September 28, 2017
Risk can generally be defined as the chance of something happening that will impact entities’ or individuals’ ability to achieve their objectives. For retirement plans, investment risk and longevity risk tend to receive the most attention from the media and stakeholders alike. However, as defined contribution (DC) plans continue to grow in size and complexity, sponsors need to strengthen their focus on operational risk.
Managing operational risk matters. The potential consequences of failing to adequately address operational risk can be severe. Events, such as compliance failures, reporting errors and data breaches, may lead to sizeable lossesand/or litigation and could threaten the tax-qualified status of the plan. Many experts believe that operational risk, more than any other risk category, is the leading cause of reputation risk.
Managing operational risk effectively may lead to improved service quality, reduced costs, improved participant decision making and better compliance. Moreover, it can help to improve stakeholder confidence, which, in turn, may help to position the DC plan for continuously improved outcomes across key goals, such as employee participation, deferral rates, retention of rollover-eligible assets (where that is a goal), cost effectiveness and participant investment diversification.
Operational risk is the risk of direct or indirect loss resulting from external events or inadequate or failed internal processes, people and systems. For DC plans, operational risk encompasses potential losses attributable to failures across a range of functions, including Internal Revenue Code (IRC) compliance, participant financial reporting, transaction processing, data security, technology, business continuity and vendor management. Given that scope, operational risk is considered by many experts to be the broadest, largest and most complex risk category. (See “Operational Risk in Context: Other DC Plan Risks” near the bottom of this page). The overlap among some functions, such as data security and vendor management, adds to the complexity.
The following are just a few hypothetical examples of operational risk events by function:
Operational failures can, and do, occur in part because of transaction volume, multiple interfaces, manual processes and changing regulatory frameworks. Evolving plan designs, investment structures, technology and service-delivery platforms can also increase operational risk. For example, the move among DC plans to adopt features such as auto-enrollment, auto-escalation, and investment guidance may enhance design, but adds new operational requirements.
DC plan sponsors should seek to fully understand their vulnerability to operational risk. Protecting plan assets and data and the plan’s tax-qualified status requires an increasingly sophisticated approach to managing operational risk. Adopting an integrated framework for managing operational risk, as discussed below, can be helpful particularly now when data breaches generally are becoming more frequent and are growing in magnitude.
DC plan sponsors typically delegate operational risk management to service providers and staff who manage risk in accordance with responsibilities documented in contracts, policies and job descriptions. TPAs that provide participant recordkeeping, communications, contribution processing, website maintenance and records retention bear extensive responsibility for managing operational risk due to the breadth of their operations. A plan’s investment managers, auditor, custodian, counsel and investment consultant also share responsibility within their respective functions.
Despite delegating risk-management tasks, DC plan sponsors remain responsible as fiduciaries for the adequacy of their oversight across all functions and categories. If they have not already, plan sponsors, their staffs and service providers must maintain a framework to minimize the probability and severity of loss related to operational-risk events.
“Plan fiduciary” is a longstanding legal term under the common law of trusts defined as anyone who:
That definition was codified by the Employee Retirement Income Security Act of 1974 (ERISA), which also described the affirmative duties of a fiduciary as including:
Although public sector plans are not subject to ERISA, the law provides best practices that many plan sponsors choose to follow, and many state and local laws contain fiduciary standards that are similar to ERISA rules.When a plan sponsor hires someone to conduct plan management functions, that is a fiduciary action which requires oversight of the plan providers and any functions they perform.
A number of large public sector retirement plan sponsors, like other institutional investors, already maintain distinct risk and compliance units to centralize accountability within their organizations. While that approach may not be practical for smaller plans or plans with limited resources, DC plan sponsors may be able to manage their operational risk equally well by adopting a framework that includes the following components:
Risk management and internal controls are intended to reduce the probability of operational failures and the severity of their impact, if they do occur. This framework lays a solid foundation for effective oversight of DC plan operational risk.
In addition to performing periodic audits of operations, plan sponsors may wish to conduct other risk assessments, for example:
For DC plan sponsors that wish to delegate responsibility for these assessments to outside experts, Segal Consulting, Segal Marco Advisors and/or external auditors can perform operational risk assessments.* SOC reports are an independent auditor’s assessment of service providers’ procedures. They are part of the American Institute of Certified Public Accountants’ Statement on Standards for Attestation Engagements.
Many state and local jurisdictions that offer DC plans already have in place some of the components outlined above. Combining those components into an integrated approach to managing operational risk demonstrates an awareness of risk and an understanding of the importance of addressing it that participants, service providers and other stakeholders may find reassuring.
Recommended first steps to an integrated approach to managing operational risk include:
Although the above steps may seem routine, they can mark the beginnings of a repeatable framework that positions the plan for management of known — and unknown — risks and improved results across compliance, operational and participant-service functions.
For more information about managing operational risk or other risks DC plans face, contact your Segal benefits consultant and your Segal Marco Advisors investment consultant or the following authors:
Segal Marco Advisors, the SEC-registered member of The Segal Group, provides the following investment solutions for DC plan sponsors:
Segal Select Insurance Services, Inc., the member of The Segal Group that provides brokerage services for a wide range of insurance coverage, can help plan sponsors obtain fiduciary liability, cyber liability insurance and crime insurance.
To receive future public sector publications, join The Segal Group’s email list.
Public sector entities face tough decisions. We understand those challenges as well as options for meeting them. Having worked with hundreds of public sector clients for more than 50 years, Segal Consulting has insight into the spectrum of design characteristics and features of all types of compensation and benefit plans throughout all levels of government. We provide the following services:
Segal Marco Advisors provides investment solutions.
Segal Select Insurance Services, Inc. provides brokerage services for a wide range of insurance coverage, including fiduciary liability insurance and cyber liability insurance.
Share this page