Strategic report Governance Financial statements Other information CHIEF EXECUTIVE OFFICER’S REVIEW CONTINUED In these interactions our goal has been to Given these high levels of engagement, it is We expanded our Active Savings service with During the year we had drive better client outcomes and responsible essential for digital wealth management services the addition of two new banks and extended 393 million digital visits investment behaviours. Across FY21, this has to continue to be both secure and stable. In our product range to introduce limited access been a particular focus with the rollout of our November, very high levels of volume associated accounts, providing even more choice for clients. through our website and ‘Better Investors’ campaign which targets newjoiners with education and behavioural nudgeswith market volatility led to a brief outage of ourThe service has now reached £3.1 billion AUA andapp, up 58% on the prior system. We learned from that experience and plays a vital role in the savings market where the year’s 249 million. to help educate clients to make better decisions have implemented a number of changes to rates clients can achieve are so important, with at – and has driven high levels of engagement. capabilities, processes and systems to mitigate least one market leading rate available through This work has focused on providing relevant risk and ensure we maintain robust client service the platform for90% ofthis financial year. We information that helps clients to target their as we scale. launched our Cash ISA which will be rolled out investment choices around their goals, raise Prioritising client experience more widely in the new financial year. This offer awareness of how changing conditions suit Our position as the market leader, with our levels also helps us reach different groups of future different investments and how they can build of engagement and quality of client insight, gives investors to help them engage with their finances. long-term savings. Alongside this we have also us an advantage in the design and delivery of Client Experience is not just about the proposition; continued to engage with regulators, working on improvements to our proposition and service it is also about building our differentiated service how we can continue to serve our clients better, ahead of the competition. Over the year, we prioritised service, enhancing . deliver the right outcomes and set an example as practical capabilities in areas such as payments the market leading service in our industry. We have continued to improve our proposition where we formed key partnerships with FinTechs, Our close relationship with what our clients want in 2021 with the launch and enhancement of such as Stripe, to accelerate the roll out of better to know – and how they are using our platform – our Wealth Shortlist which now offers new tools digital payments solutions. We also launched 24/7 also helps us identify key trends in investor and greater insight to help clients make their faster payment bank transfers in our SIPP and interest, with a step change in retail investor investment decisions. The addition of fund Fund & Share Accounts. interest in ESG being the most notable. We have charge comparisons has also led to better pricing continued to respond to that interest by making across the platform and we have increased the more online resources available, integrating ESG number of segregated mandates in the HL Multi considerations into our Fund research process Manager range such that41% is now managed and adding further responsible funds to our this way, giving us greater control and passing on Wealth Shortlist. Other examples of this dynamic better pricing to clients. approach to content include our “financially fearless” campaign for women, materials on market volatilitydue to COVID-19 and the trading phenomenon around GameStop and so-called meme stocks. 15 Hargreaves Lansdown Report and Financial Statements 2021