Railpen reaps benefits of in-house team
Adding nearly two dozen staff and boosting its expertise in order to manage its property and equity assets has paid off in savings – and more importantly control – for the UK’s RPMI Railpen.
AP4: Why a dynamic, shorter term allocation is paying off
Volatile markets have provided a rich hunting ground and opportunistic best ideas have come thick and fast for AP4’s new five-pronged global allocation made up of systematic equity, currency and rates, asset allocation, hedge funds/external mandates and analysis. Magdalena Högberg explains the risks and opportunities of the best ideas allocation.
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TCorp’s chair on change
Philip Chronican had 35 year career in Australian banking including as head of ANZ, and is now on the board of NAB. He talks about transformational change at the A$92 billion ($68 billion) TCorp.
Australia’s HESTA makes big changes
HESTA's CIO Sonya Sawtell-Rickson and Willis Towers Watson’s Roger Urwin are guiding a transformation at the fund, including adopting a total portfolio approach and planning an innovation lab.
TCorp pulls trigger on shake-up
The $70 billion NSW Treasury Corp has reorganised its investment staff to erase most sector divisions, in favour of more centralised portfolio construction and manager selection.
AIMCo makes private equity top priority
Canada's AIMCo is pushing innovation further, taking ownership stakes in energy groups and hedge funds, and going after private equity with renewed gusto.
Cbus moving raft of assets in-house
Australia’s $34 billion pension fund for the construction industry is moving nearly half of its asset management in-house, starting with active equity and infrastructure.
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