Inside Super Portal
This is the eleventh year Right Lane has conducted research on the forces impacting not-for-profit super funds.
This report is based on Right Lane’s research and reflections on our work with more than 20 not-for-profit super funds and their service providers over the past 22 years.
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Please note: This report has been prepared exclusively for not-for-profit super funds.
Latest Inside Super Articles
Cash crunch! Industry funds may need to raise fees or reduce costs
Account consolidation and legislative changes are placing pressure on funds’ fee models, putting their business models at risk.
At a system level, funds are experiencing an increasing gap between total expenses and total fees due to a decline in total member accounts. In the past five years, total expenses grew by 6% CAGR, while the total number of member accounts declined by 2% CAGR, total revenues declined by 1% CAGR. This issue is likely to be exacerbated by a fundamentally more expensive business model required to meet members, regulators and other stakeholders’ expectations and to compete with more aggressive rivals.
Inside Super 2 (UPDATE) – Direct-to-consumer: remaining relevant in the future of super distribution
In November we shared with you insights on remaining relevant in the new super distribution landscape. Our analysis showed that an increase in switching activity was largely benefiting two industry funds, who have seen record cash inflows mostly at the expense of the retail funds that came under intense scrutiny during the Royal Commission. Since then new APRA data shows that these two funds continue to win the vast majority of ‘switching FUM’ as demonstrated by net roll-ins excluding successor funds transfers (SFTs).
Inside Super 3 – SPS 515 puts the spotlight on strategy execution
As the end of the year approaches, most executives are starting to turn their minds to the strategy and business planning process for FY2021. This year, APRA’s new regulations, which are set to commence on 1 January 2020, are expected to change the way many funds approach strategic and business planning. This article outlines how you can strengthen your strategy and planning process and key strategic artefacts to better align with best practice, SPS 515 requirements and stakeholder expectations.