INFORMATION PAPER
APRA’s Supervision Priorities
1 February 2021

Disclaimer and Copyright
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reliance on, this publication.
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Contents
Executive summary4

Chapter 1 - Introduction

6

Chapter 2 - Cross-industry

8

Chapter 3 - Banking

13

Chapter 4 - Insurance

15

Chapter 5 - Superannuation

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Attachment A: Timelines

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Executive summary
APRA is a supervision-led agency, seeking to maintain a sound and resilient financial systemfounded on excellence in prudential supervision. Following publication of its supervisionpriorities early in 2020, APRA’s focus necessarily shifted from planned activities to ensuring
the financial system remained resilient in the face of the COVID-19 pandemic and its broader
economic and financial impacts.
APRA’s supervision played an important role in supporting financial system stability inAustralia during 2020. In collaboration with the Council of Financial Regulators (CFR) andpeer agencies, APRA’s actions supported the financial system’s ability to act as a shock
absorber of the pandemic’s economic fallout. Led by both intense supervisory liaison andtargeted regulatory interventions, APRA’s actions included:•

providing guidance to banks and insurers on capital management;•

providing capital relief on deferred loans;•facilitating the implementation of Government’s early release of super program; and•scrutinising and challenging entities’ approaches to managing business disruption.

APRA’s supervisory response continues to evolve in light of the changing impacts of COVID19. APRA’s planned activities balance the need for it to respond to the impact of thepandemic on regulated entities while ensuring that the regulatory burden is minimised,
where possible.
This Information Paper outlines APRA’s planned supervisory priorities for each industry overthe next 12-18 months. The agenda includes significant cross-industry elements.
Importantly, APRA’s priorities are aligned to the four key community outcomes in APRA’s
2020-2024 Corporate Plan:
1•

maintaining financial system resilience;•

improving outcomes for superannuation members;•

transforming governance, risk culture, remuneration and accountability (GCRA) acrossall regulated financial entities; and•improving cyber-resilience across the financial system.

COVID-19 has meant that while work has continued on all four outcomes, APRA has
prioritised maintaining financial system resilience in the short term. APRA’s supervisory
priorities may vary as the risk outlook evolves, not least in response to the ongoing impacts

1

APRA, Corporate Plan 2020-2024 (August 2020)

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of COVID-19. In protecting the stability and soundness of regulated entities, APRA will work tomaintain public confidence in the financial system and aid the economic recovery.
APRA’s supervisory program is risk-based, forward-looking and outcomes-focused. Thisapproach is reflected in APRA’s recently updated supervision methodology, facilitatedthrough the introduction of the Supervision Risk and Intensity (SRI) Model.
Complementing the SRI Model, the upcoming introduction of a new data collection solution,
APRA Connect, will see APRA enhance its use of technology and data to support supervisory
assessments and guide decision-making at an industry and entity level.
While the Australian financial system is, on the whole, in a sound financial position, APRA will
strive to ensure that the balance sheet strength and very low incidence of disorderly failure
among APRA-regulated entities is maintained. This is supported by APRA’s heightened focus
on recovery and resolution planning and stress testing.
In superannuation, improving outcomes for members remains a core supervisory priority. In
December 2020 APRA published the first full refresh of the MySuper Heatmap, followed soonafter by the issue of notices requesting further information from trustees of MySuper
products where underperformance persists. This enhanced transparency of investment
performance and fees in MySuper products enabled APRA to target its supervisory efforts onparticular MySuper products, and in 2021 APRA will further sharpen its supervisory focus onunderperformance, including the use of enforcement powers where appropriate.
Improving cyber resilience is an area of major strategic focus for APRA underpinned by theits 2020-2024 Cyber Security Strategy. APRA will be seeking to ensure regulated entities
significantly improve their cyber resilience practices. In 2021, APRA will focus on the effective
implementation of its information security standard by all regulated entities.
APRA remains committed to delivering on its community outcome of transforming GCRA. In
addition to the implementation of the upcoming remuneration prudential standard, a range of
GCRA-related supervisory reviews and ‘deep-dives’ will be conducted over the next 12-18
months. APRA is also investing in new tools to assess and benchmark GCRA practices acrossentities, such an industry-wide risk culture survey. APRA’s insights will increasingly beshared with industry and the public to reinforce prudential expectations and drive
accountability.
This paper should be read in conjunction with APRA’s Policy Priorities Information Paper
which outlines forthcoming changes to APRA’s prudential framework that support thesepriorities and the supervision effort.
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APRA, APRA’s Policy Priorities (Information Paper – January 2021)

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Chapter 1 - Introduction
APRA’s mandate and role of supervision
APRA’s mandate is to protect the Australian community by establishing and enforcing
prudential standards and practices designed to ensure that, under all reasonablecircumstances, financial promises made by the entities APRA supervises are met within astable, efficient and competitive financial system.
APRA’s supervision activities are fundamental to APRA’s ability to meet its mandate.
Supervision plays a critical role in identifying significant risks to entities and the financial
system and ensuring these are appropriately addressed in a timely and effective manner.
A key strategic initiative within APRA’s corporate plan is to improve and broaden risk-based
supervision. As part of this initiative, APRA is now implementing its new SRI Model that is
responsive to a rapidly changing environment, as outlined below.
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In addition, in 2021, APRA will be introducing a new data collection solution, APRA Connect,
which will enable APRA to collect more granular data, strengthening our data-driven
decision-making and enabling enhanced data submission capabilities.
APRA applies a risk-based approach by directing supervision resources towards areas thatpose the greatest risk or impact; focuses on being forward-looking through anticipating theimpact of current and emerging risks; and holds entities and individuals to account fordelivering desired, clear and timely outcomes. This relies on supervisory judgement andexpertise, informed by evidence and analysis.
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Transition to the SRI Model
A fundamental element of APRA’s supervisory approach is the use of a structured framework
to identify and assess risks, so that APRA can effectively direct its resources towards theareas and entities of greatest risk. From 2012, APRA used the Probability and Impact Rating
System (PAIRS) and the Supervisory Oversight and Response System (SOARS) to identify andassess risk and to determine the appropriate supervisory response. By 30 June 2021, APRA
will have completed migration to a new system to assess risk and determine supervisory
intensity: the SRI Model. During this time, regulated entities can expect to be engaged by
APRA in regard to their SRI tier and stage; details of which will remain confidential to theentity, consistent with that of PAIRS and SOARS ratings. The SRI tier and stage will provide afoundation for the intensity of APRA’s supervisory engagement with entities ensuring clarityof expectations.

3

APRA, Supervision Risk and Intensity (SRI) Model (November 2020)

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APRA, APRA’s Supervision Philosophy (October 2020)

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The SRI Model applies a more contemporary categorisation of risks, elevating non-financial
risks whilst preserving the importance of financial resilience. It better caters for the different
industries and changing risk assessments. The model is also aligned with APRA’s
enforcement approach ensuring a timely and appropriate supervisory response.
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APRA’s supervision priorities
Consistent with the strategic priorities outlined in APRA’s Corporate Plan for 2020-2024,
APRA’s supervision priorities aim to deliver four key community outcomes: maintaining
financial system resilience, transforming GCRA, improving cyber-resilience and improving
outcomes for superannuation members.
APRA’s supervisory priorities are summarised below and detailed in the chapters that follow.

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APRA, APRA’s Enforcement Approach (September 2019)

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Chapter 2 - Cross-industry
This chapter outlines APRA’s planned supervisory activities for cross-industry risks. These
activities cover three of APRA’s four key community outcomes: maintaining financial system
resilience; improving cyber resilience; and transforming GCRA.

Maintaining financial system resilience
Protecting the financial safety and soundness of APRA-regulated
entities
During 2020, many countries, including Australia, experienced their largest economic
contractions since the Great Depression as a result of COVID-19. Volatility in asset andfunding markets early in the downturn was also elevated. Historically, economic and financial
market disruptions of this size have often caused stress and failures in the financial system.
Significant monetary and fiscal support played a key role in limiting the impact of thedownturn on households, businesses, and ultimately the financial system. This allowedfinancial systems to play a role in supporting economies. Their ability to do this was
facilitated by resilience built up in the post-GFC period, supported by regulatory actions.
On the whole, Australian financial entities have sufficient resilience to continue to support
economic recovery. APRA remains alert to changes in economic, financial and healthconditions as the system continues to recover from the effects of the pandemic. Over the next
12-18 months, APRA will focus on ensuring that the resilience of regulated entities ismaintained through regular stress testing and other activities.

Fostering the operational resilience of APRA-regulated entities
Weaknesses in operational resilience can have both financial and non-financial impacts onentities, and can undermine their ongoing viability. Ongoing access to financial services, suchas banking, insurance and superannuation, is essential to supporting economic activity. For
these reasons, operational resilience was one of APRA’s key areas of focus as the threat
posed by COVID-19 became apparent.
APRA is incorporating the lessons learned from COVID-19 into its supervisory practices tofurther strengthen the operational resilience of the Australian financial system. APRA
expects entities to significantly strengthen their operational resilience practices.
APRA is updating its operational resilience standards and guidance as outlined in its Policy
Priorities paper. To complement the policy updates, APRA’s supervision activities over the
next 12-18 months will focus on:

AUSTRALIAN PRUDENTIAL REGULATION AUTHORITY8•The impact of changes made to their operations by entities in response to the pandemic
and the effectiveness of existing contingency arrangements to protect against any risks
that may have arisen;•

The extent to which regulated entities’ risk profiles reflect changes to business practices
and strategy as a result of COVID-19, and any operational risk losses; and•Assessment of the range and concentration of service providers used by APRA-regulated
entities.

APRA has work underway focusing on ADIs’ management of operational and compliancerisks. Several ADIs have transformation programs underway to address issues identified inself-assessments of their management of operational risk. APRA has also conducted reviewsin this respect and will continue to assess the state of entities’ operational and compliancerisk management transformation programs and practices. In addition, APRA intends torelease a compliance risk management information paper in 2021 to help drive further
improvements in entities’ compliance management.

Enhancing contingency planning for adverse events, informed byregular stress testing
Stress testing is a core component of APRA’s toolkit used to enhance financial resilience. It
provides a risk-based, forward-looking assessment of the ability to withstand stress at anindustry, cohort and individual entity level.
APRA regularly conducts stress tests across the banking and insurance sectors to assess
their resilience to severe but plausible adverse scenarios. These tests help to improve both
APRA’s and industry’s understanding of the impact of future potential risks, allowing
appropriate safeguards to be put in place.
In response to the onset of COVID-19, APRA increased its use of stress testing across all
regulated industries, enabling timely assurance and insight. In 2021, APRA’s stress testing
program will include regulator-led common scenario stress tests across nominatedindustries for select scenarios, as well as engaging with entities on the stress test activities
they undertake as part of their Internal Capital Adequacy Assessment Process.
Significant focus will continue to be given to stress testing the ADI industry, given theimportance of the ADI sector to financial system stability. In early 2021, APRA will conclude
its analysis from the final cycle of the 2020 ADI ‘streamlined’ stress tests, providing feedback
to relevant entities. A more comprehensive stress test of the largest ADIs is planned for2021.
For the insurance industry, targeted stress test activities will continue, subject to theeconomic and macro environment and emerging risks. For the superannuation industry,
APRA plans to sharpen its supervision by advancing the role of stress testing in providing
assurance and insight at both industry and entity level.

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Improving cyber resilience
APRA seeks to reduce the impact of cyber incidents on the financial system and Australiancommunity. In the face of escalating risks, APRA expects regulated entities to significantly
improve their cyber resilience practices and be able to withstand cyber-attacks.
Cyber resilience is an area of major strategic focus for APRA, underpinned by its 2020-2024
Cyber Security Strategy. The updated strategy seeks to influence the practices of regulated
entities and involves acting in concert with peer regulators and other government agencies,
while supporting the Australian Government’s 2020 Cyber Security Strategy.
6

As part of its Cyber Security Strategy over the next 12-18 months, APRA will:•

initially as a pilot with a small group of select APRA-regulated entities, instruct entities
to engage independent auditors to assess compliance with Prudential Standard CPS 234
Information security to identify and address weaknesses in cyber practices;•

continue to collect cyber resilience data which will be used to generate cross-industry
insights on better practice examples. These insights will be shared with regulated
entities to strengthen cyber practices;•

launch a pilot for a cyber information sharing community across APRA regulated entities
to improve industry situational awareness and the sharing of technical information; and•in concert with the CFR, test cyber resilience of Australia's financial services industry via
a pilot Cyber Operational Resilience Intelligence-led Exercise.
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Transforming governance, risk culture, remuneration andaccountability
APRA is continuing its work to transform GCRA across APRA-regulated entities’
management of financial and non-financial risk. Over the next 12-18 months, APRA will:•

following the finalisation of Prudential Standard CPS 511 Remuneration, conduct animplementation review across a sample of regulated entities and share these insights indue course with all regulated entities;•

drive improvement in the governance and risk culture practices by continuing risk
culture deep dives at a small number of large Australian financial entities, follow up andevaluation of entities’ actions in response to risk governance self-assessments andregular prudential engagements. This will include working to close issues currently
resulting in capital overlays or enforceable undertakings; and6

APRA, Speech by Geoff Summerhayes ‘Strengthening the chain’ (November 2020)

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CFR, CORIE framework launched to test cyber resilience of Australia’s financial services industry (December 2020)

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implementing a tool to benchmark and assess trends in risk culture across regulated
entities, after undertaking a risk culture survey for a pilot group of regulated entities.

APRA will also be working with Government to extend the accountability regime to all APRAregulated entities.

Improving recovery and resolution capability
COVID-19 emphasised the importance of APRA’s strategic priority to enhance its recovery
and resolution capability and that of the industry via effective contingency planning andregular testing of those plans. In 2020 APRA was focused on contingency planning for nearterm risks to the financial system. Stabilisation in the external environment will enable APRA
to refocus on its planned supervisory priorities over the next 12-18 months. APRA is
proposing to release for consultation a draft cross-industry prudential standard on recovery
and resolution planning as outlined in its Policy Priorities Paper. This will be reinforced by
the following supervisory priorities:•

strengthening the credibility of recovery plans across all APRA-regulated industries toensure that supervised entities have and maintain a credible recovery capability, with
APRA’s assessment of an entity’s recoverability as a key input into the SRI Modelassessment;•

ensuring that simple, credible resolution strategies are in place for more vulnerable
entities across each industry. These are critical for situations where an entity is facing
financial stress and private sector recovery is not possible; it means that the entity and
APRA are prepared to implement an orderly exit or resolution that maintains financial
stability and minimises any impact on public funds and beneficiaries (depositors, policyholders and members); and•driving improvements in small ADIs’ compliance with Prudential Standard APS 910
Financial Claims Scheme to ensure that entities are adequately prepared should the
Financial Claims Scheme safety net be required.

Expanding recovery and resolution planning in the superannuation industry is also an
important priority over the coming period and will help underpin the Government’s
implementation of the Your Future Your Super reforms.
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Climate-related financial risks
Climate change is a driver of financial risks, as well as business opportunities, for all APRAregulated entities. While the financial nature of these risks is increasingly understood, there
remains a need for regulated entities’ to enhance their capacity to manage and respond toclimate risks. APRA continues to increase its scrutiny of the manner in which ADIs, insurers
and superannuation trustees are managing the impact of risks arising from climate change.

8

Australian Government Treasury, Your Future, Your Super package (November 2020)

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In a letter to industry in 2020, APRA outlined areas of focus for its climate risk activities.
Though some supervision initiatives were deferred due to COVID-19, APRA remains
committed to ensuring that regulated entities take a strategic and risk-based approach to the
management of climate-related financial risks. APRA intends to develop climate risk
guidance in 2021 to assist with this, as highlighted in the Policy Priorities paper.
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APRA is currently completing a supervisory review of the regulated entities that participatedin APRA’s 2018 climate risk survey. The outcomes of these reviews are being used to informthe development of APRA’s climate risk guidance and ongoing supervision activities.
As part of APRA’s actions to both uplift the scenario analysis capability and strengthen theunderstanding and management of climate-related risks within the financial sector, APRA isleading work on a climate vulnerability assessment (CVA) together with the CFR. Beginningwith large ADIs in 2021, the CVA will:•

explore the potential financial exposure and macroeconomic risks to large ADIs, thefinancial system and economy from both physical and transition climate risks; and•assist APRA in understanding how the large ADIs might adjust their business models in
response to different climate change scenarios.

APRA is currently designing the CVA and expects to engage with the ADIs participating in theassessment in 2021. The design of the CVA will reflect APRA’s cooperation with international
peer regulators. APRA also recognises that there have been significant investments by large
ADIs in recent years to improve their climate risk assessment and response capabilities, andwhere possible the CVA will leverage this capability. The CVA also presents an opportunity forenhanced consistency across ADIs in their approach to assessing climate-related risks,
improving the value of the climate risk analysis for both individual ADIs and the wider market.

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APRA, Understanding and Managing the Financial Risks of Climate Change (Letter, 24 February 2020)

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Chapter 3 - Banking
The banking industry entered COVID-19 well-capitalised and with sound liquidity and funding.
COVID-19 presented unprecedented risks and the potential for significant adverse outcomesfor customers and banks. Government, central bank and prudential support programs havebeen provided to mitigate this. These programs will be gradually unwound in the periodahead.
APRA is focused on maintaining the banking industry’s resilience and enhancing its crisis
readiness, supporting prudent outcomes through the pandemic and in the transition to thepost-pandemic recovery. In response to COVID-19, APRA made a necessary shift frombaseline supervision to a sharpened focus on financial resilience. In 2021, in addition to thecross-industry initiatives outlined in Chapter 2, APRA will focus on the three key areas
outlined below. In doing so, APRA recognises that its supervisory approach must be tailoredand proportionate to the various cohorts of the industry, recognising differing businessmodels and challenges.

Credit Risk
While Government support measures, including APRA’s temporary capital relief for loan
repayment deferrals, have played an important role in assisting borrowers, credit riskincreased significantly for banks as a result of COVID-19. Banks are expected to experience
an increase in credit losses as government support is withdrawn and they will need to workthrough elevated volumes of problem loans.
Credit quality, problem loan management and provisioning will therefore be areas of focus in
the period ahead. APRA will maintain a heightened level of supervisory engagement as it
monitors credit risk, with a particular emphasis on the identification of problem loans andhigher risk portfolios, including undertaking ‘deep dives’ to obtain assurance about effective
portfolio management. Progress on reducing and ultimately clearing loan repayment
deferral portfolios will continue to be monitored. To facilitate this, banks may be asked for
portfolio specific data and other credit information.
The pending finalisation of Reporting Standard ARF 220 Credit Exposures and Provisions, whichis the enhanced data collection for credit risk, will allow APRA to undertake improved
analysis and monitoring. For banks accredited to use the internal ratings-based approach tocredit risk, APRA will be assessing portfolio re-rating and model performance. Reflecting theimportance of credit to the operation of the broader economy, APRA will also be monitoring
the availability of credit to different types of borrowers.

Capital Management
APRA expects that at all times banks maintain capital adequacy, and during COVID-19 there
has been a need to ensure that banks use buffers to absorb losses and continue to provide
credit to support the economy if needed.

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APRA has provided capital guidance to banks, including on dividend payouts and will continue
to monitor ADIs to ensure ongoing prudent capital management. APRA will continue toassess banks’ capital management, including their stress testing capabilities, the scenarios
they consider and how recovery planning options have been integrated, in order to identify
gaps and ensure that they deliver on their capital management plans.

Liquidity
Bank funding and liquidity positions have benefited from extraordinary central bank support
provided during COVID-19. APRA will continue to focus on the stability of bank liquidity andfunding in the face of uncertainty and will be examining how, when appropriate, ADIs will beable to transition away from the extraordinary support that has been provided in an orderly
manner.
APRA has a program of supervisory work aimed at ensuring reliability and stability in funding
and liquidity, including:•

addressing risk management deficiencies identified at peak times of COVID-19;•

facilitating a smooth reduction in Committed Liquidity Facility limits given the increasing
availability of Commonwealth and State government securities to provide High Quality
Liquid Assets; and•supporting the transition of the banking industry to funding self-reliance as external
support measures are phased out.

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Chapter 4 - Insurance
Overall, the insurance industries that APRA regulates remain well-capitalised, and haveflexed and adapted to the operational issues arising from COVID-19. Each industry is
experiencing its own challenges, either as a result of underlying sustainability issues or due
to the COVID-19 driven economic disruption.

General insurance
In 2020 general insurance industry profitability declined due to the catastrophic bushfire andstorm events and the early impacts of COVID-19 on investment returns. Despite this, theindustry’s capital coverage has remained stable.
The pandemic has raised questions around the role of insurers in protecting the community
against pandemic risks. These risks are extremely difficult to insure as they frequently
manifest globally and are therefore highly correlated, meaning coverage is unlikely to beaffordable. The most prominent example of this has been in business interruption (BI)insurance.
Recovery and resolution planning for insurers remains a priority in line with APRA’s broader
cross-industry work on crisis readiness and work has also continued on managing the risks
associated with insurers’ high reliance on overseas reinsurance.

Business interruption insurance
The economic and social disruption from COVID-19 has put the spotlight on insurers and therole of business interruption (BI) cover in assisting the business community with the recovery
from COVID-19 impacts. APRA has been closely monitoring the industry’s exposure tobusiness interruption policies, given the uncertainty that has arisen over the effect of policy
wordings. Some of these matters are currently being tested in the Courts, and early
indicators are that insurers may be liable for exposures beyond their original intent because
of insufficient attention to the precision of policy terms and conditions.
The ongoing uncertainty has caused challenges for insurers and policyholders and resolving
that uncertainty as quickly as possible is critical, to allow all parties to move forward. APRA is
working with peer regulators, industry and other stakeholders towards this objective.
APRA expects that insurers will reserve prudently for potential claims, and pay all legitimate
claims in a timely fashion. APRA has undertaken intense monitoring of the potential impact
BI could have on insurers and this will continue into 2021. Entities can expect APRA tomaintain a close watch over the BI legal proceedings and seek regular updates on insurers’
exposures, provisioning levels, stress testing and the extent of support from reinsurers, in aneffort to assess the potential impact on capital levels. APRA is also assessing the readinessof insurers to deploy recovery options in the event of a severe adverse outcome and will bemonitoring steps being taken by insurers to facilitate the availability and affordability of
appropriate cover into the future.
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More broadly, BI provides a case study in the efficacy of insurers’ governance and risk
management practices in relation to how products are developed, reviewed and updated. This
will be a focus area for supervisors in the short to medium term including the robustness ofpricing processes and the link between policy wordings and reinsurance to assess any
potential misalignment in coverage.

Overseas reinsurance
The global reinsurance market is critical to the functioning of the Australian insurance
industry and supports the availability of insurance to the Australian community. Whilereliance on reinsurance is a necessary feature of the insurance industry, it presents certain
risks should that reinsurance not be available. To manage this risk, APRA will continue withsupervisory activities aimed at understanding the parent group’s capital management
approach and capital support available to Australian reinsurers, both in times of businessas-usual and stress situations. During COVID-19, APRA increased its engagement with homeregulators and parent groups of offshore reinsurers in order to identify and respond to
broader institutional and systemic impacts of the pandemic, and this will continue in 2021.

Life insurance and friendly societies
While capital coverage in the life insurance industry has remained relatively stable, theindustry continues to face significant product sustainability and profitability challenges.
COVID-19 is expected to exacerbate these challenges. As a result, maintaining financial
resilience and sustainability is an area of heightened supervisory focus.
Due to COVID-19, certain areas of focus prior to the pandemic, such as product sustainability
and data quality, have been reinforced. Activities such as regular stress testing exercises
using COVID-19 related scenarios, new data collections, and recovery planning are either
underway or planned in the near future.
In response to the industry’s challenges, APRA has increased its engagement at the industry
level, reinforcing its message that accountability for improving the ongoing sustainability of
the industry sits with a broad set of stakeholders in the life insurance and friendly society
ecosystem. If the sustainability challenges are not appropriately addressed by the industry,then there is a risk that some types of life insurance may not be available to the Australiancommunity in the future.

Sustainable products
The life insurance industry faces long-standing challenges, substantially in relation to legacy
products with unsustainable features. Instances of poor product design and unsustainableproduct offerings are threatening affordability of retail products. Pricing and design ofinsurance offerings available through superannuation are also facing sustainability
challenges.
APRA will maintain its heightened supervisory focus and willingness to intervene, reflecting
concerns about the sustainability of certain products. Individual disability income insurance
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(IDII) is a particular area of focus. APRA has already intervened in relation to IDII with anumber of measures, including higher capital requirements, to incentivise the industry tochange market practice.
10

The higher capital requirements will remain in place until individual insurers candemonstrate they have taken adequate steps to address APRA’s concerns. In instanceswhere individual insurers fail to meet expectations, APRA may impose further capitalrequirements, or if appropriate, take more forceful action, such as issuing directions or
imposing licence conditions.
APRA has observed worsening claims experience and a decline in profitability of insurance
offered through superannuation funds, as well as instances of premium volatility andmaterial changes in product design. In December 2020 APRA highlighted these warning signs
at a roundtable of senior participants in both the life insurance and superannuationindustries. APRA will shortly be communicating with industry on observed threats to thesustainability of insurance in superannuation and APRA’s expectations of respective industry
participants to act decisively to address them. APRA will actively monitor the industry’s
response and will intensify its actions if needed.

Friendly societies
APRA has established a three-year supervision roadmap, tailored to enhance the financial
resilience of friendly societies. The roadmap was communicated to the industry in December
2020. In 2021, APRA will be reviewing the impact of the prolonged low interest rateenvironment on business model sustainability; board composition; and recovery planning.
Planning work for other components of the roadmap (risk management, minimum capitalrequirement, and stress testing) will begin in the second half of 2021.

Private health insurance
While PHIs are generally financially sound, the effect of COVID-19 on investment returns,
deferred claims liabilities, and the industry’s response through the provision of financial
hardship assistance and deferred premium increases underpinned a continued decline inprofitability over the past 12 months. While investment incomes have stabilised, insurance
margins remain under pressure as health (and hence claim) costs continue to rise fasterthan premiums.
The industry continues to face sustainability challenges due to rising premiums that are
causing affordability issues and resulting in declining membership, particularly among theyounger population. APRA expects that the economic impacts from COVID-19 will exacerbate
sustainability challenges, as unemployment has increased amongst the younger population
and wage growth remains subdued. In June 2019, APRA outlined its expectations that PHIs
would develop robust, actionable strategies to address sustainability risks, as well as

10

APRA, Sustainability measures for individual disability income (Letter, December 2019)

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recovery plans that outline how they will respond if their strategy is not successful or othermaterial risks threaten their solvency.
Continuing the work commenced in 2020, in 2021 APRA will remain focused on building
industry resilience and preparedness through recovery planning. APRA supervisors will also
be assessing PHIs’ progress in addressing affordability and sustainability risks. PHIs thattake a passive approach to these risks can expect more intense supervision. More broadly,
APRA will continue to drive an uplift in the practices of PHIs to ensure that they are well
positioned to address new challenges in a rapidly changing operating environment. This will
include working towards improving the industry’s governance and controls around IT andoutsourcing services, recognising that PHIs are using a growing range of material service
providers.

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Chapter 5 - Superannuation
The superannuation industry withstood significant and unexpected headwinds in 2020,
including a weakened economic environment, shrinking superannuation inflows (driven byincreasing unemployment) and an entrenched low interest rate environment. The temporary
expansion of the Early Release Scheme (ERS) for COVID-19 led to a sharp increase inmember outflows. Operational resilience was also tested on a number of fronts.
Despite the challenges 2020 posed, the industry performed reasonably well, ending the year
in a sound position. However, there remains a need for the industry to maintain its focus on
enhancing member outcomes and tackling areas of underperformance. This was a continued
area of focus for APRA throughout 2020. As APRA’s first full refresh of its MySuper ProductHeatmap showed in December, a number of funds continue to display entrenchedunderperformance, and will face heightened scrutiny and possible enforcement action as
APRA further steps up its efforts to lift member outcomes in 2021.

Sharpening APRA’s supervisory approach
Improving outcomes for superannuation members continues to be one of APRA’s key
community outcomes. APRA is focused on embedding a superannuation trustee culture thatis continuously improving the quality of outcomes delivered to members and ensuring areasof underperformance are addressed. APRA’s overall strategy for improving outcomes forsuperannuation members is centred around four key areas:•

strengthening the prudential framework;•

sharpening APRA’s supervisory approach;•enhancing superannuation data and insights; and•improving industry transparency.

APRA’s initiatives for strengthening the prudential framework are outlined in APRA’s policy
priorities paper.
In addition to supervision of individual entity risks, APRA will conduct a number of thematic
supervisory activities in the next 12 – 18 months as follows:•

Complete its review into unlisted asset valuation practices that commenced in 2020 after
observing some trustee valuation practices during COVID-19. APRA will engage withpoorer performing entities to ensure their practices are enhanced.

•

Review trustees’ implementation of requirements under Prudential Standard SPS 515
Strategic Planning and Member Outcomes (SPS 515) by examining:-

the Business Performance Reviews for a range of trustees. One of APRA’s focus
areas will be on how trustees demonstrate they are responding to the impact of
COVID-19 on their business operations; andAUSTRALIAN PRUDENTIAL REGULATION AUTHORITY

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-

expenditure management of certain advertising, promotion, sponsorship andpayments to parent organisations by a select group of trustees.

•

Continue heightened supervision of MySuper products identified as underperforming on
APRA’s MySuper heatmap, and extending to underperforming choice products based on
the expansion of APRA’s heatmap to choice products in 2021. APRA will takeenforcement action where appropriate to require trustees to improve performance ortransfer members to another product.

•

Complete an in-depth review of selected large trustees’ management of outsourcing
providers, focusing on related party arrangements and managing conflicts of interest.

•

Build on APRA’s cross-industry GCRA initiatives, and set clear expectations that trustees
address actual and perceived barriers that hinder boards from achieving the optimal mix
of skills and experience required to fulfil trustee obligations. A broad thematic review
and analysis will be undertaken over 2021 which will include review of the adequacy ofskills and experience on boards, effectiveness of board appointment and renewal
processes, and the quality of board and director performance reviews.

APRA will make industry-level findings from thematic work public, outlining good practiceand areas where trustees are expected to strengthen practices.

Enhancing superannuation data and insights
APRA is significantly enhancing its superannuation data collection in order to support
supervision and enhance insights in areas such as performance, fund expenditures andinsurance. The Superannuation Data Transformation (SDT) program will expand, deepen andrefine the data collected from the superannuation industry. APRA has completed
consultation on phase one of the SDT program and will release a response package in early2021. Trustees will be required to report under the new reporting standards in the second
half of 2021. APRA intends to continue to work with industry throughout the year via its
industry working groups to support trustees during the preparations for the new reporting
requirements and the introduction of APRA Connect.
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Improving industry transparency
Strengthening transparency will assist stakeholders to hold trustees accountable for theoutcomes delivered, particularly where underperformance is identified. The release of
MySuper product Heatmaps is a major element in this process, providing credible, clear andcomparable information for all MySuper products.
APRA will expand this work by releasing a Choice Heatmap in the second half of 2021 thatwill cover multi-asset class choice options and will highlight areas of underperformance inthose products. APRA will also publish the results from the Government’s performance test
under the Your Future Your Super reforms. The insights from the heatmaps and Government

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APRA, Consultation on APRA’s Superannuation Data Transformation (August 2020)

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performance test will enable more intense supervisory action against trustees who continue
to underperform. As the SDT program progresses, APRA plans to further enhancetransparency by publishing additional information on trustee operations and the outcomes
they deliver.

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Attachment A: Timelines
Key supervisory activities and timelines are summarised in the table below.
Strategic focus
area

Entities included

Expectedcommencement

Assessment of financial services
industry service providers

Selected ADIs andtrustees

Underway

Assessment of operational risk
and compliance transformation
programs

Large ADIs and selected
insurers and trustees

Underway

Strengthening recovery planning

All ADIs and insurers,
selected trustees

Underway

Resolution strategy development

Selected ADIs, General
Insurers and Life
Insurers (LIs)

Underway

Climate change supervisory
review

38 large entities

Underway

Climate change vulnerability
assessment

Large ADIs

2021 1HADI stress test

Large ADIs

2021 2H

FCS review

Selected small ADIs

2021 1H

Credit portfolio reviews

Selected ADIs

Underway

Overseas reinsurance – review ofgroup capital management andsupportForeign generalinsurance reinsurers

Underway

IDII intervention

All LIs

Underway

Resilience planning

All PHIs

Underway

Assessment of CPS 234
implementation

Initially as a selection of
APRA-regulated entities

Underway

Development of a cyber
information sharing community

Selection of APRAregulated entities

Underway

Cyber resilience data collection

Selection of APRAregulated entities

Underway

Supervisory activity

Maintaining financial system resilience

Cross-industry

Banking

Insurance

Improving cyber resilience

Cross-industry

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Strategic focus
areaSupervisory activity

Entities included

Expectedcommencement

Transforming governance, risk culture, remuneration and accountability

Cross-industry

Evaluation of entities’ risk
governance self-assessment
actions

36 large entities

Underway

Deep dive risk culture reviews

3 entities per year

Underway

Risk culture industry survey

Large and medium
entities

Underway

Assessment of CPS 511
implementation plans

To be determined

2021 2H

Review of SPS 515
implementation – Business
Performance review

Selection of trustees

2021 1H

Fund expenditure review

Selection of trustees

Underway

Outsourcing review

Selection of large
trustees

Underway

Trustee capabilities review

Selection of trustees

2021 1H

Unlisted asset valuation review

Selection of trustees

Underway

Superannuation Data
Transformation project

All trustees

Underway

Improving Transparency – Choiceheatmap

All trustees

2021 2H

Addressing areas ofunderperformance

Selection of trustees

Ongoing

Improving outcomes for superannuation members

Superannuation

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