Presence and profile
1.
Investments
2.
Member experience
3.
People and culture
4.
Following COVID-19, super funds need to ask questions across four domains
What is our role, and the role of industry bodies, to shape the policy debate?
How do we build credibility with key stakeholders so we can best support our members?
What industry diversity best supports our members and what does this mean for our merger strategy?
What shifts to our leaders need to make to support our staff in these new working arrangements?
Where should we invest in technology to support the productivity and wellbeing of our staff?
How do our trustees and executives build knowledge to govern and manage big organisations?
How can we drive a permanent increase in our members’ interest in super?
How can we evolve our digital channels to best meet the needs of members?
How can we shape our operations /outsourcing arrangements to
deliver better service at better value?
How appropriate is our investment strategy in light of increased market, liquidity and geopolitical risk?
What is the appropriate mix of
in-house and outsourced investment management for our fund?
What capabilities do we need to manage our international investments?
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Presence and profile
1.
Investments
2.
Member experience
3.