This two-day event provides essential skills training for new pension committee members. The workshop will examine key governance objectives and fiduciary duties, challenges of becoming an effective trustee, pension plan regulations and legislation, overseeing investment strategies, and techniques for fund management. Speakers will include experts from organizations such as Lawson Lundell LLP, Hewitt Associates, RBC Dexia Investor Services Trust, and the Financial Institutions Commission of British Columbia. Attendees will include trustees and members of corporate pension committees seeking to develop their skills for overseeing pension plans.
This document provides information about an upcoming conference on Canadian workplace pensions on September 29-30, 2015 in Toronto. The conference will discuss topics such as pension reform, plan governance, de-risking strategies, and communication with pension plan members. It lists the conference speakers and schedule. Attendees can earn continuing professional development hours for legal societies. The document encourages registering for the conference and offers various pricing options.
The document summarizes a conference on charities and social investment held on September 8, 2016. It includes summaries of presentations on the Charities (Protection and Social Investment) Act 2016, trustee duties regarding social investment, and Charity Commission guidance. The Act introduces a statutory power for charities to make social investments that further their purposes and provide financial returns. Presenters discussed how the new power can be used for mixed-motive investments and provided an example. Trustee duties related to social investments and restrictions on the power were also examined.
The document discusses assessing corporate culture at the subsidiary level. It begins by outlining two key questions for boards to consider: 1) Where do we want to get to in terms of culture? And 2) How can we be sure the desired culture is taking shape? It then discusses extending these questions to consider culture at the subsidiary level, noting that the context is different but the basic steps are the same. These include reaching consensus on cultural goals, understanding management's role, building evidence of culture, and directly assessing culture through site visits and other indicators. The document aims to provide boards with a framework for overseeing and ensuring proper corporate culture, especially at the subsidiary level.
The document summarizes key findings from an OECD survey of 88 companies regarding corporate integrity policies and culture. Some of the main points from the 3-sentence summary are:
- 80% of boards were strongly involved in designing and implementing integrity policies, while 20% reported budget increases of 25-50% for these policies over 5 years.
- 60% viewed integrity policies as an investment rather than an expense, and almost two-thirds had oversight of these policies delegated to a specific committee like audit or compliance.
- Two-thirds of boards or senior management had severed relationships with business partners or revised projects due to risks of misconduct, though less than half of boards had received in-person training on the
- Super Trustee Limited (STL) has two executive directors, Greg and Mike, with Greg being a New Zealand resident. There are currently no non-executive directors.
- STL adopts the definition of director independence from the Institute of Directors in New Zealand.
- STL's board composition aims to comply with regulatory requirements regarding the balance of executive, non-executive, and independent directors. Additional non-executive directors may be required due to the nature of the business.
- STL has policies and procedures in place for managing conflicts of interest, assessing board and individual director performance, and engaging external auditors. The trustee business is also operationally separated from other businesses.
The document discusses several key corporate governance issues and developments in Australia:
1. It provides an overview of the Australian market, noting its large listed market capitalization and regulation by bodies like ASIC and APRA. Good governance is important and can impact share prices and access to capital.
2. Current big issues include risk management, especially of ESG risks, regulation and regulator effectiveness, board composition and diversity, and superannuation governance.
3. The document then examines these issues in more depth, highlighting the importance of overseeing ESG risks, concerns about regulator performance, the need for greater board diversity, and calls for superannuation governance reform.
“The people’s welfare can best be secured by institutions organized by the people themselves, because these institutions are most likely to possess the characteristics that appeal to the people and therefore the stability to perpetuate their services”-
Alphonse Desjardins
New Brunswick is seeing the emergence of mergers, consolidations and shared service delivery amongst housing providers in order to balance budgets, improve
services and ensure viability over time. Learn the step-by-step process by which these groups have developed these partnerships and how they are working today.
This document provides information about an upcoming conference on Canadian workplace pensions on September 29-30, 2015 in Toronto. The conference will discuss topics such as pension reform, plan governance, de-risking strategies, and communication with pension plan members. It lists the conference speakers and schedule. Attendees can earn continuing professional development hours for legal societies. The document encourages registering for the conference and offers various pricing options.
The document summarizes a conference on charities and social investment held on September 8, 2016. It includes summaries of presentations on the Charities (Protection and Social Investment) Act 2016, trustee duties regarding social investment, and Charity Commission guidance. The Act introduces a statutory power for charities to make social investments that further their purposes and provide financial returns. Presenters discussed how the new power can be used for mixed-motive investments and provided an example. Trustee duties related to social investments and restrictions on the power were also examined.
The document discusses assessing corporate culture at the subsidiary level. It begins by outlining two key questions for boards to consider: 1) Where do we want to get to in terms of culture? And 2) How can we be sure the desired culture is taking shape? It then discusses extending these questions to consider culture at the subsidiary level, noting that the context is different but the basic steps are the same. These include reaching consensus on cultural goals, understanding management's role, building evidence of culture, and directly assessing culture through site visits and other indicators. The document aims to provide boards with a framework for overseeing and ensuring proper corporate culture, especially at the subsidiary level.
The document summarizes key findings from an OECD survey of 88 companies regarding corporate integrity policies and culture. Some of the main points from the 3-sentence summary are:
- 80% of boards were strongly involved in designing and implementing integrity policies, while 20% reported budget increases of 25-50% for these policies over 5 years.
- 60% viewed integrity policies as an investment rather than an expense, and almost two-thirds had oversight of these policies delegated to a specific committee like audit or compliance.
- Two-thirds of boards or senior management had severed relationships with business partners or revised projects due to risks of misconduct, though less than half of boards had received in-person training on the
- Super Trustee Limited (STL) has two executive directors, Greg and Mike, with Greg being a New Zealand resident. There are currently no non-executive directors.
- STL adopts the definition of director independence from the Institute of Directors in New Zealand.
- STL's board composition aims to comply with regulatory requirements regarding the balance of executive, non-executive, and independent directors. Additional non-executive directors may be required due to the nature of the business.
- STL has policies and procedures in place for managing conflicts of interest, assessing board and individual director performance, and engaging external auditors. The trustee business is also operationally separated from other businesses.
The document discusses several key corporate governance issues and developments in Australia:
1. It provides an overview of the Australian market, noting its large listed market capitalization and regulation by bodies like ASIC and APRA. Good governance is important and can impact share prices and access to capital.
2. Current big issues include risk management, especially of ESG risks, regulation and regulator effectiveness, board composition and diversity, and superannuation governance.
3. The document then examines these issues in more depth, highlighting the importance of overseeing ESG risks, concerns about regulator performance, the need for greater board diversity, and calls for superannuation governance reform.
“The people’s welfare can best be secured by institutions organized by the people themselves, because these institutions are most likely to possess the characteristics that appeal to the people and therefore the stability to perpetuate their services”-
Alphonse Desjardins
New Brunswick is seeing the emergence of mergers, consolidations and shared service delivery amongst housing providers in order to balance budgets, improve
services and ensure viability over time. Learn the step-by-step process by which these groups have developed these partnerships and how they are working today.
The document discusses establishing a chapter of The Indus Entrepreneurs (TiE) in Hong Kong, including an overview of TiE as a global non-profit focused on entrepreneurship, details on why Hong Kong would benefit from a TiE chapter given its growing economy and business environment, and next steps for forming a chapter such as obtaining approval from the TiE Global Board of Trustees and planning a launch event.
The Thomson Directories Pension Fund was named the Small Scheme of the Year. It is a defined benefit scheme with 600 active members and assets of €31m. The scheme effectively communicates with members through innovative methods like an intranet site and targeted email campaigns to promote membership growth of over 52% in three years. Personal contact, regional visits, and emphasis on the value of benefits have helped increase appreciation of the scheme.
Draft investment club strategic plan by ojijoOjijo P
The document provides an overview of strategic planning for an investment club. It discusses what a strategic plan is and its importance. It outlines the typical sections of a strategic plan, including the organizational profile, business activities/goals/objectives, situational analysis, operational plan, performance measurement, financial plan, and growth/exit plan. Examples are given for setting objectives and mapping out activities, outputs, and outcomes to achieve the objectives over short, medium, and long term timeframes. The strategic plan provides guidance on how to achieve the club's goals and measure performance.
The reason for saving, challenges of saving money. Funds mobilization is one of the challenges in a co-operative society. Security of savings in a co-operative society is paramount.
Delinquency control & capital build up for cooperativesefferson ramirez
The document discusses strategies for controlling delinquency and building capital in cooperatives. It outlines common reasons for borrowing and delinquency, such as sickness, job loss, or natural disasters. To minimize delinquency, cooperatives should provide continuous education to members on cooperative principles and financial responsibilities. They should also properly evaluate loan applications. Some strategies for capital build up include cooperative education, raffle draws tied to share purchases, annual dues, and voluntary savings programs like door-to-door collections or salary deductions. Maintaining sufficient capital is important for cooperatives to provide services to members and remain self-financed enterprises.
Success Factors for Cooperative Operationsjo bitonio
This document discusses the fundamental objectives and principles of cooperatives. It outlines three main objectives: (1) to provide more economical and efficient services to members, (2) to distribute savings (surplus) based on patronage rather than capital contributions, and (3) to place control in the hands of member-patrons. It then examines several cooperative principles in more depth, including democratic control by members, limited returns on share capital, and service at cost. Key points covered include member voting rights, distribution of surplus funds, and ensuring cooperatives are controlled by and serve the interests of users rather than investors.
CSR-friendly tax policy: Unlocking value and aligning interestsWayne Dunn
Alignment of tax policy and CSR can facilitate greater societal impacts from business investment and operations
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Upholding Accountability and Integrity In Cooperatives Through Policies and ...jo bitonio
Upholding accountability and integrity in cooperatives requires establishing clear policies and decision-making structures. The document discusses the importance of having a cooperative code of governance and ethical standards to guide behavior. It also emphasizes revamping organizational culture to promote accountability, such as setting goals, monitoring performance, and leading by example. Establishing committees and training programs can help enforce policies and allocate responsibilities to strengthen accountability in cooperatives.
Expected Changes in Overtime Laws, Advice for CPAsBrandi McKay
July 2016 proposed overtime laws will effect small and large business owners. Advising business owners before these laws go into effect will be the key to avoiding future DOL audits.
Plenary 3: Ensuring effective partnerships between trustees and senior manage...walescva
This document discusses ensuring effective partnerships between boards of trustees/directors and organizational managers. It provides an overview of governance structures and then summarizes the approach at Wales Millennium Centre, which is seen as exemplary. At WMC, the board of trustees sets overall strategic direction while committees oversee specific areas like audit/risk and finances. Management implements operations while being accountable to the board. Regular reporting and open communication helps maintain a productive balance between governance and management.
The document discusses the role and operations of the Development Bank of Southern Africa (DBSA). It provides details on:
1) The DBSA's establishment, mandate, funding sources, assets, and international credit ratings. Its mandate is to provide financing and expertise for infrastructure development in South Africa and Southern African Development Community countries.
2) The DBSA's vision, mission and triple role as advisor, partner and financier to maximize its development impact through financing, expertise and partnerships.
3) The DBSA's lending and investment activities, including its focus on municipal development, black economic empowerment initiatives and critical infrastructure projects in South Africa and the region.
4) The challenges of balancing development goals with
Get to know what I do (Group Benefits/Group Investments)Kevin Green
I have uploaded this presentation to give business owners a better understanding of how we work with them on group benefits and group investments. It explains our added-value approach - implementing the plan plus working with employees on their personal financial planning needs. Enjoy!
The document discusses the Power of PESOS, which is a framework that uses 5 key ratios - Portfolio quality, Efficiency, Stability, Operations, and Structure of assets - to assess the financial performance and risk management of cooperatives. It defines each ratio and what it measures. The framework helps management identify issues, focus areas for intervention, and can be used as a supervisory/regulatory tool. Regularly monitoring PESOS ratios can help cooperatives develop action plans like increasing provisions for loan losses, improving expense management, and increasing allocations to reserve funds.
A family office is an entity that provides complex financial and advisory services to support a specific family group. It integrates services like investment management, tax planning, estate planning, asset protection, and personal services. Family offices can be structured as single-family offices serving one family or multi-family offices serving multiple families. They provide a comprehensive set of services and help families achieve their financial, philanthropic, and wealth transfer goals over multiple generations. Real estate is a common direct investment for family offices, either through individual projects or real estate funds.
The document provides an overview of key financial management concepts for cooperatives, including cost of capital, capital budgeting techniques, and relevant costing. It defines cost of capital as the minimum return required to justify an investment. Capital budgeting techniques include non-discounting methods like payback period and accounting rate of return, as well as discounting methods like net present value and internal rate of return. Relevant costing involves identifying differential costs that differ between alternatives to determine the most cost-effective option. Examples are provided to illustrate weighted average cost of capital calculation, capital budgeting analysis, and relevant costs analysis for make-or-buy and product line decisions.
Corporate Finance Basics for Directors and ShareholdersMercer Capital
The purpose of the presentation is to provide directors and shareholders with a conceptual framework and vocabulary to help contribute to answering the three fundamental questions.
This document discusses the evolution of board compensation structures from past to present to future. Historically, boards were primarily compensated with salaries, but this structure failed to properly incentivize directors to increase shareholder value. Currently, most boards receive an equity-based compensation of stocks or stock options in addition to salary. However, this can make boards risk-averse. In the future, some propose paying directors bonuses tied to stock performance relative to industry peers as a "pay for performance" structure. However, this may incentivize short-term thinking. The author proposes a hybrid structure with performance bonuses for all directors to balance short and long-term incentives.
The document summarizes the state of the qualified retirement plan space in mid-2010. It discusses that markets have been volatile but not truly down for the year. Legislative changes have increased oversight and fee disclosure requirements. Plan designs are seeing more automatic enrollment and Roth options. The remainder provides case studies on situations involving a participant's market timing, the impact of suspending safe harbor contributions, and implementing a carve-out plan design. It encourages analyzing plans for customization and fiduciary support.
This document provides information on the consultancy services offered by KD's Enterprize Consultancy Services. It discusses various services such as pension plan management, financial planning and counselling, document preparation, and metal works. The company assists with tasks like drafting investment policies, administering pension plans, advising trustees, and providing financial advice. It also discusses welding and metal fabrication services offered through an associate. The document aims to outline the full range of services available to clients.
This document provides information about an upcoming conference on February 15th, 2017 in Vancouver, BC titled "Essential Tasks of Pension and Benefit Plan Trustees". The conference will provide trustees with information and tools to successfully fulfill their duties and help create sustainable pension and benefit plans. Speakers will discuss topics such as legal responsibilities of trustees, recent legal changes, best practices for funding benefit plans, converting defined contribution plans to target benefit plans, and emerging issues. The conference is aimed at pension and benefit plan trustees, advisors, actuaries, and insurance professionals.
The document discusses establishing a chapter of The Indus Entrepreneurs (TiE) in Hong Kong, including an overview of TiE as a global non-profit focused on entrepreneurship, details on why Hong Kong would benefit from a TiE chapter given its growing economy and business environment, and next steps for forming a chapter such as obtaining approval from the TiE Global Board of Trustees and planning a launch event.
The Thomson Directories Pension Fund was named the Small Scheme of the Year. It is a defined benefit scheme with 600 active members and assets of €31m. The scheme effectively communicates with members through innovative methods like an intranet site and targeted email campaigns to promote membership growth of over 52% in three years. Personal contact, regional visits, and emphasis on the value of benefits have helped increase appreciation of the scheme.
Draft investment club strategic plan by ojijoOjijo P
The document provides an overview of strategic planning for an investment club. It discusses what a strategic plan is and its importance. It outlines the typical sections of a strategic plan, including the organizational profile, business activities/goals/objectives, situational analysis, operational plan, performance measurement, financial plan, and growth/exit plan. Examples are given for setting objectives and mapping out activities, outputs, and outcomes to achieve the objectives over short, medium, and long term timeframes. The strategic plan provides guidance on how to achieve the club's goals and measure performance.
The reason for saving, challenges of saving money. Funds mobilization is one of the challenges in a co-operative society. Security of savings in a co-operative society is paramount.
Delinquency control & capital build up for cooperativesefferson ramirez
The document discusses strategies for controlling delinquency and building capital in cooperatives. It outlines common reasons for borrowing and delinquency, such as sickness, job loss, or natural disasters. To minimize delinquency, cooperatives should provide continuous education to members on cooperative principles and financial responsibilities. They should also properly evaluate loan applications. Some strategies for capital build up include cooperative education, raffle draws tied to share purchases, annual dues, and voluntary savings programs like door-to-door collections or salary deductions. Maintaining sufficient capital is important for cooperatives to provide services to members and remain self-financed enterprises.
Success Factors for Cooperative Operationsjo bitonio
This document discusses the fundamental objectives and principles of cooperatives. It outlines three main objectives: (1) to provide more economical and efficient services to members, (2) to distribute savings (surplus) based on patronage rather than capital contributions, and (3) to place control in the hands of member-patrons. It then examines several cooperative principles in more depth, including democratic control by members, limited returns on share capital, and service at cost. Key points covered include member voting rights, distribution of surplus funds, and ensuring cooperatives are controlled by and serve the interests of users rather than investors.
CSR-friendly tax policy: Unlocking value and aligning interestsWayne Dunn
Alignment of tax policy and CSR can facilitate greater societal impacts from business investment and operations
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Upholding Accountability and Integrity In Cooperatives Through Policies and ...jo bitonio
Upholding accountability and integrity in cooperatives requires establishing clear policies and decision-making structures. The document discusses the importance of having a cooperative code of governance and ethical standards to guide behavior. It also emphasizes revamping organizational culture to promote accountability, such as setting goals, monitoring performance, and leading by example. Establishing committees and training programs can help enforce policies and allocate responsibilities to strengthen accountability in cooperatives.
Expected Changes in Overtime Laws, Advice for CPAsBrandi McKay
July 2016 proposed overtime laws will effect small and large business owners. Advising business owners before these laws go into effect will be the key to avoiding future DOL audits.
Plenary 3: Ensuring effective partnerships between trustees and senior manage...walescva
This document discusses ensuring effective partnerships between boards of trustees/directors and organizational managers. It provides an overview of governance structures and then summarizes the approach at Wales Millennium Centre, which is seen as exemplary. At WMC, the board of trustees sets overall strategic direction while committees oversee specific areas like audit/risk and finances. Management implements operations while being accountable to the board. Regular reporting and open communication helps maintain a productive balance between governance and management.
The document discusses the role and operations of the Development Bank of Southern Africa (DBSA). It provides details on:
1) The DBSA's establishment, mandate, funding sources, assets, and international credit ratings. Its mandate is to provide financing and expertise for infrastructure development in South Africa and Southern African Development Community countries.
2) The DBSA's vision, mission and triple role as advisor, partner and financier to maximize its development impact through financing, expertise and partnerships.
3) The DBSA's lending and investment activities, including its focus on municipal development, black economic empowerment initiatives and critical infrastructure projects in South Africa and the region.
4) The challenges of balancing development goals with
Get to know what I do (Group Benefits/Group Investments)Kevin Green
I have uploaded this presentation to give business owners a better understanding of how we work with them on group benefits and group investments. It explains our added-value approach - implementing the plan plus working with employees on their personal financial planning needs. Enjoy!
The document discusses the Power of PESOS, which is a framework that uses 5 key ratios - Portfolio quality, Efficiency, Stability, Operations, and Structure of assets - to assess the financial performance and risk management of cooperatives. It defines each ratio and what it measures. The framework helps management identify issues, focus areas for intervention, and can be used as a supervisory/regulatory tool. Regularly monitoring PESOS ratios can help cooperatives develop action plans like increasing provisions for loan losses, improving expense management, and increasing allocations to reserve funds.
A family office is an entity that provides complex financial and advisory services to support a specific family group. It integrates services like investment management, tax planning, estate planning, asset protection, and personal services. Family offices can be structured as single-family offices serving one family or multi-family offices serving multiple families. They provide a comprehensive set of services and help families achieve their financial, philanthropic, and wealth transfer goals over multiple generations. Real estate is a common direct investment for family offices, either through individual projects or real estate funds.
The document provides an overview of key financial management concepts for cooperatives, including cost of capital, capital budgeting techniques, and relevant costing. It defines cost of capital as the minimum return required to justify an investment. Capital budgeting techniques include non-discounting methods like payback period and accounting rate of return, as well as discounting methods like net present value and internal rate of return. Relevant costing involves identifying differential costs that differ between alternatives to determine the most cost-effective option. Examples are provided to illustrate weighted average cost of capital calculation, capital budgeting analysis, and relevant costs analysis for make-or-buy and product line decisions.
Corporate Finance Basics for Directors and ShareholdersMercer Capital
The purpose of the presentation is to provide directors and shareholders with a conceptual framework and vocabulary to help contribute to answering the three fundamental questions.
This document discusses the evolution of board compensation structures from past to present to future. Historically, boards were primarily compensated with salaries, but this structure failed to properly incentivize directors to increase shareholder value. Currently, most boards receive an equity-based compensation of stocks or stock options in addition to salary. However, this can make boards risk-averse. In the future, some propose paying directors bonuses tied to stock performance relative to industry peers as a "pay for performance" structure. However, this may incentivize short-term thinking. The author proposes a hybrid structure with performance bonuses for all directors to balance short and long-term incentives.
The document summarizes the state of the qualified retirement plan space in mid-2010. It discusses that markets have been volatile but not truly down for the year. Legislative changes have increased oversight and fee disclosure requirements. Plan designs are seeing more automatic enrollment and Roth options. The remainder provides case studies on situations involving a participant's market timing, the impact of suspending safe harbor contributions, and implementing a carve-out plan design. It encourages analyzing plans for customization and fiduciary support.
This document provides information on the consultancy services offered by KD's Enterprize Consultancy Services. It discusses various services such as pension plan management, financial planning and counselling, document preparation, and metal works. The company assists with tasks like drafting investment policies, administering pension plans, advising trustees, and providing financial advice. It also discusses welding and metal fabrication services offered through an associate. The document aims to outline the full range of services available to clients.
This document provides information about an upcoming conference on February 15th, 2017 in Vancouver, BC titled "Essential Tasks of Pension and Benefit Plan Trustees". The conference will provide trustees with information and tools to successfully fulfill their duties and help create sustainable pension and benefit plans. Speakers will discuss topics such as legal responsibilities of trustees, recent legal changes, best practices for funding benefit plans, converting defined contribution plans to target benefit plans, and emerging issues. The conference is aimed at pension and benefit plan trustees, advisors, actuaries, and insurance professionals.
Dealing With tPR's New Scheme Funding CodeRedington
This document summarizes a presentation on the Pension Regulator's new defined benefit pension scheme funding code. The presentation discusses the key changes in the new code, including a greater focus on balancing the needs of pension schemes and employers through an integrated approach to managing funding, investment and covenant risks. It emphasizes the importance of collaboration between trustees and employers to develop appropriate funding plans given the covenant strength of the sponsoring employer.
This document summarizes a presentation on fiduciary compliance for retirement plan sponsors. It discusses the fiduciary duties plan sponsors have under ERISA, including the duties of loyalty, prudence, monitoring investments and expenses. It outlines the new Department of Labor fiduciary rule and how it expands the definition of a fiduciary. The presentation reviews recent fiduciary litigation involving 401(k) and 403(b) plans and recommends best practices for plan sponsors, including establishing an oversight committee, using an investment advisor acknowledged as a fiduciary, creating an investment policy statement, and obtaining fiduciary insurance.
- Alison Readman is a chartered secretary with over 30 years of experience advising boards of high-profile organizations and working in financial services, health regulation, and property sectors.
- She currently serves as Deputy Secretary of Coventry Building Society, the third largest building society in the UK, where she ensures statutory compliance and provides governance support.
- Prior to this role, she held interim head of governance positions and served as Company Secretary for Calthorpe Estates, a property development firm, establishing stand-alone secretarial functions and handling over 20 funding transactions.
This document discusses international standards and practices around corporate transparency. It covers topics like the OECD principles of corporate governance, integrated reporting frameworks, EU directives on transparency, the Dodd-Frank Act, and the Extractive Industries Transparency Initiative. It also discusses transparency initiatives around anti-money laundering, corporate governance, government transparency, and codes of conduct.
AgeWage response to DWP consultation on Trustee skills (3).pdfHenry Tapper
The document discusses several issues related to pension trustee skills, capability, and culture in the UK. It addresses questions about trustee knowledge standards, whether trustees currently meet expectations, barriers to improving capability, investing in a broad range of opportunities, consolidating schemes, registering trustees, accreditation requirements, defining professional trustees, investment decision support, the impact of legal advice on decisions, exercising fiduciary duties, seeking best returns, and balancing returns, costs and services. The responses indicate that while trustee standards are generally high, the proliferation of schemes limits their ability to improve member outcomes. Barriers include a lack of time and incentives that prioritize compliance over diversity of voices and investing more broadly.
In House Market Seminar 27 Jul10 Improvements To In House Practice Since The ...philliplhunter
With the in-house legal recruitment market improving Naiman Clarke recently held a seminar addressing the Improvements to In-house Practice since the GFC. This seminar addressed a variety of matters; CLE and career development, what qualities and attributes create a suitable in-house counsel, changes in legislation and regulation and their impact, lessons learnt from working with reduced capital and head count.
Pensions Age 2024 DC roundtable discussionHenry Tapper
The panel of DC experts discussed several topics regarding the future of DC pensions in the UK. On lifetime pension pots, the panel recognized potential benefits of simplicity for members but raised concerns about costs, risks of mis-selling, and potential employer disengagement. Regarding productive finance, the panel agreed on the importance of diversification but had reservations about costs, lack of suitability of some illiquid assets for DC members, and governance challenges. The panel emphasized trustees' duties to act in members' best interests above government guidance.
The document discusses the various roles involved in managing a retirement fund, including administrators, actuaries, benefit consultants, investment consultants, investment managers, insurers, and auditors. It notes that the board of trustees is fully responsible for appointing these roles and overseeing the fund. However, given the complexity of funds, legislation, and investment options, an independent consultant is needed to coordinate activities, provide unbiased advice to the board, simplify choices, and guide the fund in line with best practices and legislation. The independent consultant plays an important role in navigating conflicts of interest and complexity without being controlled by other stakeholders.
ERISA Fiduciary Issues: A Guide for AdvisorsBroadridge
The role, expectations and legal requirements for ERISA fiduciary advisors is changing. Plan sponsors are increasingly looking to retirement plan advisors for guidance. This brings potential business opportunities but also more regulatory scrutiny. This paper provides advisors with guidelines to understand the plan sponsor role as fiduciaries and the steps to take to avoid breaching their duties.
This document discusses four steps for successful retirement plan management:
1) Build a strong plan foundation with purposeful design features like automatic enrollment and escalation.
2) Deliver outcomes-based education and advice to participants through targeted communications.
3) Take a comprehensive view of fees to balance efficiency and value in supporting positive participant outcomes.
4) Follow fiduciary and compliance best practices, such as satisfying ERISA standards, even for non-ERISA plans.
SEI is a leading provider of integrated asset and retirement solutions serving about 8,200 clients, including banks, trust institutions, wealth management organizations, independent investment advisors, retirement plan sponsors, corporations, non-profit orgs, investment managers, hedge fund managers, and high-net-worth families. SEI administers $751 billion in mutual fund and pooled assets ($281 billion in assets under management and $470 billion in client’s assets under administration).
Entrepreneurship 101: The Role of Boards, Advisory Panels, and Service ProvidersMaRS Discovery District
This presentation by lawyers from Heenan Blaikie LLP looks at the start-up and administration of a business through a corporation with a focus on the efficient use of professional service providers, the management of the corporation through a board of directors and the relationships among shareholders of the corporation.
Speakers: James McDermott and Andrea Safer, Heenan Blaikie
You can download an audio presentation by going to:
http://www.marsdd.com/portals/mars/events/videoarchive
http://www.marsdd.com/ent101
Click on the March 27, 2007 event.
This document provides information about training programs delivered by Doran Scott Williams (DSW) to help financial professionals understand the recent changes to UK pension laws introduced in 2015. It summarizes DSW's qualifications and experience in developing pensions training. It then outlines several training programs DSW offers on pension freedoms, including webinars, workshops, and certification courses. It describes the goals and content of the programs to enhance understanding of the legislative changes and their practical application when advising clients. The document emphasizes that DSW's programs help financial professionals confidently assist their clients and meet regulatory obligations through ongoing professional development.
The document summarizes the agenda for the Buckfast Charity Seminar 2019. It includes sessions on governance, compliance from legal and VAT perspectives, financial sustainability, and delivery. Research findings on the state of governance and finances in the charity sector are presented. The importance of balancing risks for strategic success is discussed. Panel Q&A sessions allow for audience participation.
Our annual series of charity seminars held across the region for trustees, chief executives and finance staff will focus on the main areas of risk facing charities; helping charities of all sizes and complexities to ensure that they have effective and robust governance in place to mitigate the risks their organisation faces.
Independent Fund Directors - Hedge Fund GovernanceBell Rock Group
This guide provides a summary of the attributes to look for when appointing directors to the board of investment funds. It also raises a number of questions to ask when deciding on board composition for a hedge fund. Hedge fund governance should be an area of focus by investors as it is important that those tasked with overseeing the activities of the fund structure are suitably qualified, experienced and add real value to the board of the investment fund.
Trustee recruitment is important for charities to have committed board members with the needed skills and experience. Over 1 million people are trustees in the UK, but almost 50% of charities have trustee vacancies. Diversity on boards is also important to have different perspectives and skills, but currently most trustees are white men. When recruiting new trustees, charities should assess the skills needed, advertise openly, and have a thorough induction process to onboard new trustees effectively.
This document provides governance principles for boards of public sector entities in Australia. It recognizes that a one-size-fits-all approach does not work for public sector governance given the different legal structures of public entities. The principles are designed to promote consistency, cohesiveness, efficiency and community wellbeing while allowing flexibility. They establish recommendations for practices to optimize organizational performance and accountability in the public interest.
1. November 8 & 9, 2010, Vancouver
Essential Skills
for Pension
Committee Members
Two-Day Event!
16
th
Develop your skills as a new trustee or pension committee member
in an era of economic uncertainty and pension shortfalls
Pension plan trustees and corporate pension committee members
involved with the governance of pension plans who want an introduction
to the key elements of operating and overseeing a pension plan
• Examine key governance objectives and fiduciary duties
• Overcome the challenges to becoming an effective trustee
• Grasp pension plan regulations and legislation
• Protect yourself from personal liability by understanding the law
• Learn what to consider when overseeing pension investment strategies
• Explore techniques of day-to-day pension fund management
• Establish a performance-monitoring process for fund managers
• Update yourself on the latest developments and special circumstances
course highlights
Dundee Private Investors Inc.
Financial Institutions Commission of British Columbia
Hewitt Associates
Lawson Lundell LLP
Leith Wheeler Investment Counsel Ltd.
RBC Dexia Investor Services Trust
Satanove & Flood Consulting Ltd.
Spectrum HR Law LLP
TransCanada PipeLines Limited
UBC Investment Management Trust Inc.
who should attend
participating organizations
Workshop Included: Fund Manager Selection and Oversight
“All aspects very well
done. Speakers very
knowledgeable.”
- Judy Blackburn,
Manager, Payroll,
Benefits & Pension Administration,
Prospera Credit Union
“Quality of topics, materials,
presentations, speakers
were strong.”
- Jim Husiak,
Exchange Group
“Great variety of topics.
Delivered at an appropriate
level of understanding
for growth potential of
participants.”
- Linda Kezima,
Saskatchewan Pension Plan
“I came to get a more
complete picture of the
governance process and I
took away good ideas.”
- Reg Morris,
Electrical Industry of Alberta
“This conference reassured
me of my own skills and
understanding in doing
what is “right” for our
pension plan. Learned some
new things and was able
to ask questions from the
experts. Speakers illustrated
how complex pension
issues are. Very worthwhile
conference.”
- Susan Corneau,
Northern Transportation Co. Ltd.
Course Leader
Lisa Chamzuk,
Lawson Lundell
LLP
Craig A. B.
Ferris,
Lawson Lundell
LLP
Harry Satanove,
Satanove &
Flood Consult-
ing Ltd.
Michael Peters,
Financial Institutions Commission of
British Columbia
Gerhart Pahl,
RBC Dexia Investor Services Trust
Petr Straka,
Dundee Private
Investors Inc.
Linda French,
TransCanada
PipeLines
Limited
Scott Sweatman,
Spectrum HR
Law LLP
Perry Teperson,
Leith Wheeler Investment Counsel Ltd.
Course Leader
Roy Stuart,
Hewitt Associ-
ates
Philip Falls,
UBC
Investment
Management
Trust Inc.
as well as:
2. LISA CHAMZUK
Lisa Chamzuk practices exclusively in the area
of pension and employee benefits at Lawson
Lundell LLP, representing boards of trust-
ees and corporate plan sponsors in both the
public and private sector and in a wide variety
of industries.
ROY STUART
Roy Stuart joined Hewitt Associates in
1996 and leads their governance practice in
Canada. He has worked in the pension and
benefits industry for over 35 years.
PHILIP FALLS
Philip Falls is the President and Chief Execu-
tive Officer for UBC Investment Management
Trust Inc.,which administers the investment
management of the UBC’s endowment fund,
staff pension plan and other designated funds.
CRAIG A. B. FERRIS
Craig Ferris, Partner, Lawson Lundell LLP,
is a litigator and acts for clients in commercial
and business disputes.
LINDA FRENCH
Linda French is Associate General Counsel,
Corporate Legal Services at TransCanada
PipeLines, where she oversees the delivery
of legal services in the areas of employment,
labour, pensions, IP, real estate, privacy and
corporate policies.
GERHART PAHL
Gerhart Pahl has over 23 years of experience
in the Canadian investment industry. He joined
RBC Dexia Investor Services Trust in 2004
and is currently Director, Advisory Services.
MICHAEL PETERS
Michael Peters is Executive Director, Pensions,
for the Financial Institutions Commission of
British Columbia.
HARRY SATANOVE
Harry Satanove, FCIA, FSA, CFA, is an actuary
and investment consulting with Satanove &
Flood Consulting Ltd.
PETR STRAKA
Petr Straka, CFA, CIM, is a financial planning
specialist at Dundee Private Investors Inc.
SCOTT SWEATMAN
Scott Sweatman is a Partner at Spectrum HR
Law. Since 1990, his expertise has included
pensions, benefits, executive compensation
and related tax law.
PERRY TEPERSON
Perry Teperson is a Vice-President with Leith
Wheeler Investment Counsel Ltd. and is a
member of their fixed income and portfolio
management groups.
COURSE LEADERS
CO-LECTURERS
FACULTY
SUPPLEMENTARY COURSE MATERIAL
Federated Press is now providing delegates with access to an innovative new database containing at least 25 interactive multimedia presentations by
leading experts and approximately 20 hours of lectures on the topics covered by this course, including all slides and speakers’ papers. See the list of
presentations on page 4.
Delegates will also receive a trial subscription to the Pension Channel, a much broader resource representing hundreds of hours of interactive multimedia
lectures on leading edge Pension topics as delivered at our many recent Pension conferences and courses.
ESTABLISHING A SUCCESSFUL COMMITTEE
This session will examine the increased expectations placed upon pen-
sion committee members and the steps that committee members can
take to more effectively carry out their responsibilities.
· What skill sets should a pension committee include?
· What is the committee’s scope of responsibility?
· Where do you find great committee members and
how can appointees acquire the knowledge they
need to carry out their duties?
· What is the committee’s role in educating plan members?
· How should a pension committee keep the board
properly informed on key pension issues?
EVALUATING COMMITTEE PERFORMANCE
Assessing the pension committee’s performance is one of the most
challenging, yet one of the most important procedures, in ensuring
sound pension governance. This activity goes hand-in-hand with im-
proved transparency and accountability. This presentation will explore
different strategies used today for pension committee assessment and
how they can be applied successfully in your organization.
· How to use audit and evaluation techniques effectively
for tighter control and better governance
· Developing an understanding of trustee’s roles and responsibilities
· Implementing objective measurable targets for
pension committee members
· Probing liability issues
· Implementing effective performance measures
· How to perform self-assessment of your pension committee
COURSE PROGRAM
3. WORKSHOP
PENSION REGULATION: WHAT YOU NEED TO KNOW
In a rapidly changing regulatory environment it is important for new
trustees and pension committee members to have a thorough under-
standing of the current regulatory landscape. This session will outline
the key elements of the legislative and regulatory environment in which
pension plans operate.
· The role of federal and provincial Pension Benefits Acts
· The role of the Income Tax Act
· The roles of federal and provincial pension regulators
· National regulatory initiatives and the role of the Canadian
Association of Pension Supervisory Authorities
· CAPSA guidelines as they relate to plan trustees or
pension committee members
· Future trends and concerns for plan trustees and
pension committee members
UNDERSTANDING AND NEGOTIATING PENSION
TRUST AGREEMENTS
Pension plans are often funded by contribution to a trust. The funding
of the plan is set out in a trust agreement, which provides for the estab-
lishment of the pension trust and describes the procedures by which
contributions are made. This session will look at the drafting of effective
pension trust agreements.
· Specifying the manner of investment of the trust funds
· The terms on which the funds will be distributed
· Protecting the trustee from liability
· Trustee obligations and exculpations
PENSION FINANCE AND INVESTMENT BASICS
Of all the duties required of pension committee members and trustees,
perhaps none is more important that developing an understanding of
pension finance and investments, the plan’s risk exposure and the fun-
damental principles that guide management of pension assets.
· Pension fund mission and goals
· Understanding the plan’s risk management approach
· What is the plan’s asset mix policy?
· Active vs. passive management
· Understanding the investment management structure
LIABILITY AND THE FIDUCIARY
The legal issues facing trustees today are complex, particularly in light
of current concerns over pension shortfalls, and the consequences of
making a mistake can have serious consequences for the plan and the
new trustee. This discussion details the legal framework governing the
role of trustee.
· Trust law basics
· Liability: what happens when there is a breach of trust?
· Protection from personal liability
· How common law impacts the day-to-day role of trustees
· Legal issues that arise in the daily operations of plans
· Legal requirements for trustee learning
INVESTMENT PERFORMANCE BENCHMARKING
The performance expectations gap, between what a pension fund
investor can reasonably expect to achieve and what the pension fund
investor wants or needs to achieve, has been widening over the past
decade. This presentation will discuss:
· An overview of key definitions related to investment
performance benchmarking
· Characteristics of a quality investment performance benchmark
· How to test the quality of an investment performance benchmark
· Evaluation of frequently utilized investment performance benchmarks
DC PLAN ISSUES
Under defined contribution plans, employers must be more vigilant with
regards to governance issues such as providing employees with proper
investment options, plan communication and investment education.
This session will examine the following:
· Identifying DC plan risks and potential liabilities
· Advising plan members on investment decisions
· DC plan fees and expenses disclosure
· Improving plan design to address investor behaviour
· New approaches to DC pension plans
PENSION PLAN RISKS
Many people think of investments when the word "risk" is mentioned.
But there are many other sources of risk that can and do affect a pen-
sion plan, some of which can have more serious implications than
investment risks. This session will review the risks, including investment
risks, and the potential for trustee liability, providing an overview of how
they can be managed.
· Identifying the common and not-so-common risks facing a plan
· Managing and mitigating risk: measuring,
monitoring and controlling risks
· Pension risks: operations, strategic, investment
· Developing better measures and predictors of risks
· Defined contribution risk characteristics vs. defined
benefit risk characteristics
MANAGING SERVICE PROVIDER CONTRACTS
Pension committees commonly use service provider contracts when
assigning administrative or financial duties to others. This session will
provide suggestions and tips for negotiating and managing third party
service provider contracts, including:
· Contract basics for all third party service agreements
· It’s not just boilerplate. Interpreting “standard”
language in service provider contracts
· Common clauses in service provider contracts that
should cause a pension committee concern
· Specific suggestions when dealing with investment
management agreements
· Specific suggestions when dealing with benefit
administrator contracts
FUND MANAGER SELECTION AND OVERSIGHT
Success or failure of your investment strategy depends in large part
on the fund managers you hire to invest for you. The skill and ability to
pick the right fund managers, create an appropriate investment man-
agement structure and undertake an effective monitoring process will
go a long way to determining the success of your investment strategy.
This workshop will examine best practices for fund manager selection
and oversight.
· A best practices approach to selecting your investment manager
· Examining the track record: what it tells you and what it doesn’t
· Investment style: what it is and what you should know about it
· Multiple manager structures
· Post-selection monitoring: effective governance
structure to monitor performance
4. MULTIMEDIA PRESENTATIONS
What Does it Take to Establish a
Successful Pension Committee?
Peter Gorham,
Morneau Sobeco
A Union Perspective on Pension
Plan Governance
Jo-Ann Hannah,
CAW-Canada
Who Does What? The Art of Delegation
Bo Pawlik,
Eckler Ltd.
Defined Benefit Pension Plans
Ann Mulvale,
OMERS Administration Corporation
Pension Funding: Practical Tools to
Reduce Risk of Shortfall
Charlie Eigl,
OPSEU Pension Trust
Evaluating the Pension Committee
Ron Haines,
Health Insurance Reciprocal of Canada
Creating and Funding Responsible
DC Pension Plans
Bruce Curwood,
Russell Investment Group
Avoiding Being Outlasted in
Pension Class Actions
Andrea F. Raso Amer,
Fraser Milner Casgrain LLP
Communicating Pension Plan Information
to Diverse Employee Groups
Bob Tangney,
The Woodbridge Group
Dare Foods Case Study: Communicating
Changes to Compensation, Pension &
Benefits Programs
Kelly Kreutzweiser,
Dare Foods Ltd.
Pension Reform
Joann Cain,
Ministry of Finance, Government of
British Columbia
The Policy Governance Model:
An HRM Pension Plan Case Study
Terri Troy,
HRM Pension Plan, Halifax Regional Municipality;
Supt. Bill Moore, Halifax Regional Police
Understanding Investment Basics
Dr. Paul B. Huber,
College and University Retiree
Associations of Canada
Plan Management and Disclosure
Nancy MacNeill Smith,
Nova Scotia Labour and Workforce Development
Case Study: Evaluating the Pension Committee
Anthony Lennie,
Victoria University (University of Toronto)
Pension Regulation: What You Need to Know
Lynda Ellis,
Financial Services Commision of Ontario
Effective Accountability for Pension
Management:TTC Pension Plan Best Practices
Brian M. Leck,
Toronto Transit Commission
Pension Reform
Ronald A. Pink, Q.C.,
Pink Larkin
Cross-Border and Multi-Jurisdictional
Pension Plans
Kevin Moriarty,
Mercer (Canada) Limited
DC Plan Sponsorship
Andrew Steeves,
ADI Limited
Managing Pension Plan Risks
Bob Smith,
Canadian Forces Personnel Support Agency
Fiduciary Duties
Caroline L. Helbronner,
Blake, Cassels & Graydon LLP
Plan Management & Disclosure
Tejash Modi,
Morneau Sobeco
The Future of CAP
Michael Marmoreo,
Industrial Alliance Insurance and
Financial Services Inc.
Statistical Traps in the Quantitative
Evaluation of Investment Managers
Steven Mahoney,
Morneau Sobeco
Your registration includes an interactive multimedia database comprising the following presentations from recent Federated Press courses and
conferences. They are presented in their entirety with complete audio or video and accompanying slides. You may also purchase the multimedia
proceedings of the course which will be available on CD-ROM 60 days after the course.
Payment must be received prior to November 1, 2010
Phone: 1-800-363-0722 Toronto: (416) 665-6868 Fax: (416) 665-7733
Cancellation: Please note that non-attendance at the course does not entitle the registrant
to a refund. In the event that a registrant becomes unable to attend following the deadline for
cancellation, a substitute attendee may be delegated. Please notify Federated Press of any
changes as soon as possible. Federated Press assumes no liability for changes in program con-
tent or speakers. A full refund of the attendance fee will be provided upon cancellation in writing
received prior to October 25, 2010. No refunds will be issued after this date. Please note that a
15% service charge will be held in case of a cancellation.
Discounts: Federated Press has special team discounts. Groups of 3 or more from the same
organization receive 15%. For larger groups please call.
Registration: To reserve your place, call Federated Press toll-free at 1-800-363-0722.
In Toronto, call (416) 665-6868 or fax to (416) 665-7733. Then mail your payment along with the
registration form. Places are limited. Your reservation will be confirmed before the course.
Location: The Sutton Place Hotel Vancouver, 845 Burrard Street, Vancouver, V6Z 2K6
Conditions: Registration covers attendance for one person, the supplementary course ma-
terial as described in this document, lunch on both days, morning coffee on both days and
refreshments during all breaks. The proceedings of the course will be captured on audio or
video. Multimedia proceedings with all slides and handouts can be purchased separately on a
CD-ROM which will also include the course material.
Time: This course is a two-day event. Registration begins at 8:00 a.m. The morning sessions
start promptly at 9:00. The second day ends at 4:00 p.m.
TO REGISTER FOR ESSENTIAL SKILLS FOR PENSION COMMITTEE MEMBERS
MAIL COMPLETED FORM WITH PAYMENT TO:
Federated Press P.O. Box 4005, Station “A”
Toronto, Ontario M5W 2Z8
WHEN CALLING, PLEASE MENTION PRIORITY CODE:
PCMV1011/E
Name
Title Department
Approving Manager Name
Approving Manager Title
Organization
Address
City Province Postal Code
Telephone Fax e-mail
Please bill my credit card: AMEX VISA Mastercard
# Expiration date:
Signature :
Payment enclosed: Please invoice. PO Number:
/
NUMBER OF PARTICIPANTS:
COURSE: $1975
COURSE + PROCEEDINGS CD-ROM:
$1975 + $175 = $2150
PROCEEDINGS CD-ROM: $599
NOTE: Please add 5% GST to all prices.`
Proceedings CD-ROM will be available 60 days
after the course takes place
Enclose your cheque payable to
Federated Press in the amount of:
GST Reg.# R101755163
REGISTRATION COSTS
PBN#101755163PG0001
For additional delegates please duplicate this form
and follow the normal registration process