PGGM’s private equity priorities: Impact, Paris-alignment and co-investment

Diane Griffioen, the new head of private equity at
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Asset Owner:PGGM / PFZW

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LPPI: Keeping AI risk in check

LPPI: Keeping AI risk in check

As the risk of an AI bubble grows, LPPI's Richard Tomlinson reflects on how the LGPS pool manages and measures AI exposure. In an interview with Top1000funds.com, he also explains how he has been moulding the fund's investment structure to be fit for a post-LGPS reform future.

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UK’s BTPS forges independent identity

Since splitting from its former inhouse manager, Hermes, the £50 billion British Telecom Pension Scheme has set about redefining itself. With a self-reliance borne of technology, the fund has brought portfolios and functions inhouse and started a bigger push into mature infrastructure.

MP Pension’s full embrace of ESG

The $17.4 billion Danish fund for academics is emphasising all three letters in ESG. Its portfolio is shedding fossil fuels as it advocates for diversity and plots a new sustainable strategy.

IMCO plots private, inhouse future

The C$60 billion ($48 billion) Investment Management Corporation of Ontario, the latest kid on the block in Canada’s pension scene, is planning its asset allocation 2.0, which will involve more private and direct investments, more internalisation and lower costs. Amanda White spoke to chief executive Bert Clark and chief investment officer Jean Michel.

PennPSERS reports carried interest

PennPSERS has announced it pays its private equity GPs about 20 per cent of investment profits. The reveal from the $56.7 billion public pension fund, which came after a laborious process involving 500 staff hours, expands on its commitment to transparency.

Alaska keeps C-suite interviews public

The $64.9 billion Alaska Permanent Fund’s new CIO interviewed for the role while the public watched and listened. A history of transparency at APF defies sovereign funds’ reputation for secrecy.

AI to transform GPIF manager selection

The $1.4 trillion Japanese fund will use deep-learning technology to monitor and evaluate the styles and processes of managers more effectively and pressure them to adopt high-tech tools.

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