Oregon’s evolving strategy
Oregon State Treasury has undergone material change to its structure and process evolving its investment strategy and techniques including smart beta, private equity and internal management.
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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What is the minimum AUM for internal management?
Large funds outperform small funds mostly mainly due to the cost savings of internal management. So when does internal management make economic sense for a fund? It’s at a much lower AUM than you might think. CEM Benchmarking analysed a universe of 186 pension funds globally. That universe is split into four groupings: 77 funds
Global CIO survey: lowered expectations
Connecticut-based financial services management consultant, Casey Quirk, and institutional investment specialist publication, top1000funds.com, joined forces in a global chief investment officer survey to measure the sentiment of asset owners, and the extent to which the 2008 crisis has had an effect on the behaviour of internal investment teams, their outlook and corresponding asset allocation. With
Railpen, the open DB fund with locomotion
Despite the constant pull on Railpen chief executive Chris Hitchen’s expertise in other directions, most recently helping to run NEST, the UK government’s new low-cost pension scheme, he is resolute that his primary task is ensuring Railpen, inhouse manager of the £19-billion ($30.4 billion) pension scheme for Britain’s rail industry, successfully delivers on its monthly
USS powers into diversity
In the past few years the £34-billion ($54.7 billion) Universities Superannuation Scheme (USS) has substantially diversified its asset allocation, including a large alternatives allocation, and extended its investment team from 65 to 105. In the latest chapter of the fund’s investment department reincarnation, from October this year a separate but fully owned USS company, USS
Gunning for diversity, dynamism and due diligence
The new low-return, high-volatility environment requires broadly diversified portfolios, dynamic decision-making and rigorous due diligence, which is beyond the internal capacity of most small funds under $10 billion, warns Russell Investment’s global chief investment officer Peter Gunning. He says smaller funds must decide if it is cost effective and even possible to internally manage investment
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