Life at Quilter
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What we stand for – our purpose
Life is remarkable. We’re here through the ups and downs of people’s lives and are trusted to help them make the right decisions along the way. Whether that’s small steps, bold moves or even brand-new chapters in their journeys. We unlock choice and freedom so they can focus on what matters to them most and live the unique lives they dream of. For brighter financial futures.
Watch the video of what we stand for
What we stand for
Our culture
Pay, benefits and how we work
Because every generation matters. That’s why we not only look after what people need today, we care about tomorrow too, so that we can serve their families for years to come. We’re proud to make a greater difference to the people and communities we serve. For a legacy of opportunity. For every generation.
for every generation
Brighter financial futures
Quilter has a clear purpose: Brighter financial futures for every generation. To achieve this, we must strive to create a sustainable business that seeks to act and invest responsibly now and in the future:
Invest responsibly – We believe that investing responsibly plays an important part in delivering for our customers/clients. We believe customers/clients should have the information, flexibility and choice to invest in line with their values and needs.
Reflect our community – We are committed to building a customer-centric business that reflects the diverse needs of our customers/clients, their families, and the communities they live in.
Consider climate impact – We want to play our part in the global effort to create a more sustainable world for future generations.
Quilter Foundation The Quilter Foundation is our charity, that supports the many thousands of young people in our communities who face a multitude of challenges. We work in partnership with several strategic charity partners in order to support our communities. Each quarter, Quilter employees and advisers can nominate charities to receive a grant from the Quilter Foundation.
Our culture is demonstrated in the way we behave; how we interact with each other, with customers/clients and with all our stakeholders; and the decisions we make.
This is underpinned across our business units and departments by our set of core values that connect us all and guide our actions, decisions, and ways of working.
We do the right thing We act with integrity and are proudly committed to going above and beyond in service of our clients and the support we provide our communities.
We’re forward-thinking and curious We continuously seek new ideas and knowledge so we’re one step ahead of our clients' needs. We look for inspiration everywhere and encourage experimentation, recognising that this is how we create brilliant solutions for brighter futures.
We set bold objectives for impactful results We aim high to transform our potential into meaningful outcomes. With ambition as our driving force and a steadfast commitment to growth, we succeed for the good of every generation.
We achieve remarkable outcomes together Combining our diverse talents, we accomplish more collectively than we ever could do alone. We speak openly, actively listen and support each other, and constructively challenge and embrace new ideas. We seek empowerment and demonstrate ownership and trust, with the confidence to make impactful decisions.
Do the right thing
Always curious
Embrace challenge
Stronger together
We don’t expect our customers and clients to compromise on their futures and the same goes for our colleagues. We want to nurture a culture of ambition, accountability and continuous growth in which all our colleagues can achieve their full potential.
Maintaining Contact
Agree with your team member what level of contact they would like with you during their parental leave. It is good practice to maintain “reasonable contact” with your team member whilst they are on leave. Explain to them that this contact will give you the opportunity to keep them informed about developments and changes at work and any internal vacancies, promotion opportunities that are specifically relevant to their team, giving them the opportunity to apply. It is equally good practice to invite them to social events. Even if your team member requests no contact during their parental leave, you have a duty to keep them informed about any major changes to their working environment, e.g. restructure. You should also establish how frequent your team member would like to be contacted and the channel of communication e.g. text, call, email. Remember – the key message is “I want to support you”.
Leave cover
It is essential that managers start to plan for a period of parental leave within their team in a timely way. Uncertainty over what will happen to their work when a colleague is on parental leave can be an unnecessary source of stress and anxiety, also being excluded from discussions and decisions around cover can make an employee feel vulnerable and isolated. Arrange and confirm leave cover as soon as possible and communicate your plans with your team member, including them in decisions wherever possible. Consider the timelines in which your team member will go on leave to ensure you have time to conduct a handover and any required training. Here are a few things to consider: • Replacement – are you providing a replacement team member to cover the parental leave? Or will you be able to re-allocate existing resource? Or will it be a combination of both? • Approvals – do you have approval to recruit a replacement? If not, what other options are available? Can the work be postponed? Can it be shared out amongst others? • Temporary Cover – when does the temporary cover need to be in place? How long will it realistically take to recruit a suitable person? • Handover Period – do you need, and can you afford to have a handover period? Will you have a handover prior to the parental leave and upon return? • Setting expectation – it is important to set expectations with other team members about how long the leave period will be and what will happen upon return. • Communication with internal and external stakeholders – if your team member is client facing, or has internal stakeholders outside your immediate team, agree how the redistribution of tasks or cover of service will be communicated with those clients and stakeholders. Ensure your team member is part of those conversations, but also has your support and back-up. It is important that you (not the team member) take the lead in reassuring clients or stakeholders that there are adequate measures in place, and that you are the point of contact where there are any concerns.
Book a Performance Review
Ensure that you book a Performance Review in with your team member prior to their leave starting. This is especially important if their leave is due to continue over the performance year-end. Ensure the Performance Review is completed a couple of weeks before the colleague is due to commence their leave so that there is time to record and respond, as well as not feeling rushed.
Confirm dates
Confirm the dates your team member is intending to commence leave (perhaps including annual leave). Team members can take holiday either before or after their parental leave commences. They’ll continue to accrue holiday during their leave and this holiday can be used to extend their leave. Remember that for a whole number of reasons these dates may change, often at short-notice. For pregnant staff in particular, any pregnancy related sickness absence that occurs 4 weeks prior to the Expected Week of Childbirth (EWC) triggers the start of the maternity leave.
Keep up-to-date
Review and familiarise yourself with the Parental Leave policies and keep checking in with your team member around how else you can support them.
Keeping In Touch (”KIT”) Days /Shared Parental Leave in Touch Days (“SPLIT”)
Colleagues are entitled to work up to 10 days on full pay during their period of Maternity/Adoption leave. These are called KIT days. Colleagues who are on Shared Parental Leave can take up to 20 SPLIT days in addition to any KIT days taken during maternity/adoption leave. SPLIT days work the same as KIT days. During KIT/SPLIT days colleagues can undertake their normal day to day duties or, for example, attend a conference, undertake training or attend a meeting.Colleagues will only get paid for the number of hours worked, for example if an employee attended a two hour meeting, they would only be paid for two hours and that would count as one KIT/SPLIT day. All KIT/SPLIT days must be approved by you as the manager.
Hear from real Quilter colleagues about what it’s like to work here.
We celebrate ambition, drive and diversity. Through our various network and support groups, we champion an inclusive culture, where everyone has an equal and equitable opportunity to fulfil their potential and thrive at work.
Everyone is welcome to join our colleague community networks which include: Together with Pride – our LGBT+ network the Cultural Diversity network the Menopause Support Group, and Wellbeing Champions.
"Creating an inclusive and diverse culture is a core priority for me and my leadership team. It isn’t just about hitting targets – although we are focused on continuing to increase diverse representation – it’s also about building a truly inclusive environment to enable our people to thrive. Our action plan will improve the pace of change throughout our company and help us build a more diverse, balanced and innovative Quilter." - Steven Levin, Quilter CEO
Pay and Bonus:
Annual salary review – all permanent employees are eligible for consideration of an annual salary review. Any changes to salary are based on individual performance, experience, capability and competency, affordability, and internal and external relativity between employees in similar roles performing at similar levels. Incentive scheme – all employees are eligible to participate in an incentive plan, which may vary depending on the type of role they perform. All incentive plans are discretionary and non-contractual, and any awards are based on individual and business performance and any other relevant metrics applicable. Save as you earn (SAYE) savings plan – all eligible employees have the opportunity to save money every month directly from your net salary. At the end of the Savings Contract of three or five years, participants can choose to buy Quilter shares at a discounted option price or withdraw their savings in cash.
Benefits
We all have different priorities, lifestyles and living arrangements. At Quilter we recognise this with a wide range of flexible benefits that you can personalise to suit your needs and lifestyle. When your needs change, so can your benefits…
You can supplement your core holiday allowance by buying additional holiday or even sell some back to boost your monthly salary.
In line with our purpose of creating brighter futures, our employee pension scheme pays 10% of your salary to help you plan for your life when you stop working.
Access to private healthcare, income protection, life assurance for you and your partner, critical illness and a host of family-friendly policies gives you the opportunities to nurture and protect those you love.
You choose the benefits to suit your lifestyle, which are deducted straight from your pay, some with tax and/or NI savings. Find out more at Benefits, reward and recognition | Quilter Careers For day-to-day support, all employees can also take advantage of our employee assistance programme with features like access to a GP for you and your family, and one-to-one mental health care. Please note, the availability of benefits is dependent on location.
We have a number of benefits that stand us apart from our competitors:
*Whilst Quilter pays for the benefit, you will have to pay tax on it as private healthcare is a taxable benefit **UK only
Maternity and adoption leave is 26 weeks full pay. Paternity leave is 6 weeks full pay. Maternity returners can return initially on reduced hours for full pay. Private 24/7 GP for you and your household. Private healthcare is free* for colleagues. You can upgrade to full family cover and Quilter will pay half the cost. Menopause support - for colleagues with private healthcare, we provide £500 reimbursement for colleagues needing to see a menopause specialist doctor. One volunteering day each year which can be used for various occasions from working with a local charity, to volunteering on your child's school trip, or visiting a relative’s care home. Access to a free consultation with one of our Quilter financial advisers. You’ll also get preferential terms for any ongoing advice.** We have special rates for colleagues on all our products and services.**
Your career
We’ll encourage you to be curious, aim high, and take control of your career by seeking opportunities for professional development to achieve your goals. We’ll support you in building a fulfilling, rewarding career with a range of tools including access to an online library of learning material, mentoring programme, apprenticeships and leadership courses. We create opportunities for you to move within Quilter, to develop your career within the company. You’ll also be able to see where your role sits in our Career Framework, alongside the full range of roles across the organisation. Whatever stage of your career you’re at when you join us, you’ll have the opportunity to progress with us as far your ambition takes you.
Working flexibly
Cash
Every asset will have a cash value. All portfolios will hold some cash to provide diversification and accessible funds. Benefits > It is liquid > It is risk free and will earn interest when held in a bank or building society account which can be used to provide an income > It is suitable for short-term investment > It is suitable for emergency access and short-term easy access Drawbacks > It does not provide for any capital growth > It does not provide any protection against the impacts of inflation which can affect its buying power Money Market Instruments > In the form of Commercial Paper, Certificates of Deposit & Treasury Bills. > Short term, up to 12 months > A type of loan used by Governments and Businesses Benefits > Higher returns than traditional savings accounts > A safe place to invest and are liquid Drawbacks > It comes with risks, including default on the securities > Provide lower returns compared to ‘Investments’ > Providers have minimum initial balance requirements
Property
> A popular and effective investment > Potential growth in capital value and the provision of income through rent > Invested in the form of Residential and Commercial Residential > Seen more for those wishing to buy a home than as an investment. > People have been buying residential property as an investment alternative to equities, hoping to gain from rental income and capital growth. > Property is seen as less volatile than shares and is supported by the rental income. > The market has developed due to the availability of buy-to-let mortgages and a gradual reduction in the interest rates for loans Commercial > Returns for shops, factories, offices, etc tend to be between equities and bonds over most periods, and are not as volatile as equities. > Impractical for the small investor due to initial capital requirements and costs > Popular for inclusion in collective investment funds > Potential for capital growth and rental income. > Produces lower annualised returns than shares during periods when stock markets are strong, > Suffer less when markets are weak. > Part (most) of the overall return comes from rent, which is stable. Benefits > Potential for capital value growth > Potential for (increasing) income through rent > Relatively stable, less volatile, compared to shares Drawbacks > Vulnerable to economic conditions – recession can reduce the number of companies wanting to rent property > Rent, and so returns, are affected if there is a lack of tenants > Cost of purchase and maintenance and property management > Illiquid
Fixed Interest Securities (Bonds)
> A loan issued by Governments and Corporations > Term of 5 years or more > Fixed rate of interests for a term from 5 years to 50 years (typically) > COUPON = fixed rate of interest paid each year > PAR VALUE = the face value that will be repaid at the date of redemption > REDEMPTION DATE = the date that Government or Corporation will repay the ‘PAR’ value > Value determined by the financial strength of the issuer > Value fluctuates with interest rates. > Increase in value if interest rates are lower than the COUPON > Decrease in value if interest rates are higher than the COUPON GILTS – Gilt Edge Securities > Issued by Government in multiples of £100 > Issued when the Government needs to raise money (borrow) to support its spending activity for between 5 to 30 years > ssued through the Debt Management Office (DMO) > Traded on the Gilt market through Brokers or the DMO Corporate Bonds > Issued by Corporations (Companies) > Issued to finance long-term planning and projects at fixed rates of interest for between 5 and 30 years > Higher risk than Gilts as greater chance of a Company failing, or failing to pay the Coupon, of the PAR value at date of redemption > Higher interest rate than offered by Gilts Benefits > Fixed interest – fixed term > Return of capital at end of the term > Potential gain in value during the term, if interest rates are below the COUPON Drawbacks > Vulnerable to interest rate changes generally > Low return, due to low risk and the unlikely outcome of the issuer failing to make interest > payments or repaying capital at redemption date
Shares
> Issued by companies to raise money (not a loan) > Shareholders own a piece of the company and can influence how the company is run > They have no maturity date. The shareholders can sell whenever they wish > Profits are distributed to shareholder in the form of dividends > Shares are bought and sold on the secondary market - the stock market > ‘Equity’ is the difference between the value of the shares and the companies' debts > The value can fall and rise based on company performance, demand and external influences Benefits > Potential for growth in capital value > Potential for increasing income through distribution of profits in the way of dividends Drawbacks > Shares carry risks, can fall in value and give back less than the investor paid for them > Dividends may not be paid as a company can retain profits or may not make any profit > Are a long-term strategy > May not be liquid as cash, ability to sell is influenced by the demand and supply
Working arrangements We know managing work and home life can be a real balancing act, and people work more productively in different environments. We want to offer flexibility to our colleagues to help get the best out of everyone, and while some of our roles do require a full-time presence in an office location, for many roles we support a hybrid way of working and typically expect to see our colleagues in the office 2-3 days a week. As well as this, we have a number of home-based roles. Our offices We have modern, functional offices for our office-based colleagues. We have two core head office locations: Quilter House in Southampton, and Senator House in London. We also have roles based in smaller regional offices across the UK, as well as our international offices in Jersey, Ireland and Dubai.
For more on any of the topics covered in this guide, visit the Quilter Careers webpages
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