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Title page 1

Contents 5

Foreword 4

Executive summary 7

1. What are the risks and why does it matter? 10

1.1. What are the risks? 12

1.1.1. Sustainability-related risks 12

1.1.2. Financial and performance risks 13

1.1.3. Corruption and integrity risks 13

1.2. Why do they matter? 15

References 18

Notes 18

2. What is being done? 19

2.1. Perceived importance of risk management 20

2.2. In-house risk management frameworks and functions 22

2.3. Resourcing for and use of risk management frameworks 23

2.4. Enablers of risk management 25

3. Building blocks of portfolio risk management 26

3.1. Risk management frameworks: international standards 27

3.2. Building blocks of portfolio level risk management 31

3.2.1. Set clear objectives and value focus 32

3.2.2. Establish governance and leadership 33

3.2.3. Define risk appetite and criteria 34

3.2.4. Integrate into ownership processes 34

3.2.5. Strengthen stakeholder engagement 35

3.2.6. Monitor, review and improve continuously 36

3.3. Putting frameworks into practice: Distilling risk management processes 37

3.3.1. Establishing the scope, context and criteria 38

3.3.2. Risk assessment 39

3.3.3. Communication and consultation 40

3.3.4. Monitoring and review 40

3.3.5. Recording and reporting 40

3.4. Interconnectedness of risks and opportunities 41

References 42

4. Case studies 43

4.1. Canada Development Investment Corporation (CDEV) 44

4.1.1. Ownership structure and portfolio overview 44

4.1.2. Portfolio level risk management framework 45

4.1.3. Examples of portfolio risk and opportunity management 47

4.2. Greece: Growthfund 48

4.2.1. Ownership structure and portfolio overview 48

4.2.2. Portfolio-level risk management framework 49

4.2.3. Examples of portfolio risk and opportunity management 52

4.3. Israel: Government Companies Authority (GCA) 53

4.3.1. Ownership structure and portfolio overview 53

4.3.2. Portfolio level risk management framework 53

4.3.3. Next steps: Phased implementation 54

4.4. Peru: Fondo Nacional de Financiamiento de la Actividad Empresarial del Estado (FONAFE) 55

4.4.1. Ownership structure and portfolio overview 56

4.4.2. Portfolio-level risk management framework 57

4.4.3. Examples of portfolio risk and opportunity management 58

4.5. Singapore: Temasek 58

4.5.1. Ownership structure and portfolio overview 58

4.5.2. Portfolio-level risk management framework 59

4.5.3. Examples of portfolio risk and opportunity management 63

4.6. United Kingdom Government Investments (UKGI) 63

4.6.1. Ownership structure and portfolio overview 64

4.6.2. Portfolio level risk management framework 65

4.6.3. Examples of portfolio risk and opportunity management 67

References 68

Notes 73

Annex A. Risk management standards 75

References 78

Notes 79

Tables 6

Table 1.1. Main types of risk categories 14

Table 1.2. Relevant provisions in the SOE and ACI Guidelines 16

Table 3.1. Key international standards used to guide risk management practices 29

Table 3.2. Risk assessment 39

Table 4.1. Temasek's portfolio risk management framework 61

Table 4.2. UKGI operating revenue composition and revenue weights, 2023-2025 64

Figures 6

Figure 1.1. Top three risk priorities for state owners 12

Figure 1.2. Risk management systems in state ownership entities and SOEs 17

Figure 1.3. Portfolio risk management frameworks in place at state-level 17

Figure 2.1. Perceived importance of portfolio risk management frameworks 21

Figure 2.2. Perceived importance of SOE-level and state-level alignment 21

Figure 2.3. In-house risk management function/department 22

Figure 2.4. Reasons for not having a risk management framework in place at state-level 23

Figure 2.5. Perception of budget allocated to anti-corruption, integrity and sustainability 24

Figure 2.6. Use of portfolio risk management frameworks for decision making 24

Figure 2.7. Perception of key enablers for portfolio risk management frameworks 25

Figure 3.1. Key international standards informing portfolio-level risk management 28

Figure 3.2. Risk Management Process based on ISO 31000:2018 37

Figure 3.3. The risk management process cycle based on ISO 31000:2018 37

Figure 3.4. Risk criteria factors to consider 38

Figure 3.5. Managing risks holistically 41

Figure 4.1. Organisational chart of Growthfund 49

Figure 4.2. Growthfund's risk management framework 51

Figure 4.3. Corporate structure of FONAFE 56

Figure 4.4. Temasek's governance structure 59

Figure 4.5. Team structure of functional experts supporting Temasek's sustainability strategy 62

Figure 4.6. Risk appetite statement of UKGI 66

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