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| Share Name | Share Symbol | Market | Stock Type |
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| Mj Hudson Group Plc | MJH | London | Ordinary Share |
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| 0.00 | 0.00% | 13.125 | 01:00:00 |
| Open Price | Low Price | High Price | Close Price | Previous Close |
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| 13.125 | 13.125 |
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| MEDIA |
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Posted at 08/8/2023 17:05 by davidosh Dr Biotech....I could not agree more. As an investor we have to take ups and downs but there was clearly an element of bad practice here as it completely fell off the rails and I always feel the lack of a final analysis or justice being served leaves investors even more short changed. |
Posted at 01/11/2022 08:27 by dr biotech I see it as the current CFO falling on his sword for the current accounting debacle. As for “greater alignment of the group to investors and the city” more management double speak. It’s the LTIP that is the root of their issues. |
Posted at 06/9/2022 17:33 by c3479z seems they are to consult over the LTIP but the right thing would be to cancel it altogether, so no need to consult, act now...talk glibly about attracting new investors but the sentiment over this issue is going to put every prospective investor off, need to make consistent profits, pay a dividend, develop a track record of consistent profitability and incentivise all their 300+ staff in their various locations not so much by giving out bonuses but by getting the share price moving up so that the options aren't worthless... altogether I thought they were on the defensive throughout the presentation and the Chairman was trying to defend the indefensible throughout..... |
Posted at 13/7/2022 17:19 by simon gordon Project Syndicate - 12/7/22:Private Equity’s ESG Generation The private-equity industry is about to undergo an epochal shift, as the founders of many leading firms retire and a younger generation with a different view of capitalism takes over. Capital flowing through private markets can thus play the role it should in taking environmental, social, and governance criteria mainstream. When faced with a major threat, people have usually turned to religion or government for help. Today, the climate crisis is accelerating, part of Europe is at war, the United States is deeply polarized and beset by rising gun violence, COVID-19 is still with us, and developed economies are facing the prospect of a stagflationary recession. But while millions of people around the world are suffering economically and emotionally, religion has largely lost its moral authority and practical influence, and many governments are either hamstrung or controlled by autocrats. The private sector cannot solve all these problems by itself, of course. But might the world at least be a better place if firms and investors consistently adhered to environmental, social, and governance criteria? Not so fast, say some. The idea that business has an obligation to report on and discuss ESG metrics with the same rigor that it currently applies to its financial results is controversial. Some politicians have sought to make ESG considerations a partisan issue. Big investors claim that a surfeit of prescriptive ESG proposals in this year’s proxy season of annual shareholder meetings shows that the sustainable-investme Nonetheless, capital can still be a critical lever for positive global change – but perhaps not in the way one might think. It is the capital flowing through the world’s private markets – not public stock exchanges – that can play the key role in taking ESG mainstream. After all, globally, nine out of ten people employed in the corporate sector work for a private firm. And for every publicly traded company, there are 200 private firms. Private businesses form the heart of capitalism. And the main artery through which the most important firms obtain resources to grow is private markets – and particularly private equity. To be sure, private equity has traditionally not been the first thing people think of when discussing how to improve the world. But though this industry has been around in its current form only since the 1980s, today it manages more than $9 trillion of assets and owns many of the companies we depend on for daily life. Moreover, it is about to undergo an epochal shift, as the founders of many leading private-equity firms retire and a younger generation takes the reins. This cohort, now in their thirties and forties, is well aware of the failures of Gordon Gekko-inspired, baby-boomer investors and of the limitations of Milton Friedman’s view that business leaders’ only social responsibility is to maximize shareholder value. The new wave of private-equity leaders fundamentally believe that capitalism can produce shared and durable prosperity. They think that generating good financial returns requires recognizing that sustainability, the environment, and the dignity of workers are core to building enduring enterprises. Underscoring this view is the ideal of purpose: the belief that successful organizations create a mutually positive dynamic between their owners, employees, customers, and suppliers, and the communities in which they operate. In this environment of multidimensional returns, it is essential to develop key non-financial yet material metrics and establish benchmarks and standards of performance. The management guru Peter Drucker probably never said, “If you can’t measure it, you can’t manage it.” But that doesn’t make it any less true. The choice of which ESG metrics to measure may vary, depending on the region, industry, company size, and owners’ goals. But this is no reason to give up on establishing standards. There are many important indicators that every business can regularly measure in order to make good on talk about doing the right thing. For example, all companies should track their freshwater use, waste generation, and direct and indirect emissions, and monitor whether any of their activities are causing soil sealing. Other key metrics include the diversity of the management team and the board of directors, employee attrition, work-related injuries, and data breaches. There is no one-size-fits-all approach to capturing ESG data, but there is a minimum that does fit all. We applaud the work of the ESG Data Convergence Initiative to develop baseline reporting metrics, as well as efforts by the International Sustainability Standards Board to update and globalize industry-based standards. This information needs to be tracked now. Globally, there are over 8,000 private market investment firms, and the vast majority have not yet embraced ESG criteria. That needs to change. Regulators will soon demand it, as rules and standards such as the Sustainable Finance Disclosure Regulation and those recommended by the Task Force on Climate-Related Financial Disclosures come into effect. Investors will demand it, too – and already are, as the significant rise in the number of climate-related proposals in this year’s proxy season shows. And society needs investors to pay greater attention to ESG factors in the face of heightened social tensions and unprecedented environmental instability. Put simply, we must move from “trust me” to “show me.” Almost 90 years ago in the US, Congress created the Securities and Exchange Commission, and the accounting industry established Generally Accepted Accounting Principles. Businesses whose financial disclosures had been uneven and spotty began reporting regularly and transparently. In turn, capital markets were bolstered by broader investor participation and the advent of shareholder democracy. We now need to do the same for ESG reporting and stakeholder democracy. And a new generation of private-market players can lead the way. |
Posted at 03/7/2022 08:36 by simon gordon Goldman Sachs podcast Exchanges - 7/6/22:A ‘Seismic&rsquo The private financial markets have grown sharply in recent years as easy monetary policies drove investors towards illiquid markets offering higher yields. In the latest episode of Exchanges at Goldman Sachs, Mike Koester, co-president of the Alternatives business in Goldman Sachs’ Asset Management Division, explains how investors in the private markets are navigating cyclical headwinds and a slowdown in the pace of fundraising. ----- Goldman Sachs podcast Exchanges - 3/5/22: The Road to 2050: Balancing Climate Goals with Energy Security The road to reducing greenhouse gas emissions to zero by 2050 has never been more urgent, but geopolitical tensions, supply chain disruptions and rising inflation have led to renewed focus on energy security. In this episode of Exchanges at Goldman Sachs, Kara Mangone, global head of climate strategy, and John Goldstein, head of Goldman Sachs's Sustainable Finance Group at Goldman Sachs, which recently released its 2021 Sustainability Report, discuss how governments, companies and investors are navigating this transition. |
Posted at 29/6/2022 18:29 by simon gordon Goldman Sachs Exchanges podcast - 24/6/22:Investing with KKR’s Joe Bae Investors are facing one of the most challenging backdrops in recent years amid slowing economic growth, rising inflation and geopolitical conflicts. In this special series, Exchanges at Goldman Sachs: Great Investors, we speak with the world’s most respected investors about their investing strategies, career trajectories, and their outlook on markets and the economy. In our most recent episode, Joe Bae, Co-CEO of KKR, talks with Goldman Sachs’ Alison Mass, Chairman of the Investment Banking Division, about shifts in the macroeconomic environment, building the firm’s business in Asia and his work to combat anti-Asian discrimination and violence. |
Posted at 24/6/2022 12:16 by simon gordon FT - 20/6/22:Traditional asset managers race to expand private investment alternatives Mainstream asset managers are competing with private equity groups for a bigger slice of the growing private asset market Last month, Franklin Templeton agreed to buy Alcentra, one of Europe’s largest credit managers, from BNY Mellon for up to $700mn. The deal marked the latest in a string of acquisitions in one of the hottest areas of the asset management industry: private assets. Traditional asset management groups have been racing to expand their offerings in these alternative investments — a broad spectrum that includes private equity, private debt, infrastructure, real estate, venture capital, growth capital and natural resources. For the fund managers, private assets are appealing because they typically command higher fees and lock up investors’ capital for several years. But robust client demand is also a tailwind, as investors seek to juice up their returns and diversify away from their core holdings in equities and bonds, now that the 60/40 balanced approach — previously a mainstay of investment portfolios — is facing some serious strain. Amid a similar trend sweeping across the US, European groups including Amundi, Schroders, Fidelity International, Edmond de Rothschild Asset Management and Abrdn have flagged private assets as a key area for expansion. They are turning to acquisitions and aggressively hiring, resulting in a fierce talent war between mainstream asset managers, alternatives specialists, and pension funds that are trying to build expertise in-house. The business case for the traditional houses is clear: they need to boost profitability and tap into new avenues of growth at a time when cheaper exchange traded funds are taking market share, and a downward pressure on fees is eating into their margins. “Private assets are an area of high client demand,” says Georg Wunderlin. global head of private assets at Schroders, which last year bought a 75 per cent stake in renewable energy specialist Greencoat for £358mn, and vowed to double the size of Schroders Capital, its private capital business, to £86bn by the end of 2025. “It’s important in terms of asset allocation. Alternatives have stopped being alternative — they are core for our clients.” Data provider Preqin predicts that the overall size of the private capital industry will grow from over $10tn last year to almost $18tn by 2026. Goldman Sachs forecasts that it could even grow to as much as $30tn by then, noting that the retail and wealth markets are key areas where fund managers could make inroads with private capital strategies. For example, Fidelity International bought a minority stake in Moonfare, a digital investment platform for high quality private markets funds, and has signed a distribution partnership to allow banks, family offices and their advisers to access private markets funds on behalf of their clients. On the institutional side, these strategies are well-suited to customisation for clients — such as liability matching or targeting non-financial goals for an investment, like social impact. The opportunity set of potential investments within private capital has surged over the past decade or so. Since the financial crisis, there has been a structural shift in how the economy is financing itself. “Large parts of the economy are now financed by the balance sheets of asset managers and private equity in a way that used to be financed by the banks,” says David Hunt, chief executive of investment management business PGIM. “This has resulted in huge opportunities in private assets for investment managers.”&nbs Meanwhile, companies are staying private for longer, and the war in Ukraine has accelerated the urgency for the renewable energy transition, with huge opportunities for private capital to step in and help finance the shift. Fund managers are also touting some private assets strategies as a hedge against rising inflation. “With inflation becoming a theme again, these strategies keep their pricing power,” says Christophe Caspar, chief executive officer, Edmond de Rothschild Asset Management. He pointed to real estate debt strategies that can increase their rents to keep up with rising interest rates, or infrastructure debt funds, where a part of the debt is linked to inflation, offering some protection for investors. But sceptics caution that the push by mainstream asset managers into private assets is fraught with potential challenges. It puts them into competition with private equity groups such as KKR, Blackstone and Apollo, which have long track records after building up vast, diversified businesses over decades. In a gold rush to make inroads in private assets, valuations have surged and traditional groups risk overpaying for deals or talent. “We’re entering a stage where valuations and activity levels have been high,” says Andrew McCaffery, global chief investment officer at Fidelity International, which entered the private credit market last year and has been expanding the team. “This is more of a challenging world.” Others point out that, culturally, mainstream asset managers are very different to private capital businesses, with different pay structures, timeframes and decision-making processes. “Private assets are much less liquid and so, if you buy badly, you’re stuck with bad investments for much longer,” says Julia Hobart, a partner at consultant Oliver Wyman in London. “The ramifications of getting it wrong are much higher.” |
Posted at 16/6/2022 10:06 by simon gordon EY - 8/6/22:EY to invest US$1b to expand private equity offering and appoints Bridget Walsh as EY Global Private Equity Leader EY today announces an investment of around US$1b phased over four years to expand PE business capabilities and appoints Bridget Walsh as new EY Global Private Equity Leader, effective 1 July 2022, to lead and deliver this initiative. The PE sector today plays an increasingly active role in the global economy. PE firms currently manage more than US$5t in capital and own more than 20,000 businesses across the globe that are estimated to employ approximately 25m people. Most importantly, that footprint continues to grow – last year, PE deal activity exceeded US$1t for the first time ever, and AUM are expected to rise at a rate of roughly 15% over the next several years, as existing investors increase their allocations to PE, and new investors like family offices, high net worth individuals, and others invest in the asset class. As a multi-award-winning service provider to this growing market, EY is a leading advisor to the PE industry with an established global platform providing comprehensive, commercial advice across Strategy and Transactions, Consulting, Assurance and Tax. The US$1b investment bolsters the leading market position with a focus on growing existing transaction capabilities and expansion in the areas of value creation and portfolio transformation; deal leadership; and environment, social and governance (ESG) services. This goal will be supported by strategic acquisitions and by making key talent hires. To build on this investment, Bridget Walsh has been appointed as the EY Global Private Equity Leader. Andy Baldwin, EY Global Managing Partner – Client Service, says: “PE services are a key strategic priority for the EY organization, and this investment will help to enhance client services through recruitment and training of high-quality talent. Bridget is highly respected, both internally and in the wider global PE community, and I am thrilled that she will be leading this initiative. She has a strong track record working with some of the largest PE clients on significant global deals and brings exceptional operational knowledge and experience in leading and managing industry teams across the globe.” Bridget currently serves as EY EMEIA Managing Partner – Tax, a US$5b business which has achieved annual double-digit growth under Bridget’s leadership. She has been a trusted advisor to the Global PE industry for over 20 years, and as a recognized leader within the EY organization, has successfully incubated and grown several businesses within EY. She has an active role in governing multiple businesses and sits on a number of EY Global boards, including the Global Tax Executive Board and the EY Global Practice Group. Bridget also represents EY on the board of British American Business and is a board member of The Ireland Funds Great Britain board. Bridget Walsh, EY EMEIA Area Managing Partner – Tax, says: “I am delighted to take on this role at such a pivotal time, not only for the EY business, but the Private Equity industry overall. It has been a privilege advising the world’s leading PE firms on some of the most innovative and creative deals across sectors around the globe, and I look forward to spearheading growth across EY in this next phase of PE industry evolution. EY is exceptionally well positioned to deploy this significant new investment as the business continues to grow and further capitalize on an existing market leading global platform.” Bridget succeeds Bill Stoffel, who sadly passed away in December 2021. Bill spent over three decades at EY and played an instrumental role in building and leading PE services across the organization to where they are today. |
Posted at 29/5/2022 13:21 by simon gordon Some big money and heavy hitters behind this new ESG reporting platform. One aspect of ESG Advantage is that they have sustainability consultants ready to hold the clients hand and offer expert advice.Hamilton Lane - 4/4/22: Novata Launches Novel Technology Platform to Enable Private Markets to Track ESG Data NEW YORK, April 4, 2022 /Businesswire/ – Novata, a public benefit corporation and technology platform that provides private markets with intuitive Environmental, Social and Governance (ESG) data management solutions, today announced the official launch of its product platform. Backed by a consortium that includes the Ford Foundation, S&P Global (NYSE: SPGI), Hamilton Lane (NASDAQ: HLNE) and Omidyar Network, and with the support of more than a dozen private equity firms and pension funds, Novata is the leading ESG data management platform built specifically to help GPs collect data from their portfolio companies. The Novata platform provides: - a clear starting point for selecting ESG metrics - painless data collection into a secure database - data insights and analytics tools to inform investment decisions. “It’s clear we’ve reached an important inflection point for ESG in the private markets – private companies and their investors face escalating pressure to describe the impact they have on people and the planet,” said Alex Friedman, CEO & Co-Founder at Novata. “Our platform offers a holistic solution for the gap in private market players’ ability to collect, store, effectively analyze and report on relevant ESG data, and we are laser focused on helping private companies meet the ESG challenge.” Directly informed by the needs of general partners and limited partners, Novata is designed to provide users with a clearer view of ESG impact through its secure technology platform. Novata simplifies the ESG data collection process for GPs and their portfolio companies by providing clear metric definitions, practical guidance on which metrics to collect and how to calculate them, and human support when needed. Most notably, users can customize their metrics selection to ensure they are collecting ESG metrics that are most relevant to their business and investors. “After several rounds of beta testing and strong early customer feedback, we are pleased to officially launch the Novata platform today and believe it will revolutionize the way the private markets interact with their ESG data,” said Lauren Peat, Chief Revenue Officer at Novata. “GPs, LPs and their portfolio companies are looking for a clear, simple, and customized technology platform for seamless data collection, and this is exactly what Novata aims to deliver.” Interest in ESG has been on the rise in the private markets, exemplified by private equity firms that are increasingly focused on effectively quantifying and reporting on ESG impact for investors. Yet ESG measurement remains challenging for the private market participants, most of whom are in the early stages of collecting sustainability and social impact data. “We fully support Novata’s mission to simplify the process of ESG data collection for the private markets,” said Erik Hirsch, Vice Chairman and Head of Strategic Initiatives at Hamilton Lane. “While investors’ ESG expectations have evolved from a ‘trust me’ approach to a ‘show me’ one, the challenges for all market participants to be accountable and for their ESG data to be measurable remain significant. Technology can allow for better collection and consumption of that data without imposing on the ‘one size fit all’ approach that’s existed historically. Novata is that technology.” - Novata |
Posted at 27/5/2022 11:27 by simon gordon Looking more deeply into Bain's website, it looks like they turnover c.$2bn per anum consulting with PE firms:'Private equity is in our DNA. We are the world’s leading consulting firm for the industry— with a global practice more than three times the size of our nearest competitor. PE comprises about one-third of our global business, having grown eightfold in the last 15 years. Our team of more than 1,000 private equity consultants serves clients globally, providing essential guidance on strategy, sourcing, due diligence, post-acquisition value creation, and institutional investor strategy. Our depth of expertise and strong market positioning have played a pivotal role in more than half of $500 million–plus buyout transactions globally since 2000. We partner with you throughout the entire investment cycle. Ensuring you have the right investment thesis and winning approach strategy, we help focus your deal generation and sector screening process. Post-acquisition, we support the pursuit of rapid returns by developing strategic blueprints for acquired companies, leading workshops that align management with strategic priorities, and directing focused initiatives. We have helped the leading institutional investors and sovereign wealth funds develop top-performing investment programs across private equity, real estate, and infrastructure asset classes. As investors ourselves, we leverage our expertise to expand your participation in direct investing opportunities. Proprietary data tools, such as DealEdge, SPS, OPEXEngine, and Pyxis, reveal key insights and boost our best-in-class capabilities. The private equity landscape is being reshaped by myriad forces: the rise of virtual sales, the omnipresence of digital, a renewed focus on talent, and, most notably, ESG (environmental, social, and governance) investing. Leading private equity firms are embracing the challenges and opportunities of digital transformation wholeheartedly. They are also meeting demand for more sustainable, socially conscious corporate behavior, weaving ESG into all operations—and gaining market share in the process. Amid these shifts, private equity continues to supersize, with larger funds doing larger deals. With a deep bench, proven expertise, and state-of-the-art advanced analytics tools, we can help you navigate these changes and achieve superior results.' |
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