Since 2013, we have adopted a beta-alpha separation framework to take advantage of the distinct natures of the return streams. Beta, or broad-market, returns are time-based, while alpha, or active management, returns are organisation- and skill-based. Then, we were one of only a handful of long-term investors using such a framework to construct portfolios. Today, it is a more common approach to capital allocation, although the exact implementation varies among investors. Several years ago, we initiated a review of our total portfolio capital allocation process when we recognised that the uncertainty of long-term market (beta) returns would require a total portfolio response.

Adopting a total portfolio approach has enabled us to take a more holistic view when allocating capital to granular investment opportunities while also assessing the impact on portfolio diversification. Where previously, we would keep our beta exposures largely unchanged and focus on varying strategy alphas, we now emphasise the combined prospects of both beta and alpha. Our total portfolio approach gives us the flexibility to adjust our asset allocation in response to changing market conditions and emerging risks and trends, diversifying into asset types beyond those specified in the policy portfolio and to areas with the most favourable risk-return profile, while also enhancing portfolio resilience.

This approach revealed a need for diversification to protect against rising inflation risks, resulting in an increased allocation to real estate and infrastructure as they often have resilient cash flows backed by inflation-linked revenue contracts. Concurrently, in public markets, GIC has increased its allocation to liquid return streams that offer inflation protection. This includes commodities and commodity-related equities.

It has also helped us to more clearly identify competitive advantages. For example, in private equity where our long horizon, strong partnerships with top quartile fund managers, ability to invest directly and provide value-add, as well as local presence across four continents creates opportunities for the GIC portfolio.

To tackle the macroeconomic headwinds, we need to identify granular investment opportunities that will generate good long-term returns above global inflation.

Local Insights and Leading Partners

Our global offices enable GIC to seize opportunities and partner with the best in every market in which we operate. We established our first global office in New York 40 years ago. Since then, we have expanded our international presence to include nine other cities: San Francisco, Tokyo, London, Beijing, Seoul, Shanghai, Mumbai, São Paulo, and Sydney. This large network has enabled us to gain valuable insights and, more importantly, build enduring relationships with leading partners.

We work with long-term partners on many fronts. For example, we may have multiple exposures to the same external manager across asset classes. For investee companies, we can be their shareholder, bondholder, landlord, or joint-venture partner. We strengthen the overall ecosystem of partners by promoting long-termism, such as by convening top leaders to exchange insights at networking initiatives. These include annual events such as GIC Insights, which brings together business leaders to discuss long-term issues, and our Silicon Valley-based Bridge Forum, which brings together start-ups and established businesses for meaningful engagements on tech innovations.

Deeper Insights Through Collaboration

GIC’s growing sustainability efforts are a prime example of both our approach to collaboration and provision of long-term, flexible capital. We established our Sustainability Office in 2022 to harness diverse ideas across asset classes. In 2023, we formed focused groups within asset classes to seize climate-related investment opportunities. One of these groups is the Sustainability Solutions Group (SSG) in our Private Equity department. This year, SSG launched an investment programme for green assets. It is the result of us identifying a funding gap for nascent or maturing climate technologies such as green steel and battery storage. This is an area where we believe long-term investors like GIC can plug a financing gap effectively. While the companies in this segment hold long-term promise, they often find themselves caught between traditional buckets of capital. These investments would not meet the return hurdle of venture capital, and at the same time, lack the track record to attract infrastructure finance. Our investment programme for green assets builds on the track record, sector knowledge, and partnerships of SSG, allowing us to invest in the creation of new assets and harvest return premium by leaning in early.

Our country business groups that span different asset classes are another way for our teams to collaborate. Our India Business Group, for example, has unique insights that help various asset classes understand India’s developments more holistically, actively engaging local stakeholders and partners with deep expertise in India to glean more insights into the country. As India continues to grow in prominence in the world’s economy and capital markets, having such information and analysis positively impact the way we invest in the country. Bringing our various India-focused practitioners together also enables us to be flexible across the capital structure as and when opportunities arise.

On secular themes, we have cross-country and asset class groups like the Technology Business Group, focused on developments such as the disruptive potential of AI on business models in public and private markets. With the technology evolving rapidly and multiple countries and companies dedicating considerable resources to furthering their capabilities, the Technology Business Group drives coordination across investment teams to ensure we are on top of new developments.

To close the gaps between asset classes and keep up with new markets, we established the Integrated Strategies Group (ISG) over 10 years ago, investing in both public and private markets as well as across the capital structure, while developing thematic investment strategies. ISG seeks to capture opportunities that might not fall neatly within the mandate of other investment teams that are focused on a single asset class, and collaborates actively both with internal teams and external partners on deal sourcing. For example, the group works closely with family offices, family-owned businesses, entrepreneurs, corporates, and individuals with specific expertise to invest in leading companies globally.

To mitigate the risks of higher interest rates and an increasingly uncertain investment environment, our private market teams have further raised the bar for new investments. This is so that we can be more confident that the investment returns generated will be high enough to compensate for increased risks. For example, the higher rates environment will affect the future returns of our private market deals in two ways. It will increase our internal cost of funding, and it will put additional pressure on the portfolio companies and assets when they need to borrow new funds or refinance existing debt.

Continued and accelerating advances in technology, including AI, have the potential to not just transform return opportunities but the way we invest. Within our Portfolio Execution Group, we have already integrated technology professionals into both investment and operational teams for nearly 10 years. Generative AI is now used to produce first drafts of investment reports for portfolio managers, drawing on various sources including credit ratings and Environmental, Social, and Governance (ESG) reports. Within our Public Equities department, technology is used to interpret information from annual reports, management call transcripts, and other relevant data.