Strategy and Plan of Pensions Ombudsman's Office for the Years 2025-2028, Alongside 2025/2026 Corporate Action Plan Revealed
The Pensions Ombudsman (TPO) has unveiled its Corporate Strategy for the years 2025-2028 and Corporate Plan for 2025/2026, outlining a series of initiatives aimed at improving the efficiency, accessibility, and quality of its service, as well as enhancing pension administration and complaint handling.
At the heart of the strategy is a focus on providing an efficient, accessible, and quality service. To achieve this, TPO plans to build on the success of its Operating Model Review (OMR) programme by introducing innovations such as Expedited Determinations and the lead case approach to reduce waiting times and bottlenecks. Additionally, the use of technology and artificial intelligence will be explored for administrative tasks to improve operational efficiency and service delivery responsiveness.
Accessibility and customer focus are also key priorities. TPO aims to ensure customers can access services at the right time, understand its role, and receive responsive support tailored to diverse needs. This includes work on improving transparency and clarity around TPO’s service and complaint processes.
Staff development is another area of focus. TPO intends to build an inclusive workplace where staff have the knowledge and skills to make high-quality decisions and respond effectively to customer needs. The strategy emphasizes supporting staff with technological and process innovations.
Proactive industry engagement and expertise sharing are also central to the strategy. TPO plans to collaborate closely with industry, government, and stakeholders to understand emerging challenges and opportunities. It also aims to share learning and insights to improve pension schemes’ complaint handling and dispute resolution standards. Furthermore, TPO intends to raise member understanding of pensions administration and complaint processes, helping to reduce avoidable complaints and improve resolution at the scheme level.
The strategy also includes a review of case handling processes in 2025/26, with a focus on jurisdiction decisions. The office aims to increase the number of closed complaints by 4% annually over the next three years.
In summary, TPO’s plan integrates operational improvements, technological innovation, inclusion, and external leadership to achieve a more effective, accessible, and high-quality pension dispute resolution service. The Corporate Plan for 2025/26 sets out updated key performance indicators to track progress on these priorities.
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