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Devising Innovative Investment Strategies to Combat Your Pensions Deficit
David Adkins, Chief Investment OfficerThe Pensions Trust
The Pensions Trust• Established in 1946
• Assets: £4.2bn (30/06/11)
• 37 different DB schemes under one umbrella
• Collective investment – unitised holdings for separate schemes
• Had a traditional investment structure – heavy use of
equities, little hedging, focus on manager reviews
Asset sizes across DB schemes
50
100
150
200
250
300
350
400
1,850
1,900
1,950
2,000£m
• One large scheme representing about half of Trust assets
• Four further schemes with assets greater than £100m
• Collection of smaller schemes
Overview – key areas• Governance
• Diversification
• Hedging policy
• Dynamic implementation
• Process of continuous improvement
Scaleable solutions required to meet different needs of schemes
GovernanceInvestment Committee
Funding and Investment Strategy
Review Group (FISRG)
Investment Strategic Opportunities Group
(ISOG)
Investment Manager Review Group Investment Team
Recommends scheme specific funding and
investment strategies
Considers and implements (with IC
approval) new opportunities
Monitors managers, custodian and advisers
Implementation and day to day monitoring
Sets long-term strategy and asset allocation
Supported by: • 2 independent advisers• 2 investment consultants
Diversification of growth assetsQuoted equitiesThree active
managers
Market cap passive
Fundamental passive
Alternative liquid growthGlobal tactical asset
allocation (GTAA)
Absolute return (2 managers)
Fund of hedge funds
Alternative illiquid growth
Property (UK and European)
Distressed debt(2 managers)
Infrastructure (2 managers)
Target ratios: 50% 30% 20%
Division of responsibilities• Long-term investment targets for each bucket
• Allocation across buckets agreed by trustee and employer (through FISRG)
• Allocation within buckets determined by Investment Committee
• Managers monitored against asset class specific benchmarks
• Active consideration of new opportunities
Disciplined asset-liability risk management – liability hedging
‘Markets can remain irrational longer than you can remain solvent’ (Attributed to John Maynard Keynes)
One reason why liability values have been rising
Schemes are exposed to the risk of falling long-term interest rates and/or rising long-term inflation expectations
24/02/1997
24/07/1997
24/12/1997
24/05/1998
24/10/1998
24/03/1999
24/08/1999
24/01/2000
24/06/2000
24/11/2000
24/04/2001
24/09/2001
24/02/2002
24/07/2002
24/12/2002
24/05/2003
24/10/2003
24/03/2004
24/08/2004
24/01/2005
24/06/2005
24/11/2005
24/04/2006
24/09/2006
24/02/2007
24/07/2007
24/12/2007
24/05/2008
24/10/2008
24/03/2009
24/08/2009
24/01/2010
24/06/2010
24/11/2010
24/04/20110.000.501.001.502.002.503.003.504.00
Over 5 Yrs ILG Yield (5% inflation)
Liability hedging is a ‘dimmer switch’, not an ‘on-off’ switch• Liability hedging (of interest and inflation risks) is an investment decision within
a scale of 0-100%
0% 100%
Higher hedge ratios if/when yields improve
20%
Target hedge ratio at current yields
Most TPT schemes have hedge ratios <10%
No hedging: full risk exposure
Full hedging: ‘locked in’
Disciplined asset-liability risk management – dynamic de-risking
Chart Title
Time
Solv
ency
Lev
el
Wouldn’t it have been nice to de-risk at these points?
Generic de-risking strategiesW
eigh
ting
to g
row
th a
sset
s (%
)
Straight Line Immediate Reduction Slow Acceleration Delayed Start
Simplest and most obvious de-risking pathway, but rarely used
Holds on to growth assets when most needed (i.e. the deficit is at
its greatest)
Has greater risk
Appropriate when there’s a compelling need to reduce risk now.
Gives trustee breathing space for further risk reduction over time
Appropriate when solvency level is so low that the current level of growth assets needed for some time before risk-reduction can
reasonably commence
Solvency level (%)
Sample de-risking strategy
Solvency level Growth assets Liability focussed assetsCurrent 52.5% 47.5%
80% 45% 55%85% 40% 60%90% 35% 65%95% 25% 75%
100% <20% >80%
Real time monitoring of funding positions• Tool in place to monitor funding and solvency levels of all schemes on a
daily basis
Source: Towers Watson
Items under discussion• Short-term defensive strategies:
– Includes consideration of tail risk hedging– Most difficult area is how to decide when to do it without it being
too late (given the funding level of our schemes)
• Engagement overlay:– Appointing an outsourced engagement provider– Objective for investment team to ‘learn by doing’ to provide
additional benefits as more manager monitoring delegated– Final aim still for fund managers to do this properly!
A lasting strategy• Structure of investment strategy designed to provide maximum
flexibility to meet the challenges ahead
• Made maximum use of technology and fresh, but well tested, ideas
• Focused on implementing solutions that provided bespoke strategies for individual schemes whilst also being scaleable
Thank youAny Questions?