DOCSLIB.ORG

ALFI TASC~Investment Fund Processing in Luxembourg Versio…

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
ALFI TASC~Investment Fund Processing in Luxembourg Versio… Investment Fund Processing Guidelines Order and Settlement of Investment Funds in Luxembourg A Working Document By the ALFI TA Forum Steering Committee Fund Processing Standardisation Working Group February 2007 Version 1.0 Table of Contents 1 Introduction ................................................................................................................................................ 3 1.1 European Fund Processing Standardisation ....................................................................................... 3 1.2 Luxembourg Fund Processing Standardisation ................................................................................... 3 2 Background ................................................................................................................................................ 5 ISO 20022 .................................................................................................................................................... 5 3 Objective and benefits ............................................................................................................................... 5 4 The Luxembourg fund processing landscape .......................................................................................... 6 4.1 The Investment Management Business Model.................................................................................... 6 4.2 Fund Administration Functions............................................................................................................ 6 4.3 Description of the actors and their functions........................................................................................ 7 4.4 Generic investment fund processing model......................................................................................... 8 4.5 Order and Settlement process maps................................................................................................... 8 4.5.1 Order/Settlement process via a single distributor/intermediary......................................................... 9 4.5.2 Order/Settlement process via a Fund hub or an international order routing platform* ..................... 10 4.5.3 Order/Settlement process via a CSD – delivery free of payment “FOP” ......................................... 11 4.5.4 Order/Settlement process via a CSD – delivery versus payment “DVP” ......................................... 12 4.5.5 Order/Settlement process via a CSD – DVP via an order routing platform ..................................... 13 5 Distribution of unit certificates ................................................................................................................ 13 6 Unit transfers............................................................................................................................................ 13 7 Position Statements of holding ............................................................................................................... 14 8 Role and Services of SWIFT .................................................................................................................... 14 9 Contacts & Useful Links .......................................................................................................................... 14 10 APPENDIX................................................................................................................................................. 15 10.1 Background...................................................................................................................................... 15 10.1.1 ISO certified message types for fund trading ................................................................................. 15 10.1.2 The ISO process model for the settlement of funds ....................................................................... 15 10.2 Message syntax and types in fund trading ........................................................................................ 16 10.2.1 Account Opening .......................................................................................................................... 16 10.2.2 Orders (Subscription / Redemptions / Switches)............................................................................ 16 10.2.3 Status Reports (Subscription / Redemptions / Switches) ............................................................... 16 10.2.4 Order Confirmations (Subscription / Redemptions / Switches) ....................................................... 17 10.2.5 Transfer Instructions ..................................................................................................................... 17 10.2.6 Transfer Status Reports................................................................................................................ 17 10.2.7 Transfer Confirmations.................................................................................................................. 17 10.2.8 Statements ................................................................................................................................... 17 10.2.9 Price Reports................................................................................................................................ 18 10.2.10 Funds Cash Forecast Reports....................................................................................................... 18 A Working Document (version 1.0, Feb. 2007) 2 ALFI TASC - Fund Processing Standardisation Working Group 1 Introduction 1.1 European Fund Processing Standardisation Fund Processing Standardisation Group 1 ”FPSG” in a nutshell In 2003, efama established the Fund Processing Standardisation Group ”FPSG” with the aim of improving efficiency in the cross-border processing of fund units and shares across Europe. The FPSG consists of key expert practitioners representing European investment companies, custodians, transfer agents, fund processing hubs and existing standard setting organizations. The FPSG is organised in two distinct working groups, one focusing on Fund Data & Fund Transaction Best Practices and the other on Messaging Standards (an enlarged SWIFT XML standards working group). To progress towards more efficient funds processing, the FPSG published its first two reports in February 2005. One is a set of 28 recommendations for transaction best practices dealing with the specific aspects of order processing and settlement. These recommendations are presented in a paper entitled “Standardisation of Funds Processing in Europe: Order and Settlement”. Concomitantly, the FPSG proposes the adoption of a single fully harmonized pan-European document – the Fund Processing Passport (FPP) – to summarize, at class level, the essential information on open-end investment funds that should be provided by the fund provider in order for trading to take place. The FPSG strongly believes that the use of the FPP by all industry players would increase efficiency in the fund industry, especially in cross-border situations, by enhancing the exchange of standardized information on investment funds on a Europe-wide basis. Both reports have been endorsed by the FPSG European representatives with the Luxembourg counterparts following suit by gaining the support and commitment of the ALFI TA Forum Steering Committee, where a dedicated FPSG Early Adopters Working Group has been in place since 2004. 1.2 Luxembourg Fund Processing Standardisation Luxembourg: a key driver and leader by example for EU-wide implementation of efama FPSG recommendations Luxembourg embraced efama’s FPSG endeavours at the onset in 2003 through the Luxembourg TA Forum community. Mainly driven by the results of the Luxembourg Transfer Agency Services Survey 2003, which clearly confirmed that, there still was no major shift away from fax and paper-based transaction processing in Luxembourg. Most importantly, that although the ever-growing market need to simplify the transaction process of the TA and the distributor, and the anticipated widespread use of electronic media had been addressed by the advent of the industry facilitators, the integration of STP, was and is still in between being a myth and becoming a reality. Although lessons have been learned so far, indication is still to this day, that there is still an ever- increasing need for automation and harmonisation in the fund processing cycle across Europe and beyond. Efama strongly believes that these FPSG recommendations, if embraced by the industry, will serve to converge towards industry-wide standards, thereby removing an important barrier to the development of harmonized processing of investment fund transactions in Europe. All these elements therefore plead in favour of Luxembourg, as the key driver and leader by example to implement these recommendations, especially in its role as a leading global fund distribution platform. 1 Source: www.efama.org A Working Document (version 1.0, Feb. 2007) 3 ALFI TASC - Fund Processing Standardisation Working Group Since the launch of these initial efama FPSG recommendations, the TASC and the Luxembourg TA Forum community have been at the forefront in embracing these. An FPSG tool kit has been in place since October 2005. The case for introducing fund processing standardisation is obviously grand, but with the ongoing commitment of ALFI and key Luxembourg market leaders to invest in rolling out FPSG recommendations, this can only bear fruit to the Luxembourg fund industry’s growth going forward, most
Load more

Recommended publications
  • A Guide to Going
    AST Business Cycle Momentum Series A GUIDE TO GOING PUBLIC AST is a leading provider of ownership data management, analytics and advisory services to public and private companies as well as mutual funds. AST’s comprehensive product set includes transfer agency services, employee stock plan administration services, proxy solicitation and advisory services and bankruptcy claims administration services. Read AST’s Thought Leadership Series: To, Through and Beyond the IPO. Visit AST’s IPO Content Library (lp.astfinancial.com/ipo-content-library2.html)with a dozen helpful articles for your reference before, during and after the IPO. 1 Table of Contents 1 Initial Public Offering Services 4 The Process 6 The IPO Timetable 10 After Going Public 12 Your First Annual Meeting 15 FAQs 17 Additional Ways AST Can Help 19 Corporate Governance Advisory and Proxy Solicitation Services Closed-End Fund IPO Services Equity Plan Solutions IPO Services Special Purpose Acquisition Company (SPAC) IPO Services Appendices 25 Direct Registration System (DRS) Frequently Asked Questions Sample Client Lock-up Release Reminder Sample Shareowner Lock-up Expiration Notice Sample Shareowner Lock-up Conversion Portal Notice Glossary 33 2 EVERY COMPANY BEGINS AS AN IDEA. When nurtured, that idea has the potential to grow into something big. Shifting from a privately held company to a public entity can be like moving from a calm country bike ride to the fast-paced streets of New York. Along even the greatest rides, you are bound to encounter rocky paths alongside the smooth roads of reward. At AST ®,we put great emphasis on helping navigate the full range of these transitional processes.
    [Show full text]
  • Investments Statistical Digest 2006
    INVESTMENTS STATISTICAL DIGEST C-0% M-18% Y-100% K-27% C-100% M-57% Y-0% K-40% 2 Highlights Introduction 3 E-Reporting The Cayman Islands Monetary Authority (CIMA) is pleased to release this 4 Hedge Funds Industry first edition of the Investments Statistical Digest, which presents never-before- 6 Financial Position 7 Fund Structure compiled information on the hedge funds industry. 8 Investment Management 9 Investment Strategy Drawn from the filings of over 5,000 CIMA-regulated funds, the digest provides 10 Asset Allocation the most accurate statistical snapshot of the Cayman Islands hedge funds industry 10 Fund Administration available to date. 11 Subscription Information 12 Glossary of Terms With the Cayman Islands being the premier jurisdiction for hedge fund domiciliation, the information in this digest is not only relevant to Cayman; it provides crucial insights into the nature, scope and performance of the hedge fund industry worldwide. It is CIMA’s hope that this data will contribute to the transparency and increased understanding of this dynamic global industry. Copyright (c) 2008 by the Cayman Islands Monetary Authority. All text, designs, graphics and other works in this document are the copyrighted works of the Cayman Islands Monetary Authority. All rights reserved. Any redistribution or reproduction, in whole or in part, without the permission of the Cayman Islands Monetary Authority, is strictly prohibited. 1.387 US$ Trillion Net Asset Value The data shows the diversification Highlights and financial strength of Cayman- domiciled funds The information presented in this digest is drawn from data that 5,052 Cayman-domiciled funds filed with CIMA via the Authority’s new Electronic Reporting (“E-Reporting”) System, which was launched in March 2007.
    [Show full text]
  • The Valuation Policy
    The Valuation Policy Introduction This Valuation Policy (hereinafter: “Policy”) establishes the rules for determination of the net asset value of the investment funds (hereinafter: “Fund” or “Funds”) managed by AS Avaron Asset Management (hereinafter: “Avaron”). The Policy has been established in accordance with the Investment Funds Act, Securities Market Act, Regulation No. 11 of the Ministry of Finance of 31 January 2017 “Procedure for Establishment of Net Asset Value of an Investment Fund’s Assets” and prospectuses and rules or articles of association of investment funds managed by Avaron. Avaron has outsourced fund administration services of Funds to Swedbank AS (hereinafter: “Fund Administrator” or “FA”). These services include among others keeping account of the Funds’ assets, organising Funds’ accounting and determination of the Funds’ net asset value. FA shall follow this Policy, Fund Administration Agreement signed with Avaron and applicable legislation while providing the service. I. Determination of Net Asset Value of Funds 1. General principles 1.1 The value of the Funds’ assets is determined primarily on the basis of their market value. Should it be impossible to determine an asset’s market value, NAV of a Fund shall be determined on the basis of an alternative method for calculating fair value according to the Policy. 1.2 Assets and liabilities not covered in the Policy are recognized at their fair value. Should it not be possible or appropriate, other commonly accepted methods may be used. 1.3 In case valuation of Fund assets pursuant to the Policy does not ensure determination of its fair value with sufficient reliability, Avaron may in exceptional cases, if it is in the best interests of Fund unitholders/shareholders and based on the best knowledge and skills of Avaron, determine the fair value of assets differently from the provisions of the Policy.
    [Show full text]
  • Organizing a Mutual Fund
    ORGANIZING A MUTUAL FUND I. SELECTING THE ORGANIZATION FORM – CORPORATIONS AND BUSINESS TRUSTS Investment companies are organized as corporations or business trusts (or, occasionally, limited partnerships) under state law. The organizers have to choose the form of organization and the state in which to organize. A. Corporations The most common form of organization for investment companies is the corporation. The corporate form remains attractive because of the traditional protection from liability afforded to shareholders and, to a lesser degree, directors. At one time, the corporate venue of choice was Delaware, but Maryland corporations have become increasingly popular because Maryland corporate law has removed a number of corporate encumbrances for investment companies. B. Business Trusts A business trust is an unincorporated association governed by a board of trustees. Business trusts are created when trustees sign a trust instrument, often called a declaration of trust, and file the document with the state of organization. Most mutual funds employing the business trust form are organized under Delaware or Massachusetts law (in Delaware, such entities are designated by statute as “statutory trusts”). In both states, the business or statutory trust form is burdened by few substantive limitations, offering a high degree of operational and organizational flexibility. In Delaware, comprehensive statutory provisions provide guidance. © Copyright K&L Gates LLP 2013. All rights reserved. K&L Gates LLP C. Comparison of Primary Modes of Organization Massachusetts Issue Business Trusts Delaware Statutory Trusts Maryland Corporations 1. Shareholder Remote possibility of Limited by statute that Limited by statute. Liability shareholder liability provides for liability – that must be disclosed equivalent to that afforded in statement of shareholders of Delaware additional information; corporation.
    [Show full text]
  • The Evolution of a Core Financial Service
    The evolution of a core financial service Custodian & Depositary Banks An outlook on the current and future status of the industry Brochure / report title goes here | Section title goes here Contents Executive Summary 03 Introduction 06 Setting the scene 07 Definitions 07 Markets 10 Activities 13 Investment management value chain and different asset servicing models 17 01 Asset servicer models 20 02 Regional custody governance models 22 Challenges & Opportunities 24 Macroeconomic uncertainty 24 Regulatory framework 25 01 Current framework 25 02 Upcoming regulatory issues 26 Technology 28 01 Robotics and automation and artificial intelligence 29 02 Distributed ledger technologies (DLT) 32 03 Data management 37 04 Cybersecurity 38 New services as differentiators 40 01 New client expectations 40 02 Outsourcing and offshoring 42 Conclusion 44 Bibliography 46 02 The evolution of a core financial service | Custodian & Depositary Banks Executive Summary Spending on technological and organizational changes remains a substantial factor in the Financial Services Industry (FSI) in general. This also applies to a particular subset of FSI players: custodians and depositaries. By definition, custodians are responsible for the safekeeping of their clients’ assets, as well as the processing of transactions. Although they are limited to fund clients, depositaries’ duties go further than this, as they also perform some oversight duties and are liable for any losses. Today, both are often grouped together as the same entity, along with other functions, and only represent part of the capabilities of global asset servicers. On top of this, their service offering is constantly evolving, and services such as tax reclaims that were considered high value added several years ago are merely a commodity today.
    [Show full text]
  • Review of the UK Funds Regime Call for Input 20 April 2021
    Response to HMT Review of the UK Funds Regime Call for Input 20 April 2021 About the Investment Association The Investment Association (IA) champions UK investment management, a world-leading industry which helps millions of households save for the future while supporting businesses and economic growth in the UK and abroad. Our 250 members range from smaller, specialist UK firms to European and global investment managers with a UK base. Collectively, they manage £8.7trillion for savers and institutions, such as pension schemes and insurance companies, in the UK and beyond. Forty per cent of this is for overseas customers. The UK asset management industry is the largest in Europe and the second largest globally. Executive summary • Our response is in four main parts, following the structure of the HMT Call for Input (CfI). Having set out our key prioritisation, we look at the UK’s approach to funds taxation, the approach to funds regulation and the opportunities for wider reform. We also provide four appendices with supporting detail: o Appendix One looks at detailed options for the taxation of multi-asset funds o Appendix Two looks at the potential impact of a move to a tax-exempt regime on access to tax treaties o Appendix Three compares UK and offshore fund structures o Appendix Four contains the IA’s recent response to the HMRC tax treaty network review, listing the priorities for UK funds in respect of the tax treaties Part One: Key priorities • Our key priorities in terms of Government and regulatory action focus on three areas: innovation in the UK fund architecture; the need for a fully energised approach to branding and promotion; and significant improvements to the UK direct and indirect tax regime.
    [Show full text]
  • Franklin Rising Dividends Fund
    STATEMENT OF ADDITIONAL INFORMATION FRANKLIN RISING DIVIDENDS FUND Franklin Managed Trust February 1, 2021 Advisor Class A Class C Class R Class R6 Class Contents FRDPX FRDTX FRDRX FRISX FRDAX Goal, Strategies and Risks ............ 2 Officers and Trustees ................ 14 Fair Valuation. 20 This Statement of Additional Information (SAI) is not a prospectus. It contains infor- Proxy Voting Policies and Procedures .... 20 mation in addition to the information in the Fund’s prospectus. The Fund’s prospec- tus, dated February 1, 2021, which we may amend from time to time, contains the Management and Other Services ....... 24 basic information you should know before investing in the Fund. You should read this Portfolio Transactions ................ 27 SAI together with the Fund’s prospectus. Distributions and Taxes ............... 28 The audited financial statements and Report of Independent Registered PublicAc - Organization, Voting Rights and counting Firm in the Fund’s Annual Report to shareholders, for the fiscal year ended Principal Holders .................... 38 September 30, 2020, are incorporated by reference (are legally a part of this SAI). Buying and Selling Shares. 39 For a free copy of the current prospectus or annual report, contact your investment The Underwriter ..................... 46 representative or call (800) DIAL BEN/342-5236. Performance ....................... 47 Miscellaneous Information ............. 49 Mutual funds, annuities, and other investment products: • are not insured by the Federal Deposit Insurance Corporation, the Federal Reserve Board, or any other agency of the U.S. government; • are not deposits or obligations of, or guaranteed or endorsed by, any bank; and • are subject to investment risks, including the possible loss of principal. P.O.
    [Show full text]
  • Pwc-Hedge-Fund-Administration-The-Quest-For-Profitable-Growth-2014.Pdf
    www.pwc.com/ambenchmarking Benchmarking Insights PwC’s asset management perspectives and analysis Hedge fund administration The quest for profitable growth August 2014 Contents Summary 1 Hedge Fund Administration Industry Perspective 2 Asset Management Industry Perspective 9 Administrator Segment Considerations 15 Summary Hedge fund administration There’s little doubt that hedge fund administration (HFA), or back-office outsourcing, is a maturing industry, as over 80% of hedge fund AUM is administered by a third party. Unsurprisingly, over the past seven years, 43% of the asset growth among top 10 administrators came from acquisitions. However, despite 27 acquisitions of hedge fund As these trends take hold, administrators will invariably administrators since 2006 (11 involving firms that follow different paths toward growth, many of which will administer at least $20 billion or more in assets), M&A be influenced by such characteristics as size, ownership activity in 2013 slowed due to an increase in valuations and structure, and service mix. a decrease in the number of viable acquisition candidates. Small, undercapitalized administrators may focus on Because HFA demand is triggered primarily by external making improvements to both cost efficiency and their core forces – such as post-crisis investor pressure placed on hedge competencies as a way to increase profit margins. funds to outsource their books and records – organic growth in hedge fund administration will be challenging as firms And well-capitalized administrators, small or large, may are forced to compete for a relatively static group of clients. pursue one or more of these four growth opportunities to the extent they are not already doing so.
    [Show full text]
  • The Feasibility of Using an Automated Net Asset Value Validation Tool in an International Investment Bank
    Technology and Investment, 2010, 1, 182-190 doi:10.4236/ti.2010.13021 Published Online August 2010 (http://www.SciRP.org/journal/ti) The Feasibility of Using an Automated Net Asset Value Validation Tool in an International Investment Bank Sammer Markos, Nhien-An Le-Khac, M-Tahar Kechadi School of Computer Science & Informatics, University College Dublin, Belfield, Dublin, Ireland E-mail:{sammer.markos, an.lekhac, tahar.kechadi}@ucd.ie Received April 1, 2010; revised July 5, 2010; accepted July 8, 2010 Abstract Fund administration is a relatively new service that some banks and back office offer Investment Company’s. This service was regarded as “boutique” in some countries as it was not a necessity hence not enforced by law to have independent calculation and verification of a fund price. However, this sector of business was and has been a major factor in the economic boom for many countries worldwide. In general most companies have many human resources tagged to this service. This is mainly due to the high volume of manual work that needs to be carried out to validate a Net Asset Value. If the Net Asset Value is calculated incorrectly and hence not validated correctly then there is huge repercussions for the company that calculated the Net Asset Value (monetary, reputation, losing a client). With the turn in the current climate the operational require- ments that was once affordable has snowballed out of control, this is why invest company’s are finding ways to reduce costs and hence use less labour intensive methods or relocate these specific jobs to lower cost countries such as Eastern Europe and India.
    [Show full text]
  • How Do You Start a Hedge Fund? the New Era of Hedge Fund Creation and Operational Management
    How do you start a hedge fund? The new era of hedge fund creation and operational management Co-authored by: Contents 1 How not to start a hedge fund with a long and expensive journey 2 Domestic and offshore hedge funds: Single structures 4 Domestic and offshore hedge funds: Combined structures 5 Domestic and offshore hedge funds: Other structures 6 Other hedge fund features: Side pockets and multiple share classes 7 The GP and legal liabilities 8 Historical costs and timelines for starting a hedge fund 11 Hedge Fund In A BoxSM and the Hedge Fund Wrap AccountSM: More streamlined, less costly 12 Five things that startup hedge funds need to know 16 About the authors 18 About Stonegate Capital Partners 19 About Grant Thornton LLP How not to start a hedge fund with a long and expensive journey Until recently, starting or launching a hedge fund was a These service providers include fund formation consultants, very expensive and overwhelming task requiring six months attorneys, prime brokers, administrators, auditors, tax and or longer to complete, while startup, infrastructure and advisory firms, compliance firms, media and marketing operational costs ran well into the six-figure range. companies, Web design firms, and software companies. The hedge fund manager, who is typically the portfolio (Certain software applications can help the fund manage manager and/or the head trader, has the core responsibility of its portfolio and perform risk management activities.) managing and trading the fund’s proprietary strategy, which Additionally, myriad questions must be answered regarding the prior to the creation of the hedge fund is typically traded in the detailed structural components of the hedge fund.
    [Show full text]
  • Fund Services
    Fund services Who is Maitland? Maitland is a global advisory, administration and family office firm providing seamless multi-jurisdictional legal, tax, fiduciary, investment and fund administration services to corporate, institutional and private clients. Founded in Luxembourg in 1976, the firm is privately owned and fully independent. It has 17 offices in 12 jurisdictions, 1,400 employees and in excess of $250 billion in assets under administration. We leverage our strong values and a collaborative culture to develop and maintain trusted relationships with our clients. By combining our talent and one-firm approach, built on our best-of-breed multi-jurisdictional platforms, we provide tailored end-to-end solutions that embrace complexity and deliver simplicity. Contents • Introduction • Jurisdictions • Core services • Assurance and oversight • Fund type capability • Technology • Key contacts maitlandgroup.com Canada | Cayman Islands | Channel Islands | Ireland | Isle of Man | Luxembourg Malta | Mauritius | Monaco | South Africa | United Kingdom | United States Introduction Maitland is privately owned and fully independent, administering We operate at the highest technological and governance levels. funds for multiple investment managers and sponsors, with over We integrate best-of-breed technology to provide automated $250 billion in assets under administration. front, middle and back-office administration services to our clients. We have offered independent third-party fund administration As the investment industry becomes increasingly challenging, since 1990, across a wide range of fund types, strategies and managers must focus on their core business. In line with best investment styles. practice, fund managers engage Maitland to obtain independent Our global client base comprises traditional, alternative, and administration, reduce technology investment and operational risk, mutual funds.
    [Show full text]
  • Hedge Fund Administration SURVEY | HEDGE FUND ADMINISTRATION
    Hedge Fund Administration SURVEY | HEDGE FUND ADMINISTRATION Should I stay or should I go? Consolidation in the hedge fund administration industry is forcing remaining providers to think strategically about their future in the business, even where revenues remain attractive. o who’s next? Since the last Global Custodian Hedge identified 27 acquisitions of hedge fund administrators Fund Administration survey, BNP Paribas has bought the since 2006, 11 of which involved firms with assets under Salternative funds services business of Credit Suisse, APEX administration of at least $20 billion. has acquired fellow independent Pinnacle, Mitsubishi UFJ has What is it about the hedge fund administration market that inked a deal with UBS Group to acquire the Alternative Fund has half the service providers upbeat about growth prospects Services business of UBS Global Asset Management and Citi and the other half looking to get out? One answer – but has put its hedge fund admin business up for sale. clearly not the only one – is market saturation. “There’s little The half-decade before the 2014 survey saw a number doubt that hedge fund administration (HFA), or back-office of large one-off deals, such as the buy-out of Goldman outsourcing, is a maturing industry as over 80% of hedge Sachs Administration Services by State Street and, in fund AuM is administered by a third party,” the report noted. the independent sector, SS&C’s acquisition of GlobeOp. “Unsurprisingly, over the past seven years, 43% of the asset Mitsubishi UFJ and U.S. Bancorp have meanwhile completed growth among top 10 administrators came from acquisitions… a number of separate acquisitions.
    [Show full text]