Skipton Head of Decision Support

Candidate information pack

Aquista Limited, Central Services Team, The Old Estate Office, North Stainley, Ripon, North , HG4 3HT

T. 01765 635 105 E. [email protected] W. www.aquista.com INDEX Page

Introduction from Bobby Ndawula, Group Finance Director, Building Society 2

Overview of Skipton Building Society Group 4

Role description 9

Person specification 12

Recruitment and selection process 16

Further information 17

1 INTRODUCTION FROM BOBBY NDAWULA, GROUP FINANCE DIRECTOR, SKIPTON BUILDING SOCIETY

Dear Reader

Thank you for the interest you have shown in this role. We have prepared this pack to provide you with some information about the Skipton Building Society Group, the role itself and the recruitment process. However, before looking through this document perhaps you would allow me to offer my own personal introduction.

Skipton Building Society is the fourth largest society in the UK, with £16bn of assets, almost 795,000 members and a national presence of branches and agencies. Our members benefit from our dedication to mutuality, since instead of maximising profits to pay shareholders, we focus on ensuring a balance exists in our measures of success: supporting our members, generating sufficient profit to maintain a strong balance sheet and taking long term decisions to invest in the future development of the business and its employees. We have a clear vision of ‘Building a better Society’, and the key pillars to this comprise: putting the customer at the heart of our business by providing a compelling and differentiated proposition; ensuring that we have the right people who empathise with and deliver a great experience for our customers; making it easy for our customers to do business with us; and ensuring that we continue to maintain our financial strength. It is important to note that the Society is at the heart of the Skipton Group, which also includes well known businesses that add significant value to our members; such as Connells Group, one of the UK’s largest estate and property services groups; and Skipton Financial Services, a Top 20 national financial advisory firm.

As part of our increasing focus upon ensuring robust and long term strategic planning, we have created a new role of Head of Decision Support who will report directly to myself. As a member of the Senior Leadership Team you will support both myself and the wider Executive Committee in the development of Group strategy. This will include helping to identify organisational objectives which drive profitability, enhance customer satisfaction and ensure a culture focused on the effective management of prudential and conduct risk. You will also work in partnership with a wide range of business areas to help them deliver against their agreed objectives as outlined in the Corporate Plan and to provide analytical support to ensure that their decisions are based upon sound evidence. You will be supported by four teams; focused respectively on mortgages, savings, distribution and strategy and planning.

In terms of your background, it is essential that you have gained relevant experience within the retail financial services industry and furthermore, this must have been with a balance sheet product manufacturer. Ideally this will have been with either a bank or building society, but we would also consider exceptional candidates from life & pensions and insurance companies. It is essential that you have supported an organisation or a business unit in developing its strategic thinking and provided analytical support to one or more business units/functions to help them deliver against their agreed objectives; and this means that you must possess expertise in a range of financial and business planning/modelling tools and techniques. Ideally accounting or MBA qualified, you might be currently working in one of a number of different functional areas, including finance; a separate strategy/corporate planning team; or within a commercial finance team attached to a specific functional area.

Above and beyond your experience, it is critical that you have the right personal approach. You must possess a good strategic mind set and a commercial orientation, underpinned by excellent analytical capabilities. In addition, you must possess rounded people leadership and development skills, combined with the ability to build effective and supportive working relationships across different functions and to influence at the most senior levels. Clearly

2 this must go hand-in-hand with excellent written and verbal communication skills that convey complex issues and their related solutions with clarity and incisiveness. Strong planning and organisational skills are also a prerequisite. Underpinning all of this will be a strong streak of self-motivation and personal drive.

I firmly believe that this is an attractive opportunity for a number of reasons. Firstly, the Skipton Building Society is a very successful business with a great culture. Secondly, our Group companies are equally as successful and are testament to a culture which is more entrepreneurial than many of our peers. Thirdly, we have a strong and able Board that is increasingly focused upon ensuring robust and long term strategic planning. Fourthly, this role will give you considerable exposure to the Board and to a wide range of business areas across the Group; thus affording you an excellent opportunity to make a mark for yourself and hence progress to more senior positions in the future.

Finally, it has to be noted that we are based in a great location. Skipton was recently named by The Sunday Times as being the best place to live in the UK. Located within the Yorkshire Dales, and boasting some of the highest performing state schools in the country, Skipton enjoys low crime rates, reasonable housing costs, independent shops and good transport links, as well as close proximity to other desirable locations such as Ilkley, and . A relocation package is available for exceptional candidates.

If what I have said above has stirred your interest, then I urge you to read on. This is an excellent opportunity to help make a significant contribution to the long term success of an organisation that combines the inherent strengths of mutuality with a business model that is highly distinctive and progressive in our sector.

Regards

Bobby Ndawula Group Finance Director Skipton Building Society

3 OVERVIEW OF SKIPTON BUILDING SOCIETY GROUP

Our business model and group structure

Skipton Building Society is the fourth largest building society in the UK, with £16bn of assets, almost 795,000 members and a national presence of branches and agencies. In 2014, Group profit before tax from continuing operations was up 53% to £156.8 million.

The Group’s business model is based on a divisional structure and each division fulfils a distinct purpose aligned to the Group’s overall strategy. The Society is at the heart of the Skipton Group and the key member of the core Mortgages and Savings division, whose business model is built on providing a secure home for our members’ savings which allows us to lend to borrowers and enable home ownership. The Group’s business model also includes our interests in Estate Agency (through the Connells Group) which provides a significant income stream that further strengthens the Society’s financial position, and the provision of financial advice through Skipton Financial Services as part of the extended Society offering. In addition, the Group holds interests in a number of other smaller companies as part of the Investment Portfolio.

The Board is the chief operating decision making body and reviews the performance of the Group across a number of reportable segments as detailed below. Each segment offers different products and services and is managed on a divisional basis in line with the Group’s management and internal reporting structure. The divisions are:

 Mortgages and Savings – the core division of the Group, principally the Society but also including specialist mortgage businesses Amber Homeloans Limited (AHL) and North Yorkshire Mortgages Limited (NYM), as well as deposit taking and mortgage lending in the Channel Islands and the UK through Skipton International Limited (SIL). The division also includes the Group’s special purpose vehicles (SPVs) Darrowby No. 1 plc, Darrowby No. 2 plc and Darrowby No. 3 plc, formed to acquire funds from the wholesale markets, and the intermediate holding company Skipton Group Holdings Limited (SGHL).

 Estate Agency – provision of estate agency and other property related services through the Connells Group which is one of the largest and most profitable estate agency groups in the UK with a c.£250 million annual turnover. The group now has 520 branches operating under the Connells brand and other well-known local names including Allen & Harris, Bagshaws Residential, Barnard Marcus, Brown & Merry, Fox & Sons, Jones & Chapman, Manners & Harrison, Roger Platt, Shipways, Swetenhams, William H Brown, Sharman Quinney and Pattison Lane. As well as residential sales, the group also offers services in surveys and valuations, conveyancing, lettings, asset management, land acquisition and mortgage broking markets. Connells is consistently named Best Large Estate Agency at the Estate Agency of the Year awards in association with the Sunday Times, winning the top prize for six of the past eight years. It is also highly acclaimed in the New Homes category, winning Gold six times in the last eight years; and in the Financial Services category in which it has won the Gold prize for the second consecutive year.

 Financial Advice – provision of financial advice through Skipton Financial Services (SFS) which is a Top 20 national financial advisory firm whose specialities include advising on investments and inheritance tax planning for people of any age. It provides professional advice to over 100,000 clients nationally and due to its outstanding reputation has been entrusted with placing investments of £3.5 billion.

 Investment Portfolio – includes a small number of trading companies that do not fall within the core operating segments.

4 Our strategy and objectives

Our strategic objectives are to grow our mortgages and savings business, provide high quality financial advice through SFS and maintain a significant presence in estate agency. By growing a high quality mortgage business, funded predominantly by retail savings, whilst maintaining appropriate levels of liquidity to ride out periods of uncertainty, we will further strengthen our capital position. This will in turn provide the Society with the opportunity to deliver long term sustainable value to its growing membership. We recognise that this strategy will need to be delivered in an operating environment where customers are increasingly using digital channels, whilst the Financial Services industry is becoming increasingly competitive and is still adjusting to more onerous regulatory capital and conduct requirements which have been introduced in the aftermath of the global financial crisis.

We remain committed to mutuality because we believe that this is in the best long term interests of our members. Our mutual status provides us with the advantage that we do not need to maximise our profits to pay shareholders; instead, we focus on ensuring a balance exists in our measures of success; supporting our members, generating sufficient profit to maintain a strong balance sheet and taking long term decisions to invest in the future development of the business.

Our primary purpose remains to provide a secure home for our customers’ savings which allows the Society to lend to borrowers and enable home ownership. In order to achieve the objective of growing the mortgages and savings business, principally through the Society, we have adopted strategic plans that focus on defined medium term objectives built around the following four pillars:

Our customers:

Our customer strategy is to put the customer at the heart of our business, providing a compelling and differentiated proposition that resonates with our customers and makes them want to become and remain Skipton members.

In order to achieve this we continue to invest in developing a deep understanding of the needs of our customers through research, insight and feedback. We use this insight to refine, develop and improve the products and services that we offer.

Our target savings and investment customers are those planning for, and moving through retirement. Over the last two years, we have focused on developing a compelling proposition to meet the needs of these target customers, with the ultimate objective of ‘helping them towards a worry free retirement’. We launched this to our customers in 2014 under the strapline ‘For Life Ahead’ and will seek to further develop and promote this over the coming years.

We continue to focus on helping customers to own their own homes by providing good value mortgages, together with excellent personal service, to both our mortgage customers and intermediary partners. We also provide finance to customers seeking to invest in buy- to-let properties which supports the rented housing sector.

Fundamental to the delivery of our customer strategy is the continued development of a truly customer centric culture across the Society. In 2014 we progressed the roll out of our customer strategy, further developing our capability to meet the needs of our customers. Going forward we will continue to develop and improve our internal capability and infrastructure to deliver an exceptional customer experience. Investment in enhanced digital capability will underpin and support the improved customer experience. We will also continue to develop our Skipton-based contact centre, Skipton Direct, which last year expanded by 40%. We will also continue to refurbish and adapt our branch network to 5 match the changing needs and requirements that our customers have for face-to-face interactions.

It is important to note that Skipton ranked 13th out of 263 UK brands – across many different industries – in the annual Nunwood Customer Experience Excellence survey. In the same survey we were delighted to be named as the UK’s third best Financial Services organisation for customer experience excellence. This demonstrates that we are on the right track to providing our customers with a brilliant experience and putting them at the heart of the Society’s strategy.

Our people:

Our people strategy is to ensure that we have the right people, with the right skills and knowledge, who are highly engaged and who perform well to deliver a great experience for our customers.

We invest in developing a culture in which all our people work to deliver according to our customer strategy. We continue to develop leadership capability, as well as investing in leaders of the future. We support all our people to perform and develop their skills and knowledge in a range of ways including training and coaching.

One of the things that sets our service apart is our human touch, developing the skills of all our people to have empathy and build relationships with our customers and with each other. Our values are Trust, Ownership and One Team which reflect the attitudes and way of working that everyone here displays on a daily basis, and which are key to the delivery of the outstanding level of personal service we offer our customers.

Our reward strategy is an important part of retaining the right skills and experience and reinforcing our culture. Importantly, conduct risk (i.e. ensuring we always deliver a fair outcome for our customers) will remain at the forefront of our minds to ensure any remuneration package relating to performance encourages the right behaviours and customer outcomes.

We have a high level of employee engagement – which last year was 88% – and we intend that all of the above will help to sustain this at a level above the Financial Services industry benchmark and make Skipton a great place to work.

We have been awarded the ‘Gold Standard’ by Investors in People and are one of only two building societies in the UK to achieve this. In addition, we are delighted to have been successful in achieving top 100 status for the first time in 2014 in the Sunday Times ‘Top 100 companies to work for’ survey.

Our proposition:

Our proposition is to make it easy for our customers to do business with Skipton, both online and offline, to personalise the products and services that we offer, and show real empathy in dealing with our customers.

Our proposition is based on striving to understand what is important to our customers, listening to their feedback and ensuring that the mortgage and retail savings products and services we offer are aligned with their needs. We focus on meeting the needs of customers planning for and in retirement, through our ‘For Life Ahead’ proposition. Our mortgage proposition ‘Real Life Lending’ focuses on building strong relationships with our mortgage customers and intermediary partners.

Our core services are savings, mortgages and investment advice, complemented by protection, pensions, legacy and inheritance tax planning. The way in which our people 6 deliver them is central to our proposition. The provision of financial advice for our target market is a key differentiator and we continue to provide this through our wholly-owned subsidiary, SFS. SFS is integral to the delivery of our ‘For Life Ahead’ customer proposition, which will be strengthened through the further development of the retirement planning proposition.

A key strategic objective is to provide customers with a choice as to how they engage with us; face-to-face (branch or home-based advice), through Skipton Direct or digitally, in order that they experience a high quality, seamless and personalised service.

Investment in enhanced digital capability is a key area of focus, recognising that customers are adopting digital technology at an ever increasing pace. A dedicated digital team has been created and will be strengthened further as part of our commitment to improve digital capability for our people and our customers. Our digital strategy will include enhancing and developing our website, www.skipton.co.uk, and investing in software to enable personalisation of our online experience to enhance the service customers receive.

Our financial strength:

Our financial strength is of fundamental importance to our members. Therefore our main objectives are to maintain strong capital levels, in particular focusing on the Common Equity Tier 1 (CET 1) and leverage ratios, and deliver sustainable profits which provide a balance between ensuring the business is financially strong and ensuring we are providing good long term value for our customers.

Maintaining a quality mortgage book and managing impairment losses to an acceptably low level is also critical to the strength of the business and to our members. We will continue to enhance our credit risk framework to ensure effective pricing, provisioning and use of capital, and in the short to medium term we aim to obtain permission to use the Internal Ratings Based (IRB) methodology as the basis for calculating our capital requirements.

Serving the community

As the UK’s fourth largest Building Society with a national presence through our branch network – and a strong belief in mutuality – we feel connected to a lot of communities. In 2014 we took a decision to join Business in the Community to support us in making the most of our efforts to make a positive difference and build on what we already do. They have assisted us by sharing best practice and helping us to develop action plans.

Supporting charities:

The Skipton Building Society Charitable Foundation was established in 2000 and in 2014 the Foundation gave £122,000 to 79 charities ranging from out of school groups to community projects and care groups.

Our people also get involved in raising funds for charities through various creative activities and overall have raised around £30,000 for local charities.

Supporting communities:

Our support of charities is complemented with our support for other community projects through our award winning Grassroots Giving programme. Grassroots Giving was launched in 2013 to celebrate the Society’s 160th anniversary. It was designed to reflect our mutual roots and established to help people and communities to help themselves. In 2014 we gave away £500 to 161 community projects ranging from sporting groups to choirs and nature reserves across the country. We love the way it connects us to our communities; we received 320 applications and over 27,000 people voted. 7 Local involvement:

Examples of our involvement locally include:

 The Great Yorkshire Show – ’s premier agricultural event which takes place in July every year, attracting around 135,000 people over the three day event.

 The Skipton Building Society Camerata – Formed in 2004 with the aim of bringing high- quality, accessible, classical music to new audiences in North Yorkshire and beyond.

 Craven Citizens Advice Bureau – As a responsible lender and a member of the local business community, Skipton recognises that the current economic environment is a difficult one for individuals and organisations alike, and is therefore proud to support organisations offering money advice.

 Craven Volunteer Centre – A registered charity based in Skipton, linking would-be volunteers with good causes in the area.

8 ROLE DESCRIPTION

Key purposes of role

 To support the Group Finance Director and the wider Executive Committee in identifying organisational objectives which drive profitability, enhance mutuality and ensure a culture focused on managing prudential and conduct risk effectively.

 To work in partnership with other business areas to deliver the agreed business objectives as outlined in the Corporate plan.

 To provide analytical support to business areas to ensure decisions are based upon sound evidence and where judgement is applied, provide appropriate challenge to those judgements.

Key accountabilities

 Build strong relationships with key areas of the business in particular the Commercial Team, Distribution, HR and Risk.

 Support the Executive Committee in longer term planning and strategy formulation by identifying emerging trends and changes in the external market/environment and their potential impact on the Society.

 Support the Group Finance Director and the wider Executive Committee in identifying longer term threats and opportunities and ensure that these are factored into strategy and planning.

 Provide appropriate support to the Commercial Director and members of the Commercial team to take appropriate decisions on key areas such as Pricing, New Product Approval, Product/Channel Profitability and Customer Value Analysis.

 Provide appropriate analytical support to the Distribution and Financial Services Director on the development and implementation of the distribution strategy.

 Support the Commercial Director and Distribution and Financial Services Director in aligning and optimising the SBS and SFS proposition.

 Lead the development and on going maintenance of the Pricing model and return on capital analysis in conjunction with, but not limited to, the Commercial team, Credit Risk and Capital team.

 Lead the ongoing development of the balance sheet strategy, liaising closely with Dynamic Management Committee.

 Ensure that the Decision Support team understand their responsibilities in the management of conduct and operational risk in the context of the 3 Lines of Defence Model.

 Provide strong role model leadership of the Decision Support team, inspiring and engaging others through role modelling the Corporate Values and Behaviours across and beyond own area of responsibility, also challenging examples of unacceptable behaviour.

9  Contribute to the development of the Corporate Vision and Strategy and supporting functional plans, ensuring that progress against plans within own area of responsibility is monitored, reported and managed.

 Work closely with key stakeholders across SLT and ExCo to ensure all teams are aligned to the strategy and have an opportunity to contribute, share experiences and insights.

 Ensure that all policies, processes and practices comply with relevant legislation and regulatory requirements and represent best practice.

 Ensure team and individuals have clarity of purpose, including relevant objectives which are monitored and evaluated on an ongoing basis.

 Embrace and promote change by advocating continuous improvement activity which drives higher performance across own area of responsibility.

 Ensure close collaboration with relevant stakeholders/customers/colleagues/suppliers to ensure delivery of Corporate priorities and functional plans.

 Carry out any ad hoc projects which may emerge from time to time.

Key outputs

Key outputs include:

 Provision of pro-active insight and recommendations for enhancing long term profitability of our proposition and our distribution channels.

 In conjunction with other stakeholders, the development of a sustainable balance sheet strategy.

 Development and maintenance of a fit for purpose pricing model which covers both the standardised and IRB approaches to capital management.

 A highly engaged and high performing team.

 All direct reports and their direct reports having relevant and clear objectives and personal development plans which are regularly monitored, discussed and reviewed.

 Strong, consistent shareholder returns from relevant subsidiary businesses.

 SWOT and PEST analysis regularly carried out and updated.

 Facilitated delivery of the agreed strategy by working closely with members of the Executive Committee.

10 Reporting structure

Role reports to:  Group Finance Director

Responsible for:  Decision Support – Mortgages  Decision Support – Savings  Decision Support – Distribution  Strategy & Planning

Committee memberships:  Dynamic Management Committee  PAG

Location

The role is located at Skipton’s head-office in Skipton, North Yorkshire.

11 PERSON SPECIFICATION

Qualification

Essential: Degree level education or equivalent professional.

Desirable: Accountancy qualification and/or MBA.

Experience, knowledge and technical skills

Essential

It is essential that candidates have:

 Gained relevant experience within the retail financial services industry with a balance sheet product manufacturer, such as a bank, building society, life & pensions or insurance company.

 Experience in providing business support through the use of analytical/modelling tools in areas such as pricing, new product approval, product/channel profitability and customer value analysis.

 Operated and ideally developed product pricing and profitability models.

 Input into balance sheet strategy and management, in particular looking at what drives interest margin.

 Supported an organisation or a business unit in developing its strategic thinking and translating that into specific elements within the annual Group corporate planning document.

 Worked in partnership with one or more business units and/or functions to help them deliver against their agreed objectives and to provide analytical support to ensure that their decisions are based upon sound evidence.

 A proven track record of managing multiple projects on a concurrent basis and delivering them to plan, on time and within budget.

 Successfully worked in partnership with a wide range of multi-functional stakeholders across the business.

 People management experience, including successfully leading, motivating, performance managing and developing teams.

Desirable

It is desirable that candidates have:

 Gained relevant experience within either a bank or building society.

 Exposure to pension risk management.

 A broad general accounting and finance background.

12 Personal skills

It is essential that candidates:

 Can think strategically but also know when to get into the detail.

 Are commercially astute.

 Have the ability to influence, engage and work in partnership with senior stakeholders.

 Possess excellent written and verbal communications skills.

 Are good project managers and can execute change.

 Champion and embed continuous process improvement.

 Have strong organisational skills and can deliver to tight timeframes within a pressurised environment.

Values and behaviours

Candidates must demonstrate a strong match with our Values and Behaviours Framework. An appropriate extract from the overall framework has been reproduced below.

Trust

Instilling Being positive  Seeks to understand the impact they are having on others Confidence about delivering  Speaks in a straightforward, clear and compelling way and creating  Are authentic and genuine; says what they mean and confidence mean what they say  Drives delivery – keeps promises and helps others to keep theirs  Backs their own and others’ judgement  Empowers others and trusts them to make their own decisions and deliver  Manages own emotions and helps others remain calm and focused  Adopts a coaching style to enable individuals and the team to improve their performance

Being Fair and How we treat  Creates a climate in which the team continuously seeks to Open each other is a deepen their understanding of our customers key driver of trust  Listens actively and invites others to share their views  Does not hide bad news; shares as much as confidentiality allows  Weighs-up the impact of their decisions and actions on customers, colleagues and the Society as a whole  Fosters a positive and inclusive environment where all people feel respected and valued  Creates a focus on the customer within the team that drives the delivery of outcomes that are fair and appropriate  Explains and gives reasons for decisions made  Shows courage and sensitivity in giving clear and pro- active feedback  Creates an environment where people give and receive feedback

13 Ownership

Striving for Quality in all that  Identifies what excellence is, setting high standards Excellence we do with  Focuses on customer, quality, cost and value when making incremental decisions improvements  Sets and communicates clear expectations of what is every day required  Creates a climate in which the team challenges and makes suggestions to improve  Recognises and rewards excellent performance, celebrating success  Challenges existing processes and procedures to improve efficiency, accuracy and output  Tackles poor performance  Creates a climate in which the team are able to learn from mistakes  Continuously seeks to understand and improve the customer experience  Challenges ‘the norm’ and sets targets to improve  Works to improve performance whilst maintaining or reducing costs

Making it Getting the right  Provides clear direction so that priorities are understood Happen people to get the  Ensures clear objectives are in place for their team right things done  Keeps up-to-date with external developments in their professional area  Delegates appropriately; the right things are owned by the right people  Creates the right amount of rigour and governance  Removes organisational barriers to ensure delivery  Keeps moving forward despite ambiguity  Galvanises others into action  Provides emotional support where needed  Constantly develops emotional intelligence and own resilience

14 One Team

Building Great Understanding  Makes the time to listen and understand others, even when Relationships and respecting under pressure each other  Engenders a sense of connection across the Society  Creates strong working relationships across the Society  Handles difficult messages with sensitivity  Seeks to understand what is important to people  Displays a sense of humour and builds a sense of fun and enjoyment in working together  Treats people as individuals and adapts style to get the best from them  Holds regular team meetings and 1:1s  Involves all relevant stakeholders at the outset and throughout

Working Working  Communicates a common purpose and shared Together collaboratively organisational goals  Involves and gets the input of others  Shows people how their role fits into the bigger picture  Identifies opportunities to work cross-functionally as One Team to improve the customer experience  Creates the conditions where people can work together effectively  Drives a consistent way of working across teams where appropriate  Builds effective teams with a diverse range of skills, talents and abilities  Resolves conflict effectively  Promotes collective responsibility  Acts as a role model for the Values and challenges those who don’t  Actively shares knowledge and skills with others beyond their own team

15 RECRUITMENT AND SELECTION PROCESS

Timescales

All expressions of interest should be received by Wednesday 12th August 2015 but ideally before that date.

First round interviews will be conducted by Aquista during early September. Second round interviews are scheduled to take place on either Thursday 24th or Monday 28th September 2015.

During the selection process, candidates will be asked to complete a personality profile and possibly ability tests.

We would be grateful if you could advise Aquista at the time of your application if you believe you may have difficulty with the above timescales.

Application process

We would ideally like you to provide the following information so that we can fairly judge your application:

 A CV detailing your career history, education and qualifications.

 A covering letter explaining why you are interested in this role.

 A brief supporting statement that matches you to the ‘Experience, knowledge and technical skills’ section of the person specification. You do not at this stage need to match yourself to the ‘Values and behaviours’ section.

 Details of your current remuneration package and notice period.

Response instructions

Please e-mail applications to: [email protected] quoting the reference number GB1982.

If you do not have access to e-mail then please send applications to:

Joanne Carver – Ref. GB1982 Practice Manager Aquista Limited Central Services Team The Old Estate Office North Stainley, Ripon North Yorkshire HG4 3HT

All applications will be acknowledged in the manner in which they were sent.

16 FURTHER INFORMATION

We hope that this document has provided you with a good overview of the Skipton Building Society Group and the role we are seeking to fill. If you require further information, please do not hesitate to contact our advising consultant, Gavin Burgess on 01765 635105.

Further information can be found at: www.skipton.co.uk

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