Voting and institutional investors

Article Abstract:

UK institutional investors are not taking advantage of the immense influence that they can exert over the fate of the companies in which they own stock. These investors are estimated to own around 65% to 75% of all the stocks of the firms listed in the UK stock exchange. However, a recent survey reveals that 90% of the institutional investors polled only have a voting level of 52% or less. This finding run counter to the assertion of the respondents that they vote on decisions affecting the companies they have invested in whenever possible. Since the right to vote was instituted to ensure that the separation of management and ownership still gives shareholders some say in how their companies are run, efforts should be made to boost the voting levels of UK institutional investors. Several measures for achieving this goal are offered.

United Kingdom, Investments, Voting rights (Stockholders)

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A question of balance

Article Abstract:

Sole practitioner Alison Sargent provides a fine example of how the demands of a chartered accountant's career can be balanced with the demands of family life. She works about 35 to 40 hours a week as a tax and audit specialist and is still able to spend three full days a week with her two children. Alison credits her ability to spend sufficient time with her children to the supportive and symbiotic professional relationship she has developed with her husband, Roland Sargent, who like her manages his own accounting practice. Alison, who set up her own practice in 1985, has been able to build it up with the help of her husband who through the years since has arranged his work hours to ensure that both of them had sufficient time to attend to family matters.

Behavior, Time management, Working women, Women accountants

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Institutional investment: a question of understanding

Article Abstract:

Institutional investment fund managers should understand that investors' goals vary, and that useful time may be wasted if spent interacting with the 'wrong' people. Most of the money used for investment in London's financial center is not actually owned by those doing the investing: these people are mere managers themselves. The structure of any arrangement will depend much on the degree of the investment manager's involvement. A venture capital partner is likely to play a much more active part in implementation of deals. The venture capital sponsor should have access to a wide range of finance sources, many of which are likely to be personal contacts.

Management, Planning, Venture capital

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