Record performance achieved as TPO sets out three-year roadmap to tackle rising demand

The Pensions Ombudsman (TPO) has today published its new three-year Corporate Strategy (2025-2028) and Corporate Plan for 2025/26, building on the record number of case closures last year and setting out a clear vision for the organisation as it tackles unprecedented demand for its services.

This follows the publication last week (17 July) of its Annual Report and Accounts 2024/25 that highlighted significant achievements during 2024/25. These include TPO delivering its largest ever number of complaint closures, up by 42% from the previous year (9,435 in 2024/25, compared to 6,634 in 2023/24). This has been achieved despite new complaints increasing by 39% in 2024/25, considerably higher than the 15% increase that had been forecast.

The increase in performance has been achieved through the successful implementation of TPO's Operating Model Review (OMR) programme, which has transformed TPO’s approach to complaint handling. Examples of innovations introduced to increase efficiency and reduce waiting times, include the use of 'Expedited Determinations' and the ‘lead case’ approach. More on these can be found in the news article ‘TPO closes more cases than ever before’.

Dominic Harris, Pensions Ombudsman, 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 (2025-2028)

The new Corporate Strategy sets out TPO’s three-year roadmap to tackle rising demand and focuses on two key strategic goals:

1. 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.

2. 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.

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.

The second goal focuses 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.

There are more details of the priorities for the current year in TPO’s Corporate Plan 2025/26.

Deborah Evans, TPO’s new Chair, said:

"I’m thrilled to join TPO at such a pivotal moment. The achievements of 2024/25 are nothing short of remarkable—a true testament to the dedication and talent across the organisation. 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."