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Danish pension fund walks the walk on long-term risk strategy

Forthcoming research from FCLTGlobal and UVA aims to uncover the impact of multiple share classes

The American financial regulator has requested public input on corporate reporting practices

Proposed changes include several long-term provisions

Using the right language will build confidence in your approach to risk management.

Laying out competitive advantages, long-term objectives, and capital allocation priorities in the form of a long-term roadmap shows how a company will create value well into the future.

A well-functioning corporate board of directors wields the power to meaningfully influence the purpose, culture, and direction of an organization. This is often among a company’s greatest untapped strategic assets.

Laying out a clear perspective on growth, risk and capital allocation ensures that all stakeholders have a firm grasp of a company’s approach and enhances shareholder belief in real opportunities, even despite the presence of short-term pressures.

The debate no longer concerns why organizations should be longer-term, but rather how they can accomplish it.

In the run-up to the much anticipated G20 Summit in Buenos Aires, amidst chatter of tariffs and tête-à-têtes among world leaders, the World Bank Group and the Argentine government hosted the Investor Forum. The conference is a first-of-its-kind event uniquely positioned to bring together global investors and policy makers to identify steps for increasing long-term, sustainable investments that promote economic growth.

Laying out a clear perspective on growth, risk and capital allocation ensures that all stakeholders have a firm grasp of a company’s approach and enhances shareholder belief in real opportunities, even despite the presence of short-term pressures.

Global companies recognize the many advantages to creating a long-term plan which sets out a clear forward-looking perspective on growth, risk and capital allocation for investors. Such plans provide a holistic view of economic drivers and strategic goals, help ensure that all stakeholders have a firm grasp of company strategy and enhance shareholder belief in long-term opportunities, in the face of short-term pressures.

FCLTGlobal is developing practical tools to address the issue of balancing long- and short-term risks. Part of the process includes interviews with experts in the area of assessing, managing, and planning for investment risk. Below is the next in this series with Emily Haisley, Behavioural Finance Director at BlackRock.

By now, most business-watchers have seen the president’s tweet asking the SEC to study the requirement that US public companies release earnings quarterly. With this message, President Trump has focused attention on the short-term mentality that too often characterizes American business.

We are developing practical tools to balance long- and short-term investment risks. Part of the process includes speaking with experts in the area of assessing, managing, and planning for risk. Below is the next in this series with Will Kinlaw and David Turkington of State Street Associates.

FCLTGlobal and many of our Member companies were invited to take part in the Milken Institute Asia Summit in Singapore, hosting in an off-the-record roundtable on employing a longer-term focus in business and investment decision-making.

FCLTGlobal is developing practical tools to address the issue of balancing long- and short-term risks. Part of the process includes interviews with experts in the area of assessing, managing, and planning for investment risk. Below is the first in a series of discussions, featuring Dr. Roland Kupers.

A team of researchers at the University of Toronto’s Rotman School of Management collaborated with FCLTGlobal to produce a report on ways to better communicate about long-term investment risk, proposing new ways to present the information to trustees. The group, Behavioral Economics in Action at Rotman (BEAR), studied how asset owners’ senior risk teams share information on investment risk with their boards of directors.