The Blog

CEO Christine Dvoracek on Judging the IABC Gold Quill Awards

Judging the IABC Gold Quill Awards – Measuring Communications Excellence

Transform’s CEO Christine Dvoracek has again been selected to judge the annual International Association of Business Communicators (IABC) Gold Quill Awards. We’ve interviewed her to find out more about the Awards, her motivation as a judge and what she believes are the critical elements of achieving success as a business communicator.

What are the IABC Gold Quill Awards and how did you get involved?

IABC is the International Association for Business Communicators. The Gold Quill Awards recognise and foster excellence in communications globally, setting an international standard for us communications professionals.

I’ve been an IABC member since I first started working in business communications and the Awards have played a significant role in my professional life. When I started out I studied the Awards entries to better understand what makes for excellent work compared to ‘good’ or ‘competent’ work. It set me a benchmark to aspire to.

What do you see as valuable about the IABC Gold Quill Awards?

I think the most valuable part of the awards is the reward and recognition it provides.

Often as business communication professionals, we do our work in isolation – we don’t always get to see what others in the profession are doing. The IABC Gold Quill Awards provide an opportunity to have our work assessed by our peers globally. I remember when I had my first win, how inspiring it was to know that what we were doing here in Australia measured up globally in terms of the quality of our work. That first win was over 20 years ago. Back then it definitely encouraged me to continue to aim high. Now, as CEO of Transform, it gives me enormous satisfaction that we’ve won three Gold Quills and our work continues to measure up with the best of the best globally. We’re constantly striving to give our clients our best – to do great work that supports their success.

Tell as more about your role and what interested you about being a judge?

My role as a judge is to assess entrants against strict evaluation criteria and grade entries using a scoring rubric. It is this rigor involved with the judging process that I really love. Every time you judge, you need to be refreshed on your skills, thoroughly understand the criteria and rubric that you’re using, and you are paired up with a fellow judge so you can calibrate your assessment and ensure consistent results.

A major part of judging is giving constructive, useful feedback to entrants on where they can improve. So even if you don’t win an Award, entrants can still benefit from that constructive feedback and an impartial assessment.

There are a few reasons why I continue to judge. It’s a way to give back to the profession, a way of encouraging and helping foster excellence in other communicators. And I’ve always really enjoyed connecting with my fellow judges and value the stimulating conversations we’ve had sharing and comparing our thinking through the process.

Finally, I’m a firm believer in continuous learning. All of us can learn at every stage in our careers. While naturally you come to judging with a lot of experience, being exposed to fantastic work keeps you fresh and motivated. When you see great work it inspires you – that passion never fades.

What do you think is key to achieving excellence in the field of business communications?

A measurement mindset is the key to excellence. The IABC Gold Quill Awards definitely foster that.

The Quills have a big focus on the achievement of measurable results – the communications outputs and outcomes achieved and how they align to and support business needs. There’s also an emphasis on deeply understanding your target audience and key stakeholders, preferably using qualitative and quantitative audience research so you are really tapping into their needs and characteristics. To me, those things help set the Gold Quills apart and promote excellence in the field.

Christine Dvoracek is a 6 time Gold Quill winner and has judged Quill Awards multiple times from 2004 onwards. Read about her and Transform’s Gold Quill wins for the DuluxGroup Demerger and the Post People 1st Australia Post Career workbook and Job Information Circular projects.

Gold Quill Award winners will be announced in April 2021.

Happy International Women’s Day!

Happy International Women’s Day! Annually, on the 8th of March, we celebrate all women in their diversities and endeavour to address the inequality they continue to face on a daily basis.

Undoubtedly, there is a gender gap within the Australian workforce, as men continue to earn 18% more than women in full time work. At Transform, our strong independent and capable team of women (and men!) are dedicated to working together to help close the gap.

On average, women currently retire with 47% less super than men, yet live five years longer. This has led to 44% of women relying on their partner’s income as the main source of their retirement fund. This raises problems for older single retired women, 40% of whom live in poverty and with economic insecurity in their retirement. In addition to these alarming statistics, the 2020 Global Gender Gap Report identified that gender parity won’t be achieved for 99.5 years.

The year 2020 saw ramifications from the COVID-19 Pandemic that pose many different economic and social challenges for every Australian, regardless of gender. However, due to women being disproportionality represented in industries such as retail, hospitality and education, the effect of COVID has had devastating implications on many women’s economic stability.

The number of older homeless women in Australia increased by over 30% between 2011 and 2016 to nearly 7,000. One of the main reasons for this is due to a significant gap in wealth accumulation between men and women across their lifetimes. The gap doesn’t just pertain to the workplace or super, it is an issue that needs to be addressed from a Federal level. Without innovative solutions, changes from the Government, and a promise to stand for change, this problem will continue to increase. Policies must be put in place to end the inequalities between men and women, which will have rolling effects on improving the quality of life overall for all Australians.

That being said, super funds are uniquely positioned to help women take control of their finances on a micro level. This can be achieved by developing and utilising effective and innovative communications – such as personalised and targeted campaigns to women; salary sacrifice, spouse contributions, utilising webinars and financial literacy programs. We’ve worked with a number of clients to support them with their women in super communications, developing a number of initiatives including; personalised videos, targeted personalised digital and print campaigns and integrated financial literacy programs to help educate women across a range of financial topics, which cover budgeting, debt management, planning for retirement and super to name a few.

While marketing and communication strategies and campaigns may seem small, they’re an effective way super funds can help support their female members to close the gap. As a female-led agency, we are incredibly passionate regarding all gender equality issues. With a predominantly female team, it is an issue close to our hearts that we seek to evoke impact and change through the work that we do.

1 Women in Super ‘The Facts About Women and Super’ –
2 Women in Super ‘The Facts About Women and Super’ –
3 Women in Super ‘The Facts About Women and Super’ –
4 Women in Super ‘The Facts About Women and Super’ –
5 International Women’s Day ‘It will still take more than a lifetime to make equality a reality’ –

Welcome Azrin and Henry!

At Transform we thrive on doing great work that delivers exceptional outcomes for our clients. The key to accomplishing this is ensuring we have a strong and capable team who work effectively together.

As Transform continues to grow, we’re excited to announce the addition of two new team members: Azrin Kearney and Henry Christian. They bring an array of complementary skills and a flair and passion for marketing and communications that will further enhance our services and continue to support the delivery of exceptional client outcomes.

Azrin Kearney, Marketing Communications Co-ordinator

Azrin is a dedicated and well-rounded professional with real energy and drive for communications and marketing. With proven experience in a similar role, she has a solid understanding of print and web production, copywriting across a variety of mediums and coordinating meetings and presentations. As a motivated and enthusiastic individual with strong interpersonal skills, she is eager to meet challenges and quickly assimilate new concepts at Transform.

Henry Christian, Marketing Co-ordinator and Analyst

Henry brings together skills in copywriting, data analysis, and business development to assist in the success of Transform’s client projects. With a background in marketing, Henry’s focus is on creating engaging content informed by real-time data insights to help business’s achieve their objectives. Having recently graduated from the Australian National University, Henry is excited to dive into client work and explore the challenges and fast-paced nature of our agency environment.

We are thrilled to have both Azrin and Henry join our team and look forward to utilising their knowledge and expertise on upcoming projects.

Warmest Regards
Christine Dvoracek
CEO Transform

Congratulations Candice and Talya

Clients are at the heart of what we do at Transform. Delivering great work relies on a capable, talented team working effectively together. I’m proud of our team and couldn’t be happier to be celebrating these two well-deserved promotions:

Candice Rose, Associate Principal

Candice has been appointed Associate Principal with a special focus on our creative campaigns, customer experience and digital, and with responsibility for leading our Transformative digital disclosure document service – an offering she developed.

Candice is highly regarded by clients and the team for her strong strategic mindset, creative yet practical solutions and her passion for designing and delivering effective solutions that exactly meet client needs. With over 8 years in marketing communications – 4 of those in the superannuation industry – Candice brings a depth of skills, knowledge and experience to everything she does and is an absolute pleasure to work with.

Talya Levy, Communications Consultant and Operations Lead

Talya has been appointed Communications Consultant with a focus on delivering client projects across superannuation, reward and share plan services. In her new role Talya also has an operational focus, leading on streamlining our operations and processes end-to-end, keeping us humming at optimal efficiently.

Talya has progressed rapidly since joining us as a recent graduate, taking on increasingly complex projects while at the same time learning how the business functions. Her commitment to clients and quality delivery has earned her the respect and appreciation of clients and the team alike.

Their success is our success
Transform’s growth and success comes from our people. I am confident Candice and Talya will continue to thrive and succeed in their new roles and I’d like to thank them for the significant contribution they’ve both already made to Transform.

As a business we believe in recognising and rewarding high performance and providing an environment where our people continue to develop and grow through challenging and satisfying work.

Watch this space – we expect to be recruiting soon.

Warmest regards
Christine Dvoracek
CEO Transform

A lot can happen in a Corona-week

A lot can happen in a week, let alone a Corona-week. We’ve been operating as a distributed team across the country from our homes and office for over a week now and I wanted to share with you a little of what’s happening here at Transform.

Over the last week we’ve had a number of emails and calls from our clients, suppliers and others to see how we’re going and compare notes on what’s happening with them. To those of you who’ve touched base, thank you – staying connected is top of mind for us.

What’s happening at Transform:
• Our first priority is protecting the health and wellbeing of our team, clients and community.
• Our focus is on maintaining the quality of our work and high level of service delivery.
• Our client meetings are continuing via Zoom, Skype, or telephone – whatever best suits our individual client’s requirements. We’ve been using these online tools for a number of years and are well established to operate this way.
• We are operating under a distributed team model so everyone remains connected and engaged, with regular online team meetings and updates.
• Our team is fully set up to work this way with systems and processes that allow us to work remotely without compromising our operational efficiency or the quality of our client work.
• We’re also mindful of encouraging each other to take breaks and do the things that keep us grounded – whether that’s walking the dog, yoga or simply taking time for a few conscious breaths.

COVID-19 is presenting challenges for us all. During this difficult period we’re remaining focused on what matters – staying safe, supporting each other and our clients and embracing a new business as usual.

A special callout for our super fund clients
We appreciate that for many meeting the 1 April PMIF PDS deadline is proving extra challenging due to COVID-19. As always, we’re here for you, supporting you to get across the finish line – and we’ll be celebrating with you when 1 April comes. We’ll continue to stay flexible and responsive to your needs.

The same goes for COVID-19 member updates. We appreciate the urgency of clear communication to members who are understandably anxious about falls in investment markets and may need to access their super early under the new Government provisions. We’re working hard on tailored solutions for our clients based on their specific requirements.

Now more than ever, accurate, timely and effective communication counts
It’s more important than ever to provide clear, accurate, timely and effective COVID-19 communications to your members, employees and stakeholders. How you communicate now will have a lasting impact on your various stakeholders.

If there is anything you need from us or ways we can support you with your superannuation or employee communications, please get in touch by emailing Chris Dvoracek at or calling 0425 747 257.

Above all, keep well and safe.

Member onboarding – are you making an impact?

First impressions count and sadly there’s no do-over when you don’t quite hit the mark. We know this, yet still so many super funds send out, as their first bit of communication, a lengthy, text-heavy welcome letter or email that does nothing to inspire and welcome the member.

The letter may tick the compliance box, but it fails to engage members and certainly doesn’t act as the first step in establishing yourself as a ‘fund for life’. So, what can be done to engage members from the start? In this article we provide insights into how you can review and refine your current member onboarding strategy to establish a relationship with your new member and begin the lifelong journey of engagement.

From working with our super fund clients, we know the onboarding program is an opportunity to:
• Provide a memorable introduction to your fund and what it stands for
• Encourage key actions that benefit the member and the fund
• Educate and explain super in simple, jargon-free communications
• Provide a user-friendly, personalised experience.

Working towards a better member onboarding program

We have worked with a number of super funds over the years to establish a new member onboarding program; featuring a series of engaging, personalised communications for members during their first 6-12 months with the fund.

From this work, we’ve put together a road map, demonstrating how you can elevate your new member onboarding program to new heights and drive key member conversions through its implementation.

1. Map your existing process

You can’t move forward with a new whizz bang strategy without knowing the current state of things.
The first point of call is to get a clear holistic picture of what your members currently experience when they join your fund. This includes the online join process, letters, emails and other communications plus anything they receive via their employer.

You’ll also need to find out where the data for your current program comes from, what the various (or not various) mailing triggers are and who owns it within your fund – is it your operations team, administrator or other area of the business?

This will give you a complete picture of your new member onboarding journey, including process, content and responsibilities. It may take some time, but it’s a crucial step.

Important: Check whether you have metrics on existing new member communications such as open rates, responses and conversions. These can help you identify the weak spots and provide opportunities for improvement.

2. Work with your administrator

The development of a new onboarding program is a collaborative effort between key divisions of the business: marketing, operations, member services, risk and compliance, etc. But there are also external stakeholders to consider – your administrator being at the forefront. It’s likely they’ll be responsible for issuing the Business as Usual (BAU) welcome materials as well as workflow processes and CRM systems.

It’s imperative you understand how the administration system works, what you can change and how, its limitations and opportunities. You should be able to refresh the existing letters, emails and documents your administrator sends out, but you may not have the ability to send a series of personalised emails and mailings that are data driven with multiple variables.

This was the case for some of our clients. To work around these limitations, we developed the series of personalised campaigns that formed the new member onboarding program and sent them out directly from the Fund, effectively overlaying the administrator’s existing BAU communications. Overlaying the program meant clients achieved the level of personalisation and flexibility they wanted and enabled them to be more agile: tracking, reporting and refining the program as they needed.

On the flipside, while that level of agility is hugely beneficial, not having the new member onboarding program integrating with your administrators CRM and/or marketing cloud platforms (if they have them), means member conversions and actions aren’t recorded in real-time. Due to the manual work around, you may experience a delay in member actions being represented in the administrators CRM where all of your member data is located. You will need to ensure you’ve accounted for any delays and/or manual data collection into your program.

Important: Work closely with your administrator to explore your options. Some changes to workflow may take time to implement and may need to go through a series of approvals.

3. Check in with your default employers

You work hard for your default status, but are you making the most of it? Do your employers understand the default process or who you are and how you can benefit their employees? Are they providing their employees with all the information they can about you and superannuation? While you can’t control how your employers communicate super to their employees, you can give them the tools and information needed to be sufficiently equipped to communicate your fund and super effectively.

An employer engagement program is likely to already be in place, but the implementation of the new member onboarding program presents an opportunity to speak with your default employers to identify new opportunities to communicate with their employees. Ask whether you can add material to their letter of offer pack, run information seminars for staff or attend pre-employment events.

Where possible, track metrics – how many employees join your fund from the prospective pool of new employees? This information can be used to help set some goals for acquisition.

Important: Never assume! Ask the questions and find out how your employers talk to new employees about your fund.

4. Determine your key messages, actions and timing

Determine your key messages, the resulting member actions you want to encourage and how and when you want to communicate them to members.

Superannuation funds have a tendency to lump ALL of the key messages and actions into the one piece of communication. This neither engages nor drives actions from members. It makes for an overwhelming and confusing communication piece and doesn’t allow for an ongoing journey of communication and education with the member. We recommend one key message per communication; for example, one piece might discuss finding lost and/or other super accounts and another insurance through super. Focus on simple, easy to understand communications that clearly explains why members should care enough to take action.

For many super funds, the key activities for new members include online account login, growing super through member contributions, finding lost and/or other super accounts, learning about the various investment options, understanding insurance through super and whether it is right for them, accessing financial advice, ensuring contact details remain up-to-date and nominating beneficiaries. You can explain these topics using a variety of methods, including case studies, examples and videos – with clear calls to action.

Personalising the communications is an incredibly effective way to engage members and add value to their experience. Using member data to communicate tailored messages and timing the communications strategically, demonstrates an understanding of the individual member and their situation. This type of data-driven communications enables you to communicate the right messages at the right time and provides the member with valuable content.

While not all funds will have this capability, it’s worth exploring your options around personalisation. For smaller funds, a personalised approach may mean picking up the phone and talking to new members.

Lastly, make sure the medium fits the message – for example, online login lends itself to email rather than hard copy. You can use AB testing to determine which delivery methods gets the best results.

Important: Think outside the box when it comes to ways you can improve your member experience. Try personalised videos and/or outbound calls to welcome new members to the fund and encourage engagement.

5. Review. Report. Refine. Repeat.

Once you’ve locked down your new member onboarding program, you need to track its ongoing performance.

There are a range of measures you can use, and the first port of call is to track how your members are engaging with the initial communication. The beauty of digital communications is the ease of tracking member engagement. You can track the email open rates and call to action click throughs. Then follow through to tracking how members engage with any landing pages, digital portals or website pages that formed the call to action. This digital tracking provides you with insight into how your new members engage with your communications.

Diving a bit deeper, it’s important to assess whether new members took any of the actions highlighted in the communications. This is where you’ll be able to articulate a tangible Return on Investment (ROI) result to executives and the board when reporting on the program. Again, how it’s set up – whether through your administrator or as a fund driven overlay – will determine the way in which you gather this information.

To capture and collate this data, it’s beneficial to flag campaign activity and action on an individual’s record, but this is something not all funds have the ability to do. In other instances we have worked with clients on submitting robust data/reporting requests based on the members targeted in the communication. It’s worth exploring how you can track this data in your own fund. Regardless of what works for your circumstance, it’s a good idea to become best buds with one of your internal data / business analysts to assist with this sort of reporting. They are one of the best assets you can have in determining the metrics, developing the report, finding the gaps and refining for improvement.

Important: Don’t fall into the set and forget trap! Identify and keep track of your key metrics. If something isn’t working, switch things up and refine your approach.


An effective new member onboarding program will evolve over time as you factor in new means of communication, technologies and personalisation techniques.
The digital world is forever evolving and there are always new and exciting ways to engage with your members. As digital solutions become smarter and increasingly intuitive, we see this area of communications further refining it’s targeted and personalised approach, ensuring the best user experience.

Having an engaging and effective new member onboarding program is good for members and funds. It’s a valuable opportunity to educate members and encourage them to make good choices about their super. Plus, it’s the first step in a lifelong relationship between you and your members.

Communicate to capture fund merger value

If you’re a super fund Chair, Trustee Director or CEO then fund merger may well be high on your strategic agenda. While sealing the deal is no easy matter, the next priority is ensuring the strategic value stays intact by retaining existing members and participating employers.

You may have heard it’s all about stakeholder communication. But what does that mean? Experience from working on five of Australia’s largest fund mergers shows it pays to follow a seven step process.

Step 1: Prioritise Stakeholders

First, ensure you have a complete list of all relevant stakeholders. Ask yourself, who is potentially impacted if we merge? Then prioritise according to how important that stakeholder is to the success of the merger, and how they will view the proposed merger.

If you have individuals or stakeholder groups who are critical to success but not expected to be in favour, it becomes essential to ‘woo and win’ them with extra effort.

Typically members will sit at the top of the list. Consider segmenting your members. Active members and pension members may view a merger differently or you may want to give extra attention to your high account balance members.

Next on your list is likely to be participating employers, again segmented, usually by number of members. Many funds use an account structure so that their largest employers get special attention.

Ensuring the ongoing support of your sponsoring bodies – both employer and union – can be critical to preserving the value of the deal. Board members who have relationships with those sponsoring organisations can play a key role with one-on-one, targeted efforts.

Step 2: Set Success Measures

One communication goal may be to ensure members understand how the merger is in their interests, feel positively or neutral about it, and ‘do nothing’. In this case your success measures may be 100 per cent member retention, no loss of members beyond natural attrition, and achieving positive or neutral feedback through the contact centre and field staff.

Step 3: Consider Relevant Risks

Steps 1 and 2 will typically highlight communication risks. These can be integrated into your overall merger risk plan and assessed according to likelihood and severity, with appropriate mitigation strategies put into place.

Suppose you’ve identified the potential loss of union support, putting in jeopardy the fund’s default status in an Enterprise Bargaining Agreement that is about to be negotiated. Your risk management strategy may include targeting specific individuals within the union and having the CEO and sponsoring body’s Trustee Board members visit.

Step 4: Develop Compelling Key Messages

Your topline merger story needs to spell out the high level benefits the merger
will deliver and why you have chosen that particular partner. Part of the merger story is inevitably about how members win. It needs to be simple to work across all your stakeholder groups. Your topline story then gets ‘topped’ and ‘tailed’ according to the interests of each stakeholder group. For employers, will there be more client managers, improved administration systems, duplicate members merging accounts? Maybe your participating employers already have employees in both funds, so the merger will make their lives easier.

Step 5: Identify Tactics, Tools and Channels

Sometimes this will be about tapping into existing tactics, tools and channels such as your website, contact centre, next scheduled mailout or eDM. For employers, it may be about leveraging your existing account structure and contacts. You may also need to add new tactics, tools and channels such as a specific merger mailout or targeted print or radio advertising or utilise social media channels. If you are the successor fund and not a lot is changing for your members except the fund will grow in size, your announcement won’t need as much effort as it would if your members are merging into a larger fund they don’t know much about.

Step 6: Complete Your Activity Plan and Rollout

If you’ve done your planning thoroughly, everyone involved in the communications effort should be clear about the activity, who is accountable for it, when it happens, the key messages, and any supporting communications pieces required. The most critical part of the rollout is sequencing: who gets told when and ahead of which other stakeholder groups and what do you tell them? You need to balance this with the risk of a leak. Don’t forget that your managers will want to know ahead of their people and they’ll need to be equipped to deal with questions from their direct reports.

Step 7: Refine Ongoing Efforts

This last step is simple but powerful. Don’t forget to include de-briefing on activities and to gather feedback and measure effectiveness as you go during implementation. That way you can refine ongoing communications, improve the effectiveness of your communications and act quickly to adjust as required.

Talking fund merger? Contact Transform CEO and Director, Chris Dvoracek, directly for a confidental conversation about your communication needs on 03 9532 8342.

Transform Communications welcomes Nicole Farrell to the team as a Senior Consultant

Joining Transform in October, Nicole brings a strong background in superannuation communications, with over 14 years’ experience at TelstraSuper across a broad range of marcomm activities. This includes the development and delivery of strategic communication plans; end-to-end management of communication projects; development of complex digital tools and calculators; website development; direct marketing; integrated campaign management and insurance/compliance communications.

Nicole is passionate about delivering quality communications that drive engagement and an enhanced member experience. She brings a focussed, results-oriented approach and, with many years of project team experience, enjoys collaborating with stakeholders from across the client’s business to deliver optimal communication outcomes.

Nicole is excited to join Transform and utilise her insurance /compliance expertise and broad base of communications experience to add value to a range of client projects. Since commencing with Transform, Nicole has been busy with insurance and PDS communications and is fully expecting more to come with Putting Members Interest First (PMIF) communications front of mind for many clients.

Nicole holds a Bachelor of Arts with a Double Major in Communications and prior to working in super held three different roles at ANZ, including PR Manager for their Rural Banking division.

Nicole is a dedicated animal welfare advocate and outside of work is the current President of Oscar’s Law, Australia’s key volunteer organisation fighting to abolish puppy factories. She also enjoys travelling and is a bit of a foodie.

Putting Members Interests First – Annoyance or Member Engagement Opportunity?

It’s been quite the year for super funds. We’ve all felt the crunch industry wide as we’ve scrambled to meet the Protecting Your Super (PYS) requirements and deadlines. And now we’re looking down the barrel of the Putting Members Interests First (PMIF) reforms with the added burden of significant regulatory fatigue.

But does it have to be all panic and mayhem? Could we not flip the reform on its head and look at it as a significant member engagement opportunity? Here at Transform we enthusiastically say yes and here’s why.

Member Retention and Education Opportunities

PMIF presents us with a unique member retention campaign opportunity, as well as a significant member education piece that may have otherwise been skimmed over in the past. It gives us that much needed nudge to really think about the members impacted by the PMIF reform, look at how we communicate to them, with what messaging and through which channels.

Targeted Messaging

The under 25 cohort provides an opportunity to engage and educate a traditionally disengaged audience. The PMIF reform has a direct and immediate impact on them, unlike retirement, which is a lifetime away. It is our job to ensure we effectively reach and engage these members to drive the best member outcomes.

The same goes for the group with an account balance under $6,000, which will be most members on joining, unless they roll in funds. Another great chance to engage and educate them around insurance in super with relevant and targeted messaging, as well as position other relevant calls to action around the communications. Consolidation anyone?

Strategic Forward-Thinking

There’s also the need to look ahead strategically. Specifically around your new member onboarding journey and how you educate members about insurance in the post PMIF world come 1 April 2020. Super funds can build on their already established new member onboarding journey with additional segmented touch points, that incorporate targeted messages around insurance and supporting educational articles and/or videos. Or build a new member onboarding journey with the added PMIF complexities in mind – thinking about what differing messages go to which groups that ensures members are adequately educated and informed to make decisions that best suits their individual needs.

ASIC’s Expectations

ASIC has been doing their own work around PMIF and a recent ASIC media release and letter to trustees stresses their expectation of Funds to improve the standard of their communications to members about the reforms. The expectation being that communications be developed with the member’s best interests as the number one priority.

It’s a big piece of work and there’s a lot to consider, with a number of internal and external stakeholders to engage. Plus there’s more to the picture then what’s mentioned above, you’ll also need to implement PDS updates and Insurance Change SENs.

Based on our experience across a number of funds, we’ve done the groundwork developing a high-level Marketing and Communications Strategy for the PMIF reforms that takes into account the complexities of the compliance requirements. We believe a robust, yet flexible communications calendar is needed that includes a variety of tools and mediums to maximise reach and better engage and educate your members around PMIF and insurance in super. Your current new member onboarding program needs to be assessed and the new variations to the segmentation identified and their targeted communications developed and implemented. All while you action the required updates to your PDSs and the Insurance Change SENs.

The key communication focus across all of these elements being the requirement to provide members with the most balanced and factual communications, allowing them to make informed decisions that best suit their needs, while at the same time ensuring it’s engaging and educating.

Get in touch

Phone +61 3 9532 8342
Mail PO Box 316 Elsternwick VIC 3185 Australia

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