1. 18 th Annual LAPFF Conference December 2013 Social Impact Investing Brian Bailey

2. Employees in corporate governance Definition of Social Impact Investment Use of repayable finance to produce social as well as financial returns. Social returns result in improved outcomes for individuals and communities particularly amongst less well off groups e.g. improved health and well being, higher levels of employability, reduced social problems and improved environment.

3. Employees in corporate governance Elements to a Social Impact Investment There are five elements to an impact investment: Some elements may be undertaken by the same party The parties interests are managed and controlled through a strong performance management agreement. Commissioners Investors Facilitators Delivery organisations Beneficiaries

4. Employees in corporate governance Underlying Investment Activity The underlying investment activity can be wide ranging e.g. -Healthcare/well being -Education and skills -Housing -Property -Environment -Energy -IT -Microfinance/SMEs/social enterprise -Food/agriculture

5. Employees in corporate governance Impact Investing is Happening Examples of impact investing are growing driven by - Government - Big Society Capital - Social Finance and similar organisations - Investors What can pension funds do having regard to their fiduciary responsibilities?

6. Employees in corporate governance Position of Pension Funds In response to these issues LAPFF commissioned the Smith Report: A broad based survey of opinion amongst interested parties Explored the reasons pension funds do not invest in social investment and impact investment Tested the demand for such investments Identified key opportunities and barriers Made recommendations on what stakeholders might do to enable changes in practice.

7. Employees in corporate governance Smith Report Findings The key barriers: reputational risk, potential conflicts of interest, resource intensive, trustee understanding, lack of consultant knowledge, lack of specialist vehicle or opportunity for investing, impact evaluation methodology, lack of demonstration projects. Recommendations: better information and clearer guidance, demonstrable case studies and training to match impact investing with fiduciary duties, legislative changes, creation of the opportunity.

8. Employees in corporate governance Investing4growth Initiative Created in response to the Smith Institute Report by 5 LGPS Funds The objective is for the funds to improve the outcomes for the communities involved as funders and beneficiaries of LGPS. Improved outcomes in the terms of producing significant positive economic, social, environmental and geographical impacts. Overriding objective of meeting a pension fund’s fiduciary and stewardship requirements.

9. Employees in corporate governance Outline of I4G Initiative Sponsored by five funds who agreed to openly invite asset managers to submit proposals that could meet an impact investing brief, indicating that for acceptable opportunities the fund’s could commit £250m. The brief required asset managers to demonstrate they had an institutional quality product by providing information covering their good standing, experience, investment process, risk management arrangements, operating structure, fees, costs etc. Plus details of the impact of their investment activity identifying economic, social, environmental and geographic (in terms of deprivation and fund operating areas) impacts.

10. Employees in corporate governance Response by Asset Managers 33 submissions by 28 managers. Wide range of underlying investment activity e.g. property, infrastructure, SMEs, social enterprises. Covering a range of sectors e.g. energy, care services, technology. Varying impacts highlighted, but submissions from small, specialist asset managers had the stronger impact outcomes. Opportunities for pension funds exist, but they come with challenges.

11. Employees in corporate governance Impact of the Opportunities The impact of the shortlisted opportunities was wide, but can be summarised: Economic Unquoted venture, SMEs including IT, creative media, manufacturing, services, real estate Social health and social care, wellbeing, education and skills provided by SMEs, enterprise, mutuals Environmental deprived areas, Community regeneration

12. Employees in corporate governance Challenges That Have Arisen (1) The opportunities giving the greatest impact present a range of challenges for institutional investors: I.Opportunities come from relative small investment funds resulting for some in relatively higher fees and operating costs when compared with the usual level experienced by pension funds. II.High relative supervision costs by pension funds due to small scale of investments. III.A portfolio of investments gives a better fit with a pension fund’s risk management requirements and improves VFM. (Creating a fund of funds to manage the portfolio is costly, but a “shared service” approach helps).

13. Employees in corporate governance Challenges That Have Arisen (2) I.Unfamiliar nature of some activities, asset managers and key personal. II.Categorising and evaluating the impacts III.Risks of being first. IV.Identifying an asset allocation and compliance with a fund’s SIP. V.Coordination of 5 pension funds’ due diligence and approval processes.

14. Employees in corporate governance Current Position The exercise has shown that there are potential investment opportunities with a high positive impact on local communities: but they require specific analysis and resources to evaluate their suitability for pension funds investing together, with a broadening of what constitutes an acceptable investment for a pension fund.

15. Employees in corporate governance Contact www.pirc.co.uk Brian Bailey Chairman Email: BrianB@pirc.co.uk Telephone: +44 20 7247 2323 Regulated by the Financial Conduct Authority