The Personal Investment Management & Financial Advice Association (PIMFA)

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PIMFA Plus

PIMFA collaborates with product and service providers to offer member firms a suite of membership enhancements.

PIMFA Plus is a programme of selected Associate member firms offering services and solutions tailored to the needs of the industry.  These Partners have been carefully selected to help support your business across key areas such as cyber security, technology, operations and insurance.

As a PIMFA member, you benefit from preferential rates and bespoke support – simply contact us to access your member discount and discover how these services can help drive your business forward

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The Wealth and Asset Management Operating Model Can’t Keep Up

Read this article from the PIMFA Journal #33 by Richard Doherty and Sumit Johri at Publicis Sapient about the traditional playbook built on manual processes, siloed business and technology functions, and relationship-driven models is no longer sufficient.

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PIMFA Response to the Financial Services Strategy Sector: Regulatory Cross-Cutting Reforms (Leeds Reforms)

Navigating Transaction Monitoring in Wealth Management: Insights and Practical Guidance

In this episode of PIMFA’s podcast, host ⁠Alexandra Roberts⁠, Head of Regulatory Policy and Compliance at PIMFA, is joined by ⁠Helen Murphy⁠ and ⁠Daisy Fitches⁠ of ⁠Avyse Partners⁠. They delve into the complexities of transaction monitoring within the wealth management sector—a topic of increasing regulatory focus.

The discussion covers reasons for creating new, sector-specific guidance, key differences between wealth management and retail banking, and the importance of a risk-based, proportionate approach. The speakers highlight the necessity of integrating Know Your Customer (KYC) data with transaction monitoring, the role of risk assessments, and how to design effective monitoring frameworks without unnecessary over-engineering.

Automation, manual processes, and hybrid approaches to transaction monitoring are examined, along with the future potential of AI in this domain. Essential takeaways include ensuring ongoing effectiveness and adaptability of monitoring frameworks, understanding the purpose of financial crime controls, and maintaining evidence-based decisions. Listeners are encouraged to read the newly published guide and consider its practical steps for improving their compliance frameworks.

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Protecting against activities like fraud, money laundering, and market abuse, threatening financial system integrity and consumer protection.
Hear from leading industry experts on the key issues facing compliance professionals in the investment management and financial advice world. Bringing together a high-level audience who can engage with the…
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FCA’s Strategic Shift: Balancing Risk, Growth, and Financial Crime Prevention

Is the FCA's ⁠five-year plan⁠ really a bold new strategy, or 'more of the same'? In this podcast, ⁠Simon Harrington⁠, Head of Public Affairs at PIMFA and ⁠Andrew Strange⁠, Director of Financial Services and Regulatory Insights at PwC, reflect on what the FCA's recently published five-year plan means for PIMFA member firms.

They explore the FCA’s four specific objectives, including becoming a smarter regulator through improved data usage and the use of AI. They discuss the implications of the strategy changes on firms, particularly smaller ones, and the cessation of ‘Dear CEO letters’. They also delve into the interconnected goals of rebalancing risk and supporting growth, interpreting the FCA’s alignment with the broader government growth agenda. They reflect on the ongoing challenges in financial crime prevention and the industry’s response to these challenges. Concluding, they ponder whether this newly outlined strategy will significantly alter firms’ lived experiences or remain mostly aspirational.

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From Insight to Action: UK Private Banking, Wealth Management and the Leeds Reforms

In this PIMFA podcast episode, host David Ostojitsch interviews Peter Tyler, Director of Personal Banking at Trade Body UK Finance, and David Collington, Senior Manager at KPMG’s Regulatory Insight Centre. Together, they discuss the implications of the Chancellor's recent Mansion House speech and subsequent reforms on the financial services sector.

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PIMFA responds to FCA’s Targeted Support consultation

29 August 2025

PIMFA, the trade association representing wealth managers and financial advisers across the UK, today issued its response to the Financial Conduct Authority’s (FCA) latest consultation on Targeted Support.

While PIMFA strongly supports the FCA’s proposals, it is also calling for clarity in key areas to ensure the regime delivers on its aims and avoids consumer confusion.

Simon Harrington, Head of Public Affairs at PIMFA, says: “Targeted support has the potential to be one of the most important reforms in a generation. There is a clear support gap which currently exists in the UK with 25 million people never having received professional advice or guidance. Targeted support can go some way to bridging that gap. Whilst we believe that this gap manifests itself across retail investment and pensions, because of the nature in which consumers tend to engage with their personal finances, we still believe that it will be most impactful for consumers making retirement decisions.

“We strongly support the FCA’s ambition to close the UK’s support gap, but to make this work for consumers and firms alike, we think these proposals would benefit from more clarity in a few key areas – specifically around data collection, and the way in which suggestions are communicated to consumers.

“The distinction between targeted support and regulated advice must be made crystal clear – consumers should understand that suggestions are options, not instructions. Ultimately, targeted support should be used to help consumers understand what they could do in certain situations, rather than tell them what they should. Where consumers do want more assertive direction, we believe that simplified advice remains an option the FCA should consider. Provided that it is accompanied with clear rules, focuses on servicing specific transactions and, crucially, is accompanied with a review of the qualification requirements, simplified advice can play a role in helping firms provide much needed certainty to consumers with clear needs at a cost which is affordable to them and to the firm.”

Other key points raised by PIMFA as part of their consultation response include:

· Consumer segmentation: PIMFA considers that a significant challenge for firms in designing targeted support journeys will centre on data – specifically how they collect it and how much they need. According to PIMFA, this has not been addressed comprehensively enough in the proposals or the rules thus far. PIMFA urges the FCA to produce guidance for firms on what data they could collect and how they could go about segmenting their consumers, rather than prescribing this, so the regime is reasonably flexible for firms.

· Better outcomes principle: Supports FCA’s use of “better outcomes” rather than “better position” but calls for clearer wording in the rules to confirm that targeted support should only be provided where it can be expected to deliver a better outcome than doing nothing at all.

· Scope restrictions: PIMFA supports limiting targeted support to pensions and ISAs but opposes inclusion of General Investment Accounts and high-risk products, warning these could undermine policy intent.

· Annuities: PIMFA also supports exclusion of sales of specific annuities from targeted support but opposes FCA’s proposed two-week delay between suggestion and purchase as detrimental, risking confusion or disengagement among consumers.

· Consumer protections: The trade body calls for greater transparency by asking firms to disclose the assumptions underpinning consumer segmentation and suggestions, as well as FCA/FOS joint guidance and case studies to avoid disputes over whether advice has been given, and supports FSCS protection for targeted support.

· Appointed Representatives (ARs): PIMFA urges FCA to allow ARs in consumer investment and retirement markets to deliver targeted support where appropriate controls and oversight are in place rather than a blanket ban.

· Implementation: PIMFA supports targeted support being free at the point of use, no additional record-keeping requirements, and a robust but not rushed authorisation process. However, it also warns that a free model could create unintended commercial incentives for firms as well as favouring firms which operate vertically integrated models.

Simon Harrington adds: “The FCA deserves credit for its collaborative approach and ambition. These proposals represent a major step forward in giving people the tools they need to make better choices and should have a positive impact in helping non-advised consumers make complex investment decisions.

“With some adjustments, the targeted support regime, combined with simplified advice and holistic financial planning, can create a continuum of support that helps consumers at every stage of their financial lives.”

PIMFA’s consultation response is available in full here.

PIMFA response to FCA CP25/17 – Supporting consumers’ pensions and investment decisions: proposals for targeted support

The Role of Digital Identity Verification in Transforming Wealth Management

The Role of Digital Identity Verification in Transforming Wealth Management

The wealth management industry is undergoing a significant digital transformation, driven by evolving client expectations, rising financial crime, and increasingly stringent regulatory requirements. In this rapidly changing environment, Digital Identity Verification (IDV) has emerged as a critical solution, helping wealth managers meet compliance obligations, mitigate fraud risks, and deliver streamlined, secure client experiences.

 Digital Identity Verification: Future-Proofing Wealth Management

Wealth management firms face a unique challenge: high-net-worth clients demand seamless, digital-first experiences, yet this makes firms attractive targets for sophisticated fraud. Financial crime continues to evolve, with threats such as synthetic identities, deepfake technology, and complex investment scams putting traditional verification tools under pressure. Regulatory bodies, including the UK’s Financial Conduct Authority (FCA), have identified the sector as high-risk, increasing scrutiny and penalties for compliance failures.

The risks of inaction are stark. Firms that fail to keep pace risk severe regulatory penalties, reputational damage, and operational disruption. In recent years, some firms have suffered public censure, substantial fines, and mass client withdrawals following high-profile breaches of anti-money laundering (AML) requirements. Financial and reputational losses are often compounded by the cost of remediation and increased regulatory oversight.

‘The last 4 years, leading up to 31 March 2025 saw a 164% increase in the number of financial crime cases opened by the FCA’

(Source: FCA, Annual Report and Accounts, 2024 – 2025)

Despite these risks, many firms hesitate to adopt digital IDV solutions, with concerns often circling around data privacy, technical complexity and client acceptance. However, these barriers are largely the product of stubborn legacy thinking not having kept pace with the nature of how technology has evolved. The days of manual processing or possibly worse, use of outdated, legacy IDV vendor solutions, do not reflect those solutions designed for ease of integration, robust privacy protections, and enhancement of – rather than hindering – the client experience.

The adoption of digital IDV begins with understanding the specific needs of a business. These include aligning technology with jurisdictional compliance standards, ensuring compatibility with existing systems, and selecting solutions that reflect the expectations of modern, digitally-savvy clients. Leading platforms offer advanced features such as biometric authentication, liveness detection, AI-powered fraud detection, and real-time verification against global databases. Together, these tools create a robust defence against emerging threats while delivering a frictionless client journey. And moreover, selected wisely, do not mean upsetting the CFO with eye-wincing cost commitments.

Successful implementation isn’t just about technology though – it requires process alignment and people engagement. Comprehensive staff training ensures teams understand and trust the new systems, integrating them smoothly into existing workflows. Pilot programs can help firm refine processes before full-scale rollout, minimising disruption and confirming the solution meets both regulatory requirements and client expectations. Continuous performance monitoring ensures solutions deliver on their promises, with key indicators such as onboarding speed, compliance adherence, and client satisfaction providing valuable feedback.

Although regulatory adherence is the primary driver, the benefits of digital IDV extend well beyond compliance. Automating identity verification processes reduces the cost and inefficiency of manual checks, freeing up valuable resources and allowing firms to scale without adding significant headcount. AI-driven platforms in particular provide more consistent and accurate verification, delivering faster onboarding with improved client satisfaction – whilst simultaneously reducing the risk of costly errors and compliance failures.

Reusable identity verification is a step further, offering even greater enhancement to customer journey flows. This solution supports an individual completing a one-off verification of their identity and then using this multiple times with the same business when signing up to new products/services without the need for repetitive verification steps. By adopting a reusable identity verification system, wealth management organisations can further streamline their processes, reduce redundancy, and save valuable time in verifying the identity of customers or clients, allowing them to focus on their core competencies rather than getting bogged down by repetitive verification tasks. In addition, Reusable Identity Verification is not only 5 times quicker, but cheaper, offering more control and providing a better long-term user-experience.

As such, IDV technology positions firms for future growth. As wealth managers expand across borders, scalable compliance solutions become essential and modern platforms support global operations with ease, ensuring consistency and confidence wherever clients are located. Advanced fraud detection helps firms stay ahead of evolving threats with modern solutions verifying identities against extensive global watchlists and databases, flagging risks such as politically exposed persons (PEPs), sanctions, and adverse media. This proactive approach strengthens protection against financial crime while safeguarding both clients and the firm’s brand reputation.

Trust remains the foundation of wealth management. A secure, streamlined onboarding process sends a powerful message: client assets and data are protected to the highest standards. Enhanced security measures, from encryption to biometric verification, reinforce this trust, which is critical in an industry where reputation underpins success.

Beyond security and compliance, digital IDV provides valuable insights. Data analytics from onboarding processes can inform strategy, improve client engagement, and drive long-term loyalty. Ethical data handling practices, with clear transparency around biometric and AI-derived data, further bolster trust and align with growing ESG expectations.

Ultimately, in a sector built on reputation, digital IDV is not just a defence against risk, it’s a catalyst for operational excellence, client satisfaction, and sustainable growth in a fast-evolving digital world.

 

Sara West, Commercial Officer, ID-Pal

To learn more, please download ID-Pal’s latest eBook: ‘A Guide to Preventing an Identity Crisis in Wealth Management’ that offers a practical roadmap for protecting firms from identity fraud and regulatory penalties

PIMFA Response to FCA CP 25-13 – Improving the Complaints Reporting process

The Government Cyber Governance Code of Practice – it’s a question of leadership

The Government Cyber Governance Code of Practice – it’s a question of leadership

The government is continuing to press UK businesses to take a stronger approach to improving cyber resilience and ensure that all organisations of all sizes are prepared for cyber incidents. To this end, the government recently launched the Cyber Governance Code of Practice. The intention is to highlight the fact that cyber risk should have at least the same prominence as financial or legal risks, and the responsibility and ownership of cyber resilience is a board level matter.

 Why is the government doing this?

 This is hardly surprising given the increase in serious disruption to businesses across the country caused by cyber-attacks, largely driven by organised criminal gangs based overseas. Ransomware attacks take businesses down for many weeks or months at a time and can leave them permanently crippled. The average ransom payment in 2024 was £1.5 million (National Crime Agency) but can run into many millions of pounds. Business email compromise is rife (across all sectors), frequently resulting in significant sums being lost by businesses and their clients. Yet despite all this, the 2024 government cyber breach survey found that over 80% of businesses have still not carried out a cyber security vulnerability audit, and over 70% have no formal incident response plan in place. The government believes that many boards and senior leaders have a lack of understanding of cyber issues, with little or no meaningful oversight of this business-critical risk. Indeed, it is often delegated to technical people and not looked at in the context of wider business risk management.

Who is the Code aimed at?

 It is aimed at directors, non-executive directors and other senior leaders. It formalises the government’s expectations regarding an organisation’s governance of cyber security and sets out the clear actions that leaders need to take to meet their responsibilities in managing cyber risk. It will of course be of interest to other stakeholders in a business, including shareholders. It should make for essential reading for all private equity investors. It is designed to have application to businesses of all sizes and in all sectors. The government in particular says that it expects it to be implemented by companies employing 50 or more staff.

Will it be compulsory?

At this stage, adherence to the Code will be voluntary. It will supplement the existing obligations which any business already has under data protection legislation and the relevant regulatory environment. However, given the drastic increase in cyberattacks over the past year, including several headline-making breaches, the ICO will certainly be taking a failure to adhere to the Code into account in the event of a personal data breach. The ICO has already stated that it expects to see clear evidence of management oversight of cyber risk, including regular reviews, with business leadership ensuring appropriate resources are provided to enable a proper information security programme. Interestingly, the government says that it will be exploring how the Code can also be used to support sector regulators to help with regulatory compliance. Additionally, it says that it expects to establish an accompanying assurance scheme to be rolled out at a later date. And finally, whilst the Code will initially be voluntary, depending upon take-up, it could be the subject of future legislation.

What does the Code say?

 There are 5 main themes. Here are some of the actions.

Risk management: This includes identifying important processes and services; conducting regular cyber risk assessments; and implementing the appropriate controls and mitigations. Ownership of risks should be at board level. Supplier and business partner risks should also be routinely assessed.

Cyber strategy: Boards should have a cyber resilience strategy having regard to their level of accepted risk and legal and regulatory obligations. To be monitored and reviewed as the risk environment changes, with sufficient allocation of resources and investment.

People: Boards should ensure the importance of cyber resilience is communicated to all staff with clarity on the cyber security policies supporting the right culture. There should be training for the board itself and the rest of staff and its effectiveness should be measured.

Incident planning and response: The plan to respond to and recover from a cyber incident should be tested at least annually. In the event of an incident, the board should take responsibility for individual regulatory obligations and ensure a post incident review process.

Assurance and oversight: The board should establish a governance structure, to include a regular monitoring process with defined responsibilities and ownership for executive and non-executives. Formal board reporting should take place at least quarterly. Cyber resilience should be integrated across both internal and external assurance mechanisms.

What is the upshot?

 The upshot is that if cyber security is not at or near the top of your register of business risk, then it should be. And it is the board that must accept responsibility for understanding it, managing it, and providing oversight. In other words, a top-down approach.

 

Lindsay Hill – Chief Executive Officer, Mitigo Group

lindsayhill@mitigogroup.com

Chancellor sets out Financial Services Growth and Competitiveness Strategy in Leeds Reforms

The Chancellor has set out the Leeds Reforms and delivered her annual Mansion House speech to the financial services sector. Launching the Financial Services Growth and Competitiveness Strategy, she outlined the next step in the government’s economic plan.

The Growth and Competitiveness Strategy feeds into a number of substantive changes to the overarching regulatory framework for financial services  with the government aiming to

  • Have shorter statutory deadlines for regulators to determine key firm applications;
  • Impose a requirement for regulators to produce long term strategies with clear goals and priorities; and
  • Rationalise how various legislative ‘have regards’ feed into regulatory policymaking.

As part of the Leeds Reforms, the government has set out a number of initiatives of interest to PIMFA and PIMFA members; namely:

  • Review of the Financial Ombudsman Service: This consultation sets out findings from the EST’s review of the FOS and proposed reforms. The Treasury is consulting on reforms which include:
    • An adapted ‘fair and reasonable’ test which will require the FOS to find that a firm’s conduct is fair and reasonable where it has complied with FCA rules;
    • A requirement for the FOS to seek a view from FCA in instances where there is regulatory uncertainty as well as providing firms with opportunity to request this; and
    • The introduction of a 10 year long stop for complaints subject to certain exemptions which the FCA will set out in DISP rules.

There are a number of other provisions related to mass redress events, which are also captured by the FCA’s consultation on Modernising the redress system which builds on its previous Discussion Paper on this matter.

At present, we are very enthusiastic about the reforms put forward. In our representations to HMT on this issue we have stressed the need for any reforms to maintain consumer protection whilst also providing firms with certainty and clarity to invest, grow and innovate. On balance, we believe this package of measures achieved this. We would welcome views from firms on this consultation. Firms are invited to contact Simon Harrington to discuss further.

Financial Conduct Authority CP25/21: Senior Managers and Certification Regime review: In parallel with HM Treasury (HMT), the Financial Conduct Authority (FCA) and the Prudential Regulation Authority have published consultation papers setting out reforms to the Senior Managers and Certification Regime (SM&CR). The reforms aim to reduce the burden on firms and make the requirements clearer and more efficient, e.g.:

    • More time and flexibility to submit applications for approving new senior managers when there has been an unexpected or temporary change.
    • Removing duplication where the same individuals are certified for separate functions (to reduce the number of certification roles by 15%).
    • Guidance on how to streamline the annual checks firms need to undertake to certify individuals are ‘fit and proper’ to do their role.
    • More time for firms to report updates to senior manager responsibilities.
    • Increased periods for validity of criminal record checks for senior manager applications, prior to application submission.
    • Help firms better understand the definition of certain senior management function roles.
    • Give firms more time to update the FCA directory.

Reforming the Senior Managers & Certification Regime: HMT’s consultation proposes to remove the Certification Regime from legislation. Other proposals set out aim to:

    • Reduce the overall number of senior managers through greater flexibility for the regulators in specifying the list of Senior Management Functions requiring regulatory pre-approval.
    • Allow firms to appoint certain senior managers without pre-approval by the regulators.
    • Remove prescriptive legislative requirements relating to the provision, maintenance and updating of Statement of Responsibilities.
    • Industry feedback on whether any requirements in legislation for the Conduct Rules create a disproportionate burden is also requested.

Firms are invited to contact Alex Roberts or Yasmin Ataullah for further information and to feed in your comments.

UK Green Taxonomy Consultation response: The government has concluded that a UK Taxonomy would not be the most effective tool to deliver the green transition and should not be part of its sustainable finance framework. Whilst the government’s ambitions to continue as a global leader remain unchanged, the consultation responses showed that other policies were of higher priority to accelerate investment into the transition to net zero and limit greenwashing. The government will focus on delivering the plans that respondents have said will have the greatest impact and will consider how best to align its ambitious policies to support investors to make investment decisions. This will help the UK accelerate investment into the global transition to net zero and nature restoration. Maja Erceg led on PIMFA’s response to this consultation, which can be found here, and firms are invited to discuss with her further.

The Berne Financial Services Agreement: HMT and the Federal Department of Finance of the Swiss Confederation have signed a ground-breaking agreement to enhance the cross-border market access of financial services between the UK and Switzerland. The Berne Financial Services Agreement will serve to strengthen the long-standing trade and financial services relationship between the UK and Switzerland, whilst simultaneously fortifying their statuses as two of the most important global financial centres. This dynamic new agreement uses outcomes-based mutual recognition of domestic laws and regulations and facilitates cross-border trade in financial services to wholesale and sophisticated clients. It includes a set of safeguard mechanisms to ensure consumers, investors, markets and financial stability are all protected. The Government hopes this agreement will provide a blueprint for future mutual recognition agreements. Please contact Maja Erceg to discuss further.

Targeted Support: In support of FCA proposals set out in its consultation Supporting consumers’ pensions and investment decisions: proposals for targeted support the government has published a policy note setting out proposed changes to the Financial Services and Markets Act 2000 (Regulated Activities) Order 2001. Firms should be aware that we will be discussing the FCA’s proposals at an Advice Guidance Working Group meeting on 22 July. Interested firms should contact Simon Harrington if they wish to attend.

Digitisation Taskforce Final Report: The Digitisation Taskforce has delivered its final recommendations for modernising the UK shareholding framework. A staged approach to removing paper share certificates and ultimately moving to a fully intermediated system of shareholding in the UK is recommended, and the government has accepted it, and set out an implementation plan.

By 31 December 2027, current paper share registers should be replaced by digitised versions – maintaining the services that paper shareholders receive today, but in digital form. An industry Technical Group should finalise the implementation details. Over the course of this Parliament, the government, regulators and the Technical Group will work to improve the intermediated system to ensure shareholders can exercise their rights effectively and efficiently through intermediaries. The report recommends a package of measures to achieve this and the government will set criteria to be met before the final step, which will see all shares transition into the intermediated system.  The Technical Group will consider how best to deliver this final stage. Please contact Kevin Sloane for more details.

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The Wealth and Asset Management Operating Model Can’t Keep Up

Read this article from the PIMFA Journal #33 by Richard Doherty and Sumit Johri at Publicis Sapient about the traditional playbook built on manual processes, siloed business and technology functions, and relationship-driven models is no longer sufficient.

Shared Type: Shared Public
Published: April 28, 2026

PIMFA response to Financial Ombudsman Service: Interest on compensation awards

Nedbank Private Wealth Chief Executive joins PIMFA’s Board

Since joining Nedbank Private Wealth, the business has significantly invested in technology, digital client experience and data. Today he has overall responsibility for managing the company’s UK and international Wealth operations across all its office locations outside of South Africa.

During his career, Stuart has undertaken senior roles in Cazenove Capital, C. Hoare & Co. and Barclays Wealth. His focus has been on developing high-net-worth relationship and advice businesses across wealth management, private banking and corporate banking. He is also a Chartered Wealth Manager, Fellow of the Chartered Institute for Securities & Investment, and a Fellow of the Chartered Institute of Bankers.

Stuart Cummins, Chief Executive Officer, Nedbank Private Wealth said: “I am delighted to be joining the PIMFA Board.

PIMFA has a critical role to play, especially at this time of rapid and far-reaching change across the political and economic landscape. I look forward to working with the existing Board members and the PIMFA team, to develop an environment where firms and their clients can thrive”.

Liz Field, PIMFA’s Chief Executive said “I am delighted to welcome Stuart to our board of Directors and look forward to working with him to continue to represent this vital industry.

Building a robust, innovative and flourishing industry is at the heart of all we do as well as continuing to drive impactful change for our firms and clients, and Stuart’s expertise and experience will be invaluable in achieving this goal.”

NOTES TO EDITORS

About PIMFA

• PIMFA (the Personal Investment Management & Financial Advice Association) is the trade association for firms that provide wealth management, investment services and the investment and financial advice to everyone from individuals and families to charities, pension funds, trusts and companies.

• The sector currently looks after £1.65 trillion in private savings and investments and employs over 63,000 people.

• PIMFA represents both full and associate member firms. Full members provide a range of financial solutions including financial advice, portfolio management, as well as investment and execution services. They assist everyone from individuals and families to charities and pension funds, all the way to trusts and companies.  Associate members provide professional services to the PIMFA community.

• PIMFA leads the debate on policy and regulatory recommendations to ensure that the UK remains a global centre of excellence in the wealth management, investment advice and financial planning arena. Our mission is to create an optimal operating environment so that its member firms can focus on delivering the best service to clients, providing responsible stewardship for their long-term savings and investments.

• PIMFA was created in 2017 as the outcome of a merger between the Association of Professional Financial Advisers (APFA) and the Wealth Management Association (WMA) with a history as a trade association since 1991 – read more.

• Further information can be found at pimfa.co.uk

Contact

For further information on this release or other press matters please contact:

Sheena Gillett, PIMFA Communications & PR Director – sheenag@pimfa.co.uk, +44 (0)20 7011 9869 / +44 (0)7979 493225

PIMFA response to Euroclear consultation paper

PIMFA Journal Edition #30

PIMFA Financial Crime Compliance Programme: Prepare Your Firm on All Fronts to Meet FCA Financial Crime Compliance Expectations

The increased regulatory focus and the rapidly changing threat landscape demands a more sophisticated approach to financial crime risk management.
How do PIMFA member firms strengthen their defences and stay resilient?

Launching in Autumn 2025, PIMFA’s new monthly CPD learning programme ensures busy MLRO/DMLOs and Heads of Compliance have the confidence, skills and competencies to:

1. Effectively implement and respond to the latest FCA requirements.

2. Identify and address vulnerabilities in your approach to financial crime compliance.

3. Thoroughly prepare your firm to respond to key regulatory changes in 2025 and beyond.

4. Ensure your enterprise-wide risk assessment drives positive organisational change.

5. Follow industry best practice approaches to KYC, CDD and EDD.

6. Calibrate your AML controls, policies and control frameworks to your firm’s risk profile.

Programme Partners

Register Your Interest

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PIMFA AI Leadership in Wealth Management Programme: From Basics to Practical Implementation

AI is transforming the sector, yet many leaders in wealth management remain unsure how to harness this transformative technology strategically.
Standard online tutorials and outdated training on AI often create more confusion than clarity. The ‘AI Leadership in Wealth Management programme’ aims to fix that. Whether you're new to AI or already experimenting with it, this geek and jargon-free programme supports senior managers in PIMFA member firms to:

1. Make sense of what AI is and how it is deployed in wealth management.

2. Understand and follow the FCA’s latest guidance on AI.

3. Explore Your AI Readiness, deciding with confidence when and how to adopt AI ethically in your firm.

4. Build an AI implementation plan to solve a specific business challenge.

5. Develop, with the support of expert’s, how to execute their AI implementation plan.

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Digital Membership

By joining PIMFA, your digital membership not only strengthens the voice of the sector, but also grants you a host of benefits.  Through your personalised website experience you will gain access to online resources, events, learning guidance and regulatory insights.  
If you are part of a financial advice or planning firm with less than four advisers/financial planners, all this is available to you for just £500 a year.  Please complete this form to start your experience.
Digital Membership – IFA and Financial Planners Application Form
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Membership Criteria

Please review the following membership criteria.

1. Advisors/Planners: Your company has less than four advisors/planners.
2. User Account Limit: Membership user accounts are limited to a maximum of 4 users.
3. Login Credentials: Staff will not share their login credentials with other staff.
4. Corporate Structure: Your company is not part of a larger corporate entity or umbrella firm.
5. Auto-Renewal: Membership will auto-renew on 1st June.
6. Membership Cancellation: You may cancel your membership by providing PIMFA with one month’s written notice sent to: accounts@pimfa.co.uk.
7. Membership Fees: To be paid via an online secure link using a Credit/Debit card.
8. Non-Refundable Fees: Membership fees are non-refundable.

I have read and understand the membership criteria.
I have read and understand the Terms and Conditions and the Membership Rules

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