Resilience in endowment capital is worth striving for, despite the risks. Risks can have any number of causes: from the economy or the financial market itself to government intervention, political changes and geopolitical events such as the war in Ukraine.
It is important to differentiate between two key types of risk:
Default risks
Default risks relate to the irretrievable loss of capital employed. Defaults – up to and including total loss – come to pass when companies or countries go bankrupt, but they can also occur with options trading or structured products. These risks are minimised by spreading the portfolio across securities from a wide array of companies and issuers, thereby diversifying it. Should an individual company default, the impact is almost imperceptible because individual, specific default risks are ‘diversified away’.
Market risks
The valuations of securities can change without a default being imminent. Values fluctuate as the ‘market’ goes up and down. Market risks affect all securities in a given segment – be it a region, a sector, a country or an asset class – to a greater or lesser extent. They cannot be diversified away. Distributing investments across multiple segments can, however, create a diversification effect because not all segments bear the same burden if, for example, interest rates spike or commodities suddenly become more expensive as a result of a trade conflict.
What can be done about this? No stocks, no stock market risk. The easiest way to get assets out of the danger zone is to minimise investment risk. This approach falls short, however, because it neglects the fact that not only the nominal value of the capital but also its earnings potential should be maintained in the long term. Rather than avoiding or minimising risks, the point is to identify them correctly, distinguish them from others and set about addressing them.
The importance of diversification for resilience in endowment capital cannot be overstated. You won’t find many concepts in the investment world as uncontroversial as this: diversification is the first means of reducing risk.
Enduring fluctuation
A nonprofit organisation must be positioned to weather certain fluctuations in the financial market, because they can’t be avoided. Depending on an organisation’s reliance on current income, greater or lesser fluctuations can be tolerated. It is not enough for an organisation to be able to do this – it has to want to do it. It must be prepared to bear these investment risks, in other words, risk tolerance must be present among the decision-makers. Such willingness is not always a given, especially in the case of operational foundations that collect donations. There are often greater concerns about having to explain oneself to lenders.
Adaptability is critical in responding to unforeseeable risks. To a certain degree, default and market risks are ‘normal’ and predictable. However, a resilient investment portfolio must also be prepared for unforeseeable developments. Take COVID-19, for example: the pandemic itself was unpredictable, at least in terms of when and how severe it would be, and certainly no one could say what its short and long-term impact on markets would be. The staggering issues in global supply chains and the different reactions on the part of countries and companies are just one example of how a crisis changes structures in the long term. In such cases, resilience – in the sense of adaptability – is required.
Flexible liquidity
If an organisation’s board recognises the need to adjust its investment strategy, implementation will depend on the liquidity of the asset classes concerned. The more investments are made in illiquid classes like direct property investments or private equity, the more complex and time-consuming implementation becomes. If the adjustment only relates to liquid asset classes – for example, if you want to invest in sustainable technology stocks instead of commodity stocks – this can usually be done immediately and without major reallocation costs.
In short: just as diversification is essential for resilience, liquidity is essential for adaptability.
Example: How should a typical investment portfolio of a Swiss foundation be assessed in terms of resilience? Of the 79 portfolios we use to calculate the Swiss Philanthropy Performance Index (SwiPhiX), let’s take a closer look at the ‘middle’ portfolio.
Outcome: The middle foundation portfolio (SwiPhiX portfolio)
- is well diversified and resilient. Foundations that implemented this portfolio recovered relatively quickly from the COVID crisis (and other surprises) and did not experience any definitive defaults.
- is adaptable, as it is open to changes within asset classes. Alternative investments, which tend to be less liquid than the other asset classes, play a very minor role.