And this growth could accelerate as the COVID-19 pandemic compels organisations to seek ways to reduce their operating costs. The lockdown has had an incredible impact on most companies’ revenues and working practices. Quite simply, in the post COVID-19 world, an in-house Defined Contribution (DC) trustee governance model might just be considered ‘too difficult to do’.

The key aspects of providing workplace DC provision are familiar and apply equally to own trust DC schemes and DC Master Trusts: administration and record keeping; member engagement and communication; investment default strategy and self-select options all with governance oversight. Other considerations include costs, sustainability and proposition developments.

Let’s look at sustainability and development in the context of Master Trusts in more detail.

Sustainability

The financial position of a Master Trust will influence the pricing approach that it adopts and offers to members, as well its ability to develop and enhance the member experience.

Master Trusts are assessed under five criteria by the Pensions Regulator. These include the ‘financial sustainability’ of the scheme and the requirement for an ‘adequate continuity strategy’ should it get into any financial difficulties.

Master Trusts are required to have a ‘scheme funder’ while persons involved in managing and running the scheme must be ‘fit and proper’.

Therefore, long-term financial sustainability and a strong balance sheet is of paramount importance. So, too, is having the appropriate mix of skill sets within the trustee board with commercial experience of operating a complex financial business being particularly relevant. This combination will result in the Master Trust being a long-term successful provider.

Development

Master Trusts benefit from scale and from their ability to invest in developing the member experience, to access new technologies and investment innovation. However, development is not merely about the latest technology or app: it is fundamentally about safeguarding the ability to deliver the essentials, as the current turmoil has highlighted.

This is underpinned by having a sustainable business model, which delivers real value for money: not just for employees, but also for employers who need support with transition as well as ongoing scheme management. It has never been more important to ensure pensioners receive their pension accurately and on time.

It has also never been more important to support members so that they can still have the ability to speak to someone about their pension, if they are worried about their job or the value of their savings.

Therefore, development has to include ensuring that members have access to the essentials when they need it most, as the current turmoil has highlighted.