In the coming months, Treasury will put the finishing touches on the regulatory overhaul of Australia’s payments system. While the second consultation has only recently closed, and primary legislation is yet to be enacted, a broad picture has already emerged of how the new landscape will look.
Payment service providers (PSPs) have the opportunity to prepare now and implement orderly, staged changes to their businesses. In doing so, they will avoid the risks, costs, and inconvenience of scrambling towards a last-minute overhaul.
The new regulatory regime will provide clarity and common standards, leveling the playing field for PSPs in Australia. Compliance will help PSPs to build and reinforce trust – demonstrating to customers that their money is in safe, capable hands. So, there’s plenty of incentive to make some early headway.
In this article, we summarise the direction the legislation is headed, describe some likely requirements and implications for PSPs, and suggest some pertinent questions for leaders to ask now about their strategy, structure and operations.
The regulatory landscape is shifting as the definition of a “financial product” will expand to include many critical functions within the payments ecosystem. Some of the entities performing these critical payment functions may already have an Australian Financial Services Licence (AFSL) and a mature risk and compliance function. For others, this may be a dramatic change, requiring a shift in operational focus, towards adeptly managing their regulatory risk in the new landscape.
Broadly speaking, Treasury’s changes will target three types of risk: financial, operational, and misconduct. The intention is to introduce primary legislation in 2024 with more detailed regulations to follow, including consultations on a mandatory ePayments code, common access requirements, and mandatory technical standards. It is proposed that:
While primary legislation has not yet been passed, enough is known about the legislation for PSPs to prepare themselves for many upcoming requirements.
Likely compliance requirements include:
PSPs will need to obtain necessary licences to cover their full product suites. Regulators will receive a high volume of licence applications once the primary legislation takes effect, so we recommend PSPs prepare to lodge their applications sooner rather than later.
Some PSPs will need to demonstrate how client money is managed separately from their own funds. Rigorous assurance requirements will be applied, so PSPs will need robust monitoring and control processes that are able to be evidenced.
Likely financial reporting requirements include:
Holders of an AFSL need to prepare full general-purpose financial statements, which would need to be submitted four months after year-end. For many PSPs that have not prepared general purpose accounts in the past, this may result in a significant increase in financial disclosures required.
As well as regulatory requirements, PSPs can also get a head start on assessing the likely tax implications of Treasury’s changes – then updating systems and processes accordingly. Some PSPs may be reclassified in the regulatory framework, altering their GST treatment. PSPs need to keep a close eye on the unfolding consultation, while assessing how these changes might impact their costs and pricing.
Initially the licensing framework may be perceived as increasing the barriers to entry in the Australian market. However, for many incumbents, they already meet or exceed the proposed regulatory oversight. Having clarity on the regulatory framework and licensing may increase competitive pressures as entrants have a defined pathway. Additionally, some incumbents may find they have lower obligation requirements under this framework. Any relaxing of obligations and related controls should be considered carefully by organisations in terms of risk management.
The regulatory changes we’ve just described are prompting PSPs to consider the strategic, structural and operational implications. Leaders should take into account where they want their business to be in future (3-5 years from now) and think about what regulatory requirements would be required to meet their long-term goals. For example, if you intend to offer new services or expand products, it’s important to understand what licences will be required, and what the conditions are to secure and maintain those.
Having considered strategic implications, some PSPs may then consider structuring regulated activities into a separate legal entity. They might also begin securing the right skills and people (whether offshore or local) to build compliance functions that will be fit for the future. The closer we get to the new regulatory regime, the more employers will be competing for such talent. So, there’s no time to lose.
In summary, the shape of upcoming regulations is becoming clearer and proactive PSPs have everything to gain from assessing their state of readiness and then preparing ahead of time. Some pertinent questions that leaders can ask themselves and their colleagues include:
What compliance obligations will be required for us to deliver on our business strategy in the coming years?
Do we have the optimal business structure and legal entity set up?
Are we equipped to achieve, maintain and monitor compliance under the new regime? Do we have the necessary people, skills, systems, and processes?
Do we have outsourced service providers? Will they be able to comply with the regulations? (For example, how do they handle client monies, bank account setups, etc?)
What will it cost for us to comply? On the flipside, how might these regulations and licences enable us to pursue new products or revenue streams?
In the coming months, our next article in this Hot Topic series will explore future business models for PSPs. We’ll look at the pressures and opportunities that will shape Australia’s payments landscape and consider how PSPs might prepare and recalibrate to thrive in the years ahead.
Noel Williams
Partner, FS Emerging Technologies Leader, PwC Australia
Tel: +61 416 661 332
Barry Trubridge
Partner, Customer Transformation and Financial Services Industry Lead, PwC Australia
Tel: +61 409 564 548
Craig Cummins
Superannuation and Asset Management Leader, PwC Australia
Tel: +61 2 8266 7937
Noel Williams
Partner, FS Emerging Technologies Leader, PwC Australia
Tel: +61 416 661 332