NatWest status: access issues and outage reports

Problems in the last 24 hours in Buxton, England

The chart below shows the number of NatWest reports we have received in the last 24 hours from users in Buxton, England and surrounding areas. An outage is declared when the number of reports exceeds the baseline, represented by the red line.

Community Discussion

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NatWest Issues Reports

Latest outage, problems and issue reports in social media:

• 
  Its only me (@djhx66) reported 24 seconds ago

  What is this glitch with internet banking ? When will it be sorted, I sent money today, recipients bank told them I requested it back, app now I have to wait five days for the funds to be returned .. when will it be safe to try again!!! #revolut #natwest #bankinkUk

• 
  S4mtheM4n (@M4nS4mthe) reported 1 minute ago

  @THummell39837 I saw a photo of her drunk and haggard some years ago. What she earning off the taxpayers ? At least the NatWest CEO is working for his money at a bank ! Not sucking off the taxpayers of UK !!!!

• 
  Lorraine Morris (@MLorrM) reported 2 minutes ago

  In the case of Perks v NatWest Markets Plc (evidence given around 2022), Mr Neil Graham — a GRG director, chartered accountant and experienced banker — was cross-examined under oath about the bank’s RMP credit system entries for swap-related credit lines / contingent obligations (often referred to as CLU – Credit Line Utilisation). Key exchanges reported in the materials include: 🔹Mr Graham accepted that the credit-line entry on the RMP system represented the client’s contingent obligation. 🔹Mr Graham agreed it was a factor the bank used when considering in loan-to-value calculations for the overall connection. 🔹When asked whether it could push a connection over a loan-to-value ratio covenant, he answered (subject to market movements) yes. 🔹He further accepted that this could ultimately lead to the connection being transferred into GRG. 🔹Mr Graham is experienced and the testimony is truthful; however, as happened in Ireland - bank’s counsel later attempted to “distance the bank from this evidence in closing submissions”. 🔹Surprise, surprise but bank’s counsel is categorically misleading the Court. 🔹They characterised Graham’s answers as given “on the hoof,” - said it was not his specialist area and submitted that he was wrong on the LTV impact point. 🔹They argued the bank did not accept that the CLU had the effect claimed and that there was no duty to volunteer information about it to the customer. 🔹This was what bank counsel is required to do to keep the charade going and that they cavalierly do so is a scandal in itself. 🔹Mr Graham’s testimony exists and is on the public record, as circulated by campaigners and referenced in related presentations. 🔹So, a senior bank director & chartered accountant with a GRG/risk-adjacent role did accept under oath that the credit line could cause or contribute to an LTV breach and subsequent transfer into GRG. 🔹This is rather obvious and is in fact why the products were sold in the first instance - as confirmed by numerous insiders. 🔹NatWest’s formal position in that case (and more generally) has been to treat such lines as “internal risk measures” rather than customer-facing hard liabilities that automatically breach covenants in the way alleged, and to reject the broader fraud characterisation. But that would be their formal position would it not? When billions of euros is at stake? 🔹Meanwhile customers faced enormous break costs & this fact alone is wholly inconsistent with the characterisation of the credit line as a purely internal risk measure. 🔹It is however consistent with the reality, which is that the bank had booked (and later crystallised) an exposure against their customers and the credit line had been concealed. 🔹That bank counsel filed pleadings that falsely characterised these structures as just fixing an interest rate or just ordinary fixed-rate loans, facilitating the burying of the misrepresentations under layers of legal process - is a further scandal - akin to that whereby the lawyers who managed to lock up innocent sub-postmasters on foot of unsound evidence. 🔹The result for Irish SMEs duped by theses practices was a systematic extraction of value from those SMEs - while the guilty institution and its lawyers ensured that accountability remained permanently out of reach. @ArturNadol7566 @Wftproof

• 
  daz (@MetamateDaz) reported 3 minutes ago

  Andrew Tate explains how they hit one button and erased his ENTIRE life just because he was put on a terror list "Went to click Twitter. Twitter signed out. Clicked WhatsApp. Your WhatsApp's been deleted. Clicked Instagram. Of course, signed out. Clicked Gmail. Signed out. They pressed a button, Jack, and wiped every single thing from my phone. The Apple ID itself, so I couldn't download apps, and every single application was logged out. Uber, Airbnb, Skype, any app on my phone, all of them were gone. Coinbase? Everything. Every single app. All of my bank accounts.Coinbase. I had a NatWest and a HSBC bank in England. They seized all that money. Talk about that soon. Everything was frozen. Everything was gone. My entire phone just became a brick. And I called a friend of mine from my girlfriend's phone. I said, how ******** can they do this? And he said, they put you on a terror watch list. They can only do that if you're on a terror watch list."

• 
  Ali Dalton (@alidalton) reported 3 minutes ago

  In 2017 I was the first designer at a UK fintech startup now valued at $100m+, with 500+ employees across 60 countries. It was just me, two founders, and two others in a room in London. The work wasn't a redesign. It was branding and the early flows for a payments platform. Nobody in that room called it design strategy. It was five people deciding how the product should work before there was a product. Then I spent almost a decade in the corporate world. Citibank, Mercedes, NatWest, Virgin Media. Products used by 50M+ people. £11M NPV on one project. That world taught me systems thinking, rigour, how to make a decision that survives fifteen stakeholders and a compliance review. It also taught me that six months to ship a signup flow is not a law of physics. It's a byproduct of the org chart. Most funded founders assume those two things come as a package. That if you want big company craft you have to accept big company timelines. You don't. The thinking travels. The process doesn't have to. I didn't leave because the work was bad. It was the best training I could have asked for. I left because I wanted the room of five again. Take everything those companies taught me and run it my way. No six week kickoff. No deck to justify a deck. A way founders can actually work with. So I started my studio last year. 5+ projects since across Fintech, publishing, agri-tech, and two founders launching their brands from zero. It's graft. But it's my graft now. If you're funded, building, and the product works but the numbers don't - that's the exact problem I spend my days on.

• 
  Maurice Andrews (@maurice_an63983) reported 8 minutes ago

  @Neccccy No because he at the moment doesn't support HBOS Lloyds Banking Group Barclays RBS Natwest Unicredit Private Equity Vulture Funds serious criminal activities fraud forgery perjury false declaration to courts

• 
  Banilla (@brd_smth) reported 9 minutes ago

  @0ldEnglishman @iforgotthefall Literally nowhere does that say anything about student loans. No matter how much you wanna grok something, you can’t access a student loan unless you’re British or settled. If NatWest wanna loan a Bulgarian £10k than that’s on them. Not the tax payer.

• 
  Götz von Berlichingen #FBPE (@georgebernhard) reported 10 minutes ago

  @MartinRemains @Steven_Swinford Yeah, but if the self-proclaimed media elite stopped ****-stirring they might have to go and do some journalism. Like finding out whether certain hedge funds had inside information when they shorted Natwest, or what happened to the various bribes, or....

• 
  Ali@Makely (@MakelyStudio) reported 12 minutes ago

  10+ years. 50M+ users. £11M+ revenue impact. Mercedes. Citibank. Sky. Virgin Media. NatWest. Here's what I learned: Bad product flows can cost thousands, or even millions, in lost revenue. Regardless of company size. What kills conversions in big-name products does the same for startups: - Onboarding that loses people in the first 60 secs - Pricing pages that confuse instead of convert - Sign-up flows that cause decision fatigue I’ve seen that when you fix these - you get more from the traffic you already have. Now I build those same systems for funded startups - so they keep the users they've already paid to get.

• 
  Melvyn Newell (@melv66722) reported 14 minutes ago

  @Londonist @DCBMEP “…began in 1971. ..nine years to realise.” (Working closely with Seiferts from 1975, as PQS for the now the Sea Containers Hotel, I was told that the delay in the NatWest Tower was as a result of a redesign for the tower footprint to match the new NatWest logo).