked time provision
- Unpaid time off – ability to spread the impact financially
- Optional variable working pattern - temporary part time in school holidays / full time in term time
- The ability to bank time for emergencies - up to 10 hours in reserve
- Managers should give full consideration to staff members personal circumstances when organising matters such as call out rotas and overtime to ensure that issues such as child care, particularly for single parents, are not compromised.
N.B. The above can only be invoked if the impact does not result in pay dipping below the minimum wage.
Unite at the Co-operative Bank
Unite at the Co-operative Bank
Unite the Union Members' Pay Claim for THE CO-OPERATIVE BANK P.L.C.
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We’d like to thank all members who completed the annual pay survey, and as always your feedback has shaped the pay claim which was submitted to the Bank, details of which can be seen on the news section of our website – www.unite-at-the-co-op-bank.co.uk . Your Senior Unite representatives have recently met with Co-operative Bank negotiators to discuss the pay claim for 2024. The offer has been discussed with our reps committee, and we are putting the following offer to you with a recommendation to accept. The proposed offer is detailed in full below. The pay ballot for Unite members will be open between 14th Dec – 5th Jan so you can have your say on Pay 2024 – co-operative-bank-pay-ballot .
We’d like to thank all members who completed the Unite Annual Pay Survey, as well as our recent Cost of Living Survey - as always your valuable feedback has shaped your Unite pay claim. A copy of the 2023 Pay claim was emailed to all members for whom we have an email address, but can also be seen in the news section of our website – www.unite-at-the-co-op-bank.co.uk . Your Senior Unite representatives have recently met with Bank negotiators to table your pay claim for 2023. The resulting offer has been discussed with your reps committee, and we are putting the following offer to you for your consideration. Overall there are positives, however the proposal is complex and has a variety of outcomes depending on your individual circumstances. Therefore we feel that we are not in a position to make a recommendation on whether you should accept or reject the offer, but you need to read the detail below carefully to understand the impact on you before deciding how you wish to vote. The Bank’s communications on ASR provide both a calculator and worked examples to show how the proposed changes will affect you. The pay ballot for Unite members will be open between Mon 16 th – Fri 27 th Jan, and you can cast your vote here - https://www.surveymonkey.co.uk/r/Unite_ASR_2023 You can join Unite online here - Join Online | Unite The Union
Unite the Union Members' Pay Claim for THE CO-OPERATIVE BANK P.L.C.
We’d like to thank all members who completed the annual pay survey, and as always your feedback has shaped the pay claim which was submitted to the Bank, details of which can be seen on the news section of our website – www.unite-at-the-co-op-bank.co.uk . The Bank continues to face significant cost issues, however after several loss-making years, it looks like we might have finally turned the corner. So along with discussions on pay, we have once again proposed additional benefit items for consideration to enable the business to further improve your terms and conditions. Your Senior Unite representatives have recently met online with Co-operative Bank negotiators to discuss the pay claim for 2022. The offer has been discussed with our reps committee, and we are recommending the following offer to you. PROPOSED PAY IMPROVEMENTS Band C and D colleagues We have argued for several years that low percentage increases in the overall pay pot do not allow for significant differentiation between performance ratings. Whilst the financial position of the Bank is improving, the turnaround is still at an early stage. So, the Bank have offered – an across the board 3% increase for bands C and D for all staff with a rating of ‘working towards’ or above. This is a welcome improvement on recent years, but recognises that any differentiation that could be achieved with a pay pot of 3% is relatively small. Band B colleagues A pay budget increase of 3.0%has also been set for the band B population. Individual increases will be determined by leader discretion as previously. PROPOSED CHANGES TO REWARD Ethical Workplace Following the joint work that has been undertaken in this area throughout 2021, both parties will continue to work to embed the Ethical Workplace and Culture pillar. This includes: Following on from the joint training initiative on workplace bullying, both Unite and the Bank commit to further development and support for leaders to help them to identify and appropriately support colleagues. For the Bank to be truly ethical, Unite believes that performance feedback needs to be ‘bottom up’ as well as ‘top down’. After discussions, the Bank propose to further embed “how” as part of the performance management process, by continuing to develop 360 feedback within CoreHR, to enable staff feedback on manager performance. The lack of a half-year appeals process has been disadvantageous to staff, so we are pleased that the Bank has agreed to reintroduce a mid-year appeals process to give staff the opportunity to formally challenge their performance rating prior to the End of Year process. Multiskilling Members in the Contact Centres have raised the issue of multiskilling with Unite, and as part of pay negotiations, the Bank are proposing a new pay model for multiskilled roles. This will replace the Bi Annual Policy. The Bank acknowledges that fraud multiskilling may not be for all and whilst all colleagues will be offered the opportunity to undertake the training, they will also have the opportunity to opt out. It is proposed to move all staff currently signed off in at least one of the three fraud skills (Disputes, Falcon, Detica) to the DR2 Customer Service Specialist roles with a resulting salary increase as follows (Salaries for Part time staff will be pro-rated as approporiate): All 3 – move to minimum £20,000 (this is the reference point for DR2) 2 skills – move to minimum £19,500 1 skill – move to minimum £19,000 2021 Bonus Initial discussions have taken place, and the Bank has assured Unite that it is confident of being able to pay improved bonuses is 2022. Payments are dependent on performance against the Bank scorecard and are subject to individual performance as well as Board approval and Regulator non-objection, which can only be given when the full year results have been published. Further details will be provided as soon as possible. Pay Ballot A ballot of Unite members will run from lunchtime on Mon 6 th Dec to 5pm on Fri 17 th Dec. Please look out for details of the ballots in your email in-box, and on the intranet. If accepted, the proposed changes to pay will be applied to the April payroll, backdated to April 1 st . Details of the ballot will be posted on our website, as well as the result when the ballot has closed ( https://www.unite-at-the-co-op.org.uk/ ). Your negotiators and reps committee feel they are able to recommend this offer, however the decision to accept or reject the offer lies with you, our members. Please take the time to cast your vote. Unite Senior Reps Jane Lewis & Dave Williams
Verbatim Comments - Unite Pay Survey 2022