Pooling funds worth the trouble
Combining pension funds involves merging cultures, acting as both an investor and a body that answers to its constituent funds, and more. A panel of CEOs discussed the difficulties and benefits.
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How to build a long-horizon culture
Culture is hard to build and maintain, but if you start with good leadership and the right people, you can build the advantage of a long-term investing mindset into an organisation’s DNA.
Culture is key in the ESG journey
Renosi Mokate, board member at Africa’s largest pension fund South Africa’s Government Employee Pension Fund, GEPF, believes that one reason the R1 trillion ($107 billion) fund so comfortably embraces ESG principles stems from South Africa’s own turbulent history. “Our investment policy has been influenced by our history,” she says, speaking at PRI in Person 2015, the annual
Managing culture with risk management techniques
The interaction between governance, culture and performance is increasingly a topic around asset owner board tables. But little has been written about the relationship between culture and the financial crisis, and how to change culture in financial services organisations. Andrew Lo, professor of finance at MIT, has come up with a proposal to change culture
Strong governance begins with robust culture and teams in place
Keith Ambachtsheer, Director Emeritus, Rotman International Centre for Pension Management argues that good governance begins with having “the right team in the room.” This means robust human resource teams, the ability to address issues around understaffing and raising the effectiveness of board members. “Board governance is still a work in progress today,” he argues, speaking
FIS Oxford 2018