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CPD EP17 – Strategic Risk, ESG & Risk Leadership in Infrastructure with Søren Agergaard Andersen
- Julien Haye
- Aug 6
- 5 min read
Updated: Sep 7
“You can build the best framework in the world, but if the culture isn’t there, it won’t matter.” – Søren Agergaard Andersen
In this CPD-accredited episode of RiskMasters, host Julien Haye is joined by Søren Agergaard Andersen, Chief Risk & Compliance Officer at Copenhagen Infrastructure Partners. With over two decades in banking, pensions, and asset management, Søren shares his insights on risk management leadership and the integration of ESG in long-term infrastructure investments. The conversation dives into the importance of building a robust risk culture and the role of psychological safety in facilitating effective risk leadership.
Discover how embedding risk as a business language enhances decision-making and why ESG has shifted from a compliance checkbox to a vital element of strategic risk management. You'll learn actionable strategies for aligning organisational culture with risk frameworks, ensuring that teams feel safe to express concerns and surface challenges.
Additionally, Søren discusses the potential of AI and data integrity in navigating evolving risk landscapes while maintaining human oversight in decision-making. Tune in to explore how empowered risk leaders can foster resilience and foresight within their organisations, transforming risk management into a pathway for success.
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In this edition of RiskMasters, you will learn:
🔹 Why Risk Must Be a Business Language: How Søren turns risk appetite into a practical tool for executives and boards, embedding it in decision-making, not just policy documents.
🔹 ESG as a Strategic Dimension: Why ESG is no longer a “box” in the taxonomy but a lens shaping every investment, from greenwashing risk to stranded assets and policy volatility.
🔹 Risk Culture & Psychological Safety: How culture and trust determine whether frameworks succeed, and why risk leaders must become business partners rather than gatekeepers.
🔹 AI & Data Integrity in Risk Management: Where Søren sees opportunities for AI in risk reporting, regulation mapping, and scenario planning—while keeping “human judgment in the loop.”
🔹 Leadership for Resilient Teams: Why delegation, curiosity, and broad business understanding are the cornerstones of high-performing risk teams.
More about Søren Agergaard Andersen
Søren is Chief Risk & Compliance Officer at Copenhagen Infrastructure Partners, where he oversees risk, compliance, and ESG across global infrastructure investments. A former CRO at Nordea Asset Management, he has built and transformed risk frameworks across financial services and is a frequent speaker on risk leadership, ESG, and the future of compliance.
🎙 Tune in now to explore how today’s leaders can embed resilience and foresight into every layer of decision-making.
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Recap Blog: Risk, ESG, and Leadership in a Material World
"Risk isn’t theoretical in infrastructure. When you dig a hole for a turbine, you live with it for decades." – Søren Agergaard Andersen
In this episode of RiskMasters, Søren Agergaard Andersen, CRO of Copenhagen Infrastructure Partners, unpacks how risk, ESG, and leadership intersect in one of the most dynamic and high-stakes sectors: global infrastructure investment.
From Frameworks to Business Language
Søren emphasises that risk appetite only works if it becomes a language the business understands. It’s not about static metrics; it’s about embedding risk thresholds in investment decisions, vendor assessments, and board-level debates.
ESG: A New Dimension, Not a Box
ESG has moved beyond reporting into an integrated dimension of risk. From policy volatility to stranded assets and community backlash, Søren explains why ESG risks now cut across the entire risk taxonomy and how regulation—from SFDR to greenwashing enforcement—has reshaped investor expectations.
Culture as a Risk Lever
“If you have an organisation without psychological safety, your control functions are kept in the dark. Things are not surfaced. I would, as a control function, not be informed. … People will not surface their mistakes. There will be no learning from that.” – Søren Agergaard Andersen
Even the best frameworks fail without a strong risk culture. Søren shares why psychological safety—where teams feel safe surfacing issues and admitting mistakes—is critical to risk effectiveness. "If people are afraid to speak up, the control function is blind," he warns.
AI, Data, and the Future of Risk
AI is no silver bullet, but Søren sees clear opportunities in regulation mapping, anomaly detection, and scenario planning. The key, he argues, is data integrity and keeping “the human in the loop” for context and interpretation.
Risk Leadership and Talent
“We can’t sit in an ivory tower. We need to be close to the first line and top management. We need to be seen as business partners, not gatekeepers.” – Søren Agergaard Andersen
Finally, Søren reflects on what it takes to build resilient risk teams: delegation, curiosity, and a willingness to connect risk thinking to business strategy. "Risk leaders must be navigators, not just compliance officers," he says.
Actionable Takeaways
✔ Translate risk appetite into clear, business-relevant thresholds.
✔ Embed ESG across your risk taxonomy, not as a separate “box.”
✔ Measure and nurture psychological safety in risk functions.
✔ Use AI for insight, not judgment—human oversight remains essential.
✔ Develop teams with broad business curiosity, not just technical skills.
Episode FAQs: Strategic Risk, ESG, and Leadership in Infrastructure
How can risk appetite be turned into a practical decision-making tool?
Risk appetite must be integrated into business processes rather than remain a theoretical framework. Effective organisations translate it into measurable thresholds and embed it into investment approvals, vendor assessments, and board-level governance to guide real-time decision-making.
Why is ESG now considered a core component of enterprise risk management?
ESG risk has evolved from a standalone compliance item to a cross-cutting dimension of risk. It now impacts financial performance, regulatory compliance, and reputation, requiring integration across the risk taxonomy and influencing areas such as policy volatility, stranded assets, and supply chain sustainability.
How should organisations manage ESG regulatory change and compliance?
With ESG regulations rapidly evolving, organisations need a structured approach that includes regulatory horizon scanning, participation in industry consultations, robust ESG data management, and cross-functional governance to stay compliant and anticipate regulatory shifts.
Why is psychological safety important for risk governance?
A culture of psychological safety enables employees to escalate risks, admit errors, and share concerns without fear of blame. This strengthens risk identification and supports proactive governance, making it a critical factor in effective risk culture.
What role can artificial intelligence play in risk management?
AI can enhance risk management by automating regulatory mapping, identifying anomalies in large data sets, and improving scenario planning. However, AI should complement—not replace—human judgment to ensure context, oversight, and accountability in decision-making.
How can organisations ensure data integrity in risk reporting?
Reliable risk reporting depends on strong data governance. This includes clear ownership of data, a standardised risk taxonomy, measurable data quality indicators, and robust controls to ensure auditability and accuracy across risk reporting frameworks.
What are best practices for building high-performing risk teams?
Effective risk teams combine technical expertise with business curiosity. Leaders should encourage delegation, cross-functional collaboration, and continuous learning to ensure that risk professionals can connect risk frameworks with business strategy.
How can risk leaders become business partners rather than gatekeepers?
Modern risk leaders must collaborate closely with the first line of defence, align risk insights with strategic objectives, and provide actionable analysis that supports growth and resilience, rather than limiting their role to oversight.
What unique risks exist in infrastructure investing?
Infrastructure projects face long-term risks such as regulatory volatility, community opposition, supply chain sustainability, stranded assets, and evolving ESG standards. Addressing these requires scenario planning and a multi-decade risk perspective.
How should risk frameworks adapt to fast-growing organisations?
In high-growth environments, risk frameworks must be pragmatic, scalable, and embedded into strategic decision-making. This includes iterative improvements, integrated ESG risk management, and close collaboration with senior leadership and the board.
