RBS nightmare continues

Hester’s position becoming untenable

It now seems scarcely credible that as recently as 10 days ago, the outgoing head of retail banking at Royal Bank of Scotland (RBS), Brian Hartzer, told the Financial Times:

“I have rebuilt nearly everything about the place……from call centres, to branch systems…”

As Hartzer departed to return to Australia to take up an appointment at Westpac, he summarised his work at RBS as “job done”.

Hartzer’s upbeat assessment of his own performance at RBS echoed a glowing tribute from RBS chairman, Philip Hampton.

On 30 May, Hampton told RBS shareholders:

“Brian is leaving a behind a division with a much sharper customer focus. 

“The latest independent audit of UK Retail's Customer Charter shows Brian has made real progress on the things customers most wanted changed.”

Within two days of Hartzer’s FT interview being published, RBS endured a nightmare “technical failure” which has affected a large number of its 17 million customers.

A week after the IT problem surfaced, RBS remains unable to confirm when all customer accounts will return to normal.

The cost to RBS in respect of the extra cost of staff overtime, branch openings and fees refunds is likely to cost the bank tens of millions of pounds. Once you factor in the cost of customer compensation, the final cost could easily exceed £100m.

PR disaster

Above all, the episode has been yet another PR disaster for RBS in general and CEO Stephen Hester in particular.

In February, Hester did himself no favours by giving the impression of only waiving a proposed £1m bonus as a result of a public outcry and pressure from politicians that no such bonus was merited.

Hester’s neck is now on the block as a result of this latest embarrassment, one of the biggest customer-service disasters in living memory.

He did not exactly cut an impressive figure on TV news with the inadequate explanation that the service failures related to a “software change that didn’t go right.”

It would be a surprise if he remains in his current role beyond the end of the year.

It has been claimed that RBS’ technical issues have been exacerbated by an over-enthusiasm on its part to outsource key parts of its banking technology.

If anything, RBS has outsourced less of its IT functions than rival banks.

RBS continues to run the majority of its banking technology in-house via so called IT legacy systems.

There is no evidence that the current problem relates to failures within RBS’ core banking IT platform.

It is however fair comment for analysts to point out that RBS has failed in the boom years to replaced ageing legacy systems with modern platforms.

By contrast, RBS rivals such as Nationwide Building Society and Cooperative Bank are investing heavily in latest generation core banking platforms.

Power vacuum

The impression of a power vacuum at the top of RBS’ retail unit also does not help.

Hartzer left RBS earlier this month. His successor, Ross McEwan, another Australian – does not take up his position until early August.

Meantime, the head of retail banking role is being shared by Satyendra Chelvendra, managing director consumer distributions, and Les Matheson, managing director, products and marketing.

Ross McEwan has run the retail banking unit of Australia’s largest retail bank, Commonwealth Bank (CBA), since 2007.

Under McEwan’s leadership, CBA has adopted a very different IT strategy to RBS.

In April 2008, CBA announced plans to its core banking operations to the SAP for Banking platform under a four year, $600m programme to overhaul its legacy systems.

At the time, McEwan said that the investment would deliver a better customer service platform and simplify IT systems, infrastructure and business services, as well as provide significant operational benefits and cost savings. 

The current RBS IT and customer service nightmare should make McEwan feel quite at home, straight away.

Lowlights of CBA’s IT and service issues include during McEwan’s time as head of retail banking include:

  • November 2008 - CBA had to issue a groveling apology to customers as problems with its NetBank online banking system and other payment channels affected around 200,000 customers;
  • June 2009  - CBA had to shut down its online banking platform under the weight of unprecedented levels of traffic;
  • August 2009 - CBA announced that it added $150m million to its original $580m core banking overhaul budget;
  • December 2010 -CBA was hit by another glitch that left some customers unable to access their account information;
  • February 2011 – CBA extended its core banking tech modernisation programme by one year, and upped spending on the project to $1.1bn almost double its original estimates of $580m, and
  • December 2011- CBA customers are left fuming by more ATM and online outages.

In the boom years, there is a strong argument that RBS failed lamentably to invest in its IT architecture and systems – it has hundreds of millions of pent-up IT investment ahead in the short to medium term.

As the experience of CBA shows, investing in the latest banking technology is no guarantee that major customer service problems will not occur.

One thing is for sure: it will be some time before a head of retail banking at RBS cheerefully signs off with a “job done.”

UK retail banking customers are notoriously reluctant to switch their main banking provider.

Less than 1 in-10 of us switched our main bank last year.

The customer service meltdown at RBS NatWest of the past week will stretch that customer loyalty to the limit.

It is now for the FSA to ask some pertinent questions of RBS as to why its back-up systems or lack of back-up systems have failed so miserably in the past week.

It is highly unlikely that RBS or Hester will emerge from that enquiry with their reputations enhanced.

Meantime, if you happen to note that RBS’ share price seems to have moved in the right direction  - it has limped along at around 20p-30p for the past year, don’t be kidded, don’t be conned.

Earlier this month, RBS shares were consolidated with shareholders handed one new share for every 10 they own, meaning the bank's share price will soared artificially to around 200p.

So RBS shares will now have to exceed 500p before getting close to a level at which the UK government can start to sell off its 82 per cent stake and break-even.

RBS shares currently trade at 229p (or 22.9p under the old shares arrangement). The day when the UK government can dispose of its RBS shares cannot come too soon but seems further away than ever.

Douglas Blakey is the editor of Retail Banker International

Hester, Photograph: Getty Images

Douglas Blakey is the editor of Retail Banker International

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Donald Trump vs Barack Obama: How the inauguration speeches compared

We compared the two presidents on trade, foreign affairs and climate change – so you (really, really) don't have to.

After watching Donald Trump's inaugural address, what better way to get rid of the last few dregs of hope than by comparing what he said with Barack Obama's address from 2009? 

Both thanked the previous President, with Trump calling the Obamas "magnificent", and pledged to reform Washington, but the comparison ended there. 

Here is what each of them said: 

On American jobs

Obama:

The state of our economy calls for action, bold and swift.  And we will act, not only to create new jobs, but to lay a new foundation for growth.  We will build the roads and bridges, the electric grids and digital lines that feed our commerce and bind us together.  We'll restore science to its rightful place, and wield technology's wonders to raise health care's quality and lower its cost.  We will harness the sun and the winds and the soil to fuel our cars and run our factories.  And we will transform our schools and colleges and universities to meet the demands of a new age.

Trump:

For many decades we've enriched foreign industry at the expense of American industry, subsidized the armies of other countries while allowing for the very sad depletion of our military.

One by one, the factories shuttered and left our shores with not even a thought about the millions and millions of American workers that were left behind.

Obama had a plan for growth. Trump just blames the rest of the world...

On global warming

Obama:

With old friends and former foes, we'll work tirelessly to lessen the nuclear threat, and roll back the specter of a warming planet.

Trump:

On the Middle East:

Obama:

To the Muslim world, we seek a new way forward, based on mutual interest and mutual respect. To those leaders around the globe who seek to sow conflict, or blame their society's ills on the West, know that your people will judge you on what you can build, not what you destroy. 

Trump:

We will re-enforce old alliances and form new ones and unite the civilized world against radical Islamic terrorism, which we will eradicate completely from the face of the earth.

On “greatness”

Obama:

In reaffirming the greatness of our nation we understand that greatness is never a given. It must be earned.

Trump:

America will start winning again, winning like never before.

 

On trade

Obama:

This is the journey we continue today.  We remain the most prosperous, powerful nation on Earth.  Our workers are no less productive than when this crisis began.  Our minds are no less inventive, our goods and services no less needed than they were last week, or last month, or last year.  Our capacity remains undiminished.  

Trump:

We must protect our borders from the ravages of other countries making our product, stealing our companies and destroying our jobs.

Protection will lead to great prosperity and strength. I will fight for you with every breath in my body, and I will never ever let you down.

Stephanie Boland is digital assistant at the New Statesman. She tweets at @stephanieboland