Systemic risk in the superannuation system likely doesn’t stem from funds themselves, but from their service provider relationships. Regulators need to be thinking harder about where and how it arises – something they’re not necessarily well set up to do.
Big asset owners and managers are embracing the private markets as one avenue for growth, but the complexity that brings to portfolios means they also need to get a better view of what might be decades of siloed information.
Sipek joins State Super to help three-way merger
(Pictured: Peter Sipek)
Peter Sipek, the former director of investment services and head of operations for AMP Capital, who left the organisation last August, has started a new role as implementation director at State Super.
Sipek had been at AMP Capital for eight years, starting as head of investment operations, and his departure last year surprised the securities servicing part of the industry, in which he was highly regarded. Prior to AMP Capital he was head of investment operations at Colonial First State for eight years. He started his new role in December.
State Super (formally known as SAS Trustee Corporation) and the other two NSW Government-sponsored funds which are in the process of merging their investments and backoffice functions – NSW Treasury Corporation and NSW Workcover (formally known as Safety, Return to Work and Support Division) – are yet to announce the detail of their new leadership teams at the operational level of the funds.
The funds will retain their own boards and continue to make their own asset allocation decisions. Michael Cole, a former fund manager, will chair the combined operations. State Super accounts for about $38 billion of the combined $65 billion on jointly managed assets.
