Is Warren Buffett headed to the UK? Well, more in spirit than in body.
For the 90-year-old Sage of Omaha’s investment philosophy that turned him into one of the world’s most successful stock-pickers will be at the heart of a trust that also takes his name.
The Buffettology Smaller Companies Investment Trust is aiming to raise at least £100mln, which it will plough into some of the market’s hidden gems.
It is the brainchild of Sanford DeLand, the boutique asset manager behind the top-performing SDL UK Buffettology fund inspired by billionaire head of Berkshire Hathaway.
The listed vehicle will be run by Keith Ashworth-Lord, the driving force behind the highly-rated, £1.4bn SDL UK Buffettology fund. Over the last three years, it has delivered a 30% return and is ranked second out of more than 200 similar funds for its five-year performance.
Its top holding is Games Workshop, which accounts for just under 10% of the portfolio.
In a statement on the launch of the listing of the new trust, chief investment officer Ashworth-Lord said: “We believe that the UK small-cap market offers excellent investment opportunities to experienced managers who know what to look for and have the freedom to take a long-term view.
“Our business perspective investing approach is ripe for application to smaller companies and presents an opportunity to deliver superior returns for our shareholders, over the long-term.”
Buffettology will be quoted on the premium segment of the official list. The prospectus is expected to be published on or around September 29.
Source:- Proactive Investors USA & Canada
The CPP fund aligns the pursuit of a cleaner planetwith its investment goals – WellandTribune.ca
As CPP Investments winds down its 2020 public meetings in each province, we welcome perspectives on one of society’s greatest challenge — climate change. This universal threat is real, serious and happening now. All of us should be asking ourselves whether we are acting responsibly in the face of it.
Multiple dimensions define our approach. Our exposure to conventional energy as a percentage of our overall investment portfolio has dropped precipitously to 2.6 per cent today from 4.6 per cent three years ago. Over this same period, our investments in renewable energy have increased exponentially by nearly 10,000 per cent to $6.6 billion.
We might be urged to abandon our own investment thesis and engagement work and simply divest from conventional energy according to a specific target linked to policies of government, from which we must always remain independent. Such a target, by definition, is a matter of wider public policy, not an investment decision, in stark contrast to clear objectives enshrined in our enabling legislation. Importantly, we are equally accountable to 10 governments so that would involve administering diverse policies with varied interests and approaches to the energy evolution.
If not politics, what drives our investment thesis? Insights from real-time analysis of powerful climate-related trends in household and corporate consumption, technology and innovation, and global regulatory developments orient our compass and momentum. The question is whether our approach is in the best interests of contributors and beneficiaries.
This question was foremost in the minds of federal and provincial governments in 1997. The clarity of the CPPIB Act they promulgated is rooted in the looming crisis the legislation sought to avert. Simply put, the Canada Pension Plan was running out of money.
The CPP Fund was exclusively composed of low-yield government bonds at the time. Exposing it to global capital markets was viewed as part of the solution and so an independent organization of investment professionals was established to manage the fund to achieve a maximum rate of return without taking excessive risk, recognizing that having a multitude of objectives would hamstring the fund. The Right Honourable Paul Martin, Canada’s finance minister at the time, emphasized the wisdom of clarity:
“By placing the focus on maximizing returns, all other potential distractions are eliminated. Markets don’t need to fret that investments are being guided by political considerations. Managers are liberated to pursue the best possible financial strategies. And pensioners can be reassured by the fact that the CPP will be used to benefit retirees — and only retirees.”
Consequently, the CPPIB Act sets no ancillary policy requirements. Invoking some amorphous duty — removed from clear investment parameters — simply contradicts our mandate.
From our perspective, climate change is not only an existential threat, but is also a long-term investment risk. It impacts our analysis and actions on virtually every sector of the global economy — beyond fossil fuels. Our approach is well-documented in our “Report on Sustainable Investing” published in September.
Since inception 21 years ago, our investment strategy has evolved considerably to reflect global best practices, emerging risks and opportunities, and trends described above. Governments, investors and other organizations around the world uphold our framework as the gold standard for pension funds. Our financial performance — 10-year annualized rate of return of 10.7 per cent — is the fruit of a framework determined by Canada’s policy-makers who collectively understood the severity of the challenges associated with sustaining a national fund over many generations.
Sustainability unquestionably involves addressing climate risk. But that is only part of the definition.
Sustainability also applies to the solvency of a fund that promises to provide benefits to workers whose financial future is undeniably more challenging than it is for baby boomers. Young Canadians today will retire into an economy with far fewer workers contributing to the CPP. In 2006, there were more than five Canadians aged 15 to 64 years for each person aged 65 and older. By 2056, there will be an estimated 2.2 working-age persons for each person aged 65 years and older.
Maintaining a solvent national fund is a perpetually difficult challenge and one that requires laser focus, without interference. Politicians make policy, we make investments, and 20 million Canadians sleep more soundly knowing their financial security in retirement is our purpose.
Shackling our progress to non-investment targets, perhaps imposed by external pressure, is precisely what the CPPIB Act sought to avoid. Meanwhile, we firmly believe there is a way to align the pursuit of a cleaner planet and meet our investment goals. Divestment, external pressure and arbitrary targets are excluded from our investment process. They simply do not work.
Divestment is attractively simple. But it also means walking away from the opportunity to bring about change. Engaging with, and demanding greater transparency by, investees on the measurable progress of their climate strategies is constructive. Working with energy companies to accelerate the transition to cleaner energy sources is productive. Divesting from companies that are making a real difference in how we generate energy is counterproductive, akin to betting against human ingenuity and innovation.
We do not downplay the severity of climate change by any means. It is among the most significant challenges of our time, and the actions we are taking today to address both the risks and the opportunities are in the best interests of contributors and beneficiaries.
RioCan Real Estate Investment Trust Announces Senior Executive Management and Board Changes – GlobeNewswire
- Edward Sonshine, O. Ont., Q.C. to transition from Chief Executive Officer to Non-Executive Chairman on April 1, 2021;
- Jonathan Gitlin to be appointed as President and Chief Executive Officer
TORONTO, Oct. 21, 2020 (GLOBE NEWSWIRE) — RioCan Real Estate Investment Trust (“RioCan” or the “Trust”) (TSX: REI.UN) today confirmed that, as previously announced, RioCan’s founder, Edward Sonshine, O. Ont., Q.C., will retire as Chief Executive Officer of the Trust on March 31, 2021. Mr. Sonshine will become Non-Executive Chairman of RioCan’s Board of Trustees (the “Board”) effective April 1, 2021. Mr. Paul V. Godfrey, C.M., Chairman of the Board, has agreed to step down as Chairman of the Board effective April 1, 2021 and will serve as Lead Trustee.
RioCan is pleased to announce that the Board appoints Jonathan Gitlin, currently the Trust’s President and Chief Operating Officer, to succeed Mr. Sonshine as President and Chief Executive Officer, effective April 1, 2021. Effective April 1, 2021, concurrently with Mr. Gitlin’s appointment to the role of CEO, the Board has also agreed to appoint Mr. Gitlin as an additional Trustee to the Board.
“The Board is very pleased to announce both Jonathan Gitlin as Mr. Sonshine’s successor as CEO, and Mr. Sonshine’s continued involvement in the leadership of the Trust following his retirement,” said Paul V. Godfrey, C.M., Chairman of the Board. “Given Mr. Gitlin’s long and successful history at RioCan, currently as President and Chief Operating Officer, and Mr. Sonshine’s continued involvement as Non-Executive Chairman, the Board is confident that we will have a seamless transition of leadership in 2021.”
Mr. Gitlin joined RioCan in 2005 and progressed through a series of key leadership roles leading to his appointment as President and Chief Operating Officer in March 2019. Mr. Gitlin is an accomplished, strategic leader, and as the head of the Trust’s Investment team since 2007, he has played a significant role in RioCan’s tremendous growth, including responsibility for the execution of the Trust’s residential program, RioCan LivingTM. In addition, as part of RioCan’s accelerated major market strategy, Mr. Gitlin drove RioCan’s secondary market disposition program, resulting in the Trust now generating 90% of its revenue from major markets, and 50% from the Greater Toronto Area. Mr. Gitlin’s broad experience and industry acumen has allowed him to effectively, efficiently and responsibly lead RioCan’s Operations team through the current global pandemic and its myriad of economic implications. Consistent with RioCan’s long-standing principles, Mr. Gitlin has mobilized the RioCan team to address changing market dynamics in a manner that prioritizes the long-term wellbeing of the business, and all its stakeholders.
“I am pleased to have confirmed the arrangements for my succession in 2021, which we first announced last year and have now finalized,” said Mr. Sonshine. “During my remaining time as Chief Executive Officer, I will focus on overseeing continued execution of RioCan’s strategy and major initiatives as well as preparing for an orderly transition of my duties. I would like to congratulate Jonathan Gitlin for this well-deserved promotion to RioCan’s President and Chief Executive Officer. Jonathan’s integrity, decisiveness, credibility and unwavering focus on sustainable growth make him the ideally suited to lead the Trust. I have great confidence in Jonathan and I look forward to working with him as Non-Executive Chairman as we overcome the current industry challenges and capitalize on evolving opportunities to position RioCan for the next phase of its growth and success.”
RioCan is one of Canada’s largest real estate investment trusts. RioCan owns, manages and develops retail-focused, increasingly mixed-use properties located in prime, high-density transit-oriented areas where Canadians want to shop, live and work. As at June 30, 2020, our portfolio is comprised of 221 properties with an aggregate net leasable area of approximately 38.6 million square feet (at RioCan’s interest) including office, residential rental and 15 development properties. To learn more about us, please visit www.riocan.com.
Forward Looking Information
This news release contains forward-looking information within the meaning of applicable Canadian securities laws. This information includes, but is not limited to, statements concerning RioCan’s objectives, its strategies to achieve those objectives, as well as statements with respect to management’s beliefs, plans, estimates, and intentions, and similar statements concerning anticipated future events or expectations that are not historical facts. Forward-looking information generally can be identified by the use of forward-looking terminology such as “may”, “will”, “would”, “expect”, “ intend”, “estimate”, “anticipate”, “believe”, “plan”, or similar expressions suggesting future outcomes or events. Such forward-looking information reflects management’s current beliefs and is based on information currently available to management. All forward-looking information in this News Release is qualified by these cautionary statements.
Forward-looking information is not a guarantee of future events or performance and, by its nature, is based on RioCan’s current estimates and assumptions, which are subject to numerous risks and uncertainties, including that the events contemplated herein are completed as contemplated, which could cause actual events or results to differ materially from the forward-looking information contained in this News Release. Although the forward looking information contained in this News Release is based upon what management believes are reasonable assumptions, there can be no assurance that actual results will be consistent with these forwarding-looking statements. Except as required by applicable law, RioCan undertakes no obligation to publicly update or revise any forward-looking information, whether as a result of new information, future events or otherwise.
For further information contact:
RioCan Real Estate Investment Trust
SVP and Chief Financial Officer
How much capital should you raise in your next investment round? – Entrepreneur
Many are the questions that an investor needs you to answer; some of the important ones and that, usually, are not dominated by the entrepreneur.
4 min read
Opinions expressed by Entrepreneur contributors are their own.
- A Venture Capitalist wants to see how much capital you are raising, how long it will last, and what they are going to do with it.
- Do not leave aside the following questions: What would you have to achieve the next time you go out to raise capital? Will it be enough for another VC to show interest?
Usually before making a formal appointment with a Venture Capital (VC) investment fund, there is a prior conversation with an investor. However, even if the first contact is a chance meeting between you, you should be prepared for any kind of questioning about your project. If for some reason you are not able to answer, think that you are closing the doors, you will probably miss the opportunity to receive a next appointment and therefore an investment.
Many are the questions that an investor needs you to answer; some of the important ones and that, usually, are not dominated by the entrepreneur. Some of them are related to the (real) valuation of your company, the amount of money you intend to raise and what you are going to use it for, or specific answers about your financial analysis.
There are many things that investors are looking for when reviewing your deck , but beyond knowing your income, margins, CAPEX, you should also pay attention to cash in, cash out and company milestones. In short, a Venture capitalist wants to see how much capital you are raising, how long it will last and what they will do with it. The data that you must provide must be realistic, justified, since it is part of the risk that an investor assumes with you.
It is the money you want to raise and your Venture Capitalist seeks to make it reasonable. For this, at G2 we recommend asking the following questions: Are you raising the appropriate amount of capital in relation to what you want to achieve? In relation to the size of the team? In relation to your needs? We recommend you think in periods of between 12, 18 or 24 months. Don’t ask for more than you don’t need, implement a solid plan to strategically execute your company. Generally, these types of suggestions will not give them to you, they will simply let you know that they are not interested in your company.
It basically refers to when your company runs out of money. Generally, you are expected to raise capital for 12, 18 or 24 months. But, if your runaway is much shorter, allow enough time to lift your next round so that you don’t run out of money. It is recommended that you do not draw up a plan to be financed for more than two years, maybe three. What investors hope is that the capital they bring you will begin to bear fruit, since what the funds seek over time is an exit strategy with a much greater value that will generate the expected returns of what they once invested.
Many VC mutual funds will lead one round and will likely approach you with other funds for subsequent ones. So do not leave aside the following questions: What would you have to achieve the next time you go out to raise capital? Will it be enough for another VC to show interest? Will the milestones reached be enough for a VC to pay a higher price in your next round of funding? Have you progressed enough?
Creating a capital raising strategy is not a simple task, it requires the accompaniment of an expert who knows how to implement one suitable for the needs of your company, guarantee that your numbers are correct and that it is linked to the appropriate investment funds for your next rounds. May your round of capital raising be flawless!
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