CalPERS’ chair leaves legacy of responsibility

Henry Jones, who will resign as president of the C
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Why traditional investment committees can amplify group biases

Why traditional investment committees can amplify group biases

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.

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Tough climate marks value in governance

The link between better governance and stronger returns lies somewhere between faith and fact; however, in a historically tough climate, the argument for best practice seems overwhelming.

Better decision-making from diversity

Gender diversity is only part of the story when it comes to creating a robust and diverse investment culture. Clare Armstrong writes how Mercer keeps its teams on track for the best outcomes.

Constant improvement a core value at AP2

The total investment costs of AP2 are only 17 basis points, yet the portfolio is described by chief executive, Eva Halvarsson as complex and advanced. So how do they do it?

Ditch managers, invest in corporate America

Warren Buffett says although outstanding managers are invaluable, the net result of hiring professional management is a minus. “More money is made in Wall Street through salesmanship than investment ability”.

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.

The future of pension management

Keith Ambachtsheer’s fourth book, to launch next month, tackles the persistent problems in pension governance, design and investment, including the sizeable aspiration/implementation gap.

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