Search Results: Governance and Trustee Effectiveness
10 results:
Broadening Horizons
13 Dec 2021
Case studiesOur client had decided to conduct a review of their scheme governance and trustee effectiveness. However, the process they went through with a competitor of ours was challenging, dispiriting and produced a quite damning verdict. Nonetheless, the trustee had worked through the recommendations and were now ready to re-assess where they were. We were appointed because we were able to demonstrate an awareness of the sensitivities inherent in any such exercise: the need to balance competing interests, understand different views and personalities, and to create an open, supportive and collaborative exchange of opinions and views.
Competence and Integrity
5 Jul 2021
MusingsCompetence and integrity are two capacities and values which are as vital as they are difficult to define. Here we try and define each, establishing why they are both equally important skills to have across a trustee boards.
What is the right DC scheme for you?
13 Dec 2021
Case studiesThe sponsor had put in place a contract based scheme early in the 2000s, and had changed provider in 2007. As the scheme had grown and become the main scheme for employees, and the governance committee had taken a more active role in the scheme, it was becoming clear that the solution was not matching the needs of the sponsor nor the scheme members.
Assessing Trustee Effectiveness
13 Dec 2021
Case studiesSelf-assessment is reliant on objectivity; an ability to detach yourself from the daily rigours of trusteeship, to take an impartial look at the way you work, to be open-minded to ideas and challenge the established procedures, and to retain neutrality against criticism.
Governance: Think cycles, not boxes
13 Dec 2021
Case studiesGovernance is becoming better understood, and more clearly defined. It encompasses everything about governing the scheme. But with a busy agenda to manage, trustees can fall into the trap of overlooking the importance of maintaining effective governance review processes. Some may find it a challenge to prevent governance review processes becoming a periodic box-ticking exercise. Trustees must keep their minds open to what is changing around them and for the need to improve governance.
Levelling up – is it doable?
14 Feb 2020
MusingsFollowing the government’s HS2 announcement you could say levelling up is also what TPR is doing on trusteeship and governance. TPR wants to see proof of good and proportionate governance, in a landscape with fewer schemes. Trustees will have to show they’re up to the job. They may need to exit if they can’t get up to speed.
Don’t let the urgent crowd out the important - Are you still making good decisions?
18 May 2020
MusingsCovid-19 has thrown up a lot of issues and a lot of urgent decisions have been made. But other things will have been forgotten. Is it now time to start thinking about the important as much as the urgent?
Don’t let the urgent crowd out the important - Trustee decision-making and governance post lockdown
2 Jul 2020
MusingsThe Covid-19 pandemic has had a huge effect on all industries, literally all. Pensions trustees have had to adapt to this new world with very little warning. So where do we go from here and what governance lessons can be learned?
Pensions Dashboards; how to make best use of the reset
15 May 2022
MusingsWhilst the Pension Dashboard Programme is being reset, there is a great opportunity to get ahead. All schemes will have to connect, and if you delay now, you will find yourself in a queue, rushing to complete the work as the final deadline approaches. That will cost more and increase the chances of upsetting TPR. In this article, we have set out some ideas for making the most of the time afforded by the reset.
Trustee executive selection and board effectiveness review
13 Dec 2021
Case studiesThis was a wide-ranging executive support and Trustee governance project for a complex multi-employer scheme, where the Trustee and the board had experienced challenging situations in recent years. It was time to move forward. The client formed a Working Group to liaise with us.
