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Complaints

Complaints Policy of contracthire.tv

Swiss Vans Ltd views complaints as an opportunity to learn and improve for the future, as well as a chance to put things right for the person that has made the complaint.

Our policy is:

Definition of a Complaint

A complaint is any expression of dissatisfaction, whether justified or not, about any aspect of Swiss Vans Ltd.

Where Complaints Come From

Complaints may come from any person or organisation who has a legitimate interest in Swiss Vans Ltd.

A complaint can be received verbally, by phone, by email or in writing.

Confidentiality

All complaint information will be handled sensitively, telling only those who need to know and following any relevant data protection requirements.

Responsibility

Overall responsibility for this policy and its implementation lies with the management committee.

Swiss Vans Ltd is regulated by the Financial Conduct Authority; as such, we have a duty to operate and provide services within the rules determined by them.

Should you have a complaint regarding the financial aspect of your agreement and are dissatisfied with our response, you might be eligible to refer your complaint to the Financial Ombudsman Service.

Financial Ombudsman Service details:

The Financial Ombudsman Service

Exchange Tower

London

E14 9SR

Tel: 0300 1239 123

Email: [email protected]

Company Name: Swiss Vans Ltd

Registered office: Gees Yard, Coychurch Road, Pencoed CF31 3AP

Registration number: 7170662 (Registered in England)

Contact email: [email protected]

VAT number: 990119023

Complaints Procedure

contracthire.tv Complaints Procedure

Please send complaints to [email protected] or write to Swiss Vans:

Gees Yard

Coychurch Road

Bridgend, CF31 3AP

01656 674620

What we do if we receive a complaint from you.

We will acknowledge your complaint or send a summary resolution if the complaint can be sorted within 3 working days.

In the case of a summary resolution we will refer to the fact that a complaint has been made, and that we believe the complaint has now been resolved.

If we cannot resolve your complaint within 3 working days, we will acknowledge it promptly in writing and send you a final response within 15 working days for payment services complaints (35 working days in exceptional circumstances) or within 8 weeks for all other complaints.

Our final response will explain how we reached our decision and set out any offer we are making.

If you are unhappy with our final response, or we have not sent one within 8 weeks, you can refer your complaint to the Financial Ombudsman Service within 6 months of the date of our final response. Financial Ombudsman Service, Exchange Tower, London E14 9SR. Phone 0800 023 4567. www.financial-ombudsman.org.uk

Non-financial complaints (those not about a regulated financial product or service) will receive a final response within 8 weeks of us receiving them.

As we are regulated by the Financial Conduct Authority we also have a duty to operate and provide services within the rules determined by them. If you have any complaints regarding the financial aspect of the lease and you are dissatisfied with our response, you may be eligible to refer your complaint to the Financial Ombudsman Service.

Their contact details are as follows:

Financial Ombudsman Service

South Quay Plaza

183 Marsh Wall

London

E14 9SR

Tel: 0300 1239 123

Email: [email protected]

BVRLA Complaint Procedure

BVRLA Complaint & Conciliation Table of Contents

Our Intentions

Swiss Vans is committed to abiding by the Principles of Business laid out by the Financial Services Regulator. This Policy provides guidance on how we look after the best interests of our customers by ensuring all the information we provide to them is clear, fair and not misleading, and that we handle all matters, including conflicts of interest, with care, skill and thought.

Treating Customers Fairly (TCF)

How Swiss Vans Achieve Treating Customers Fairly.

How we achieve this

We have considered all areas where we consider a risk or have used examples that other companies have found a risk and assessed each potential situation. Our actions will ensure that the Unfair Treatment of Customers is eliminated or kept to a minimal risk and that we monitor those areas. We also conduct surveys with our customers to provide best practice and identify new areas.

Why we have a policy

The policy has been written to communicate to those working within our firm to deliver the best possible service to customers. This is in the interests of customers and staff alike.

TCF Outcomes These are the outcomes that regulators want for customers and the outcomes we want for ourselves in order to provide a better service. If customers are dissatisfied, then we will take immediate action.

1. If you deal with Swiss Vans you can be sure that treating customers fairly is part of our culture. 2. Products and services used, sold and marketed are targeted to meet consumer needs. 3. Consumers are provided with clear, precise information before, during and after the point of sale. 4. Advice is suitable for consumers’ circumstances. 5. Products will perform as we claim, and the service is of a level that we have indicated. 6. We will not impose unreasonable barriers to change a product, a service provider or make a complaint.

Action Plan The way we will actively measure our performance in each area is as follows:

Client Feedback We actively promote client feedback from the initial enquiry through to delivery and beyond. All lost-sale customers receive an automated survey to give feedback.

During the sales process, we ask customers to fully review the new, used or vehicle modification document to ensure that the product matches their needs and that we have correctly identified their needs. We actively encourage Trustpilot Ratings in a transparent manner.

Real Time Staff Monitoring

Sales staff are subject to monthly monitoring in the course of the sales process using a backend CRM and call recording. A manager checks that customers are dealt with. All sales staff are subject to weekly meetings to ensure compliance and to aid with sales. The meetings also serve to identify issues as they arise and take action accordingly.

File Audits

We have a regular file audit programme carried out by an independent consultant, who assesses the clarity of the information provided and the suitability of our products offered to clients. Information gained is immediately fed back to Swiss Vans to report our failings.

Advertising and Promotions Checking

All our own advertising and the website is checked by our Marketing Executive and signed off by the MD or Sales Managers to ensure clear, non-misleading advertising.

Remuneration Policy

Our policy of remuneration of sales and support staff will include Key Performance Indicators in compliance, training, and competence and treating customers fairly. The monitoring ensures that no pressured selling occurs, nor inappropriate methods. All staff are subject to an annual assessment to assist outcomes 1, 3, 4, 5 and 6.

Business Reviews

We conduct quarterly business reviews in which changes to procedures and marketing strategies are considered, along with the impact on our customers.

Statistics

We will review sales and persistency figures split by provider, product and advisor on a monthly basis to monitor any trends that emerge. If an unusual pattern of change is noticed, we will investigate this, take corrective action and document findings to address outcomes.

Training and Competence Regime We will record our training competency procedures to ensure advisors have up to date knowledge of products in which they are involved. We will ensure regulatory standards are met to satisfy CONC requirements to address Point 4.

Customer Concerns

We keep a log of all customer concerns and a summary response of the outcome.

Where the complaint is directed at a supplier or provider we will investigate and take the appropriate action

Continuous Improvement

Where specific issues arise we will add this to our policy where things come to light

Client Understanding We need to know how much knowledge customers have of our products

Risks

Assumptions such as customers already knowing our products could lead to a lack of clarity and confusion, and this in turn could lead to the wrong products being offered, which could have a negative impact on their financial wellbeing in the future. We cannot assume that a customer understands the agreement.

Systems

We will endeavour to ensure that simple terms and language are used with clients to facilitate their understanding, and shall seek a clear process to ensure that the correct products are offered. We will clearly point out cancellation rights and encourage customers to ask questions.

Controls We monitor the suitability of what we recommend by undertaking internal file audits for compliance and quality. The results are subject to management meetings and business reviews. Reviews should be clear, features explained including exclusions and limitations. Descriptions of options if appropriate e.g. Affordability vs Financial Commitment, showing a risk warning. If features are not present, these need to be reported as a training issue.

Complaints Risks

If a customer complains and does not receive a satisfactory outcome we are risking a poor business reputation. Obstructing complaints fails to treat customers fairly. Staff who are not familiar with this or do not follow procedure may mislead customers as to their rights.

Systems

Complaining customers must be treated seriously, and dealt with in accordance with the prescribed procedure, and “soft” complaints that do not involve financial loss or material distress or inconvenience must be rectified as soon as possible.

Staff must read and sign off the complaints training materials provided every 12 months and whenever the personnel involved change or changes are made by the regulator or governing body. A copy is made available for staff to refer to and given to customers on request.

Controls

We have an appointed complaints manager who will investigate any complaints made and act accordingly, looking for the root cause. All staff to be signed off for complaints training forming part of their appraisal and competency, addressing Point 6.

Regulatory and Legal changes We need to keep up to date with legislation, regulation and best practice within the consumer credit sector in order to serve correctly.

Risks

If we continue to suffer compliance failures we jeopardise our authorised status and this will impact on the business and the service of existing clients. Consumer regulation is usually brought in to make improvements so failure to adopt these measures could lead to a decline in services offered to the customers in comparison to the competition.

Systems

Our compliance officer ensures that legal updates are noted by undertaking professional development, subscribing to trade publications and reading literature from our providers and business partners. Changes are made as necessary.

Controls

Compliance issues are a standard topic in our business agenda.

Remuneration Policy

How we pay staff and contractors, how we appraise performance and what we require with pay incentives.

The Risks

A focus on items such as sales targets might lead to mis-selling, poor record keeping and lack of diligence.

Systems

The firm’s systems that rely on performance-related pay are designed to reflect our commitment to complaint practices and treating customers fairly. Salary and bonus should not be dictated purely by sales performance. Customer retention, suitability and delivery within timescales are also considered.

Controls

Compliance performance is monitored by file audit reviews and business reviews. Review results feature in staff appraisals, key performance indicators and record keeping, and are used when reviewing pay and bonuses.

Management Information

This is the quantitative and qualitative information that we use when reviewing our business strategy and performance.

The Risks

Failure to produce accurate, timely and clear information will hinder us in identifying trends and issues.

Systems

The key to the information we provide is our back office recording system. This is kept up to date and accurate. We are looking for indicators such as the number of new enquiries, speed of service provided, level of conversions and lost sales.

Controls

Record keeping is a key performance indicator.

Strategic Change

How we consider the effects of any strategic decisions made.

The Risks

Customers may be adversely affected every time a change is made to the firm, e.g. a new telephone or computer system. Changes or other failures in the business can cause fewer hours to be devoted to customer care within the business.

Systems

The management team ensure a business plan is in place to anticipate these strategic changes. Controls If there is a major change in the business, it is necessary to clarify every staff member’s role and position to avoid panic and to continue business without disruption. Conflicts of Interest means a financial or time involvement that conflicts with the service provided by an individual or creates an unfair advantage.

The Risks

If our interests conflict with those of a client, to the client’s detriment; close links with another group; higher commission rates or incentives for placing orders with a particular provider, such as gifts or incentives; or where customers may be involved in conflict with each other.

Systems

We make sure all our services are independent of providers and do not create a tie to a specific provider. We record gifts or hospitality and any conflicts declared.

Controls

Our files and audits will reveal the split of providers used so we can investigate any

abnormalities. Staff are aware of our policies and ensure customers’ needs are placed first. If a conflict of interest is noticed between clients, we make them aware and let them choose.

Complaints Procedure

contracthire.tv Complaints Procedure

Please send complaints to [email protected]

or write to

Swiss Vans

Upper Floor

Building 2

Waterton Park

Bridgend

CF31 3PH 01656 763900

What we do if we receive a complaint from you: We will try to resolve your complaint immediately. If the complaint cannot be resolved immediately, then we will send you an acknowledgement within 5 working days and a final response, where possible, within 10 working days. The Financial Ombudsman requires that a final response is given within 8 weeks.

If you are still not happy with our decision:

BVRLA Conciliation Service: Swiss Vans is a member of the British Vehicle Rental and Leasing Association, and any unresolved disputes may be referred to the BVRLA.

[email protected]

British Vehicle Rental and Leasing Association River Lodge Badminton Court Amersham HP7 0DD

The BVRLA Conciliation Service will investigate potential breaches of the BVRLA Code of Practice and aim to reach a resolution using information submitted by both parties. Any information requested will be sent by Swiss Vans within 5 working days. The BVRLA aims to resolve disputes within 30 days.

Financial Ombudsman: If you have a regulated consumer contract and are not satisfied with the final response of the BVRLA you may be eligible to refer the matter to the Financial Ombudsman Service within six months of our final response.

Data Protection Policy

Our data protection policy sets out our commitment to protecting personal data and how we implement that commitment with regards to the collection and use of personal data. We are committed to:

Data Protection Principles

Personal data shall be processed fairly and lawfully.

Personal data shall not be transferred to a country or territory outside the European Economic Area unless that country or territory ensures an adequate level of protection for the rights and freedoms of data subjects in relation to the processing of personal data.

contracthire.tv Conflict of Interest Policy

All staff, volunteers, and management committee members of Swiss Vans Ltd will strive to avoid any conflict of interest between the interests of the Organisation on the one hand, and personal, professional, and business interests on the other. This includes avoiding actual conflicts of interest as well as the perception of conflicts of interest.

The purpose of this policy is to protect the integrity of the Organisation’s decision-making process, to enable our stakeholders to have confidence in our integrity, and to protect the integrity and reputation of volunteers, staff and committee members.

Examples of conflicts of interest include:

Upon appointment, each committee member will make a full, written disclosure of interests, such as relationships and posts held, that could potentially result in a conflict of interest. This written disclosure will be kept on file and will be updated as appropriate.

In the course of meetings or activities, committee members will disclose any interests in a transaction or decision where there may be a conflict between the organisation’s best interests and the committee member’s best interests, or a conflict between the best interests of two organisations that the committee member is involved with.

*Option 1: After disclosure, I understand that I may be asked to leave the room for the discussion and may not be able to take part in the decision depending on the judgement of the other committee members present at the time.

Any such disclosure and the subsequent actions taken will be noted in the minutes.

This policy is meant to supplement good judgement, and staff, volunteers and management committee members should respect its spirit as well as its wording.

Date Adopted: _______________14/11/2016_______

* Choose which option you prefer.

Advert explanation clear and simple

At contracthire.tv we are dedicated not only to presenting you with the best deals but also to showing you in simple terms how we reach these deals and any potential risks generally associated with using them.

CH Contract Hire

Quite honestly, we seldom quote Contract Hire as it tends to suit more basic vans rather than some of the exotic ones we tend to sell.

A deposit is upfront of, say, 3-9 payments

Road Fund Tax is included

You cannot terminate early except with some hefty penalties

At the end of the contract the van is returned to the contract hire company and it must be in

pristine condition or you will be billed.

It best suits those who can look after vehicles and want large numbers of the same vehicle.

It’s treated as a rental, so on the tax side company tax is treated equally over the hire period.

Myths: There most certainly is a credit check!

And insurance isn’t included

There is always a mileage restriction in place

Example

Citroen Berlingo L1 Enterprise

3 payments down 35 x £149 a month 10,000 miles per year

End example

Bodywork damage – £1000

Tyres and brakes worn – £550

Excess mileage at 15 PPM = 5,000 x .15 = £750

HP Hire Purchase and Lease Purchase

VAT is generally placed up front though this has been relaxed of late

It’s a loan pure and simple, an asset. It can be ended at any time by settling off.

Generally speaking offering through the automotive industry you will get advertised rates but from some banks and supermarkets they still tend to advertise rates that they don’t offer to the general public apart from carefully selected circumstances.

The loan is 100% against tax for that financial year

It can have a balloon at the end to reduce payments

There is no restriction on mileage

In theory if you have a balloon you could have negative equity if you do a lot of miles or damage the van but at least you won’t get a bill just a bitter pill!

There is usually an admin fee upfront or spread out over the loan duration

The vehicle is automatically yours after the last payment.

Finance Lease

Place a deposit upfront in much the same way as contract hire

NO VAT is paid upfront apart from the VAT on the advance rentals

e.g. if someone says £2000 they mean £2000 + VAT = £2400

There is generally an admin fee too on first payment

There are two types of finance lease

1. With a balloon

2. Without a balloon

A balloon is set as a large final payment that is generally set as a percentage of what the vehicle might be worth at the end.

Many customers initially look for the lowest monthly figure but when they come to change it they don’t have as much equity as they would like. The lower the monthly figure, the higher the balloon as a general rule. It’s worth paying a little more each month to reduce this balloon.

Once the final payment is made the van must be sold to a third party unrelated by blood or business in terms of the same director. There is nothing wrong with keeping the vehicle; it’s just that ownership cannot be transferred back to the same company.

Some firms such as BNP and Lombard charge a percentage of the sales price at the end so this is something to watch.

Our Promise to You