Fund management of ethical multi-asset fund
This is a contract result notice, not an open opportunity. Details from the official award data.
This is a large award for Financial & Insurance Services — above three-quarters of comparable contracts. Based on 8,013 valued Financial & Insurance Services tenders in our corpus.
The objective of this tender is to appoint a fund manager who will initially invest a maximum of 10 million GBP under management on behalf of the GMC.
This amount will be reviewed annually by the GMC Council.
The successful tenderer will be free to invest through a mutual fund, segregated portfolio, or a combination of both.
The GMC has a low risk appetite and we wish to protect against volatility, capital loss and the erosion of asset value by inflation.
The GMC therefore seeks to generate the best financial return that is consistent with our attitude to risk and therefore aim to achieve a target rate of return on funds under management of inflation (CPI) plus 2 percent, over a rolling five year period.
The GMC requires that any income generated by the fund is efficiently reinvested in the fund.
Asset allocations will be determined by the fund managers in order to achieve the target return as long as they align with the GMC's ethical investment approach.
The GMC seeks to avoid those investments that we believe conflict with our charitable aims and as such will invest only through fund managers who demonstrate the strongest environmental, social and governance credentials.
What the supplier must deliver
The GMC seeks to avoid those investments
The GMC seeks to avoid those investments that we believe conflict with our charitable aims and as such will invest only through fund managers who demonstrate the strongest environmental, social and governance credentials.
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- OCID
- c365fc6c-b9f0-4df9-be16-c7ed0e224c27
- Stage
- contract · Contract
- Source
- Contracts Finder
- Buyer ref
- MT179183
Contains public sector information licensed under the Open Government Licence v3.0. Source data © Crown copyright.
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