The latest performance persistence study by RogersCasey’s managing director, head of global portfolio solutions, Soonyong Park, which incorporates data from the volatile 2008 period, confirms the lack of persistence of returns in the equity asset management universes, and further, that it is more pronounced when long-term results are evaluated.
A concentrated bet on fewer, better GP relationships is paying off for one of Australia's largest superannuation funds. Built on selective manager and deal selection rather than a broad roster, the A$112 billion ($78 billion) Rest Super delivered private equity returns more than double the peer average last financial year, as the fund proactively courts top-tier PE firms instead of waiting to be approached.
Susan Schmidt, head of public equities at SWIB, talks about the fund's new Best Ideas portfolio. Despite technology's reach and market efficiencies, there is still ample room for a fundamental approach where human skill and a unique investment culture find mispriced opportunities.
For investors struggling to develop better ways to measure private equity fund performance, researchers at the giant Japanese fund, GPIF, suggest an alternative measurement model that compares private and public assets more accurately.
Private markets are the cornerstone of CalPERS’ 2030 goal and strategic destination which will include building capabilities inhouse for direct investing. A number of new appointments, including Daniel Booth and Anton Orlich, have boosted the skills in the team. Amanda White spoke to CIO Nicole Musicco.
Alecta, Sweden’s biggest pension fund with $110 billion of assets under management, has fired its chief executive Magnus Billing following nearly $2 billion of losses incurred from last month’s US banking crisis. The pension fund is also beginning an enquiry into how it manages equity.
A large allocation to core real estate and separately-managed accounts, which have improved alignment and allowed significant fee savings, plus a strategic pivot to multi-family and industrial exposure, has all paid off at Oregon.
Two thirds of Ivanhoé Cambridge's real estate allocation used to be invested in return-dragging office and retail assets. Now, in a complete reversal, two thirds is invested in logistics and residential real estate alongside a growing allocation to alternative life sciences
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