A 130–30 fund or a ratio up to 150/50 is a type of collective investment vehicle, often a type of specialty mutual fund, but which allows the fund manager simultaneously to hold both long and short positions on different equities in the fund. Traditionally, mutual funds were long-only investments. 130–30 funds are a fast-growing segment of the financial industry; they should be available both as traditional mutual funds, and as exchange-traded funds (ETFs). While this type of investment has existed for a while in the hedge fund industry, its availability for retail investors is relatively new.
A 130–30 fund is considered a long-short equity fund, meaning it goes both long and short at the same time. The "130" portion stands for 130% exposure to its long portfolio and the "30" portion stands for 30% exposure to its short portfolio. The structure usually ranges from 120–20 up to 150–50 with 130–30 being the most popular and is limited to 150/50 because of Reg T limiting the short side to 50%.
International Convention on the Establishment of an International Fund for Compensation for Oil Pollution Damage
The International Convention on the Establishment of an International Fund for Compensation for Oil Pollution Damage, 1992, often referred to as FUND92 or FUND, is an international maritime treaty. The original FUND convention in 1969 was drawn up as an enhancement to CLC meant on one hand to relieve shipowners from unfair liabilities due to unforeseeable circumstances and on the other hand remove liability caps that some member states thought were too low. The fund is obliged to pay victims of pollution when damages exceed the shipowner's liability, when there is no liable shipowner, or when the shipowner is unable to pay its liability. The fund is also required to "indemnify the shipowner or his insurer" in spills where a ship is in full compliance with international conventions, and no wilful misconduct caused the spill.
Program management or programme management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering.
The program manager has oversight of the purpose and status of the projects in a program and can use this oversight to support project-level activity to ensure the program goals are met by providing a decision-making capacity that cannot be achieved at project level or by providing the project manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. In a program there is a need to identify and manage cross-project dependencies and often the project management office (PMO) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The program manager may be well placed to provide this insight by actively seeking out such information from the project managers although in large and/or complex projects, a specific role may be required. However this insight arises, the program manager needs this in order to be comfortable that the overall program goals are achievable.
The sequence of cards used by a Jacquard loom to produce a given pattern within weaved cloth. Invented in 1801, it used holes in punched cards to represent sewing loom arm movements in order to generate decorative patterns automatically.
The execution of a program is a series of actions following the instructions it contains. Each instruction produces effects that alter the state of the machine according to its predefined meaning.
While some machines are called programmable, for example a programmable thermostat or a musical synthesizer, they are in fact just devices which allow their users to select among a fixed set of a variety of options, rather than being controlled by programs written in a language (be it textual, visual or otherwise).
As an employee of Guinness, a progressive agro-chemical business, Gosset applied his statistical knowledge – both in the brewery and on the farm – to the selection of the best yielding varieties of barley. Gosset acquired that knowledge by study, by trial and error, and by spending two terms in 1906–1907 in the biometrical laboratory of Karl Pearson. Gosset and Pearson had a good relationship. Pearson helped Gosset with the mathematics of his papers, including the 1908 papers, but had little appreciation of their importance. The papers addressed the brewer's concern with small samples; biometricians like Pearson, on the other hand, typically had hundreds of observations and saw no urgency in developing small-sample methods.
Like its sister college, Trinity College, Cambridge, it was traditionally considered the most aristocratic college of its university. It is the second wealthiest Oxford college by financial endowment (after St John's) with an endowment of £371.5m as of 2014.