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Global Emerging Markets All Cap
The Global Emerging Markets All Cap strategy invests in between 30-75 high-quality companies that are contributing to a more sustainable future.
Download overviewOur Global Emerging Markets All Cap strategy was launched in 2009 and invests in between 30 to 75 high-quality companies that are contributing to a more sustainable future. The strategy’s bottom-up approach allows us to find only the very best businesses from an investable universe of some 65,000 companies. We are looking for companies well positioned to contribute to long-term sustainable development; businesses with high quality management teams, franchises, and financials.
Strategy highlights: a focus on quality and sustainability
- Companies must contribute to sustainable development. Portfolio Explorer >
- We invest in high-quality companies with exceptional cultures, strong franchises and resilient financials. How we pick companies >
- We avoid companies linked to harmful activities and engage and vote for positive change. Our position on harmful products >
- Our approach is long-term, bottom-up, high conviction and benchmark agnostic
- We focus on capital preservation as well as capital growth – we define risk as the permanent loss of client capital
Latest insights
Quarterly updates
Strategy update: Q1 2025
Global Emerging Markets All Cap strategy update: 1 January - 31 March 2025
With the threat of US tariffs ever present, the volatility seen across emerging markets in the final quarter of 2024 carried over into 2025. Share prices in India fell sharply due to concerns about a cyclical slowdown. China, by contrast, performed well as investors anticipated a reacceleration in economic growth and began to identify value in many parts of the market. Sentiment was also supported by President Xi, who met executives from a number of private-sector companies.
We added eight new names to the portfolio and sold six. Although it is unusual to see so many names entering and exiting the portfolio, turnover as a percentage of assets under management remained low, at around 9%1. We were, in essence, simply tidying up a number of our smaller positions – the ‘tail’ of the portfolio.
In China, we sold out of Glodon (China: Information Technology) and Hangzhou Robam (China: Consumer Discretionary). These sales were informed by our view of the country’s property market, where we don’t see the issue of oversupply being resolved any time soon. Glodon provides software for construction and development companies. The majority of Hangzhou Robam’s appliances, meanwhile, are sold to housing developers. These sales also allowed us to reallocate the capital to new investment ideas such as Alibaba (China: Consumer Discretionary), S.F. Holding (China: Industrials) and Mindray (China: Health Care).
Alibaba is one of China’s leading e-commerce platforms. It is using the strength of its balance sheet to invest in building its AI capabilities. S.F. Holding has grown into one of China’s leading logistics businesses since its founding in 1992. Its founder remains involved in the day-to-day management of the company. Mindray is a leading medical company. As trade barriers are thrown up around the world, it has the potential to benefit should there be a shift in China towards buying domestically sourced products.