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Santander to close current account used by hundreds of thousands of customers

Santander to close current account used by hundreds of thousands of customers

Daily Record2 days ago
The bank is closing one of its accounts very soon and have set out what customers should expect to happen next
One high street bank has undergone a lot of changes recently. In the last few months alone, Santander has struck a £2.65 billion deal to acquire rival TSB, a move that would make it the UK's second-largest bank by personal current account balances and raise concerns over future job cuts and high street branch closures.

In a significant shake-up, the banking giant also declared plans to axe 95 branches which got underway in June, attributing the decision to a swerve in customer preference towards online banking over in-person services.

But there is one more change afoot. Santander is set to discontinue a favoured current account, leaving hundreds of thousands of customers affected next month. The banking giant is shutting down its 123 Lite current account.

This account provides up to three per cent cashback on household bills for a £2 monthly fee. The accounts will stop come August 21, 2025, meaning Scots are just over a month out from seeing the switch-out take place in real time.
Those impacted by the closure will be automatically transferred to Santander's Everyday Current Account.

A spokesperson told Birmingham Live: "Following a review of our 123 Lite Current Account, which was last on sale to new customers in November 2022, and to simplify our product range, we have decided that now is the right time to withdraw the account."
Customers have been sharing their reaction online. On Reddit, one said: "I figured this was coming given they haven't offered those accounts to new customers for a while now. Wondering for myself if it's worth opening a new Edge current account to keep getting cashback or just cashing in and getting a switch bonus from another bank?"
Another customer expressed their reasons for staying with Santander, writing: "The only things keeping me were the 123 cashback and the fact I have a branch nearby. 123 being pulled and local branch being closed."

They concluded: "Time to take advantage of a switch offer."
Meanwhile, a third customer evaluated the new offering and found it lacking, reasoning: "I ran the estimate to see what the edge account would give me. It was about £1 a month, so I don't think I'll bother."
Santander states that if you wish to continue using your account following the changes, no action is required on your part. Nevertheless, you do have a couple of alternative choices available.

You may be eligible to move to a different Santander account.
If you decide to transfer, you can retain your current account details including the account number and debit card.
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You can shut or switch your account free of charge.
"We're a member of the Current Account Switch Service, which offers a secure and easy way to switch your account to another bank in 7 working days," Santander explained.
"You can find more information through the CASS website."
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‘He never gave up': tributes to patriarch of Scottish undertakers
‘He never gave up': tributes to patriarch of Scottish undertakers

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  • The Herald Scotland

‘He never gave up': tributes to patriarch of Scottish undertakers

Died: July 9, 2025 William Wallace, who has died aged 92, was the patriarch of a firm of undertakers and a respected, long-lived and well-known figure in the village where he lived and worked his whole life. He joined the family business in West Kilbride straight from school when he was 16 years old and was still working there in his 80s. The business was founded in 1902 when William's grandparents William and Helen started a carriage business in the stable of the Wellington Hotel in the village, where the funeral business still is today. In those early days, the horses were stabled upstairs and were taken in and out on a ramp. During the First World War, some of the horses were taken away for the war effort and Mr Wallace Snr went across to Connemara to replace them. The family firm thrived as a carriage business, taking people around, doing deliveries and also doing funerals as well. It was the age of the joiner/undertaker when funerals were simple affairs conducted at home before the deceased was moved to the local cemetery, and William Wallace & Son was there to help. William Wallace recalled that 'in those days, undertakers had other professions. We supplied them with carriages so it seemed like a natural progression for us.' It was when William eventually took over the firm in the 1950s that it began to specialise in funerals. It was still being run as it always had been, but with the help of his new wife Barbara, a nurse from Glasgow, William started to modernise. Barbara recalls seeing the office for the first time with its tall wooden desk and six-inch-thick ledger and realising that things hadn't changed for quite a long time. William Wallace was born in [[West Kilbride]] in 1933 and attended [[West Kilbride]] Primary. He was a bright kid but perhaps knew that he'd be leaving school to join the family business and didn't thrive in an academic environment. In one exam at Ardrossan Academy, he got three per cent for writing his name neatly at the top and his headmaster said he would make a 'good citizen'. Read more Tributes to countess who modernised royal Scottish castle | The Herald 'Til next time we meet, you take care': the life of Glen Michael | The Herald Great Scots coach who was 'way ahead of his time' dies | The Herald After leaving school, he went straight to work for the family business before it was interrupted in the 1950s by national service in Germany. He was discharged in 1956 from the Royal Electrical and Mechanical Engineers holding the rank of corporal and with a very good military conduct grading. When he returned and started running the company for himself, William ran taxis and Volkswagen mini-buses for company contracts and collecting school children from local farms and ferrying them to and from school each day as part of a contract with the local council at that time. But he also had the skills and empathy needed to run a funeral business. Over the years, he expanded the business after buying an old bakery at the back of the Wellington premises and built a service room. Mr Wallace recalled the early days when a funeral would cost £54. 'Most people have cars now,' he said, 'in the 40s, it was not uncommon for a funeral to involve five following cars.' Although he was steeped in the history and traditions of the firm, Mr Wallace embraced modernisation and loved his mobile phone. Recently solar panels and batteries were installed so the firm's new Mercedes Benz E300de hybrid vehicle could be charged in the lighter months without using the grid. William and Barbara Wallace (Image: Contributed) William and Barbara had two children, John who earns a living as a professional guitarist, and Gordon, who eventually joined the family firm. Gordon says his parents encouraged him into further education, but after completing a degree in mechanical engineering and struggling to find work, he started helping his father out before going full-time. Gordon says his father was still working at the firm in his 80s and was still busy in his 90s. 'He wasn't lifting things anymore,' says Gordon, 'but if he could have, he would have; he was doing funerals well into his 80s. He never gave up.' Gordon, the fourth generation of the family at the helm of the business, says his father's firm has moved with the times and does traditional funerals as well as simpler, stripped-back affairs. The traditionally male-dominated business is changing too: one of the funeral directors at William Wallace & Son is Carly Brown, who joined nine years ago. A recent message to the family after news of William's death described him as, 'a real-life legend that I thought would live forever.' He will be greatly missed by everyone that knew him. William Wallace is survived by his wife Barbara, who he married in 1970, and their sons John and Gordon.

Scots firms get nothing from £350m of SNP-backed ferry deals
Scots firms get nothing from £350m of SNP-backed ferry deals

The Herald Scotland

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  • The Herald Scotland

Scots firms get nothing from £350m of SNP-backed ferry deals

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Public inquiry demand over 'scandal' of hundreds of Scots jobs lost in ferry fiasco 'Laughable': Turkey-built ferry to be delivered seven years faster than fiasco ship Cost to repair CalMac ferry now £2m more than to buy replacement 'Final nail in coffin'. Scots fiasco firm loses out on big ferry contract to Poland 'Material uncertainty' over Scots ferry operator future amidst £45m funding hike 'Mismanagement': Public cost of Scots ferry fiasco firm hits £750m amidst overspends One industry body as said that overseas yards enjoyed more state support and cheaper labour costs, often able to undercut UK yards by 10-20%. The UK's refreshed national shipbuilding strategy has called for a minimum 10% social value element in public tenders to offset that. A 10% social value evaluation element is required where appropriate for high value public contracts in other parts of the UK but is not mandatory in Scotland. But CMAL said it did not include social value - which includes the likes of employment, training or environmental benefits - in the scoring for the small vessels contract because it was worried about a possible legal challenge. That came as concerns continue over wildly delayed and massively over-budget delivery of Glen Rosa and its sister ship Glen Sannox which both due to be online within first seven months of 2018, to serve Arran. In the midst of the delays and soaring costs, Ferguson Marine, under the control of tycoon Jim McColl, fell into administration and was nationalised at the end of 2019 with state-owned ferry and port-owning agency Caledonian Maritime Assets Ltd and the yard's management blaming each other. Glen Sannox finally started taking passengers in January, while Glen Rosa's latest schedule for delivery is between April and June, next year - eight years after it was due. According to the latest Scottish Government details from last year of 58 companies said to be supporting the Scots ferries' build in Turkey, just one has any Scottish connection. Norway-based Kongsberg have an agreement in place with Cemre Marin Endustri for 50 retractable fin stabilisers for the first two vessels. They have a production facility based in Dunfermline. Chris McEleny, the ex-leader of the [[SNP]] group on [[Inverclyde]] Council who has long been fighting for direct awards of ferry contracts to [[Ferguson Marine]] as well as spin-off community benefit clauses said: "The renewal of Scotland's ferry fleet should've presented a pipeline of work that would've seen the creation of 1000 jobs, seen the Clyde re-emerge as a shipbuilding powerhouse and bring the Inchgreen dry dock back into industrial use. "It is Scotland's shame that this work, and the community benefits that should've come with it have been outsourced to abroad. 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This means that instead of Scotland's vast amount of public money helping to sustain, build and secure more jobs and better resilience within our own manufacturing sector the Scottish taxpayer is instead subsidising jobs overseas instead of creating them in Scotland. The Alba Edinburgh Eastern MSP added: 'This is not how to show the ambition of a country driving towards independent statehood - this is settling for the devolved disempowerment of managed decline within a failing UK. 'It seems that time and time again community benefits - which are a legal requirement - in our procurement either receive lip service or the only communities that benefit from public sector procurement are those not in Scotland.' Ministers and CMAL have previously been condemned for the lack of community benefits which are defined in the ground-breaking Procurement Reform (Scotland) Act 2014 as a "contractual requirement" relating to training and recruitment and the availability of sub-contracting opportunities. The Scottish Government in its commentary on the Act said: "Community benefits have contributed to a range of national and local outcomes relating to employability, skills and tackling inequalities by focusing on under-represented groups. The Act aims to achieve the maximum use of these requirements in public procurement." The ground-breaking Procurement Reform (Scotland) Act 2014 when it was brought in was seen by many as a welcome move away from contracts awarded only on the basis of the lowest price towards those which offer the best long-term outcomes for Scotland's communities and the environment. Public contracts valued at £4m or above have specific requirements in relation to community benefits in the authority area that a contract is issued. These should include training and recruitment, the availability of sub-contracting and supplier opportunities, and that it is intended to improve the economic, social or environmental well-being of the area. If no community benefits are sought in a contract, a statement must be published justifying the decision. CMAL has previously denied that there is a breach of procurement laws saying there was no legal requirement to consider community benefits. They have said that the Public Contracts (Scotland) Regulations requires contractors to treat economic operators "equally and without discrimination, and restricts CMAL from artificially narrowing competition by unduly favouring or disadvantaging any particular economic operator". They have said that to narrow the supply base to a particular location like Scotland could be construed as "favouring manufacturers, particularly as there is a limited supply base in Scotland, leading to potential challenge". In the initial two ferries contract award to Turkey, CMAL had invited four overseas companies to bid to build the two vessels bound for Islay - and excluded Ferguson Marine. Scottish Government-controlled Ferguson Marine, failed to get past the first Pre Qualification Questionnaire hurdle in the Islay ferries contract. CMAL said of the agreement with Norway-based Kongsberg that eight retractable fin stabilisers have so far been purchased and sourced in Scotland. A spokesperson said: "CMAL follows robust procurement process and complies with all applicable Scottish procurement law. The Procurement Reform (Scotland) Act 2014 does not legally require community benefits to be included in contracts. "However, at the SPDS [Single Procurement Document Scotland] stage of the procurement process for the small vessel replacement programme, we highlighted our commitment to community benefits, and advised yards there would be an option to include them in tender responses. None of the bidders included details of community benefits. "During contract discussions with Remontowa shipyard, two community benefits were agreed and included before signing. 'While Scottish public authorities can include social value considerations in procurements, they are not permitted to set requirements which would unlawfully discriminate against foreign shipyards and must at all times treat all bidders equally.'

Why did ScotGov support award of Scots ferry contracts to firms abroad
Why did ScotGov support award of Scots ferry contracts to firms abroad

The Herald Scotland

time5 hours ago

  • The Herald Scotland

Why did ScotGov support award of Scots ferry contracts to firms abroad

MV Isle of Islay is expected to be taking passengers in Scotland nine months before MV Glen Rosa that is still being completed by state-owned shipyard firm Ferguson Marine. It has been confirmed successful sea trials mean that MV Isle of Islay - one of the first of the four ferries being built in Turkey in the wake of Scotland's ferry fiasco - is on target to be delivered by September. But there are now concerns that Scots companies have lost out in playing any part in making any contribution to the building of 11 new lifeline vessels to serve the nation's islands as part of a Scottish Government plan to help end the nation's ferry fiasco. Why did CMAL award ferry contracts to shipyards in Turkey and Poland? The Scottish Government-owned ferry and port owner CMAL awarded contracts to build ferries to Cemre Shipyard in Turkey and Remontowa Shipbuilding in Poland based on competitive procurement processes. These shipyards demonstrated the capability to deliver vessels that met technical specifications, timelines, and budgetary constraints. The Cemre yard and (inset) one of the vessels it is delivering for Scotland (Image: .) Remontowa was awarded a £147.5m contract to build seven all-electric ferries, having received the highest score during the bidding process. The Turkish shipyard Cemre Marin Endustri was contracted to construct four new roll-on/roll-off passenger and vehicle ferries for Scotland's west coast ferry network. These vessels are intended to enhance services on routes to the Isle of Islay and the Little Minch corridor, which includes Skye, Harris, and North Uist. The deals together were worth £206m. Why was Ferguson Marine, the Scots state-owned shipyard firm not awarded these contracts? The Inverclyde firm had faced several challenges that affected its competitiveness in the bidding process. Firstly a lack of experience. The shipyard had not completed any ferries in the past five years, failing to meet the tender's requirement to show recent experience in building at least three similar ferries. Read more: Public inquiry demand over 'scandal' of hundreds of Scots jobs lost in ferry fiasco 'Laughable': Turkey-built ferry to be delivered seven years faster than fiasco ship Cost to repair CalMac ferry now £2m more than to buy replacement 'Final nail in coffin'. Scots fiasco firm loses out on big ferry contract to Poland 'Material uncertainty' over Scots ferry operator future amidst £45m funding hike 'Mismanagement': Public cost of Scots ferry fiasco firm hits £750m amidst overspends It had financial and operational issues. Ferguson Marine's previous projects, such as the Glen Sannox and Glen Rosa, have been significantly delayed and over budget, raising concerns about the yard's financial stability and project management capabilities. CMAL's procurement process emphasised technical and financial suitability. Ferguson Marine is understood to have not scored as highly as other bidders in these areas. What were the issues with the Glen Sannox and Glen Rosa projects? The issues with Glen Sannox and Glen Rosa has become known as Scotland's ferry fiasco. Glen Rosa and Glen Sannox's arrival to serve islands was scheduled to be online in the first half of 2018. Glen Sannox finally went into service on January but islanders are still awaiting the arrival of Glen Rosa. Glen Sannox (Image: Andrew Milligan/PA) Both vessels were significantly behind schedule and over budget. Glen Rosa's delivery has been delayed until spring 2026, with costs soaring. Costs of the entire project are currently expected to have multiplied at least five-fold from the original £96m price. The delays were down to design and construction flaws. Problems included inadequate planning, quality issues, and a lack of detailed construction plans with CMAL and Ferguson Marine blaming each other for failings. The contract also lacked adequate financial safeguards, such as a builder's refund guarantee, which would have protected public funds in case of project failures. What are the implications of awarding contracts to overseas shipyards? Awarding contracts to overseas shipyards has both advantages and disadvantages. Overseas shipyards like Cemre and Remontowa, it is felt, have demonstrated the ability to deliver vessels on time and within budget. These shipyards have experience building similar vessels, ensuring adherence to technical specifications. But the disadvantages are the economic impact on Scotland. Excluding domestic shipyards like Ferguson Marine can have negative effects on local employment and the Scottish shipbuilding industry. 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