Wells Fargo Fined Over Secret Sales Policy to Open Fake Customer Accounts - nsnbc inter... - 0 views
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The Consumer Financial Protection Bureau (CFPB) has fined Wells Fargo for $100 million based on fraudulent customer account practices. An additional $85 million is to be paid to the city of Los Angeles in California, along with the Office of the Comptroller of the Currency.
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Last year Wells Fargo was sued by employees (current and former) and customers all across the nation for setting up “unwanted accounts, unwarranted fees”. According to the lawsuit, this was “the largest California-based bank violated state and federal laws by misusing confidential information and failing to notify customers when personal information was breached.” Using “aggressive tactics” to coerce new customers, Wells Fargo made it “difficult to correct the mistakes” made by Wells Fargo and return fees to customers because of “high-pressure sales culture set unrealistic quotas, spurring employees to engage in fraudulent conduct to keep their jobs and boost the company’s profits.” Over the course of an extended period of time, “Wells Fargo employees secretly opened unauthorized accounts to hit sales targets and receive bonuses.” There were 1.5 million accounts opened without the authorization of customers and 500,000 credit cards accounts to boot. Wells Fargo has consistently blames “a few rogue employees. Five hundred employees were terminated, according to a Wells Fargo spokesperson. There was no mention of rescinding of bonuses paid to those employees, and there is no clear evidence that executive’s payouts totaling $155 million for “performance based compensation” for 2012 through 2013 was returned to the bank.
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Those bonuses were administered based on the fraudulent accounts opened without customer approval. In a statement, Wells Fargo expressed belated regret and a sudden desire to “take responsibility for any instances where customers may have received a product that they did not request.” The training that caused this problem in the first place was a cross-selling strategy called “Going For Gr-Eight” which is a brochure for employees to push banking products onto households of existing customers to increase fee potential and overall profitability. Wells Fargo “staffers, fearing disciplinary action from managers, begged friends and family members to open ghost accounts” and forged signatures “and falsified phone numbers” of customers who did not want to open an account. This practice drove Wells Fargo’s financial success with an estimated “26% of the company’s revenue was from fee income, including those from credit and debit card accounts, trusts and investments.” The bank not only stole money from customers but “also damage their credit scores” and put some into collections to garner fees “for unauthorized accounts went unpaid”. In case of a complaining customer, Wells Fargo would “sandbag” their customers; meaning “failing to open accounts when requested by customers, and instead accumulating a number of account applications to be opened at a later date.”
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