Fund members spill the beans

12 min read
12 min read

How to best engage members is a challenge the super industry has been trying to crack for years. From its inception, the system was designed with employers in mind, and with the expectation that for most of their working life, members would not be actively involved with their super. As a result, it was not funds’ initial priority to interact closely with members. To this day, it remains difficult to overcome what funds refer to as ‘future discounting’, or the reality that most of us focus on spending and saving decisions which impact us now, rather than retirement outcomes many years into the future.

At the same time, in addition to the desire to offer good service to members, advances in technology are spawning a plethora of low-cost banking and investment services, and so the strength and success of the system requires that members engage with and see value from their fund.

Following are some of the questions and responses, organised in a few recurring themes.

How did you end up with your current super fund?

Everyone Superfunds spoke to knew where their super is now, but a number hadn’t actively chosen the fund they are currently with. These people had been in their fund from their first job, either because it was the default fund, or it was chosen for them by their parents.

Most of those who were with their initial default fund had seen no real reason to change, but a couple had changed after poor performance and high fees saw their balance decrease. As younger members left university and started to work and earn money, their focus on performance increased exponentially. For these members, it was common to switch funds once they had self-identified a fund with a track record of strong performance. As well as performance, fees were a major factor in the decision to change, particularly when performance was struggling. Lower fees matter more for the younger members who have smaller balances which are more affected by higher fees. However, all members wanted to see something for the fees.

Most people Superfunds spoke to said they had a pretty good idea of how their super was invested. Generally, young people said they had elected high growth options on the basis that they would be saving for a long time. Older people said they had elected for a balanced fund, with an emphasis on income. When asked whether they knew what kinds of investments were included in their high growth portfolio, most were not able to say what they were invested in.

Ease of access counts for a lot

“I am interested how my fund is performing and how this affects my balance, but it is such a hassle to log in to my super account that I just don’t bother. You need a member number, then some other identification number and then a password and it’s all just too hard.” Bella, 22, student

No one said they wanted to engage daily with their super, but they did say they wanted to be able to check their balance, look at performance figures and compare year-on-year returns and fees easily. A couple of the younger members said they would be prepared to change fund (or had changed) on this basis alone.

A few members (older and younger) said that difficulty logging in was frustrating and caused them to give up on trying to access their super or look at their balance.

Older members—either close to or in retirement—all said that they “pay attention to their super now” in a way they didn’t in the past. They are acutely aware of market ructions caused by COVID-19 and the impact these have had on their balance.

I didn’t need to, but I see no problem with accessing my super early

Younger members said they did not access their super, not because they were concerned about the long-term effect on their balance, but because they didn’t need to, and often didn’t have enough in super to make accessing it worthwhile.

Some said they would have if they had enough super, not to use the money to pay for living expenses, but because they believed they could do better things with the money than their super fund – they quoted adding to their savings outside of super, or contributing to a deposit to buy their first house. This suggests that there is room for further education from funds on the impact of early access, as well as information for members who do need to draw down on their funds.

Older members already living on their super saw no reason to withdraw additional funds, even those affected by the reduction in the minimum drawdown requirement. They all saw the benefit of leaving as much money in the super system as possible.

Super funds communicate, but not in a way which resonates

“I would really appreciate a call from my fund, particularly when I make a big change to my portfolio, like when I switched from 100 per cent cash to a mix of equities and property. No one even contacted me. I feel like they couldn’t care less, in their mind they are getting big management fees regardless of what happens in the markets or what I do, and they don’t care.” Brent, 51, tradesman

When participants were asked whether their fund has written to them about COVID-19, for example, to outline the fund’s response or to explain the effect on their super balance, most said “they probably have, but I don’t read the emails they send.” Interestingly, a couple of young members—used to receiving communication by email—said they would be more likely to read a letter rather than an email, because they expect that communication which arrives by mail is more important than communication which arrives by email. Some members said they read the first line of emails from their super, but unless they can see immediately that it is important for them, they disregard it.

Most said they would really like a short email or newsletter which explains performance (in addition to the detailed reports they receive annually) but that this form of communication doesn’t seem to come to them – whether the fund doesn’t send communications, or members don’t open them was not elaborated. The longer-form performance explanations can seem overwhelming – members would like something which cuts to the chase and is more accessible. Those members which don’t work in financial services or business were particularly interested in receiving communication which explains in simple terms how super works, how financial markets and investments work so they can understand, and therefore pay more attention to their super.

Older participants saw the lack of communication from their super fund as a serious negative. At the same time, fees were a real focus, particularly if the member’s investment was 100 per cent in cash, and the fees seemed very high for what the member saw as the fund “doing nothing”. They said they would really appreciate it if their super fund ‘reached out’ to help them understand their options, or at the very least talk through what the options are.

What about crisis communication – did your super fund communicate the effect of COVID-19?

“At a time of crisis, when markets are changing every day and my balance is so affected, I would like regular updates, every week in fact – I’ve been happy with performance generally over the years, but the last thing I want is for the fund to go quiet when times are tough. Even if they have bad news to give me, I’d rather have the news.” Phil, 65, retired

Most members said they though the fund had been in touch regarding its COVID-19 response, but no one said that the communication was helpful or comforting. Sometimes this was because they didn’t read it. Those who had read the fund communication said their super fund did not do a good job of explaining what was going on. A few said they got their information from the newspapers and had the distinct impression that their super fund wasn’t on the front foot in their response.

Some older members affected by the Government changes to super wan
ted a lot more information. This was particularly true for those affected by the temporary decrease in the minimum drawdown requirements for account-based pensions and transition to retirement income accounts. One member said that his fund made the change on his behalf (in line with the Government legislation) without telling him or explaining to him what they were doing. He understood that the fund had to comply with government regulations but wanted the effect on his account explained.

Advice in super

“My faith in the capability of financial advisers generally is low. It seems like it’s easier to qualify as a financial adviser than as just about anything else, their standards aren’t high, and what was revealed at the Royal Commission reinforced my view. Still, I do think that the Royal Commission and its recommendations will have a positive effect on standards going forward.” Will, 22, commerce graduate

Most members we spoke to knew they could access financial advice through their super fund, but none had taken this up. While not representative of all members, among the group there was an overwhelming lack of confidence in financial advisers generally, and a sense that an adviser would not be beneficial or have more knowledge than the member him/herself.

Scams and security of data and information

No one said they had specific concerns related to cyber security around their superannuation fund, or their banking details in general. All were aware of various scams in the market but felt confident that their super funds had security in hand and that their data and information was well protected. A few, across all age groups, said they never thought about it at all.

Life insurance

“I am young so hadn’t really thought about needed life insurance, but at the same time, post Royal Commission my feeling was that most life insurance is half-dodgy. I do think though that the recommendations of the Royal Commission, and the fact that it called out bad behaviour, will improve standards in the industry.” Will, 22, commerce graduate

“The first time I knew I had insurance as part of my superannuation fund was when I received a letter telling me they had cancelled it because my balance was too low. Before that I had no idea I had, or was paying for, insurance.” Bella, 22, student

When asked about their insurance, young people overwhelmingly said they did not believe they needed life insurance, nor had they given it any thought. The only time these members mentioned thinking about their need for life insurance was for a few who said they had specifically asked for the life insurance not to be included in their super.

One older member said he felt angry that he had been paying for life insurance for years and didn’t understand that he was. He believes that the fact that life insurance is included in super as a default should be better explained and pointed out to members.

I’m not sure that my super, alone, will be enough to retire on

“What I don’t like to see is people who have saved for their retirement disadvantaged compared to those who haven’t.” Phil, 65, retired

“I work for a financial advice firm, and many of our clients rely on the monthly payment from their super fund as well as Centrelink to survive. The gap between the balances of men and women is something which really needs attention, as some of the widows we have as clients have much less to live on than men, particularly those who never thought they would need to fund their own retirement.” Bella, 22, student

Most young members said they didn’t expect to live on their super balance in retirement, but rather that their super would be a nice additional pool of money. They all hoped and believed that they would be able to make and save enough outside of super to have a better retirement than they believe super alone would provide. Some pointed out the differences between the balances of women and men, and the negative effect this has on women in retirement.

Older members said they saw the Age Pension as a ‘leg up’ or like the dole, for people who have no super, but not a realistic amount to live on. At the same time, while fans of the system generally, there were comments to the effect that some people appear to be better off on the pension because they get reductions in rates and other benefits, whereas the retiree who is fully self-funded receives no benefits.

Conclusion

Super funds and their members have been through very challenging times recently – and while the small pool of members we spoke to were generally positive about the way their funds handled the crisis, it was clear that they would have liked their funds to communicate more quickly and transparently during the pandemic. They didn’t like getting information about the pandemic and its effect on markets from the media rather than from their fund.

In previous articles, we have spoken to funds about the leaps forward they made in technology and culture during the pandemic, and technology revealed itself as a major differentiator in the group of members we spoke to for this article. It was clear that across all age groups, a well-designed app was highly valued – one which offered easy access to information both about their individual fund and balance, as well as about major market events, like COVID-19, and the likely impact on their fund.

For super funds, member communication processes should be a priority, including testing engagement by asking members what they value and how they want information delivered. This is particularly true for members impacted by COVID-19.

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By Superfunds

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Speaker

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Bio

Sinem Kalenderoglu

Marketing Manager - Brand & Content, Rest

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As a Brand and Content Manager, Sinem has built her career working across brand campaigns, social media strategy and cross-channel storytelling.

Working at the intersection of technology and creative innovation, she’s crafted her skill of turning complex brand concepts into engaging social narratives that connect and resonate with member experiences.

Specialising in superannuation, she’s passionate about exploring how brand storytelling through social media can converge to drive meaningful audience connection.

Gemma Kyle

Chief Risk Officer, Rest

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Gemma was appointed as Chief Risk Officer in November 2018 and leads the Enterprise Risk function which includes investment risk, operational risk, business resilience, financial crime, compliance and regulatory engagement.

Gemma has over 25 years’ experience in risk management and governance across multiple industries including government, engineering and financial services. She is known for her ability to drive organisational change and achieve business objectives in complex and dynamic environments. Prior to joining Rest, Gemma held senior positions at MLC Life Insurance, MLC Wealth, Parsons Brinkerhoff and Federal Treasury. She is a Director on the Board of the Fund Executives Association Limited. Gemma holds a Master of Arts from the Australian National University, a Bachelor of Economics, Social Science (First Class Honours) from the University of Sydney and is a graduate of the Australian Institute of Company Directors.

Adrian C

Director, Partnership Program, QLD and NT, Australian Signals Directorate (ASD)

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Adrian C works in the Australian Signals Directorate and is the Director of ASD’s Cyber Security Partnership Program.

He has worked in various roles in the National Intelligence Community for the last 16 years including geospatial intelligence, intelligence support to Australian Defence Force Military Operations and writing core components of the Comprehensive Review – legal framework of the National Intelligence Community. 

Adrian transferred to Australian Signals Directorate in 2021 and was responsible for the section that develops and publishes ASD’s technical publications and guidelines.

He moved from Canberra to Brisbane in January 2023 to commence his current role within Australian Signals Directorate.

Kate Farrar

Chief Executive Officer, Brighter Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Kate Farrar is the Chief Executive Officer of Brighter Super, where she has led the fund’s transformation from a $10 billion Queensland public-sector fund into a $35 billion success story with more than 280,000 members.

Since her appointment as CEO in April 2018, Kate has overseen the merger of LGIAsuper and Energy Super and the acquisition of Suncorp Super—the first industry fund acquisition of a retail fund. This integration, completed 18 months ahead of schedule, delivered a 40% reduction in administration fees for members while expanding services across Queensland.

Under Kate’s leadership, Brighter Super has become one of the fastest-growing industry funds in Australia, recognised for both its operational sustainability and member-first approach. In acknowledgment of these achievements, she was awarded the Fund Executive of the Year Award by the Fund Executives Association Ltd (FEAL) in 2024.

Kate brings 35 years of leadership experience across finance and energy, including senior roles at Barclays de Zoete Wedd, Suncorp Investment Management, NSW Treasury Corporation, McKinsey & Company, and Ergon Energy.

Beyond her role at Brighter Super, Kate serves as a Non-Executive Director of ASX100-listed Seven Group Holdings and is the President of the Queensland Futures Institute.

She holds a Bachelor of Music (Honours) and a Master’s Degree in Econometrics and Finance. Through a scholarship from Chief Executive Women, she is also a graduate of INSEAD’s Advanced Management Programme. In 2025, following her FEAL award education grant, Kate completed the Stanford Graduate School of Business program, People, Culture, and Performance: Strategies from Silicon Valley.

Joseph Mitchell

Assistant Secretary, ACTU

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As ACTU Assistant Secretary, Joseph is passionate about winning a better future for working people and growing the union movement.  

Joseph has a Bachelor of Economics and Bachelor of Arts from Australian National University and a Graduate Certificate in Applied Finance from the University of NSW.  

Joseph Mitchell is a trustee director of TelstraSuper.

Vasyl Nair

Group Chief Executive Officer, Team Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

The Team Superannuation Fund (Team Super) is a profit-to-members, public offer pension fund dedicated to serving the retirement needs of all Australians. Team Super manages over $22 billion in funds for approximately 150,000 members.

Vasyl Nair is the Chief Executive Officer of Team Super (prior to this, Vasyl held the roles of Deputy Chief Executive Officer, Chief Risk Officer and Chief Strategy Officer).

Vasyl is a keen advocate for the ongoing development of the superannuation sector, with active participation in a number of different parts of the industry. He has served as a director of an Australian fintech organisation, specialising in superannuation and investment administration.

Vasyl was appointed to the Board of the Association of Superannuation Funds of Australia (ASFA) as Director in January 2025, the peak pension fund association in Australia.

Vasyl has a strong background in law, corporate finance and strategy, having held senior roles across at some of Australia’s largest financial services institutions. Vasyl holds a Bachelor of Laws (Hon), Bachelor of Commerce, Graduate Diploma of Legal Practice and an Executive Master of Business Administration. He is admitted to the Supreme Court of NSW as a solicitor, is a Graduate of the Australian Institute of Company Directors and has achieved a Certificate of Business Excellence from the Haas School of Business, U.C.
Berkeley.

Kristian Fok

Chief Executive Officer, Cbus Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Kristian Fok is the CEO of Cbus Super, Australia’s leading specialist superannuation fund for the building and construction sector. Cbus was founded 40 years ago and provides superannuation and income streams to more than 925,000 members and manages over $105 billion of members’ money (as of 30 June 2025). He is responsible for all aspects of Cbus and reports directly to the Board.

Prior to his appointment in June 2023, Kristian Fok served as the Fund’s Chief Investment Officer (CIO) for 10 years. Cbus is a significant, long-term investor in the Australian economy and the Fund invests back into our members’ industries both directly and indirectly and via unique vehicles such as our wholly owned entity, Cbus Property.  

As CIO, Kristian was responsible for leading the Cbus investment strategy, this included evaluating opportunities that provide returns to members over the long term, managing investment governance and risk and monitoring the portfolio. Kristian led the development and implementation of Cbus’ hybrid internalisation strategy, which has proven successful in driving strong returns and delivering total cumulative fee and costs savings for members of over $730 million. 

Kristian is Chair of the Australian Sustainable Finance Institute (ASFI) and serves on the Board of the Australian Council of Superannuation Investors (ACSI). Kristian’s qualifications include Bachelor of Commerce, Fellow of the Institute of Actuaries Australia and Fellow of FINSIA.  

Kevin Fernandez

General Manager, Market Strategy & Propositions, Novigi

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Kevin has long played a central role in shaping and driving strategic initiatives across the superannuation and wealth management sectors. With deep expertise in data strategy and a passion for AI, Kevin leads the development of forward-thinking solutions – ranging from strategic partnerships to managed services – that address evolving client needs.  

A recognised thought leader, Kevin is known for leveraging data-driven insights to deliver sustainable value. His leadership is central to Novigi’s market positioning, helping to define the company’s growth strategy in an increasingly complex and dynamic financial landscape.  

Vicki Doyle

Chief Executive Officer, Rest

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Vicki joined Rest as Chief Executive Officer in May 2018, bringing more than 20 years of
senior executive leadership experience in superannuation, life insurance, wealth management and banking.

Vicki’s experience includes executive leadership roles at some of Australia’s largest financial services organisations. She has an extensive background in distribution, strategic marketing, digital, fund operations and contact centres, customer strategy and design and product management.

Vicki is passionate about simplifying and demystifying superannuation to help all Australians achieve their best retirement outcomes.

Vicki holds an Executive MBA from the Australian Graduate School of Management and a diploma from the Australian Institute of Company Directors. Vicki has been a Non-executive Director of the Australian Council of Superannuation Investors since 2018 and a Director of The Association of Superannuation Funds of Australia since 2022.

Louise Davidson, AM

Chief Executive Officer, Australian Council of Superannuation Investors (ACSI)

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Louise Davidson has spent her career with a focus on building long-term value for the millions of beneficiaries of Australian superannuation funds. Most recently this has included elevating the importance of environmental, social and governance factors in managing material financial risk in super fund investment portfolios. 

As CEO of the Australian Council of Superannuation Investors (ACSI) since 2015, Louise oversees ACSI’s program of company engagement, research and policy advocacy, backed by 30 years of senior experience in the financial services and ESG sectors. Her tenure as ACSI CEO has seen significant improvements in the way listed companies manage important issues including boardroom diversity, climate risk and human rights.  

Prior to being appointed ACSI CEO, she was Investment Manager, ESG at Cbus superannuation fund 

Louise is the co-founder of the Mother’s Day Classic, which has raised over $50 million for breast and ovarian cancer research since 1998. She was appointed a Member of the Order of Australia in 2019 for her significant service to the superannuation sector and to breast cancer research.  

She is a director of Chief Executive Women, deputy chair of the Federated Hermes Client Advisory Board, and a former director of the Peter MacCallum Cancer Centre and the International Integrated Reporting Initiative and former chair and director of the Mother’s Day Classic Foundation. 

Peter Chun

Chief Executive Officer, UniSuper

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Peter Chun joined UniSuper as the Chief Executive Officer in September 2021, bringing more than 30 years’ experience in financial services.

UniSuper is one of Australia’s largest super funds with more than 700,000 members and over $155 billion in funds under management (as at 30 June 2025).

As CEO, Peter is responsible for developing, leading, and implementing corporate strategy and culture. He is also accountable for the overall services and operational management of UniSuper Management nationally.

Prior to joining UniSuper, Peter held senior executive roles at Aware Super, Colonial First State and Credit Suisse.

Peter is a qualified Actuary with a Bachelor of Economics from Macquarie University. He holds Graduate Diplomas in Applied Finance and Investments and Financial Planning from the Securities Institute of Australia; and has undertaken the Advanced Management Program at Harvard Business School (Boston, USA).

Peter is a Director of Diversity Council Australia, a Member of the ASFA CEO Advisory Committee and the Australian Chamber Orchestra Finance Audit & Risk Committee.

Eoin Burke

Head of Financial Crimes, MUFG Retirement Solutions

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Eoin Burke is the Head of Financial Crimes, MUFG Retirement Solutions, a division of MUFG Pension & Market Services (MPMS), with over 20 years of experience in financial crime prevention, compliance, and data analytics. 

He has held senior leadership roles across APAC and EMEA, and plays a critical role in protecting the organisation from financial threats, responsible for safeguarding the data and monetary assets of over 20 million accounts. His remit includes fraud and scam prevention, AML/CTF compliance and reporting, regulator and law enforcement engagement, training and awareness, and driving innovation in protective technologies. He also developed ‘ALERT’, MPMS’s internal fraud analytics capability, which now protects over 10.5 million member accounts daily and has prevented more than $150 million in financial crime. 

A recognised industry leader, Eoin regularly speaks at major forums including the Financial Crimes and Cyber Security Forum and the AUSTRAC Symposium, sharing insights on emerging risks and best practices in financial crime prevention. His strategic direction continues to strengthen MPMS’s defences and reinforce its commitment to integrity and security. 

John Livanas

Chief Executive Officer, State Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Mr Livanas leads a team of experienced senior executives in managing the provision of member services and the investment of approximately $38 billion of assets (as at 30 June 2025).

Mr Livanas has over 30 years’ industry experience, having worked in organisations including Deloitte South Africa, the South African Government Employees Pension Fund – the precursor to the country’s sovereign fund – and several Australian superannuation funds.

Prior to his appointment in October 2011, Mr Livanas was the Chief Executive Officer of AMIST Super (2008–11) and the General Manager of FuturePlus Financial Services (2002–08). He was a Director of ISPT and ISPT Grosvenor International Property Trust from 2010–12 and in August 2013 was appointed to the Board of the Australian Council of Superannuation Investors.

Mr Livanas holds a Bachelor of Science in Engineering and an MBA from the University of Witwatersrand and a Graduate Diploma of Finance and Investments from the Financial Services Institute of Australia. He is an ASFA-accredited Investment Fiduciary and a Graduate of the Australian Institute of Company Directors.

Debby Blakey

Chief Executive Officer, HESTA

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Debby Blakey, GAICD, is the CEO of HESTA, Australia’s $96 billion superannuation fund for health and community services workers. With over 30 years’ experience in the superannuation and financial services sectors, she holds qualifications in Mathematics, Computer Science, Financial Advice, Governance, Pension Fund Design and Sustainability.

Debby’s leadership is characterised by a ‘people-first’ approach, focusing on enhancing member experiences and financial outcomes while also ensuring operational rigour and excellence. She is a strong advocate for innovation and transformation within the superannuation industry.

Debby is the President of the Australian Council of Superannuation Investors (ACSI), a Director of the International Corporate Governance Network (ICGN) and is the founding Chair of the 40:40 Vision initiative – promoting gender equality at executive and Board level in ASX300 companies.

Under Debby’s leadership, HESTA has been called the ‘corporate conscience of Australia’ for its commitment to strong governance, environmental management and gender equality.

Cath Bowtell

Chair, IFM Investors

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Cath is the Chair of IFM Investors; Industry Super Holdings (ISH); and the Federal Government’s Jobs & Skills Ministerial Advisory Board.   

She is a Director of Industry Fund Services (IFS) and of the Melbourne Arts Precinct Corporation. 

Cath has worked for many years in senior roles in both the superannuation industry and union movement. She was the Chief Executive of IFS and Chief Executive of the Australian Government Employees Superannuation Trust (AGEST) from 2010 until its merger with AustralianSuper in 2013.

Prior to this, Cath was a Senior Industrial Officer at the Australian Council of Trade Unions (ACTU). She has held a number of directorships and committee positions throughout her career, including Director of AustralianSuper, Director of AGEST Super and Director of Ausgrid.

Natalie Previtera

Chief Executive Officer, NGS Super

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Natalie is the Chief Executive Officer of NGS Super.  

With a career grounded in governance, legal, and strategic leadership, Natalie brings a forward-thinking and purpose driven approach to superannuation. She is responsible for steering the fund through a dynamic regulatory landscape, ensuring operational excellence, and delivering long-term value to members.

Natalie also served as Chief Risk and Governance officer having deep institutional knowledge and a strong track record in executive oversight and regulatory engagement.

She is known for her collaborative leadership style and her ability to drive transformation while maintaining a strong member-first ethos.

Prior to joining NGS in 2019 Natalie held senior governance roles at AMP, Suncorp and Perpetual.  

Laura Catterick

Director, Resilience & Cyber, UK Finance

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Laura Catterick is the Director of Resilience & Cyber at UK Finance, which is the collective voice for the UK banking and finance industry, representing over 300 firms and supporting members in their efforts to build more resilient firms and a more resilient financial sector.

Within UK Finance, Laura works closely with industry leaders, government, and regulators, influencing policy on operational resilience and cybersecurity at a national level. UK Finance also co-chairs CMORG (Cross Market Operational Resilience Group) to deliver collaborative resilience initiatives that address systemic risks.

Laura is a Chartered Professional Accountant from Canada with extensive experience in risk, regulatory compliance, cyber security, operational resilience, and large-scale transformation. She has held senior executive roles within highly regulated sectors, including roles across all three lines of defence within Deloitte, PricewaterhouseCoopers, Lloyds Banking Group, and Mastercard.

Josh Cross

Chief Operating Officer, SS&C Technologies

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Josh Cross brings over 30 years of experience in Technology, Operations, Delivery and Transformation within the Australian Financial Services industry. His expertise spans Trade Finance, Institutional and Corporate Lending, Consumer Lending, Share Trading, Insurance and Superannuation.

Josh joined SS&C in July 2025 through a lift-out from Insignia Financial – one of Australia’s largest Superannuation and Investment providers, known for its growth through large-scale acquisitions and technology separations from major Australian banks.

In his current role, Josh leads the SS&C  Business Process Outsourcing (BPO) function, which delivers technology, operations, and service delivery for more than one million Australian across multiple technology eco-systems, supported by a team of approximately 1300 staff. Over the next three years, Josh will also lead the major transformation of the underlying superannuation platforms and processes, migrating to SS&C’s Bluedoor ecosystem.

Lt Gen Michelle McGuinness, CSC

National Cyber Security Coordinator, National Office of Cyber Security

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Lieutenant General Michelle McGuinness, CSC was appointed as Australia’s National Cyber Security Coordinator (the Coordinator) on 26 February 2024.

As the Coordinator, LTGEN McGuinness leads national cyber security policy, the coordination of responses to major cyber incidents, whole of government cyber incident preparedness efforts, and the strengthening of Commonwealth cyber security capability. 

LTGEN McGuinness has served in the Australian Defence Force for 30 years in a range of tactical, operational, and strategic roles in Australia and internationally.

Prior to this appointment, LTGEN McGuinness most recently served as Deputy Director Commonwealth Integration in the United States Defense Intelligence Agency. In this role, she led policy and cultural reform, and technological integration, including interoperability across information technology, systems and data.

Jamie Bonic

Global Head of FX and Commodity Sales, NAB

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Jamie Bonic is NAB’s Global Head of FX and Commodity Sales, responsible for several FX-related sales businesses including NAB’s Institutional, Corporate, and Government teams.  Prior to joining NAB, Jamie spent 17 years in London working for JPMorgan as a Managing Director in their Global Markets division, leading sales and trading across Interest Rate and FX products. Jamie holds a Bachelor of Economics from The University of Sydney and is currently based in Sydney.

Katie Miller

Deputy CEO, Regulation, AUSTRAC

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Katie Miller is the Deputy CEO, Regulation, AUSTRAC and has strategic responsibility for AUSTRAC’s regulatory, policy and legal functions. 
Katie has extensive experience exercising regulatory functions and advising regulators at state and federal levels. Katie is a published author on issues involving regulation, law and technology and supports connections between government, practitioners, communities of practice and academia. 

Derek Thompson

Via live link

Best Selling Author, Podcast Host of 'Plain English'

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Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Few speakers can match Derek Thompson‘s ability to synthesize mega-trends in society, labor, economics, technology, and politics. Put another way: Derek trawls the data sets and does the forecasting and deep reporting necessary to help us better understand how we live, how we vote, how we spend, and how we work.

In his paradigm-shifting #1 New York Times bestseller, Abundance (co-written with Ezra Klein), this award-winning journalist reveals how our policies and culture have pushed us into a world of scarcity (not enough housing, workers, or progress)—and offers a radical new path towards a world where housing is affordable, energy is plentiful, and innovation flourishes across industries.

He shares a compelling vision of a future where we have more than enough for everybody, and a practical, actionable roadmap for how to get there. It starts with taking more risks, building more expansively, and recognizing that we all have the power to create a world of abundance. “Everything’s utopian until it’s reality,” he says.

Carmen Beverley-Smith

Executive Director - Superannuation, Life & Private Health Insurance, APRA

Sessions

Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Carmen joined APRA in March 2023 and holds the role of Executive Director, Life and Private Health Insurance and Superannuation.  

She has had an esteemed career in financial services, spanning over 25 years. She has held diverse leadership roles at Westpac and Commonwealth Bank of Australia, including across risk, transformation and change, product and portfolio development, and sales and service. 

Prior to joining APRA, she held the role of General Manager, Risk Transformation Delivery Integration at Westpac. This involved leading the group-wide implementation of a suite of solutions to uplift risk management capability and develop data, analytics and reporting. 

Carmen leads with a values-driven approach and a particular interest in developing and mentoring talent. 

She holds a Bachelor of Commerce and Accounting, is a certified Chartered Accountant and a Graduate of the Australian Institute of Company Directors. 

Amy C. Edmondson

Novartis Professor of Leadership and Management, Harvard Business School

Sessions

Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.

Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021 and 2023; she also received that organization’s Breakthrough Idea Award in 2019, and Talent Award in 2017.  She studies teaming, psychological safety, and organisational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Her prior books – Teaming: How organizations learn, innovate and compete in the knowledge economy (Jossey-Bass, 2012), Teaming to Innovate (Jossey-Bass, 2013) and Extreme Teaming (Emerald, 2017) – explore teamwork in dynamic organisational environments. In Building the future: Big teaming for audacious innovation (Berrett-Koehler, 2016), she examines the challenges and opportunities of teaming across industries to build smart cities. 

Edmondson’s latest book, Right Kind of Wrong (Atria), builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. First published in the US and the UK in September, 2023, the book is due to be translated into 24 additional languages, and was selected for the Financial Times and Schroders Best Business Book of the Year award.

Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked on transformational change in large companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller (Birkauser Boston, 1987) clarifies Fuller’s mathematical contributions for a non-technical audience. Edmondson received her PhD in organisational behavior, AM in psychology, and AB in engineering and design from Harvard University.

 

Daniel Mulino MP

Assistant Treasurer and Minister for Financial Services

Sessions

Keynote 8 – Navigating the energy transition: opportunities, investor strategies and policy needs

Born in Brindisi, Italy, Daniel was a young child when he moved with his family to Australia. He grew up in Canberra and completed his first degrees – arts and law – at the ANU. He then completed a Master of Economics (University of Sydney) and a PhD in economics from Yale.

He lectured at Monash University, was an economic adviser in the Gillard government and was a Victorian MP from 2014 to 2018. As Parliamentary Secretary to the Treasurer of Victoria, Daniel helped deliver major infrastructure projects and developed innovative financing structures for community projects.

In 2018 he was preselected for the new federal seat of Fraser and became its first MP at the 2019 election, re-elected in 2022 and 2025. From 2022 to 2025, Daniel was chair of the House of Representatives’ Standing Economics Committee in which he chaired inquiries; economic dynamism, competition and business formation and insurers’ responses to 2022 major floods claims.

In 2025, he became the Assistant Treasurer and Minister for Financial Services.

In August 2022, Daniel published ‘Safety Net: The Future of Welfare in Australia’, which aims to explore the ways in which an insurance approach can improve the effectiveness of government service delivery.