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2017 Annual Report & Accounts 2017 & Accounts Annual Report to Information Presented in the Financial Statements
Annual report & accounts 2017 Redefining Packaging Contents Our business Strategic report DS Smith is a leading provider of 1 Redefining packaging 8 2017 operational and financial highlights corrugated packaging in Europe 9 Chairman’s statement and of specialist plastic packaging 10 2017 at a glance 12 Our customers worldwide. We create sustainable 14 In conversation with the Group value by working in balance, to Chief Executive 16 Our markets develop our business, our people 18 Our business model and our environment. 20 What we do 21 Our key differentiators 22 Our strategic goals and KPIs 24 Our people Our vision 28 Group Chief Executive’s review 31 Operating review 32 Financial review 36 Sustainability review To be the leading supplier of 39 Principal risks sustainable packaging solutions. 41 Viability statement Governance 46 Introduction to corporate governance Our culture 48 Nomination Committee report 50 Our leadership team 52 Role and responsibilities of the Board 54 Board activities We have a clear set of values that we 56 Effectiveness expect all of our employees to own 57 Relations with stakeholders 58 Directors’ report and live by. 61 Audit Committee report 64 Remuneration Committee report 80 Directors’ responsibilities statement Be caring Financial statements We take pride in what we do and we care about our customers, 81 Independent Auditor’s report our people and the world around us. 85 Consolidated income statement Be challenging 86 Consolidated statement of comprehensive income We are not afraid to constructively challenge each other and ourselves to find a better way forward. 87 Consolidated statement of financial position Be trusted 88 Consolidated statement of changes in equity We can always be trusted to deliver on our promises. -
Sustainable Investing for a Changing World Annual Report 2016 About Schroders
Sustainable investing for a changing world Annual Report 2016 About Schroders At Schroders, asset management is our only business and our goals are completely aligned with those of our clients: the creation of long-term value to assist them in meeting their future financial requirements. We have responsibility for £397.1 billion As responsible investors and signatories (€465.2 billion/$490.6 billion) on behalf to the UN’s Principles for Responsible of institutional and retail investors, Investment (PRI) we consider the long-term financial institutions and high net worth risks and opportunities that will affect the clients from around the world, invested resilience of the assets in which we invest. across equities, fixed income, multi-asset, This approach is supported by our alternatives and real estate. Environmental, Social and Governance (ESG) Policy and our Responsible Real Estate Investment Policy. Presence in 41 offices P 27 countries globally £397.1 bn assets 4,100+ under management employees and administration 15% 15% 4% 4% 10% 10% 39% 39% 40% 40% 21% 21% by client by client By product domicile domicile By product 21% 21% 25% 25% 25% 25% United KingdomUnited Kingdom Asia Pac ific Asia Pacific uities uities ultiasset ultiasset urope iddleurope ast and iddle frica ast and fricamericas mericas Wealth manaementWealth manaementied income ied income merin maretmerin debt commoditiesmaret debt andcommodities real estate and real estate Source: Schroders, as at 31 December 2016 1 The companies and sectors mentioned herein are for illustrative purposes only and are not to be considered a recommendation to buy or sell. % W P X AA AAA 2016 has shown that the social and environmental backdrop facing companies is changing quickly and pressures are coming to a head. -
Chronology, 1963–89
Chronology, 1963–89 This chronology covers key political and economic developments in the quarter century that saw the transformation of the Euromarkets into the world’s foremost financial markets. It also identifies milestones in the evolu- tion of Orion; transactions mentioned are those which were the first or the largest of their type or otherwise noteworthy. The tables and graphs present key financial and economic data of the era. Details of Orion’s financial his- tory are to be found in Appendix IV. Abbreviations: Chase (Chase Manhattan Bank), Royal (Royal Bank of Canada), NatPro (National Provincial Bank), Westminster (Westminster Bank), NatWest (National Westminster Bank), WestLB (Westdeutsche Landesbank Girozentrale), Mitsubishi (Mitsubishi Bank) and Orion (for Orion Bank, Orion Termbank, Orion Royal Bank and subsidiaries). Under Orion financings: ‘loans’ are syndicated loans, NIFs, RUFs etc.; ‘bonds’ are public issues, private placements, FRNs, FRCDs and other secu- rities, lead managed, co-managed, managed or advised by Orion. New loan transactions and new bond transactions are intended to show the range of Orion’s client base and refer to clients not previously mentioned. The word ‘subsequently’ in brackets indicates subsequent transactions of the same type and for the same client. Transaction amounts expressed in US dollars some- times include non-dollar transactions, converted at the prevailing rates of exchange. 1963 Global events Feb Canadian Conservative government falls. Apr Lester Pearson Premier. Mar China and Pakistan settle border dispute. May Jomo Kenyatta Premier of Kenya. Organization of African Unity formed, after widespread decolonization. Jun Election of Pope Paul VI. Aug Test Ban Take Your Partners Treaty. -
Delivering Our Priorities for Apprenticeships the Specification
Delivering our priorities for Apprenticeships Progress and Positioning of Higher Apprenticeships Higher Apprenticeships – Progress Vision and Ambition • Higher Apprenticeship Fund - £25 million programme of targeted support – New collaborations – 30 ambitious sector led partnerships – 10,000 additional Higher Apprenticeship starts – 23,000 starts promised – New products – 45 frameworks approved or in development – Employer and learner engagement – Increased capacity to deliver – A new family of Apprenticeships 2 | Higher Apprenticeship Task Force Higher Apprenticeships – Progress A Definition “Higher Apprenticeships are national work-based programmes based on employer need that enable individuals in employment to develop the technical knowledge and competence to perform a defined job role. As such, a Higher Apprenticeship is not just a learning programme, but an approach to workforce development and enhancing business performance”. Professor Joy Carter, Chair of UVAC and HE Champion for Higher Apprenticeships and Ian Ferguson, CBE, Chairman of Trustees, Metaswitch Networks and Employer Champion for Higher Apprenticeships IN Developing Quality Higher Apprenticeship Frameworks for England, April 2013 3 | Higher Apprenticeship Task Force Higher Apprenticeships – Progress Recognition • A Higher Apprenticeship is a recognised learning framework at: – Level 4 (Certificate of Higher Education) – Level 5 (Foundation Degree) – Level 6 (Bachelor’s Degree) – Level 7 (Master’s Degree) 4 | Higher Apprenticeship Task Force Higher Apprenticeships – Progress -
It's Terrific Pubs Rather Than a Night in with Susan Boyle
WWW.CHEERSNORTHEAST.CO.UK // APRIL 2014 // ISSUE 39 cheersIT’S ABOUT PUBS, PEOPLE, BEER – AND YOU! GET THE PICTURE FREE PLEASE TAKE GATESHEAD’S A COPY VAN GOGH CHOO-CHOOSE YOUR PUB TAKE THE RAIL TRAIL WHAT DRIVES DAVE CARR? Scan this code IT’S TERRIFIC PUBS RATHER THAN with your smart phone to access the latest news A NIGHT IN WITH SUSAN BOYLE on our website CHE39 Cover.indd 1 01/04/2014 10:13 CAMRA 2013 Easter Scottish Overall Northumberland Winner Beer Festival Thursday 17th April - Monday 21st April 40+ of the fi nest Scottish cask ales plus a selection of ciders Live music - Saturday night with the Mudskippers - starts 7.30 pm Buskers Nights - Thursday 8th & 22nd April Saturday 26th April - Live Band Pretty Weeds starts 8.30 pm Freshly baked steak/mince pies & mushy peas, toasties & sandwiches available every day. Enjoy your pint while sitting round our real fi re. CAMRA 2014 South West Northumberland Pub & Cider Hadrian Border Pub of the Year Winner Brewery Tap Station Road, Wylam, NE41 8HR • Telephone: 01661 853431 Follow us @Boathouse Wylam • Like us on CHE393902 The P2.indd Boathouse.indd 2 1 01/04/201420/03/2014 10:1312:54 WELCOME We’ve sprung forward into the lighter nights at last. All we need now is some balmy weather to enjoy our al fresco drinks after work. Doesn’t it make a CONTENTS di erence being full of the joys of… pub-going. is is the time of year that YOUNG MAN da odils nod their approval to all the beer and food festivals going 18 ON THE MOVE on, from Whitley Bay to Hedley on e inside of Dave Carr’s head must be a tangle of the Hill and all points in between. -
UIT Principal Paydown
UNIT INVESTMENT TRUSTS SUPPLEMENTAL PRINCIPAL PAYDOWN REPORT What Is A UIT Sponsors may not add bonds to a portfolio once it is closed. However, they may advise Principal Paydown? the trustee to dispose of certain bonds under Unit Investment Trusts (UIT’s) are a specialized special circumstances that might adversely kind of investment company which assembles affect the value of the trust. These conditions a fixed portfolio of securities (usually tax include potential or actual default of principal exempt municipal bonds) and then offers or interest, institution of domestic lawsuits interest in that portfolio to the public. The against an issuer, a decline in projected minimum investment usually ranges from income pledged for debt service on revenue $1,000 to $5,000. The issues are purchased bonds, advance refunding (calls) and ex- with the intent of holding them until maturity, changes in a refunding offer. usually twenty years or more. No new issues The proceeds from any sale of redemption can be added to the trust. Therefore, the return of bonds may not be reinvested in the trust. on the investment remains the same until Instead, they are distributed to the unit holders portfolio bonds mature, are called or are sold. as distributions of principal. The distribution The firm that organizes the Unit Trust is of these principal amounts results in a known as its “sponsor”. The sponsor buys a corresponding decrease in the assets of the fixed amount of bonds for the trust and then trust and a reduction in the value per unit. closes the fund. The bonds are then deposited Since these distributions are received as cash with the trustee, usually a bank, which provides payments and since the asset value per unit services including issuance of certificates of is decreased for the distribution amount, it ownership, safekeeping of the securities, is necessary to include the values of these interest collection and principal receipts for distributions in estate valuations for matured or called shares, and check process- IRS 706 purposes. -
Morningstar Report
Report as of 02 Oct 2021 Threadneedle Monthly Extra Income Fund Retail Income GBP Morningstar® Category Morningstar® Benchmark Fund Benchmark Morningstar Rating™ Category_EUCA000916 Morningstar UK Moderately 20% ICE BofA Sterling Corp&Coll TR QQQ Adventurous Target Allocation NR GBP EUR, 80% FTSE AllSh TR GBP Used throughout report Investment Objective Performance The Fund aims to provide a monthly income with prospects 172 for capital growth over the long term. It looks to provide 154 an income yield higher than the FTSE All-Share Index over 136 rolling 3-year periods, after the deduction of charges. The 118 Fund is actively managed, and invests in a combination of 100 company shares and bonds; typically, between 70-80% in 82 UK company shares and 20%-30% in bonds. 2016 2017 2018 2019 2020 2021-08 12.39 6.59 -5.45 19.10 -5.17 11.72 Fund - - - - 4.52 9.96 Benchmark 13.23 10.00 -6.37 15.67 5.25 9.54 Category Risk Measures Trailing Returns % Fund Bmark Cat Quarterly Returns % Q1 Q2 Q3 Q4 3Y Alpha -4.50 3Y Sharpe Ratio 0.33 3 Months 1.16 0.35 0.46 2021 2.78 4.59 - - 3Y Beta 1.30 3Y Std Dev 14.34 6 Months 6.14 5.16 5.16 2020 -20.71 10.08 -0.11 8.77 3Y R-Squared 89.79 3Y Risk abv avg 1 Year 17.92 15.22 15.32 2019 6.46 2.75 4.10 4.59 3Y Info Ratio -0.54 5Y Risk abv avg 3 Years Annualised 3.80 6.62 6.12 2018 -4.05 8.69 -0.28 -9.09 3Y Tracking Error 5.57 10Y Risk abv avg 5 Years Annualised 4.71 7.20 6.49 2017 3.91 2.73 -0.15 0.01 Calculations use Morningstar UK Moderately Adventurous Target Allocation NR GBP 10 Years Annualised 8.86 8.92 8.05 -
Annual Report and Accounts 2018 01 Overview Performance Highlights for the Year to 31 March 2018
3i Group plc Overview Governance Introduction 01 Chairman’s introduction 58 Performance highlights 02 Board of Directors and Executive Committee 60 Chairman’s statement 02 Nominations Committee report 65 Chief Executive’s statement 04 Audit and Compliance Committee report 66 Action 08 Valuations Committee report 70 Directors’ remuneration report 73 Our business Relations with shareholders 83 Our business at a glance 10 Additional statutory and corporate governance information 84 Our business model 12 Our strategic objectives 14 Audited financial statements Key performance indicators 16 Private Equity 18 Consolidated statement of comprehensive income 92 Infrastructure 25 Consolidated statement of financial position 93 Performance, risk and sustainability Consolidated statement of changes in equity 94 Consolidated cash flow statement 95 Financial review 29 Company statement of financial position 96 Investment basis 35 Company statement of changes in equity 97 Reconciliation of Investment basis and IFRS 39 Company cash flow statement 98 Alternative Performance Measures 43 Significant accounting policies 99 Risk management 44 Notes to the accounts 104 Principal risks and mitigations 47 Independent Auditor’s report 139 Sustainability 52 Portfolio and other information 20 Large investments 148 Strategic report: Portfolio valuation – an explanation 150 pages 2 to 56. Information for shareholders 152 Directors’ report: pages Glossary 154 58 to 72 and 83 to 90. For definitions of our financial terms, used throughout this report, please see Directors’ remuneration our glossary on pages 154 to 156. report: pages 73 to 82. Consistent with our approach since the introduction of IFRS 10 in 2014, the financial data presented in the Overview and Strategic report is taken from the Investment basis financial statements. -
June 2018 Share Price: £2.19 Net Asset Value: £2.16 Premium: 1.4% Market Cap: £106M Data As at 30 June 2018
Aurora Investment Trust – June 2018 Share Price: £2.19 Net Asset Value: £2.16 Premium: 1.4% Market Cap: £106m Data as at 30 June 2018 Equities >3% at 30 June 2018 Tesco Lloyds Banking Group GlaxoSmithKline Sports Direct Randall & Quilter Vesuvius Hornby Bellway Morrisons easyJet Redrow Dignity JD Wetherspoon Others <3% (2) Phoenix SG Limited Cash Position demographic trends. However, to achieve their potential and attract and delight new customers it is essential to modernise and make the most of new technologies and insights. The internet, rather than hurting a business-like Stanley Gibbons, in fact does the opposite. It allows a unique single iconic location in London to reach a worldwide audience inexpensively, and for a business so rich in intellectual property and knowledge, to offer an engaging and immersive experience tailored to the interest of the customer. The building blocks for a great business are there in terms of the brand, heritage, reputation and capability. We look forward to updating you in the coming years on their progress. The following is taken from Gary Channon's latest 02 report to investors in the Phoenix UK Fund: We invest by making business and stock specific decisions, one by one, whilst paying attention to the overall risk profile of the portfolio. Some think this means that our decisions therefore contain no macro-economic element, however this is not possible. All our businesses operate within the overall economy The expected future cashflows of a business will exist in a macro-economic context and we recognise that when we build models and derive valuations. -
AXA Framlington Range of Authorised Unit Trust Schemes
Prospectus for the AXA Framlington Range of Authorised Unit Trust Schemes Valid as at 03 April 2020 This document constitutes the prospectus for the AXA Framlington Range of Authorised Unit Trust Schemes, each a unit trust authorised by the Financial Conduct Authority (“FCA”) and constituted pursuant to the Collective Investment Schemes Sourcebook (the “COLL Sourcebook”) which forms part of the FCA’s Handbook of Rules and Guidance. This prospectus has been prepared in accordance with the rules contained in the COLL Sourcebook. IMPORTANT: IF YOU ARE IN ANY DOUBT ABOUT THE CONTENTS OF THIS PROSPECTUS YOU SHOULD CONSULT YOUR FINANCIAL ADVISER Important Information AXA Investment Managers UK Limited, the authorised fund manager of the Funds, (the “Manager”) is the person responsible for the information contained in this Prospectus. To the best of its knowledge and belief (having taken all reasonable care to ensure that such is the case) the information contained in this Prospectus does not contain any untrue or misleading statement or omit any matters required by the COLL Sourcebook to be included in it. The Manager accepts responsibility accordingly. This Prospectus is based on information, law and practice at the date of this Prospectus. The delivery of this Prospectus (whether or not accompanied by any reports) or the issue of Units shall not, under any circumstances, create any implication that the affairs of the Funds have not changed since the date of this Prospectus. The Manager cannot be bound by an out of date prospectus when it has issued a new prospectus and investors should check with the Manager that this is the most recently published prospectus. -
The Unit Investment Trust: Maintaining Integrity Through Time
The Unit Investment Trust: Maintaining Integrity Through Time OLDEN LANE WHITEPAPER NO. 1 JANUARY 2016 “ The task is not so much to see what no one has yet seen, but to think what nobody yet has thought about that which everybody sees.” - Arthur Schopenhauer Today, the asset management business is adapting to significant shifts in investor behavior.1 Among the most observable trends are an increasing sensitivity to fees, a growing appetite for alternative streams of return and a pronounced desire for regulated investment vehicles.2 At the same time, traditional asset managers are confronting the dual threat of disintermediation and margin pressure as at no time in recent memory.3 Against this backdrop, a lesser known corner of the investment products universe is gaining increased attention from investors and asset managers alike. While unit investment trusts (each, a “UIT”, and together, “UITs”) have evolved already “far beyond their humble origins as fixed packages of municipal bonds” 4 and have seen increasing inflows in recent years, the possibilities for this fund wrapper seem far from exhausted. 5 In fact, many believe that the UIT can play an important part in the portfolios of today’s retail and institutional investors alike.6 Unit investment trusts enjoy a colorful and dynamic history – from their earliest days as “fixed trusts” Through each of to a successful run as a tax favored vehicle for municipal bond portfolios. More recently the UIT has these incarnations, played a prominent role in introducing customers to the basic concepts of smart beta investing, the UIT has retained served as the underlying structure for the first Exchange Traded Funds and thrived as an equity portfolio wrapper for the retail distribution channel. -
Introduction and Overview of 40 Act Liquid Alternative Funds
Introduction and Overview of 40 Act Liquid Alternative Funds July 2013 Citi Prime Finance Introduction and Overview of 40 Act Liquid Alternative Funds I. Introduction 5 II. Overview of Alternative Open-End Mutual Funds 6 Single-Manager Mutual Funds 6 Multi-Alternative Mutual Funds 8 Managed Futures Mutual Funds 9 III. Overview of Alternative Closed-End Funds 11 Alternative Exchange-Traded Funds 11 Continuously Offered Interval or Tender Offer Funds 12 Business Development Companies 13 Unit Investment Trusts 14 IV. Requirements for 40 Act Liquid Alternative Funds 15 Registration and Regulatory Filings 15 Key Service Providers 16 V. Marketing and Distributing 40 Act Liquid Alternative Funds 17 Mutual Fund Share Classes 17 Distribution Channels 19 Marketing Strategy 20 Conclusion 22 Introduction and Overview of 40 Act Liquid Alternative Funds | 3 Section I: Introduction and Overview of 40 Act Liquid Alternative Funds This document is an introduction to ’40 Act funds for hedge fund managers exploring the possibilities available within the publically offered funds market in the United States. The document is not a comprehensive manual for the public funds market; instead, it is a primer for the purpose of introducing the different fund products and some of their high-level requirements. This document does not seek to provide any legal advice. We do not intend to provide any opinion in this document that could be considered legal advice by our team. We would advise all firms looking at these products to engage with a qualified law firm or outside general counsel to review the detailed implications of moving into the public markets and engaging with United States regulators of those markets.