On Wednesday 19 March 2014, Blake Lapthorn's Pensions team hosted its London Pensions conference - 'The State of Pensions'. The team were joined by Ed Tomlinson of SEI and Kevin Wesbroom of Aon Hewitt. Speakers brought delegates up to date with recent and future developments and demonstrated ways in which some of the current and future challenges can be met.
The Walter Lilly case - some harsh lessons learnt - construction update semin...Blake Morgan
Richard Wade from Blake Morgan talked about The Walter Lilly case and the lessons learnt at Blake Morgan and Rund's Construction update seminar on 5 November 2014 in Southampton.
Lessons learned Report - Project Management template Simon Misiewicz
Optimise-GB provides you with a free template for the Lessons Learned Report. This is a very useful document at the end of the project to take stock and divulge any issues that were identified outside the initial though process, how the teams worked well and additional benefits that may have materialised without being initially taken into account. It is good practice to complete this report and to sit down with the project team to ensure that learnings have been taken on board for future projects to ensure that the same mistakes are not repeated and good learnings are used. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
C19: Respond, recover & reimagine the future of HCP engagementAcross Health
And Across Health responded in an agile way to the C19 disruption: we've taken important steps in optimizing the Navigator ecosystem, with over 6,000 HCP respondents since June, insightful COVID-19 questions, new Powertools, upgrades to our integrated OCE Planner Pro, the launch of a DIY “starterkit”, a new OCE capability-boosting platform (SCALA), etc.
Our webinar will take you through the latest Navigator 365 insights, demo the newest Powertools, and show how the data can be used for evidence-based omnichannel HCP journey planning, orchestration, measurement - and ongoing optimization.
Watch the recorded webinar on our website: https://bit.ly/2UmkvcU.
The Walter Lilly case - some harsh lessons learnt - construction update semin...Blake Morgan
Richard Wade from Blake Morgan talked about The Walter Lilly case and the lessons learnt at Blake Morgan and Rund's Construction update seminar on 5 November 2014 in Southampton.
Lessons learned Report - Project Management template Simon Misiewicz
Optimise-GB provides you with a free template for the Lessons Learned Report. This is a very useful document at the end of the project to take stock and divulge any issues that were identified outside the initial though process, how the teams worked well and additional benefits that may have materialised without being initially taken into account. It is good practice to complete this report and to sit down with the project team to ensure that learnings have been taken on board for future projects to ensure that the same mistakes are not repeated and good learnings are used. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
C19: Respond, recover & reimagine the future of HCP engagementAcross Health
And Across Health responded in an agile way to the C19 disruption: we've taken important steps in optimizing the Navigator ecosystem, with over 6,000 HCP respondents since June, insightful COVID-19 questions, new Powertools, upgrades to our integrated OCE Planner Pro, the launch of a DIY “starterkit”, a new OCE capability-boosting platform (SCALA), etc.
Our webinar will take you through the latest Navigator 365 insights, demo the newest Powertools, and show how the data can be used for evidence-based omnichannel HCP journey planning, orchestration, measurement - and ongoing optimization.
Watch the recorded webinar on our website: https://bit.ly/2UmkvcU.
Disruptive innovation suggests that successful companies engage in practices that reduce their ability to respond to disruptive market entrants. This presentation looks at the process in detail. Along the way it suggests an "innovation lifecycle" similar to a product lifecycle and asks whether we can find key financial metrics that suggests a company is losing its responsiveness. The results are inconclusive.
Changing customer behavior and how ABN AMRO responds to it (Vienna, 10 Oct 2017)ABN AMRO
Presentation on changing customer behavior and how ABN AMRO responds by pursuing a mobile-first digital strategy.
Presented on the 10th of October 2017 by Ronald van Baardewijk from Digital Banking, ABN AMRO Retail, at the 15th Annual Retail Banking Forum in Vienna.
Delighted to be sharing this interactive, 10 practical action points for SMEs.
Developed by the Climate Change Forum of the Franco-British Chamber of Commerce in London, with key contributions from Renault, EDF Energy, Veolia and PwC, and initially exclusively shared with our members of the Chamber, before this summer 2016.
What are the revenue opportunities, costs and regulatory challenges, and business interruption risks? Exclusively with SMEs in mind.
Clink on the links within the leaflet for more independent sources, practical references and action lists.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
Francis Clark is delighted to present our 9th annual Finance in Cornwall event, which has become an integral part of ‘Cornwall Business Week’.
The event looks to bring together people representing the funding and support streams potentially available to SMEs. Therefore, the event is of great relevance to Business Owners and Managers looking to find the best finance options available for their business and the support on offer to help them achieve their aims.
This year's event includes presentations from the big banks as well as the "alternative" finance providers. There will also be a number of organisations contracted to provide business support; including the providers of the Growth Hub and an update on 'European Funding'.
Kawasaki's collaboration journey at motorspeed - Engage 2017Sasja Beerendonk
Presentation held at Engage 2017
Learn how adoption of Connections at Kawasaki Motors accelerated from pilots to general adoption for all of Europe. Connections grew through small Communities of Practice - proving real business value through real work scenarios. Work scenarios that replaced old ways of working with new ways to work. See how Kawasaki was leveraging adoption through Kudos Badges and a brand new XCC homepage.
Robust Hybrid rather than Agile or Waterfall – why there is finally no alternative
For years there has been a trench warfare between the agile advocates and the traditionalists about which way is better, faster and cheaper - Agile or Waterfall. Introducing Agile in parallel with existing Waterfall processes is a great challenge for many companies. When Macro Management meets Micro Management, processes need to be reviewed and adapted, requiring sensitivity and cooperation. Rainer Wendt will provide useful insights from his experience introducing agile practises in a Waterfall environment, following a practical and feasible hybrid approach where the benefits of Agile can still be realized. You will learn
• Why projects must not be categorized into Agile and Waterfall, robust Hybrid projects will make it
• Where PMO and Program Management need to be patient with Agile people
• What agile Teams need to consider when communicating with and reporting to Waterfall people and vice versa
Disruptive innovation suggests that successful companies engage in practices that reduce their ability to respond to disruptive market entrants. This presentation looks at the process in detail. Along the way it suggests an "innovation lifecycle" similar to a product lifecycle and asks whether we can find key financial metrics that suggests a company is losing its responsiveness. The results are inconclusive.
Changing customer behavior and how ABN AMRO responds to it (Vienna, 10 Oct 2017)ABN AMRO
Presentation on changing customer behavior and how ABN AMRO responds by pursuing a mobile-first digital strategy.
Presented on the 10th of October 2017 by Ronald van Baardewijk from Digital Banking, ABN AMRO Retail, at the 15th Annual Retail Banking Forum in Vienna.
Delighted to be sharing this interactive, 10 practical action points for SMEs.
Developed by the Climate Change Forum of the Franco-British Chamber of Commerce in London, with key contributions from Renault, EDF Energy, Veolia and PwC, and initially exclusively shared with our members of the Chamber, before this summer 2016.
What are the revenue opportunities, costs and regulatory challenges, and business interruption risks? Exclusively with SMEs in mind.
Clink on the links within the leaflet for more independent sources, practical references and action lists.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
Francis Clark is delighted to present our 9th annual Finance in Cornwall event, which has become an integral part of ‘Cornwall Business Week’.
The event looks to bring together people representing the funding and support streams potentially available to SMEs. Therefore, the event is of great relevance to Business Owners and Managers looking to find the best finance options available for their business and the support on offer to help them achieve their aims.
This year's event includes presentations from the big banks as well as the "alternative" finance providers. There will also be a number of organisations contracted to provide business support; including the providers of the Growth Hub and an update on 'European Funding'.
Kawasaki's collaboration journey at motorspeed - Engage 2017Sasja Beerendonk
Presentation held at Engage 2017
Learn how adoption of Connections at Kawasaki Motors accelerated from pilots to general adoption for all of Europe. Connections grew through small Communities of Practice - proving real business value through real work scenarios. Work scenarios that replaced old ways of working with new ways to work. See how Kawasaki was leveraging adoption through Kudos Badges and a brand new XCC homepage.
Robust Hybrid rather than Agile or Waterfall – why there is finally no alternative
For years there has been a trench warfare between the agile advocates and the traditionalists about which way is better, faster and cheaper - Agile or Waterfall. Introducing Agile in parallel with existing Waterfall processes is a great challenge for many companies. When Macro Management meets Micro Management, processes need to be reviewed and adapted, requiring sensitivity and cooperation. Rainer Wendt will provide useful insights from his experience introducing agile practises in a Waterfall environment, following a practical and feasible hybrid approach where the benefits of Agile can still be realized. You will learn
• Why projects must not be categorized into Agile and Waterfall, robust Hybrid projects will make it
• Where PMO and Program Management need to be patient with Agile people
• What agile Teams need to consider when communicating with and reporting to Waterfall people and vice versa
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Blake Lapthorn's London Pensions conference 19 March 2014
1. LONDON PENSIONS
CONFERENCE
19 March 2014
The State of Pensions
Adrian Lamb, Legal Director, Pensions and Head of
Trusteeship Services
adrian.lamb@bllaw.co.uk
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2. London Pensions Conference 2014
Health & safety and
housekeeping!
Feedback forms
Ask questions
throughout
Participate
Challenge
Enjoy
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3. 9.30 am Introduction - The state of pensions
Adrian Lamb, Blake Lapthorn
10.00 am The future is DC – but can we do better collectively?
Kevin Wesbroom
10.30 am Good governance – making a difference
John Hamilton, Blake Lapthorn
11.00 am COFFEE BREAK
London Pensions Conference 2014
Agenda and timetable
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4. 11.20 am Pensions law – latest developments and evolving
principles
Nicola Walker, Blake Lapthorn
11.50 pm Fiduciary management for both DB and DC worlds
Ed Tomlinson, SEI
12.25 pm 2020 (and 2050) vision – Looking ahead – opportunities,
challenges and pitfalls
Adrian Lamb, Blake Lapthorn
12.45 pm Questions and open forum
1.00 pm LUNCH!
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5. Pensions-underdog.co.uk
Why am I here today?
For:
Trustees
Employers
Employees
Actuaries?
Administrators?
Auditors?
Lawyers?
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7. London Pensions Conference 2014
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8. London Pensions Conference 2014
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9. UK Fund deficits up/down/up/down….?
Emerging economies volatility
Volatile asset values – where to get some value?
Auto enrolment – more work but for whose/what benefit?
What chance have employees got to understand all that is going on
– new arrangements; DA, DB and DC; investment choices; AMCs,
AMDs, etc.
Continued (and increasing?) pressure on covenants
Life expectancy???
Retirement – what will this look like in the future (or now)?
Outlook for the economy, gilt yields, etc., etc????
Just when you thought things
couldn’t get any worse!
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10. Previous questions
Is there such a thing as a risk free investment?
Can I ever know what our liabilities really are?
Data, what data?
Can I get smarter with my/our investment strategy?
What does it take to make DC adequate?
What is adequate?
Is auto enrolment just a precursor to more tax?
Will it work?
Can it work?
What do we need to do?
Can I do anything about this?
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11. Your Starter for 10
DB?
DC?
DA?
AE?
CARE?
CDC?
CB?
AMC?
AMD?
MEGO?
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12. Current questions
Can DC deliver - for employers and
employees?
What are my liabilities exactly? Or what measure
is the most realistic?
Am I/are we doing the best that I/we can?
Where can I achieve the most in the time
available?
Can I make auto enrolment into a positive rather
than just a headache?
How can I improve understanding?
The law is evolving – am I up to date with it all?
What is the “big picture” here?
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13. London Pensions Conference 2014
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14. London Pensions Conference 2014
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15. London Pensions Conference 2014
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16. London Pensions Conference 2014
Increasing market share
Different definitions
Why is it growing?
OK for DB but DC?
Consultancies have
dominated so far but ….
FM market grows 20% in
a year but consultants
lose market share
Pensions Insight – 19 November 2013
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17. London Pensions Conference 2014 – Public
sector pension reforms
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18. London Pensions Conference 2014
The make up of your pension
Now – BSP = S2P or c-out ops + GPP/AVC, etc.
The (short term) future – FRSP + AE (OPS/GPP) + ?
More annuities?
Less flexibility?
Less adequacy?
Later retirement?
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19. London Pensions Conference 2014
– the themes
The future shape of pensions, and the impact of the
past and present
The emphasis on governance
Learning lessons from the law
Making better use of the assets for better outcomes
Thinking ahead and looking up
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20. The State of Pensions
Adrian Lamb, Legal Director,
Pensions and Head of Trusteeship Services
adrian.lamb@bllaw.co.uk
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21. Blake Lapthorn Pension Conference 2014
The Future is DC
But can we do better
Collectively?
Kevin Wesbroom
Senior Partner, Aon Hewitt
kevin.wesbroom@aonhewitt.com
020 7086 9350
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22. Blake Lapthorn Pension Conference 2014
I have an Ambition ….
or
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23. Blake Lapthorn Pension Conference 2014
Increase the amount people receive for their
savings
Enable innovation and new products … to give
people more certainty … and encourage more risk-
sharing
Increase transparency and build trust, confidence
and engagement
Ensure the sustainability and stability of the
UK pension system
Increase the amount people are saving in pensions
Reinvigoration objectives
23
Better pension outcomesBetter pension outcomes
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24. Blake Lapthorn Pension Conference 2014
Reinvigoration Workstrands
DB Lite
– We have: CARE, cash balance, longevity adjustment.
– Why no traction? Need new approaches (before 2016!)
DC Plus
– We have: With profits, deferred annuities, targeted or managed DC
– Why no traction? Need new approaches
CDC and Scale
– Think Dutch/Danish “If Carlsberg/Heineken made a pensions
systems …”
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25. Blake Lapthorn Pension Conference 2014
DB Lite – the Runners and Riders
ConditionalConditional
IndexationIndexation
OptionalOptional
IndexationIndexation
Core DBCore DB
FlFluctuating Pensiouctuating Pensionsns
Flexi AgeFlexi Age
DBDB
ConversionConversion
DB to DCDB to DC
NPA tied toNPA tied to
SPASPA
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26. Blake Lapthorn Pension Conference 2014
DC Plus – the Runners and Riders
Money BackMoney Back
GuaranteeGuarantee
GuaranteedGuaranteed
ReturnReturn
SmoothingSmoothing
FundFund
Advanced AgeAdvanced Age
GuaranteeGuarantee
IncomeIncome
GuaranteeGuarantee
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27. Blake Lapthorn Pension Conference 2014
Reinvigoration Outcomes?
DB Lite
– Just scrap indexation going forward?
DC Plus
– Not a place for government?
– Guarantees are expensive!
Collective DC
– Two variations to be introduced
– CDC with guarantees
• Dutch model – premium split 2/3 to buy deferred annuity 1/3 to growth assets
and capital. Slow steady build up of benefits that are guaranteed once
awarded. Guarantees are expensive!
– CDC without guarantees
– And DC defined along the way!
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28. Blake Lapthorn Pension Conference 2014
Collective DC (CDC) plans
(the ones without guarantees)
The employer pays a fixed contribution rate
– In our view employers will not tolerate pension risk
No individual accounts
– Investment done by independent trustees, with professional advice
The member gets a DB-like Target pension
– Pension paid from the plan, not annuity purchase
– Revaluation and indexation to preserve real value
– Expected benefit level facilitates retirement planning
We “square the circle” because the Target Pension is not guaranteed
– Indexation and revaluation is not guaranteed
– Even the basic pension is not guaranteed in extremis
– Benefits adjusted to ensure cost stays constant
– Plan would have strict rules on how to get back into balance – benefit
adjustments or bonus additions
28
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29. Blake Lapthorn Pension Conference 2014
Does it work?
Aon Hewitt Modelling - Historic outcomes
0%
10%
20%
30%
40%
50%
60%
70%
1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010
Retirement year
Percentage of final pay
DC Gilt
[Median = 14%]
DC Lifestyle
[Median = 21%]
DC Equity
[Median = 27%]
CDC (average in retirement)
[Median = 28%]
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30. Blake Lapthorn Pension Conference 2014
Does it work?
Aon Hewitt Modelling - Projected outcomes
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31. Blake Lapthorn Pension Conference 2014
More helpful for planning?
0%
10%
20%
30%
40%
50%
60%
41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65
Age
Projectedincomereplacementratioatage65
DC Lifestyle CDC
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32. Blake Lapthorn Pension Conference 2014
CDC Issues
Bigger pensions
More stability
Pensions not
accounts
No annuity purchase
No member
investment
Lower charges
Better returns?
DB in waiting
“Soft” guarantees
Benefit cuts
Cross –subsidies
Complexity
Lack of choice
The need for scale
Run off schemes
THETHE
BADBAD
With Profits
Been Here Before?
Risk Sharing?
THETHE
GOODGOOD
THETHE
UGLYUGLY
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33. Blake Lapthorn Pension Conference 2014
Dealing with the Big Ones …
Look at likelihood and severity
Public tolerance – within limits
Cuts in Benefits
Public disclosure of all finances
CDC Website
It’s just with profits - complexity
Regular focused communication
Raised public awareness
Communicating the uncertain future
Soft Guarantees – communicating with
members
Explicit legislative reference
Big Red Button in deed
Employer Concerns of Regulatory
Creep
ResolutionIssue
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35. Blake Lapthorn Pension Conference 2014
Making it Happen
Legislation
Political consensus
More public awareness raising
Large, unionised employers?
Employers willing to go first?
Ready made solutions – provider led master trusts
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36. Blake Lapthorn Pension Conference 2014
Are we alone?
www.aonhewitt.co.uk/collectivedc www.targetbenefits.ca
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37. Blake Lapthorn Pension Conference 2014
The Canadian Vision
Retirement is still a novel concept for humankind and it continues to evolve.
We have reached a critical point in planning retirement schemes where, in
much of the world, individuals can end up receiving a pension for significantly
longer than they contributed towards it. This was not the case when existing
DB pension plans were originally designed and adopted.
The traditional DB plan has been a 50-year experiment that we have finally
begun to understand, while the traditional DC plan is a 30-year experiment
that has yet to fully mature and from which we continue to learn
We define a sustainable pension plansustainable pension plan as one that can consistently deliver,
through both favourable and adverse circumstances, an appropriate range
of benefits within an acceptable range of costs over the long-term. A
sustainable approach to pensions will allow a pension plan to adjust both
costs and benefits in response to actual experience, with the key objective
that adjustments be infrequent and low in magnitude
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38. Blake Lapthorn Pension Conference 2014
All we are saying …..
le mieux est l'ennemi du bien (Voltaire)
CDCCDC
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39. Blake Lapthorn Pension Conference 2014
The Future is DC
But can we do better
Collectively?
Kevin Wesbroom
Senior Partner, Aon Hewitt
kevin.wesbroom@aonhewitt.com
020 7086 9350
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40. DC Governance – the dawn of a
new era or tell me something new?!
John Hamilton
Partner
john.hamilton@bllaw.co.uk
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41. DC Governance under scrutiny
Pension Regulator – Codes of Practice Number 13 (in
force July 2013) and Number 15 (in force September
2013)
OFT Defined contribution workplace market study –
September 2013
DWP Consultation Better Workplace Saving – a
consultation on charging – October 2013
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42. The current pension landscape
2.7 m840,000960,000118,0001.4 mTotal active
memberships
Unknown1.6 m5 m851,0007.8 mTotal
memberships
1,80028,62053050880Open
Schemes
2,02037,6901,0503305,530Schemes
DC
(workplace
contract)
DC (trust)Hybrid –
dual
section
Hybrid –
mixed
benefit
DBPrivate
sector
schemes
Source: The Pension Regulator’s presentation of
scheme return data 2013-2014
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43. Key findings in the Regulator’s 2013-
2014 review of scheme return data
£30 billion in assets in DC trust-based schemes with 12 or
more members (excluding hybrid schemes with DC
members).
DC memberships now account for 30% of workplace
pensions memberships (up from 27% last year).
33% of active DC members in trust-based schemes and
67% in contract-based schemes.
The number of trust-based schemes has reduced by 2%.
The number of DC trust-based memberships has
increased by 15% over the last year.
The number of DC master trust schemes with 12 or more
members has increased by 11%, and membership of such
schemes has increased by 22%.
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44. Triggers of DC governance focus
Continued DB closure and replacement by DC
Automatic enrolment - an additional 6-9 million
people in DC schemes by 2018
Abolition of short service refunds from DC
occupational pension schemes and “pot follows
member”
Increased focus on investor protection – e.g.
pensions liberation
Government desire to ease the burden on the welfare
state
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45. The four key ingredients of DC
governance
Effective management and oversight
Good administration and communication with
members
Effective design and execution of investment strategy
Value for money
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46. Advantages of good DC governance
from the employer’s perspective
Enhanced reputation as an employer of choice
Effective tool in workforce management
Litigation protection
Cost, efficiency and control
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47. The barriers to good DC governance
Weakness on the buyer side of the market
Complexity of the product
Lack of knowledge from key counterparties –
employers, trustees, members
Conflicts of interest
Lack of transparency and complexity of charging
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48. tPR’s powers - DC trust based
schemes
Regulator’s objectives
– Protect the benefits of members
– Maximise compliance with Pensions Act 2008
Range of options for dealing with trust based schemes:
– Issue notices and orders
– Recover unpaid contributions
– Impose fines where it finds a breach
– Prohibit trustees from acting
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49. Key risk areas identified by tPR:
Trust based DC governance:
– Trustee knowledge and understanding
– Internal controls
– Fitness and propriety of Trustee board
– Conflict management
– Poor investment governance and decision making
– Poor administration practice
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50. TPR - steps towards a more robust
system of Governance
DC regulatory guidance: Governance and
administration of occupational defined contribution
trust-based pension schemes (January 2013)
Code of Practice Number 5
Code of Practice Number 13
DC Strategy document
DC compliance and enforcement policy
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51. Code of Practice Number 5 - in force
September 2013
Prepare and maintain a payment schedule
Check receipt of contributions by deadline
Resolve and, if necessary, report late payments to
the Regulator
Reasonable periods for reporting
Annual statement to member of total contributions
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52. Code of Practice Number 5 – in force
September 2013
Risk based approach to check contribution amounts
Procedure for requesting payment information from
the employer (e.g. pensionable earnings) to enable
checking of amounts.
Report non-provision of payment information.
Information to members so that they can check
contributions – regularly updated online access is
best practice.
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53. Key areas in Code of Practice 13
Trustee knowledge and understanding
– Know your scheme
– Regularly review skills to demonstrate TKU
Internal controls appropriate to a DC scheme
– Accurate member data, evaluate regularly
– Support employer in understanding responsibilities and processes
– Accurate and prompt transactions
– Monitor and report contributions
– Robust administration system
Investment
Governance of conflicts of interest and
advisers/service providers
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54. What DC Trustees need to be doing
Read Codes and Guidance
Arrange training/demonstrations
Review scheme and current processes against
quality features
Come up with a governance Action Plan
Prepare a governance statement
Assistance from the Regulator?
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55. Key recommendations of the OFT
Government intervention to introduce minimum
governance standards
Independent Governance Committees
Closer regulation of master trusts – demonstrate value for
money to TPR
Commonly defined single charge
Tackle consumer detriment from legacy schemes
More active role for tPR for small trust based schemes
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56. DWP Consultation on charging
A cap on pension charges:
– Option 1: A charge of 1% of funds under management
– Option 2: A lower charge of 0.75%
– Option 3: A two-tier ‘comply or explain cap
Ban on active member discounts (AMDs)
Ban on consultancy charges to all qualifying DC schemes
Ban on adviser commissions set up prior to the Retail
Distribution Review
Now likely to be a delay for ‘at least’ a year – April 2015?
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57. Dawn of a new age for DC
governance???
Reflects good practice
– employers and trustees should already be doing to
manage risk
OFT’s recommendations will have significant impact
on DC providers
For employers and trust based trustees - the
emergence of a value for money principle
Will this lay the seed for future legal claims against
trustees and employers?
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58. Employers actions to manage risk
Contract based DC - consider establishing a
governance committee
Review current and legacy arrangements – both
investment and administration
Trust based DC:
– do your trustees have the resources to do the job?
– consider the appointment of an independent
trustee
– is another alternative the best option going
forward?
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59. Any questions?
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60. DC Governance – the dawn of a
new era or tell me something new?!
John Hamilton
Partner
john.hamilton@bllaw.co.uk
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62. Pensions law – as interpreted
by the Court
Nicola Walker
Associate
nicola.walker@bllaw.co.uk
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63. Exercise of Trustee/Employer duties and discretions
IBM: "Imperial" duties of good faith do not compel
employer to agree to unreduced deferred pensions
" Hastings-Bass " or the equitable remedy of mistake
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64. Construction of Scheme Rules
Construction of pension increase rule Employer
Deed of adherence also be construed as deed of
amendment? Members
The role of the "reasonable reader" in the
construction of pension scheme amendments
Employer
Passage of time and lack of evidence
not fatal to the exercise of trustee
discretion Employer
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65. Application of European law and decisions of ECJ
Partner's mandatory retirement at 65
was proportionate means of achieving
legitimate aims
Age-related DC pension contributions
can be objectively justified
VAT or no VAT
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66. The Pensions Regulator
Financial Support Directions: Court of Appeal
confirms trustees are "directly affected persons"
Supreme Court confirms no "super-priority" for FSDs
Pension liberation schemes are occupational pension
schemes
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67. Procedural
"unprincipled" to go behind actuary's section 75
certification
Employer’s court application to
pre-empt Ombudsman claim is
not an abuse of process
Pensions Ombudsman can’t assume jurisdiction to set
aside third-party funded compromise
Desmond: Northern Irish High Court refuses permission
for judicial review
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68. Legal Principles
Duties and discretions – Court will not enlarge employer
duties and discretionary remedies will not always be
granted
Construction – wider practical considerations
Age discrimination tempered by common sense, but VAT
is not?
Pensions Regulator – open door but limited value?
Procedure – Fairness and justice prevails of course!
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69. Future trends?
Court will be more practical and purposive in its
construction powers
The Hastings-Bass doctrine will not allow Trustees to easily
back track on the exercise of their powers
Pensions Regulator will continue to test the scope of its
powers
Ombudsman will continue to stray beyond his powers
Pension litigators will put clients in a position of power!
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70. Pensions law – as interpreted
by the Court
Nicola Walker
Associate
nicola.walker@bllaw.co.uk
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72. 2FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Agenda
• Developments in pension governance regarding investments
• Fiduciary Management for DB schemes
• Master Trust: Can DB experiences improve outcomes for DC trusts
73. 3FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
SEI – Key numbers
1968
300
50
Investing in
over
100
managers
465
£135bn
Founded
Investment
Experts
European
Institutional
clients
Institutional
clients worldwide
Assets Under
Management
As at 30 September 2013
74. 4FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
The past decade – a perfect storm for pension schemes
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
0
200
400
600
800
1,000
1,200
1,400
Giltyield
MSCIWorldIndex(GBP)
MSCI
10 YEAR GILTS
Source: Bloomberg
For most pension
arrangements equities are
used to generate returns
Long gilt yields mainly
determine the ‘price’ of the
liability for both DB and DC
75. 5FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Governance evolutions
• Emergence of Independent Trustees
• Formation of Investment Committees
• Outsourced Investment governance models including:
• DB Fiduciary Management
• DC Master Trust
76. 6FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Acceptance of Fiduciary Management in the UK
The market has continued to grow at a remarkable
pace, at over 20% every year since 2007.
77. 7FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Defining Fiduciary Management
This diagram represents services incorporated within SEI’s Fiduciary Management offering. All services shown may not be offered by other Fiduciary Managers
Trustee Board
Actuary Fiduciary Manager
Investment Advice + Implementation + Monitoring
Liability
information
Asset Allocation and
Risk Management
Investment
Implementation
Client Service &
Reporting
‘The mandate objective is typically to meet a funding level/liability target
within a prescribed timeframe.’ – KPMG, November 2013
78. 8FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Trustees decide where their time is best allocated
Strategic
Decisions
Implement Flight plan
Manager Search and
Selection
Manager oversight
Performance
Evaluation /
Rebalancing
79. 9FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Allocation Change: UK fixed income diversification
Allocation Change: De-risked allocation
Approximate
funding
level
differential:
16%
Allocation Change: Add Global fixed income
Allocation Change: Reduce Index Linked, Increase
High Yield Corporate and Emerging Market Debt
Client case study
Actual & Simulated Performance
Currency: GBP Gross of fees and charges. The Legacy Strategy represent simulated performance designed to replicate the Client’s strategy prior to SEI. Does not reflect actual
performance of predecessor investments nor any allocation changes that might have been advised. Past performance is not a Guarantee of Future Performance. As of 30/06/2012..
Implemented: Diversified strategic allocation
Fiduciary Management Legacy strategy
80. 10FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
The benefits of Fiduciary Management for trustees
FundingLevel
Proactive
Cost
Lower investment manager fees may enable a budget for Fiduciary
Management. The solution might be cheaper overall.
Governance
Control
Accountability
81. 11FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
SEI Trustees responsible for the bespoke DC solution
SEI DC Solution leverages governance commonly used for
DB schemes to improve member outcomes.
Employer
Employer (& current Trustees)
decide solution for the section
Administration
Communication
& Education
Investment
Manager selection
Investment menu
& Default Strategy
Sub-section(s) within
SEI Master Trust
Regular
Reporting
82. 12FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Reasons why sponsors select a DC Master Trust
• Paternal nature - accepts that members need help
• No desire to internalise the pension governance burden
• Solution for deferred members - alternative to Buy-out
• Reduce ongoing costs without compromising quality
83. 13FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
About SEI’s Institutional Group
SEI’s Institutional Group is one of the first and largest global providers of outsourced
fiduciary management investment services. The company began offering these services in
1992 and today acts as a fiduciary manager to more than 450 retirements, non-profit and
healthcare clients in seven different countries. Through a flexible model designed to help
our clients achieve financial goals, we provide asset allocation advice and modelling,
investment management, risk monitoring and stress testing, active liability-focused
investing and integrated goals-based reporting.
About SEI
SEI (NASDAQ:SEIC) is a leading global provider of investment processing, fund
processing, and investment management business outsourcing solutions that help
corporations, financial institutions, financial advisors, and ultra-high-net-worth families
create and manage wealth. As of June 30, 2013, through its subsidiaries and partnerships
in which the company has a significant interest, SEI manages or administers $507 billion in
mutual fund and pooled or separately managed assets, including $204 billion in assets
under management and $303 billion in client assets under administration.
For more information visit: http://www.seic.com/enUK/institutional-investors.htm.
84. 14FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Important information
This document and its contents are directed only at persons who have been classified by SEI Investments (Europe) Limited as a Professional
Client, or an Eligible Counterparty, for the purposes of the FCA New Conduct of Business Sourcebook.
This information is issued by SEI Investments (Europe) Limited, 4th Floor, Time & Life Building 1 Bruton Street, London W1J 6TL, which is
authorised and regulated by the Financial Services Authority.
No offer of any security is made hereby. Recipients of this information who intend to apply for shares in any SEI Fund are reminded that any such
application may be made solely on the basis of the information contained in the Prospectus.
This material represents an assessment of the market environment at a specific point in time and is not intended to be a forecast of future events,
or a guarantee of future results. This information should not be relied upon by the reader as research or investment advice regarding the funds or
any stock in particular, nor should it be construed as a recommendation to purchase or sell a security, including futures contracts.
The value of an investment and any income from it can go down as well as up. Investors may not get back the original amount invested. If the
investment is withdrawn in the early years, it may not return the full amount invested. In addition to the normal risks associated with equity
investing, international investments may involve risk of capital loss from unfavourable fluctuation in currency values, from differences in generally
accepted accounting principles or from economic or political instability in other nations. Narrowly focused investments and smaller companies
typically exhibit higher volatility. Products of companies in which technology funds invest may be subject to severe competition and rapid
obsolescence.
Whilst considerable care has been taken to ensure the information contained within this document is accurate and up-to-date, no warranty is given
as to the accuracy or completeness of any information and no liability is accepted for any errors or omissions in such information or any action
taken on the basis of this information.
Past performance is not a guarantee of future performance.
Investment in the range of SEI's Funds is intended as a long-term investment.
SEI sources data directly from the following vendors: Factset, MSCI Barra, Russell, TOPIX, FTSE, Barclays Capital and BofA Merrill Lynch. Where
appropriate, returns in base currencies are converted to the relevant currency using WM Reuters 4pm Spot rates.
85. 15FooterFor Professional Client Use Only – Not for Distribution to Retail Clients
Important Information on Case Study
Fiduciary Management Case Study
Performance of the SEI Strategy represents an actual client track record, representing an asset allocation implemented through our
UCITS Funds with the inclusion of investment strategies as a result of our enhanced advice.
The performance illustrated is reflective of the time period from the client’s first investment with SEI and assumes investment at the
beginning of the period indicated and reflects changes in allocations (as applicable).
SEI treats every client individually, therefore these results may not reflect the impact material economic and market factors, within the
timescale stated, may have had on SEI's decision making if a different client mandate was being managed. Past performance is not
indicative of future performance.
The Legacy Strategy is designed to replicate the client’s portfolio prior to transitioning to SEI. It was created using the client’s prior
asset class allocation matched to the closest SEI Fund based on asset type. This does not reflect the actual performance that would
have resulted had the client stayed in their original investments and does not incorporate any adjustments to allocations or
recommendations that may have been made to the client’s portfolio had they remained with their previous provider.
The legacy portfolio / strategy was weighted in the following manner: 12.85% SEI UK Equity Strategy (X% SEI Quantitative UK Equity
Fund and X% SEI Fundamental UK Equity Fund), 2.93% SEI US Large Companies Fund, 2.64% SEI European (ex-UK) Equity Fund,
1.88% SEI Japan Equity Fund, 2.60% SEI Pacific Basin (ex-Japan) Equity Fund, 0.45% SEI Emerging Markets Equity Fund, 1.19%
SEI Global Developed Markets Equity Fund, 45.47% SEI UK Credit Fixed Income Fund, 14.21% SEI UK Index Linked Fixed Interest
Fund, 4% SEI Global Government Fixed Income Fund, 9.54% SEI UK Property Fund, 2.24% SEI Offshore Opportunity Fund II.
Allowance has been made for deficit repair contribution inflow and benefits payment outflow from the portfolio.
Liability projections and inflation assumptions used with each Strategy are identical.
Master trust Case Study
Projections carried out using SEI’s capital market assumptions and returns (before fees) achieved by funds in the SEI Master Trust
over 1 and 3 years to 30 September 2013. Projected membership assumes a salary of £25,000, price and salary inflation of 2.5% pa,
a total contribution rate of 5% and a normal retirement age of 65. Annuity change based on the change in the FTSE Over 15 year gilt
yield over 1 year to 30 September 2013.
This information is for illustrative purposes only.
86. Looking ahead to 2020 and 2050
Adrian Lamb, Legal Director, Pensions and
Head of Trusteeship Services
adrian.lamb@bllaw.co.uk
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87. How full (or empty) is my glass?
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88. London Pensions Conference 2014
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89. London Pensions Conference 2014
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90. A =
Abandonment
Assets?
Auto enrolment?
Ageing population – and workforce
Aches and pains!
Ambition – defined or otherwise?
Active engagement
Annual management charges
Actuaries
Attitude
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92. “One Fiscal cliff delayed – but not avoided
What is normal?
“Zombie companies and individuals”
“Extend and pretend”
More for less (or at least no more)
Eurozone stagnation risk
Debt is not coming down
QE tapering/ emerging economies
BRIC - CIVETS – MINTS – SMARTIES - PIIGS
London Pensions Conference 2014
- the economic backdrop
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93. London Pensions Conference 2014
Many children “slower runners than their
parents were”
Average
household debt
doubled in last
decade - £54k
per household
and now stands
at a total of
£1.43 TRN
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95. More bad news if valuation 1st half 2013
Auto enrolment to cope with on top of everything else
Total costs on the rise – where can I make savings?
Resource shortage so can I stay on top of it all?
Can I be confident that I know the true position?
Do I have time to look ahead? Do I have time not to?
An Employer’s perspective – a look
back at the last 12 months
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96. More - or at least the same - for less – adviser fees
Focus on value (or cost)?
Continued trend towards fiduciary management (or FM
lite)
Still a wall of money waiting for Buy ins/outs
Data and benefit audits
TPR expectations and pressure on governance
Even less time = even more focus
Trustee’s perspective – a look
back at the last 12 months
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97. Trustees’ circle of interdependencies
Employer
covenant Funding
Investment
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98. Predictions for 2020
Private sector DC world –
adequacy a real issue
Public sector still DB
Debt and deficit + legacy DB – still
with us
AE contributions start to rise
State pension age increases
accelerated
England still haven’t won the
World Cup
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99. Predictions for 2050
State pension is safety
net, not entitlement for
some/all
DC evolves to CDC/other
models
Public sector pensions
rumble on
Debt and deficit + legacy
DB – still with us
AE contributions at
minimum 15% combined
State pension age at 75
and rising
England current holders
of Football and Rugby
World cups and the
Ashes and Europe has
won the Ryder Cup 15
times in a row
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100. Reasons to be cheerful?
•Recovery is taking hold – BOE
•Latest growth figures encouraging
•Car production and sales are up - SMMT
•Factory orders strongest since 1985 - CBI
•House prices are on the up in most areas?
•2013 - 7th warmest year since 1850?
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101. Things to take away from today
Liabilities - follow the rules but check your data
Manage/mitigate all of your risks
Good governance is essential and worthwhile –
Most DB schemes headed for either buy out or PPF
– but is there an alternative?
Master trusts/aggregated schemes?
Other efficiencies are also available
K.I.S.S.
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102. Things to take away from today
IMPROVING DC OUTCOMES
Good choice of funds, including default fund
Salary sacrifice
Annual management charges
Save more tomorrow?
Governance matters just as much here and with
increasing focus from regulators and government
Master trusts/aggregation
It’s in everybody’s interests that it is made to work
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103. Employer checklist
Employment costs likely to rise
AE is not just compliance – engagement may pay
dividends
Scrapping DRA adds others pressures but creates
opportunities – can you get more value for the
spend?
Contracting out is going – think about it soon
More governance needed for all DC
Good governance pays off in the end
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104. Trustees’ checklist
Manage the assets effectively
Monitor the covenant effectively and proportionately
Manage your costs – savings in time and money are
possible
Monitor your time, your governance and your
performance
Make sure you know your liabilities
Be prepared for any opportunities
Good governance pays off in the end
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105. Looking ahead to 2020 and 2050
Adrian Lamb, Legal Director, Pensions and Head of
Trusteeship Services
adrian.lamb@bllaw.co.uk
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