The press release states, “Russian Government promoted sovereign wealth fund the Russian Direct Investment Fund (RDIF) and State Bank of India (SBI) have created a new co-investment consortium in order to expand bilateral economic cooperation. A memorandum of understanding was signed today as part of Russian President Vladimir Putin’s official visit to India. The document was signed by RDIF CEO Kirill Dmitriev and SBI Chairman Mr Pratip Chaudhuri in the presence of the leaders of both countries – Russian President Vladimir Putin and Prime Minister of India Manmohan Singh.
Following the agreement, RDIF and SBI will team up to develop infrastructure to facilitate access to long-term capital in Russia and India, and to actively promote mutual investments between the two countries.
The MoU notes that each of the parties may invest up to 1 billion USD each or facilitate investment in projects and companies with a Russia-India angle, as well as initiatives associated with privatization, globalization or mutual trade. The document also reflects the main principles of selecting investment targets and managing investments by the parties, with the emphasis being promotion of trade and economic cooperation between Russia and India. Emphasis will be placed on projects geared towards higher purchasing power of the population, ensuring demand for infrastructure, creation of value addition in the extraction and processing of natural resources, and the development of manufacturing businesses and service sector companies.
Commenting after the signing Russian President Vladimir Putin said: “I believe that the Memorandum signed between RDIF and State Bank of India will provide additional stimulus to build mutually beneficial cooperation, including SME. It is about creating an efficient, real and actionable mechanism for co-financing investment projects of approximately one billion dollars.”
Commenting on the signing of the Memorandum Kirill Dmitriev said: “We are delighted to find a new partner represented by India’s largest state-owned banking institution. At present, BRICS countries show strong investment potential, and the co-investment consortium, given the government support, helps mitigate the risks that might arise from the global economic situation. Our agreement is focused primarily on the most promising and highest-demand sectors. Also, let us not forget that given Russia’s and India’s macroeconomic performance one can expect high investment returns.”
State Bank of India Chairman Mr Pratip Chaudhuri said: “By partnering with a sovereign wealth fund like RDIF, our bank will have access to interesting and very attractive projects from an investment point of view. Both the Russian and Indian economies are in need of substantial investment. Together this partnership between RDIF and SBI is expected to make a major contribution towards enhancing the economic cooperation between the two countries. In our view, a partnership of developing economies can really result in a win-win situation for both the countries.”
Read more: RDIF Press Release
In December 2016, Crown Prince Maha Vajiralongkorn became King of Thailand, succeeding his father King Bhumibol Adulyadej who passed away in October 2016. [ Content protected for Sovereign Wealth Fund Institute Standard subscribers only. Please subscribe to view content. ]
by Michael Maduell
In my frequent and vast interactions with chief executives of small-to-large asset management firms, I’ve witnessed a number of traits that successful firms – meaning growing and retaining assets under management plus getting real respect in the industry – are able to properly execute. Besides generating amazing returns and matching the right solutions for the asset owner clients, CEOs need to be advancing their firms. Of course, quality client service should remain front of mind for fund management firms. In this short piece, I will focus on three traits that successful fund managers tend to possess.
1. Abundant Charisma from Founders
What is memorable and what will stick in one’s mind? A cadre of asset managers possess charismatic chief executives. BlackRock’s Larry Fink, DoubleLine’s Gundlach and Rajiv Jain of GQG Partners are some prime examples that come to mind. DoubleLine is a relatively new player compared to BlackRock and already amassed over US$ 100 billion in assets. Being a founder of the fund management company also helps, as CEO hires (often bringing a book-of-business contacts) may tend to look elsewhere unless generously compensated.
Having an effective cheerleader CEO is essential in nurturing and growing a sustainable franchise in a monochromatic industry of imitators. Too often, CEOs of some asset management firms are pure “salespeople” – too pushy or fake, or a highly-bright number-cruncher with low or nil emotional intelligence.
2. Not Drinking Too Much of One’s Own Kool-Aid
“We are a data-driven, technology, ESG-focused, smart-beta, solutions-led provider of services.” Hey, 2018 did I get that right?
Yes, your stuff does not stink. Like a broken clock, many CEOs rely on the flavor of the year or grappling a playbook, beating the idea over the heads of pensions and sovereign fund clients and prospects. In the long-run – meaning maintaining assets over a lengthy period of time – I find it’s better to be more objective when discussing potential strategies. I’m talking about a healthy dose of informative marketing. However, being overly-transparent or even talking yourself out of the strategy is not what I am directly advocating. It is important to be realistic about the strategy or thematic idea, as the attractiveness of these concepts shift over time.
3. Stirring up Controversy – Strategically
Shaking the tree and stirring the pot – this trait can surely backfire if not properly executed. Being the brightest crayon in the box can work. Even virtue signaling – latching onto a social current – can work in some instances, but CEOs that can deliver impactful counter-culture statements that shock the conscience tend to draw attention – and capital. This might not be the best example; however, upon the ascendancy of Abraaj Group, the firm’s founder, Arif Naqvi, often commented to not describe countries like China, India, etc. as emerging markets but as global growth markets – then creating a comparison to Wall Street and its risks. Abraaj was able to raise a ton of capital, before its downfall stemming from early 2018.
Boards need to diligently examine the CEOs they select. Does the firm want to grow or hold the line for the planned dividend? My belief is that if you are not growing, you are decaying, as the world moves faster and faster.
The views in this article are expressed by Michael Maduell.
Michael Maduell is President of SWFI.
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