Our national Pension Management team has a broad range of experience in the running of pension schemes and can provide tailored support as part of the client’s own team.
We played a critical role in helping secure the pensions of 9,000 BHS staff. Our work for this client has been very much a team approach, with a number of service areas coming together to provide advice and support to achieve a superb result.
Our client, P&O, has around £1.5 billion of pension liabilities on an IAS19 basis, in three separate defined benefit (DB) pension arrangements.
We have provided actuarial and investment services to a £20m pension scheme, whose sponsoring employer is a design and manufacturing company in the aerospace industry.
We were appointed to advise a client with ~£400m of assets in 2015 and this case study sets out how we worked with the trustees and employer to ultimately reduce risk and increase expected returns while working towards an agreed objective.
We provide a regular funding and investment monitoring service to the trustees of a £40m scheme. The trustees asked us to review the funding and investment strategies of the scheme, in particular with a view of reducing the risk of the deficit increasing further.
We recently advised a client that was looking to develop a comprehensive financial management plan for the scheme, targeting a fully de-risked and liability matched investment strategy in the mid-2020s and thereafter moving on to buy-out. This plan aimed to strike a balance between the trustees’ desire to reduce risk, and the employer’s business needs.
One of our clients has been facing some challenging covenant issues and so our actuarial and investment consulting teams have worked closely together to provide proactive advice to help the trustees take steps to strategically manage these risks.
In 2013 the Trustees of a Charity asked us to use modelling to illustrate possible future investment returns and volatility resulting from the Charity’s current asset allocation, and then to suggest possible alternative asset allocations.
During early 2012, one of our schemes was constrained by the funding basis and the availability of contributions from the employer to the extent that it could not afford to reduce the level of risk and purchase additional protection at the current market price.