Alternative investments on the wane: Watson Wyatt

Pension funds reduced new commitments to alternative investments in 2008 amid a tepid decline globally in alternative assets due to capital calls and some hedge funds freezing redemptions, new research has found.

Watson Wyatt’s Global Alternatives Survey for the year to December 2008, which analyses the top 100 alternatives managers by assets under management, found alternative assets managed on behalf of pension funds by the world’s largest investment managers fell by around 1 per cent to $817 billion last year.

This modest decline contrasted with a 40 per cent increase in the amount of alternatives invested with top managers during 2007, compared to 2006.

The survey covered 143 funds managers and $872 billion in assets across real estate, private equity fund of funds, fund of hedge funds, infrastructure and commodities.

Sponsored Content

The rate at which capital was returned to investors also slowed sharply as normal markets disappeared, and some managers imposed freezes on redemptions.

These effects pushed assets in the market up, however further downward revaluation, particularly in the unlisted markets, is expected to lead to a more significant net decline in global assets under management this year.

The research indicates allocations to alternative assets have continued to rise and now account for 17 per cent of all pension fund assets globally, up from 7 per cent 10 years ago.

Globally, ING Real Estate Investment Management is the largest real estate manager of pension fund assets with $40.9 billion, while HarbourVest Partners tops the private equity fund of fund table with $22.4 billion.

Blackstone Alternative Asset Management manages the largest proportion of hedge fund of fund assets with a total of $13.5 billion, while Macquarie tops infrastructure with $44.4 billion and PIMCO is the biggest pension fund
commodities manager with $3.4 billion.

Leave a Comment

Sort content by

Is the financial services sector serving the public interest?

Fiduciary law, which creates the boundaries and rules for asset owners managing other people’s money, is evolving. The short-termism, misaligned incentives and complex and over-supply of services that characterises financial services, is under fire. Regulators around the world are increasingly looking at how to change the behaviour and supply chain dynamics in the industry, and

The impact of the mega manager

The impact of size is a delicate point for asset managers. For specialist asset classes, and boutique managers, being small and nimble can be a source of alpha. On the other hand, being large can reduce fees and increase innovation and product offering. But now there is evidence to show that the emergence of the

The contested role of asset consultants

Asset consultants are a key part of the investment chain, providing small funds with services that include decision making processes and strategic asset allocation, and for larger funds traditionally playing a key role in manager and strategy selection. But a study by Gordon Clark and Ashby Monk, which is part of a broader look by

Demystifying private equity

US public pension funds, on average, have around 9.4 per cent allocated to private equity but for many public funds monitoring the firms that manage these investments – including the transparency of underlying investments, fees, performance and benchmarking – as well justifying these investments to boards and stakeholders, takes up more than 10 per cent

Why investors employ smart beta strategies

The common view is smart beta is used to side step expensive active equity managers or hedge fund managers whose processes are on the surface opaque, but on close investigation turn out to be largely beta like in approach. As investors have gained experience and familiarity they have also learnt about how it offers greater

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

Previous