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Trustee recruitment
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- It is clear who is responsible for the recruitment and selection process and what input is required from other parties.
- It is understood which skills and competencies need further development on the trustee board as a whole, and how this is monitored over time.
- There is a succession plan to maintain the skills and competencies needed by the Board.
- The principles for determining trustee remuneration are assessed and agreed.
- There is an agreed budget for trustee training.
- Fitness and propriety are assessed on an ongoing basis, along with any potential conflicts of interest and how these are managed or resolved.
- A resignation and removal policy is in place, which makes clear who can remove a trustee, how, and under what circumstances.
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| Diversity and inclusion |
Trustee boards benefit from access to a range of skills, views and expertise as that supports robust discussions and decision-making. We expect to see that:
- there is a policy on diversity and inclusion
- the policy includes objective selection criteria
- consideration has been given to using inclusive language in advertising for roles
- flexible working has been considered for roles
- there is the ability to capture and monitor data on diversity and inclusion
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| Trustee governance |
There is clarity about:
- the frequency of trustee meetings and under what circumstances this may change
- the circumstances where extraordinary meetings may be called and how
- trustees’ expectations in preparing for meetings and the actions needed in between them
- who is responsible for setting the agenda and frequency for trustee meetings and who else is consulted in developing an agenda (for example trustees or employer)
- standing agenda items
- the quorum at trustee meetings
- who decides in a scenario where both the employer and trustee have an interest, including a clear process for trustees to express and record their views if the decision falls to the employer
- the process for notifying trustees of breaches of the law, and the corresponding process for monitoring breaches and determining whether they should be reported to TPR
- the process for notifying trustees of significant and triggering events and reporting them to TPR
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| Managing service providers |
- Service providers are assessed before appointment, including access to due diligence carried out as part of the appointment process.
- Performance indicators are agreed and documented on appointment and the service provider is accountable, with escalation points, for ensuring the indicators are met.
- The performance indicators are considered regularly by an appropriate person, outcomes are recorded, and all actions are allocated and tracked.
- Service providers and advisers are kept under review, including detailed criteria for assessment (and key performance indicators (KPIs) and service level agreements (SLAs) if they apply).
- Trustees can show how they establish that their service providers are qualified and experienced to meet the needs of the scheme. This may include evidence of the checks carried out by service providers on new staff and how tender processes are operated.
- The role of the trustee board and employer is clear if a decision is needed to replace any service provider.
- The terms of appointment of each service provider include clear lines of responsibility for ensuring a smooth handover with no interruption of service if the service provider is replaced.
- There is a clear process for ensuring information about the performance, evaluation and ongoing suitability of service providers, including any issues or concerns, is brought to the attention of the trustees in a timely manner.
- Trustees can show that they understand and are familiar with the contracts and agreements (and any impacts on service or ability to act) with all service providers to the scheme. There should also be a written process documenting how these can be updated and agreed.
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| Planning resources |
- All key administrative tasks, including the timely sending of notifications and documents to TPR, are fully documented with detailed end-to-end processes.
- These process documents and maps are reviewed regularly, particularly as part of a system or process change, to ensure that enough human resources are allocated.
- Key resources, with the skills and experience to deliver the objectives in the business plan, have been identified and there is a plan to ensure continuity of service.
- There is awareness of the timeframes required to bring new human resources on board and what contingency is in place to mitigate any under-resourcing due to increased work volumes or loss of staff.
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