Digital transformation

Our improved digital services and ways of working have not just allowed teams across the organisation to collaborate and work more effectively, but also this technology-driven transformation has meant that we have been able to deliver some of our strategic objectives. We certainly wouldn’t have been able to make the shift to successful remote working during the pandemic without the technical groundwork.

By driving innovation, moving our IT services to the cloud, enhancing our skillsets internally and improving technical stability, we’ve been able to help drive growth and resilience. It hasn’t been easy to change our traditional ways of working or adopt new tools, but our people have risen to the challenge.

Another key target was to increase the number of projects and change programmes, which was achieved with a 150 per cent increase in successful deliveries, when compared to our 2017/18 financial year.

We’ve achieved some of these cost savings by moving from on-premise systems to cloud-based services. This has also meant that we’ve driven improvements in our carbon footprint by minimising our data centre presence.

In this section

Driving efficiency and value for money

Over the past three years, we modernised our technology estate to drive cost efficiencies and improve performance, saving 20 per cent on operational costs, while still making our technology significantly better across the board.

We’ve enhanced our service to achieve high availability and stability. We successfully hit our target to reduce Priority One and Priority Two IT incidents by 65 per cent, meaning that the organisation can function without experiencing outages and subsequently maintain our high levels of customer service to our members and levy payers.

Another key target was to increase the number of projects and change programmes, which was achieved with a 150 per cent increase in successful deliveries, when compared to our 2017/18 financial year.

We’ve achieved some of these cost savings by moving from on-premise systems to cloud-based services. This has also meant that we’ve driven improvements in our carbon footprint by minimising our data centre presence.

Reduction in IT cost per head from 2017 = 20%+

Protecting and improving data services

Data is at the centre of what we do. Better data services help get appropriate information where it needs to be, rapidly and securely, allowing us to serve members quickly and empower our levy, investment and risk teams to make informed decisions. We’re continuing to develop our data strategy to share data efficiently and securely both internally and with approved third parties. In the future, it will give us the option to provide our members access to more data and we’ll be well positioned to contribute to the Pensions Dashboard Programme.

Prepared for the unexpected

Over the past year, we’ve successfully enhanced and matured our security services by introducing appropriate technical solutions. Our disaster recovery exercises and business continuity plans continue to be aligned with the FCA standards and tested regularly and rigorously, to ensure that they remain appropriate.

We work with industry-recognised security practices and partners. Our security frameworks are always reviewed. We are certified against third party independent standards, and by governing bodies to ensure that our security services, practices and solutions are as robust as possible. The independent reviews and findings provide assurances to our Board and the PPF that the security of our members, our levy payers, our data and our people is critical. Our third-party partners, solutions and services are constantly challenged and tested against our security frameworks.

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“I’d never heard of the PPF until I received a letter to tell me that my former employer had gone into liquidation and that my pension would be picked up by the PPF. It was a big relief to know that my pension wasn’t lost. I was still in touch with a colleague who’d worked there for more than 20 years – he was really worried about his pension so it was a big relief.

“I’ve had a play on the website to find out how much my PPF payments will be and when I can take them. It’s quite amazing. It’s a really useful tool, really easy to navigate and use.

“I’ll probably retire online when I start my payments because it’s the easiest way.

“I’ve had to contact the PPF a few times. Every time I’ve spoken to somebody, they have been absolutely amazing. I’m impressed with the quality of support and the way the team handle calls. They’re so helpful and make it really, really easy.”

Karen

Lancashire

Moving forward

Over the last three years, we’ve come a long way in developing key parts of our technology to enable us to run our business efficiently and effectively. We’ll continue building on this by enhancing our self-service, introducing new tools to improve employees’ day-to-day experience, and making use of automated digital processes for members.

Everything we do will demonstrate best practice in data and cyber security, and we’ll make sure that the services and solutions are appropriate and provide value for money.

Strategic priority

Brilliant service for members and schemes

Brilliant service for members and schemes