Railpen has rebuilt its systems to focus on whether members receive what they need. Traditional metrics like backlog clearance and statutory deadlines remain important, but they fail to address key concerns: retiree confidence, understanding of options, and resolution of issues without repeated contact.
From process metrics to human outcomes
Nic Cromack, Railpen’s chief officer for member services, explained that the change required more than good intentions. The organization had to rethink how it measures performance, listens to members, and defines success.
“We are looking after the futures of members who want to travel, help their children buy homes, or join local clubs,” Cromack said. “Retirement is personal, not just a procedure. We can’t overlook that.”
The scheme is shifting from process-centric metrics to human-centred, outcome-based ones, measures directly linked to member experience, such as first-contact resolution and member satisfaction at key life events. Whether a retirement is completed smoothly, a bereavement handled with care and empathy, or a query resolved without repeated contact matters as much as, if not more than, how efficiently individual tasks are completed.
The shift isn’t just about efficiency. When a member calls about an issue, a process-driven approach might only explain the next step, leaving the outcome unclear. A member-first culture reframes interactions, focusing on the entire experience. Staff are now encouraged to ask whether the member feels supported and informed throughout the process.
This cultural change is linked to reducing backlogs. Delays in retirements, contributions, or bereavement processing create frustration and anxiety, often during already stressful times. Addressing backlogs isn’t just about speed; it’s about rebuilding trust.
Listening, not just counting
Pension schemes traditionally relied on complaints or informal feedback to assess member experience. Railpen now uses structured member insights to identify what truly matters, where processes cause frustration, and which improvements will have the greatest impact.
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“When feedback reveals issues like unclear communications or slow updates, it should guide the next steps,” Cromack said.
The insights showed that visibility and clear communication during key life moments matter more than technical speed. The scheme uses this feedback to shape priorities and design decisions, rather than just validating internal assumptions or operational targets.
Leadership is essential for making this shift effective. A unified leadership team provides direction, but trustee support and confidence are needed to move beyond traditional service levels. When outcomes fall short, the cause often lies across the system—whether due to trustee decisions, late employer data, or internal process gaps.
A member-first approach means recognizing these challenges and supporting each stakeholder differently to achieve the right results for members.
Other pension schemes have attempted similar changes, but few have connected measurement so directly to member outcomes. The real challenge isn’t just gathering data—it’s acting on it in ways members notice. When done effectively, a member-first approach becomes part of the organization’s core.
Railpen’s efforts align with broader industry moves toward cost transparency frameworks, ensuring members understand their financial futures.
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