GIC signals five emerging markets for future growth

The Government of Singapore Investment Corporation (GIC) has signalled a further shift towards selected emerging markets and to private markets, in its annual report published last week.

GIC has highlighted five emerging markets in particular for medium-term growth: China, India, Brazil, South Korea and Taiwan.

But Ng Kok Song (pictured), GIC’s chief investment officer, was quoted after a press briefing on the annual report, as saying the sovereign wealth fund would favour private markets over listed equities for its increased emerging markets exposure.

At the end of its March fiscal year, the broad asset allocation for GIC, which invests the country’s foreign exchange reserves, was: 51 per cent listed equities, 20 per cent bonds and 25 per cent alternatives. Geographically, investments were spread: 36 per cent in the US, 30 per cent in Europe and 24 per cent Asia.

Ng said that about 80 per cent of GIC’s emerging markets exposure would be accounted for the three BRICs (excluding Russia) and Korea and Taiwan.

He said the fund would not necessarily be taking the well-trodden path of public markets for its exposures, but rather look at real estate, private equity and infrastructure.

Sponsored Content

GIC reported a total investment return of 7.1 per cent for the year, against 5.7 per cent the previous year.

The fund, established in 1981, has a 20-year investment horizon mandated by the Singapore Government. It tends to invest more widely than the other Singapore sovereign fund, Temasek Holdings, which has concentrated more on the Asian region.

Tony Tan, GIC’s deputy chairman, said: “GIC started to selectively take on more risk from the second quarter of 2009, amidst growing confidence in the economic recovery. I am pleased that the 20-year return of the portfolio has improved.”

Leave a Comment

Sort content by

Is the financial services sector serving the public interest?

Fiduciary law, which creates the boundaries and rules for asset owners managing other people’s money, is evolving. The short-termism, misaligned incentives and complex and over-supply of services that characterises financial services, is under fire. Regulators around the world are increasingly looking at how to change the behaviour and supply chain dynamics in the industry, and

The impact of the mega manager

The impact of size is a delicate point for asset managers. For specialist asset classes, and boutique managers, being small and nimble can be a source of alpha. On the other hand, being large can reduce fees and increase innovation and product offering. But now there is evidence to show that the emergence of the

The contested role of asset consultants

Asset consultants are a key part of the investment chain, providing small funds with services that include decision making processes and strategic asset allocation, and for larger funds traditionally playing a key role in manager and strategy selection. But a study by Gordon Clark and Ashby Monk, which is part of a broader look by

Demystifying private equity

US public pension funds, on average, have around 9.4 per cent allocated to private equity but for many public funds monitoring the firms that manage these investments – including the transparency of underlying investments, fees, performance and benchmarking – as well justifying these investments to boards and stakeholders, takes up more than 10 per cent

Why investors employ smart beta strategies

The common view is smart beta is used to side step expensive active equity managers or hedge fund managers whose processes are on the surface opaque, but on close investigation turn out to be largely beta like in approach. As investors have gained experience and familiarity they have also learnt about how it offers greater

Managing culture with risk management techniques

The interaction between governance, culture and performance is increasingly a topic around asset owner board tables. But little has been written about the relationship between culture and the financial crisis, and how to change culture in financial services organisations. Andrew Lo, professor of finance at MIT, has come up with a proposal to change culture

Previous