Sort content by
Emerging Markets

Active management and ideal weighting in emerging markets

From a strategic asset allocation point of view, AustralianSuper is one of the most aggressive investors in emerging markets, particularly Asia. About a quarter of the $43-billion fund is in international equities, and nearly half of that is in emerging markets. Equities is the vehicle for AustralianSuper’s emerging market exposure because growth remains the reason […]
Emerging Markets

Emerging markets: the strategy choice

Usually when the $129-billion Ontario Teachers Pension Plan makes a strategic move, the rest of the investing community pays attention. With a 15-per-cent allocation to emerging markets and a strategic plan to increase it to 20 per cent over the next couple of years, OTPP just opened an office in Hong Kong to take advantage […]
Investor Profile

Inhouse target: zero to
$40 billion in 4 years

If everything continues on schedule, the $60-billion AustralianSuper will begin testing its new internal investment-management systems this month, with a view to managing its first money in house in the third quarter of 2013. Within four years the fund expects to manage as much as $40 billion in house, funded primarily from cash flow, and […]
Uncategorised posts

Benchmarking ESG changes behaviour

The power of benchmarking funds on sustainability is demonstrated by the fact 171 property companies and funds surveyed in the 2012 GRESB benchmarking report reduced GHG emissions by 6 per cent – this is a reduction of 432,000 metric tons of CO2, the equivalent of removing 85,000 cars from the road. The Global Real Estate […]
Uncategorised posts

In-house not for
every house: WSIB

While the trend for most large institutional investors is to insource asset management, the $85-billion Washington State Investment Board (WSIB) has decided to take a different path. Much-cited CEM Benchmarking research shows that funds with internal-management platforms are better performers after cost, and this is largely driven by the lower costs of internal management. Many […]
<4of6>