Nic Cromack, chief officer for member services at Railpen, explains how the pension scheme has overhauled its approach and continues to innovate to support members.
Across the pensions industry, schemes big and small will tell you that members come first - and they’ll mean it. But meaning it and building an ethos around it are very different things.
For many schemes, ‘member-first’ still represents a fundamental shift in how their organisations are designed, how success is measured, and how decisions are made. Good intentions are a given. The real challenge is rebuilding systems, culture and leadership so that member outcomes genuinely sit at the heart of the scheme.
For a long time, operational success at Railpen was defined internally: volumes processed, backlogs reduced, statutory deadlines met. These measures remain important, but they are only the mechanics.
We are looking after the futures of the members who want to see the world, help the kids onto the housing ladder, join the local cycling club… retirement is human, not procedural. And we can’t forget that. We can’t forget the human being who is completely relying on our services for the financial certainty that replaces their salary.
So, a member‑first approach asks different questions:
- Are members getting what they need, when they need it?
- Do they feel confident and well-informed in the choices they are making?
- Is the experience clear, simple and accessible?
- Are issues resolved without unnecessary repeat contact?
- Are we doing things in a way that works for them?
Railpen’s Member Services team is moving into a new era, and to get there, these questions have to shape how the organisation is built and how performance is measured. It means 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.
Leading from the front
Leadership is critical to making that shift real. A clear, aligned leadership team provides the direction and momentum needed to move from intent to delivery. But it also requires trustee sponsorship and the confidence to move beyond traditional service levels towards measures that reflect the outcomes that matter most to members.
That matters because when outcomes are not achieved, the cause often sits across the system: it may be a trustee decision, a member who has not had the right information at the right time, an employer submitting information late, or a process within Railpen that needs to improve.
A member-first approach means recognising that reality and supporting each stakeholder differently to achieve the right outcome for members.
Listening to members is another essential part of the picture. Historically, many schemes relied on complaints or anecdotal feedback to gauge member experience. That is no longer enough.
“When feedback highlights pain points, such as unclear communications, slow processes, or inconsistent updates, it should directly inform what changes next.”
Nic Cromack, Railpen
Systematic member insight and satisfaction measurement is now crucial to understanding what members truly value, where processes cause frustration, and where improvements will make the greatest difference. What that insight consistently tells us is that visibility and clear communication at some of life’s most important moments matter more to members than how quickly a task is technically completed.
At Railpen, we do not use valuable member insight simply to validate internal assumptions or drive operational targets. We use it to influence priorities and design decisions. When feedback highlights pain points, such as unclear communications, slow processes, or inconsistent updates, it should directly inform what changes next. Acting visibly on that feedback is also vital in building trust and confidence with members.
Measuring what matters
One of the clearest ways to improve member experience is to measure what matters to members, not just what is easiest to count internally. At Railpen, that shift has led to the introduction of 22 new member-first measures designed to generate insight into the outcomes that really matter for members.
We know that what gets measured gets managed, and these measures are helping to drive practical change by focusing attention on whether members are getting the right result, not simply whether an internal service level has been met.
A good example came from retirement processing. One of the flagship insights from these new measures was understanding why meeting a 95% service level for retirements still meant members were receiving their lump sum on time only around half the time.
Looking at the outcome rather than the internal target revealed three issues. First, members were struggling with complex retirement option forms, which led Railpen to simplify them as far as possible and accelerate work to move the forms online. That has improved accuracy from a 40% failure rate to 100% right, first time.
Second, the analysis showed which employers were finding it difficult to provide information early enough, enabling more targeted support and improvements to the interim process.
Third, it highlighted the need for better member education. Retirement is not an Amazon-style next-day transaction; it is closer to a mortgage process, and members need clearer guidance on what is involved and when to start. Railpen is now developing educational videos and supporting employers with collateral to help members engage earlier and more effectively.
Making it part of who we are
A genuine member‑first approach also requires a cultural shift.
At Railpen, the historic ways of working were heavily process-driven. If a member called to chase an issue, they might be told what step was needed next, with the onus placed back on them. The task was completed, but the outcome, from the member’s point of view, remained uncertain.
“Clearing backlogs is not simply an efficiency exercise; it is central to restoring trust and confidence.”
Nic Cromack, Railpen
A member-first culture reframes that interaction. The focus moves from completing individual tasks to owning the end-to-end outcome. Colleagues are encouraged to think not just about what needs to be done, but about whether the member feels supported and informed throughout the journey. This change in mindset, while less visible than shiny new systems, is often what members feel the most.
Operationally, this cultural shift is closely linked to tackling backlogs and improving flow. Where processes such as retirements, contributions, divorces or bereavements become congested, member experience suffers quickly. Backlogs create delays, repeated contact and anxiety for members at moments that are often already stressful. Clearing them is not simply an efficiency exercise; it is central to restoring trust and confidence.
Ultimately, putting members first is not a single initiative or transformation programme. It is an ongoing commitment to aligning leadership, measurement and culture around the outcomes that matter most to members.
Schemes that get this complex mix right will not only perform better, but also enjoy greater trust – critical to an industry built on long-term relationships. When those elements move together, “member-first” stops being a slogan and starts flowing through an organisation’s DNA.
Nic Cromack is chief officer for member services at Railpen.
