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Vulture_Bank

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  1. yes i saw that bit it can literally be interpreted that you have to pay to get a statement if they don't send you one "which i am sure is not how it is intended to read" anyhow thanks for your opinions and i shall now leave it to "others" if they want to discuss it. (1) The creditor under a regulated agreement for running-account credit, within the prescribed period after receiving a request in writing to that effect from the debtor and payment of a fee of £1, shall give the debtor a copy of the executed agreement (if any) and of any other document referred to in it, together with a statement signed by or on behalf of the creditor showing, according to the information to which it is practicable for him to refer,—
  2. yes but in 7 4(a) when they send the second statement after the first then they themselves have DEFINED regular (second date minus first date = regular period) and have to keep to that period which is traditionally defined as a "month" as you will see providing their is a "transactions) on the account {it would be very hard for you to know how much interest you would have to pay} . The point i am trying to make is if they do not send you a statement technically they are in default. AND this fact can be used "at the right time and place " when the circumstances require. Do you agree with me ?
  3. Can i please quote the part of the CCA 1974 ??? Consumer Credit Act 1974 Part VI Matters Arising During Currency of Credit or Hire Agreements section78 Duty to give information to debtor under running-account credit agreement 4) Where running-account credit is provided under a regulated agreement, the creditor shall give the debtor statements in the prescribed form, and with the prescribed contents— (a) showing according to the information to which it is practicable for him to refer, the state of the account at regular intervals of not more than twelve months, and (b) where the agreement provides, in relation to specified periods, for the making of payments by the debtor, or the charging against him of interest or any other sum, showing according to the information to which it is practicable for him to refer the state of the account at the end of each of those periods during which there is any movement in the account. (5) A statement under subsection (4) shall be given within the prescribed period after the end of the period to which the statement relates. (6) If the creditor under an agreement fails to comply with subsection (1)— (a) he is not entitled, while the default continues, to enforce the agreement; and (b) if the default continues for one month he commits an offence. does this mean that if they fail to send you a monthy statement credit companies are in default ...... it does from where I'm perched ! just a few views so i don't hijack then will start a new thread
  4. ------------------ ummmmm ok i open an account with mbna i take some cash out ---------------- --------------- say a month later after my first statement --- --- I do a balance transfer at a "low interest rate " ----------------------------- obviously according to "vulturic rules of banking "they would charge you a higher interest rate on the cash --------- --- but what right have they use the payment that i make to counterbalance the amount of money borrowed at th "lower interest " rate ,,,,, this smells of unfair contract from here ........ don't forget we have basically 2 sub-accounts running in tandem
  5. 2f We will use your payments to pay off balances at lower rates of interest before balances at higher rates of interest. This means that if you have made a transaction at a promotional rate after your last statement date but before the date we receive your payment, we may pay that transaction off first. just quoting mbna terms and conditions it would be interesting if someone could come up with something "legal " against this ?? ------------------------- note mbna by their own definition arae using the terms "balances" as if there are effectively two accounts ...... ideas please
  6. i have seen a thread that says say iif you accept say the £675 charges refund then you have a right to get a cheque in your hand for this ---- even though they might add £675 to your account.... just one point about mbna remember they took over all the managing ?(possibly even the credit card debt itself ) from loads of small players in the credit market alliance and leicester is one there are a load of them AS YOU CAN SEE this kept costs down and allowed mbna to get a foothold in the uk l-- so LOOKKS like there is a very god chance mbna only have details since the change from say alliance & leicester to mbna ??? just did a check on "alliance and leicester credit card" on google Disclaimer The Alliance & Leicester Credit Card is brought to you by MBNA. To complete your application, you will be taken to the MBNA website. [/url] j
  7. The more "genuine" official complaints if that reach the ombudsman ( as opposed to the "us" giving up on their complaints procedure - remember in their letters they say if you don't reply within 8 weeks they will assume that you are "happy " with the response --- this is called an "inertia " response ) then the worse that bank "will perform" when some little man sits in an office calculating statistics and league tables of the performance of each bank which contribute to a news items like the "mythical" one here in green ink "100 percent increase in complaints to the financial ombudsman" etc ---------- also apparently the banks are "FINED" FOR EACH case referred to the ombudsman. So by keeping "nagging away" with these letters --- that was the advice because apart from helping yourself you are helping others indirectly. hope you both get the point. and "watch out for those nosebleeds you rams "
  8. watch out regarding DSAR's " they are playing silly bu**ers" some asking for passport or driving licence the data protection act uses the word "reasonable " for proving who you are !!!!!
  9. some companies have stages in a complaint ( have you heard of investors in people ( a "flash logo" they have to have an official cpmplaints procedure:::::: --- like stage 1- or level one : after you are not happy when they have written to you it becomes a stage 2 : and then a stage 3 level: as the level increases someone higher up in the company might get involved. you complain etc until the complaint is exhausted - this means they agree they cannot contribute any more to your problem ---- then you can refer the matter to the financial ombudsman. who can give a ruling and i am told the company gets fined "whether you are right or wrong" here is a link to a typical "barclays complaints procedure" forget about that rubbish about them telling you if you can complain to the financial ombudsman. you can ---- they may not tell you it is called a stage 1 (first time you complain etc) but by mentioning these words they know you are "streetwise"
  10. ...... don't ring put it on paper recorded delivery threaten them that your complaint (make sure they tell you what "official stage" your complaint is goes or "threatens to go to the ombudsman" they apparently "will be fined " more than what they offerd you even if the claim is not upheld
  11. how about making sure unless they offer you "extra compensation" you make sure the complaint goes to the ombudsman ( costing them money) they have "played dirty" ........ also the matter could be referred to investors in people ----- see my posting http://www.consumeractiongroup.co.uk/forum/newreply.php?do=newreply&p=436070
  12. come on speed it up you asked the same question in early october ... then again.... this is your third attempt "there willbe no money for you left "
  13. gotcha !! http://www.consumeractiongroup.co.uk/forum/faqs-please-read-these/31052-contact-details-banks.html?garpg=11
  14. this link should help http://www.consumeractiongroup.co.uk/forum/faqs-please-read-these/25457-user-guide-contacts-list.html give yourself 2 to three days to look around the site up at the top is a menu system ----- make notes do searches on words etc and learn.... the adress is ................. 8 canada ????? london which is a start....
  15. please see my posting on the INvestor in people "angle"
  16. If Barclays are giving you trouble "not answering letters " write to investors in people does seem rather basic that to be IIP accredited "one should answer letters " from your customers ........ so simply complain to Investor In People about them Investors In People - Case Studies Address: Investors in People UK 7-10 Chandos Street London W1G 9DQ Telephone: +44 (0) 20 7467 1900 Fax: +44 (0) 20 7636 2386 Email (general): [email protected] (international): [email protected] and here is there case study "Organisation Name: Barclays Business Banking Organisation Size: 600 Sector: Financial Services Organisation Location: North West Quotes Achieving the Investors in People Standard is recognition of the programme we have put in place that has turned Gadbrook Park into a positive but relaxed working environment. People are more committed here because they know we value them and that has business benefits in return in terms of improved performance. (Samantha Eddleston, Performance Development Officer) The Organisation Barclays runs Gadbrook Park in Cheshire as a call centre operation specifically serving business customers. The site not only deals with banking enquiries but sorts out problems customers have with the bank's business banking software, Business Master. Gadbrook Park was first assessed against the Investors in People Standard in June 2004 and was awarded the existing Standard. Barclays also agreed to be assessed as part of the pilot programme and was found to meet the requirements that form the basis of the revised Standard. Barclays found the revised Standard to be more user-friendly with simple indicators to explain the process needed to achieve the Standard. The Challenge Call centres are almost expected to have a high staff turnover and, two years ago, Gadbrook Park was no exception. With the majority of people typically spending most of the day on the phone dealing with customer questions, issues and problems the very nature of the work can be stressful and repetitive. However the Barclays' management at the site were not prepared to accept that there was nothing they could do about the situation and set about putting an action plan in place that would help to motivate and retain staff. Samantha Eddleston, Performance Development Officer at the site explains, "When I came to Gadbrook Park two years ago, we were losing people virtually every week and it was clear we had to do something about it or eventually the service we were offering would suffer. We wanted to build an atmosphere and team spirit that would encourage people to stay with the company and make them see they had a future with us, not just because it would improve the service, but because it would make this a place where people wanted to come and work. We have used the Investors in People Standard for external validation of what we have done and to see whether there are areas in which we can improve." The Strategy Barclays has coined its strategy in a single phrase - 'well-being'. The management team recognised that they had to look closely at what they could do to support their people at the site, not just in terms of their jobs but in their personal lives as well. The philosophy recognised that if work made their peoples' lives more stressful, they needed to help reduce other causes of stress as well as helping their people to cope with their jobs. Barclays quickly recognised that because they operate from a green field site, it was not easy for people to sort out everyday chores during their lunch hours. "We work in a beautiful location in the countryside but if you want to get your dry cleaning done, it's not easy", says Samantha. "For our people that meant that their weekends could be eaten into with that sort of activity when they should be relaxing and doing what they enjoy. We took the decision to provide a concierge service at work, which carries out all those little jobs they don't get the opportunity to do because they don't have the time during the working day. You can make a vast difference to someone by taking away small hassles." In addition to the concierge service, Barclays has created a 'well-being' programme at Gadbrook Park to help their people manage all aspects of their lives. "It's not about coaching them in their jobs", says Samantha. "Instead we regularly bring in outside expert advisers who can help them with anything from personal finance to health matters and a range of other issues that everybody has to face. We try to make it easy for our people to sort them out without having to leave work. We're also helping people to give up smoking by giving them free nicotine patches, 41 of the 100 or so smokers here have signed up for the programme." The award of the Investors in People Standard recognised that training and development has formed a central plank of Barclays' strategy. In addition to an excellent general induction programme, the Barclays University provides a range of training in specific job needs and 'softer' skills including assertiveness training and mind mapping. "It's up to people and their team leaders to decide what courses they go on", says Samantha. "But every member of staff has a personal Performance Development Plan, which identifies their individual goal and targets, which helps to identify what training they need. Everyone has an annual assessment session but there are quarterly 'health checks' to ensure everyone is moving in the right direction. Everything is discussed and documented so that people know what they have to do and team leaders are always on hand if there are specific issues that need to be addressed." The Result The results speak for themselves. In two years, the site has seen significant improvements in morale with far lower rates of absenteeism than before. "Gadbrook Park has become a very relaxed place to work, which is a significant achievement in a call centre environment. Our levels of sickness are almost negligible and, of the few people who do leave, there are always positive reasons for doing so rather than because they don't like it here. "Perhaps the greatest indicator of our success is the fact that we've just won the European Call Centre of the Year award. That's a tribute to everybody who works here and their commitment to the company, which to me is the best indicator that we're getting it right."
  17. Investors In People - Case Studies I does seem rather basic that to be IIP accredited "one should answer letters " from your customers ........ so simply complain to Investor In People about them here is the link Address: Investors in People UK 7-10 Chandos Street London W1G 9DQ How to get there Feedback Form : Click Here Telephone: +44 (0) 20 7467 1900 Fax: +44 (0) 20 7636 2386 Email (general): [email protected] (international): [email protected] and here is there case study " Organisation Name: The Co-operative Group Organisation Size: 70000 Sector: Retail Organisation Location: National Quotes Chief executive, Martin Beaumont 'Gaining Investors in People recognition has been, and continues to be extremely important to us, because it underpins the values and principles that set us apart from other businesses. We have set ourselves the highest standards in meeting the needs of all our customers, and Investors in People plays a vital part in ensuring that those standards are maintained.' The Organisation The Co-operative Group is a co-op, a co-operative society. It's a unique consumer-owned business – the largest of its kind in the world. Its members own and democratically control everything it does. It's a retailer, banker, insurer, funeral director, car dealer, travel retailer, pharmacist and farmer. Whether it's animal rights or the environment, fair trade or GM, the Co-operative Group make it their responsibility to do as much as they can to make sure people don't have to leave their ethics at home. It leads the way when it comes to fair trade and was the pioneer of 'corporate responsibility,' which is now a subject at the top of the agenda for thousands of other businesses. Being a responsible business and taking a stand on issues that matter to consumers is part of the Co-operative Group's heritage. Following on from its achievement in 2000 as the first retailer to bring fairly traded bananas into the UK, the total number of Fairtrade products in the Co-op range is now 100, with sales growing by 60% to £25m in 2004. Last Christmas also marked the anniversary of the Co-op's conversion to 100% Fairtrade own-brand coffee, which has itself returned an additional £1m to the growers. 2004 also saw the retailer become the first to ban a range of toxic chemicals still permitted for use in everyday products like washing-up liquid, household cleaners and fabric conditioners. The move spearheaded its initiative to raise ethical standards of supermarket products in the UK. In addition to its ethical trading activities, the Co-operative Group works tirelessly within communities in the UK. It provided £350,000 in sponsorship last year to schools aiming to specialise in business and enterprise, maximising the benefits of the co-operative way of doing business. Environmental issues are also high on the Co-operative Group's agenda. In 2004 its farming business, farmcare launched a manual to help its farms across the UK adopt best practice to protect and enhance the environment. The Co-operative Group employs 70,000 people, operates more than 3,000 retail outlets, as well as online and 'business to business' operations, and in 2003 its sales topped £7.8 billion. The Challenge The merger of the Co-operative Wholesale Society (CWS) with the Co-operative Retail Society (CRS) in 2000 was the exciting start of a unifying process to ensure that the individual businesses inherited from the former CWS were all working towards a common goal, and had a clear understanding of the values and principles at the core of the organisation. Emphasis needed to be placed on unity, rather than separation, which had in the past defined the relationships between the individual businesses. Over the last couple of years the Group has witnessed further changes to its structure. Several acquisitions and the sale of ACC, its dairy business, have altered the shape of the business. An increasingly competitive marketplace has also forced it to adapt its current operating model. The Strategy The synergies with the Investors in People Standard were clear, in its stipulation that companies set clear objectives, plan, communicate and develop people. However, the crucial factor in the organisation's commitment to the Standard was its value as a benchmark for excellence. The Co-operative Group's initial investigations revealed that there were clear areas for improvement. Appreciation of the organisation's co-operative values was low, as was the wider communication of the business' direction. To tackle these issues, 'values training' was rolled out using seminars workshops and video briefings. By explaining the organisation's unique history, purpose and vision, management was able to develop initiatives for turning the theory into practice. As the Group faced fresh challenges, effective communication with colleagues was key to its continued success. In 2003, the Co-operative Group introduced its first ever Group-wide colleague survey, Talkback. Designed specifically to gather feedback on a range of issues, the survey gave employees the opportunity to share good practice and to praise their working environment. It also enabled them to draw attention to areas they felt needed improvement. Talkback is now part of the fabric of the organisation and is carried out on an annual basis. The Result The Co-operative Group has adopted the Investors in People Standard region by region, so that today it covers 70,000 people nationwide across a range of industries. The lead assessor, Alastair Wheeler, said, 'The Group has continued to deal with major change, including several acquisitions, changes in senior personnel, and re-structuring. Use of the Standard has aided this process, by focusing on strategic planning, good communications, and extensive talent-spotting activity to fill the many vacancies, which have arisen. 'Performance management has continued to evolve, and development of leadership and management skills has remained a priority. The new version of the Standard and the Profile model will mean significant stretch to the Group's activity to meet all the evidence requirements.' Investors in People The Co-operative Group was recognised as an Investor in People on 10 January 2002 and was re-recognised in April 2004. "
  18. i have quoted the word reasonable from the DATA PROTECTION ACT 1998 TO ME THE words in red below say reasonable ask yourself how can i produce ten "forms" of identifying myself realistically the most secure "top two " (security wise) have to be passport and driving license then credit cards ...... so LOGICALLY it seems that these are not "reasonable" forms of identification when they see the photo does this help them ???? ------------------------ ..... something like a phone gas electric bill obviously is reasonable remember the data has to be sent to the actual address ,,, a passport is no guide to your current address and if a credit card is invloved this is a plainly ridiculous situation. COINCIDENTALLY the word "reasonable" features in the Data Protection Act 1998 PART 3 - RIGHTS OF ACCESS TO PERSONAL DATA Access Rights Responding to access requests Section 5.6 says Requests for access should be responded to promptly, and no later than forty days after the request and fee (and any additional information as to the identity of the applicant or the location of the information reasonably required by the data controller) are received by the data controller. In exceptional circumstances if compliance is not possible within this period the applicant should be advised accordingly.
  19. think the £29.57 is for interest on purchases and the £68.70 is for taking cash because the interest rates differ maybe the deferred was "deferred " but someone might say there is a data protection act issue --- if these figures are not on your statement t
  20. [ sorry NOT trying to hijack your thread alan but i think this should be tagged to tamadus It’s only a temporary “stay” here --------------------------------------- because it appears these banks are setting up Data Subject Access Teams & we need a standard to overcome there “hurdddddles” ------------------------------- I have formally by recorded delivery written to the Data contoller of hsbc BANK AT 8 CANADA SQUARE THE OFFICIAL ROYAL MAIL WEBSITE SAYS "Your item with reference AB XXXX XXXX XGB was delivered from our POPLAR Delivery Office on 28/11/06 . " A response has been received from M.R.s L.y.n.n.e H.o.l.d.e.r Data Protection Officer -Who has written to me dated 6th December saying the letter has been forwarded onto HFC Bank Birmingham and you should shortly hear from them. --------------------------- I have received the following reply from HFC I would be grateful if you would complete the attached form [ which actually has MANY PIECES OF my personal DATUM (data is plural for datum) namely Name address Date Of Birth the type of account (current, savings loan etc account number Date account opened branch/retailer at which the account was opened all pre-filled in !!!! ] and forward it to the address indicated. We will also require a copy of your driving license or valid passport. we will action your request upon receipt of the completed form. Thank you for your payment of £10 made in respect for the use of this service. I look forward to hearing from you shortly. signed xxxxx etc Subject Access Request Team -------------------- Now it seems reasonable to me that option (a) if they decided to forward this information to me then they "reasonably" believe who i am option (b) is that they are "reasonable" to assume I am not who I say I am !! In that case they have committed an offence under the Data Protection Act by disclosing each and every piece of “my datum” . Section 15 says …… and additionally will need to include some details of security measures before processing data. 9by revealing these details they are “NOT” employing any security measures before “processing my data” As an example BAD EXAMPLE of what they are doing it asks on the "form" it says :- Please highlight which account(s) you would like information regarding please sign here................. date ................] I have clearly asked for a “FULL” disclosure …… they simply have not read the letter. Moreover I believe if a person asks for a DSAR they have no right to ask this question. my reply is on the lines of :-- I shall reply for to your request for either my driving license or passport. May I point out that this is not an “off the street enquiry ” I fully understand that literally “hoardes of people are coming off the streets claiming their charges back” together with the fact that your is a “fledgling section” of HFC with "nano” experience. Please note that the above address is the one which you normally use to communicate my private business to me and which you have hitherto found to be acceptable hence there is no problem. May I point out that closer inspection of the Building Society cheque (value £10) of which I feel sure you have taken a copy will indeed reveal that the cheque is in fact an “over the counter” Building Society drawn out of the "day to day account" of which the balance is typically put on overnight deposit at "pre-defined" interest rates. The money taken to fund the cheque being immediately taken from the account of the person whose name is actually quoted on the "said cheque". Just above the words pay HSBC It says XXXXXX/XXXX MR JOE BLOGGS . In conclusion it would seem "reasonable" that indeed “yes” I am JOE BLOGGS . (The clock started ticking on 28/11/06 on this DSAR and that is the the start date ) COINCIDENTALLY the word "reasonable" features in the Data Protection Act 1998 PART 3 - RIGHTS OF ACCESS TO PERSONAL DATA Access Rights Responding to access requests Section 5.6 says Requests for access should be responded to promptly, and no later than forty days after the request and fee (and any additional information as to the identity of the applicant or the location of the information reasonably required by the data controller) are received by the data controller. In exceptional circumstances if compliance is not possible within this period the applicant should be advised accordingly. BASICALLY WE NEED A STANDARD LETTER FOR WHEN THE “MAN IN THE STREET” COMES UP AGAINST THE THIS “ATTEMPTED BLOCK” Perhaps we should all cut our credit cards in two and send them as proof of ID ? Think I had better complain to the Information Officers Office 8-) 8-) 8-) 8-) 8-)
  21. is this via a "DSAR" data subject access request IN WHICH case every dsar would need to reveal every conversation over "x" years ? sorry i was so lucking for "prey" i missed your response !!! food for thought though applying this angle to a bank over charges --
  22. yeh check the "form " out and rule out the "non runners" but please don't base any decision until we get a general conclusive opinion.
  23. they group the debts together it's called securisation and someone buys them cabot pay about 10 % European Business Law Review 39 - 42 (Vol. 11, No. 1, January 2000) Legal Developments in Debt Securisation
  24. some phone bills over 40 p are itemised so if it was an 0870 and i bet it is then at 8 pence per minute you don't take long to get over 40 pence
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