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Why become Chartered?

Corporate Chartered status is identified as a key instrument in building public trust through our increasingly united profession.

“Our vision is that together, we can achieve ‘parity of esteem’ with the established professions such as medicine, accountancy, law and surveying. A commitment by firms of all sizes – whether insurers, insurance brokers, or financial planners – to the Chartered Ethos, expressed through a shared public declaration to professional standards, is an essential step on this journey.”

Sian Fisher, Chief Executive Officer

Appropriate financial planning and insurance solutions are vital for the long-term well-being of individuals, families and businesses – and are a key driver of financial security and resilience.


The Chartered Ethos

Whilst there are many excellent insurers, brokers and financial planners that are not Chartered, corporate Chartered status involves a public declaration to professional standards. The declaration contains a series of commitments – made openly, transparently, and in full view of customers and clients.

The Chartered Ethos details our commitment as the professional body, to you the Chartered firm, and the commitments you make as a Chartered firm, to the public. The result of the Chartered Insurance Institute and Chartered firms both fulfilling their commitments is the reinforcement of public trust in the concept of Chartered firms.

                           

                                [Click image to enlarge]

The value of corporate Chartered status

Achieving Chartered status delivers benefits to your business, your staff, and your clients. Publicly committing to building consumer trust, putting customers first, and aligning your ethics and values will improve your perception amongst other professionals.

Over the years ahead, we are focusing on five priorities to ensure corporate Chartered status remains relevant and works effectively for all stakeholders.

1. Enhancing value

We recognise the considerable investment that Chartered firms are making in their professionalism and are committed to supporting these efforts with a more active platform of collaboration and promotion. We will actively support your contribution to the development of the profession and the building of public trust.

2. Relevance to changing business models

Amendments will be made to criteria relating to divisions and appropriate management teams, to ensure they better reflect the structures of organisations today.

As of January 2020, 50% of advisers at Chartered Financial Planning firms must hold the Chartered Financial Planner title, an increase from the current 25% requirement. (Firms affected by this change will receive more information from us in 4 weeks' time.)

Subject to a member vote and provisionally approved by Privy council, a new Chartered title will be launched to reflect the growth of the Management General Agent sector.

3. Applications and renewals

Digitalising the application and renewal procedure, along with consolidating our 'rules' documents will ensure a simplified process.

4. Effective oversight

Changes to oversight arrangements will reduce unnecessary bureaucracy, while maintaining sufficient controls to ensure Chartered firms meet the Chartered requirements. We are also committed to greater sharing of information and tools that promote good practice.

5. Social impact

We have expanded the criteria around 'core values and business practices' to encompass diversity and inclusion. We will introduce an explicit reference to D&I in the criteria