Building the brave new world of pensions administration: no more road to nowhere

Strengthen data foundations

We helped a multi-billion, multi-section private sector pension scheme design and implement a strategic data improvement project. The scheme had a clear priority of enhancing and streamlining its digital first member journey and understood that the barrier to this was the underlying member data quality and the effectiveness of the data processes. We undertook full data quality analysis using our advanced Data Quality Analyser technology, capable of running tens of thousands of tests across hundreds of thousands of data items, testing across the 6 data quality principles. As an expert partner to the Pensions Administration Standards Association (PASA), we published industry guidance on the data quality dimensions in November 2025.

We advised on a data strategy for the scheme, aligned with the wider scheme strategy and member engagement objectives, and supported the delivery of the data improvement plan and activities. We also advised and implemented data simplification, enabling an improved data structure and streamlined record keeping which enabled greater automation and established efficient digital administration, resulting in seamless digital member experiences.

We further supported the scheme in devising a strategic plan to leverage operational data from the administration processes, alongside AI technology, to gain deeper insights into member activities, behaviours and needs, allowing for tailored options and interactions. This proactive approach not only improved member satisfaction but also significantly reduced administrative burdens, showcasing data's role as the strategic foundation for efficient operations.

Clarify governance and accountability

In our services to a large financial services pension scheme, we supported the scheme to investigate the root cause of a material error in their pension payroll processing by their administrator following a benefit change project. The error had been identifed following a member query, showing that the governance and quality control processes were not where they needed to be. There was also a lack of clarity as to how the error had arisen and who was responsible.

Our analysis identified a number of process and control environment improvements, and one of the actions was production of data processing standard operating procedures, risk and control assessments, and control environment improvements. We also designed and embedded a trustee governance framework to improve ongoing data management and improved scheme governance, linking into ESoG and ORA activities.

Simplify and standardise before automating

We helped a large financial services client and their pensions administrator to understand and reshape administration demand before layering on additional digital tools. By combining casework, workflow, channel and cost data, we identified where complexity, repeat contact and avoidable effort were being created across member journeys.

The analytics moved stakeholders beyond headline MI to reveal the real drivers of demand, including high-contact members, friction points and case types consuming disproportionate effort. This helped the team to simplify and standardise processes first, target improvements precisely and avoid automating poor experiences.

The result was a stronger foundation for digital enablement, better cost control and improved member outcomes.

Design for members and moments that matter

We reviewed a complex global separation-to-payment process for a supra-national pension arrangement and redesigned it around the customer rather than the organisation. The existing journey was fragmented, paper-heavy and difficult to understand, with multiple hand-offs, significant delays and limited visibility for customers.

We developed a journey focused on customer experience, quality, accountability and efficiency, with clearer ownership, standardised processes, digital submission, proactive updates and channel choice. The design aimed to ensure members were supported through key life moments, understood what was happening, and received the right benefits at the right time.

Invest in workforce capability

We helped define a future pensions operating model that shifted the workforce from transactional administration towards higher-value member support. The review identified strong technical knowledge and a service culture worth retaining, while recognising the need for skills-based work allocation, structured training and continuous development.

The future model focused on equipping teams to handle complex, sensitive and judgement-led cases, supported by automation for routine activity and improved digital channels. By using performance data, rework rates and legislative change to inform training, the approach created a more capable, resilient workforce able to deliver better member outcomes and stronger value.