South Australian Superannuation Board Annual Report 2024-25
2024‑25 Annual Report: South Australian Superannuation Board
Section Heading
Annual Report: online version
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Covering letterTo: The Hon. Anastasios (Tom) Koutsantonis MP, Treasurer
Dear Treasurer
On behalf of the South Australian Superannuation Board, I am pleased to present the Annual Report for the financial year ended 30 June 2025.
The Report is submitted for your information and presentation to Parliament in accordance with the requirements of Section 21 and Schedule 3 (Section 10) of the Superannuation Act 1988, section 16 of the Southern State Superannuation Act 2009 and Premier and Cabinet Circular PC013 Annual Reporting.
This Report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.
Submitted on behalf of the South Australian Superannuation Board by:
June Roache
Presiding MemberDate
30/09/2025 -
From the Board and Chief Executive
It is our pleasure to present the South Australian Superannuation Board Annual Report for 2024-25.
Our Strategic Direction
The Board commenced 2024-25 with a new approved Three-Year Strategic Plan after determining our Vision is to be the most trusted superannuation fund for current and former South Australian public servants and our Purpose is to provide superannuation services to ensure members’ financial security and well-being into retirement. Our Vision and Purpose are supported by four pillars: Our People, Members and Employers, Financial Sustainability and Process.
During the year, we focussed on developing and supporting our people, delivering education and services that provide value to our members, enhancing our financial sustainability with improved funds under management, and seeking continuous improvement and efficiencies for our insurance offering and the digitisation of member access.
Our Performance
Super SA experienced continued growth in both funds under management and its membership base during the year, which highlights the confidence South Australian current and former public servants have in Super SA to responsibly manage their retirement savings. As at 30 June 2025, Super SA’s funds under management amounted to $40.0 billion, with a total membership of 218,015.
Compared with the previous financial year end, these financial sustainability indicators increased by $2.8 billion or 7.6%, and 386 members or 0.2%.
Although 2025 was a challenging year for markets with political and economic events contributing to increased volatility, the Triple S (untaxed) Balanced option had a positive return of 9.86%. Triple S, an accumulation scheme, comprises 83% of our members.
By statute, Super SA’s funds are managed and controlled by the Superannuation Funds Management Corporation of South Australia (Funds SA). We value our partnership and strong relationship with Funds SA.
The FutureWe will continue to engage with our people and ensure Super SA is a workplace of choice.
We will continue to be readily accessible to our members either in person at our city Member Centre, our call centre or online to ensure an optimimal member experience.
We are developing new products that meet the evolving needs of members as they approach and move through retirement.
We will continue to focus on achieving strong long term investment performance, supported by deep expertise and a robust investment strategy in collaboration with our investment partner Funds SA, to ensure strong investment outcomes for members.
Thank youWe extend our gratitude to the Board and all Super SA staff for their continued dedication to members' best interests over the past 12 months and look forward to continuing success in 2025 - 26.
We especially acknowledge Richard Dennis AM PSM who completed his term of appointment on 24 July 2025 after initially being appointed to the Board in September 2016.
To all our members, thank you for entrusting us as your superannuation provider.
We value your membership and your trust in us.
Signed by:June Roache, Presiding Member
Super SA BoardTricia Blight, Chief Executive
Super SA -
Contents
Overview: about the agency
Our strategic focus
Our organisational structure
Changes to the agency
Our Minister
Our Board (as at 30 June 2025)
Our Executive team (as at 30 June 2025)
Legislation administered by the agency
Other related agencies (within the Minister's area/s of responsibility)
The agency’s performance
Performance at a glance
Corporate performance summary
Membership summary
Risk management
Risk and audit at a glance
Fraud detected in the agency
Strategies implemented to control and prevent fraud
Public interest disclosure
Reporting required under any other act or regulation
Public complaints
Number of public complaints reported
Additional metrics
Compliance statement
Appendix: Audited financial statements 2024-25
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Overview: about the agency
Our strategic focus
Our Vision
To be the most trusted superannuation fund for current and former South Australian public servants
Our Purpose
To provide superannuation services for members’ financial security and well-being into retirement.
The Board is responsible for1 the administration of:
• Triple S
• Pension Scheme
• Lump Sum Scheme
• Income Stream
• Flexible Rollover Product
• SA Ambulance Service Superannuation Scheme
Our ValuesSuper SA Focussed Values:
Service and Dedication – we are members serving members, so we go the extra mile and always look for ways to do better
Professionalism and Insight – our experience means we know our SA members, and we build on this knowledge to deliver the best outcomes
Honesty and Integrity – our ethical principles are non-negotiable, and we act in our members’ best interests transparently and consistently
SA Public Sector – Additional Values:
- Respect
- Collaboration and Engagement
- Trust
- Courage and Tenacity
- Sustainability
Our StrategyFour Strategic Pillars
The strategy focuses on four Strategic Pillars across People, Member, Financial and Process and supports the Vision and Purpose:
1. Our People – developing and supporting our people
2. Member and Employer – delivering education, products and services that provide value
3. Financial Sustainability – delivering a financially performing and sustainable fund for members
4. Process – delivering high quality, easy and more efficient processes for members and our team
Our Functions, Objectives and DeliverablesOur strategy is to excel and improve our member experience, whilst being competitive on fees and returns
High level strategic objectives:- To develop and support our people:
o Support and deliver 3000 hours of training
o Leadership program to uplift leadership capability
o Develop action plans from internal and People Matters survey feedback
- To deliver education, products and services that provide value to members and employers:
o Maximize member retention
o Improve Product features and options to continue to provide a competitive and quality superannuation offering.
o Develop a new Education and Advice model to continue to help members maximise their retirement savings
o Uplift communication and contact with members
o Insurance Review – Improving member experience
- Deliver a financially performing and sustainable fund for members:
o Fiscally responsible and sustainable management of budgets
o Improve Triple S net contribution flows through increasing contributions
o Improve Investment performance to second quartile versus industry peers
- Deliver high quality, and simple processes for members and our team
o Deliver strategic projects as per the 2025 portfolio
o Develop Continuous Improvement program
o Deliver SA Government initiatives
o Improve Insurance process and workflows
o Promote and deliver strong governance and policy risk culture
o Provide a stable, secure and evolving technology environment
Our organisational structure
Changes to the agencyDuring 2024-25 there were no changes to the agency’s structure and objectives as a
result of internal reviews or machinery of government changes.Our Minister
The Hon. Stephen Mullighan MP was the Treasurer and the Minister responsible for superannuation as at 30 June 2025.
June Roache
Our Board (as at 30 June 2025)
Presiding Member (Chair), appointed by the Governor from 27 July 2023 – 1 December 2025.
Ms Roache is an independent director with extensive business experience, having held chief executive roles and several governance roles in South Australia, nationally and internationally. Her experience extends to commercial, health, sports, arts and regulatory and not-for-profit organisations.
She is currently Presiding Member of the Southern Select Super Corporation and Chair and Board Director of the South Australian Forestry Corporation.
Ms Roache has a Degree in Accounting from the University of SA, a Graduate Certificate in Management from Mt Eliza Business School and is a Fellow of the Australian Institute of Company Directors, CPA Australia and the Institute of Managers and Leaders.
Alison Kimber
Member representative elected from 2 October 2024 - 1 October 2027.Significant board and executive experience in financial markets, superannuation, and community service delivery. More than 30 years’ experience in the finance, government, and not-for-profit sectors.
Fellow of the Australian Institute of Company Directors and Fellow of the Institute of Actuaries of Australia.
Councillor, Australian Institute of Company Directors SA Division and Board Member Southern Select Super Board, Chair, Adelaide Jazz Club Association, Board Member, ACT City Renewal Authority Board and Board member Can Do Group.
William Griggs
Member representative elected from 2 October 2024 - 1 October 2027.
Bill Griggs brings to the Board significant leadership and board experience, with expertise in corporate governance, people and culture, superannuation, investment, and insurance. He has a particular interest in managing/coping during times of uncertainty and in evidence-based decision making.
Current Directorships or equivalent - Director, Funds SA, Director, Return to Work SA, Board Member, Southern Select Super Corporation Board and Board member, St John Ambulance.
Fellow of Australian Institute of Company Directors.
Mr Richard Dennis
Appointed by the Governor from 25 July 2024 - 24 July 2025.
Richard Dennis is a legal practitioner and consultant and held the position of South Australian Parliamentary Counsel 2006-2015.
Director of the Order of Saint John of Jerusalem Knights Hospitaller - Australasia and Board Member, Southern Select Super Corporation.
Rosina HislopAppointed by the Governor from 14 December 2023 – 13 December 2026.
Rosina is an accomplished board director and a national facilitator with the Australian Institute of Company Directors. She brings international experience in capital finance, mergers and acquisitions and audit and risk.
Rosina’s other directorships are Chair, ECH and independent director at Jones Radiology.
Attendance at Board and Committee meetingsAll members serve in a part-time capacity.
Board members attend a variety of national conferences and education seminars.
During the 2024-25 year, Board members attended the Association of Superannuation Funds of Australia Conference.Name
Board
Audit, Risk and Finance Committee
Member Outcomes and Insurance Committee
Eligible to attend
Attended
Eligible to attend
Attended
Eligible to attend
Attended
June Roache
11
11
5
5
4
4
Alison Kimber
11
10
5
4
4
4
Bill Griggs
11
10
5
4
4
4
Richard Dennis
11
11
5
4
4
3
Rosina Hislop
11
11
5
5
4
4
Our Executive TeamTricia Blight, Chief Executive
Responsible for leading the organisation and delivering on the Board’s strategic agenda whilst ensuring that Super SA meets its legislative and reporting requirements for all superannuation funds managed.
Tricia’s experience in the South Australian public sector includes senior executive roles in Treasury and Finance and Chief Operating Officer in the Department for Housing and Urban Development. She is a member of the SA Water Corporation Board and the Urban Renewal Authority Board of Management.
Tricia has a Bachelor of Commerce (Corporate Finance) and Master of Commerce (Accounting) from the University of Adelaide and is a qualified CPA.
Patrick McAvaney, Director Policy, Risk and GovernanceResponsible for the provision of leadership and advice in the areas of legislation, policy, dispute resolution, risk management, compliance and governance practices across Super SA. This role is also responsible for board and committee services.
Lorna Harrison, Director OperationsResponsible for leading the Operations team to ensure the timely and accurate collection of contributions and member data, payment of benefits, administration of post-retirement services and the annual review process for the funds administered by Super SA. In addition, the role leads the insurance delivery service.
Karen Raffen, Director Brand and Member EngagementResponsible for leading the design and implementation of a contemporary brand, marketing and member experience strategy for the Fund. Karen is responsible for the areas of member services, financial advice, marketing and member experience, strategic communications, stakeholder engagement and member education.
The role also develops business solutions that optimise the Board’s strategic objectives in relation to maintaining and improving scale through membership retention and growth.
Adrian De Silva, Director People, Product and TransformationResponsible for leading the People, Product and Transformation functions across Super SA. This includes accountability for the design and alignment of superannuation product offerings to meet member outcomes, while also supporting the relationship with our Investment Managers Funds SA. Responsibilities include Super SA’s Project Management Office, focusing on the assessment and delivery of key strategic projects and organisational change management.
Scott Pannunzio, A/Director TechnologyResponsible for providing both strategic and operational leadership to deliver technology and data services. These services are aligned with Super SA’s strategy, ensuring sustained benefits for our members.
Responsibilities also encompass overseeing the IT application roadmap and guaranteeing successful delivery of solutions and the management of data analytics, reporting all in strict accordance with government standards. Additionally, accountable for administering contractual IT service level agreements, budgets, and maintaining pivotal relationships with agencies and external technology partners.
Mark Hordacre, Director FinanceResponsible for leading the Finance, Actuarial and Procurement group in the design and delivery of sound financial management services for the benefit of our members and relevant agencies. This includes responsibility for the provision of financial and management accounting services to the Schemes and the Board, tax and investment operations for the Schemes.
Legislation administered by the agencyThe Super SA Board is responsible to the Treasurer for all aspects of the administration of:
- Southern State Superannuation Act 2009 (Triple S, Flexible Rollover Product and Income Stream); and
- Superannuation Act 1988 (Lump Sum and Pension Schemes) except for the management and investment of the funds (which rests with Funds SA).
The Board also acts as trustee of the SA Ambulance Service Superannuation Scheme and is responsible for administering the Trust Deed and rules.
The Government of South Australia, other state and territory governments and the Commonwealth Government have entered into a Heads of Government Agreement on superannuation (HOGA) that recognises certain public sector schemes are exempt public sector superannuation schemes and therefore exempt from the Commonwealth's Superannuation Industry (Supervision) Act 1993 (SIS Act).
Each scheme is, however, deemed to be a complying fund in terms of the SIS Act, for superannuation guarantee purposes under the Superannuation Guarantee (Administration) Act 1992 and for income tax purposes under the Income Tax Assessment Act 1936.
In terms of the HOGA, the state government has made a commitment to use best endeavours to ensure that the exempt public sector schemes conform to the principles of the Commonwealth's retirement income policy objectives.
Other related agencies (within the Minister's area/s of responsibility)
Super SA
On behalf of the Super SA Board, Super SA is responsible for managing SA Public Sector superannuation schemes in line with relevant governing legislation and instruments.
This arises from section 10(3) of the Superannuation Act 1988, which enables the Board to make use of the staff or facilities of an administrative unit of the SA Public Sector, with the approval of the Minister of that administrative unit. Super SA, a branch of the Department of Treasury and Finance, provides administrative services to the Board on this basis.
The Board's service level contract with the Under Treasurer sets out specific performance standards. A contract commenced for a term of three years with effect from 1 July 2023.
The annual budget for the operation of Super SA is presented to the Board for its approval.
The use of consultants, contractors, Work, Health and Safety reporting and executive employment statistics are included in the Department of Treasury and Finance's Annual Report.
Funds SA
Funds are managed by a specialist investment manager, Superannuation Funds Management Corporation of South Australia (Funds SA). Funds SA manages the investments for each scheme in accordance with sections 17 and 19 of the Superannuation Act 1988, sections 10 and 11 of the Southern State Superannuation Act 2009, and the provisions of the Superannuation Funds Management Corporation of South Australia Act 1995.
The current Memorandum of Agreement between Funds SA and Super SA was executed in September 2024. Funds SA provides this service under legislation. The agreement is reviewed on a three yearly basis or when a significant change occurs.
1 Super SA also provides administration services to other public sector superannuation funds, which are governed by other Boards and the Treasurer, i.e. Southern Select Super Corporation Board, Parliamentary Superannuation Scheme Board, Governors' Scheme Pension Fund and Judges' Scheme Pension Fund.
2 Board member participation in out of session decisions made by circular resolution as defined in the Board's regulations have also been included.
3 Board member can attend any committee meeting if they wish. -
The agency’s performance
Performance at a glance
Super SA’s performance is assessed continuously against key objectives at least every quarter. This ensures the projects and initiatives conducted throughout the year are aligned to meet the key objectives and performance metrics.
Over the last financial year, Super SA has delivered on a number of initiatives that focus on improving the fund’s operating model and continue to enhance services to members:
- Delivered the Forward Unti Pricing project, which provides a modern and improved method of managing our assets and aligning to industry best practice standard.
- Commenced a review and process improvements within Insurance.
- Reviewed the investment products available to members and begun development of a new suite of products that are competitive with peer funds and provide improved choice and outcomes for members.
Super SA also aligns with the Australian Prudential Regulatory Authority (APRA) standards, where possible. The HOGA requires that Super SA use a best endeavours approach to do so. In striving to achieve this we have undertaken:
- Ongoing delivery of the Protecting Your Super program that addresses account erosion due to excessive fees
- An upgrade of the SuperStream Rollover facility to meet ATO requirements
- Continued development of a cyber security strategy in line with the SA Government’s Cyber Security Framework.
Agency specific objectives and performance
2024-25
Actual2024-25
Target2023-24
Actual2023-24
Target2022-23
ActualAchievement of approved service level standards by 30 June each year
87%
85%
86%
84%
73%
Benchmarking of administrative costs with industry standards* — remain in the most cost- efficient quartile of industry standards* while providing additional services to members.
In the most cost- efficient quartile
In the most cost- efficient quartile
In the most cost- efficient quartile
In the most cost- efficient quartile
In the most cost- efficient quartile
Benchmarking of
total fees
(administration
and investment
costs) with
industry standards
and peer funds*In the most
cost
efficient
quartileIn the most
cost
efficient
quartileIn the most
cost
efficient
quartileIn the most
cost
efficient
quartileIn the most
cost
efficient
quartile*Based on last available Chant West Super Fund Fee Survey
Super SA's objectives
Indicators
Result
Our People
Staff culture target 70%
76% - Achieved
Member and
EmployerAchievement of service level
standards (All)
Target 85%Achieved - 87%
Complaints management
Target <265 complaints per yearAchieved - 212
Financial
SustainabilityWithin FY25 Budget – OPEX and Project
Achieved
Process Achievement of service level
standards – Operations
Target 87%Achieved - 95%
Corporate performance summary
In measuring fund sustainability, Super SA monitors the funds under management by scheme.
Funds under management
The comparison of the 2025 and 2024 funds under management by scheme is shown in the graph below.
Investment returns for Triple SThe comparison of the 2025 and 2024 investment returns for Triple S over each investment option is shown in the graph below:
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Membership summary
The total of funds under management was $41.1 billion as at 30 June 2025.
The total number of members as at 30 June 2025 was 218,015 which represents an increase of 386 members from the prior year. This figure comprises the following categories of members:- Triple S active and preserved
- Pension Scheme superannuant, active and preserved
- Lump Sum Scheme active and preserved
- SA Ambulance Service Superannuation Scheme active and preserved
- Super SA Income Stream active, and
- Flexible Rollover Product active.
No. of contributors/ members in state schemes:
2024-25
Actual2025-26
ForecastMembers
218,015
218,393
- Triple S (total)
180,110
180,000
- Flexible Rollover Product
8,780
9,100
- Income Stream
14,606
15,200
- Superannuants
12,447
12,450
- Other retirement schemes (Pension, Lump Sum, SA Ambulance)2
2,072
1,643
Pension
122
74
Lump Sum
1,456
1,105
SA Ambulance
494
464
Triple S membership remained stable compared with 2023-24. The other remaining open schemes also had small increases in membership. All closed schemes continued to decline in membership.
2Actuals for 2024-25 may vary depending on different definitions used in different reporting environments. Figures shown in this report are based on the Super SA Management Reporting process.
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Risk management
Risk and audit at a glance
The Super SA Governance and Risk team’s responsibilities include oversight of risk management, compliance, the Board’s anti-money laundering and counter-terrorism financing program, incident management and business continuity management. The team also manage internal audit reviews conducted by an external provider.
Fraud detected in the agency
Category/nature of fraud
Number of instances
Unsuccessful external attempted fraud
Five
NB: Fraud reported includes actual and reasonably suspected incidents of fraud.
Strategies implemented to control and prevent fraudTo ensure a strong control environment exists to prevent the occurrence of fraud, Super SA has implemented strong monitoring and validation controls over benefit payments, including verification with members of large benefit payment requests, system-based identification of unusual member account activity, validation of proof of identity prior to payment and independent review and authorisation of all benefit payments.
Regular information is provided to the Super SA Board from internal and external audit, the Audit, Risk and Finance Committee and the Chief Executive.
Super SA maintains the Board’s Risk Management Strategy and Plan; a Business Continuity Framework and Plan; an Internal Audit Plan; a Compliance Framework and an Anti-Money Laundering and Counter-Terrorism Financing (AML/CTF) Program.
Data for previous years is available at: Super SA Annual Reports.
Public interest disclosure
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Public Interest Disclosure Act 2018:
NIL
Data for previous years is available at: Super SA Annual Reports.
Note: Disclosure of public interest information was previously reported under the Whistleblowers Protection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.Reporting required under any other act or regulation
Act or Regulation
Requirement
Section 29(2)(a) - Southern
State Superannuation Act 2009If, in the opinion of the Board, a time limit under this Act or the regulations should be extended in particular circumstances, the Board may extend the time (even if it has already expired).
If the Board extends a time limit, the Board’s report to the Minister in the financial year in which the action is taken must include details of
the action.
Details to be reported: 35 (with further details of applicable extended time limits set out below):Applicable legislative reference Number of times the power to extend the time limit was exercised Reg.
6(4)(a)(i)(C)The time period
a casual employee
(working > 9 hr/wk) must apply for a TPD
insurance benefit.0
Reg.
36AA(1)
The time period
a member must apply for an Income Protection benefit27
Reg 48(8) &
(9)The time period a Triple S member or
spouse member has to
continue their Death & TPD or Death Only
insurance in the Flexible Rollover Product under the same terms and conditions6
Reg 58(12)
The time period
for a member to apply for a TPD insurance
benefit.3
Section 29(2)(b) - Southern State Superannuation Act 2009
If, in the opinion of the Board, a procedural step under this Act or the regulations should be waived in particular circumstances, the Board
may waive compliance with the procedural step. If the Board waives a procedural step, the Board’s report to the Minister in the financial
year in which the action is taken must include details of the action.
Details to be reported:1 (Refer to below list – Southern State Superannuation Regulations 2009):Applicable legislative reference Number of times the power to waive a procedural step was exercised
Reg 37(4) and (4)
Waive procedural step
for a casual employee
exempt from IP under Reg. 37(3) to apply
for IP cover under Reg.37(4).1
Public complaints
Number of public complaints reported
Complaint categories
Sub-categories
Example
Number of Complaints
2024-25Professional behaviour
Staff attitude
Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency
2
Professional behaviour
Staff competency
Failure to action service request; poorly informed decisions; incorrect or incomplete service provided
1
Professional behaviour
Staff knowledge
Lack of service specific knowledge; incomplete or out-of-date knowledge
0
Communication
Communication quality
Inadequate, delayed or absent communication with customer
26
Communication
Confidentiality
Customer’s confidentiality or privacy not respected; information shared incorrectly
2
Service delivery
Systems/technology
System offline; inaccessible to customer; incorrect result/information provided; poor system design
21
Service delivery
Access to services
Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities
0
Service delivery
Process
Processing error; incorrect process used; delay in processing application; process not customer responsive
103
Policy
Policy application
Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given
1
Policy
Policy content
Policy content difficult to understand; policy unreasonable or disadvantages customer
40
Service quality
Information
Incorrect, incomplete, outdated or inadequate information; not fit for purpose
1
Service quality
Access to information
Information difficult to understand, hard to find or difficult to use; not plain English
1
Service quality
Timeliness
Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met
0
Service quality
Safety
Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness
0
Service quality
Service responsiveness
Service design doesn’t meet customer needs; poor service fit with customer expectations
2
No case to answer
No case to answer
Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate
7
Investments
Investments
Investment fees; Dissatisfaction with investment of assets
3
Total
210
Data for previous years is available here.Additional metrics
Total
Number of positive feedback comments
31
Number of negative feedback comments
38
Total number of feedback comments
67
% Complaints resolved within policy timeframes
90%
within 45 days
(responses to complaints received
in the 2024 2025 financial year)
Service improvements
- Forward Unit Pricing was implemented, which changed how unit prices are applied to member accounts, moving to a method based on market value at the end of the transaction day. This allows member transactions to be made with the most up to date asset values and better aligns with industry best practice.
- Member communications and forms have been updated to improve the member experience. Key enhancements include:
o Website improvements: Selected landing pages on the Super SA website now feature more valuable content, making it easier for members to access important information.
o Insurance claims: Claim kits have been revised to include relevant checklists and information sheets, streamlining the claims process and enhancing member support.
o Inbound phone calls: Enhanced messaging to members contacting Super SA, to make it clear that Triple S is an untaxed scheme and personal contributions made to the scheme are not eligible to be claimed as a tax deduction. - Enhancements to Board policies and delegations to improve members’ experience in respect of Income Protection and Total and Permanent Disability benefits, including:
o Expanded decision making authority: Broadened the scope of individuals authorised to make determinations, enabling more efficient and responsive decision making.
o Streamlined the assessment process: Increased flexibility in determining when an assessment by the Board’s Medical Adviser is required which will reduce assessment timeframes.
o Clearer application of limitations: The policies outlining the application of insurance limitations has been enhanced, allowing for simpler and more consistent administration.
- Expanded the delegations to facilitate faster and more efficient approval of particular low risk member requests.
- Introduced a Child Safety policy to safeguard our child members and delivered staff training to ensure its effective implementation
- Provided online portal access to a larger cohort of members enabling them to view their account balances directly.
Compliance statement
Super SA is compliant with Premier and Cabinet Circular 039 – Complaint Management in the South Australian Public Sector (PC039)
Y
Super SA has communicated the content of PC 039 and the agency’s related complaints policies and procedures to employees
Y
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Appendix: Audited financial statements 2024-25