Deborah Evans: Building on momentum to streamline operations, deepen sector engagement, and remain 'laser-focused' on reducing waiting times
The Pensions Ombudsman (TPO) has set out its plans to tackle “unprecedented” demand for its services.
The ombudsman published its latest three-year corporate strategy and corporate plan yesterday (30 July), setting out its vision for the future.
Last week (17 July), the ombudsman published its annual report and accounts – showing that TPO had delivered its largest ever number of complaint closures 2024/25, up by 42% from the previous year (9,435 in 2024/25, compared to 6,634 in 2023/24).
It said this had been achieved despite new complaints increasing by 39% in 2024/25, considerably higher than the 15% increase that had been forecast.
TPO said the increase in complaint closures had been achieved through the implementation of its operating model review (OMR) – a programme which it said had transformed TPO's approach to complaint handling through the use of innovations such as expedited determinations and a lead case approach.
Pensions ombudsman Dominic Harris said: "The past year represents a step change in ambition for TPO. Our OMR programme has driven innovation and improvement across the organisation, enabling us to resolve significantly more cases than ever before while maintaining the quality of our decisions.
"While we have made excellent progress, we continue to face the challenge of demand outstripping our capacity. Our new three-year corporate strategy builds on the momentum we have achieved and sets out how we will further enhance our efficiency and work with the pensions industry to reduce the number of complaints that reach us."
New corporate strategy
TPO's latest corporate strategy sets out the organisation's three-year roadmap to tackle rising demand and focuses on two key strategic goals:
- Providing an efficient, accessible and quality service – enhancing people's experience through streamlined services that deliver value for money and are responsive to diverse needs.
- Being an authoritative voice for improvement in the pensions industry – using TPO's expertise and data to drive improvements in pension administration and complaint handling across the sector.
TPO said the first goal will continue to build on the achievements already realised by the successful OMR programme and look for additional efficiencies, which include exploring the use of artificial intelligence (AI) for administrative tasks but not for decision making.
It said the second goal focused on reducing the number of complaints TPO receives by:
- improving scheme's internal dispute processes so customers can benefit from earlier resolutions to their complaints
- providing guidance and information about TPO's approach to key issues with the pensions industry so they can take steps to prevent issues becoming complaints
- helping pension scheme members understand how to manage their issues effectively and where to go for help.
TPO chair Deborah Evans said: "As we look ahead, I'm excited to work alongside my fellow board members and the senior leadership team to bring our new corporate strategy to life. Together, we'll build on this momentum – streamlining operations, deepening sector engagement, and staying laser-focused on reducing waiting times. Our mission is clear: to deliver an outstanding service that drives real, lasting outcomes for pension savers and supports the government's vision for a stronger, fairer system."
This article was originally published by Professional Adviser's sister title Professional Pensions
