Future Fund takes big step for corporate governance

The A$58 billion ($46 billion) Australian Future Fund has made a number of corporate governance-related decisions, including bringing its proxy voting for domestic shares in-house and the creation of an environmental, social and governance risk management function.

 

Gordon Hagart has been appointed to lead the Fund’s approach to environmental, social and governance risk management, while Rebecca Farrell will develop and implement a proxy voting policy.

The Future Fund has to date left proxy voting up to its funds managers (except for its Telstra shares), after first ensuring each manager’s governance outlook aligned with its own. Farrell will help in-source the voting decisions on Australian holdings, but any decision on hiring an external proxy voting adviser for offshore holdings is some way down the track.

The Fund has about 10 per cent of its portfolio in Australian equities, while 15.5 per cent is in global developed markets, and 3 per cent is in global developing markets. It still has about 41 per cent in cash.

Sponsored Content

Hagart will focus on influencing Future Fund investee companies to appropriately manage their environmental, social and governance (ESG) risks to protect shareholder value. He will also work with the broader investment team to identify relevant investment opportunities, particularly on environmental grounds.

Hagart will start in October, reporting to general manager Paul Costello with a ‘dotted line’ to chief investment officer David Neal.

Hagart joins the Future Fund from consultancy onValues, a Switzerland-based firm that combines traditional investment analysis with knowledge of environmental, social and governance drivers.

His career history includes the role of programme manager with the United Nations Environment Programme Finance Initiative (UNEP FI), where his responsibilities included the United Nations Principles for Responsible Investment. The Future Fund is not yet a signatory.

Meanwhile, Rebecca Farrell’s efforts to develop and implement a proxy voting policy for the Future Fund commence immediately. Farrell was most recently a partner corporate governance with Clarendon Lawyers, was previously a senior associate with Freehills in its corporate governance advisory team and has also worked as a
transactional lawyer in Melbourne and New York.

Asset Owner:Future Fund

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