Our tried and tested knowledge of pensions management has enabled to remain industry leaders throughout our forty-plus years of operation.
A pension is an investment in the future. We want to make that future the best it can be.
Our commitment to conducting and delivering unparalleled qualifications and insights into pensions management helps us equip every professional with the right tools and knowledge to help them achieve pensions excellence.
From thought leadership to technical pieces, knowledge hub keeps our members and pensions professionals up to date with recent developments in the industry.
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COVID-19 has accelerated the disruption to the UK’s job market, catalysing an ongoing decline in permanent employment. Now, one in seven workers in the UK are on flexible contracts, up 25% over two decades. These workers are part of the growing quantum employment fleet, defined as a contractor working small, incremental jobs across a range of employers or end clients. Today, it is not uncommon for contractors to work just a morning or even a number of hours one day with one employer and then work double shifts later that week for a different client.
Sole Trusteeship is growing and looks set to continue. There are drivers for this, but some are concerned about this development resulting in higher costs, more employer focus than member focus and the potential for trustees to go unchallenged. This article explains why these concerns are largely unfounded and ways to mitigate some concerns.
It has, of course, become the new normal to talk about the new normal! But there have been so many changes affecting Defined Benefit (DB) pensions that grouping these by broad themes could be a worthwhile exercise.
The International Monetary Fund has warned that the world economy faces a long, slow recovery from COVID-19 and it seems likely that some UK employers will start to struggle.
Unless you’ve been living in the proverbial cave for the last twelve months, it’s likely that your world has been turned upside down. The normal way of going about our business and private lives has had to change.
The introduction of lockdown in March was a period of confusion and disruption in workplaces throughout the country. This was as true for us at PMI as it was for other organisations. There was a rushed period of collecting personal effects and hurried farewells before leaving our familiar and well-loved premises in Tower 42 for what we initially supposed would be a period of a few weeks. Apart from significantly underestimating the length of time that we were to be absent, we gave little thought to the extent to which a temporary emergency would result in permanent change.