Deutsche Asset & Wealth Management, LLC (extinct)

Deutsche Asset & Wealth Management, LLC (extinct)

Deutsche Asset & Wealth Management, LLC (extinct)

Overview
Headquarters

New York

Type of Company

Private

Company Description

Deutsche Asset & Wealth Management is a part of Deutsche Bank and as a strategic pillar of the Deutsche Bank Group, it manages EUR 1,039 billion of assets as of December 31, 2014. With a presence in 40 countries and more than 6,000 employees, Deutsche AWM is among the 10 largest bank-owned asset and wealth managers worldwide

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Advisors & Consultants

Co-Founder at F.A.B. Partners Co. Ltd.

Clients

NYSTRS invests the System's funds in several diverse classes of assets including domestic equities, international equities, domestic fixed-income and global fixed-income. They seek to earn the highest possible long-term rate of return within appropriate risk levels. In turn, this enables them to pay guaranteed benefits to members and their beneficiaries at the lowest possible cost to participating employers and the taxpayers that fund them. Derivatives may not be used to create leverage and may only be used to implement asset allocation changes in a cost-effective manner, prudently implement investment strategies in a risk controlled manner or reduce transaction costs or taxes. Portfolios may be internally or eternally managed. Internal investment managers/advisors may invest in the System’s internally managed domestic equity portfolios while external investment managers/advisors may invest System assets in commingled funds including bank collective investment trusts.

The Public School Teachers Retirement Fund of Chicago (CTPF) invests across a broad range of asset classes including: (1) large-cap index (2) large-cap core (3) large-cap value (4) large-cap growth (5) mid-cap index (6) mid-cap core (7) small-cap index (8) small-cap value (9) small-cap growth (10) all-cap equity (11) international equity (12) private equity (13) public REITs (14) private real estate (15) infrastructure (16) hedge funds (17) fixed-income index (18) fixed-income core investment grade (19) fixed-income opportunistic and (2) cash equivalents.CTPF's asset allocation policy targets an allocation of 62.5% of the fund's assets to investments in the public equity sector. To increase diversification benefits while maintaining a core position in equities, approximately 40% of their domestic equity investments are allocated to equity index funds, with the remaining assets allocated to active equity managers. To further improve diversification, CTPF targets a commitment of 9% of the fund's total assets to small-cap equities and 22% to international equities. They strive to invest at least 3.5% of their assets in mid-cap equities, up to 30% in the emerging markets or lesser developed countries, 3% in the private equity sector, 2% in the infrastructure sector, 2% in hedge funds, 2.5% in public REITs, 6.5% in private real estate sector and 19.5% in fixed-income securities. To increase diversification while maintaining a core position in fixed-income securities, 55% to 60% of the fund's domestic fixed-income investments are allocated to bond index funds, with the remaining portion allocated to core investment grade and opportunistic managers. CTPF allocates 2% of the fund's total assets to cash equivalents or short-term fixed-income securities to meet the fund's benefits and expense requirements.

The Mission of SERS is to provide our members, retirees, and beneficiaries with pension benefit programs and services that are soundly financed, prudently administered, and delivered with understanding and responsiveness. Vision Where We Will Go - SERS understands the need to change based on our current environment and mission. Our values will help guide us as we explore the development of a sustainable pension and health care model, the creation of a "change-ready" culture, and the development of new strategic partnerships over the next five years. SERS will explore the costs and benefits of new types of pension and health care funding structures and investment models, eligibility and service delivery models to ensure the most efficient and effective uses of our members’ resources. SERS will review pension and health care plan design, eligibility and reduction factors in light of current and future environmental factors. In weighing the alternatives, SERS will keep in mind the overriding goals to: Maintain a sound level of funding. Provide access to health care for eligible SERS retirees and their dependents. SERS is committed to an organizational culture in which both Board and staff support success in meeting the challenges of our environment. This change-ready culture will require: Understanding the emerging needs of members and retirees, and how our partners can help us meet those needs. Highly skilled and empowered Board and staff members who clearly understand their roles and responsibilities, and are provided with the training, tools, and organizational support to enable success. Performance measures that hold vendors as well as SERS accountable for individual and team performance in achieving SERS’ goals. Collaboration and partnership within and across departments and partner organizations, focused on achieving the mission and goals of SERS. Continual process improvement and innovation to reduce costs and improve service levels. SERS believes that the key to achieving our mission will be through strategic partnerships with those organizations and individuals who have an impact on our members’ well-being and financial security. This new model of communication and collaboration will allow us to identify, and deliver solutions for, the issues of greatest impact to our members and retirees. SERS will explore new ways to communicate with our strategic partners: Multiple service channels for our members: (face-to-face, electronic, web, multi-lingual, etc.). Increased communications through employers, as well as directly to members and retirees. Lobbying and public education to minimize the potential for detrimental legislation. Education and communication to all partners, to provide: Realistic expectations of benefits Clear understanding of the value of the employers' investment Tools to assist our members in effective retirement planning and preparation Our Values Who We Are - We believe these deeply ingrained principles guide all of our actions and enable SERS to fulfill its mission: Member and Retiree Focus We focus on the needs of our members and retirees by “serving the people who serve our schools.” Integrity We believe in the highest professional standards and ethical conduct and the accountability needed to succeed and achieve our goals. We uphold ethical and professional conduct by word and example. Open Communication We practice respectful, direct, and proactive communication. Continuous Innovation We celebrate success and strive for quality, and continually seek better ways to fulfill our mission to our members and retirees. We value individual and organizational courage, and a willingness to change. Teamwork We are committed to achieving our mission in a manner that encourages participation and values each person’s contributions. Strategic Plan Creating a secure retirement requires a partnership among members, employers, and public retirement systems, each with important responsibilities. The SERS Leadership team defined the responsibilities for each partner for four critical elements of retirement security, and created a Retirement Security Compact. This Compact described each partners’ responsibilities and provided a framework that the Leadership team used in developing strategic priorities and tactics. Elements of a secure retirement include: A well thought-out plan for retirement Sufficient financial resources Good health Life resources In light of the Retirement Security Compact, the Leadership team identified 5 strategic priorities: Develop Long-Term Plan for Pension Security Develop Long-Term Plan for Healthcare Security Ensure Effective Board and Staff Collaboration Communicate Effectively with Stakeholders Ensure Appropriate Resource Structure (human, financial, infrastructure)

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