Client feedback


We always receive an extremely high level of professionalism from PSGS, allowing us to make informed and appropriate decisions. Their advice is always timely and well received, allowing us to focus on what are the important key issues. They are always accessible and I would not hesitate to recommend their services!
Danny Nussbaum,
HR Director, Volvo Group UK Limited
Fiona brings perspective from other schemes and therefore a wider knowledge.
Ann is very proactive and ensures we address all issues well ahead of time and extremely efficiently.
Ian Edwards,
Comet
Proactive in driving the agenda and leading the scheme on its logical journey.
Caroline Rand,
Historic Royal Palaces
Appointing Kevin as KBC professional trustee was one of the best decisions the bank took. He complements the other two trustees and also appreciates the position of the employer too. The experience a professional trustee adds is invaluable and they can share their knowledge and market practice within the KBC plan. Kevin manages the budget in consultation with the bank, fully debriefs all parties and maintains a constant dialogue with myself (as HR Manager) and trustees. Since we have worked together for a number of years, Kevin also appreciates some of the limitations we face ie budgets, and always comes up with a proactive approach and solution. His input is particularly valued by the bank trustee who is an actuary in our pensions department in Belgium Head Office.
Sharron King,
KBC Bank
Kat & Jason are very good at making it happen – they just take care of it.
Stephen Allaker ,
Bristol Myers-Squibb

Fiduciary management: are you sure you know what you’re buying?

Fiduciary management is certainly popular and, with the CMA review, particularly topical. The thing is, pension trustees really need to be sure they know what they’re buying. Well, actually, they need to be sure they know what they want and that what they’re buying is the same as what they want!

An example…

I was appointed professional trustee to a new client and, unusually, attended my first pension trustee meeting for them that same day. The trustees had taken investment advice and were about to act on this advice and implement a revised investment strategy.

During the discussion on this agenda item, it became clear the advice the pension trustees had received (and were about to implement) didn’t match what they were actually looking for. Alarm bells were ringing. As a professional trustee I needed to make sure the board progressed on the right foot, but it was my first meeting and I also needed to make sure I developed the right working relationships for the future. What’s a lady to do?

Although it was my first meeting, I was able to support my co-trustees in re-examining the decision by explaining the difference between what it is they understood they were getting (full fiduciary management) and what they would be getting if they went ahead as planned (an investment platform providing a partial delegation solution). The decision to implement wasn’t taken that day and I was able to help the pension trustee board select a new investment adviser and progress to implement an appropriate solution shortly thereafter.

Fiduciary management is complex. It has several different names, forms and each fiduciary manager has particular strengths and weaknesses. I’m fortunate being part of a professional trustee firm where we get training and share expertise and experience across a wide range of clients. It means I can be confident in my knowledge but can see just how confusing it can be for others.

My advice for other pension trustees? It isn’t worth risking making a decision that is difficult and expensive to undo - expert help is critical and, as the CMA tells, us, that help has to be independent.

 

 

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