Pre-merger: The National Building Society The National Building Society had its origins in the freehold land movement, sometimes called the “forty shilling freeholders movement”. In country areas, the voting entitlement was dependent on the possession of freehold land with an annual value of £2. This required a capital outlay of some £60-70 and was outside the reach of the average worker. A scheme to obviate this capital requirement was launched in 1847 as the Birmingham Freehold Land Society. In simple terms, the society arranged for the purchase of tracts of land and divided them into plots which individuals could purchase, the cost being met by regular subscriptions. The success of the Birmingham Society prompted a flood of other societies around the country, of which the National was one. In 1849 The Metropolitan Freehold Land Society was formed, led by such prominent
MPs as
Joshua Walmsley,
Joseph Hume and above all
Richard Cobden. An application was made to register under the 1836 Building Societies Act but the registrar refused to accept the name. Accordingly, the name was changed to The National Permanent Mutual Building Society, with an authorization for it to be commonly called The National Freehold Land Society. Despite the building society registration and formal name, there was no doubt as to the National's function. The 1852 Prospectus clearly stated that “The special objects of this Society are to facilitate the acquisition of freehold land, and the erection of houses thereon – to enable such of its members as are eligible, to obtain the county franchise”. (The name was changed in 1894 to The National Freehold Land and Building Society and finally to The National Building Society in 1930). after an internal row over the ownership of the National's head office, all the advances were repaid in 1878. By 1929, the number of members had exceeded 100,000 and these doubled in the following two years. It was in this inter-war period that Abbey overtook the National in size: in 1918, the National had £1.2m assets against Abbey Road's £0.8m whereas in 1939 Abbey's assets totalled £51m against the £36m of the National. and for many years Abbey employed a secretary charged with answering mail sent to Holmes at that address.
The Merger WWII brought a cessation to new housebuilding and the building societies preoccupation was supporting mortgage owners and the consequences of bomb damage to properties. By 1943, as the prospect of victory increased, the Government led discussions on post-war reconstruction. The National's Chairman, Stanley Ramsey, argued that greater scale would be needed to deal with the financial challenges of reconstruction and in 1943 he proposed a merger to the Abbey Road. The merger under the
Abbey National Building Society name was implemented at the beginning of 1944 with Sir Harold Bellman as chairman and Stanley Ramsey as his deputy. At the time of the merger, Abbey Road was the second largest society and National, the sixth.
Post-war Consolidation The post-war Labour government ensured that resources for housing reconstruction was almost entirely concentrated on local authority housing, while stringent controls severely limited the private sector, the building societies’ natural market. Between 1951 and 1954, the Conservative government removed building controls and the growth in home ownership and private housebuilding resumed. However, the Society still had little more than a hundred branches and, with the pre-war management still in control, perhaps it was no longer as innovative. Eventually, 1963 saw the departure of the “old guard”: Chairman Harold Bellman died aged 76; Bruce Wycherley, general manager of the National from 1933 and chief executive of the merged group from 1948, resigned, as did Stanley Ramsey the “original architect” of the merger. In 1971, the Abbey was opening a branch per week and in 1974, the peak of the private housing boom, there were 335 branches and £3bn. assets. This growth could not have taken place without the increase in new private housebuilding and the expansion in home ownership that created the second-hand market; it also reflected more innovative marketing policies. This innovation reached its peak with the appointment of Clive Thornton as general manager in 1979. He led a wide range of marketing initiatives, perhaps the best known being the registration of the name "Granny Bonds" to rival the National Savings product. Thornton was more than a passive supplier of funds to house purchasers. He took an activist approach to the housebuilding industry arguing that building societies should finance building of houses and flats to rent privately. In 1980, the Abbey set aside £250m to stimulate the private homes sector. Thornton worked with Local Authorities to finance inner city renovation, one of the best-known examples being the loan of £3m to the
Stockbridge Village Trust to help regenerate 4,000 houses on a rundown council estate in
Knowsley. The range of services offered brought Abbey National ever closer to a clearing bank. In 1988, Abbey introduced a full-service interest-bearing cheque account; its administration was restricted by building society rules and the need to find a partner that could clear Abbey's cheques (
The Co-operative Bank). Later, Abbey became a full member of the
Bankers' Automated Clearing Services (BACS) and became member of the BACS and CHAPS clearing systems. The stage was set for Abbey to end its mutual status and become a public company.
Demutualisation The Abbey National Building Society became the first of the United Kingdom
building societies to
demutualise, and became a
public limited company as Abbey National plc on 12 July 1989. Members of the society were given 100 free shares, and had the option to purchase further shares at £1.30, while the opening price per share on the LSE was £1.61. After demutualisation, small investors owned a third of the company. The demutualisation process was marred by the discovery of a large number of undelivered share certificates awaiting destruction at a contractor's premises. Abbey National shares peaked at more than £14 in 2000, before the stock market began a long decline.
Development After losses of at least £243 million, Abbey National decided to sell its estate agency business Cornerstone to two entrepreneurs, Tony Snarey and Bill McClintock, in a management buyout backed by insurance company
Provident Life for £8 million in August 1993. The 347-strong chain employed 1,800 staff and was subject to a write-down of £138 million in March 1993 following annual losses since 1989 of at c. £20 million. In July 1994, Abbey National purchased James Hay, one of the United Kingdom's foremost independent providers of self administered pensions. James Hay then went on to grow in strength and launched Abbey Wrap,
a service in which
IFAs can keep the clients'
ISAs,
PEPs, offshore bonds, and
SIPP in one place. Abbey Wrap Managers was
FSA approved in August 2003. This was relaunched as James Hay Wrap in June 2005. In February 1995, Abbey National Baring Derivatives were taken down along with
Barings Bank, due to failures in regulation and control, especially in regards to
Nick Leeson of Barings Bank. In the summer of 1995, Abbey National purchased First National Finance Corporation, a consumer credit company, for about £285 million. Two life assurance companies were demutualised and acquired,
Scottish Mutual Assurance in 1992 and Scottish Provident in 2001, which enabled Abbey to pursue the
bancassurance model. In August 1996, Abbey National took over the National & Provincial Building Society, which was itself the product of a 1982 merger between the Provincial Building Society and the
Burnley Building Society. This merger increased Abbey National's branch network by almost two hundred branches and brought in three million more customers. In April 2000, Abbey bought
Porterbrook from
Stagecoach Group for £773 million. Porterbrook was one of the three railway
rolling stock operating companies created from by the
privatisation of British Rail, leasing rolling stock to the train operating companies in the United Kingdom. The bank launched its online bank, Cahoot, in June 2000. In August 2000 The First National subsidiary purchased Highway Vehicle Management from
GUS plc for £170 million.
Lloyds TSB attempted to merge with the bank in July 2001, though that was ultimately rejected by the
Competition Commission. At first, this provided a good profit stream, despite the criticisms of some analysts. This eventually undid the company, however, when
Enron turned out to be unsafe and the
11 September attacks in New York damaged confidence in various financial areas. From this point, Abbey struggled from financial losses and a tarnished image. The chief executive, Ian Harley, a long-time Abbey employee, resigned and his post was filled by an outsider, Luqman Arnold. Arnold spearheaded a major reorganisation of the bank. The First National business was sold, with the car hire business sold to
Lloyds TSB for £46 million, with the remaining business sold to
General Electric for £848 million. In September 2003 the brand name was shortened to Abbey, the abbey.com
domain name launched and the Abbey National umbrella logo dropped. Banking literature was also simplified as part of the programme, labelled 'turning banking on its head'.
Takeover and rebrand and Abbey opposite each other on Hounslow High Street prior to the January 2010 rebranding , Leeds showing Santander marketing material in the windows in January 2010. On 26 July 2004, Abbey National plc and Banco Santander Central Hispano, SA announced that they had reached agreement on the terms of a recommended acquisition by Banco Santander of Abbey. Following shareholders' approval at the EGMs of Abbey (95 per cent voted in favour, despite vocal opposition from most of those present) and Santander, the acquisition was formally approved by the courts and Abbey became part of the Santander Group on 12 November 2004. Francisco Gómez Roldán took over as chief executive from Luqman Arnold, who received a rumoured £5 million, made up of pay off and share options. Gómez-Roldán died suddenly in July 2006, three weeks before being succeeded by Antonio Horta Osorio. In June 2006, Abbey agreed to sell its life businesses to
Resolution plc. The businesses sold to Resolution were Scottish Mutual Assurance, Scottish Provident Limited and Abbey National Life, two offshore life companies, Scottish Mutual International and Scottish Provident International Life Assurance Limited. In July 2007, Abbey admitted that errors that it made in the 1980s have contributed to many borrowers' mortgage terms being extended by up to 15 years. During this periodwhich saw considerable turbulence in interest ratesAbbey extended the terms on customers' repayment style mortgages without their knowledge. The
Financial Ombudsman Service stated that Abbey customers may be eligible for compensation. As a result of the banking crisis of 2008, Abbey purchased the savings business and branches of Bradford & Bingley in September 2008 following the nationalisation of B&B by
HM Government. The purchase of
Alliance & Leicester by Santander had been agreed earlier that month. Abbey migrated all customer accounts to the Partenon computer software used by Santander in June 2008. On 27 October 2008, Abbey reached an agreement to sell Porterbrook to a consortium of Deutsche Bank, Lloyds TSB and
Antin Infrastructure Partners. The Santander Group announced in May 2009 that Abbey and the Bradford & Bingley branch network would be renamed under the Santander brand on 11 January 2010. Credit cards issued by Abbey were the first to change to Santander. Santander UK plc also retained the name Abbey National Treasury Services ltd ("ANTS") for the division responsible for managing its liquidity, risk management and wholesale banking needs. ==Operations==