Published strategy and corporate plan of Pensions Ombudsman's office for the years 2025-28 and 2025/26 respectively.
The Pensions Ombudsman has published its Corporate Plan for 2025/26, outlining a roadmap for improving efficiency, accessibility, and quality in service, as well as strengthening its authority in the pensions industry.
The plan, which is part of a broader three-year corporate strategy, focuses on two key strategic goals: providing an efficient service and providing an accessible service.
Under the first goal, the Ombudsman aims to build on the success of its Operating Model Review (OMR) programme to improve complaint handling efficiency. The plan includes implementing innovations such as 'Expedited Determinations' and the 'lead case' approach to reduce bottlenecks and waiting times. The office also plans to explore the smart and secure use of technology and artificial intelligence (AI) to assist with administrative tasks, while maintaining human decision-making.
To ensure services are responsive to diverse customer needs, the Ombudsman plans to improve accessibility and clarity on its role and how to access help. The office also aims to build an inclusive workplace with well-trained staff capable of making high-quality decisions and responding effectively to users' needs.
In addition, the plan outlines proactive responses to emerging trends or developments affecting the pensions sector. The office aspires to be an authoritative voice for improvement in the pensions industry, using its expertise and data insights to drive sector-wide improvements in pension scheme complaint handling and administration.
The second goal of the strategy involves using the office's expertise to help improve pension administration and complaint handling. The office plans to work closely with industry bodies, government, and stakeholders to anticipate opportunities and challenges. The plan also includes sharing knowledge, insights, and learnings to enhance pension scheme members' experience and understanding of pensions administration.
Among the initiatives, the Ombudsman's guidance on topics such as distress and inconvenience awards will be "refreshed". The office also aims to increase the number of closed complaints by 4 per cent each year over the coming three-year period.
Further changes to case handling processes, particularly jurisdiction decisions, will be implemented in 2025/26. The Pensions Ombudsman's Corporate Plan for 2025/26 outlines specific actions for the upcoming year, detailing the office's commitment to providing a quality service and being an authoritative voice for improvement in the pensions industry.
[1] The Pensions Ombudsman's Corporate Plan for 2025/26: https://www.pensions-ombudsman.org.uk/about-us/corporate-plan-and-annual-report/corporate-plan-2025-26 [2] The Pensions Ombudsman's three-year corporate strategy: https://www.pensions-ombudsman.org.uk/about-us/corporate-plan-and-annual-report/corporate-strategy-2022-25 [3] The Pensions Ombudsman's review of expedited determinations and ensuring complainants have exhausted the respondent's formal complaints process before their complaint is accepted by the Ombudsman: https://www.pensions-ombudsman.org.uk/about-us/corporate-plan-and-annual-report/corporate-plan-2025-26 [4] The Pensions Ombudsman's focus on addressing the unprecedented demand for services and funding challenges: https://www.pensions-ombudsman.org.uk/about-us/corporate-plan-and-annual-report/corporate-plan-2025-26 [5] The Pensions Ombudsman's corporate strategy aspires to be an authoritative voice for improvement in the pensions industry: https://www.pensions-ombudsman.org.uk/about-us/corporate-plan-and-annual-report/corporate-strategy-2022-25
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