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Global Responsible Investment and Stewardship Policy and Principles
Global Responsible Investment and Stewardship Policy and Principles A 1.0 Introduction 1.1 Our purpose and beliefs As a firm, we hold the following beliefs on Environmental, Social and Governance (ESG) issues: First Sentier Investors (FSI, known as First – ESG issues are sources of long-term risk and return therefore State Investments outside of Australia) is a considering ESG issues leads to better analyses and global fund manager with experience across investment decisions. a range of asset classes and specialist – The execution of ownership rights can increase performance investment sectors. We are stewards of and lower risk over time, assets with well-managed ESG assets managed on behalf of institutional factors will produce higher risk-adjusted returns over the long term. investors, pension funds, wholesale – Integrating ESG in all mandates enhances the quality of our distributors, investment platforms, financial investment processes as ESG issues, when poorly managed, advisers and their clients worldwide. will create long-term material impacts for society and the environment. Our purpose is to deliver sustainable investment success for the benefit of our clients, employees, society and our Sustainability in investing is broader than only considering ESG shareholder and our vision is to be a provider of world-leading factors. This document sets out the group-wide requirements investment expertise and client solutions, led by our that all of our investment professionals are expected to meet responsible investment principles and based on our core and recognises that responsible investment practices continue values: Care, Openness, Collaboration and Dedication. to evolve and that appropriate approaches to responsible investment and stewardship will differ between asset classes, We recognise that as allocators of capital, stewards of our industries, and individual investments. -
Calpers Board Education Program Risk and Compliance
CalPERS Board Education Program Risk and Compliance Bob Yetman University of California, Davis Outline • Setting the Stage – The Risk Management Process – Integrated Model: Three Lines of Defense – Board Oversight • Enterprise Risk Management – Strategy and Risk – Risk Models – Assessment • Compliance – Integrated Culture – Compliance Governance – Assessment 2 Setting the Stage: The Risk Management Process Setting the Stage: Board Oversight of the Risk Management Process • Boards are responsible for overseeing the processes and controls that reduce residual risk to acceptable levels • Discussion: What is residual risk? • Management is responsible for designing, implementing, and testing those systems • Part of a Board’s responsibility is to come to an understanding of whether Management’s risk processes and controls are satisfactory and sufficient 4 Risk Management • Risk can be thought of as the product of two dimensions: – The probability of a loss (likelihood) – The cost of a loss • A loss can be thought of as reductions in assets or increases in liabilities • Not all losses are financial • Discussion: Discuss some important risks for CalPERS – What is the probability? – What is the potential cost (financial and non-financial)? 5 The Three Lines of Defense 1: Operational – Day to day management and staff operations – Everyone plays a role, everyone owns a piece of internal control, not just the auditors 2: Risk Management and Compliance – Internal risk management structure and efforts (enterprise system) 3: Audit and Assurance – Internal -
Risk Committee Charter
RISK COMMITTEE OF THE BOARD OF DIRECTORS OF THE TORONTO-DOMINION BANK CHARTER ~ ~ Supervising the Management of Risk of the Bank ~ ~ Main Responsibilities: • Approving the Enterprise Risk Framework (ERF) and related risk category frameworks and policies that establish the appropriate approval levels for decisions and other measures to manage risk to which the Bank is exposed • Reviewing and recommending the Bank’s Enterprise Risk Appetite Statement for approval by the Board and overseeing the Bank’s major risks as set out in the ERF • Reviewing the Bank’s risk profile and performance against Risk Appetite • Providing a forum for "big-picture" analysis of an enterprise view of risk including considering trends, and current and emerging risks Independence is Key: • the Committee is composed entirely of independent directors • the Committee meets regularly without management present • the Committee has the authority to engage independent advisors, paid for by the Bank, to help it make the best possible decisions on risk management Composition and Independence, Experience and Authority The Committee shall be composed of members of the Board of Directors in such number as is determined by the Board with regard to the by-laws of the Bank, applicable laws, rules and regulations and any other relevant consideration. In this Charter, “Bank” means The Toronto-Dominion Bank on a consolidated basis. No member of the Committee may be an officer or retired officer of the Bank. Every member of the Committee shall be independent of the Bank within the - 2 - meaning of applicable laws, rules and regulations and any other relevant consideration as determined by the Board of Directors, including the Bank’s Director Independence Policy. -
The Future of Fund Management
Marketforce’s 18th Annual Conference The Future of Fund Management 27th March 2017, The Waldorf Hilton, London Join our stellar speaker line-up at the UK’s leading strategic conference EARLY REGISTRATION to discuss the latest challenges and opportunities in the sector. RATES AVAILABLE Peter Praet Thomas Moser Book before 20th January Chief Economist Alternate Member of the European Central Bank Governing Board to save £200 Swiss National Bank A fantastic event Wayne Bowers Euan Munro to discuss the latest Chief Executive Officer, EMEA Chief Executive Officer & APAC Aviva Investors Northern Trust Asset Management innovations in the industry” Chief Product Officer, Bill Smith Michael Karpik MoneyFarm Chief Executive Officer, UK Head of EMEA Lazard Asset Management State Street Global Advisors 20+ C-suite and director- level speakers Nigel Bolton Peter Horrell Chief Investment Officer of Managing Director, UK Fundamental Active Equities Fidelity Worldwide Investment BlackRock 100+ attendees Lucy MacDonald Edward Bonham Carter 3 fintech lightning Chief Investment Officer, Vice-Chairman Global Equities Jupiter Asset Management pitches for a glimpse Allianz Global Investors of the future SILVER SPONSOR WWW.MARKETFORCE.EU.COM/FUND The Future of Fund Management 27th March 2017 | The Waldorf Hilton, London As fund industry assets fall for the first time in five years, developing a long-term competitive strategy has never been more crucial to success. Join leaders from the largest asset management businesses in Europe at The Future of Fund Management -
Mandate of the Chair of the Investment and Risk Management Committee
MANDATE OF THE CHAIR OF THE INVESTMENT AND RISK MANAGEMENT COMMITTEE Appointment La Caisse’s Board of Directors appoints one of the independent members of the Board to serve as Chair of the Investment and Risk Management Committee. The Chair of the Board may not be appointed Committee Chair. Role of the Chair The Committee Chair sees to the proper functioning of the Committee meetings. The Chair exercises leadership and rigour in the position’s functions so that the Committee can carry out its mandate. The Committee Chair ensures that all new members have the knowledge they require to exercise their functions on the Committee and offers them any required training. Main responsibilities The responsibilities of the Chair of the Investment and Risk Management Committee include: a) presiding at Committee meetings and ensuring that they are efficient and productive; b) seeking a consensus while encouraging frank, complete discussions; c) fostering a team spirit on the Committee; d) developing, in collaboration with the President and Chief Executive Officer, the Chief Risk Officer and Head of Depositor Relationships and the Secretary, agendas for the Committee meetings; e) establishing, in advance and in collaboration with the Chair of the Board, the President and Chief Executive Officer and the Secretary, the annual schedule of Committee meetings; f) ensuring, in collaboration with the President and Chief Executive Officer, the Chief Risk Officer and Head of Depositor Relationships and the Secretary, that the presentations and reports made -
The Effect of Chief Risk Officer (CRO) on Enterprise Risk Management (ERM) Practices: Evidence from Malaysia
International Business & Economics Research Journal – November 2010 Volume 9, Number 11 The Effect Of Chief Risk Officer (CRO) On Enterprise Risk Management (ERM) Practices: Evidence From Malaysia Wan Norhayate Wan Daud, Universiti Darul Iman, Malaysia Ahmad Shukri Yazid, Universiti Darul Iman, Malaysia Hj Mohd Rasid Hussin, Universiti Teknologi MARA, Malaysia ABSTRACT This study investigates the level of Enterprise Risk Management (ERM) adoption within the Public Listed Companies (PLCs) in Malaysia and the influence of Chief Risk Officers (CROs) on ERM practices. Included in this particular study is a comprehensive survey on 500 companies from the main board of public listed companies in the Malaysian Bourse. Key findings of this research work reveal that only 42% of the companies surveyed have completely adopted ERM and based on regression analyses, the „quality‟ of CROs has a strong influence on the level of ERM adoption within the PLCs involved in the survey. Keywords: Enterprise Risk Management, Quality of Chief Risk Officers, Corporate Governance 1 INTRODUCTION n this particular century, major corporations inevitably face an array of risks which also include operational risk, market risk, reputational risk and compliance risk, which appear to be receiving much attention to businesses and industries nowadays. In this regard, major corporations of Malaysia were also Ideeply affected by the poor management of risks during the Financial Crisis of 1997 (Yazid & Muda, 2006). Consequently, stakeholders‟ expectations for senior executives and board of directors to effectively manage all risks that face the company/organization tend to increase. In response to the increasing number and types of risks today‟s companies/organizations face, leading corporations in the United States (US) such as General Electric (GE), Wal-Mart, Bank of America and IBM, have all begun to adopt Enterprise Risk Management (ERM) for effective management of risks (Drew et al., 2005). -
Private Markets Technology Investment Web Meeting
Private Markets Technology Investment Web Meeting ZOOM & SLACK January 25th & 26th, 2021 LIVE ONLY, RECORDING IS PROHIBITED BUSINESS CASUAL ATTIRE Private Markets Technology Investment Web Meeting ZOOM & SLACK– January 25th & 26th, 2021 Dear Colleague, It is with great pleasure that I invite you to the Private Markets Technology Investment Web Meeting. Tech-focused dry powder has more than doubled since 2016 and over the past decade tech-focused funds have continually generated higher IRRs than non-tech buyout and VC funds. The success of sector will continue to outpace others withing the private markets, making it a strong fundraising market for years to come. The aim of this Web Meeting is to connect and educate private equity and venture capital fund managers, family offices, institutional investors, and other industry professionals across the world. Our online meeting brings together over 300 c- level executives that will join us to virtually network and discuss issues and solutions to inequality in the private markets. Panel discussions to be covered include: Fund Manager Perspectives – Tech Buyout/Growth, Institutional Investor Perspectives on Tech, Artificial Intelligence, Enterprise Software, FinTech, and The Institutionalization of Crypto & Blockchain. This is a live event and closed to the media. Video and audio recording of this event is strictly prohibited. We look forward to hosting you digitally! Best, Roy Carmo Salsinha President, CEO Carmo Companies Agenda Outline MONDAY JANUARY 25TH – DAY 1 11:00 am ET Welcoming Address Roy Salsinha, President, CEO, Carmo Companies 11:00 am ET Fund Manager Perspectives – Technology Investing: Early Stage to Growth & Buyout Has the pandemic permanently altered the technology ecosphere? Leading private equity fund managers discuss current developments in the technology landscape, how their current technology or technology-enabled portfolio companies are performing, the IPO market and what the future holds for fundraising initiatives and investment objectives/opportunities in Tech for 2021. -
CLNY 2020 DEF14A Proxy
To the Stockholders of Colony Capital, Inc.: It is our pleasure to invite you to the 2020 annual meeting of stockholders (the “2020 Annual Meeting”) of Colony Capital, Inc., a Maryland corporation. In light of public health concerns, the 2020 Annual Meeting will be conducted virtually, via live audio webcast, on May 5, 2020, beginning at 10:00 a.m., Eastern Time. You will be able to attend the virtual 2020 Annual Meeting, vote your shares and submit questions during the meeting via live audio webcast by visiting: www.viewproxy.com/colonycapital/2020. The enclosed materials include a notice of meeting, proxy statement, proxy card, self-addressed pre-paid envelope and Annual Report to Stockholders for the fiscal year ended December 31, 2019. I sincerely hope that you will be able to attend and participate in the virtual meeting. Whether or not you plan to attend the annual meeting via the live webcast, please authorize a proxy to vote your shares as soon as possible. You may authorize a proxy to vote your shares by mail, telephone or Internet. The proxy card materials provide you with details on how to authorize a proxy to vote by these three methods. We look forward to receiving your proxy and thank you for your continued support. Sincerely, THOMAS J. BARRACK, JR. Executive Chairman & Chief Executive Officer April 1, 2020 Los Angeles, California NOTICE OF ANNUAL MEETING OF STOCKHOLDERS May 5, 2020 10:00 a.m., Eastern Time Via Live Audio Webcast: www.viewproxy.com/colonycapital/2020 ITEMS OF BUSINESS 1. Election of Directors: Elect 12 directors nominated by our Board of Directors, each to serve until the 2021 annual meeting of stockholders and until his or her successor is duly elected and qualified; 2. -
BG Agenda Item 6 Attachment 1 Governance Policy
Agenda Item 6 | Attachment 1 CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM BOARD OF ADMINISTRATION GOVERNANCE POLICY Rev. 2/20164 Page 1 of 32 Agenda Item 6 | Attachment 1 CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM BOARD OF ADMINISTRATION GOVERNANCE POLICY CONTENTS I. PURPOSE II. AUTHORITY III. GOVERNANCE PRINCIPLES IV. AVOIDANCE OF CONFLICTS OF INTERESTS V. ROLE AND POWERS OF THE BOARD VI. DELEGATION VII. STRUCTURE AND ROLE OF THE COMMITTEES VIII. ROLE OF THE BOARD PRESIDENT, VICE-PRESIDENT, CHAIRS AND VICE-CHAIRS IX. DELEGATIONS TO EXECUTIVES AND BOARD REPORTING RELATIONSHIPS X. BOARD MEMBER ROLES, RESPONSIBILITIES AND CONDUCT XI. BOARD SELF-ASSESSMENT PROCESS XII. BOARD SELF-DEVELOPMENT PROCESS Rev. 2/20164 Page 2 of 32 Agenda Item 6 | Attachment 1 CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM BOARD OF ADMINISTRATION GOVERNANCE POLICY I. PURPOSE This Governance Policy is established to: A. Set forth the policies that govern the CalPERS Board of Administration (the “Board”) consistent with its fiduciary responsibilities. B. Guide the Board in managing the effectiveness and integrity of the Board's processes, including oversight, accountability, transparency, efficiency and decision-making. C. Identify and distinguish between the roles of the Board, the Board President, the Board Vice President, committees, committee chairs and vice chairs. This Governance Policy applies to both Board members and their designees. II. AUTHORITY The California Government Code vests in the Board the management and control of the following retirement systems, programs and plans: • The Public Employees’ Retirement System (Cal.Gov Code §20120); • The Legislators’ Retirement System (Cal.Gov Code §9353); • The Judges’ Retirement System (Cal.Gov Code §75005); • The Judges’ Retirement System II (Cal.Gov Code §75505); • The Public Employees’ Long-term Care Act (Cal. -
Compliance Corner by Compliance Professionals, for Compliance Professionals
Compliance Corner By Compliance Professionals, For Compliance Professionals. The Intersection of Compliance and Enterprise Risk Management: Similarities, Differences, and Opportunities By Cyndi Baily, Medical Metrics Inc Over the past 15 years, the idea of what constitutes operations, and mission as well as reduce redundancies and an effective compliance program has changed. increase efficiencies in risk identification, management, and Historically, many organizations viewed compliance as a set prevention. of policies with in-person training delivered to employees. It wasn’t a program, it was a set of rules. The best tie in to the Similarities business was usually some input on the policies and participa- ERM and compliance have similar responsibilities, goals, and tion in the training. objectives. A common definition for ERM is: That was then. This is now. Modern compliance functions A process, effected by an entity’s Board of Directors, are expected to act as trusted advisors closely collaborating management and other personnel applied in strategy [sic] with the various business units in health care organization so setting and across the enterprise, designed to identify poten- that the compliance function can appropriately identify and tial events that may affect the entity, and manage risks to minimize compliance risk for the overall organization. be within its risk appetite, to provide reasonable assurance Similarly, over the last several years, the importance of enter- regarding the achievement of entity objectives.2 prise risk management (ERM) for U.S. organizations has devel- According to ASHRM, key components of a health care orga- oped and matured, primarily in response to a number of highly nization’s ERM strategy include identification and manage- public corporate scandals such as Enron, WorldCom, Tyco, and ment of uncertainty, assessment of risk/readiness, employing others. -
Item 1 – Cover Page
NORTHCOAST ASSET MANAGEMENT LLC File No. 801-57294 ONE GREENWICH OFFICE PARK GREENWICH, CONNECTICUT 06831 WWW.NORTHCOASTAM.COM Item 1 – Cover Page March 2021 This brochure provides information about the qualifications and business practices of NorthCoast Asset Management LLC. If you have any questions about the contents of this brochure, please contact us at 203-532-7000. The information in this brochure has not been approved or verified by the United States Securities and Exchange Commission (“SEC”) or by any state securities authority. Additional information about NorthCoast Asset Management LLC also is available on the SEC’s website at www.adviserinfo.sec.gov. You should be aware that NorthCoast Asset management is registered as a Registered Investment Adviser with the SEC. Registration does not imply that an investment adviser has reached a certain level of skill or training. 1 Item 2 – Material Changes This Brochure, dated March 2021, contains no material changes from the previously filed Brochure March 2020. 2 Item 3 – Table of Contents Item 1 – Cover Page ................................................................................................................................... 1 Item 2 – Material Changes ......................................................................................................................... 2 Item 3 – Table of Contents......................................................................................................................... 3 Item 4 – Investment Advisory Business ................................................................................................... -
St Andrew's Group Risk Committee Charter
Risk Committee Charter St Andrew’s Insurance (Australia) Pty Ltd St Andrew’s Life Insurance Pty Ltd St Andrew’s Australia Services Pty Ltd Version 6.0 11 May 2021 RISK COMMITTEE CHARTER Approver Board of Directors – St Andrew’s Group of Companies Owner St Andrew’s Board & Company Secretary Functional Owner Company Secretary Hierarchy Classification Level 1 Policy Cross-referenced documents ICCAP Policy Reinsurance Policy Risk Appetite Statement Executive Management Committee Charter Revision History Version Approval Date Author Description 2 22 February Company Secretary Annual Revision of Policy and 2016 amendments to meet requirements of the BOQ Group Policy Framework 3 20 February Company Secretary Annual Revision of Policy and 2017 amendments to meet requirements of the BOQ Group Policy Framework 4 19 February Company Secretary Annual Revision of Policy 2018 5 17 July 2019 Company Secretary Annual Revision of Policy 6 19 February Company Secretary Revision of Policy following Governance 2020 Review 7 11 May 2021 Company Secretary Annual Revision of Policy RISK COMMITTEE CHARTER Contents 1 Scope ............................................................................................................................................... 4 Committee of the Board .......................................................................................................... 4 Purpose of the Committee .............................................................................................. 4 Objectives ...............................................................................................................................