AIST Governance Group APRA Prudential Standards – Industry Scorecard 12 months on 15 October 2014
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Transcript of AIST Governance Group APRA Prudential Standards – Industry Scorecard 12 months on 15 October 2014
![Page 1: AIST Governance Group APRA Prudential Standards – Industry Scorecard 12 months on 15 October 2014](https://reader034.fdocuments.us/reader034/viewer/2022042719/56813027550346895d95b0ae/html5/thumbnails/1.jpg)
AIST Governance Group
APRA Prudential Standards –Industry Scorecard 12 months on
15 October 2014Stephen Glenfield, General ManagerSouth-West Region
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ORFR (SPS 114) Trustee Practices/Observations
• Adopting the minimum 0.25% ORFR Target Amount
• Clearly defined definitions of Operational Risk Events
• Well defined material trigger events
• Investing the ORFR target amount monies in an investment strategy matched to the majority of the Fund assets
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ORFR (SPS 114) Trustee Practices/Observations
Watch out for:
• Non-operational risks included in the determination of the ORFR Target amount
• Lack of availability Operational Risk Data
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Defined Benefit Matters (SPS 160)Trustee Practices/Observations
• Shortfall limits – a solid rationale and regular monitoring
• Restoration Plans
• Forward planning around reduced timeframes for obtaining an actuarial report
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Risk Management (SPS 220)Trustee Practices/Observations
• Clearly articulated Risk Appetite Statement (RAS)
• RAS aligns with strategic direction
• Measurable risk tolerances
• Risk culture driven from the top and evidenced
• Effective and regular reporting on risk
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Risk Management (SPS 220)Trustee Practices/Observations
Watch out for:
• Risk management vs compliance
• Meaningful & measureable risk tolerances
• Business Plan doesn’t align with RAS
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Outsourcing (SPS 231) Trustee Practices/Observations
• Outsourcing policies reflect practices in place
• Alignment of outsourcing risks and risk management framework
• Early consultation with APRA
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Outsourcing (SPS 231) Trustee Practices/Observations
Watch out for:
• Outsourcing policies replicate/quote SPS 231
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Insurance in Superannuation (SPS 250)Trustee Practices/Observations
• Rigour around tender and due diligence processes
• Thought and research in development of benefit design
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Insurance in Superannuation (SPS 250)Trustee Practices/Observations
Watch out for:
• Insurance Management Framework documentation is too high level
• Lack of focus on data management
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Business Continuity Management (SPS 232)Trustee Practices/Observations
Watch out for:
• Business Continuity Management Policy lacks detail
• Business Impact Analysis ad-hoc and lacks structure
• Business Continuity Plan lacks clarity
• Testing and Reporting ad-hoc
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Governance (SPS 510) Trustee Practices/Observations
• Governance policy addresses board renewal and board performance
• Remuneration Policy aligns remuneration and risk management
• Board Audit Committee is in place
• Trustee has or uses an appropriately resourced and skilled internal audit function
• Trustee owns the strategic plan for Fund
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Governance (SPS 510) Trustee Practices/Observations
• Risk not adequately covered by the audit committee (and no separate risk committee)
• Adequacy of renewal policy
• Board skill set
• Not letting management manage
Watch out for:
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Conflicts of Interest (SPS 521)Trustee Practices/Observations
• Built on a robust Risk Management Framework (RMF) and risk culture
• Tackle actual, potential and perceived conflicts
• Disclose all types of relevant interests and duties
• Identification and management of conflicts integrated within the broader Conflicts Management Framework and the RMF
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Conflicts of Interest (SPS 521) Trustee Practices/Observations
• No conflicts identified as untenable
• Vision tends to be narrow – little regard for perceptions
• RSE licensee complexity not picked up in the Conflicts Management Framework
• Registers outdated, incomplete and lacking coverage
• High materiality thresholds
Watch out for:
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Investment Governance (SPS 530)Trustee Practices/Observations
• Strong due diligence attaching to the selection of investments
• Diligent monitoring of investments/performance
• Periodic review of investment objectives and investment strategy
• A comprehensive stress testing programme and a liquidity management plan are in place and being given effect to
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Some reminders from APRA
• APRA’s Guidance Material provides examples of better practice
• APRA FAQs are a good reference to APRA’s interpretation of Prudential Standards
• APRA speeches provide industry with messages of APRA’s expectations and examples of better governance
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Discussion