Client feedback

Gillian and Curtis provide an excellent service to the trustees. They are approachable and possess a huge amount of knowledge. Everything appears to work smoothly which I am sure is due to the immense amount of work they do in the background to ensure all paperwork is available and up to date.
Ian Woods,
KGPT trustees
I found the trustee training really beneficial, highly recommended. I am not a trustee, I represent the employer and I think it will be valuable for me in future, having a better understanding of the trustees' perspective.
Dave Strain,
Royal Yachting Association
Ann and her team are very knowledgeable and proactive, liaise well with our other advisers and provide the Trustees with an invaluable secretarial service.
Ian Edwards,
Chair of Trustees, Comet
​I enjoy working with PSGS and we have a very positive relationship. I was new to pensions and found them very helpful.
Bruce Allison,
I wanted to look at the effectiveness of our trustee board, so Gillian, our PSGS scheme secretary, provided their trustee self-assessment tool to help me gather thoughts and opinions from others on the board. The tool was extremely easy to use and asked all the right questions to help me collect the information I needed as Trustee Chair. It is a great example of the way PSGS shares knowledge with their clients and makes dealing with key governance issues easy. As well as enabling me to meet one of the Regulator’s 21st century trusteeship requirements, using the tool has flagged trustee training needs and ways we could improve trustee meetings further.
Claire Silvester,
Vector Aerospace
The trustee training course lecturers' explanations and willingness to answer questions were most valuable - even silly ones - although I have learnt there are no 'silly questions' that trustees should ask.

Taking a deep dive into technology and pensions… part 2

Part 1 of this blog looked at some positive outcomes that can be achieved by a pension scheme setting sail on a digitisation journey. In part 2, I’ll tackle overcoming barriers head on!

“I’m too busy”

If you feel you simply don’t have the headspace or capacity to look at this within your pension management team, first look for assistance internally – maybe the sponsor has a change or performance excellence team you can tap into. Then look externally, outsource the pain to pensions management experts who can dive straight in and instantly add value. Remember what you’ve got to gain…

“We don’t have any budget for this”

Putting together a cost benefit analysis will demonstrate the value of embarking on a digital journey. It will show investment of time and resources can be worthwhile, helping counteract the too busy argument too.

“People prefer to talk to someone and/or I don’t like/use computers”

There’s often a misconception that older pension scheme members do not like technology. The rise of technology use is well documented – ONS figures showed use of the internet for 65-74 year olds grew from 52% in 2011 to 83% in 2019. Yes, technology isn’t suitable for all members and there should be options to opt out of online, but this should be the exception rather than the default.

My recent experience showed roughly 2/3rds of pension members under 70 were happy to remain online when given the choice. However, testing user experience is crucial to the success of ongoing engagement, as is providing assurances over data security and protection to allay any fears pension trustees and scheme members may have.

“Robots are taking over our jobs!” (or “we’ve always done it this way”)

Technology should complement skilled staff, removing routine operational tasks so more human time can be spent on complex or strategic work and giving headroom for personal and professional development. New services can be developed to create brand new opportunities. Challenge the status quo. The workstream owner/project sponsor should clearly outline the value added and pain removed to colleagues and stakeholders.

Setting sail and keeping on course

Leveraging technology is by no means easy sailing. However, a planned approach can get the engagement you need and help focus your time. Here’s an outline of steps to set your course:


  • investigate your major pain points
  • consider how pension scheme work is going to change in the next 5+ years
  • research and speak to similar pension schemes or industries
  • understand the completeness of your data
  • identify the key decision maker(s) you need to engage with


  • prioritise your areas of improvement across each quarter in a 1-3 year programme
  • assess if you have the skills with your pensions management team or elsewhere at the scheme sponsor
  • prepare a business case
  • seek feedback – give key stakeholders and users a voice
  • run pilots for large scale changes


  • clear communications are key from the start of the journey to go live
  • make training available and accessible where required
  • monitor progress and measure the impact of the changes - share this with key stakeholders and celebrate successes along the way

Always challenge your advisers over what they’re doing to make your life easier and pressure them to work smarter for your pension scheme’s benefit. There are technology-based opportunities already out there or in advanced development that you could benefit from immediately, for example:

  • member tracing and ID
  • digital signatures
  • virtual meeting and governance platforms
  • Power Bi (interactive reporting)
  • real time reporting
  • retirement modellers through to IFA support for those approaching retirement
  • fully online retirement processing

Welcome unchartered waters

Performance improvement and better use of technology should be a continual process. Technology is moving at a rapid pace, so you need an effective mechanism to keep an eye on developments and leverage gains as quickly as possible. Support this by creating and embedding a culture of change – have ‘champions’ to help spread the message and deliver what’s needed.

For me, this is about providing pensions governance plus, ie not just complying, but reviewing best practice with the aim of reducing day-to-day pains and adding value to the running of a pension scheme.



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