This document discusses retirement plan requirements and best practices for plan sponsors. It covers fiduciary responsibilities to engage in prudent processes, select and monitor plan investments and service providers, benchmark fees and provide education to employees. New Department of Labor regulations taking effect in 2012 will require detailed disclosure of fees to plan participants. The impacts will include employees becoming more aware of plan fees, employers seeking less expensive providers, and fee benchmarking becoming standard practice. The document provides checklists and tools to help plan sponsors meet their responsibilities, including comparing plan designs, searching for providers, benchmarking plans, developing investment policies, and monitoring investments.
Shareholders Are Dissatisfied with CEO Compensation and Disclosure--Proxies Are Too Long, Difficult to Read.
Only 38 percent of institutional investors believe that corporate disclosure about executive compensation is clear and easy to understand. “Shareholders want to know that the size, structure, and performance targets used in executive compensation contracts are appropriate,” says Professor David F. Larcker of the Stanford Graduate School of Business. “Our research shows that, across the board, they are dissatisfied with the quality and clarity of the information they receive about compensation in the corporate proxy. Even the largest, most sophisticated investors are unhappy.”
“With new pressure from activist investors and annual ‘Say on Pay’ (SOP) votes, it is more important than ever that companies explain to their shareholder base why the compensation packages they offer are appropriate in size and structure,” says Aaron Boyd, director of Governance Research at Equilar. “Investors are noticing the wide range in quality and clarity among various companies’ proxies. They want companies to communicate and explain, rather than simply disclose,” adds Ron Schneider, director of Corporate Governance Services at RR Donnelley Financial Services. “This represents a significant opportunity for many companies to improve the clarity of their proxies.”
In the fall of 2014, RR Donnelley, Equilar, and the Rock Center for Corporate Governance at Stanford University surveyed 64 asset managers and owners with a combined $17 trillion in assets to understand how institutional investors use the information in corporate proxies.
This is a whitepaper prepared for Members of Congress concerning creating more transparency and accountability in the credit ratings process. It details events related to the Credit Crisis of 2007-2008.
Learn about how to do a qualitative and quantitative analysis to determine the gap in your market for micro and small business financing. Friedman Associates has developed a unique methodology in this area.
The Outsourced Chief Investment Officer Model: One Size Does Not Fit AllCallan
As investors reach for returns in a sometimes bruising market, they are adding private equity, hedge funds,
and other alternatives, leading to increasingly sophisticated—and complicated—portfolio monitoring and
management. Heightened regulatory and compliance requirements have further increased the time and
resources required to meet fiduciary responsibilities. This has led some investors to consider delegating
investment oversight, monitoring, and management duties.
The industry press regularly reports on a large and rapidly growing outsourced chief investment officer
(OCIO) market, and some fund sponsors wonder if this model would serve them better than the traditional consulting model. Funds managed through an OCIO are beholden to the same challenging market environment and regulatory atmosphere, but the burden of balancing these challenges can be largely shifted from the investment committee to the OCIO provider. Some funds find this solution meets their needs.
In the outsourced chief investment officer (OCIO) model (also known as “implemented consulting,”
“discretionary consulting,” or “delegated consulting”), an institution shifts discretionary authority to an
advisory firm to manage some or all of the investment functions typically performed by the investment committee. The precise definition of this model varies as much as the name, making the size and scope of the marketplace difficult to pin down.
The increasing popularity of this model is in part a response to the frustration investment committees
have felt amid a shifting environment in which portfolio management requires more resources. While an OCIO offers an elegant solution, it is not a panacea for all the issues facing institutional investors, and relinquishing all fiduciary oversight is not an option.
In this paper we describe the OCIO market and Callan’s approach, which acknowledges that each investor faces unique challenges that require custom solutions. We offer two case studies and a series of questions that might assist fund sponsors in weighing the appropriateness of the OCIO model for their fund.
Shareholders Are Dissatisfied with CEO Compensation and Disclosure--Proxies Are Too Long, Difficult to Read.
Only 38 percent of institutional investors believe that corporate disclosure about executive compensation is clear and easy to understand. “Shareholders want to know that the size, structure, and performance targets used in executive compensation contracts are appropriate,” says Professor David F. Larcker of the Stanford Graduate School of Business. “Our research shows that, across the board, they are dissatisfied with the quality and clarity of the information they receive about compensation in the corporate proxy. Even the largest, most sophisticated investors are unhappy.”
“With new pressure from activist investors and annual ‘Say on Pay’ (SOP) votes, it is more important than ever that companies explain to their shareholder base why the compensation packages they offer are appropriate in size and structure,” says Aaron Boyd, director of Governance Research at Equilar. “Investors are noticing the wide range in quality and clarity among various companies’ proxies. They want companies to communicate and explain, rather than simply disclose,” adds Ron Schneider, director of Corporate Governance Services at RR Donnelley Financial Services. “This represents a significant opportunity for many companies to improve the clarity of their proxies.”
In the fall of 2014, RR Donnelley, Equilar, and the Rock Center for Corporate Governance at Stanford University surveyed 64 asset managers and owners with a combined $17 trillion in assets to understand how institutional investors use the information in corporate proxies.
This is a whitepaper prepared for Members of Congress concerning creating more transparency and accountability in the credit ratings process. It details events related to the Credit Crisis of 2007-2008.
Learn about how to do a qualitative and quantitative analysis to determine the gap in your market for micro and small business financing. Friedman Associates has developed a unique methodology in this area.
The Outsourced Chief Investment Officer Model: One Size Does Not Fit AllCallan
As investors reach for returns in a sometimes bruising market, they are adding private equity, hedge funds,
and other alternatives, leading to increasingly sophisticated—and complicated—portfolio monitoring and
management. Heightened regulatory and compliance requirements have further increased the time and
resources required to meet fiduciary responsibilities. This has led some investors to consider delegating
investment oversight, monitoring, and management duties.
The industry press regularly reports on a large and rapidly growing outsourced chief investment officer
(OCIO) market, and some fund sponsors wonder if this model would serve them better than the traditional consulting model. Funds managed through an OCIO are beholden to the same challenging market environment and regulatory atmosphere, but the burden of balancing these challenges can be largely shifted from the investment committee to the OCIO provider. Some funds find this solution meets their needs.
In the outsourced chief investment officer (OCIO) model (also known as “implemented consulting,”
“discretionary consulting,” or “delegated consulting”), an institution shifts discretionary authority to an
advisory firm to manage some or all of the investment functions typically performed by the investment committee. The precise definition of this model varies as much as the name, making the size and scope of the marketplace difficult to pin down.
The increasing popularity of this model is in part a response to the frustration investment committees
have felt amid a shifting environment in which portfolio management requires more resources. While an OCIO offers an elegant solution, it is not a panacea for all the issues facing institutional investors, and relinquishing all fiduciary oversight is not an option.
In this paper we describe the OCIO market and Callan’s approach, which acknowledges that each investor faces unique challenges that require custom solutions. We offer two case studies and a series of questions that might assist fund sponsors in weighing the appropriateness of the OCIO model for their fund.
According to results of Callan Associates’ 2013 Risk Management Survey, more than half of fund sponsors (55%) say their risk management tools are effective at mitigating investment risk, but 14% see them as simply a means to improve risk identification and monitoring. One-third of respondents indicated they do not know yet the effectiveness of their risk management tools because they are new and untested in a true market crisis.
The survey found formal risk management processes are most prevalent at large funds. Half of the medium and small funds have adopted a risk management process or are doing so in 2013. Forty-two percent of respondents employ proprietary and/or third-party risk measurement tools, such as software or data services. Usage of third-party tools is most prevalent at public funds, while endowments and foundations more often use in-house (proprietary) tools.
Corporate and public funds are embracing policy-level approaches to risk management more so than endowments and foundations. Public funds have implemented economic regime asset allocations, risk parity, and risk factor-based asset allocations, while corporate funds favor liability-driven investing and funded status-based glide path de-risking.
Strategy-level approaches to mitigate risk are easier to implement than those that alter the fund’s overall investment policy, and Callan observed higher levels of adoption of strategy changes across fund types. Public funds and foundations and endowments are most heavily implementing or considering real assets, opportunistic fixed income, absolute return and long/short equity. Corporate funds are also embracing absolute return, but long duration is the most favored strategy-level approach used to address risk.
Many fund sponsors wrestle with whether or not to tactically manage plan risk. Only 30% of sponsors have made rebalancing decisions based on risk management findings. Of those that have not done so, 82% do not plan to in the future.Public (31%) and large (25%) funds are the most likely to use tactical implementations going forward.
According to the survey, most funds (94%) do not have a formal risk budget, but explicitly address risk management in their plan governance via asset allocation, investment objectives and disciplined rebalancing.
The investment committee is the body most regularly tasked with deciding when to take action based on the findings of risk management tools. The most common actions taken were asset allocation changes (64% of respondents), manager due diligence/search (56%) and increased manager monitoring (52%). Twenty percent of respondents had not yet taken any actions based on risk management findings.
The survey was conducted in November 2012 and includes responses from 53 fund sponsors representing $576 billion in assets.
Can Traditional Active Management Be Saved?Clare Levy
Active managers need to start incorporating the lessons of behavioural science if they have a chance of reversing the flow of assets into passive investment vehicles. Eric Rovick highlights some of the areas of cognitive risk evident in active investment management and provides a managerial and operational framework for addressing them.
The Influential Investor. How UHNW and HNW investor behaviour is redefining p...Scorpio Partnership
The Influential Investor examines the forces that will shape the future of the wealth and investment management industry over the next ten years. The paper delves into the factors that influence UHNW investor behaviour and the ways investors are rethinking their goals for the future. Scorpio Partnership worked alongside the Economist Intelligence Unit and TNS as the recognised specialist on HNW insight
What is a leveraged loan? S&P/LCD's Leveraged Loan Market guide is the definitive explanation of how today's global leveraged finance market works.
The Guide covers the new-issue (primary) market, as well as the secondary, and details defaults/recoveries, among many other topics.
Also in the guide:
Pro rata vs. term/institutional debt
The syndications process
Best efforts vs. underwritten vs. club deal
The loan investor market: prime funds, finance cos., banks, CLOs
Public vs. private
Defaults/default risk
Loss-given-default risk
Sponsors/Private equity shops
Loan credit stats
Pricing, fees, discounts
Mark-to-market
Second-lien loans
Covenant-lite loans
Loan Trading
Derivatives (CDS, TRS)
LIBOR floors
Prepayments
Debtor-in-possession loans
Mike Jones • ProEquities, Inc.
- Bucket investing with risk-managed portfolios by David Varadi, Jerry Wagner, J.D., George Yang, Ph.D. & CFA
- Employment increases set new record
- Referrals fueled by process management (James Franke • Harbour Investments, Inc.)
WHEN Group is a holding company comprised of SG 77, Inc./RNA Ltd, which develops and significantly improves existing cybersecurity solutions in the B2C and B2B marketplace. WHEN Group develops new systems by applying pattern recognition technology based on IOT / mobile / servers and computer activity, analyzing human and device behavior, relationships and BPM (Business Process Management) in order to automatically identify and prevent potential danger to individuals and companies. The B2C Cybersecurity division targets families concerned with external cyber threats and exposures in addition to monitoring a child's behavioral patterns that may alert parents to potential tragedies caused by cyberbullying, pedophiles, other predators, and depression. The B2B Cybersecurity system software development and implementation company is focused on innovative solutions for the constantly evolving cyber challenges of businesses, non-governmental organizations (NGOs) and governmental entities. By deploying a highly experienced development team, RNA Ltd. anticipates both internal and external cyber threats, by identifying behavioral patterns that flag potential cyber compromises.
Open Business Council offers resources, Trade Finance, business advice, SME Finance and a forum and directory for businesses!
http://www.openbusinesscouncil.org/
According to results of Callan Associates’ 2013 Risk Management Survey, more than half of fund sponsors (55%) say their risk management tools are effective at mitigating investment risk, but 14% see them as simply a means to improve risk identification and monitoring. One-third of respondents indicated they do not know yet the effectiveness of their risk management tools because they are new and untested in a true market crisis.
The survey found formal risk management processes are most prevalent at large funds. Half of the medium and small funds have adopted a risk management process or are doing so in 2013. Forty-two percent of respondents employ proprietary and/or third-party risk measurement tools, such as software or data services. Usage of third-party tools is most prevalent at public funds, while endowments and foundations more often use in-house (proprietary) tools.
Corporate and public funds are embracing policy-level approaches to risk management more so than endowments and foundations. Public funds have implemented economic regime asset allocations, risk parity, and risk factor-based asset allocations, while corporate funds favor liability-driven investing and funded status-based glide path de-risking.
Strategy-level approaches to mitigate risk are easier to implement than those that alter the fund’s overall investment policy, and Callan observed higher levels of adoption of strategy changes across fund types. Public funds and foundations and endowments are most heavily implementing or considering real assets, opportunistic fixed income, absolute return and long/short equity. Corporate funds are also embracing absolute return, but long duration is the most favored strategy-level approach used to address risk.
Many fund sponsors wrestle with whether or not to tactically manage plan risk. Only 30% of sponsors have made rebalancing decisions based on risk management findings. Of those that have not done so, 82% do not plan to in the future.Public (31%) and large (25%) funds are the most likely to use tactical implementations going forward.
According to the survey, most funds (94%) do not have a formal risk budget, but explicitly address risk management in their plan governance via asset allocation, investment objectives and disciplined rebalancing.
The investment committee is the body most regularly tasked with deciding when to take action based on the findings of risk management tools. The most common actions taken were asset allocation changes (64% of respondents), manager due diligence/search (56%) and increased manager monitoring (52%). Twenty percent of respondents had not yet taken any actions based on risk management findings.
The survey was conducted in November 2012 and includes responses from 53 fund sponsors representing $576 billion in assets.
Can Traditional Active Management Be Saved?Clare Levy
Active managers need to start incorporating the lessons of behavioural science if they have a chance of reversing the flow of assets into passive investment vehicles. Eric Rovick highlights some of the areas of cognitive risk evident in active investment management and provides a managerial and operational framework for addressing them.
The Influential Investor. How UHNW and HNW investor behaviour is redefining p...Scorpio Partnership
The Influential Investor examines the forces that will shape the future of the wealth and investment management industry over the next ten years. The paper delves into the factors that influence UHNW investor behaviour and the ways investors are rethinking their goals for the future. Scorpio Partnership worked alongside the Economist Intelligence Unit and TNS as the recognised specialist on HNW insight
What is a leveraged loan? S&P/LCD's Leveraged Loan Market guide is the definitive explanation of how today's global leveraged finance market works.
The Guide covers the new-issue (primary) market, as well as the secondary, and details defaults/recoveries, among many other topics.
Also in the guide:
Pro rata vs. term/institutional debt
The syndications process
Best efforts vs. underwritten vs. club deal
The loan investor market: prime funds, finance cos., banks, CLOs
Public vs. private
Defaults/default risk
Loss-given-default risk
Sponsors/Private equity shops
Loan credit stats
Pricing, fees, discounts
Mark-to-market
Second-lien loans
Covenant-lite loans
Loan Trading
Derivatives (CDS, TRS)
LIBOR floors
Prepayments
Debtor-in-possession loans
Mike Jones • ProEquities, Inc.
- Bucket investing with risk-managed portfolios by David Varadi, Jerry Wagner, J.D., George Yang, Ph.D. & CFA
- Employment increases set new record
- Referrals fueled by process management (James Franke • Harbour Investments, Inc.)
WHEN Group is a holding company comprised of SG 77, Inc./RNA Ltd, which develops and significantly improves existing cybersecurity solutions in the B2C and B2B marketplace. WHEN Group develops new systems by applying pattern recognition technology based on IOT / mobile / servers and computer activity, analyzing human and device behavior, relationships and BPM (Business Process Management) in order to automatically identify and prevent potential danger to individuals and companies. The B2C Cybersecurity division targets families concerned with external cyber threats and exposures in addition to monitoring a child's behavioral patterns that may alert parents to potential tragedies caused by cyberbullying, pedophiles, other predators, and depression. The B2B Cybersecurity system software development and implementation company is focused on innovative solutions for the constantly evolving cyber challenges of businesses, non-governmental organizations (NGOs) and governmental entities. By deploying a highly experienced development team, RNA Ltd. anticipates both internal and external cyber threats, by identifying behavioral patterns that flag potential cyber compromises.
Open Business Council offers resources, Trade Finance, business advice, SME Finance and a forum and directory for businesses!
http://www.openbusinesscouncil.org/
3 июля прошел бесплатный вебинар: "Как написать продающее письмо?". Спикер - руководитель проекта в EmailШеф и лектор в Академии Интернет-маркетинга Webpromoexperts, Алёна Мельон.
Roger Montgomery, founder and chief investment officer at Montgomery Investment Management, shares his key investment insights and opportunities for the year ahead.
The structure of retirement plan investment menus continues to evolve, from "more choice is better" to "less is more". Many fiduciaries initially sought protection under ERISA §404(c) by offering a wide array of investment choices to their participants, but participants found themselves overwhelmed by the task of evaluating and selecting from amongst so many managers. Plan sponsors soon realized that less could be more, and built menus that offered a few fixed income options and a diverse set of a dozen or more stock funds, but in the bear market of 2008, many of those plans saw similar declines across their investment menu.
With an increasing number of plans utilizing automatic enrollment and QDIA, just providing adequate choice is no longer enough. Fiduciaries are again asking, what does an effective investment menu look like? In this presentation, we cover:
Incorporating the science of behavioral finance into your investment menu design;
Selecting appropriate asset classes;
Whether a tiered structure could be right for your plan;
Passive versus active investment options;
Options for low risk investments; and
When to use target date funds.
401(k) Advisors service model starts with a Fiduciary Fitness program, Including a Fiduciary Investment and plan review and providor benchmarking analysis. Our RFP and provider search process is second to none where we gather over 300 data points on each provider and provide a detailed breakdown of Fees, Fund performance, and service. Our propriatery investment scorecard system takes in to account, Investment style, risk, peer group ranking, and qualitative analysis to help plan sponsors provide the necessary investment due dilligence to satisfy their fiduciary compliance obligations.
Times are changing and retirement plan documents and plans need to change with the times. We will be reviewing current and effective plan design strategies to enhance the retirement readiness of your employees and review best practices for plan compliance.
Now that fee disclosures are being delivered to employers and participants each year, how do you fulfill your fiduciary duty to determine the reasonableness of plan fees and communicate the information to employees?
An effective way is with a documented fee review process. Check out our presentation from a recent learning symposium for plan fiduciaries.
What's New with Corporate Retirement Plans? More Than You ThinkSkoda Minotti
This presentation discusses the rapidly changing (and litigious) landscape of corporate retirement plans and the best practices top companies are implementing to maintain a quality benefit offering, reduce risk exposures, and retain top talent.
In this session, we will provide a practical understanding of nonprofit deferred compensation (457 and 409a) plans. We will address the legal, tax, investment and practical administrative nuances to keep your plans operating properly, simply, and with minimal time and expense.
A new Accenture report identifies four key areas of focus for wealth and asset management firms to employ that are vital to attracting, engaging and retaining Generation D investors:
• Customer analytics.
• Self-directed tools.
• Community connections.
• Gamification.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Premium MEAN Stack Development Solutions for Modern Businesses
2012 plan sponsor presentation l0212240551 exp0213 all states dc gu mp pr vi final copy
1. Retirement Plans:
The Changing Landscape
What Do I Need To Know?
For Plan Sponsor Use Only. Not For Use With Participants or the Public.
L0212240551[exp0213][All States][DC,GU,MP,PR,VI]
2. Background
ERISA Requires Plan Fiduciaries to
Engage in a Prudent Process.
3. Selecting Service Providers
4. Monitoring Plan Investments
5. Benchmarking Fees and Expenses
6. Employee Education
2
3. Disclosure Needed
Do Employees Really Know What They Are Paying?
– AARP Survey (February 2011):
• 71% of participants – incorrectly said they do
not pay fees
• 6% of participants – said they do not know whether
they paid expenses or fees
Source: AARP Survey: 401(k) Participant’s Awareness and Understanding of Fees, February, 2011
3
4. 408(b)(2) – The New Rule
DOL Final Regulations – Effective July 2012
• Written agreement detailing services
• Statement of fiduciary status to the plan
• Disclosure of fees applied against participant accounts
• Disclosure of categories of fees
• Disclosure of provider compensation
Employer Impact?
4
5. Impact
• Employees Will Become More Aware of Plan Fees And
Expenses
• Employers Will Seek Less Expensive Service Providers
• Fee Benchmarking May Become Standard Practice
• Disclosure Requirements Will Foster Greater Competition
Between Service Providers
5
6. Fiduciary Checklist
Have you acted as a “prudent man” would act when carrying out
1.
your investment responsibilities?
Are you providing an investment menu with a diversified
2. selection of risk/return characteristics?
3. Has sufficient due diligence been used in the ongoing
selection of investment options in your plan?
4. Do you have a written Investment Policy Statement (IPS), and
are you following it?
Have you supplied participants with the investment information
5.
and education needed for them to make informed investment
decisions? 6
7. Meeting My Responsibility
• Establishing a Prudent Process:
– Create a Retirement Plan File
– Document the Decisions
– Monitor the Plan
7
16. Clients Are Seeking Adviser Support
PLAN SALES BREAKDOWN (<$50M MARKET) What aspects of the plan
9% Banks/other
do plan sponsors consider
26%
Direct
9% RIAs
confusing to employees?
12% Financial planners
• The top 3
13% Wirehouses
– 80%: Where to
invest/which funds to use
16% Benefit consultants/TPAs – 55%: How much to save
74% Intermediary for retirement
17% Regional broker/dealers
– 30%: Financial planning
25% Insurance brokers
<$50M market Intermediary market
Source: Brightworks Partners; Deloitte 401(k) Benchmarking Survey, 2008.
Reprinted with Permission from Putnam Investments. All rights reserved.
16
17. Let Us Help You With:
• Plan Design
• Plan Benchmarking
• Product Due Diligence
• Fund Analysis/Investment Monitoring (IPS)
• Investment Education
• Employee Enrollment and Education
• Ongoing Service Delivery
Meeting Your Responsibility
17
19. Disclosures
Disclosures
MetLife Pension Resource Center tools are provided by third parties, PLANSPONSOR Pathfinder and Fiduciary Investment Reporting Manager by Center for
Fiduciary Management, LLC who are not affiliated with MetLife.
Provider Search Reports is provided by third party PLANSPONSOR Pathfinder:
PLANSPONSOR Pathfinder is an analytical tool, the results of which are intended for informational purposes only. The information (results and reports)
produced by this tool is/are reliant upon a multitude of subjective data elements which are controlled by independent sources other than Asset International, Inc.
(the provider of the PLANSPONSOR Pathfinder tool, hereafter to be referred to as AI), and the Financial Advisor, and are subject to change. Examples of
independent informational sources include (but are not limited to) industry vendors populating an industry database; Conditions and criteria specified by the
client and/or a paid Financial Advisor. AI does not guarantee the accuracy of results generated by the PLANSPONSOR Pathfinder tool. Furthermore, the results
do not constitute recommendations or advice. AI is not responsible for any losses resulting from the reliance upon the results produced by PLANSPONSOR
Pathfinder as well as any information provided to the client by a Financial Advisor. Asset International, Inc., the provider of PLANSPONSOR Pathfinder, is an
independent organization and not affiliated with MetLife.
Pathfinder Provider Scores
Providers provide a great deal of information to the Pathfinder database regarding their capabilities and services. Questions within the database that can be
quantified have an automated scoring applied and have specific scoring algorithms associated with them. The scoring methodology takes into account the
response(s) chosen and the market segment for which the response applies.
The scores provided by the Pathfinder methodology may be helpful in reviewing general information about the providers but are not meant to imply a “best”
provider and so they should not be used as the only factor in making the selection of the most appropriate provider for your plan. Other factors that may be
considered in choosing a provider may include information submitted in your plan's pricing proposal and information sent by the provider specific to your plan,
past and present experience with the provider by you or your Advisor, survey information regarding customer satisfaction, the provider's experience with plans
like yours, and information gained through finalist presentations.
The Provider analysis conducted by the Plan Sponsor/Pathfinder tool represents the results of the scoring methodology. The scoring does not apply any
consideration to the products or services provided by MetLife or its affiliates. This report only shows the products and services of companies that have selling
agreements with MetLife.
MetLife is not endorsing or recommending any Providers listed. MetLife does not guarantee the accuracy of results generated by the PLANSPONSOR
Pathfinder tool. Not all Provider alternatives are displayed. MetLife does not independently verify the data contained in the PLANSPONSOR Pathfinder tool.
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