Strategy 2026–2030
This draft strategy, prepared for adoption by GRF’s statutory organs, sets out the priorities of The Global Risks Forum (GRF) from 2026 to 2030 and how progress on each will be shown. Every measure is tied to a record that can be checked: an adopted procedure, a published dialogue record, a gate decision or a released review. The strategy contains no targets for participant counts, funding or impact, because those would need records that do not yet exist. It starts from the current service level, R0: information and enquiries, and describes what must be in place before each next step opens.
- InstitutionThe Global Risks Forum (GRF)
- Service levelR0: information and enquiries
GRF · Institution · service level R0
The short answer.
GRF Strategy 2026 to 2030 is a draft, prepared for adoption by the Forum's statutory organs, setting five priorities for the period and how progress on each will be shown. Every measure is tied to a checkable record, and the strategy sets no targets for participant counts, funding or impact.
Mandate to authority.
Fig.How the platform is governed, from its mandate to the authorities who decide. Design, not a record.
Jurisdictions in the Zambezi Basin.
The jurisdictions that hold authority over this question: countries, their first-level divisions and capitals, shown for the Zambezi Basin as an example geography for this subject.
Five priorities for the period.
| Priority | What it means | How progress is shown |
|---|---|---|
| Council model in operation | Constituency councils, the Leadership Council and working groups open under published procedures | Adopted procedures, published selection rules and approved council records |
| Documented dialogue | Dialogues that start from a question and end with a record | Published dialogue records with agreements, commitments and dissent |
| Nexus Universe governance | Governance of the annual programme through gates G0 to G7 | Recorded gate decisions, including gates not passed, and authorised publications |
| Specialist platforms | Seven established platforms maintained, and proposed communities developed only when ready | Platform status recorded as established or in development |
| Accountability | Independence, safeguarding and corrections that work in practice | Annual institutional reviews that include mistakes and corrective learning |
Why 2030 is the planning horizon.
2030 is the end date of the 2030 Agenda and the Sendai Framework and the target year for the Kunming-Montreal framework's targets. It is also the period in which several new instruments will be implemented: amended International Health Regulations, the BBNJ Agreement, the EU AI Act and, if negotiations conclude, a convention on protection of persons in disasters. A strategy to 2030 can align its priorities with the review moments of those regimes.
Measures that rest on records.
| Priority area | Measure | Record |
|---|---|---|
| Dialogue | Dialogues completed with published outcome notes | Outcome notes |
| Testing | Arrangements exercised and lessons closed by owners | After-action reports, lesson log |
| Trust | Corrections handled within the published timeframe | Correction log |
| Reach | Regions with constituted programmes | Constitution records |
Services open in steps, each with its conditions.
- 01
Information and enquiries
Open now. Enquiries receive a reference.
- 02
Applications
Open for a pathway when its terms, team and review capacity exist.
- 03
Commitments
Agreements with the correct parties and scope.
- 04
Operation
Authorised participants take part in a scoped programme, mission or exercise.
No step is presented as open before its conditions are met, and no date is promised for any step.
What the strategy will not claim.
- No counts of members, participants or countries without a record.
- No figures for funds raised or influenced.
- No impact claims based on attendance; exercises are evaluated on objectives and observable performance.
- No borrowed achievements: work led by GCRI or GRA is reported by them.
Terms used on this page.
Each term as this page uses it. Where a standard-setting body defines the term, the wording follows that body.
| Term | Definition |
|---|---|
| Strategic plan | A document that sets an organization's objectives, priorities and the means of reaching them over a stated period, with the measures by which progress will be judged. |
| Theory of change | A stated chain of causes from a programme's activities to its intended outcomes, used to plan evaluation. |
| Programme status | The recorded state of a programme on Nexus pages: exploring, forming, constituted, active, paused or archived. A plan is never presented as an activity. |
Where this page's references lead.
The bodies and documents this page is read against. Status and editions change; each link goes to the issuing body.
Questions and answers.
Why are there no numerical targets?
Can the strategy change?
How can my institution contribute to the strategy?
Around GRF.
Start with an enquiry.
The current service level is R0: information and enquiries. An enquiry receives a reference and names the next step; applications, payments, compute allocations and registrations open only when their team, terms and review capacity exist.