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Revisiting Corporate Pension Fund Allocation
Oleh:
McCarthy, Ed
Jenis:
Article from Bulletin/Magazine
Dalam koleksi:
Journal of Accountancy vol. 187 no. 2 (1999)
,
page 39-46.
Topik:
PENSION FUND
;
corporate pension
;
fund allocation
Ketersediaan
Perpustakaan Pusat (Semanggi)
Nomor Panggil:
JJ85.8
Non-tandon:
1 (dapat dipinjam: 0)
Tandon:
tidak ada
Lihat Detail Induk
Isi artikel
The party ended with a bang last summer. Financial executives in charge of corporate pension plans had looked like heroes without much effort for several years. But after three consecutive years in which even the S&P 500 index registered 20 % - plus returns, the index dropped 10 % in third - quarter 1998, with the trough almost 20 % below peak. The market falloff signaled a need to look at corporate - level financial planning. Other market indices, especially foreign markets, fared worse than the S&P index, casting doubt on the conventional wisdom that diversification offers a safe harbor in troubled markets. Nor did the indices fully reflect the breadth and depth of the damage. Over 75 % of NASDAQ - traded stocks fell more than 30 % from their highs for the year. At times only long - term U. S. Treasury bills offered any shelter, and even their yields dipped below 5 %. For many pension plan sponsors and their management committees, the 1998 third quarter could not end too soon. Pension plan sponsors and others with fiduciary responsibility for corporate pension money now need to consider their investment strategies with extra care. Don Trone, president of the Investment Management Council (IMC) in Lafayette, California, a consultant to investment advisers, is coauthor of the best - seller The Management of Investment Decisions. He suggests that investment committees follow a well - defined sequence whether they are starting new plans or managing existing ones (see exhibit 1) and that they stick to their written policy. The Big 5 accounting firms have made use of this sequence and have used other components of IMC s services in their investment consulting practices, Trone says.
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