Red Manager Forum 26 Feb 2014

Redington
Manager Forum
26 February 2014

Our first client 7 years ago...

... our current list of clients.

21
55
98 100
185
225
250
300
335
0
50
100
150
200
250
300
350
400
2006 2007 2008 2009 2010 2011 2012 2013 Current
GBPbillionsAssets Under Consulting: Evolution

Client size
(assets)
Trustee:
Full Advisor
Trustee:
Project
Sponsor
Non-
Pension
Total
> £10Bn 1 4 3 3 11
£5Bn - £10Bn 0 6 1 1 8
£1Bn - £5Bn 10 5 4 2 21
£500m - £1Bn 0 2 1 2 5
< £500m 4 1 1 3 9
Total 15 18 10 11 54

12 Full Time Equivalents doing Manager Research

Manager
Research:
Business Update

Our Manager Research Team 3 years ago...

... our Manager Research Team today.

Investment
Strategy &
Research
Team
Risk Analysis and Modelling Asset Class and Manager
Research• Analysis and modelling of both
asset and liability side risks
across different key metrics
• Ongoing monitoring of Fund
progress against objectives
and risk constraints
• Design of strategic asset
allocations
• Disciplined framework for hiring
and terminating managers
• Team specialisations cover
entire universe of asset classes
through categorisation by
portfolio role
• Significant expertise in
designing and implementing
investment strategies
Focused ResearchRelevant Advice
Practicable
Strategies
Integrated Investment Strategy and Manager Research

Comparison vs. ‘Traditional’ Investment Consultancy Model
Redington ‘Traditional’ Investment
Consultancy Model
Business Model Retained Fee Small Retainer and ‘Add-On’
Work
Research Team Smaller, Focused Larger, Maintenance Research
Manager Selection Included in Retainer Additional Fee Work
Manager Views Preferred Lists Ratings
Use of Managers High Conviction Many High-Rated Managers,
Few Win Capital
Philosophy Absolute Return, Risk-
Allocation Focused
Benchmark Focused
Client Decision-
Making Process
Flexible, Quick to Act Constrained, Slow

Preferred List Process
Advantages: Why?
High
Conviction
3 to 5 managers in each sub asset class, typically each will bring
a different approach to the strategy
Clarity for
clients
Clients on our retainer fee model will have access to all of our
preferred list recommendations and be able to see our views
Clarity for
managers
Feedback will be easier to deliver and clearer to understand
Governance Having existing preferred lists allows clients to allocate to an
asset class in a far more streamlined fashion
Alignment With our retainer fee model – we are no longer incentivised to
“churn” asset managers or drum up search business
Scalable We build up IP over time and much client work can be delivered
from existing resources
Flexible We continue to offer a bespoke search process if desired and for
our non-retained client base

LDI HUB
LIQUID MARKET STRATEGIES
LIQUID & SEMI-LIQUID CREDIT STRATEGIES
ILLIQUID CREDIT STRATEGIES
ILLIQUID MARKET STRATEGIES
REPORTING AND MONITORING
CLEAR GOALS AND OBJECTIVES
The 7 Steps to Full Funding

LDI Hub Liquid Markets Liquid Credit Illiquid Credit Illiquid Markets
Collateral Mgt. Equities (EM, DM) Sterling Credit (IG) Structured Finance Reinsurance
Pooled vs. Seg DGFs Global Credit (IG) Infrastructure Debt Private Equity
Leverage &
Liquidity
Style Premia HY/Loans
Senior Direct
Lending
Infrastructure
Overlay Strategies Risk Parity ABS Mezzanine Finance Real Estate
CTA
Emerging Market
Debt
Distressed Debt
Global Macro
Absolute Return
Bonds
Senior CRE Debt
Equity Long-Short Total Return Sub-IG
Credit Relative
Value
Steps 2-6:

2
6
5
11
£4.0bn Allocated in 2013 (ex-LDI)* 25 Allocations Made in 2013:
Average Across Steps 3-6 = £176m
LDI Hub Liquid Credit
Liquid Markets Illiquid Credit
*£7.3bn inc. LDI
0.8
0.92.4

ALM / IC
Input
    14
  14
    6
      11
    7
   2
Total Manager Research Personnel (FTE): 12
Division of Team Responsibilities

Multiple Investment
Strategy Processes
Inconsistent
Poor Quality Possible
Time Consuming
One
Investment
Strategy
Process
Consistent
Quality Control
Efficient

Redington Investment Committee

10 x 10 x 10
Our approach to screening, selecting and monitoring managers

Universe
Meetings
Preferred
Sterling
Credit
DGF Infra-
structure
Debt
Senior
CRE
Debt
Absolute
Rtn.
Bonds
Oct
2013
Dec
2013
Dec
2013
Jan
2014
Jan
2014
43 33 25 30 86
9 15 8 7 20
3 3 2 3 4
Screening the Universe
Ones to watch

How we reduce the universe down to a manageable list
Qualitative / Judgemental Factual / Quantitative
Business alignment Capacity available
Commitment to product Fee level and structure
AUM Portfolio analysis
Team Performance & risk analysis
Transparency Product appropriateness

In our selection process, we are explicitly looking to
identify areas of competitive advantage.
We believe the very best managers differentiate
themselves in one of the following ways.
What are we looking for in preferred list managers?

1. Information Advantage
2. Screening Advantage
3. Decision-Making Advantage
4. Conviction Advantage
5. Self-Awareness Advantage
6. Teamwork Advantage
7. Risk Management Advantage
8. Execution Advantage
9. Strategic Advantage
10. Innovation Advantage
Competitive assessment - preferred list managers

Red Radar: Helping clients remain alert to what could go wrong
2. Client
Dependency
3. Leadership
Change
4. Culture
Change
5. Key
Person
6. Complexity
7. Process
Drift
8. Capacity
Management
9. Operational
Infrastructure
10. Risk
Culture
1. Business
Management

Our approach to research meetings – what we are looking for
Meetings by category within a short time period (allows comparison)
Information and presentation in advance (so we can come prepared)
Avoid turning pages (not assessing presentation skills)
Focus on portfolio positioning, changes and decisions
Meet different people at all levels
Informal interaction, floor walk, attend morning meetings
Detailed information and transparency (portfolio analysis)
Keep us updated (monitor decisions over time)








In return we waste less of your valuable time in meetings, we focus on what
matters, make decisions quicker and give you more open feedback.

Leverage &
Liquidity
Senior Direct
Lending
Infrastructure
CTA
Emerging Market
Debt
Distressed Debt
Global Macro
Absolute Return
Bonds
Senior CRE Debt
Credit Relative
Value

Our LDI Philosophy
1. LDI fits within the PRMF (Step 1) risk budget and objectives of each client.
2. LDI is part of the overall ALM framework. Rates and Inflation are merely the
largest components of risk.
3. Redington make LDI decisions based on Risk impact and Required Return
expectations.
4. LDI strategy is outcome-focused for each client.
5. Redington do not call markets. We prefer Funding Ratio Triggers and dislike
market-based hedging strategies.

LDI Implementation in Practice
Start
Structure
Risk
What resources does each client have?
• CIO Function
• Legal Resource
What structure is most appropriate given size,
resource and derivative usage?
• Pooled vs. seg mandate
• QIF
• Own docs vs. Agency
How best to manage and monitor risk?
• Risk policies
• IMA
• Reporting pack

LDI Implementation:
Areas of Expertise
Banking
Group
Liquidity &
Leverage
Regulation
Assess the size / quality of the banking group and
related Swap and Repo documentation
• Best Terms?
• Fairness and Consistency
Ensure client has enough collateral given OTC
usage and pension outflows
• Has the client got enough leverage given
required Portfolio returns?
What are the impacts of EMIR on pension
schemes?
• What are the implications of Banking regulation
on dealing costs and liquidity?
Review
As the hedge increases over time, how does the
risk profile of the portfolio change?
• When is it appropriate to change an LDI
mandate from Passive to Active?

Contractual
Non-contractual
LiquidIlliquid

Leverage &
Liquidity
Senior Direct
Lending
Infrastructure
CTA
Emerging Market
Debt
Distressed Debt
Global Macro
Absolute Return
Bonds
Senior CRE Debt
Credit Relative
Value
Done / In Progress

0%
10%
20%
30%
40%
50%
60%
70%
AnnualizedVolatility(%)
MSCI World Rolling Volatility Voatility Control Rolling Vol
One of the main advantages of liquid asset classes such as equities, sovereign
bonds and commodities is that they can be rebalanced using futures relatively
cheaply.
This allows for the possibility of volatility control.
MSCI World Rolling
Volatility
MSCI World Volatility Controlled Index

Strategic/Static
Allocation
Dynamic
Allocation
Total Return Absolute
Return Relative
Value
Systematic
Risk Parity
Active Risk
Parity
Relatively static
asset allocation
Long-only
Medium (30-
60%) equity
weighting
High correlation
to equity markets
Large expected
drawdowns
Dynamic asset
allocation
Mostly long-only
(can hold relative
value)
Medium (30-
60%) equity
weighting
High correlation
to equity markets
Medium
expected
drawdowns
Highly dynamic
asset allocation
Mostly long-only
(can hold relative
value)
Highly varying
(10-60%) equity
weighting
Varying
correlation to
equity markets
Medium
expected
drawdowns
Risk-based
allocation
Long/short
Low equity beta
Low correlation
to equity markets
Small expected
drawdowns
High use of
leverage
Risk-based
model-driven
allocation
Long-only
Low equity beta
Low correlation
to equity markets
Medium
expected
drawdowns
High use of
leverage
Risk-based
discretionary
allocation
Long-only
Low equity beta
Low correlation
to equity markets
Medium
expected
drawdowns
High use of
leverage
Breakdown of the Multi-Asset Universe

Current Focus Areas
Lower client demand /
lesser focus
Higher client demand /
greater focus
Alternative
Risk Premia
Risk Parity
CTAs
Global Macro
Fundamental Long
/ Short Equity
Fundamental
Active Equity

S eparation of interest rate risk and credit risk
I ntegration of interest rate duration into the LDI framework
M aking asset allocation according to the PRMF
P lacing managers according to their specialised areas
L eading discussions in mandate design
E stablishing a reviewing and monitoring framework
Our Philosophy:
“SIMPLE”

Historical Asset Allocation for 6 Largest Reporting Clients:
As of 30 September 2013

ARB/
Total
Return
Global
IG
Global
HY
Loans
ABS
EMD
Sterling
IG
Absolute Return Strategies
Total Return Strategies
Credit Relative Value Strategies
Multi-Asset Credit Strategies (Sub IG)
…with a strong focus on generating
risk-adjusted returns
2014:
What are we looking for?

How we categorise strategies?
1
Absolute
Return
Macro
2
Absolute
Return
Diversifie
d
3 GFI
Dynamic
Allocatio
n
4 Credit
Total
Return
5 Multi-
Asset
Credit
6 Credit
Relative
Value
Correlation
with
bond/credit
market
Negligible
(<0.1)
Low (0.3) Moderate
(0.6)
High (0.8) Moderate-
High
Low
Liquidity High/ Daily Moderate/
Daily
Moderate/
Weekly
Moderate/
Weekly
Low/
Monthly
Low/
Quarterly
Average
Credit Rating
AA BBB BBB BBB Sub-IG Sub-IG
Investment
Target (Gross)
Cash + 5% Cash +3% Cash + 3%
to 4%
Cash + 3%
to 4%
Cash + 5% 10-15%
Performance
Fee
Sometimes No No Sometimes Yes Yes
Structure Typically
UCITS
Typically
UCITS
Typically
UCITS
Can be
UCITS
Non-UCITS Non-UCITS

Pension funds have long dated non-transferable liabilities.
If there is such thing as an ‘illiquidity premium’, they are leaving return on the table
by not allocating to illiquids.
Assets which have a foot in both the hedging and growth camp can diversify a
client’s hedge, reduce reliance on derivatives, and reduce collateral requirements.

525
245
250
600
500
245
CRE Debt Distressed Debt
Illiquid Corporate Debt Infrastructure Debt
Total:
£2.4bn
Allocations to Illiquid Credit over 2013 (£m)

Quarterly Semi-Annually Annually
Desktop review, check
news updates vs.
RedRadar
As quarterly, including
face-to-face meeting /
call with ‘ones to watch’
Full review of Preferred
List, requiring IC sign-
off
Monitoring Preferred Manager Lists

People, business and strategy
changes
Prompt information about any material changes
(both positive and negative)
Quantitative reporting Monthly return data, net of fees, clearly labelled,
in Excel format
Bespoke position-based
monitoring
ISINs and notional values, clearly labelled, in
Excel format
Qualitative and Quantitative
reports
Bespoke analysis – e.g. return contribution,
portfolio breakdown. Face to face meeting with
investment team.
Ongoing monitoring of preferred
managers
Quarterly, semi-annual and annual reviews

• Standardised reporting processes
• Standardised preferred list maintenance and review process
• Data collection process enhancements – data feeds
• More efficient interaction with asset managers
• More predictable workload both for Redington and for asset managers

Done / In
Progress
DGF Sterling Credit (IG) Infrastructure Debt Real Estate (Long
Lease)
Risk Parity Absolute Return
Bonds
Senior CRE Debt Reinsurance
CTA Global Credit (IG) Distressed Debt
Style Premia Total Return Sub-IG Senior Direct Lending
Credit Relative Value
To Do: Q3 2014 Global Macro High Yield / Loans Infrastructure
Equity Long / Short Emerging Market Debt
To Do: Q4 2014 Segregated LDI DM Equity ABS Structured Finance Private Equity
Pooled LDI EM Equity Mezzanine
Our “Direction of Travel”:
Preferred List Prioritisation

How to Keep in Touch
Specific client reporting-related: ClientXYZreporting@redington.co.uk
Product information (not specifically
client-related)
fundreporting@redington.co.uk

Dos and Don’ts
Do Don't
Be proactive Product push
Be selective Take a "Scatter gun" approach
Be innovative Be unrealistic
Be patient as we work through our
preferred lists in 2014
Be shy about letting us know if there are
products we should be making sure to
include in these processes
Read our website, blog & thought pieces
to understand our investment philosophy
Waste meeting time talking about why a
particular asset class or strategy makes
sense – we know!
Send us highlights and "executive
summaries" of new or innovative products
Fill our mailbox with unsolicited multi-
megabyte attachments
Let us know when relevant PMs and key
personnel are in town
Expect us to be able to take every single
meeting, especially at short notice
Keep us in the loop with product and
strategy ideas shared with our clients
Spring new ideas on clients at Investment
Committees without pre-warning us

How do We Stack Up?
http://snurl.com/28mcjay

©Redington Limited. All rights reserved.
This contains confidential and proprietary information of Redington Limited (“Redington”) and is intended for the exclusive use of the
party for whom it was produced by Redington. Redington accepts no responsibility for any consequences arising from any third party
relying on this document or the opinions we have expressed. This document is not intended by Redington to form a basis of any
decision of a third party to do or omit to do anything.
Its content may not be modified, sold, supplied or otherwise provided , in whole or in part, to any other person or entity without
Redington’s prior written permission.
Information contained herein has been obtained from a variety of sources. While the information is believed to be reliable, this
information carries no guarantee of accuracy or completeness and Redington makes no representations or warranties as to the
accuracy of the information presented and takes no responsibility or liability (including for direct, indirect, consequential or incidental
damages), for any error , omission or inaccuracy in the data supplied by any third party.
The findings, ratings and/or opinions expressed herein are the intellectual property of Redington and are subject to change without
notice. They are not intended to convey any guarantees as to the future performance of the investment products, asset classes or
capital markets discussed. Past performance does not guarantee future results.
This does not contain regulated investment advice in respect of actions you should take.
Registered Office: Austin Friars House, 2-6 Austin Friars, London EC2N 2HD.
Redington Limited (reg no 6660006) is registered in England and Wales.

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