Meetings and decisions


What does TPR say?

TPR says:

  • trustee board meetings are a very important part of maintaining regular oversight of the running of a scheme
  • the Chair should provide effective leadership, demonstrate decision-making skills at meetings, and encourage open and constructive debate
  • you should arrive fully briefed on the agenda and be prepared to discuss each item
  • boards should meet often enough to maintain effective oversight and control, which in most cases will be at least quarterly
  • you should ensure that adequate time is allocated to discussing important strategic issues as well as scheme specific issues needing immediate attention.

Running effective trustee meetings is essential for good scheme governance. It ensures timely decision making, improves scheme efficiency, and can help lead to good member outcomes. 

Read the guidance here.

What do we think?

The quality of meetings and decisions lies at the heart of good trusteeship and effective trustee boards. Doing so involves all aspects of effective teamwork – the people, the information, the process and the ways of working. And many areas of decision-making and oversight are complex and technical.

Common issues with meetings and trustee board decision-making, and what can improve things, include:

  • If not now? A bugbear for some trustee boards is failing to make a decision or putting decisions off. Looking at this from a different angle, not making a decision IS a decision not to change at present. So if doing nothing is an option, the benefits and downsides need to be considered and a view taken on when to review it. If a decision is needed soon, why? What needs to happen to land it? What happens if we don’t make it? Linking decisions to scheme objectives and risks helps to clarify this.
  • Delegate or abdicate? Some trustees may not be crystal clear on what work it needs to do to reach a decision, and what reliance it can place on work that has been delegated. This can mean the board works in too much detail and goes back over issues, for example in investment work. Knowing where powers lie, what activity or decisions are delegated and the reporting needed, helps to ensure that the trustee board focuses on the right matters, with the advice and information it needs. Having sufficient support, with training played in at the right times, is usually vital too.
  • Wood for the trees? Linked to this, detailed information tends to encourage detailed board behaviours and/or some over-reliance on those trustees who can navigate and understand such packs. Boards need board-level (not executive level) information and packs overall may benefit from a regular weeding out. Slimming down will support the trustees in focusing at a more strategic level, and on decision work and key areas of oversight. This also goes for adviser and provider papers. Can the main points and issues for the board be put across in a 1 or 2‑page cover paper – if not, what is the problem? Can dashboards be used more, perhaps co-designed with the board? This all takes time and resource but it can be a highly valued ‘spend’. Getting the Chair’s early views on the pack and some feedback on the day from the board helps. And it helps to resist the allure of ‘just in time’ papers via digital board portals.
  • Ready, steady go? Weighing the risks of a decision and when the trustee board is ready to take it, can be a skill in itself. Many pension trustee decisions involve complex and long running work with layers of input from several stakeholders, e.g. committees, advisers, employers, members, maybe TPR. Trustee expertise is needed to focus on what is important, make proportionate challenge and share views. Chairing skill and a decision framework with an agreed process can help when making complex or sensitive decisions.
  • Herding? Reaching a decision through a well chaired consensual process that all can contribute well to is what the theory says. But most pension (and other) boards find this an ongoing challenge – time, culture, behaviours, cognitive habits can undermine good intentions; in some settings chairing or wider board skills may be lacking; conflicts of interest might lead to different hats being worn. Soft issues can lead to hard problems – like extra cost, wasting time, missing opportunities. Independently taking stock, agreeing how to improve ways of working, building relationships around the board table can all be valuable in improving this. The Chair’s role is vital in this, in support and being a role model.
  • Outcomes. It can be quite common for decisions reached to still be unclear to some around the table. Summing up before moving to decision, confirming the decision made and any next steps, and then clearly minuting, with a draft circulated soon after the meeting, all help. The 2018 BA court case put a spotlight on the quality of minuting, capturing the process to reach the decision and the trail. Following up is important to monitor that outcomes are as intended, and post decision reviews are valuable to capture what went well and what can be improved for the future. Celebrating success is also good to do.

What do others do?

Agendas, decision and delegation frameworks etc.

Our clients use a variety of ways to manage meetings and decisions well. Talking about how to do so is one of the most effective ways, perhaps at the end of a meeting or at regular points in the year. 

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Our clients use a variety of ways to manage meetings and decisions well. Talking about how to do so is one of the most effective ways, perhaps at the end of a meeting or at regular points in the year. Some clients have evolved decision frameworks. Some have good delegation frameworks covering roles, responsibilities, reporting and escalation so that ‘who does what’ is clear across governing, advisory and service provider roles, with terms of reference, business plans and performance reviews aligned.

In managing ever-increasing pension scheme agendas, many clients have looked to delegate more work where possible, to outsource where it makes sense due to resource and/or skill needs. This means trustees needing to be well equipped in overseeing, getting assurance and holding others to account for the work they are doing on behalf of the trustee. Keeping papers shorter and more focused with clarity on the links to the strategy, objectives, business plan, main risks is an ongoing focus for many clients.

Making sure skills are refreshed for the strategic workplan, through succession and training, and bringing experienced people in for example as a committee co-optee, is getting to be a common approach among our clients. Shortening agendas so that regular items for noting are taken as read and dealt with on an exception or cyclical basis is also something that several clients are trying out.

How can we help?

    In all of our governance and board effectiveness review work, helping clients with meetings and decision-making is a core element of our advice and development support. We observe meetings, we review packs and background documents, we talk to all those involved. Where appropriate, we facilitate strategy meetings, we help clients see what they are doing well, what can be improved and how it will help effectiveness and scheme outcomes.

    All of our work with clients is tailored to what they are seeking to achieve. Please do get in touch if you would like to find out more. We have a great track record forged since Muse started 12 years ago.

Who to contact

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Barry Mack

I specialise in governance, trustee effectiveness, pension management (including administration) strategy and large change management projects.

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What do you do?

I am a Director of Muse Advisory and specialise in DB & DC pensions, governance (especially funding, investment and risk management), trustee effectiveness, outsourced pensions management, pension management (including administration) strategy and large pension change management projects. I particularly enjoy facilitating trustees to fully articulate their objectives and beliefs and, consequently, to be as effective as they can be.

What is your background?

I’m an actuary and have worked in governance, administration consulting and DC arenas at Mercer and Hymans Robertson. At Hymans Robertson I was a partner, Head of Governance, Risk Group chairman and DC Governance Committee chairman.

What do you bring to Muse?

More than 30 years of financial, pensions and business experience supported with strategic, technical and commercial skill, and a heavy dose of pragmatism.

What do you do for fun?

Bellringing, photography, Lego! And watching F1 with my two (now grown up) sons.

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Julia Land

My expertise is in pension trustee effectiveness and development for boards, committees, trustees and those in chairing roles. Corporate governance and board engagement with stakeholders are also useful areas of experience. 

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What do you do?

I’m a Senior Consultant at Muse Advisory and have been involved with the firm since 2009. I major on board effectiveness and governance development, working with a wide range of boards including, with my Muse Advisory hat on, pension trustee boards.

I am also an associate with another independent governance firm, Independent Audit (corporate boards).

Much of my career has been spent with blue chip quoted companies and their boards. This has been fantastic experience which I can apply where it’s relevant in my current work.

Outside Muse, I am also a pro-bono independent trustee role for Crouch End Festival Chorus. If you haven’t heard or seen us perform yet, there are lots of opportunities coming up!

What is your background?

I started after university by qualifying as a chartered accountant at Arthur Andersen & Co and became part of their specialist oil and gas group, which in turn led me to the City. I’ve had three main careers so far in the related worlds of governance, investment and finance. In the ‘governance’ leg I’ve also trained as a coach and qualified on development tools such as Myers Briggs.

I’ve been a board governance advisor now for eleven years. This specialism developed from my earlier career in the institutional investment markets at Warburgs where I created and led the investor relations advisory services for corporate boards within the stockbroking business, and then at Deutsche Asset Management where I advised and worked with institutional pension fund boards as a fund director.

What do you bring to Muse?

What I hope I bring is expertise, a sense of proportion, good client skills and a sense of humour. People say I also make excellent cakes and that I sing well, which is useful when people are hungry and/ or need cheering up.

What do you do for fun?

I love the outdoors and swim in ponds and rivers when I get the chance. My real career of course has been waiting hand and foot on my two children and husband in the hope that they will one day return the favour. Ahem, I’m still waiting…

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Emma Beard

I specialise in adviser review and selection, trustee board and committee effectiveness, pension department and Trustee Board resourcing and pensions management.

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What do you do?

As a Consultant I work as part of the project teams to deliver quality solutions to clients. I have worked on a variety of pension projects at Muse, and have built expertise in pensions management, adviser selection and trustee governance.

Recently I have worked with trustees to manage succession planning and facilitated a survey on trustee remuneration practices. The majority of my work has involved the selection of outsourced providers, be that pensions management, secretarial or investment consultants.

What is your background?

My work at Muse Advisory has evolved, alongside with the business, over the last ten years! I hold a BSC in Psychology, and started my career within human resources gaining CIPD along the way.

My time in HR and Reward has meant I have been able to develop my interpersonal and facilitation skills, and have learnt to navigate the vast cultural chasms between companies! I have a wide range of experience from a building society merger to the implementation of a global performance management system.

My appointment as Pensions Governance Manager came as a baptism of fire following an acquisition, but it definitely stoked my interest in the pensions industry.

What do you bring to Muse?

Resourcing and performance management remain of particular interest to me. The skills I built in these roles means I have seen what works well, or not so well. I bring strong organisational skills and a fresh perspective to projects. To me, success is to find practical solutions to the challenges that UK pension schemes face.

What do you do for fun?

When I have free time at home I can usually be found in the green house or walking the dog. I also like to spend time in Cornwall or Spain with my family – relaxing with a Cornish ice cream or una cerveza!

I frequently consider promoting myself to team umpire, but can still be found hurling a hockey stick around the field! There are a few goals to be scored yet!

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Avgi Gregory

My specialities are pensions management consultancy, governance, trustee effectiveness, pension administration and change management.

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What do you do?

I am the CEO and co-founder of Muse Advisory. A typical day will comprise a combination of:

  • working with Trustees, Pensions Managers, Trustee Secretaries or sponsoring employers in reviewing and enhancing the management, administration and governance of their pension scheme;
  • peer reviewing or coaching colleagues to ensure Muse continues to deliver quality work to clients; and,
  • challenging what we do and how we can best continue to help the clients and the team to succeed and grow.

What I enjoy most is supporting clients in solving their problems, and leading the team to succeed and grow.

What is your background?

I grew up helping my parents in a shop in Cyprus. It was the best training I could have had on the importance of putting customers first.

Following a degree in Actuarial Science at City University, and an induction into pensions doing actuarial and administration calculations, I gravitated to helping pension managers and trustees reduce risk and enhance effectiveness in the way they manage and oversee pension arrangements. For many years I worked at Mercer where I developed and led their operational transformation and pensions governance practice.

In 2006 I co-founded and set up Muse Advisory. And what a great idea that was!

What do you bring to Muse?

I bring my extensive experience of having worked with many of the UK’s, primarily large, pension schemes and a thorough insight into the governance, administration and pension advisory market. I am a good listener and spot the key issues quickly. Most of all I get a kick out of seeing people develop and clients achieve a successful outcome.

What do you do for fun?

Ikebana (Japanese flower arranging) is my main hobby, which I have been practicing for years. Getting to know the Japanese culture is fascinating and playing with flowers is very relaxing. I have a new greenhouse and I discovered a dormant interest in gardening. I also make time for regular trips to Cyprus; it’s a lovely island and a good excuse to recharge Vitamin D supplies.

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Muse Advisory helps trustees and companies to better govern and manage their pension schemes. We believe that good governance leads to improved outcomes for members; through better fund performance, effective and proportionate management of risk, value for money and cost efficiencies and strategic and dynamic decision making.

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