This report shows public data only. Is this your organisation? If so, login here to view your full report.

Kempen Capital Management NV

PRI reporting framework 2017

You are in Direct - Listed Equity Active Ownership » Engagement » Process

Process

Process for engagements run internally

LEA 03. Process for identifying and prioritising engagement activities

New selection options have been added to this indicator. Please review your prefilled responses carefully.

03.1. Indicate whether your organisation has a formal process for identifying and prioritising engagement activities carried out by internal staff.

03.2. Describe the criteria used to identify and prioritise engagement activities carried out by internal staff.

other description

          thematic approach: we focus on a limited number of themes
        

03.3. Additional information. [Optional]

As we have no capacity to engage with all companies in the portfolio, we apply a thematic engagement approach. We try to focus our engagement on a limited number of companies/sectors and aim to have a positive influence on these companies. Furthermore, we start a dialogue with companies to discuss voting items (we aim to inform companies about our voting intentions prior to the AGM/EGM). In addition, we select the companies for engagement where material ESG risks/opportunities are uncovered.


LEA 04. Objectives for engagement activities

New selection options have been added to this indicator. Please review your prefilled responses carefully.

04.1. Indicate if you define specific objectives for your engagement activities.

04.2. Indicate if you monitor the actions that companies take following your engagements.

04.3. Indicate whether your organisation defines milestones and goals for engagement activities carried out by internal staff.

04.4. Indicate if you do any of the following to monitor and evaluate the progress of your engagement activities carried out by internal staff.

04.5. Additional information. [Optional]

We do not always have a set timeline for each engagement case. We believe this needs to be assessed on a case by case basis depending on the materiality and characteristics of the issue. However, we belive that setting a timeframe for a company can serve as motivation for the company to improve.


Process for engagements conducted via collaborations

LEA 05. Process for identifying and prioritising collaborative engagement

New selection options have been added to this indicator. Please review your prefilled responses carefully.

05.1. Indicate whether your organisation has a formal process for identifying and prioritising collaborative engagements

05.2. Describe the criteria used to identify and prioritise collaborative engagements

05.3. Additional information [Optional]

Clients requests - we have annual consultations with our clients to set priorities for engagement themes. 


LEA 06. Objectives for engagement activities

New selection options have been added to this indicator. Please review your prefilled responses carefully.

06.1. Indicate if you define specific objectives for your engagement activities carried out collaboratively.

06.2. Indicate if you monitor the actions companies take following your collaborative engagements.

06.3. Indicate whether your organisation defines milestones and goals related to engagement activities carried out via collaborations.

06.4. Indicate if you do any of the following to monitor and evaluate the progress of your collaborative engagement activities.

06.5. Additional information. [Optional]

We assist in the development of timelines and milestones for collaborative engagements. However, we do not have our own timeline and milestones but follow the collective direction. 


General processes for all three groups of engagers

LEA 09. Share insights from engagements with internal/external managers

09.1. Indicate if insights gained from your engagements are shared with your internal or external investment managers.

Type of engagement

Insights shared

Individual/Internal staff engagements

Collaborative engagements

09.2. Additional information. [Optional]

Our internal engagements usually imply the partcipation of a portfolio manager. In addition to that, cases are discussed with portfolio managers during quartely ESG challenging sessions. 

Engagements with external fund managers are monitored and periodically evaluated with representatives of the external managers. 


LEA 10. Tracking number of engagements

10.1. Indicate if you track the number of engagements your organisation participates in.

Type of engagement
Tracking engagements

Individual / Internal staff engagements

Collaborative engagements

10.2. Additional information. [OPTIONAL]

During 2016 we directly engaged with 75 companies: 23 large caps and 52 small caps. In addition, we approached 104 companies through the collective engagement initiatives that we are involved in. Furthermore, we have engaged with 19 external fund managers. The main outcomes of the dialogues are reported in the Engagement Factsheets in our annual resonsible investment report, both from companies and external managers. These Factsheets describe the background to the case, the results achieved so far and future engagement objectives.  During 2016, we have also been in dialogue with our clients to hear their feedback on the ESG integration process.


Top