WTP Implementation Under Pressure: How to Stay on Course During a Complex Transition

The Dutch Future of Pensions Act (Wet toekomst pensioenen, WTP) marks a fundamental shift in the pension system. Most pension funds and administrators have made significant progress, yet many still struggle to maintain control in an increasingly complex environment.

At Projective Group, we support organisations daily through this transition. We witness the challenges up close: complex decision-making, demanding IT timelines, unclear communication responsibilities and growing pressure from regulators. Time is ticking. Waiting too long increases the risk of rushed decisions or unnecessary exposure.

Today’s Challenges: A Realistic View

• Time is running out. The transition must be completed by 2027, but many organisations are still aligning with various stakeholders. The call for clarity is understandable – but it must not come at the expense of progress.
• A complex stakeholder landscape. Boards, social partners, administrators, IT providers – each has their own role and perspective. This often leads to ambiguity and delays.
• Data and IT are decisive. The WTP requires monthly reporting to participants and greater transparency than ever before. Many systems are not yet prepared, and the necessary data quality is often lacking.

How to Stay on Course

We believe transparency is the key principle in this phase of the transition. This means not only open communication with participants, but especially internally – among boards, administrators and partners. Three practical tips from our experience:

1. Make the implicit explicit. Identify interests, risks and uncertainties. Tensions that remain below the surface tend to slow things down.
2. Avoid IT becoming a bottleneck. Map out your data and IT landscape now. Realistic roadmaps start with insight into what is (and isn’t) technically possible.
3. Work with scenarios. There is no single ideal route. Explore different outcomes, allow room for adjustment – but ensure continuous progress.

Insights from the Field and the Role of Projective Group

1. DNB expects strong ownership from pension funds. They should not delegate the transition entirely to their administrators. This means funds need to quickly gain the skills to take control themselves. Change and programme management require different expertise than day-to-day governance. Projective Group is uniquely positioned to support funds in managing this process with care – both by taking on responsibilities and by helping them build sustainable in-house governance capabilities. With the endorsement of De Nederlandsche Bank.
2. Governance pressure is immense. This is the largest pension transition in Dutch history, and the burden on fund boards is substantial. To take a decision to convert (invaarbesluit), boards must feel confident in their choices. Projective Group supports boards in making well-informed, participant-focused decisions with confidence.
3. Transition communication is far from simple. It requires a clear strategy for what is communicated to participants. While regulators such as the AFM strongly guide and assess this, communication is not just a technical or data quality issue. Projective Group supports multiple funds and administrators in developing effective participant overviews that are timely, accurate and understandable.

Collaborating Towards Stronger Governance

A successful transition starts with asking the right questions:

• Do we clearly understand who is responsible for what?
• Do we have a shared narrative on why this change is necessary?
• Is our implementation plan aligned with realistic IT capacity?
• Do we know where we have – and do not have – influence?

At Projective Group, we help pension funds, administrators and asset managers take ownership – both strategically and operationally. We bring clarity to a complex landscape, strengthen governance, and support decision-making that aligns with the organisation’s profile.

Ready for a Reality Check?

Not sure if your programme is on track? Or looking to strengthen execution power within your transition?

Let’s talk. We are happy to provide an independent second opinion or begin with a short transition assessment.