Investment committee meetings, a governance cornerstone at every asset owner organisation, run the risk of amplifying group biases and social dynamics, and can push the IC towards recommending more extreme investment positions collectively than the average of their individual views. Bernhard Scherer, head of portfolio implementation at ADIA, unpacks the thesis in a new paper.
It is deeply concerning that the internet is beholden to only a few companies that control information, says Denise Hearn author of The Myth of Capitalism, who says that the dominance of large players in financial services is also a problem.
The path out of this crisis must include trust, purpose, organisational identity, culture and diversity if we are to create a new normal that includes a more resilient, clean and inclusive state argues Roger Urwin.
This crisis is a leadership defining moment, and now more than ever, investment leaders have the opportunity to make life-changing differences for roughly four billion people’s savings and investments.
Angela Rodell, CEO of the Alaska SWF, looks into a post-COVID future and what investors, such as APFC, with an investment horizon of five years or longer, should be considering.
Investors are putting pressure on companies to accelerate the shift to purpose-driven leadership and focus on human capital policies during the crisis. But while there are some examples of corporations making policy changes that positively impact their workers, supply chain issues pose a significant problem.
The current coronavirus crisis has created investment governance challenges for Australia’s superannuation funds – with regard to liquidity requirements – that are relevant to any DC scheme which invests in illiquid assets. It highlights the potential impact of agency issues on decision-making during a crisis environment.
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