liza, Author at Groupe financier Connor, Clark & Lunn ltée

Lime and limestone are materials that have shaped human civilization for thousands of years. Limestone is a common sedimentary rock formed mostly from calcium carbonate. It develops over millions of years from either marine organisms (shells, coral, plankton, etc.) or chemical precipitation in oceans and lakes.

Limestone is converted into lime by burning (calcining) it in a kiln at 1000ºC. Lime can then be mixed with water (hydrated) to form hydrated lime. Finished lime then absorbs CO2 and slowly transforms back to calcium carbonate (i.e., limestone). The lime cycle is one of the oldest known chemical cycles used by humans

Limestone been used as building material for centuries, from pyramids to great cathedrals of Europe, including Notre Dame, Westminster Abbey and St Peter’s Basilica. More commonly it is used as an ingredient in cement and concrete, and in building roads. It is also a widely used industrial mineral, either unprocessed or transformed into a lime derivative.

Limestone is estimated to account for 15% of surface rock on Earth, but high-purity limestone valued in industrial, construction, environmental and agricultural applications is much rarer as are deposits of scale that can be commercially exploited.

Applications across industries

SigmaRoc PLC (SRC LN), a recent addition to the portfolio, is a lime and minerals group targeting quarried materials assets in the UK and Northern Europe. The business is asset backed with over 2.7 billion tonnes of mineral reserves and resources, the equivalent of over 100 years of resources.

SigmaRoc has exposure to the construction, industrial and environmental end markets with applications such as:

Construction

Quarried limestone and granite materials are used in both infrastructure and residential applications such as the construction of roads, railways, bridges, ports, airports and buildings. The main products include aggregates, asphalt, ready mix concrete, pre-cast concrete and dimension stone.

Industrial

Lime is used as a flux in steel and copper production to remove impurities and control melt chemistry.
Quicklime is involved in pulp and paper production.
Limestone powder is used as a filler in paints and adhesives.

Environmental

Quicklime, slaked lime and limestone powder remove acidic compounds from flue gas.
Lime treats drinking water by raising pH, and wastewater by reducing toxicity.
In soil treatment, lime raises soil pH.

Quarries and their locations

SigmaRoc has an advantage in that it owns quarries. In countries where it does not own quarries (the UK and Poland), it has on-site kilns and long-term supply agreements with the quarry owner. Owning the quarry means fixed costs are manageable and ensures both the quantity and quality of supply.

Having quarries located close to customers has key logistical advantages. Firstly, the weight of the product means it is not feasible to ship long distances. Lime products are dangerous to transport due to lime’s high chemical reactivity. It is classified as corrosive under transport regulations and producers need regulatory compliance to ship. Quicklime degrades over time, meaning shipping long distances is unfeasible, reducing the threat of imports.

Integration, growth and megatrends

The three main lime producers in Europe are SigmaRoc and two privately owned Belgian companies. After those, the market is fragmented and the SigmaRoc has a “buy-and-build” growth model. The strategy is to acquire assets (quarries, lime and limestone businesses, related infrastructure) in fragmented local markets, then integrate them to extract synergies, scale and efficiency.

SigmaRoc has cyclical recovery potential and is poised to benefit from megatrends that support long-term growth. If macro conditions improve – supported by infrastructure spending, lower rates and renewed housing policy – SigmaRoc’s scale and flexibility could drive outperformance. Its diversified presence across geographies also helps smooth region-specific cycles.

Future growth is also supported by the ongoing electrification of economy. This creates a huge increase in demand for batteries, and lime is required in the mining and refining of lithium. European steel – and especially green steel – should also benefit from electrification, so long as the industry is protected from high carbon inputs, potentially reduced import quotas and higher tariffs. Beyond electrification, flue gas scrubbing creates an environmental market for lime, a process that addresses shipping emissions.

Limestone and lime are attractive markets due to high barriers to entry, the irreplaceable nature of product and the lack of material import flow into Europe. With an M&A track record as the foundation for future growth, we believe that makes SigmaRoc a compelling investment in the materials sector.

Le Groupe financier Connor, Clark & Lunn (Groupe financier CC&L) est heureux d’annoncer que Josh Borys se joint à son équipe de direction à titre de directeur général le 1^er avril 2026. Il sera responsable des sociétés affiliées du marché privé.

Josh possède une vaste expérience de la dette privée, ayant occupé des postes à Sagard Credit Partners et à l’Office d’investissement du RPC dans cette catégorie d’actif. Il est titulaire d’un baccalauréat spécialisé de la Richard Ivey School of Business de l’Université Western.

« Josh renforce notre groupe de directeurs généraux en ajoutant une capacité spécialisée dans les marchés privés, un domaine qui représente une part importante de nos activités actuelles et qui sera un facteur clé de croissance future, tant pour les sociétés affiliées existantes que pour les nouvelles sociétés affiliées au fil du temps », a déclaré Michael Walsh, président et directeur général du Groupe financier CC&L.

Josh travaillera à Toronto.

Au cœur de notre organisation se trouvent l’engagement et le désir d’offrir un rendement et un service supérieurs à nos clients. Notre principal objectif est de répondre aux attentes de nos clients tout en nous assurant que notre équipe est très motivée et enthousiaste. Pour y arriver, nous nous concentrons sur ce que nous faisons de mieux tout en cherchant à demeurer à l’avant-garde de la recherche et du développement sur les marchés des capitaux.

Le statu quo n’est pas une option

Chaque année, nous profitons de l’occasion pour fournir à nos clients une revue annuelle de l’entreprise, décrivant comment nous orientons nos efforts au sein de Gestion de placements Connor, Clark & Lunn (CC&L) pour respecter notre engagement à offrir un bon rendement des placements et un service à la clientèle supérieur.

Nos activités ont toujours été caractérisées par un réinvestissement continu et l’innovation; le statu quo n’est pas une option. Alors que nous composons avec un contexte financier et politique volatil, nous avons concentré nos efforts sur trois domaines de base qui sont essentiels à la vigueur et à la durabilité à long terme de notre société : notre personnel, nos capacités technologiques et notre infrastructure physique.

Notre investissement le plus important est dans notre équipe. En 2025, nous avons accueilli 28 nouveaux collègues au sein de la société et nous prévoyons en ajouter environ le même nombre en 2026. Ces ajouts touchent les fonctions de placement et du service à la clientèle, ce qui renforce à la fois nos capacités actuelles et le développement de notre relève. Cette croissance reflète notre engagement à bâtir une entreprise durable d’une génération à l’autre. En investissant dans le perfectionnement des talents, la planification de la relève et l’accompagnement de notre prochaine génération, nous veillons à ce que nos clients continuent de profiter d’une organisation solide, stable et tournée vers l’avenir.

La technologie est le deuxième pilier de notre stratégie de réinvestissement. Nous procédons à la modernisation des systèmes dans l’ensemble de nos fonctions de soutien et des opérations intermédiaires afin de renforcer la résilience opérationnelle, d’améliorer l’intégration des données et d’élargir nos capacités de production de rapports. Ces améliorations renforcent l’infrastructure qui soutient nos processus de placement et la prestation du service à la clientèle. Parallèlement, nous élaborons une approche rigoureuse en matière d’intelligence artificielle (IA). Notre stratégie vise à permettre à chaque secteur de nos activités de tirer parti des outils et de la technologie d’IA pour améliorer les processus de placement et d’affaires. L’introduction d’outils d’IA exige une surveillance adéquate et délibérée. Peu importe la complexité et le niveau de sophistication de l’intégration de l’IA, nos employés restent chargés de garantir la qualité et la pertinence des résultats et assument la responsabilité finale de chaque fonction.

Enfin, nous effectuons des investissements importants dans nos bureaux à Vancouver et à Toronto. Ces améliorations visent à créer des environnements qui favorisent la collaboration, la créativité et la connexion. Nos espaces remaniés soutiennent le travail d’équipe, le dialogue interfonctionnel et un engagement plus fort au sein des équipes de placement, des solutions clients et des opérations. L’objectif est de créer des conditions qui permettront de remettre en question, de peaufiner et de mettre en œuvre les idées de façon efficace, ce qui profitera à nos clients. Nous avons hâte d’accueillir les clients dans nos nouveaux bureaux en 2026 et de partager ces espaces actualisés en personne.

En terminant, je tiens à remercier sincèrement nos clients de leur confiance et de leur partenariat soutenu.

Sincères salutations,

Martin Gerber
Président et chef des placements

Notre équipe

En 2025, notre société a continué de croître, accueillant 28 nouveaux employés et portant notre effectif à 150 personnes. Nos activités profitent également de l’ensemble du Groupe financier Connor, Clark & Lunn, qui emploie plus de 500 professionnels soutenant la gestion des affaires, l’exploitation, le marketing et la distribution.

La stabilité et les spécialisations de notre société demeurent les principaux moteurs de nos activités. La planification de la relève et le perfectionnement professionnel sont au cœur de notre approche, assurant la continuité et la réussite à long terme.

Nous sommes heureux d’annoncer que plusieurs employés ont été promus au poste de directeur principal depuis le 1er janvier 2026, en reconnaissance de leur contribution importante et croissante à notre société.

Le conseil d’administration de CC&L est également heureux d’annoncer la promotion de nouveaux actionnaires depuis le 1er janvier 2026, en reconnaissance de leur leadership et de leur influence dans leurs fonctions.

Titres à revenu fixe

Au cours de la dernière décennie, l’équipe des titres à revenu fixe a investi considérablement dans l’élaboration d’un cadre quantitatif visant à repérer et à récolter des primes intéressantes sur les marchés des titres à revenu fixe, d’abord dans le cadre de stratégies relatives à un indice de référence, puis dans des mandats à rendement absolu. Comme ces flux de rendement systématiques se sont révélés à la fois attrayants et diversifiés, la demande des clients pour des solutions spécialisées a commencé à croître. En réponse, l’équipe fait évoluer ces capacités vers des stratégies quantitatives spécialisées, pouvant être mises en œuvre soit comme solutions de rendement total, soit comme source d’alpha portable venant s’ajouter à une gamme complète de sources de rendement de marché. Nous continuons d’investir dans la recherche, les infrastructures et les talents pour approfondir ces capacités et soutenir l’intérêt croissant des clients pour des sources de rendement résilientes et diversifiées dans différentes conjonctures de marché.

Sandy McArthur s’est joint à l’équipe des titres à revenu fixe en mai 2025 et est rapidement devenu un moteur central des initiatives stratégiques à l’échelle de la plateforme. Il allie une solide expérience du marché à une grande maîtrise technique, ce qui permet à l’équipe d’agir plus rapidement et de mener ses activités avec davantage de rigueur. Sa ténacité, ses compétences interfonctionnelles et sa volonté de prendre en charge des dossiers complexes ont déjà eu une incidence importante sur l’entreprise. Nous sommes heureux de l’accueillir à titre d’actionnaire en 2026.

Stratégies fondamentales d’actions

Après plus d’une décennie de surperformance des actions américaines, l’équipe estime que le marché boursier canadien est bien placé pour enregistrer des rendements supérieurs à moyen terme. Les valorisations intéressantes, la répartition sectorielle différenciée et une forte exposition à la hausse de la demande mondiale de produits de matières premières créent un contexte attrayant pour les actions canadiennes.

L’équipe des Stratégies fondamentales d’actions continue de soutenir les objectifs de placement des clients dans l’ensemble des mandats. Dans ce qui a été un contexte difficile pour les gestionnaires actifs en 2025, toutes les stratégies, y compris les actions canadiennes toutes capitalisations, les actions axées sur le revenu et les actions à petite capitalisation, ont produit un rendement dans le quartile supérieur par rapport à leurs pairs respectifs.

Pendant plusieurs années, l’équipe des Stratégies fondamentales d’actions met l’accent sur le développement de la prochaine génération de relève en placement. Au cours des 12 derniers mois, trois associés de recherche expérimentés se sont joints à l’équipe, renforçant davantage ses capacités de recherche. Ce réinvestissement délibéré souligne l’engagement de l’équipe à maintenir le rendement, à approfondir l’analyse et à maintenir un avantage concurrentiel par rapport à ses pairs à long terme. Parallèlement, l’équipe met activement en œuvre le plan de relève de Gary Baker. Le 1er janvier 2026, Michael McPhillips a été nommé co-chef des placements aux côtés de M. Baker. Ils se partagent ainsi la responsabilité de la stratégie d’actions, de la gestion des portefeuilles et de l’orientation globale des placements. En 2027, Michael occupera le poste de chef des placements, tandis que Gary passera à un rôle-conseil, assurant ainsi la continuité, le mentorat et une transition harmonieuse. Michael s’est joint au conseil d’administration de CC&L en 2026, succédant à Gary.

Stratégies quantitatives d’actions

L’année 2025 a été solide pour l’équipe des Stratégies quantitatives d’actions. L’équipe a atteint ou dépassé les objectifs de valeur ajoutée dans l’ensemble de ses stratégies clés, s’appuyant sur des antécédents de rendement à long terme éprouvés, avec une croissance soutenue de la clientèle et des actifs sous gestion. Pour soutenir cette croissance, l’équipe a continué d’accroître ses capacités, passant à 92 membres, avec 21 nouveaux employés en 2025. Des professionnels en placement ont été ajoutés à l’ensemble des sous-équipes au cours de l’année, et les investissements dans les ressources de leadership des sous-équipes se poursuivront à un rythme semblable cette année. La croissance soutenue de l’équipe témoigne de la nécessité d’élargir et de réinvestir continuellement dans nos capacités, puisque la taille et la portée des activités de gestion quantitative ont augmenté. Par ailleurs, l’accent est demeuré mis sur la mise en œuvre de points de vue différenciés, avec une mise à jour du modèle de placement qui a été déployée avec succès en novembre.

Afin de soutenir les clients sur les marchés internationaux, nous avons élargi la structure de nos fonds en gestion commune. Cela comprend notre plateforme de fonds OPCVM établie en Europe et destinée aux investisseurs non américains, une plateforme de fiducie de placement collectif (CIT) aux États-Unis destinée aux régimes de retraite réglementés par l’ERISA, une plateforme aux îles Caïmans pour les investisseurs américains et d’autres investisseurs mondiaux admissibles, et une plateforme de fonds de sociétés en commandite pour les investisseurs américains admissibles. Cet investissement nous permettra de servir une clientèle plus vaste.

Solutions clients

Conformément à la croissance de nos activités, l’équipe des Solutions clients a continué de croître. Tim Elliott s’est joint à l’équipe en juin. Il occupait auparavant le poste de président et chef de la direction de Fonds Connor, Clark & Lunn Inc., une filiale spécialisée dans la gestion de patrimoine pour les particuliers qu’il a fondée au sein du Groupe financier CC&L il y a 15 ans. Tim a immédiatement eu une incidence positive sur nos activités, en apportant ses analyses et son expertise des marchés des services aux particuliers et de la gestion de patrimoine, et en renforçant le leadership au sein de l’équipe. Il est devenu actionnaire en 2026.

Investissement responsable

L’année 2025 marquait le passage d’une décennie depuis la création du comité ESG de CC&L. Par conséquent, notre conseil d’administration a jugé approprié d’entreprendre un examen du mandat et de la structure de gouvernance du comité. Le résultat de cet engagement a permis de confirmer que nous conservons la structure et les ressources appropriées pour atteindre nos objectifs en matière d’investissement responsable et de conclure qu’aucun changement important n’était justifié.

Nouvelles de l’entreprise

Actif sous gestion

L’actif sous gestion de CC&L a augmenté de 35 milliards de dollars canadiens en 2025 pour s’établir à 112 milliards de dollars canadiens au 31 décembre 2025. Nous sommes heureux d’annoncer que notre activité s’est développée grâce aux mandats de nouveaux clients répartis dans toutes les équipes de placement. En 2025, CC&L a accueilli plus de 100 nouveaux clients et a obtenu 19 mandats supplémentaires de la part de clients existants. La plupart des nouveaux mandats visaient des stratégies quantitatives d’actions pour des investisseurs institutionnels mondiaux.

Nous sommes fiers de recevoir le prix Coalition Greenwich 2025 : Meilleur gestionnaire d’actifs pour les investisseurs institutionnels au Canada*. Ce prix reflète l’excellence pour ce qui est du rendement des placements et du service à la clientèle, selon l’indice de qualité Greenwich.

Mot de la fin

Nous sommes sincèrement reconnaissants de la confiance et du soutien de nos clients et partenaires d’affaires. Nous avons hâte de continuer à vous aider à atteindre vos objectifs de placement au cours des prochaines années.

* Tout au long de 2025, Crisil Coalition Greenwich a mené des entrevues auprès de 147 des plus grands régimes de retraite privés et publics, institutions financières, fonds de dotation et fondations au Canada et dans d’autres régions du monde. On a demandé aux principaux spécialistes de fonds de fournir des évaluations détaillées de leurs gestionnaires de placement, des évaluations des gestionnaires qui sollicitent leurs affaires et des renseignements sur les tendances importantes du marché. Gestion de placements Connor, Clark & Lunn n’a versé aucune rémunération à Crisil Coalition Greenwich pour ce sondage.

In-depth macro analysis has always been a cornerstone of this process, based on an understanding that emerging markets are highly sensitive to macro shocks which can overwhelm ostensibly solid company fundamentals. The outbreak of conflict following US and Israeli strikes to take out the Iranian regime is one such event, and has sparked violent moves in markets. Our macroeconomic analysis and risk controls are crucial in helping to navigate a volatile environment.

The approach to macroeconomic analysis here is disciplined and incremental, and does not involve the type of Hail Mary calls (i.e., speculating on President Trump’s war aims) that get market pundits invitations onto Bloomberg and CNBC. Our approach to forming a top-down view of our markets is to mark the direction of travel, whether it be our monetary indicators or more qualitative factors such as politics and institutional quality. We marshal all of these data points into one number which rates the level of conviction for a country with 1 being the highest level of conviction corresponding with a maximum overweight (key caveat: provided we can find the right stocks that fit our process), and 5 being lowest (meaning no exposure at all). As the data changes, we will tweak that level of conviction, which should be tightly aligned with adjustments made in the portfolio.

This work is designed to help us understand how the investment environment is changing through cycles, structural change and theme-driven liquidity. Through this context, we can get a sense of what types of businesses are likely to be rewarded in a given environment and adjust the portfolio accordingly.

Test and re-test

We are big subscribers to the insights of psychologist and writer, Phillip Tetlock, who is an expert on forecasting. His studies found that the best long-term forecasters are those who are able to make probabilistic estimates, calibrate, learn and update beliefs frequently. They make many small corrections to their analysis as fresh data arrives, which leads to better long-run accuracy than rigid “set and forget” predictions. This is the forecasting approach we adopt in both our macro and company analysis, illustrated in our process diagram below.

Through periods of high uncertainty and violent market moves like what we have currently, we lean heavily into this OODA (Observe, Orient, Decide, Act) Loop. This involves a constant testing and re-testing of our macro views and investment hypotheses, and tweaking of the portfolio as conditions change.

Example: lifting oil exposure

Moving from being zero weight in oil companies at the start of 2026 to equal weight (and with more beta to oil than the index) by the end of February is one example of how iterative tweaks in our macro analysis left the portfolio in a better position to weather the events of early March.

Towards the end of last year, one of the most debated topics of discussion in the team was our heavy underweight to the energy sector and, in particular, oil. Our only energy holding at the end of 2025 was uranium miner CGN.

While we remain structurally cautious about oil’s long-term investment prospects, from a portfolio risk perspective we became concerned that having no oil exposure had turned into a crowded consensus trade – especially as weak prices began to squeeze US shale production. This alongside news of a US naval build up in the Persian Gulf, Arabian Sea and Eastern Mediterranean early in the year suggested the portfolio was exposed to risk of a geopolitical shock in the region. Through January and February, we gradually lifted our oil exposure from zero to an equal weight of over 3.5%.

While our macro and risk analysis helped to identify a potential vulnerability, we could not know that conflict was about to break out in early March and drive such a dramatic hike in the price of oil. It was not a case of just adding oil beta to the portfolio. We added Argentinian shale oil producer Vista Energy and Petrochina based on their healthy returns on invested capital sustainable even through weak pricing environments, underpinned by growing production profiles, capital discipline and low lifting costs.

Vista Energy: Production growth and falling lifting costs driving earnings growth

Source: Vista Energy Investor Relations 2026

The lift to oil exposure was timely, helping to preserve relative gains made this year despite sharp drawdowns in other winning positions that had been hit by broad risk-off sentiment.

Where to from here?

We rated the global monetary backdrop as modestly supportive coming into this shock, largely reflecting favourable trends in EM. However, we have been expecting the global stockbuilding cycle to turn down during 2026, giving us a bias to increase defensive positioning at the margin, especially on any signs of monetary weakness.

The energy price spike, unless swiftly reversed, will push up inflation and squeeze real money growth. It is leading to a revision of expectations for central bank policies, which may dampen nominal money growth. Nominal money trends are also at risk from recent tightening in US private credit conditions, which the current shock may exacerbate.

We are cautious and do not expect the negative effects of this shock will be swift to reverse, so our inclination is to add to defensive positioning on any rally, rather than to view current market weakness as a buying opportunity.

“A good laugh and long sleep are the best cures in a doctor’s book.” – Old Irish proverb

It’s been more than a decade since the CDC declared sleep disorders “a public health epidemic.” Since then, the world has woken up and taken note. The long-term impact of sleep loss on mental health and physical performance has been widely documented in scientific studies. From cardiovascular disease to compromised immunity and burnout, poor sleeping habits quietly add up over time while increasing our mortality risk. Sleep is also important for cognitive health because it gives the brain time to remove toxins that accumulate while we are awake.

The three foundational pillars of human health are sleep, diet and exercise. Diet and exercise have always dominated conversations around health with very little attention paid to sleep and sleeping habits. Now sleep (or the lack of it) has finally caught the attention of society at large and with it we have seen the rise of the sleep economy.

The broader sleep economy encompasses everything from sleeping aids to sleep medication and supplements, bedding and furnishing to sleep tourism. Just the sleeping-aid market is estimated to reach $188 billion according to Statista. The emergence of the sleep economy is best represented by the popularity of products like the Oura ring that tracks heart rates, sleep cycles and recovery metrics. Oura ring has sold over 5.5 million rings and the company behind it, Oura Health, was valued at $11 billion last year.

Beyond just physical products, we are also seeing the rise of sleep tourism, with travelers showing an increased preference for sleep-focused holidays. Hotels understand that their customers now value good quality sleep and offer everything from smart beds and pillow menus to sleep-specific spa treatments and dedicated sleep programs to help reset the circadian rhythm and allow customers to rest.

One of the holdings in our portfolio is Atour Lifestyle Holdings Ltd. (ATAT US), the largest hotel operator in China’s upper-midscale segment. There are several attributes of the business that make it attractive purely as a hotel operator – from its brand strength to its ability to expand in an asset-light manner while maintaining its attractiveness to prospective franchisees.

However, Atour also has a fast-growing retail business that caters directly to emerging sleep economy trends. From deep sleep pillows to mattresses and comforters, Atour is the first hotel chain in China to develop a retail business around the sleep economy. Sleep economy aside, Atour also taps into so called new consumption trends in China where consumers prioritize maintaining a balanced lifestyle and personal fulfillment over conspicuous consumption that was prioritized by their parent’s generation. From that perspective, Atour for us checks two boxes: the rise of the sleep economy and shift in spending toward services like travel and tourism, concerts etc.

Atour is able to create synergies with its hotel business by cross selling its products to its hotel guests. Hotel guests get what is in effect a free trial when they stay at an Atour property and their real-time feedback is used to enhance product R&D. It helps that Atour’s premium positioning has a positive spillover effect on the brand positioning of its sleep products. Being alert to changing societal norms and evolving spending priorities is a key element in identifying themes within our investment process. We sleep well at night knowing that these thematic tailwinds provide a nice boost to Atour’s revenues and profitability on top of good execution with its core hotel business.

Lindsay Holtz et Moira Turnbull-Fox ont été mises en vedette dans un récent article de Benefits and Pensions Monitor intitulé « Why micro-communities matter for women’s careers ». Elles ont parlé de notre collectif de femmes et de l’importance de créer des espaces pour les femmes dans l’ensemble du Groupe financier CC&L et de ses sociétés affiliées afin qu’elles puissent établir des liens et s’entraider.

« Il existe de nombreux événements de réseautage à l’externe auxquels les gens peuvent participer, mais nous avons constaté qu’il y avait un manque ici même, à l’interne. Il nous a donc été facile de saisir cette occasion et de l’orienter dans la direction que nous souhaitions lui donner », explique Lindsay.

L’article coïncidait avec la Journée internationale de la femme, un rappel mondial des progrès réalisés, du travail qui reste à faire et de l’importance de créer des environnements où les femmes peuvent diriger, s’épanouir et se faire entendre. C’est le moment de célébrer les réalisations, de promouvoir l’équité et de réaffirmer notre engagement à soutenir les femmes dans nos milieux de travail et nos collectivités.

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Japan is a country that remains steeped in tradition and ritual, even as it embraces and leads advanced technologies such as factory automation, semiconductor production equipment and high-speed trains. Staid practices such as invoicing expenses via fax machines, saving data on floppy disks and even signing documents with physical ink stamps continued unabated until the pandemic forced a wholesale rethink.

Historical context: System integrators

Japanese companies’ approach towards IT infrastructure differs fundamentally from their American and European counterparts. In the 1960s, the Japanese government was concerned about IT competitiveness against American behemoths, IBM and Intel. Therefore, the government funded the development of IT national champion NTT, as well as three other IT groups, Fujitsu and Hitachi, NEC and Toshiba, as well as Mitsubishi Electric and Oki. It also awarded these groups public projects over the decades since. By the 1980s, the private sector saw the spinoff of consulting subsidiaries, specializing in the IT needs of service sectors such as e-commerce and finance. These consultants became known as System Integrators (SIs).

Competitive advantage: Talent monopsony

SIs coordinate software vendors, hyperscalers, subcontractors and non-tech companies’ IT departments to meet their clients’ IT needs. SIs’ customer stickiness is strong because clients desire customization but can’t secure the top IT talent because of customers’ comparatively low salaries. Local companies’ IT workers are generalists who don’t know how to effectively procure hardware, manage software or even develop an IT strategy. Gartner found that 67% of such companies blamed « talent scarcity » as a major obstacle to IT upgrades (vs. 38% globally). With growing IT labour shortages and few students pursuing tech degrees, SIs’ core role between the key parties is what leads to higher margins, enabling companies to hire top SI talent.

Industry outlook: Long growth runway

IDC estimated that Japan’s $180 billion in annual general IT spend would grow at 6.4% CAGR into 2029E. Mordor Intelligence estimated that cloud spending would grow significantly faster than general at 17% CAGR into 2031E. According to Gartner, in 2021 31% of Japanese companies stored data on the cloud, with cloud comprising only 4.3% of total IT spend (vs. 14.4% North America, 9.7% Europe, 6.4% China). As of 2023, according to the Information Technology Promotion Agency, large Japanese firms with more than 1,000 employees had already drawn even with large American firms with ~63% of them noting that they had dedicated digital transformation (DX) departments (vs. ~64% for large American firms). In contrast, smaller Japanese firms with fewer than 1,000 employees were lagging behind with just ~12-41% reporting dedicated DX departments (vs. ~39–66% for smaller American firms). Smaller capitalization SIs serve small customers.

Gen-AI: More opportunity than threat

While software-as-a-service (SaaS) company stocks have sold off across America, Europe and Japan year to date, we expect strong demand for cybersecurity and infrastructure to continue, benefiting SIs. This is because declining software development costs amid AI-led coding and fiercer price competition against AI agents reduce overall software package costs. While lower prices hurt SaaS supplier margins, they boost customers demand.

SIs are crucial to the integration of software packages with hardware and networks, all safeguarded by cybersecurity. Japanese companies’ core IT systems were built by the SIs themselves in complex layers based on evolving business needs and characteristics. This makes it hard to standardize processes, a necessary precursor to an AI-first automated approach. Rather, our SIs will even benefit from rising demand for limited IT system standardization as companies seek to deploy agentic AI. Admittedly, agentic AI has the potential to replace end-user applications in enterprise resource planning, but we believe that SIs will retain their crucial role in maintaining infrastructure by offering cybersecurity.

DX favours smaller SIs

Mentioned above, DX refers to the implementation of digitalization through efforts such as transitioning data to the cloud to avoid reliance on onsite physical data storage and, more recently, rolling out gen-AI models to boost productivity. The term captures the shift in approach from treating IT as peripheral toward recognizing its centrality. As IT competitiveness and DX continue in Japan, the next leg of growth should be led by DX service providers that focus on smaller firms.

Simplex Holdings

Simplex Holdings Inc. (4373 JP) was founded in 1997. In 2001, it began offering banks with solutions like IT consulting, systems development, and operations and maintenance. Over the decades, it expanded into FX brokerages, equity, futures, options platforms, insurers and crypto. In 2013, it conducted a $211 million buyout with Carlyle. Carlyle later sold its equity stake upon Simplex’s September 2021 relisting on the Tokyo Stock Exchange. We feel that Simplex is well positioned to benefit from this trend.

* all dollar amounts referenced in this article are in USD.

The historical Fed would be shifting to a tightening bias in response to recent economic news, according to a simple model.

To recap, the model classifies the Fed as being in tightening or easing mode depending on whether a probability estimate is above or below 0.5. The estimate is based on currently reported and lagged values of annual core PCE inflation, the unemployment rate and the ISM manufacturing delivery delays index. Despite the small number of inputs, the model does a satisfactory job of “explaining” the Fed’s past actions.

The model reading moved below 0.5 in August ahead of the September / October rate cuts, falling further in December, when the Fed delivered another reduction while signalling an expectation of additional moves in 2026 – see chart 1.

Chart 1

The reading, however, rebounded to around neutral in January and has climbed above 0.7 in February. The turnaround has been driven by a combination of a fall in the unemployment rate from 4.54% in November to 4.28% in January, a rebound in the ISM deliveries index from a November low and slightly firmer annual core PCE inflation (3.0% in December).

Additional data points for all three series will be available before the March FOMC meeting.

The January model shift is consistent with minutes of last month’s meeting, showing a strong consensus in favour of a hold with “several” participants viewing interest rate risks as two-sided.

The rapid repricing of global gaming equities year to date reflects a sharp narrative pivot in the market, hitting the stocks of portfolios holding Tencent, as well as other leading players such as Nintendo and Roblox. Only months ago, consensus held that AI would be an operational tailwind for game developers through cost reduction and faster content generation.

AI enhancing content production and experience

Source: Tencent Investor Relations 2026

Following new AI model releases such as Anthropic’s Claude Code and Google’s Project Genie, the prevailing fear is that AI will disrupt traditional game development entirely.

The question for investors is whether Tencent, as the world’s largest gaming company by revenue, is positioned to benefit from or be impaired by this shift.

AI as a development tool

Tencent’s core strength is scale – both financial scale and model training scale. In discussions with management late last year, they emphasised that AI is already deeply embedded in their workflow: procedural content generation, NPC behavioural modelling, art and animation tooling and faster iteration cycles. These capabilities are not theoretical; Tencent purchases more AI compute and silicon than nearly any other company in Asia, outside hyperscalers.

Small studios will indeed be empowered by AI, lowering entry barriers and enabling “one hit wonder” creators, much like YouTube transformed video production.

However, distribution, marketing and IP longevity remain durable moats. Tencent excels in all three. Owning evergreen franchises – over 80% of its portfolio – means that even if development costs fall, the value of recognised IP rises.

Source: Tencent Investor Relations 2026

AI makes content easier to create, but not easier to distribute at scale, monetise efficiently or ensure regulatory compliance – areas where Tencent’s ecosystem advantage is overwhelming.

Golden age of movie studios gives way to more atomised content creators – parallels?

Consider the shift from studio dominance in Hollywood to a more atomised creator economy. AI could indeed enable a long tail of nimble game creators, just as digital tools transformed music and film production. If so, Tencent’s role may shift toward that of a global distributor and platform – akin to Netflix in video or Spotify in music.

But unlike movies, gaming economics rely heavily on ongoing monetisation: loot boxes, in-game economies, battle passes, skins and continuous seasonal content. Even if AI reduces production costs, developers with large user bases can simply retain the value by expanding monetisable content. Consumers rarely pay less – they typically pay more in more immersive and interactive environments. Tencent’s superior ability to drive retention and average revenue per user works in its favour.

Fear premium

Tencent today trades at ~16x PE with mid-teens EPS growth, and minimal risk to near-term earnings. This is historically inexpensive for a high-quality global IP and distribution engine. The derating reflects uncertainty over future industry economics – not current fundamentals.

The key debate is not whether Tencent gets disrupted this year (unlikely), but whether AI compresses long duration returns on capital for AAA studios globally.

Markets are trying to reprice the terminal value of moats like content creation and distribution.

Our view: Tencent is better positioned than most

AI will shift value around the gaming ecosystem. Some of that may move to consumers, some to new AI native studios and some to distributors. But scale matters. IP matters. Distribution matters. And Tencent is uniquely advantaged in all three.

The company may face multiple compression as investors debate the long-term competitive dynamics, but fundamentally, Tencent is more likely to be a beneficiary of AI than a casualty. The path will be volatile, but the structural advantages remain intact.

Trump’s trade doctrine: Opening the door to higher-return industrial champions

Last month, I spoke with Benefits and Pensions Monitor about the short-term noise generated by Trump tariff headlines. We explored whether investors should be looking through the noise based on the TACO (Trump Always Chickens Out) view that the US president will retreat in the face of market revolt.

My argument was that, while amusing, TACO risks obscuring the unmistakable direction of travel. US trade policy signals a shift to a multipolar world, defined by a US centric economic sphere and a China centric one, each with competing supply chains, industrial priorities and strategic alliances. Tariffs are signals of tectonic shifts in global trade.

Our view is that these shifts bring risks, but will also be a durable source of opportunity for EM investors.

When China is taken out of your supply chain, everyone makes money

Traditionally, sectors like shipbuilding, industrial machinery, energy logistics and specialty manufacturing have been deeply cyclical with limited pricing power. They lived and died by freight rates, commodity cycles and economic growth. But the combination of US reindustrialisation, reshoring and decoupling from China is transforming these industries.

Historically commoditised, price‑taking businesses are now at the heart of national security and industrial policy. Reindustrialisation and rebuilding supply chains have the potential to drive visibility, margins and returns on capital that would have been unthinkable a few years ago.

For example, the order books of Korean shipbuilders are increasingly less shaped by commercial shipping cycles, and increasingly by long‑cycle defence, LNG infrastructure and government‑aligned industrial programmes across the United States and its allies.

Major opportunities ahead for Korean shipbuilders in LNGC and naval vessels

Source: CLSA, Clarksons

US-China decoupling has effectively removed Chinese yards from security‑sensitive projects, structurally elevating demand for non‑Chinese capacity.

For countries aligned with US industrial and security priorities – Korea, Japan, India, parts of ASEAN – select industries have the potential to enjoy rerating as increasingly strategic rather than cyclical businesses.

This extends far beyond shipbuilding. We are seeing it in components for AI data centres, grid and power equipment, strategic metals, defence, electronics, energy infrastructure and advanced manufacturing.

These sectors are beginning to enjoy the boost of multi‑year, policy‑backed spending.

Many EM countries offer the scale, labour force depth and geopolitical neutrality that global supply chains now require. As the world bifurcates, EM manufacturers, suppliers and logistics operators are becoming essential nodes in both the US and China spheres. This creates a long pipeline of opportunities in markets that historically suffered from volatility and low returns.

In short, Trump’s trade doctrine accelerates a global realignment that raises the return potential of industries previously stuck in low‑margin cycles.