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Practice paper

Effectively managing risks in an ESG portfolio

Andre Bertolotti
Journal of Risk Management in Financial Institutions, 13 (3), 202-211 (2020)
https://doi.org/10.69554/TQVN4497

Abstract

Environmental, social and governance (ESG) integration into active and passive portfolios is now a key part of the fast-growing area of sustainable investing. As portfolio managers integrate ESG into their strategies, they add new components of risk that are in addition to the traditional financial risks familiar to chief investment officers (CIOs) and risk managers. In this paper, the author reviews ESG risks from the practitioner’s point of view, including risks found in ESG data itself that stem from the definition, collection and aggregation process. The author then discusses the portfolio characteristics associated with integrating ESG data as well as the challenges in building tools to measure risk and report on attribution. Next, he looks at connections between screening and reputational risks and the beneficial role that engagement can play. Finally, he discusses tail risks and reviews the role that physical climate risk plays in managing portfolios.

Keywords: ESG risks; ESG portfolio management; ESG integration; engagement; climate risk

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Author's Biography

Andre Bertolotti is Head of Global Sustainable Research and Data with BlackRock Sustainable Investing. He is responsible for developing sustainable investment strategies and insights as well as supporting sustainable investment solutions across the firm. His work is focused on how markets value the sustainable characteristics of companies, including risks and opportunities created by environmental, social and governance (ESG) and climate change.

Citation

Bertolotti, Andre (2020, June 1). Effectively managing risks in an ESG portfolio. In the Journal of Risk Management in Financial Institutions, Volume 13, Issue 3. https://doi.org/10.69554/TQVN4497.

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cover image, Journal of Risk Management in Financial Institutions
Journal of Risk Management in Financial Institutions
Volume 13 / Issue 3
© Henry Stewart
Publications LLP

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