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Avoiding environmental catastrophe is not just about investments

By Dan Taylor, Client Director | 24/05/2019 | Article

Damning predictions on the impending impact of climate change have led to a renewed focus on environmental concerns across the vast majority of industries. The pensions administration industry, however, has been less affected than most.

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Web adoption in pension communications: separating fact from fiction

By Katie Stone, Client Relationship Manager | 23/05/2019 | Article

When considering online pension communications, there is a tendency for trustees and sponsors to make assumptions about the preferences of different membership demographics. However, recent research proves that many common assumptions about certain age groups or industries aren’t entirely accurate.

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Trafalgar House boosts Client Relationship Team with the appointment of Katie Stone

08/05/2019 | Press Release

Trafalgar House, the pensions administration specialist, has boosted its client relationship team with the appointment of Katie Stone, an experienced administration projects and operations specialist.

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Trafalgar House launches administration governance self-assessment tool

By Trafalgar House | 30/04/2019 | Press Release

Trafalgar House, the pensions administration specialist, today announced the launch of an administration standards self-assessment tool, the Administration Governance Assessor (AGA).

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Action for Children outsource pensions administration to Trafalgar House

25/04/2019 | Press Release

Trafalgar House, the pensions administration specialist, today announced that it has been appointed to provide pensions administration services to the Action for Children Pension Fund, which has more than 7,000 members and over £600m of assets.

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Service management: A move from quantitative to qualitative key performance indicators (KPIs)

By Garry Wake, Managing Director | 25/03/2019 | Article

In recent years, we have seen a distinct trend in the way success is measured. Outsourced pensions administrators were heavily reliant on quantitative information, and largely focused on time and volume as the primary measures of success. Whilst this was, of course, an easy way to measure the service, it was too simplistic.

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