With total portfolio costs of only 15.3 basis points, the $43-billion United Nations Joint Staff Pension Fund is one of the most efficiently run pension funds in the world – not bad for a fund that has investments in 41 countries and 23 currencies. This year it embarked on an operations overhaul to bring even more efficiency to its investment management.

The fund claims to be the world’s most globally diversified pension fund: not only are its investments in 41 countries and 23 currencies, it serves 23 different member organisations scattered all over the globe.

This year it joined the twenty-first century with an investment-operations overhaul designed to bring further stability to its investment approach as markets continue to be volatile.

“Underneath the mess in markets, we built an infrastructure we think every fund should have. Basically we retired our fax machine,” says Suzanne Bishopric, director of investments at the United Nations Joint Staff Pension Fund (UNJSPF).

 

Of the world and in the world

The fund now has an integrated trade-order-management system, which is fully integrated with SWIFT and matched with an independent master record keeper

In the past the fund followed its own UN-accounting standards – not those standards adhered to throughout the world.

“We are now using accounting standards, followed throughout the world, that are robust. This has allowed us to do a lot of other good stuff like monitor brokers. We know within a minute if a trade has been executed. It gives us great monitoring power and the risks of mistakes are less.”

The fund is monitoring any distinction in transaction-execution costs in a quarterly report and Bishopric says it’s starting to pay off.

United Nations Joint Staff Pension Fund: Ajit Singh, deputy director for risk; Suzanne Bishopric, director, investments; Toru Shindo, deputy director, investments.

“We have learnt that you don’t have to reinvent the wheel. There are standardised products out there and if you take a modular approach to it then you don’t disrupt your operations. We started with the payments side, then our trade-order-management system, so we can keep brokers honest. The trade-matching and affirmation software keeps settlements safer and this is important for us because we’re global,” she says.

It isn’t a joke that the fund has “retired its fax machine”; until this digital technology was introduced it was still using faxed orders.

“We would send a fax to Brazil and get a reply the next day. Now we are as close to the state of the art as any fund; we’ve leapfrogged some intermediate technology,” she says. “We went from a green field to state of the art. But there is an advantage to being a latecomer: we can see what is tried and true and what the industry standards are.”

Measuring up

Bishopric says the fund’s 58 staff recognised they needed these standards to improve their performance and put in a lot of effort to make it happen.

About 90 per cent of the fund’s assets are managed in-house, except for private equity and real estate.

It recently engaged CEM Benchmarking to do a cost-benchmarking study, which revealed its costs were “off the charts on the low side”, according to Bishopric.

The total investment costs of managing the portfolio were 15.7 basis points, which is an outlier in terms of global funds, it is “dangerously low”, she says.

The fund’s global peers typically operate within the range of 40 to 80 basis points.

Compared with other funds the UNJSPF saves money because of its internal trading and it also has a very low allocation to alternatives, currently less than 1 per cent, and similarly less than 5 per cent to real estate.

At the end of March 2012, the fund’s asset allocation was 60.7 per cent equities, 28.8 per cent bonds, 4.5 per cent real estate, 5.2 per cent short-term investments and 0.8 per cent alternatives.

However, there is a plan to increase the alternatives allocation, which Bishopric says is being done methodically and judiciously, adding about 1 per cent per year.

The fund’s biggest alternative investment is with the World Bank Group’s Intenational Finance Corporation’s African, Latin American and Caribbean Fund (IFC ALAC), which is a private equity investment.

“The philosophy is the investment has to resonate with our organisation,” she says. “We have a number of restrictions, such as tobacco and defence, reflecting the ethics of the UN.”

One reason the fund invested with the IFC fund is that it is managed consistently with principles of responsible investment (PRI).

“We can then learn private equity their way first, through a beneficial approach, before going to the private markets.”

The World Bank green bonds are another investment and an example of the fund investing according to PRI, she says. There are also other screens in their equity investments, such as worker safety.

The fund recently tested its new system in a disaster-recovery test, during which everyone in the investments team worked from home. Bishopric was in Montreal at the time and the deputy director for risk, Ajit Singh, was in Geneva.

“We managed to do our trades,” she says. “It was extremely beneficial and I highly recommend everyone do that. As Treasurer of the UN, I lived through 9/11 and having systems helped us enormously then.”

Operating reforms will save costs, she says but insists the point of pension investment management is to manage returns, not costs, the net return is the important place to focus

Having said that the fund did have a negative return last year partly due to a huge weight in Europe. It has investments in 41 countries, with North America dominating, followed by about 25 per cent of assets in Europe.

“There is uncertainty to what will happen in the eurozone,” she says.

“A set of irrevocable exchange rates poses some serious constraints. If you have an irrevocable exchange rate then greater flexibility will be required from other economic factors, such as labour or interest rates. There is a single currency but not the same creditworthiness.”

UNJSPF has liabilities in Europe, so “we do need to have some exposure there,” she says.

At the moment all the assets are managed in New York, but Bishopric says budgets not withstanding, it would be ideal to have an office in a different time zone.

However, she acknowledges that satellite offices are a risk and need to be well staffed, and have the same risk management and oversight as any office.

“You can’t start a second office on the cheap,” she says. “Operating infrastructure is a missing thing in fast-growing funds.”

UNJSPF also implemented RiskMetrics this year and now every portfolio manager has access to the risk parameters of portfolios.

“We analyse the portfolio risk at least weekly. Because we manage money in-house, the fund can benefit from delving deeper into the components of risk.

“We can look at every stock and it’s attribution to risk,” she says. “We can find outliers in every portfolio and remove them. We did that in the first quarter when we wanted to dial down risk.”

Bishopric is slightly optimistic: she says the value-oriented managers are seeing great valuations not seen since 2008.

How do the current economic risks facing developed economies such as the eurozone and the US impact your thinking regarding allocating assets to emerging markets (EM) debt?

On the back of a continuing shift in corporate pension plans away from defined benefit to defined contribution, Northwestern University’s Joshua Rauh and Indiana University’s Irina Stefanescu look at what causes the resultant freezing of these corporate plans.

The paper takes the further step of looking at the consequences for both employees and plan sponsors, investigating if the freeze results in savings to the companies as well as the impact on retirement-savings outcomes.

To read The Freezing of Corporate Pension Plans: Causes and Consequences, visit the Rotman School of Management’s International Centre for Pension Management.

 

US public-pension funds significantly underperform their global peers in real-estate portfolios due to a propensity to manage the assets externally, according to a new ICPM-sponsored research paper by three Maastricht University academics.

Value added from funds management in private markets: an examination of pension fund investments in real estate looks at real-estate investing among the 880 pension funds on the CEM database from 1990 to 2009. On average the allocation to real estate was 5.5 per cent, but fluctuates over time.

The paper by Aleksandar Andonov, Nils Kik and Piet Eichholtz examined the funds’ approach to investing in the asset class, costs and performance.

The paper found that US funds, both small and large, underperformed their self-reported benchmark by a whopping 127 basis points per year. Furthermore, their costs were twice as high as their global peers.

“I would be asking how it is possible that you do this and you keep on doing this,” Eichholtz says.

“This paper found that a fund’s approach, size and geography determine the cost and performance in real estate. You can’t choose to be a US or non-US fund, but you can learn from your peers.”

The paper found that while large pension funds overall are more likely to invest in real estate, they invest internally and have lower costs. They also have some exposure through real-estate-investment trusts (REITs) and few fund-of-fund investments.

Smaller funds are less likely to invest in real estate and more likely to invest in funds of funds.

Eichholtz said with regard to costs, the biggest driver is the approach decision, how a fund invests from internal management to funds of funds.

He said geographically there were some interesting results: US funds were more likely to invest externally, regardless of their size, and pay higher fees.

“It’s as if the real-estate-investment management industry in the US is able to charge higher fees,” he says. “The costs don’t lie in the pension funds but in the service industry, and in the US it is tens of basis points more. US funds pay far more for external managers and are more likely to retain managers. It’s double crazy.”

Eichholtz describes funds of funds as “way beyond expensive” and believes smaller funds would be better off getting real-estate exposure through REITs than funds of funds.

Another finding of the paper was that the more expensive the strategy, the worse the performance.

Internal management was the best performer across the board, both before and after fees. At the same time, Eichholtz says, funds of funds “destroy value in two ways” through costs and picking the wrong investments.

He has some practical advice stemming from the results of the paper: if a fund is big enough, it pays to manage real estate internally.

“There is a lot of low-hanging fruit, funds that are big enough and could go internal, especially in the US.”

If you’re small, he says, avoid funds of funds and invest in REITs, and if you don’t want listed exposure then he proposes investing in a syndicate.

An example of this is in The Netherlands, where there are three large real-estate funds established by pension funds, Amvest, Aldera and Vesteta, the latter started by ABP and now open to a large group of investors.

They key, Eichholtz says, is that the management organisation is owned by the shareholders of the fund (that is, the pension funds) so there is no conflict of interest.

“The owner pays the salaries. There is a 30-basis-point fee, no bonuses or incentives.”

Access Value added from funds management in private markets: an examination of pension fund investments in real estate here.

 


 

The Rotman International Centre for Pension Management (ICPM) has approved five research projects for funding this year, including a behavioural-finance project by Swedish academics, to investigate plan members’ views of the “extended” fiduciary duty of pension funds.

This project, to be conducted by Joakim Sandberg, Anders Biel and Magnus Jansson from the University of Gothenburg and Tommy Garling from Stockholm University, will develop and test a socio-pyschological model to explain differences in beneficiaries’ attitudes toward an extended fiduciary duty, including social and environmental issues.

Titled Attitudes toward extended fiduciary duty among beneficiaries of pension funds, it aims to help fund trustees gain a better understanding of their beneficiaries’ expectations with respect to fiduciary duty and environmental, social and governance (ESG) investment.

Chair of ICPM’s research committee and head of innovation at APG, Stefan Lundbergh, says this article is interesting because it looks a the issue from the beneficiaries’ perspective.

“As an industry we assume ESG is important, but we haven’t asked the member,” he says.

“This paper on fiduciary responsibility is interesting because it is a different type of research [that] we haven’t done before. Typically, we’ve done quant papers but this looks at behaviour and what drives people. Fiduciary duty has to be solved first. If you don’t solve this, then you can’t solve anything else.”

Lundbergh says the mission of ICPM is to drive knowledge and understanding as well as build an academic presence.

Since its inception in 1995, the organisation has funded more than 20 research projects across pension and governance design, investment beliefs and risk management.

Selected researchers are funded over a two-year period and usually invited to present their findings at ICPM discussion forums, and to write for the @@italics Rotman International Journal of Pension Management @@.

ICPM, which is chaired by chief investment strategist at CPPIB, Don Raymond, and has Keith Ambachtsheer as its president, held its annual June forum in Toronto this week.

The ICPM is supported by about 40 global research partners, which each make a financial commitment to support research, the organisation and execution of the twice-yearly discussion forums, the next of which is in London in October.

Other papers that were given funding for 2012–2013 include  Pension fund asset allocation and liability discount rates: camouflage and reckless risk-taking by US public plans? by Aleksandar Andonov and Rob Bauer (who is also associate director of programs at ICPM) from Maastricht University, and Martijn Cremers from Yale School of Management.

Other papers published by ICPM can be viewed here.

 

 

 

please put a link to the past papers of ICPM

With hundreds of indexes, portfolio and risk analytics, and a growing emerging-markets and environmental, social and governance (ESG) focus, MSCI is a business in constant evolution, but chief executive and chairman, Henry Fernandez, says institutional investors are demanding further development, such as private-equity indexes.

Fernandez has been chief executive of MSCI since 1996, when the company’s revenue was $9 million. Last year it had $900 million in revenue and employed 2500 staff in 20 countries. The firm has grown organically and through acquisition, and Fernandez says he is on the lookout for suitable companies once more.

The last acquisition saw RiskMetrics assimilated into the MSCI fold within nine months of purchase, and each part of that business is now performing well, he says.

He admits he was perhaps too quick to call Institutional Shareholder Services (ISS), the proxy-voting firm that formed part of RiskMetrics’ stable, a “non-core” business.

“The risk business is why we bought the company. I had been pursuing them for five years and a year into the pursuit they bought ISS, and Morgan Stanley owned MSCI,” he says. “When two years ago I bought RiskMetrics, maybe I was too quick to say ISS is non-core and implying it would be sold.”

Now he says the proxy-voting business and a product that checks companies on non-financial factors could be huge successes.

Proof of that is MSCI’s ESG business, an offshoot of the ISS business, which has doubled in the past two years.

“It is a business with a lot of potential,” he says.

Last summer MSCI also launched an executive-compensation data-analytics offshoot of ISS.

“We looked at data in-house but didn’t make it available. It’s been a home run, especially from the issuers, the companies themselves. We’ve done that in the US, and will extend to all countries in Europe and eventually Asia,” he says.

The next cab off the rank in the ESG business will be the rating of sovereign debt on those criteria.

“We’re very brave,” he says.

While typically MSCI has had an equities focus, the recent relationship formed with Barclays to form an ESG fixed-income index is an example of the company looking to expand into other asset classes as investors and other clients demand.

“I have a sense that fixed income will grow a little bit organically or some by sort of acquisition,” he says.

“Institutional investors, asset owners, are extremely interested in creating transparency so their decisions are clear about what they’re buying – the purpose, benefit and measurement of that. We’re in the business of providing that transparency. We provide clarity. They want us to advance the state of the art in what we do. They want us to go in areas we’re not in yet, like private-equity indexes, risk models and fixed-income portfolio management.”

 

Tooling up
Fernandez says MSCI is very focused on creating the tools that help people make investment decisions.

“The broader investment industry attracts a lot of very smart people. We’ve found it attracts talent but the tools to help them navigate are not efficient. We are very focused on creating and maintaining and enhancing and investing in those decision-making tools,” he says.

“We are not in the business of indices per se, or data per se; they are a means to an end.

For example, an index is a performance tool for us, not just an index. The way we build our tools is we look at investment problems then at how to build the tools to fix the problem. It comes of out research.”

An example of that, he says, is the evolution of small caps as a global asset class.

“In the world of high correlations, people want ways to diversify. We make it more transparent,” he says.

The company continues to focus on equity investments as one of its core competencies, with an emphasis on providing equity-portfolio managers the tools they need including performance tools, by way of indexes, performance attribution, in Barra, portfolio construction, market-impact models and the ability to invest according to Sharia compliance or ESG.

But it also continues to evolve into other areas, such as multi-asset-class portfolio analytics, strategy indexes such as volatility or risk premium.

“For a long time indices were about slicing and dicing with market beta, what’s now happening is an evolution in the index world; it’s strategy beta.”

This evolution includes equities long/short, merger arbitrage, momentum (such as fundamental weighted indexes) and will change according to market cycles, for example, inflation-protected equities indexes are on the horizon.