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Top 100 Pension Schemes 2010
www.professionalpensions.com February2010
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Contents
www.professionalpensions.com Top 100 pension schemes 2010
Sponsored article 4
Lucida
Top 100 at a glance 6
Sponsored article 7
Sackers
Results I 8
Sponsored article 9
PPM
Results II 10
Analysis 18
The Professional Pensions Top 100 Pension Schemes survey has produced some
interesting results, as Helen Morrissey reports
Charts 20
Analysis 22
Sebastian Cheek looks at the results of the top 100 pension schemes survey and finds
there have been several significant changes since last years study
Results III 24
Welcome to this years Top 100 Pension Schemes survey. UK pension
schemes have undergone difficult times during the past 12 months and I
think that this has been demonstrated in the results of this years survey.
In addition to answering questions regarding capital values, asset
allocation etc. we also asked pension schemes a number of questions
regarding the measures they have taken to deal with market volatility,
increasing scheme deficits etc.
While we asked for a lot of information from pension schemes we were
not left disappointed by the response. Pretty much all the schemes we
contacted were happy to help and provided us with all that we needed
to put together the survey. I would like to take this opportunity to thank all of the participating
pension schemes for their support this year and I hope that this will continue into the future.
Helen Morrissey, Supplement editor
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A Professional Pensions supplement
Surviving a diffcult year
Sponsored article
Top 100 pensions schemes 2010 www.professionalpensions.com
The last few years have seen all in Britain suffer that famous
Chinese curse May you live in interesting times. An
unprecedented global banking crisis causing widespread
economic turmoil, falling markets, plummeting interest
rates and a deep and lengthy recession. The stuff of disaster
movies really; expect the Hollywood version soon.
The good news of course is that the dust is settling, mar-
kets have bounced back to an extent, stability is returning
slowly but surely. And finally and officially, the UK is out
of recession and is starting its recovery.
For those running defined benefit pensions, recent times
have pushed in two different directions. On the one hand, the
turmoil has highlighted just how hard it is becoming to cope
with the risks faced by these schemes, with struggling spon-
sors, volatile markets and falling interest rates adding to the
challenges of increasing longevity and evolving regulation.
Never has the desire to de-risk been so heightened. However
on the other hand, that same economic upheaval has made
it harder for schemes and their sponsors to take the steps to
reduce risk they want to.
But now that the economic dust is settling and stability
and growth is returning, trustees and sponsors have a
renewed opportunity to get to grips with the risks they face
and to explore the practical measures they can take to reduce
it. Indeed, a number of schemes have already taken advan-
tage of this opening window as evidenced by the significant
upturn recently in de-risking market activity.
So what are the risks that trustees and sponsoring
employers need to consider?
They are in fact many, varied and often interlinked, making
John Smitherman-Cairns of Lucida looks at how the pensions industry is reassessing the landscape in the aftermath
of the global financial crisis
Running pension schemes as Britain bounces back
the first essential step one of risk assessment and analysis.
Perhaps the most fundamental risk is that of the
employer sponsoring the scheme no longer being able to
support it. As the impact of the recent financial crises and
recession takes its toll, sadly this is a risk that increasing
numbers of trustees must face.
The more common risks faced by all trustees to one
degree or another and very much in the spotlight recently
include the risks that market and investment volatility leave
a black hole in the scheme, and that falling interest rates,
higher than expected inflation or ongoing improvement in
longevity push up the costs the scheme has to meet.
While these are the high profile risks hitting newspaper
headlines, there are additional risks that must be taken just
as seriously. These include the operational risks associated
with running the scheme, the legal risk that the regulatory
environment changes to the detriment of the scheme, and
finally counterparty risk the risk that one or more of the
partners in the management of the scheme fails.
It is crucial that trustees allocate the right amount of time
and energy to a full and proper assessment of the risks the
scheme faces. Once they understand the risks that they are
faced with running, then they can start to develop a risk
management plan to address them.
Given the technically challenging nature of these issues
and the state of flux in which most of them exist, it is not at
all surprising that developing such a plan may feel daunting.
The good news is that organisations like The Pensions
Regulator and the Association of British Insurers have pro-
duced very helpful education material to assist trustees, and
of course pension scheme advisers and buyout companies
are also more than happy to provide support.
Sponsored article
www.professionalpensions.com Top 100 pension schemes 2010
Running pension schemes as Britain bounces back
Turning to the actions that can be taken to reduce risk,
there is a wide and growing range of options available to
trustees now a highly useful and continually improving
tool kit to turn to when seeking to address the risks
inherent in running a defined benefit pension scheme. From
universally useful data cleansing exercises, to more bespoke
liability driven investment strategies, from insuring against
longevity risk, to taking the first steps towards a full buy out
of the scheme.
The latest tool to be added to the de-risking kit is the lon-
gevity swap. Although these have been carried out for years
in the insurer to reinsurer world, last year saw the first use
of a longevity swap to reduce risk in a pension scheme.
The recent upturn in de-risking activity across defined
benefit pensions has seen a number of schemes follow
this first arrangement to embrace this latest fashion in
risk reduction. Under a longevity swap, in exchange for a
known series of payments, the counterparty will pay the
actual pension payments.
This approach has the advantage of requiring no major
outlay up front, but instead the payment of an ongoing pre-
mium over time for the swap. These cost advantages clearly
have appeal, especially when memories of the recent finan-
cial crises and its effects are so fresh in peoples minds.
These arrangements are currently one of the most talked-
about de-risking solutions and while longevity swaps do
offer a useful additional tool in the pensions de-risking kit,
they need to be approached and evaluated with caution as
they may not represent the risk reduction panacea some of
the hype might suggest. Trustees and sponsors need to be
careful to recognise the important limitations of using lon-
gevity swaps.
The fundamental limitation should be obvious; a lon-
gevity swap can only only address one of the risks faced
by a pension scheme, that of increasing longevity. This is
rarely the only or even the most significant risk faced by
a scheme, as the essential initial step of a thorough review
of all risks faced by the scheme will confirm. The other key
risks interest rate, inflation, market and operational risk
are left largely untouched by a longevity swap. In fact,
use of a longevity swap can actually increase operational
risk, through added complexity and the interaction between
benefits that will occur.
In contrast to the narrow risk reduction achievable through
a longevity swap, a buy-in provides a significantly more
holistic approach to risk reduction covering interest rate,
inflation, longevity, market and operational risk for the mem-
bers or portion of members covered by the buy-in policy.
It is true that the cost of a full buy-in or buyout may seem
prohibitive in the current climate for many schemes, but
there is an excellent first step available through a partial
buy-in. This offers a lower cost option, but with far wider and
more comprehensive benefits than can be delivered through
a longevity swap.
The accompanying diagram provides a useful visual
explanation of the relative risk reduction delivered through
longevity swaps and partial buy-ins.
A good example of a partial buy-in was the arrangement
Lucida wrote with the Merchant Navy Officers Pension Fund
last year. This was a partial buy-in, securing approximately
half of the benefits of all pensioners. The partial buy-in
made communication with members easier this was an
investment decision for the scheme and not a decision to
insure specific individuals. It gave the scheme added secu-
rity by protecting against the longevity of every pensioner,
thereby reducing the risk of the wrong members dying.
Without careful thought, a partial buy-in, like a longevity
swap, could potentially restrict future opportunities for fur-
ther risk reduction activity. However with careful structuring
there are a number of alternative next steps that a scheme
can take on the path to full de-risking:
The partial buy-in could be left in place and the unpro-
tected liabilities could be covered with a further partial buy-
in with the same or a different provider. The providers could
then work together to share administration functions.
The partial buy-in could be converted to a reinsurance
policy to be transferred to a different provider as part of
measures to de-risk more of the scheme.
And finally, the existing buy-in could be restructured, for
example by moving from covering say half of the benefits
of all members to all of the benefits of half of the members.
So there is no reason to fear that opting for a partial
buy-in as a first step in risk reduction will restrict the avail-
ability of the full range of potential solutions for further
de-risking measures in the future and every reason to think
that a partial buy-in will significantly reduce risk across all
risk categories.
The interesting times of the last two years have added
considerably to the already extensive challenges involved
in running a defined benefit pension scheme. Sadly, many
schemes are underfunded, facing deficits of varying extent.
But despite the Chinese curse, there is an impressive array
of effective and flexible solutions on offer to help trustees and
sponsoring employers deal with the need to reduce the risks
they face. As economic conditions stabilise and the country
continues its climb out of recession, the time is right to look
hard now at what can be done to reduce the risks involved in
providing these schemes going forward.
While a longevity swap can be visualised as removing one layer of the risk cake, a partial buy-in can actually cut through
all the layers and remove part of each risk completely and permanently.
Chart 1:The risk cake
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John Smitherman-
Cairns is corporate
development
director at Lucida
Top 100 pension schemes at a glance
Top 100 pensions schemes 2010 www.professionalpensions.com
1 NHS&ScottishTeachersSuperannuationSchemes 37.72bn
2 BTPensionScheme 32.60bn
3 UniversitiesSuperannuationScheme 28.00bn
4 RoyalMailPensionPlan 23.67bn
5 ElectricitySupplyPensionScheme 19.30bn
6 TheMineworkersPensionScheme 19.22bn
7 TheRBSGroupPensionFund 17.50bn
8 RailwaysPensionScheme 16.83bn
9 BarclaysBankUKRetirementFund 16.00bn
10 BPPensionFund 14.7bn
11 NationalGridUKPensionScheme 11.05bn
12 BritishCoalStaffSuperannuationScheme 11.05bn
13 TheShellContributoryPensionFund 10.59bn
14 GreaterManchesterPensionFund 9.90bn
15 StrathclydePensionFund 9.60bn
16 BritishSteelPensionScheme 8.70bn
17 LloydsTSBGroupPensionSchemeNumberOne 7.93bn
18 BBCPensionTrustLtd. 7.90bn
19 WestMidlandsPensionFund 7.40bn
20 HBOSFinalSalaryPensionScheme 6.80bn
21 GSKPensionSchemes 6.70bn
22 ImperialChemicalIndustries 6.66bn
23 Rolls-RoycePensionFund 6.60bn
24 BANewAirwaysPensionScheme 6.09bn
25 BAESystemsPensionScheme 5.97bn
26 WestYorkshirePensionScheme 5.93bn
27 BritishAirwaysPensionScheme 5.92bn
28 HSBCBankUKPensionScheme 5.85bn
29 AvivaStaffPensionScheme 5.80bn
30 Co-operativeGroupPensionScheme 5.40bn
31 UnileverUKPensionFund 5.06bn
32 GroupoftheElectricitySupplyPensionScheme 4.93bn
33 PrudentialPlcDefinedBenefitScheme 4.90bn
34 TfLPensionFund 4.61bn
35 IBMPensionPlan/IBMITSolutionsPensionScheme 4.30bn
36 MerseysidePensionFund 4.30bn
37 CivilAviationAuthorityPensionScheme 4.25bn
38 Marks&SpencerDefinedBenefitScheme 3.98bn
39 LloydsTSBGroupPensionSchemeNo.2 3.89bn
40 BMW(UK)HoldingsOperationsPensionScheme 3.86bn
41 SouthYorkshirePensionFund 3.72bn
42 InvensysPensionScheme 3.57bn
43 TheTescoPlcPensionScheme 3.45bn
44 ThePensionsTrust 3.44bn
45 ZurichFinancialServicesUKPensionScheme 3.40bn
46 BootsPensionScheme 3.30bn
47 LondonPensionFundAuthorityPensionFund 3.24bn
48 MmcUKPensionFund 3.21bn
49 DiageoPensionScheme 3.13bn
50 Tyne&WearPensionFund 3.10bn
51 AstraZenecaUKPensionFund 3.10bn
52 TRWPensionScheme 3.00bn
53 RWEnpowerGroupDefinedBenefitScheme 2.92bn
54 TheLancashireCountyPensionFund 2.90bn
55 SALPensionScheme 2.83bn
56 NetworkRailSectionOfTheRailwaysPensionScheme 2.80bn
57 BritishEnergyGenerationGroupofESPS 2.80bn
58 MerchantNavyOfficersPensionFundorMNOPFforshort 2.70bn
59 J.SainsburyPension&DeathBenefitScheme 2.61bn
60 KentCountyCouncilSuperannuationFund 2.48bn
61 NottinghamshireCountyCouncilPensionFund 2.47bn
62 NorthernIrelandLocalGovernmentOfficersSuperannuationFund 2.47bn
63 FirstgroupPensionSchemes 2.40bn
64 HampshireCountyCouncilPensionFund 2.40bn
65 CheshirePensionFund 2.36bn
66 LothianPensionFund 2.31bn
67 ExelRetirementPlanDHLRetirementPlan 2.31bn
68 AXAUKplcGroupPensionScheme 2.30bn
69 AvonPensionFund 2.30bn
70 FordMotorCoLtdSalariedPensionFund 2.20bn
71 TeessidePensionFund 2.20bn
72 LeicestershireCountyCouncilPensionFund 2.18bn
73 NestleUKLtd. 2.17bn
74 ITVPensionScheme 2.15bn
75 BAAPensionScheme 2.14bn
76 G.E.C1972Plan 2.10bn
77 BankofEnglandPensionFund 2.10bn
78 ScottishandNewcastlePensionFund 2.09bn
79 ImperialTobaccoPensionFund 2.05bn
80 FordMotorCoHourlyPaidContributaryPensionFund 2.05bn
81 ScottishPowerPensionScheme 2.00bn
82 TheBocPensionScheme 2.00bn
83 JohnLewisPartnershipTrustForPensions 1.96bn
84 HertfordshireLocalGovernmentPensionFund 1.94bn
85 GKNGroupPensionScheme 1.92bn
86 EDFEnergyGroupOfTheElectricitySupplyPensionScheme 1.90bn
87 Cable&WirelessSuperannuationFund 1.90bn
88 PhilipsPensionFund 1.90bn
89 NorfolkPensionFund 1.90bn
90 LafargeUKPensionPlan 1.88bn
91 NorfolkPensionFund 1.85bn
92 TotalUKPensionPlan 1.85bn
93 JaguarLandroverJaguarPensionPlan 1.84bn
94 Royal&SunAllianceGroupPensionScheme 1.80bn
95 AssociatedBritishFoodsDBSections 1.80bn
96 DevonCountyCouncilPensionFund 1.78bn
97 DerbyshireCountyCouncilPensionScheme 1.76bn
98 ReedElsevierpensionScheme 1.74bn
99 ESPSPensionScheme 1.70bn
100 StaffordshirePensionFund(LGPS) 1.68bn
Sponsored article
www.professionalpensions.com Top 100 pension schemes 2010
Passengers on the Tube are repeatedly
warned to mind the gap when travel-
ling. In the world of pensions, where the
destination is satisfactory income in retire-
ment, members of work place contract-
based pension schemes need to beware of
the potential governance gap related to
their own investment vehicle.
The dynamics of a defined contribution
(DC) scheme are such that it is the indi-
vidual member (rather than the employer)
who bears the investment, inflation and
longevity risks associated with pension
provision. It is a financial journey of ups
and downs requiring active engagement
in order to make the right decisions along
the way. Whilst members of a trust-based
DC scheme have dedicated trustees to
look after their interests, in a contract-
based scheme no-one has to take respon-
sibility for monitoring its performance
or management. The Pensions Regulator
(the Regulator) is hoping that employers
will volunteer to help fill the void.
Why should the employer care?
From the employers perspective, it could
be argued that a contract-based DC
arrangement is the best way to avoid any
future obligation to oversee or become
involved in the running of the scheme.
In such a scheme, the employer generally
has no contractual relationship with the
pension provider. Its role is usually lim-
ited to selecting a provider, providing the
mechanism for employees to contribute
and, if it wishes to do so, making con-
tributions on their behalf. At present,
employers are not required to look after
their employees financial interests.
However, this lack of engagement
can be damaging for both the scheme
members finances and the employer
itself. If the scheme performs badly it
does not reflect well on the employer.
The employer could face criticism from
employees for choosing a poor provider
or have problems recruiting or retaining
employees. In addition, increased engage-
ment can prevent logistical problems
which could be both time-consuming
and costly to rectify.
What does the Regulator think?
The Regulators powers extend to all
work-based pensions, including con-
Chirag Ghelani considers the issues surrounding contract-based DC arrangements
and the role employers can play
Please mind the governance gap
tract-based schemes. Given the rise
in popularity of such arrangements,
the Regulator has produced guidance
1
to encourage voluntary employer
engagement. It believes such engage-
ment improves the protection of
members benefits and promotes good
administration.
Research by the Regulator suggests
that around half of contract-based
schemes already have some form of
governance in place. As every scheme
is different and no one size fits all,
it suggests a variety of governance
structures. For example, a management
committee (involving employee repre-
sentatives and even the trustees of any
existing occupational scheme), or the
use of an independent financial adviser
to monitor the schemes operation and
appropriateness. It also recommends
some form of employee involvement,
either through a staff forum or a union,
to enable employees to ask questions
regarding the scheme and provide a
focal point for raising issues.
Should employers bridge the gap?
The decision will depend on the indi-
vidual employer. The Regulators guid-
ance is purely voluntary and there is
no penalty for opting not to follow it.
However, it appears there are a number
of tangible benefits in doing so.
It is suggested that improved gov-
ernance arrangements can enhance
member understanding and apprecia-
tion of the pension scheme offered. For
example, a management committee
could review employees education and
information requirements and ensure
that they are being met by the pen-
sion provider. As poor member under-
standing is perceived by many to be
the most serious risk of such arrange-
ments, acting to mitigate it is surely
worthwhile. Furthermore, the employer
is free to choose its preferred route and
can therefore determine what if any
cost it incurs in putting a governance
arrangement in place.
Dangers of building a faulty bridge?
It is also worth considering whether
there are any risks in actively choosing
to follow the voluntary guidance. The
guidance itself explains employers
are protected from any legal claim by
employees regarding the choice of
provider and monitoring of their per-
formance. As with passengers on the
underground, it is ultimately the mem-
bers responsibility to proceed with
diligence. The warning announcements
and increased engagement simply
flag up the dangers. However there is
the slight risk that by becoming more
involved members may feel that the
employer owes a greater duty of care in
respect of their pension provision.
The fact that employers have
chosen to set up a contract-based pen-
sion scheme in the first place, perhaps
suggests that, until they are forced
to close it, the governance gap is
one they are willing to leave open.
In a recent statement
2
the Regulator
explained that good governance mat-
ters because pension scheme members
entrust their savings into the hands
of others. Given the Regulators
increasing focus on contract-based
schemes, governance arrangements
may eventually become obligatory.
At the moment, employers have the
chance to get ahead of the game.
Chirag Ghelani is a
Solicitor at Sackers
1
TPR guidance
Voluntary employer
engagement in
work place contract
based pension
schemes dated
January 2008.
2
TPR statement
Good Governance
keeping pensions
safe dated
November 2009.
Top 100 pension schemes
Top 100 pensions schemes 2010 www.professionalpensions.com
1 Scottish Public
Pensions Agency
37.72bn
Scheme name: Nhs & Scottish Teachers
Superannuation Schemes
How many schemes do you have? 1
Address: Tweedside Park, Tweedbank, Galashiels,
Selkirkshire TD1 3TE
Email address: ian.clapperton@scotland.gsi.gov.uk
Phone: 01896893200
Switchboard: 01896893000
Fax: 01896893214
Type of scheme: Defned Beneft, Defned Beneft
(Final Salary) - Open to New Members
What year was this scheme established?: 1948
Pension fund manager: Chief Executive: Neville
Mackay; Director Of Policy: Chad Dawtry
Pension scheme administrator: Director Of
Operations: Ian Clapperton (Email: Ian.Clapperton@
Scotland.gsi.gov.uk)
Which actuary(ies) do you use: Government
Actuarys department
Which auditor(s) do you use: Audit Scotland
Which legal advisers do you use?: Scottish
Government, Offce of the Solicitor to the Scottish
Government
AVC provider: Prudential, The Equitable Life
Assurance Society, The Standard Life Assurance
Co.
How many members do you have that are:
Employee members: 238,210
Pensioners:129,375
Deferred pensioners: 73,678
Total members: 441263
Annual contributions: 1,319,500,000
Annual expenditure: 1,652,600,000
What are the current employer contribution rates
to your scheme?: Nhs 13.5% From 1/4/09 Stss 14.9%
From 1/4/09, Stss- 6.4% Nhs-Tiered Between 5% &
8.5%
What are the current member contribution rates to
your scheme?: Stss- 6.4% Nhs-Tiered Between 5%
& 8.5%
2. British Telecommunications Plc
32.60bn
Scheme name: BT Pension Sheme
How many schemes do you have? 1
Address: Hermes Fund Managers Ltd, Lloyds
Chambers, 1 Portsoken Street, London E1 8HZ
Email address: c.symonds@btps.co.uk
Phone: 02076808080
Switchboard: 02077020888
Type of scheme: Defned Beneft, Defned Beneft
(Final Salary) - Closed to New Members
What year was this scheme established?: 1983
Which associations is the scheme a member of?:
NAPF
Pension fund manager: Chief Pensions Offcer: Colin
Hartridge-Price (Email: C.Hartridge-Price@Hermes.
Co.Uk)
Pension fund secretary: Agnes Lynch (Email
A.Lynch@Btps.Co.Uk)
Chairman of trustees: Rod Kent
Trustee: David Barford, Donald Macdonald, Bill
Mcclory, Howard Marcha, John Wroe, Andrew
Parker, Beryl Shepherd, Paul Spencer
Trustee Company: BT Pension Scheme Trustees Ltd.
Please name the Investment Managers and detail
the % involved?: Baring Asset Management
Ltd. (Pacifc Basin Equities 150m), Blackrock
Investment (UK) Ltd. (UK Equities 575m), Hermes
Fund Managers Ltd. (Equities Bonds Real Estate
Alternatives 22,747m), Schroder Investment
Management Ltd. (Japanese Equities 384m), Legal
And General Investment Management (Global
Equities 7,765m)
Please name all of your investment advisers: Hermes
Fund Managers Ltd, Investment Advisers: Hermes
Fund Managers Ltd
Which actuary(ies) do you use: Towers Watson
Which auditor(s) do you use: Deloitte
Which pension fund administrator do you use?:
Accenture HR Services
Which legal advisers do you use?: Lovells Llp
Which custodian frm do you use?: The Northern
Trust Company
Performance measurement: The Wm Company
AVC provider: Abbey Plc, The Equitable Life
Assurance Society, Legal & General Investment
Management Ltd., The Standard Life Assurance Co.
Pension related software: Aquila Administrator
How many total employees does the sponsoring
employer have in the UK?: 10,000 to 100,000
How many total pension employees do you have?:
6 to 10
How many members do you have that are:
Employee members: 58974
Pensioners:182293
Deferred pensioners: 94213
Total members: 335480
Annual contributions: 511000000
Annual investment income: 1534000000
Annual expenditure: 2287000000
Domestic equities: 3631000000
Overseas equities: 6942000000
Domestic fxed interest: 3631000000
Domestic real estate: 3631000000
What are the current employer contribution rates to
your scheme?: 16 to 20%
What are the current member contribution rates to
your scheme?: 6 to 10%
Employer contribution: Increase
Member contribution: Increase
How many of your scheme trustees are MEMBER
nominated?: 4
How many of your scheme trustees are EMPLOYER
nominated?: 2
How many of your scheme trustees are
INDEPENDENT?: 3
3. Universities Superannuation
Scheme Ltd.
28.00bn
Scheme name: Universities Superannuation Scheme
How many schemes do you have? 1
Address: 2nd Floor, Royal Liver Building, Pier Head,
Liverpool L3 1PY
Phone: 02077864823
Switchboard: 01512274711
Fax: 01512363173
Type of scheme: Defned Beneft, Defned Beneft
(Final Salary) - Open to New Members
Total assets DB: 28bn
What year was this scheme established?: 1975
Which associations is the scheme a member of?:
NAPF
Chief Financial Offcer: Colin Hunter Bsc Ca, Chief
Executive: Tom Merchant Mba Bsc (Eng) Ceng Mice,
Chief Investment Offcer: Peter G.Moon Bsc(Econ)
Pensions Policy Manager: Brendan Mulkern (Email:
Brendan.Mulkern@usshq.co.uk)
Pensions Operations Manager: Bernadine Steventon
Ba (Hons) Fpmi
UK Equities Portfolio Manager: Ben Levinstein
Co-Head Of Responsible Investment: David Russell,
David Summerfeld
Head Of IT: Iain Hall
Communications Manager: Colin Busby
Pension scheme administrator: Mrs Bernie
Steventon
Pension fund secretary: Pension Fund Secretary: Ian
Sherlock
Contact: Colin Busby 0151 478 7179
Chairman of trustees: Deputy Chairman: Professor
John Bull, Professor Sir Martin B.Harris
Trustee: Trustee Director: David Mcdonnell
Joseph Devlin, Professor David Eastwood, Sir Muir
Russell, Baroness Diana Warwick, Howard Jacobs,
Michael G.Butcher, David Guppy, Virginia Holmes
Trustee Company: Universities Superannuation
Scheme Ltd
Please name the Investment Managers and detail
the % involved?: Capital International
Please name all of your investment advisers: Mercer
Which actuary(ies) do you use: Mercer
Which auditor(s) do you use: KPMG
Which pension fund administrator do you use?: In
house Administration
Which legal advisers do you use?: DLA Piper
Which custodian frm do you use?: JPMorgan
Worldwide Securites Services, BNY Mellon
Insured with: AIG, Axa, Zurich, Norwich Union,
Allianz
Performance measurement: HSBC
AVC provider: Prudential
Pension related software: Civica
How many total employees does the sponsoring
employer have in the UK?: 51 to 250
How many total pension employees do you have?:
51 to 100
How many members do you have that are:
Employee members: 133,353
Pensioners: 51,983
Deferred pensioners: 78,751
Total members: 264,087
Annual contributions: 119010000
Annual investment income: 866100000
Domestic equities: 40%
Avcs: 286m
Cash and deposits: 1491000000
Overseas equities: 47%
Domestic fxed interest: 40%
Overseas fxed interest: 7.7%
Domestic real estate: 40%
What are the current employer contribution rates to
your scheme?: 16 to 20%
What are the current member contribution rates to
your scheme?: 6 to 10%
How has this changed in the last 12 months?
Employer contribution: Increase
Member contribution: Same
How many of your scheme trustees are MEMBER
nominated?: 3
How many of your scheme trustees are EMPLOYER
nominated?: 4
How many of your scheme trustees are
INDEPENDENT?: 4
Have you seen any demonstrable shift in the asset
allocation of the scheme over the past 12 months?:
Yes
If yes, where have these changes occurred?:
A move into alternative assets from equities
4. Royal Mail
23.67bn
Scheme name: Royal Mail Pension Plan
How many schemes do you have? 4
Phone: 020 7560 1071
Type of scheme: Royal Mail Pension Plan
(closed to new members), Royal Mail Defned
Contribution (open), Royal Mail Retirement Savings
Plan (closed), Royal Mail Senior Executive Pension
Plan (closed to new members)
5. Electricity Pension Services
Limited
19.30bn
Scheme name: Electricity Supply Pension Scheme
Continued on
page 10
Sponsored article
www.professionalpensions.com Top 100 pension schemes 2010
As a pension scheme trustee or senior company representa-
tive what do you really feel about your pension advisers,
whether it is your consultants, actuary, lawyers or adminis-
trators to name but a few.
It would be interesting to see what the results of such a
survey revealed if questions about this were answered frankly.
What would best describe your view of your advisers:
l I feel they are doing a really good job, working with us as
trusted advisers at reasonable cost.
Or
l They are expensive, slow and dont seem to value us as a
client and we should be replacing them.
Or
l Somewhere between the two extremes.
Would your views be different if you took fees out of the
equation? Not that you should, but I suspect that in many
situations advisers are doing a good job but they are perceived
to be expensive and therefore not necessarily good value for
money. The issue then becomes what level of fees can be toler-
ated before the situation has to be addressed.
It is highly likely that many trustee groups probably are
not really aware of what they should be expecting from their
advisers and even if dissatisfied in some way, are not sure
who else is out there in the market and if any of the other
firms are going to do a better job.
The Pensions Regulator does provide some guidance
in this area through its latest Trustee Knowledge and
Understanding code of practice which is designed to enable
trustees to:
l Understand the advice they are given, enter into discussion
with their advisers and participate fully in decision making.
l To be able to question or even challenge advice when the
need arises.
l Recognise when they need to consult their own or other
advisers for particular specialist advice or when they need to
consider reselection.
Trustees are therefore expected nowadays to be suffi-
ciently aware of their relationship with their advisers to be
able to fully engage and challenge them rather than simply
to accept what they are told and also to be aware of when
their advisers should be reviewed, either because of relation-
ship issues or simply as part of good governance.
For existing relationships trustees should have arrange-
ments in place with their advisers covering at least:
l Services to be provided
l Fees
l Service level standards
Services to be provided
This should be a detailed specification of all the services
to be provided and should contain sufficient levels of detail
so that both sides of the relationship understand the scope
of services. The is particularly important if the fee basis is
directly linked, e.g. fixed fee or annual budget.
Fees
The basis for charging fees should be set down and agreed.
Paul Couchman looks at the role of pension fund advisers and what trustees should be doing to
ensure they have a successful relationship
Can you manage your advisers?
This will confirm the basis of the fees, i.e. time cost, fixed,
etc and how work outside the scope of the service specifi-
cation is charged for. The frequency of billing, timing of
any reviews and the period of the contract should all be
confirmed. The basis for charging VAT and how additional
expenses are dealt with should also be included.
Service standards
The standards should be specified and agreed. They are par-
ticularly important for administration services and progress
against them should be reported and reviewed at least
quarterly.
Depending on whether services are all being provided by
different firms or a full service approach is used for some
of the services, the information mentioned above can be
included in an agreement for each service or combined for
the full service approach. This agreement will also provide
more information about other aspects of the relationship, e.g.
professional indemnity cover, period of agreement, disaster
recovery plans, etc.
These documents should provide the trustees with suf-
ficient information to manage the relationship with their
advisers and monitor performance on an ongoing basis. If
services are not being provided as agreed, whether it is a
failure of delivery to service standards, additional fees con-
tinually being charged after a budget is agreed or difficulties
in the personal aspects of the relationship, trustees should
move to review the advisers.
The review process can be carried out by the trustees
themselves or a sub-group thereof, the procurement team
within the parent company organisation or an independent
firm can be commissioned.
The process can typically include the following:
l Draw up a long list of potential providers.
l A request for proposal issued covering services required.
l Completed proposals received and evaluated.
l Short list of say three or four firms agreed.
l The short listed firms present their proposals to the trus-
tees or sub-group.
l The presentations are reviewed and an appropriate firm
appointed (or retained) to provide the services.
Service specifications, fee agreements and service level
standards can then be agreed with the new provider and
the position monitored and reviewed regularly.
The hope is that the issues which created the review in the
first place are rectified by the new provider with the trustees
confident that they are working with a firm who can provide
high quality services at reasonable cost and they are valued
as a client. A critical part of the success of the relationship
is the team providing the services, particularly the lead or
senior consultant who should ensure that services are being
provided in accordance with the governance documents.
This individual will hopefully be somebody who also makes
the relationship work and makes it easy for the trustees to do
business with the firm. The trustees can hopefully then feel
confident that they are being given the appropriate advice
and that are genuinely being supported by their advisers.
Paul Couchman is
managing director
of Premier Pensions
Management
Limited
Top 100 pension schemes
10 Top 100 pensions schemes 2010 www.professionalpensions.com
How many schemes do you have? 1
Address: 52-54 Southwark Street, London
SE1 1UN
Email address: julie.miller@epsl.co.uk
Phone: 02078033106
Total assets
DB: 19301000000
What year was this scheme established?: 1983
Which associations is the scheme a member of?:
NAPF
Pension fund manager: Steve Bott (Managing
Director)
Pension fund secretary: Julie Miller
Contact: Julie Miller
Trustee Company: Electricity Pension Trustees
Limited
Please name the Investment Managers and detail
the % involved?: 51 Managers, Aberdeen Asset
Management
Please name all of your investment advisers: Hewitt
Associates
Which auditor(s) do you use:
PricewaterhouseCoopers
Which legal advisers do you use?: Freshfelds
Bruckhaus Deringer, Field Fisher Waterhouse
Which custodian frm do you use?: BNY Mellon
Asset Servicing
Property advisers: DTZ Debenham Tie leung
AVC provider: Aviva plc, Prudential, Bristol & West,
London Life, Equitable Life, Wintherthur Life UK Ltd
How many members do you have that are:
Employee members: 44,572
Pensioners: 119,952
Deferred pensioners: 61,647
Total members: 226,171
Annual contributions: 904000000
Annual investment income: 536000
Annual expenditure: 1460000000
Domestic equities: 1062000000.00
Avcs: 50000000.00
Cash and deposits: 477000000.00
Other: 11897000000.00
Overseas equities: 1512000000.00
Domestic fxed interest: 1062000000.00
Overseas fxed interest: 798000000.00
Domestic real estate: 1062000000.00
Have you seen any demonstrable shift in the asset
allocation of the scheme over the past 12 months?:
Yes
6. The Mineworkers Pension
Scheme
19.22bn
Scheme name: The Mineworkers Pension Scheme
How many schemes do you have? 2
Email address: margaret.gray@xafnitypaymaster.
com
Phone: 08456064444
Mobile: 01142854601
Pension fund secretary: Dawn Shirley Fpmi
Chairman of trustees: Nigel Stapleton / Philip Read
Trustee: Chris Cheetham, Olivia Dickson, Bobby
Clelland, Vivien Cockerill, Alan Gascoyne, Allen
Young, John Stones, Joe Wills, Michael Woodmore
Trustee Company: Chris Cheetham, Olivia Dickson,
Bobby Clelland, Vivien Cockerill, Alan Gascoyne,
Allen Young, John Stones, Joe Wills, Michael
Woodmore, Dick Barfeld, Dr Robert S Chappell,
Allen Clark, Bleddyn Hancock, Stuart Jukes, Heather
Mcguire, Ray Proctor
Trustee training provider: Chris Cheetham, Olivia
Dickson, Bobby Clelland, Vivien Cockerill, Alan
Gascoyne, Allen Young, John Stones, Joe Wills,
Michael Woodmore, Dick Barfeld,Dr Robert S
Chappell, Allen Clark, Bleddyn Hancock, Stuart
Jukes, Heather Mcguire, Ray Proctor
7. Royal Bank Of Scotland
17.50bn
Scheme name: The RBS Group Pension Fund
How many schemes do you have? More Than 5
Address: Group Pension Services, Citylink House, 4
Addiscombe Road, Croydon
CR9 5PB
Email address: lesley.davie@rbs.co.uk
Phone: 02082563005
Switchboard: 01315568555
Mobile: 07753928387
Type of scheme: Defned Beneft, Defned
Contribution
If you have a DC scheme is it contract or trust
based?: Trust-Based
Total assets
DB: 17.5bn
Contact: Lesley Davie
Which actuary(ies) do you use: Hewitt Associates,
Mercer
Which auditor(s) do you use: Deloitte
Which pension fund administrator do you use?: In
house administration
Which legal advisers do you use?: Linklaters, Denton
Wilde Sapte
How many total employees does the sponsoring
employer have in the UK?: More than 100,000
How many total pension employees do you have?:
More than 100
How many members do you have that are:
Employee members: 100,000
Pensioners: 55,000
Deferred pensioners: 120,000
Total members: 275,000
8. Railways Pensions
Trustee Company
16.83bn
Scheme name: Railways Pension Scheme
How many schemes do you have? 1
Address: Sixth Floor, Broad Street House, 55 Old
Broad Street, London EC2M 1LJ
Email address: catherine.hancock@rpmi.co.uk
Phone: 02072568003
Switchboard: 02072568003
Mobile: 01325342901
Type of scheme: Defned Beneft, Defned
Contribution, Defned Beneft (Final Salary) Open
to New Members, Defned Contribution (Money
Purchase) Open to New Members
What year was this scheme established?: 1994
Which associations is the scheme a member of?:
NAPF
Pension fund manager: Chief Executive: Chris
Hitchen (Email: Chris.Hitchen@rpmi.co.uk), Acting
Managing Director: Frank Johnson
Pension scheme administrator: Pensions Policy
Director: Bruce Marsden
Contact: Phone: 020 7256 8003
Switchboard: 020 7256 8003
Mobile: 013 2534 2882
Chairman of trustees: Derek Scott
Trustee: Trustee Director: Richard Goldson, John
Chilman, John Mayfeld, Stephen Richards, John
Hamilton, David Tyson, James Jerram, John
Wilson, Dave Gott, Gary Towse, Michael Cash, Tony
Cotgreave, Chris Hannon Fpmi, Fred Maroudas,
Charles Harding
Trustee Company: Railways Pension Trustee Co. Ltd.
Please name the Investment Managers and detail
the % involved?: Insight Investment Management,
Railpen Investments, Alinda, Babcock And Brown,
Goldman Sachs, Hendersons, Innisfree Pf, Lazard
Asset Management, Blackrock, M&G Investment,
Wellington Bonds, Western, Neuberger Berman
Europe Ltd, Bgi, Bridgewater, Aberforth Partners,
Blakeney General Partners, Brandes, Edinburgh
Partners Ltd
Which actuary(ies) do you use: Government
Actuarys Department (Joint Actuary For The 1994
Pensioners Section And Brsf Section, Watson Wyatt
Which auditor(s) do you use: KPMG
Which pension fund administrator do you use?:
RPMI, Berwin Leighton Paisner
Which legal advisers do you use?: CMS Cameron
McKenna, Freshfelds Bruckhaus Deringer,
McGrigors, Nabarro
Which custodian frm do you use?: BNY Mellon
Asset Servicing
Performance measurement: The Wm Company
AVC provider: In House
Pension related software: Profund
How many total employees does the sponsoring
employer have in the UK?: More Than 100,000
How many members do you have that are:
Employee members: 88,292
Pensioners: 154,411
Deferred pensioners: 108,616
Total members: 351,319
Annual contributions: 606,000,000
Annual investment income: 451,000,000
Annual expenditure: 107,000,000
Domestic equities: 2,535,820,000
Corporate bonds: 200,360,000
Hedge funds: 1,045,760,000
Avcs: 1,170,800,000
Cash and deposits: 1533300000
Other: 987,780,000
Overseas equities: 5,916,910,000
Domestic fxed interest: 2,535,820,000
Overseas fxed interest: 1,502,700,000
Domestic real estate: 2,535,820,000
Private equity: 1,203,130,000
Index linked gilts: 273,970,000
Overseas index linked gilts: 410,950,000
9. Barclays Bank Plc
16.00bn
Scheme name: Barclays Bank UK Retirement Fund
Address: Barclays House, 1 Wimborne Road, Poole,
Dorset BH15 2BB
Email address: hrss.pensions@barclays.com
Phone: 01202402060
Fax: 01202402403
10. BP Plc
14.7bn
Scheme name: BP pension fund
How many schemes do you have? 2
Address: BP Pension Trustees Ltd., 1 St. Jamess
Square, London SW1Y 4PD
Email address: helen.christie@uk.bp.com
Phone: 02074965626
Switchboard: 02074962797
Type of scheme: Defned Beneft, Defned
Contribution, Defned Beneft (Final Salary) - Open
to New Members, Defned Contribution (Money
Purchase) - Open to New Members
What year was this scheme established?: 1948
Which associations is the scheme a member of?:
NAPF
Pension fund manager: Head of Investments: Tony
Pike
Chief Executive Offcer: Sally Bridgeland
Pension scheme administrator: Pensions
Administration Manager: Ronnie Murray
Pension fund secretary: Secretary: Bruce Garner
(Email: Bruce.Garner@uk.bp.com)
Chairman of trustees: Michael Miles OBE
This advertisement is for Professional Clients only and is not for consumer use.
Source: Invesco Perpetual, as at 30 November 2009. *Source: Financial Times
FTfm annual survey 2008, as at 8 June 2009. The value of investments and any income will fluctuate (this may partly be the result of exchange rate fluctuations)
and investors may not get back the full amount invested. Telephone calls may be recorded. Where Invesco Perpetual has expressed views and opinions, these may
change. Invesco Perpetual is a business name of Invesco Asset Management Limited. Authorised and regulated by the Financial Services Authority. PP.02.10
InsTITuTIonal InvesTmenT managemenT
At Invesco Perpetual, were best known for our long-termstrategic approach
to retail fund management. But were quietly building a reputation on the
institutional side too.
Since 2004, our institutional client list has almost tripled.