ESG: are you asking the right questions?




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Emily Forsyth-Davies This email address is being protected from spambots. You need JavaScript enabled to view it.




A practical guide to ESG and stewardship

You’ll have read a lot over the last few months about the role of environmental, social and governance (ESG) factors and stewardship in the trustee investment decision-making process. Some great papers have been published about this important topic. So why did we write this guide?

We wanted to give trustees some practical help with the information gathering process, ahead of the 1 October 2019 deadline to update their scheme’s statement of investment principles (SIP). Trustees can lose valuable time trying to identify what questions they should be asking themselves, their investment consultants and investment managers. This guide helps explore what those questions might look like.

We don’t try and provide any answers because the process has to be scheme specific. Instead, we hope this guide is a helpful starting point to get the conversation started sooner rather than later. Please note this guide assumes a level of ESG knowledge, please ask your advisor for training if you are unfamiliar with any concepts or terminology.

1 - Do the ground work: trustees' legal duties

Before you do anything else, do you understand what your legal duties are? This guide assumes you can answer yes to this question. If you are unsure, you might want to organise some trustee training.


Trustees should take into account financially material factors, including financially material ESG factors such as climate change. They may also take into account non-financial factors (e.g. moral or ethical viewpoints), if they have good reason to think members share specific views and there is no risk of significant financial detriment. Care should be taken not to confuse or conflate the two.

In practice ESG factors may overlap (e.g. a company’s long- term poor health and safety record is morally objectionable but a trustee may make a financially driven decision to disinvest due to concerns with the company’s long-term performance). There has been some legislative guidance behind the question of what is ‘financially material’ and determining what trustees obligations are? You’re best starting by thinking about what you, as trustees, are aiming to do – i.e. provide retirement benefits – and taking it from there.

Legal advice is advisable. The example questions in this guide assume all “ESG” factors being discussed are financially material.

Tricky issues can arise when applying the legal principles to real life trustee decisions. A top tip is to make sure you understand if you are treating a factor as financial or non-financial. There are additional considerations on the important issue of non-financial factors including whether and how to seek members’ views. Such an important and sensitive topic does not lend itself to a guide of this type and has been deliberately excluded. Trustees should take legal and investment advice on this issue, which will be particular to their scheme and its circumstances.

Ultimately, you should make sure you meet your legal duties and are able to document the trustees’ policies on financial materially considerations, non-financial matters and stewardship in the updated 2019 SIP (as required by legislation). DC schemes will also have additional SIP reporting requirements in 2020.

2 - Do you know the shape of your scheme’s portfolio and why that matters?



Pension scheme assets are commonly held through pooled funds. This limits the trustees’ ability to directly influence a manager’s approach. That said, they may still exert indirect influence (via investor pressure) and, all things being equal, ESG may turn out to be a differentiating feature when it comes to product selection or when to disinvest from an underperforming fund. The questions below have pooled funds in mind. Larger schemes with segregated mandates will have more options when it comes to impacting manager behaviour, through selection, monitoring and Investment Management Agreement provisions. They will therefore want to consider additional questions over and above those contained in this guide.

Remember that ESG is an important consideration for some investments, but not all. For example, the relevance of ESG to an actively managed equity portfolio is clear. It is less obvious when hedging risks using derivatives and may have no relevance to automated, quick turnover strategies which exploit only market inefficiencies. Similarly, it’s not true to say that ESG cannot be integrated into passive solutions, but options are still relatively limited and trustees need to be aware of ‘green-washing’ (something looking more ESG focused than it is). We think it’s sensible to focus first on areas where trustees can make a difference.

3 - Establish your ESG beliefs

Once the groundwork is done, ask some questions to help establish the trustees’ ESG and stewardship investment beliefs. This will help you start reviewing the ongoing suitability of the scheme’s investment strategy. This could take the form of a wider investment beliefs survey if time permits. Here are some example questions:


? - Do the trustees, sponsor, investment consultant and investment manager(s) have different or shared views on what ESG factors are financially material?

? - Do the trustees, sponsor, investment consultant and investment manager(s) have different or shared views on how to integrate financially material ESG factors?

For example, could their approach be bucketed into “Exclude”, “Engage” or “Score and Report”? Would the trustees be comfortable having an ESG positive tilt, if this led to lower returns (and/or higher costs) in return for anticipated risk reductions? Is there a threshold on the impact of returns and/or cost the trustees would be willing to bear?

? - From an integrated risk management perspective, does the sponsor have any views / or alternatively, are there any ESG risks to the sponsor covenant that should input into the trustees’ view?

For example, exposure to ESG watch areas as part of the sponsor’s business (weapons manufacturing, gambling, alcohol, tobacco, fossil fuels etc.) may impact the sponsor’s ability to maintain contributions in the future.

? - How can the trustees allow for these factors from an integrated risk management perspective as well as in portfolio implementation?

4 - Quiz your investment providers about this approach

This section is to understand your Investment Consultant’s and Investment Managers’ approach to consideration of ESG factors and stewardship. The answers might help you frame the trustees’ investment beliefs and/or understanding if your investment providers are aligned with those beliefs. Here are some example questions to consider. You’ll want to consider who is best to answer them (i.e. the Investment Manager, Consultant or both).


? - How is ESG and stewardship considered when making investment decisions and researching Investment Managers?

For example, do they exclude (tobacco/fossil fuels etc.), engage (voting and activist position), rate and report (on current holdings or changes) or combinations of these? Does the Investment Consultant review the Investment Manager’s policies and challenge them on their application?

? - How does the Investment Manager/Consultant consider climate change as part of their portfolio construction?

? - Are policies implemented at a firm level? Is this ESG integration applied for all funds or only ESG specific products? Does it vary by asset class?

By checking if the policy is implemented at a firm wide level, it is useful to establish whether this is a universally used risk framework or whether it is only used for specific products.

? - How does the Investment Manager’s approach to ESG and stewardship compare to others of the same asset class?

? - What are the universe of assets that positions are chosen from? Is the manager also considering "repentant sinners" as well as "angels"?

The universe of ESG positive stocks is very small, so “angels” may be relatively expensive and better value may be found from improving companies’ ESG profiles.

? - Does the Investment Manager/Consultant adhere to any ESG values?

For example, is there mandatory staff training/ESG objectives and alignment with performance/pay? How does their business reward employee/client satisfaction? Are these factors key considerations for executive remuneration?

? - Does the Investment Manager/Consultant produce regular client communications and offer regular client training?

For example, do they produce voting reports and are these publically available? Is the Investment Consultant able to clearly explain, in plain English, to the trustees how its research team selects and rates managers generally and specifically in respect of ESG and stewardship approaches?

? - Does the Investment Manager/Consultant have an ESG Policy and are they signed up to any best practice initiatives? Does the Investment Consultant monitor and hold the manager to account?

For example, for poor ESG scores, do they have a quantitative amount of expected return required or any “comply or explain” criteria in place?

5 - Ask managers questions that prioritise ESG impact

This table suggests questions for managers to help trustees make the most of the degree of active ownership they are currently able to exert. It recognises that ESG integration is becoming commonplace in more traditional asset classes. It doesn’t include questions for alternatives managers given the difficulties in assessing the ability to impact them. However R&M are currently monitoring innovation in that area.


6 - Monitor against the trustee’s ESG Policy



? - How does the Investment Manager/Consultant assess the effectiveness of their ESG strategy?

For example, do they measure added value relative to the relevant benchmark? Do they measure avoidance of permanent capital loss? Improving the world (key for any impact investment)? Case studies are especially useful here.

? - How does the Investment Manager/Consultant intend to improve the alignment of ESG views between them and the trustees?

For example, are they improving reporting? Looking at how to reshape their holdings or looking at a different way of risk adjusted returns.

? - How has the portfolio evolved over the last year, has the ESG footprint/focus of the portfolio changed significantly?

For example, has the portfolio taken any exclusionary measures? Or is reporting against industry standards such as UN Sustainable Development Goals, Taskforce for Climate- related Disclosures, Tobacco Free Finance pledge etc. required?

? - What innovations have been developed in this area over the last 12 months (annual question or Investment Manager/Consultant)?

What next?

Trustees can use the above questions to decide what they will ask their investment consultants and managers. Posing them will also test the trustees’ own understanding of the topic.

These questions and their responses will be a key part of the trustees’ process to identify and verify the implementation of their ESG and stewardship investment beliefs. In our view, whatever process is adopted should be proportionate, practical and tailored to the scheme. For example, what is your scheme’s time horizon for assessing these considerations? The shorter it is (e.g. if you’re winding-up) the less weight they may have. Equally, if resources are limited it should focus on what can make the most difference. In essence, it’s about having responsible risk management processes and trying to avoid ‘box ticking’.

The steps will be broadly the same for DB and DC schemes. However, DC schemes need to remember that they should take financially material ESG considerations, and stewardship, into account in relation to the DC default(s) as well as considering it in the context of having an appropriate range of alternatives for members to choose.

It’s worth remembering that ESG is only one factor in the investment decision-making process. We are expecting more industry and regulatory focus (in the UK and EU) on asset owners, including trustees, around the integration of ESG into their risk framework and related disclosures in the coming months. Standardisation and greater transparency is going to be the goal. So watch this space.

If you need any help with this you can contact ARC (legal advisers) or R&M (investment consultants and fiduciary managers).



River and Mercantile Solutions, January 2020.

River and Mercantile Solutions is a division of River and Mercantile Investments Limited, which is authorised and regulated in the United Kingdom by the Financial Conduct Authority (Firm Reference No. 195028; registered in England and Wales No. 3359127) and is a subsidiary of River and Mercantile Group PLC (registered in England and Wales No. 04035248), with its registered office at 30 Coleman Street, London EC2R 5AL.

Please note that all material produced by River and Mercantile Solutions is directed at, and intended for, the consideration of professional clients only within the meaning of the Financial Services and Markets Act 2000. Retail clients must not place any reliance upon the contents. The information expressed has been provided in good faith and has been prepared using sources considered to be reasonable and appropriate. While this information from third parties is believed to be reliable, no representations, guarantees or warranties are made as to the accuracy of information presented, and no responsibility or liability can be accepted for any error, omission or inaccuracy in respect of this. This document may also include our views and expectations, which cannot be taken as fact.

A Spectrum of Delegation

Note 1: “River and Mercantile Solutions returns” represents the aggregated returns of the return seeking assets, including liability hedging solutions, of the set of our fiduciary management clients that have comparable investment strategies.

Note 2: Some figures are affected by rounding.

Note 3: For the avoidance of doubt, 22% is the amount which annualised River and Mercantile Solutions returns have outperformed annualised equity returns between January 2004 and March 2009, and 24% is the amount by which annualised River and Mercantile Solutions returns have outperformed annualised equity returns between October 2007 and November 2016.

Source: River and Mercantile Solutions, Bloomberg

Best DB Consultancy 2016

20 May 2015

P-Solve, part of River and Mercantile Group, is pleased to announce that it won two awards at the Pensions Expert Pension and Investment Provider Awards (PIPA) held on 20 May. The PIPAs recognise excellence among providers of products and services to UK workplace pension schemes and the three key criteria used to adjudicate the awards are performance, innovation and service standards.

P-Solve was named Best DC Investment Provider of the year for its innovative use of segregated custody accounts.

The business also won an award for Best Fiduciary Manager of the year for its expansion into DC and success widening the DC investment opportunity set through ETFs and the ability to use less liquid investments.

Commenting on the awards Britt Hoffmann-Jones, Managing Director, DC Solutions at P-Solve said: “We are very proud to receive recognition for our hard work on the DC side. These awards are a result of listening and responding to our clients’ changing needs. We first developed our fiduciary management service for DB schemes in 2003, to help clients manage our clients growing governance burden. Following a wave of new regulation and best practice, clients identified similar governance constraints for DC. So, we extended fiduciary management to DC schemes in 2011. Delegating dayto- day investment can help our trustee clients manage their time better – for example, by freeing them up to spend more time on governance and member communication. It is worth remembering that the suitability of a fiduciary approach depends on the trustee board.”

How the EDOS looked on 6 February 2013

Strategy

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Risk management is key

sample chart

Integrity is critical to everything we do. Any perception of us operating without this quality will destroy our business. Clients need to trust the professionals on which they rely.
We believe authenticity should be recognised, rather than claimed and our belief that we offer this comes from the fact that it is mirrored back to us in our many conversations. We are candid and straight-talking and we know this because our clients, colleagues and competitors tell us so.
Respect informs all our behaviours – especially in difficult and challenging situations, where we need to discover the right solution. Our people know to frame their views in a way that shows respect for the individual concerned and the context of the discussion.
Citizenship is a broad but not necessarily woolly term. We believe it is a visible principle to support the best of what we do inside our company but also supports our desire to make a difference and create genuine benefit for others in our wider, commercial dealings.
We expect people to be open – not hiding information, or their views. We expect people to be straight-talking, particularly the leaders who drive and develop our business and bring our people along with them. Importantly, we believe in a constructive working environment.
We expect people to be passionate in a table-thumping way about clients’ success. The alternative is clear if we don’t – we won’t keep them and our competitiveness will drain away. The acid test for being passionate is whether or not our clients feel it, too. Our creativity and the strength of our relationships tells us they do.
We should be stretching ourselves - and each other - to be the best we can be. The starting point is to challenge, develop and achieve excellence in all we do. We set high standards and are intolerant of mediocrity. To this end, we are restless in creating the conditions in which we and our clients thrive.
Creativity is critical to our value proposition. We need to keep re-inventing ourselves to achieve our growth objective and to avoid uniformity. We seek to reward people who are creative, who involve others, who encourage higher quality input and are comfortable in challenging. We understand that, if the business is to reach out to more great people, they won't always be told what to do but will be intellectually receptive to being persuaded by superior argument. For us, it's the quality of the debating stance taken, not the title of the person making it.
While this is important, it means more to us. It is critical that, in our day-to-day dealings, both we and our clients benefit. To this end, we should not take risks in relationships where only one side is rewarded and we will be forthright in guarding against this eventuality. In day-to-day terms, it’s also how we organise our time, prioritise our work and assess new projects and development. The value of being commercial equates to creating value for all. It’s about balancing risk and cost against the potential of reward.
Ajeet Manjrekar

Co-Head of UK Solutions

Ajeet focusses on working with trustees to understand their specific investment and governance needs in order to design innovative solutions to achieve their funding objectives.

As a qualified actuary with extensive experience in both investment consulting and asset management, Ajeet is part of the senior management team with responsibility for the quality and evolution of our client-driven services.

He has extensive experience bringing together teams from different backgrounds to address unanticipated but emerging client needs. Examples have ranged from designing capital protection solutions for Defined Contribution schemes, to helping foster US pension schemes’ usage of liability-driven investment. Recognising that ideas can travel – that solutions arising in one region or part of the market can frequently be applicable elsewhere – he harnesses the expertise and insights of team members from across our business to solve the client problem, whatever it might be.

He re-joined us in 2016 having spent the last few years in Deutsche Bank’s asset management businesses. Prior to that he was a lead investment consultant advising several of our defined benefit and defined contribution clients.

Ajeet has a degree in Mathematics from Warwick University.

Barbara Saunders

Head of Client Engagement

Barbara has overall responsibility for client engagement with River and Mercantile Solutions, focusing on maintaining and improving our clients’ experience of the business. In this capacity she is involved with all our clients, but in addition she leads the teams advising eight defined benefit pension schemes, ranging in size from £70m to £2bn.

These include clients for which we act as an investment consultant, and clients that have appointed us as fiduciary manager. Over her career to date she has in-depth experience of working with many more clients, including larger DB schemes, DC schemes, sovereign wealth funds and charities.

Barbara has significant experience of providing advice across the full range of investment considerations. This demands a grasp of detail, and the ability to understand that detail in its proper context, and the decisiveness to make definite recommendations on the basis of that understanding . But it also requires an aptitude for conveying that understanding to others, and for persuasion. This can prove crucial when significant investment decisions are required within a fairly short timeframe, but it relies on her ability to develop trust with her clients over the long-term.

Barbara’s investment expertise is reflected also in her role as a leading member of the Investment Strategy Committee, which sets the house view on investment and strategic considerations for our DB clients. She has a particular depth of understanding of liability hedging, having spent the early part of her career modelling and trading LDI strategies for DB pension schemes.

Barbara is a qualified actuary.

She graduated in 2004 with first class degree in Mathematics from Royal Holloway, University of London, and obtained a Post Graduate Diploma in Actuarial Science from Cass Business School.

Barbara joined River and Mercantile Solutions in 2007.

Jack Berry

Global Head of Solutions

Jack is responsible for providing River and Mercantile Solutions with strategic direction across all of its advisory businesses, ranging from defined benefit (DB) and defined contribution (DC) pension schemes to insurance companies , in the UK and US.

He is also the lead adviser on several DB scheme clients. These include clients that retain River and Mercantile Solutions as an investment consultant, and those that employ it as a fiduciary manager. He has experience as adviser to numerous DB schemes with assets of between £25m and more than £5bn.

His clients appreciate his strong understanding of the interplay between, on the one hand, a sponsor’s need to contain its pension-related risk and, on the other, a trustee board’s need to develop an investment strategy. Likewise, they value his ability to communicate to trustee boards and other advisors on the design and implementation of complex solutions, including equity derivative strategies and liability-driven investment (LDI). He is also able to draw on his international experience in prior roles and with River and Mercantile Solutions’s advisory business in the US, when advising his clients.

Within River and Mercantile Solutions, he has led work on the use of derivatives in LDI and structured equity, playing a leading role establishing River and Mercantile Solutions’s bespoke solutions business. He has also been actively involved in the development of River and Mercantile Solutions’s US advisory business since 2007. He joined River and Mercantile Solutions in 2004.

Jack is a chartered accountant. After working as an audit manager at Ernst & Young Zimbabwe and then in the corporate finance team at Standard Chartered Merchant Bank, in 1995 Jack co-founded a corporate finance and structured finance advisory business, Real Africa Durolink Zimbabwe, as a subsidiary of Real Africa Durolink, a listed South African Bank. Jack was one of the founding executive directors of Real Africa Durolink London when this subsidiary was started in 1999.

Jack graduated as a Bachelor of Accounting Sciences from the University of South Africa and holds a Masters in Finance from London Business School. He is a member of the Zimbabwe Institute of Chartered Accountants.

Matt Way

Chief Operating Officer

Matt is a chartered accountant who began his career at Ernst & Young in 1989 before moving to Lehman Brothers, where he worked for nine years, until 2007. From there he moved to Bear Stearns and then to Man Group, where he worked for five years with Kevin Hayes, who is now River and Mercantile Group's chief financial officer. Matt joined River and Mercantile Solutions in 2015 following roles at RBS and London Clearing House.

Matt has gathered substantial experience in business partnering, applying financial, commercial and practical judgement to all operational issues including product viability, forecasting, operational infrastructure, risk controls and compliance. At River and Mercantile Solutions he takes lead responsibility for efficient operation and effective risk management of the advisory and fiduciary management divisions.

He has senior management experience managing large teams and engagements across multiple businesses and support functions. He has a focus on change management and project management, which he has used to deliver simple, practical and innovative solutions and to enhance efficiency. He coordinates diverse teams and functions to solve problems as they arise.

Patrick O’Brien

Investment Director

Patrick leads the investment team, which is responsible for delivering River and Mercantile Solutions’s fiduciary management services to clients. His team conducts on-going investment research, performance monitoring and risk tolerance management, implements asset allocation decisions, and conducts execution trading and transition management.

Patrick is responsible for supervising all of this. Above this, he is a member of the Investment Committee and he chairs the Multi-Asset Committee, which between them determine River and Mercantile Solutions’s views on which asset classes to under/overweight and which investment managers to invest with. He therefore plays an important role in the formation of investment decisions, both from month-to-month and, when financial market conditions dictate, intra-month.

Patrick also has lead responsibility on two defined benefit pension scheme clients, both with assets in the range £100m to £250m. One of these retains River and Mercantile Solutions as its investment consultant while the other is a fiduciary management client. In this capacity, Patrick plays a pivotal role advising trustees on investment strategy, introducing investment ideas and risk management ameliorations to the trustees, and giving them appropriate training to enhance their governance capabilities.

Patrick began his financial services career as an operations associate at Legal & General, following two years in manufacturing industry. He graduated from University College Cork with a BSc in Finance.

Patrick joined River and Mercantile Solutions in 2008.

Ross Leach

Co-Head of UK Solutions

Ross is Co-Head of UK Solutions, where since 2004 he has acted as a lead investment consultant to the trustees of defined benefit pension schemes and to corporate sponsors.

He has experience of clients with assets ranging from £50m to more than £5bn, and across River and Mercantile Solutions and his former employer he has client relationships that have lasted more than 15 years. This calls on his skills to understand the needs of clients, to understand investment strategies and products, and to match the latter to the former in the simplest but most effective way possible.

Some of his clients retain River and Mercantile Solutions as their investment consultant while others have adopted a fiduciary management approach. He has supplied advice that has taken schemes to buy-out, and is currently working with a number of schemes that are focused on reaching a self-sufficiency target over the next 10 to 15 years.

Ross is a member of River and Mercantile Solutions’s Investment Strategy Committee. This committee is instrumental in developing client advice, and has the final word on whether a particular investment product is fit for recommendation to clients.

Ross, who joined River and Mercantile Solutions after four years at Punter Southall, the company’s former parent, has a degree in Mathematics and is a Fellow of the Institute of Actuaries. He has worked on a number of actuarial working groups.

Pensions Insight DC Awards 2016 – Best Default Fund Strategy

26 October 2016

P-Solve, part of River and Mercantile Group, is pleased to announce that it won an award at the Pensions Insight DC Awards 2016 held on 26 October. The Pensions Insight DC Awards 2016 and are designed to celebrate the excellent work done by defined contribution providers and schemes up and down the country.

P-Solve was named Best Default Fund Strategy as the judges stated they were impressed with how P-Solve adapts the strategy at retirement to allow for Pension Freedoms in a flexible way to meet the needs of different schemes’ members, and also the intelligent life-styling approach using blended funds.

Commenting on the award Niall Alexander, Director, P-Solve, said: “This month P-Solve celebrates its five year anniversary in DC fiduciary management. The award win reflects the hard work and results we have achieved on behalf of our DC clients (and specifically their scheme members) in that time, as we have sought to offer flexible solutions to the challenges facing trustees. Wanting to improve financial security for as many people as possible by thinking more deeply about investment than anyone else is central to our business.”

Engaged Investor Trustee Awards – Best DB Consultancy 2016

7 July 2016

P-Solve, part of River and Mercantile Group, is pleased to announce that it won an award at the Engaged Investor Trustee Awards held on 7 July, celebrating excellence among pension scheme trustees and their providers and advisers.

P-Solve was named Best DB Consultancy 2016 as the judges said they were impressed by P-Solve’s innovation and service. The firm’s submission emphasised the work P-Solve has done developing tailored investment solutions for small and medium-sized pension schemes, as well as large ones.

Commenting on this year’s award Ross Leach, Managing Director, P-Solve, said: “We are very proud to receive this award and the recognition of the hard work on behalf of our DB clients it represents. We strive to understand the challenges facing trustees and offer a range of services to provide real insight and support for our clients.

Pensions Age Awards – Multi-Asset Manager of the Year 2016

25 February 2016

P-Solve, part of River and Mercantile Group, is pleased to announce that it won the award of Multi-Asset Manager of the Year at the Pension Age Awards held on 25 February. The Pensions Age Awards were launched to reward both the pension schemes and the pension providers across the UK that have proved themselves by demonstrating excellence, sophistication and innovation in all aspects of what they do.

According to the judges, this firm has demonstrated its understanding of the multi-asset space by combining experience with skill in order to produce an investment offering well suited to the needs of today’s DB and DC markets – plus it has the performance to show its approach works.

Engaged Investor Trustee Awards 2015 – Best DB Consultancy 2015

2 July 2015

P-Solve, part of River and Mercantile Group, has been named Best DB Consultancy at the 2015 Engaged Investor Trustee Awards. The judges said they had been impressed by P-Solve's involvement in dynamic investment opportunities.

In addition to firm’s success, P-Solve client The Cheviot Trust won the Best scheme report and accounts category at the ceremony held on 2 July 2015, impressing the judges with its excellent design and well-executed graphics.

The award win is the latest in a number of recent successes for P-Solve having been named Best fiduciary manager and Best DC investment provider at the Pensions and Investment Provider Awards.

Commenting on the award, Jack Berry, global head of solutions at P-Solve, said: “We are very proud to receive this award and the recognition of the hard work on behalf of our DB clients it represents. We strive to understand the challenges facing trustees and offer a range of services to provide real insight and support for our clients.

"Wanting to improve financial security for as many people as possible, by thinking more deeply about investment than anyone else, is central to our business. We are proud that our work with pension schemes gives us us the opportunity to help more than 400,000 individuals.”

Pension Investment Provider Awards (PIPA) – DC Investment Provider 2015

20 May 2015

P-Solve, part of River and Mercantile Group, is pleased to announce that it won two awards, DC Investment provider and Best Fiduciary Manager 2015 at the Pensions Expert, Pension and Investment Provider Awards (PIPA) held on 20 May. The PIPAs recognise excellence among providers of products and services to UK workplace pension schemes and the three key criteria used to adjudicate the awards are performance, innovation and service standards.

P-Solve was named Best DC Investment Provider of the year for its innovative use of segregated custody accounts.

Commenting on the awards Britt Hoffmann-Jones, Managing Director, DC Solutions at P-Solve said: “We are very proud to receive recognition for our hard work on the DC side. These awards are a result of listening and responding to our clients’ changing needs. We first developed our fiduciary management service for DB schemes in 2003, to help clients manage our clients growing governance burden. Following a wave of new regulation and best practice, clients identified similar governance constraints for DC. So, we extended fiduciary management to DC schemes in 2011. Delegating day-to-day investment can help our trustee clients manage their time better – for example, by freeing them up to spend more time on governance and member communication. It is worth remembering that the suitability of a fiduciary approach depends on the trustee board.”

Pension Investment Provider Awards (PIPA) – Best Fiduciary Manager 2015

20 May 2015

P-Solve, part of River and Mercantile Group, is pleased to announce that it won two awards, DC Investment provider and Best Fiduciary Manager 2015 at the Pensions Expert, Pension and Investment Provider Awards (PIPA) held on 20 May. The PIPAs recognise excellence among providers of products and services to UK workplace pension schemes and the three key criteria used to adjudicate the awards are performance, innovation and service standards.

P-Solve was named Best Fiduciary Manager of the year for its expansion into DC and success widening the DC investment opportunity set through ETFs and the ability to use less liquid investments.

Commenting on the awards Britt Hoffmann-Jones, Managing Director, DC Solutions at P-Solve said: “We are very proud to receive recognition for our hard work on the DC side. These awards are a result of listening and responding to our clients’ changing needs. We first developed our fiduciary management service for DB schemes in 2003, to help clients manage our clients growing governance burden. Following a wave of new regulation and best practice, clients identified similar governance constraints for DC. So, we extended fiduciary management to DC schemes in 2011. Delegating day-to-day investment can help our trustee clients manage their time better – for example, by freeing them up to spend more time on governance and member communication. It is worth remembering that the suitability of a fiduciary approach depends on the trustee board.”

Pensions Consultancy of the Year 2017

24 February 2017

P-Solve is pleased to announce that it was awarded Pensions Consultancy of the Year at the Pension Age Awards 2017. The awards, now in their fourth year, aims to reward both the pension schemes and providers across the UK that have proved themselves worthy of recognition during increasingly challenging times.

The award recognises P-Solve’s bold approach to investment consulting since the business’s launch in 2001. This included, last year, the introduction of swaptions strategies for clients, allowing them to “get paid” for making strategic risk management decisions.

The panel of judges stated: “This firm stood out for its proactive approach and its use of innovation in a challenging marketplace. Its clear understanding of the investment hurdles facing its clients and its ability to help these clients, whatever their size, through the investment maze set it apart from the rest.”

Commenting on the award Barbara Saunders, Head of Client Engagement at P-Solve, said: “We are very pleased to have received recognition for the innovative investment solutions we can deliver. We are perhaps better known for being one of the pioneers of fiduciary management, but the investment intel that this gives us is applied equally to clients we advise. Ultimately, we look for the best solutions to our clients’ needs, and with clear explanations, our clients are able to act quickly when required. In turbulent times, opportunities arise, and you need to be fleet of foot to take them. We all know pension schemes need return, and we constantly search for ways to help them earn it.”

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Kevin Hayes

Global Head of Solutions

Kevin is Global Head of Solutions and Group CFO at River and Mercantile. He is an international CFO with 25 years' experience in financial services. Kevin began his career at Ernst & Young and was a Partner in the New York office covering financial services audit and consulting clients.

He moved to Lehman Brothers where he held various roles including: Global Capital Markets Controller, International CFO for Europe and Asia, and Head of Productivity and Process Improvement.

In 2007 Kevin joined Man Group PLC in London as Group CFO and Executive Director on the Group Board. He was also a trustee of the Man Group PLC Pension Plan.

Kevin has degrees in accountancy and law from Victoria University in New Zealand and is a Certified Public Accountant in the US.