Advance representatives recently met with the People Relations & Experience (HR Advice & Guidance) team to discuss the support available to colleagues and managers across the bank, review key performance measures and explore developments in employee relations, absence management and workplace wellbeing.

The HR team shared an overview of its work during the first half of 2026, highlighting improvements in service delivery, increased stakeholder engagement and continued investment in technology to make it easier for colleagues to access support and information. The team reported strong satisfaction levels, with an employee Net Promoter Score (eNPS) of 8.93 and all services rated green year to date.

A significant part of the discussion focused on the growing use of self-service tools. HR reported an increased adoption of SANDI, the bank’s digital support platform, alongside improvements to AskHR content to make information easier to find and understand. The aim is to provide quicker answers to straightforward queries while ensuring colleagues can still access specialist support when needed. Whilst AU welcomes quick and simple access to information, at times a conversation may still be the right way to help a member.

The meeting also reviewed absence and occupational health support. HR shared encouraging data showing improvements in absence levels, with sickness absence reducing from 4.71% to 3.96% and long-term sickness cases reducing by 42 colleagues. Representatives heard how earlier intervention, stronger case management and the partnership with Medigold are helping colleagues receive support sooner and return to work more effectively. Occupational Health referral times have also improved significantly, with report turnaround times reducing from around 25 working days to five.  Challenges with the quality of Medigold knowing the ways the bank operates have been addressed, with a smaller group of medical professionals now only focused on Santander cases.

Advance welcomed the focus on supporting colleagues experiencing health challenges. The HR team highlighted that 220 long-term sickness cases had received dedicated support, while managers continue to receive additional training and guidance to help them manage absence consistently and sensitively. The new Sickness Absence Policy, introduced in April 2026, has reportedly been implemented without any significant concerns or escalations from members due to its supportive nature.

The discussion also covered disciplinary and conflict resolution activity. HR advised that there continues to be a strong emphasis on early intervention, fair and proportionate outcomes, and the maintenance of high standards of integrity and respectful behaviour across the organisation. Additional training has been introduced for managers and decision-makers to improve consistency and strengthen their capabilities in handling employee relations matters. AU caseworkers continue to work hard to support members through these processes to a fair outcome and will challenge the bank throughout in full, yet welcome the open dialogue to resolve matters.

Particular attention was given to workplace mediation and informal resolution. HR highlighted the benefits of resolving issues at the earliest possible stage through coaching, facilitated conversations and mediation. Advance was encouraged to continue promoting mediation as a confidential and impartial process that can help colleagues and managers resolve workplace concerns before they escalate into formal cases.

The meeting concluded with a question-and-answer session and a shared commitment to maintaining constructive dialogue between Advance and the HR Advice & Guidance team. Both sides recognised the value of partnership working in ensuring colleagues receive the advice, support and resources they need throughout their employment with the bank.