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/* Style Definitions */ table.MsoNormalTable {mso-style-name:”Table Normal”; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:””; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:”Times New Roman”; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;}In 2007, two fiduciary funds from different continents executed a co-investment deal in another continent again, buying almost half of Birmingham International Airport. Leo de Bever, one of the key decision-makers in the transaction and now CEO of the Alberta Investment Management Corporation (AIMCo), tells SIMON MUMME about the necessary resources, relationships and disciplines required for co-investment deals, and the scope for future international collaborations among pension funds.
How funds can meet Sherry’s demand for fee reductions
The GFC has caused a rethink in so many
fundamental aspects of institutional investing, but none more so than in the
overlay of risk management principles and their implementation. A simple
assumption, for instance, that was implicit in the way some institutional investors,
in particular the big endowments, viewed liquidity was that you could always
turn wealth into cash. We have learnt that this is not always the case.
Group insurance has typically been a
bit of an afterthought for super funds. Sure, the insurance sub-committee members
have long been immersed in it. Adjudicating in family squabbles over death
benefit payments, for example, can be an emotionally-wrenching task not often
associated with the work of a trustee. But for the most part, the insurance offer
has been a sideshow to the business of building sophisticated investment
portfolios, marketing to attract members and lobbying for a rise in the
compulsory contribution rate.
