- Investment Expertise
We are committed to supporting the insurance sector and have a dedicated insurance solutions team.
We’re finding that an increasing number of institutional, pension fund and high-net-worth investors are turning to private equity in order to enhance their portfolio performance.
- Our insight
The House View process provides a consistent macroeconomic framework to analysing global financial markets.
Our Head of Global Strategy, Andrew Milligan, introduces the latest edition of Global Outlook, a summary of our House View.
Standard Life Investments’ Global Strategy team provide regular analysis of the key economic data that has been influencing financial markets.
Our global strategists combine valuable experience, thorough research and analysis to tackle major issues of the moment.
Governance and stewardship is about making sure that companies’ operational processes and policies are robust and responsible.
- How we discharge our stewardship responsibilities
- Our policy for managing conflicts of interests
- How we monitor our investee companies
- Our guidelines for escalating engagement
- Our willingness to act collectively with other investors
- Our policy on voting and voting disclosure
- How we report on stewardship to our clients
We recognise the importance of transparency and accountability when it comes to our stewardship responsibilities. To this end, we have published an annual review of our governance and stewardship activities, which provides an account of how we have fulfilled our responsibilities. Please select the link below to view the 2015 annual review.2015 annual review
- Responsible Investment
We recognise that the management of environmental and social responsibilities is subject to many factors, and take into account the particular circumstances, industries and locations in which the companies operate.
We've produced guidelines on responsible investment to explain how we evaluate the environmental and social policies of the companies in which we are (or might be) an investor.
Our experience in operating across many different investment cycles and markets provides us with the context to manage change. Throughout these cycles, we have the people, philosophy and proficiency of process to plot what we believe is the right course for our clients’ assets.
- Secure content
A broader vision for competitiveness
08 November 2013
In the latest edition of Global Perspective Standard Life Investments, the global investment manager, examines how narrow cost driven measures of export competitiveness can provide a misleading picture of what drives national economic performance and may lead to policy errors when misused by governments. This can in turn result in economic and financial instability. In the report Standard Life Investments identify a number of limitations with this narrow approach and instead argue that investors are better served by methods that emphasise economy-wide productivity performance as well as balanced growth.
Jeremy Lawson, Chief Economist, Standard Life Investments, said:
“Narrow measures of competitiveness do provide some useful insights into imbalances in the global economy as well as those in individual countries. However, they also have important limitations such as encouraging an overly mercantilist stance, and too much of a focus on the labour market. We suggest that a broader vision of competitiveness is needed if the concept is to remain useful for investors.
“In our view, a country’s competitiveness is better defined as the overall strength of domestic policy and other institutional settings and their capacity to encourage business growth and deliver healthy and widely distributed gains in productivity and living standards over time. This type of competitiveness benefits both the country itself and its trading partners and bodes well for longer term asset performance. Consequently, investors that focus on broader indicators will have a better array of signals when deciding how to allocate their capital more effectively. When considered in this light, both Europe’s and Japan’s long-term challenges become much clearer. What is needed is a radical productivity agenda to raise potential growth. Trade performance is therefore just one small piece of the competitiveness puzzle.”