![]() The merger was structured as a reverse takeover by TSB. ![]() The TSB name was previously used by the Trustee Savings Bank prior to its merger with Lloyds Bank in 1995, resulting in the formation of Lloyds TSB in 1999. In 2015, it was acquired by Spain's Banco Sabadell. Post-divestment, TSB offered an initial public offering and was listed on the London Stock Exchange in June 2014. The bank was formed from the existing business of Lloyds TSB Scotland plc, into which a number of Lloyds TSB branches in England and Wales and all branches of Cheltenham & Gloucester were transferred, and renamed TSB Bank plc.Ī European Commission ruling that the British government's 2009 purchase of a 43% stake in Lloyds Banking Group counted as state aid made it necessary for Lloyds Banking Group to sell a portion of its business TSB was divested. Its headquarters are located in Edinburgh and it has more than 5.0 million customers with over £35 billion of loans and customer deposits. TSB in its present form launched on 9 September 2013. TSB Bank operates a network of 290 branches across England, Scotland and Wales but has not had a presence in Northern Ireland since 1991. ![]() Participants can register right up until the event starts and can attend as many sessions as they desire.TSB Bank plc is a retail and commercial bank in the United Kingdom and a subsidiary of Sabadell Group. The full agenda for the week-long Employee Benefits Insights Series can be found here. All sessions will be made available on-demand once the series has finished for those who cannot attend the real-time slots. “Resilience isn’t about programmes or training, but having an approach that is proactive and relevant to the organisation,” said McPake. Rather than using resilience training, TSB works with its employees to ensure that they have the skills and resources to do their jobs at the moment, as well as being prepared for the future. McPake explained TSB’s whole-person, whole-organisation approach to resilience follows the mindset that it is about learning and growing resilience is not a synonym for stamina, a stress management tool and not a sticky plaster for burnout, she added. To support employees’ wellbeing during the pandemic, TSB made sure employees were aware of and had access to open lines of communication, its employee assistance programme (EAP), information tools and webinars, and also gave them access, via their mobile phones, to the mental health support app Unmind. “What people told us very quickly was that wellbeing is personal, and what they wanted was for TSB to support them in a way that worked for them, so that they could pick and choose, access what they needed, and felt comfortable and supported.” “The key thing in adapting was listening to our colleagues,” said McPake. TSB was quick to adapt its wellbeing strategy when the Covid-19 (Coronavirus) led to the UK lockdown in March 2020. McPake explained that the pillars were first developed in 2017 in response to employee feedback asking for more support specifically around mental health. Outside of line manager training, the mental health approach that TSB has in place centres around three pillars: to open up conversations to build confidence and remove stigma and to develop healthy habits. The support of line managers is key in TSB’s wellbeing strategy the curriculum for line manager training starts with a module on wellbeing and it also includes a focus on mental health awareness. “Wellbeing can’t be ‘done to’ people we all know that it is very personal and it’s about making sure that everyone knows what is available to them, and that they feel able and supported to access it.” The strategy emphasises the importance of empowering colleagues, explained McPake. The model is used for all areas of wellbeing: physical, psychological, social and financial. This includes increasing understanding of wellbeing, acting early, making sure the organisation provides access to the right support and services, and helping employees to recover and return to work. In a virtual session entitled Building resilient teams – a whole-person, whole-organisation approach, sponsored by Unmind, Sarah McPake, head of talent, insights and inclusion at TSB (pictured), detailed how the organisation uses a mix of proactive and reactive measures to support wellbeing. Employee Benefits Insights 2021: TSB’s approach to employee wellbeing follows a cycle of support, which includes building resilience and raising awareness of mental health.
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