I was impressed recently when reading the perceptive view of one of our Trustee Accelerator Programme trainees, Tom Dibble.
Tom, 33, applied for his place on the programme on a whim and told us “I never thought this would be for me, I assumed trustees were older professionals at the end of their careers. TAP completely changed that perception.”
For years we’ve heard that pensions are evolving, well now they genuinely are, at an unprecedented pace. We are all having to adapt to the drive for scale and value, and challenge the sort of perceptions Tom rightly identifies.
We need to engage and train a new generation of pension professionals who see the value of pensions not just through a traditional DB lens, but who also have the skills to deliver the best outcomes for DC savers in 20, 30, 40 years' time.
This year, the Pensions Management Institute celebrates its 50th anniversary - a milestone that reflects five decades of commitment to professionalism, education and better outcomes for savers. It is a moment to recognise the extraordinary contribution of our members, volunteers and partners. But more importantly, it is a moment to look ahead.
The decisions we all make now - about capability, governance, scale and regulatory design - will shape the financial futures of millions. The PMI’s role, as it has always been, is to help the system rise to that challenge with clarity, competence and confidence.
Raising Professional Standards Across the System
Professionalism is the foundation on which the PMI was built, and in 2026 it becomes our most visible and urgent priority.
Regulatory expectations continue to rise, yet capability across the system remains uneven. Too often, minimum compliance is mistaken for quality. Our mission is to continue to close that gap by championing the standards, skills and behaviours that lead to better decision‑making and stronger member outcomes.
Our work in this area is already expanding. Our evolving and modernising qualifications and training programme continues to set the benchmark for competence among trustees, administrators and those working for the pension schemes of the future, from DB Superfunds to DC mega funds.
We’re also providing a clear, rigorous pathway for both lay and professional trustees. And our offering is also more practical, with updates such as more regular exam resit opportunities ensuring it works for employers and their staff. And our newly launched PMI Approved Centre – Factito – is supporting pension professionals to gain the skills and qualifications to succeed.
As the official qualifications provider for trusteeship, we will continue to strengthen accreditation, ensuring it remains a trusted signal of excellence across the industry.
We are also deepening our collaboration with organisations committed to raising standards. Through our Development Partnerships, we work closely with employers, advisers and service providers who share our ambition for a more capable and confident pensions workforce. These partnerships help us shape industry practice, amplify practitioner insight and ensure our policy positions are grounded in real operational experience.
In 2026, we will continue to use these partnerships to champion one message: professionalism is not optional. It is the cornerstone of a well‑governed pensions system.
Education and the Talent Pipeline
The future of pensions depends on people - skilled, curious, diverse people who understand the responsibility of long‑term decision‑making. Education has always been PMI’s strategic lever, and in 2026 it becomes even more central.
As Tom Dibble and others like him highlight, one of our most exciting initiatives is our expanded Trustee Accelerator Programme (TAP). We recently announced that four of the biggest master trust providers are now official TAP sponsors. They are helping to widen the talent pipeline by supporting individuals from outside the traditional pensions profession who want to contribute to long‑term financial decision‑making. Fully funded and open to the whole industry, TAP removes barriers to entry and helps trustee boards better reflect the diversity and lived experience of the members they serve.
Governance Effectiveness and System Design
The UK pensions system is undergoing profound structural change. Consolidation, scale and regulatory complexity are reshaping how decisions are made and who makes them. Questions about board composition, accountability and regulatory architecture are becoming more pressing.
In 2026, the PMI will continue to engage closely with government and regulators to develop the policies that will shape governance effectiveness and system design. But our role will go far beyond consultation responses. With a substantial volume of pensions reform expected to flow from the Pension Schemes Bill and the Pensions Commission, the PMI will play a critical part in helping schemes understand, interpret and implement the new requirements in practice.
Through guidance, training and direct engagement with industry, we will support trustees and administrators as they navigate new duties around governance, transparency, reporting, data management and member protection.
Looking Ahead
As we celebrate 50 years of the PMI, our purpose remains unchanged: to raise standards, strengthen capability and support a pensions system that delivers for every saver. The next chapter will be defined by professionalism, education and governance excellence - and by the collective commitment of our members and partners to build a system worthy of the trust placed in it.
The next 50 years start now.
Last update: 2 March 2026
