While the Copenhagen Accord did not deliver the binding emission reduction targets many had hope for, it introduced a framework for a global agreement and some important points of consensus. These policy developments present long-term investors with both opportunities and risks, and fiduciaries should consider them in planning future investment strategy.
In today’s transaction environment, companies are struggling to balance the need for talent, with the need to control costs and achieve other business objectives. Even those companies with strong balance may not succeed in building their talent portfolio to the extent desired without fully integrating their acquisition strategy into their overall talent agenda. This article discusses how companies can best shape their talent agenda in an M&A.
Statistics contains the recent history of past statistics as well as the new monthly figures.
Towers Watson research reconfirms that when organizations address people and culture issues early, strategically and with discipline, they improve their chances of achieving a more successful merger or acquisition deal.
Reliably measuring and benchmarking an organization’s safety culture leads to improved business performance. Towers Watson can help.
The Insights Action Platform is a comprehensive, integrated technology platform that helps your managers, executives and human resource staff manage and analyze employee survey data so you can focus on what matters most: turning data into insights, and insights into action.
The monthly round-up of Executive Compensation news, governance developments, shareholder votes and international news. Highlights this month ABI and RiskMetrics position updates, the implementation of the FSA Remuneration Code and Public sector pay.
In this edition of DC Direct Gary Smith interviews Amy Bell where they discuss the results of the 2010 survey of DC pension provision amongst FTSE 100 companies.
Employee well-being shouldn’t be driven by the economy; it should be an integral part of an organization’s culture, reflected in its benefit design, training and development policies, its employees’ ability to create work/life balance and in the way managers are expected to interact with and manage employees.
While many companies did whatever it took to survive during the recession – reducing head count, freezing salaries, suspending contributions to retirement plans, eliminating
training programmes – a number of organisations weathered the crisis particularly well, demonstrating resilience and maintaining consistently above-average performance.
Statistics contains the recent history of past statistics as well as the new monthly figures.
The new edition outlines recent developments in pensions — the passage of the Pension Protection Act of 2006 (PPA), the widespread shift toward defined contribution plans, and the burgeoning research literature, especially in economics and finance, on retirement and retirement plans.
A ministerial statement has opened up the prospect that schemes will be required to equalise GMPs but it also leaves a number of unanswered questions.
The Regulator has issued proposals that will lead to it conducting data audits of pension schemes and potentially taking enforcement action against those with poor records.
This article, part of our ongoing series on embedding ERM in insurance, analyzes the capital management function’s roles and responsibilities, including collaboration with the risk management function.
This first edition of Pensions Digest brings together recent pension developments previously brought to you by Towers Perrin's Monitor and Watson Wyatt's Pensions News Filter.
The findings of the fifth in a series of pulse surveys conducted in 2009, which assessed HR's role in achieving M&A success and the specific skill sets that enable HR to contribute most effectively during a merger or acquisition.
This is a study of the 13 largest pension markets in the world and accounts for more than 85% of global pension assets. The countries included are Australia, Canada, Brazil, France, Germany, Hong Kong, Ireland, Japan, Netherlands, South Africa, Switzerland, the U.K. and the U.S..
The monthly round-up of Executive Compensation news, governance developments, shareholder votes and international news. Highlights this month ABI and RiskMetrics position updates, the implementation of the FSA Remuneration Code and Public sector pay.
Survey results from recent global research charting organizational changes and predictions in benefits, compensation and employee engagement.
The timetable under which employers will begin to auto-enrol employees from 1 October 2012 has been announced along with a variety of changes to the auto-enrolment process.
December's pre-Budget Report saw the Government launch consultation on how it will restrict tax relief for high earners, further tighten the special annual allowance and announce key earnings limits and thresholds for 2010/11.
The Pensions Regulator has issued revised guidance on internal controls and proposes taking a more formulaic approach to ensure that schemes, and particularly smaller schemes, are managing their internal controls.
A revised Code of Practice on Trustee's knowledge and understanding seeks to push trustees harder on both training and reading their scheme documents.
The Regulator's Chairman has warned trustees to tread carefully when faced with enhanced transfer value exercises.
The Regulator is reviewing how it judges whether or not independent trustees have the right experience to be on its register - and the standards are getting tougher.
The Personal Accounts Delivery Authority indicates why it support a cautious investment strategy for personal accounts and reveals that just one firm is left in the running for the administration contract.
With the minimum pension age increasing from 50 to 55 in April, HMRC has provided useful guidance on how to avoid being caught out by the change.
The Pension Protection Fund seeks to soften the impact on those employers in most difficulty - but its not good news for everyone.
The Government's consultation response sets out whether or not it will allow additional exemptions from the age discrimination rules to cover flexible retirement arrangements.
The slow growth in cross-border plans is revealed in this latest survey.
The High Court ruling has brought comfort to employers with a ruling on when a section 75 debt can be imposed on employers exiting a multi-employer scheme when there is a funding deficit.
The Pensions Ombudsman has been reined in by this ruling from the High Court.
The Government reveals why collective defined contribution schemes are no panacea for the UK's pension woes.
New mortality projections have been launched based on actual experience up to 2008.
This paper outlines some of the main fees and terms we have come across in terms of real estate investing and how we would like them to change in order to produce a fairer deal for investors. Although some of the issues identified in this paper are specific to ‘opportunity’, ‘opportunistic’ and ’value-add’ strategies, the points we raise have wider implications and are applicable to all real estate vehicles.
There is no doubt that emerging markets continue to grow in importance in the context of a global economy, but investment solutions in this area are not simple. Over a number of years Watson Wyatt spent a considerable amount of resource examining the key economic drivers behind the emergence of the structural growth phenomenon taking place in countries such as China and India. Our findings highlighted the complexity many pension funds face when trying to address a portfolio allocation in this area.
Towers Perrin and Watson Wyatt have come together as Towers Watson, a global company that shares a common set of values and a singular focus: our clients.
Solvency II represents both a challenge and an opportunity for European insurers.
Fifteen extreme risks that would have a high impact on global economic growth and asset returns if they occurred. The events of the last two years have demonstrated that risk management cannot afford to stop at the 95th percentile and that ways need to be found to factor in very unlikely, but high-impact events.
This brief glossary of terms highlights expressions plan fiduciaries are likely to encounter in the course of fulfilling their investment responsibilities.
This case study highlights how one company tackled the challenge of reinventing its sales roles and sales compensation plans across a complex global organizational structure to support changing business needs.
Companies that communicate with courage, innovation and discipline, especially during times of economic challenge and change, are more effective at engaging employees and achieving desired business results. Our research has consistently found the firms that communicate effectively with employees are also the best financial performers.
This article, part of our ongoing series on embedding ERM in insurance, describes an analytical framework that can be applied to an insurer’s internal measurement and management system to align value assessment, risk and capital management.
Frequent recognition is like applause; it rewards the accomplishment in real time.
Insight on boardroom pay and incentives in the United Kingdom.
Insurance companies remain convinced that enterprise risk management delivers rewards, but many continue to struggle with integrating ERM into their business.
Companies with highly engaged employees generate more marketplace power than their competitors.
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