AustralianSuper

Super’s biggest problem likely lies within funds themselves, with many using legacy operational infrastructure ill-suited to the needs of the major financial organisations they’ve become.

Super funds will soon be subject to mandatory service standards aimed at improving member experience following a series of administration failures at funds like Cbus and AustralianSuper.

The $300 billion profit-to-member fund has linked up with Oxford Properties for a portfolio of high-quality European industrial and logistics assets that it wants to expand significantly over the next three to five years.

If 2024 showed us anything, it’s that super funds have to become more than accumulation machines if they want to maintain their status as the trusted guarantors of most Australians’ financial future.

The $350 billion profit-to-member fund will be trying to rustle up some desk space in its London office as it makes a slew of new appointments and prepares to deploy 70 per cent of new inflows into global markets.

The retirement chief of the $335 billion AustralianSuper, who was “instrumental” in delivering a slew of member experience uplifts across a 17-year stint with the fund, will leave this month to establish a new venture.

The boondoggle about superannuation marketing spend is mostly theatre, and does nothing to answer the question of what is really in members’ best financial interests.

The $341 billion AustralianSuper has taken a significant stake in US-based DataBank to catch the AI and digitalisation waves that pension funds all around the world are trying to surf.

The circa $350 billion AustralianSuper has appointed its first chief liquidity officer to drive the development and implementation of its liquidity strategy as it tries to “get ahead of the curve” of risk management across its portfolios.

AustralianSuper’s erstwhile head of equities will head to the construction industry fund as its new head of portfolio construction amidst a slew of C-suite departures.