Is anyone getting help from CS?

[Helen427]

 Here is where our Service Fees are been spent.

Have a read of the latest involving Telus / Jeffrey Puritt in News online and what's been really happening behind the scenes with Outsourced  to unknown 3rd parties scattered throughout various countries world wide and ABB Customer Services, amongst other businesses Customer Services

Telus, who purchased and took over Voxpro who were ABB Customer Service agency which was based in Ireland in 2019, received a very sizable sum of monies from Canada for Emergency Wage subsidies during Covid, where they are understood to have there Head Office, according to this article in February 2021 -

"Telus $38.6 million in support payments as part of the Canada Emergency Wage Subsidy (CEWS)."

The number of Contracted agents with Telus from information in public archives has skyrocketed to over 50,000 and upwards of 70,000 so one can only imagine how little education from Telus they had relating to Airbnb Policies and it raises questions about the level of competency with understanding ABB Policies which have been ignored and our legal rights not been respected.

Whereas previously ABB Customer Support was primarily based in Ireland and was directly overseen by ABB staff from what we are lead to believe.

The full article is in this link / Title in thestar news media - Rogers, Bell & Telus collected more than $240 million from Canada's wage subsidy program

https://www.thestar.com/business/rogers-bell-and-telus-collected-more-than-240-million-from-canada-s...

 Rogers, Bell and Telus collected more than $240 million from Canada’s wage-subsidy program — and Bell and Telus raised shareholder payouts

Layoffs at Bell and Rogers plus ongoing dividend payments draw criticism from industry watchers who say federal program didn’t save jobs at the big three telecoms.

Feb. 8, 2021

3 min read

 

A man speaks on a mobile phone outside Rogers Communications Inc.‘s annual general meeting of shareholders in Toronto on April 22, 2014. Rogers, like its major peers among Canadian telecoms, took cash from the CEWS program and then laid off staff and paid out dividends.Darren Calabrese / THE CANADIAN PRESS

---

 

By Christine Dobby Business Reporter

 

Canada’s big three telecom companies have collectively received more than $240 million from the fede...

According to the most recent filings in provincial lobbyist registries, Bell has received $122.9 million, Rogers $82.3 million and Telus $38.6 million in support payments as part of the Canada Emergency Wage Subsidy (CEWS).

Since the beginning of the pandemic, the three companies have continued to pay out regular dividends to shareholders; Bell and Telus have announced increases to their annual payouts. Both Bell and Rogers have also laid off workers at their hard-hit media divisions.

There's also invaluable information in there SEC Reports over the years including since they purchased Voxpro which it appears as if that's when many of us noticed a decline in the application of ABB Policies and application of our Legal Rights enshrined under Laws by ABB Customer Services.

It's overdue these contracts were investigated in depth and if they have been a failure of Services and contractual obligations to ABB Consumers in general terms.

How many of the cases that have been though DPC and our own not been paid, Tech glitches, trialing of new interfaces, Retaliatory Reviews not removed etc have all tied back to the Customer Service people who are not versant with ABB Policies and the use of the words 'may' and other known Legal Terminology, or because they simply do not have any authority to access our full files or make these changes?

From Silicon Angle 10 MAY 2024 - Jeffrey Puritt has stepped down from CEO - interesting comments he has made about AI.

 Telus International CEO delivers blunt assessment of firm’s performance: ‘very disappointed’

by Paul Gillin

https://siliconangle.com/2024/05/10/telus-ceo-delivers-blunt-assessment-firms-performance-disappoint...

@Inna22

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@Fred13 

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@Jessica-and-Henry0 

[Helen427]

In addition, it is well worthwhile to keep  an open eye,  and an open mind, in the media about all the online Customer Service Fraud / Call Centre Fraud/ News / and perhaps follow the recent case involving Alice Guo and Human Trafficking, Credit Card and Banking associated crimes.

There is mention of Airbnb customers and accounts been used without authority and call centre agents living well above their means, and breaches of contracts.

There seems to be many arrests been made in the last 2 years that pop up showing some serious fraud and dishonesty going on within these places.

Add to the mix, numerous Tik Tok, Facebook etc videos of there own doing and self outing.

[Adriano78]

@Helen427  I started on Airbnb in 2017, and the Airbnb support was quite good.

Unfortunately, after COVID, the situation worsened, and today we find ourselves dealing with disastrous support.

An incompetent and disastrous support can also be found on Booking and HomeAway, but the only difference is that Booking or HomeAway don’t refund customers for just anything, whereas Airbnb plays with our money and allows refunds for any reason.

For us hosts, Airbnb has become an unreliable and a nightmare partner!

How can you work peacefully when you know that, from one day to the next, Airbnb can refund a guest because they saw a fly buzzing (just an example), or they can delete your listing because of a false claim from a guest.

The distrust towards Airbnb is also felt among professionals. Here on the Spanish coast, many real estate agencies no longer want to list their clients’ properties on Airbnb because it’s too risky.

I hope that one day Airbnb management will realize that hosts should be considered partners, not enemies, as is the case today.

[Helen427]

@Adriano78 @Pat271 @Trude0 and other Community Centre readers.   May we all learn from this insightful piece, which is equally applicable to ABB consumers and how we are been treated by Customer Services who are understood to be Business Process Outsourced (BPO) operators including sub-contracted agents.

We personally have been stumped how a call centre person could possibly carry out an AML Risk assessment and have found no real evidence within our Data Information Request documents to suggest any such Risk Assessment has ever been carried out - indeed these Call Centre/ Customer Support team have absolutely no access to our Financial affairs.

It is written by Nicolas Poumpourides, an  Anti Money Laundering & EU Financial Services Regulation Compliance Expert.

He raises some relevant points many of us have concerns about with KYC / AML and failures to apply Rule of Law to our own countries.

It is essential ABB looks very closely into these outsourced contracts as there have been a number of arrests for failing to so much as have a Licence to operate and Simbox Fraud.

    The red flags on the outsourcing arrangements oversight from the management body

Outsourcing of important or critical functions from Financial or Banking institutions, has been flourished during the last years, in order to reduce costs and improve their flexibility and efficiency. In the context of digitalisation and the increasing importance of new financial technology services, financial institutions are adapting their business models to embrace such technologies.

In 2019 European Banking Authority (EBA) has recognized the risks stemming from the outsource arrangements of critical and important functions, published the relevant guidelines for the Banking and Payment Institutions.    

Let’s assume that you have been recently appointed as a member of the management body and during a board meeting you have been informed that the institution had entered into an agreement with a service provider in regards to the client’s digital ID verification and digital KYC/CDD risk categorization. The board member is asking you as the Chief Compliance Officer, what is his responsibilities in order to maintain an adequate oversight of the service provider compliance.

Here are some red flags to watch for the outsourcing arrangements oversight:

• Lack of an effective day-to-day risk management by the management body:
• poor identification, assessment and management of potential conflicts of interest.
• Lack of oversight of the institution’s policies and procedures on outsourcing arrangement risk management (e.g. the business model, the risk appetite, the risk management framework).
• Poor requirements to ensure that the management body receive appropriate reports from service provider.
• Lack of any procedure to evaluate in an on-going manner, the performance of service providers by using tools such as key performance indicators (KPI’s) and independent reviews.
• Poor outsourcing policy:
• Vague or incomplete definition of business requirements regarding outsourcing arrangements.
• Absence of any provisions in regards of due diligence checks on prospective service providers.
• Lack of business continuity planning. Vague approval process of new outsourcing arrangements.
• Lack of any requirements towards the compliance from service provider of the privacy laws, the GDPR and the safeguards for potential breach of clients’ personal data.
• Insufficient monitoring and management of outsourcing arrangements:
• Lack of on-going assessment of the service provider’s performance.
• Lack of any provisions in regards of an independent review and audit of compliance with legal and regulatory requirements and policies, the documentation and record-keeping.
• Absence of any exit strategies and termination processes, including a requirement for an exit plan, taking into account possible service interruptions or the unexpected termination of an outsourcing agreement.
• Lack of any provisions in regards of the requirements for the outsourcing of critical or important functions and other outsourcing arrangements.
• Inadequate provisions for the outsourcing to service providers that are deemed as obliged entities and those that are not.
• Vague provisions in regards to outsourcing to service providers located within a Member State and third countries.
• Inadequate Business continuity plan:
• Lack of Business continuity plan towards an unexpected event related to the quality failure of the provision of the outsourced critical or important function, the potential impact of the insolvency or other failures of service providers.
• Weak Internal Audit Function:
• Lack of any independent review that the institution’s regulatory framework for outsourcing, is correctly and effectively implemented and is in line with the applicable laws and regulation, the risk tolerance and the decisions of the management body.
• Lack of any independent review of the adequacy, quality and effectiveness of the risk assessment for outsourcing arrangements and that the risks remain in line with the institution’s risk tolerance.
• Inadequate audit of third-party's adherence to privacy laws, financial regulations, or other legal requirements.
• Absence of record keeping:
• Insufficient record keeping in order the Institution be able to demonstrate to the competent authority the full register of all existing outsourcing arrangements.
• Insufficient record keeping in order the Institution be able to make available to the competent authority all information necessary to enable an effective supervision of the institution, including the governing law of the outsourcing agreement, the dates of the most recent and next scheduled audits, full information of the vendor’s address (country or region), whether the function outsourced is further sub-outsourced and the annual budget cost.
• Dependence on a Single service provider (Concertation Risk):
• Over-reliance on a single provider, for critical or important services.