RITAS

Message from the CEO
OCTOBER 2021

Dear Members of the Harvard Community,
For the most recent fiscal year, which ended on June 30, 2021, the return on the Harvard endowment was
33.6% and the value stood at $53.2 billion. The endowment also distributed more than $2 billion toward
the University’s operating budget, which continues to represent more than one-third of annual revenue.

Performance
Asset Class

Allocation

ReturnPublic Equity

14%

50%

Private Equity

34%

77%

Hedge Funds

33%

16%

Real Estate

5%

13%

Natural Resources

1%( 1 )%

Bonds/TIPS

4%

3%Other Real Assets

1%1%

Cash & Other*

8%---Endowment

100%

34%

*Cash held alongside equity index hedges used to reduce risk.

Fiscal year 2021 was an extraordinary year. Public and private markets both continued their strong
performance, which allowed the endowment to not only increase its distribution to the University, butalso continue to grow during this critical time when pandemic-related financial pressures challenge all ofhigher education.
For each of the last three fiscal years, asset allocation/risk level was a significant determinant ofreturns — the higher the risk taken, the higher the return generated. The same was true in FY21, with one
major difference. During the previous three fiscal years, the impact was measured in a few percentage
points. In fact, during that period, HMC’s strong alpha generation was enough to overcome the impact ofa lower level of portfolio risk. By contrast, the impact of lower portfolio risk this past year was measured
in tens of percentage points.

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Put another way, given the extraordinarily strong performance of the overall market this past year,
a meaningfully higher level of portfolio risk would have increased HMC’s returns dramatically.
Specifically, key determinants of returns were:
1.	Overall portfolio risk;
2.	Venture capital, growth private equity, buyouts, public equity allocations andthe directionality of hedge funds (all key expressions of portfolio risk);

3.	Historical exposure to specific venture firms and vintage years 2009 – 2014, which had
a dramatic impact upon FY21 returns (due to previous portfolio risk allocations).

Harvard’s Risk Tolerance
During FY21, Harvard enjoyed tremendous returns, but also experienced the opportunity cost of taking
lower risk. As readers of previous letters will recall, determining Harvard’s risk tolerance (and therefore
the appropriate risk in the portfolio) has been a topic actively discussed between HMC and the University,
starting with my arrival in December 2016. Over the last decade, HMC has taken lower risk than many ofour peers and establishing the right risk tolerance level for the University in the years ahead is an essential
stewardship responsibility.
In order to maximize the endowment’s returns in support of Harvard’s mission, Harvard should take anappropriate amount of risk, subject to some important constraints. The main constraint for any university
is its ability to absorb a significant reduction (even if only temporary) in the value of the portfolio and theresulting reduction in distributions critical to the annual operating budget. Furthermore, since most of thehighest risk assets are illiquid ones (such as venture capital funds) a major decline in market/portfolio will
generally result in a reduction in portfolio liquidity, a potential issue for both HMC and Harvard. How much
portfolio risk can and should Harvard tolerate? While this appears to be a simple question, the answer isless obvious.
Accordingly, in 2018 HMC formed a Risk Tolerance group. This group includes board members, Harvard
faculty, and colleagues from the Harvard administration, and is led by Jeremy Stein, the Moise Y.
Safra Professor of Economics. Professor Stein and Harvard’s CFO, Tom Hollister, have led us throughan extraordinarily thoughtful analysis and debate, integrating Harvard’s financial position, its need forbudgetary stability, and its ability to handle more risk. It has been an honor and a great opportunity for
HMC team members to be a part of and contribute to these discussions.
The level of portfolio risk is ultimately the most important and fundamental aspect of portfolio construction(reflected in asset/risk allocation) and a critical decision for the University. The findings and recommendationsof our collective work will be reviewed carefully in the next several months, with ultimate oversight by theHarvard Corporation, and the decisions will direct and inform our management of the portfolio in the years
ahead. I look forward to sharing our evolving thinking on portfolio risk levels in future letters.
We take pride in the fact that a deep dialogue with regards to Harvard’s risk tolerance and its implicationsfor HMC’s portfolio is occurring. Ultimately, we all seek the appropriate risk level for Harvard, which mightwell be different from that of other university endowments. We believe that Harvard’s financial future isvery well served by this process.

OCTOBER 2021

2Portfolio Initiatives
As discussed in the past, our portfolio initiatives over the last few years have aimed to:
1.	Reduce Natural Resources exposure
2.	Reduce Real Estate exposure
3.	Increase Private Equity, especially growth and venture exposures
4.	Reduce Public Equity exposure
5.	Increase Hedge Funds, particularly those with low equity exposure and correlation

These initiatives are essentially completed, given our current risk tolerance level. Notably, the first three
initiatives were driven by our investment views. All but the third initiative were also driven by our need tokeep the portfolio within its current risk budget while adding to private venture and growth exposure. While
reducing public equities proved to be painful in FY21, we needed to do so in order to remain within ourportfolio risk budget. Overall, we are exceptionally pleased that we made these asset allocation moves,
as they added about 5 percentage points to the FY21 portfolio return as compared to the FY17 allocation.
Building a large hedge fund allocation during these past few years was also a way to mitigate risk as we
significantly increased our unfunded capital commitments during the private equity and venture capital
ramp-up period. This ramp-up period is mostly behind us now, though may go up a bit more should ourrisk levels increase.
As sophisticated observers are aware, building venture capital portfolios is a multi-year effort for several
reasons: vintage year diversification, highly prudent manager selection, and the years it takes for these
exceptional managers to competently invest our capital. Perhaps not surprisingly, a very large share of thetremendous gains from venture funds over the last year related to investments made over a decade ago.
Therefore, our recent venture investments could take about a decade to bear fruit, though up rounds are
happening much quicker today than in normal market periods. We expect an inevitable pullback, but also
believe that certain tech and healthcare sectors offer great secular growth opportunities in the longer term.

Benchmark Relative Performance
As readers of previous letters will understand, we do not regard a focus upon benchmarks as a good wayto invest. Nevertheless, I mentioned them in previous letters, and again here, simply as a way to show
our early progress and success.
With regards to public markets (Public Equities and Hedge Funds) our four-year outperformance remains
excellent—over 400bps on an annualized basis. While equivalent reporting for the private equity side of
the portfolio is not yet available for FY21 close, we expect the four-year private equity portfolio benchmark
relative performance to continue to be excellent and, therefore, expect that the four-year outperformancefor the portfolio in aggregate to remain strong.

A Word of Caution
As experienced investors understand, Harvard’s endowment will not produce 33.6% returns each year.
Indeed, there will inevitably be negative years, hence the importance of understanding risk tolerance.
Similarly, not every four-year period will generate the excellent benchmark relative performance or theabsolute performance HMC has generated. What is more important is that our team, investment process/analytics, organizational structure, culture, and aligned incentives provide HMC with the framework forlong-term success.

OCTOBER 2021

3Net-Zero Efforts
As we highlighted in HMC’s first annual Climate Report, our team is making aggressive progress on threeconsiderable challenges toward the 2050 portfolio net-zero pledge: development of a comprehensive
calculation methodology for the portfolio’s greenhouse gas (GHG) emissions, data access from a wide
range of external managers, and engagement with both asset managers and corporations.
Harvard was the first university to make a net-zero endowment pledge, but others have joined the cause
as well. Consultation and collaboration with like-minded institutions will accelerate our efforts and establish
standards that accurately reflect the real-world emissions of our investments.
While work on the net-zero portfolio continues, HMC recognizes that our own operations should meet thatsame standard. Since we believe we can do so well in advance of 2050, HMC became the first endowment
office to announce that its own operations will be net-zero, beginning in FY22.
Our team looks forward to sharing more thoughts on both our operational and portfolio net-zero efforts
in the annual Climate Report early next year.

Diversity and Inclusion
Early in FY21, HMC responded to an inquiry from Representative Emanual Cleaver, II and Representative
Joseph Kennedy, III regarding diversity among our external asset managers. As we have discussed in thepast, this is an issue of great importance to us as we believe that both our organization and our portfolio
can only excel if we seek talent from the broadest pool possible. I encourage you to review our responses
to their thoughtful questions and know that our efforts to broaden our pipeline of diverse managers andincrease our investments with them continues.

In Closing
Shortly after our last annual report was released, HMC announced that we had completed our five-year
organizational transition more than a year ahead of schedule. The changes we enacted, as a team, havedrastically reshaped both the way HMC operates and the way we invest. I am tremendously grateful forthe hard work that each member of our team has contributed over the past few years. There is certainly
more work for us to do and we will always look for ways to improve and adapt HMC and our processes.
That said, I truly believe that HMC and the endowment are on a pathway to best serving our singular goal
to provide long-term financial stability to Harvard University.
Best regards,N.P. “Narv” Narvekar
Chief Executive Officer

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