![]() ![]() Unite, another union representing TSB employees, said none of its members was disciplined as a result of the sanctions. “Let’s be clear, TSB staff who are also customers of the bank have the same rights as other customers and their complaints should be treated in exactly the same way,” the union said. One trade union that represents TSB employees, Affinity, flagged the original review of employee compensation claims in a member newsletter in May, calling it a “witch hunt” against staff who had the right to complain. The letter said the accused staff failed to provide evidence backing their claims and accused employees of breaching TSB’s code of conduct. “It is alleged that you mislead TSB into believing that you had suffered actual loss, distress and/or inconvenience in order to be awarded redress payment.” The main text of one of the letters, seen by the Guardian, said: “It is alleged that you used the knowledge you had as a TSB partner of the TSB complaints remediation process to log a false/exaggerated complaint knowing you would receive a remediation payment. However, the bank claimed that some staff were unfairly using this rubric to try to obtain the largest possible payout. It is possible that some staff were simply aware of the kind of information required to lodge a claim as efficiently as possible. TSB ended up spending around £130m on compensation claims. The rubric considered at least 10 categories that helped to measure the type of disruption the customer faced, including how long the customer was chasing the bank about the issue, whether their credit scores were affected and whether they had become victims of fraud as a result.īased on those answers, TSB would decide whether claimants experienced “minor” to “significant” inconvenience, resulting in compensation from as little as £100 – £50 each for distress and additional expenses – or as much as £500 plus additional expenses. The bank was forced to hire 600 extra staff to handle a total of 184,000 complaints, and drew up a framework to determine the amount of compensation it would pay for distress and inconvenience. The Guardian has been told that some staff were discouraged by managers from lodging complaints to overwhelmed call centres, though this was not an official policy from the bank and many employees went on to file individual claims. Most lenders encourage staff to hold bank accounts with their employer, meaning that many of TSB’s near-8,500 staff at the time may have been affected. The IT chaos led to the eventual ousting of chief executive Paul Pester. TSB has been working hard to restore its reputation and avoid any further missteps after the botched migration of customer accounts. ![]() It claimed the employees in question ended up securing compensation money that was intended for customers who were “genuinely impacted by migration issues”. ![]() Letters sent during the formal investigation of the eight employees accused them of having “failed to act with integrity” by logging false or exaggerated claims. No criminal proceedings were launched as a result of the alleged wrongdoing. A very small number of complaints were found to be dishonest and appropriate action was taken.” TSB inadvertently locked up to 1.9 million customers out of their accounts during the IT fiasco, which occurred when it tried to migrate customers from TSB’s former owner, Lloyds Banking Group, on to a new system.Ī TSB spokesperson said: “We responded to all migration customer complaints from staff members. Others resigned before a formal decision could be made. Further investigation led to formal internal proceedings against about eight staff during the summer, five of whom were eventually sacked. About 40-50 workers were initially identified by the bank over their claims earlier this year, according to sources with knowledge of the matter. ![]()
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