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Letter to the Editor: TPA’s benefits are real, and accessible

Letter to the Editor: TPA’s benefits are real, and accessible

In a Letter to the Editor, Stefano Cavaglia and Donald Raymond argue the reported performance gains using TPA are not only plausible but that TPA-like strategies, such as applying an optimizing total portfolio overlay, can provide significant benefits without massive governance changes.

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A sustainability taxonomy for investors

The EU expert group for sustainable finance has published a taxonomy, or green encyclopedia, that gives guidance to investors looking to finance the transition to an economy in line with the Paris Climate Agreement. PGGM’s Brenda Kramer, who is a member of the EC’s sustainable finance technical expert group, explains how this could be a game changer in the long term.

ADIA boosts internal active fixed income

The $700 billion Abu Dhabi Investment Authority, ADIA, is boosting its internal fixed income capabilities and scaling up capacity to run active strategies in-house as it simplifies the portfolio to become more fleet-of-foot.

Finding risk: First State Super

A decade of ultra-low rates and mediocre growth does not mean that every year will yield low returns for investors, according to Damian Graham, the CIO of First State Super one of Australia's largest institutional investors. He talks about how to get enough risk in the portfolio.

Caisse Geneva’s approach to risk

The pension fund for the Swiss Canton of Geneva runs a fundamental investment strategy shaped around harvesting the premia. The fund's CIO, Gregoire Haenni, mindful of heightened risk in the equity allocation because of the late cycle.

Why underperformers matter

The specter of “winning” associated with highly achieving firms in the investment industry can be dangerous. Head of manager research at Mercer, Deb Clarke, looks at why CIOs should not overlook underperforming firms.

Rediscovering FI at Nebraska

The $27 billion Nebraska Investment Council is conducting a deep dive into its fixed income portfolio, inviting up to 25 current and potential external managers to pitch their best ideas. The process begins by wiping any preconceived notions around the allocation’s role in the overall portfolio and justifying its place as if from scratch. It ends two years later with the issuing of mandates.

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