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

GLG Partners LP

PRI reporting framework 2017

Export Public Responses
Pdf-img

You are in Direct - Listed Equity Active Ownership » Engagement

Engagement

Overview

LEA 01. Description of approach to engagement

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

01.1. Indicate whether your organisation has a formal engagement policy.

01.2. Indicate what your engagement policy covers:

01.3. Attach or provide a URL to your engagement policy. [Optional]

01.4. Provide a brief overview of your organization’s approach to engagement

Man Group--applicable to its subgroups including GLG Partners--maintains a Conflicts of Interest Policy that sets out circumstances which constitute or may give rise to a conflict of interest and the procedures to be followed and measures to be adopted in order to manage such conflicts.

The Policy aims to ensure that Man pays due regard to the interests of each client and manages any potential conflicts of interest fairly and effectively. This will specifically apply when Man has, or may have, a conflict of interest between:

 - itself and the duty owed to its client;

 - firms connected to Man and the duty owed to Man’s client; and

 - one client and another client.

Reasonable steps are taken to identify conflicts of interest that arise in the course of Man providing any service and may result in a material risk of damage to a client. It is the responsibility of all personnel to report any actual, apparent or potential conflicts of interest which they have identified to their manager and Compliance.

Man regularly reviews and where appropriate updates the Conflicts of Interest Register and Policy.

01.5. Additional information [optional]

Where Man has identified an instance where there may be a potential conflict between the interests of Man and the interests of the client or where a conflict may exist between one client and another, the potential conflict is managed by one of the following means:

 - termination/avoidance;

 - management; or

 - disclosure.

Man maintains a global Conflicts of Interest Register to enable it to manage and monitor conflicts of interest that arise in the ordinary course of its business.

As deemed appropriate, Compliance will document in the Conflicts of Interest Register any reported actual, apparent or potential conflicts of interest and liaise with relevant individuals to determine the appropriate action to manage such conflicts of interest. Once the appropriate method of managing the conflict of interest is determined, each business line is then responsible for ensuring that the conflict of interest is managed in accordance with that method.


LEA 02. Reasoning for interaction on ESG issues

02.1. Indicate the method of engagement, giving reasons for the interaction.

Type of engagement

Reason for interaction

Individual/Internal staff engagements

Collaborative engagements

Service provider engagements

02.2. Additional information. [Optional]


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.

03.3. Additional information. [Optional]

A number of GLG Partners investment teams maintain formal engagement activity reports. However, because of the distributed nature of fund management at the firm, GLG does not yet maintain a formal, centralized process for identifying and prioritising engagement activities. The Firm is working towards creating a reporting function for 2017.


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.

04.5. Additional information. [Optional]

Objectives for engagement activities are organized and set by individual investment teams with monitoring occuring throughout the process. These engagements tend to be issue-specific and results-oriented. We currently do maintain a formal schedule for milestones.


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

05.3. Additional information [Optional]

Many investments teams maintain a formal process for idnetifying and prioritising collaborative engagements, but the Firm does not impose any specific process. This is intentional so as to cultivate a breadth of different investments across the firm and not privilege any one specific engagement modality.


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.

06.5. Additional information. [Optional]

Objectives for collaborative engagement activities are organized and set by individual investment teams with monitoring occuring throughout the process. These engagements tend to be issue-specific and results-oriented. We currently do maintain a formal schedule for milestones.


Process for engagements conducted with/on your behalf by service providers

LEA 07. Role in engagement process

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

07.1. Indicate if you play a role in the engagement process that your service provider conducts on your behalf.

07.2. Indicate the role(s) you play in engagements that your service provider conducts on your behalf.

07.3. Additional information. [Optional]

This question is most applicable on governance issues via our service provider who simultaneously conducts proxy voting and provides ESG research and ESG screening.


LEA 08. Monitor / discuss service provider information

08.1. Indicate whether you monitor and/or discuss the following information provided to you by your service provider

Please select all that apply

08.2. Additional information. [Optional]


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

Service provider engagements

09.2. Additional information. [Optional]

Because engagements are generally managed by individual investment teams, they are rarely systematically shared across the firm.


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

Service provider engagements

10.2. Additional information. [OPTIONAL]

A number of investment teams track their engagements among individual/collaborative/service provider, but the Firm does not currently centralize reporting of these engagements as a whole.


Outputs and outcomes

LEA 11. Number of companies engaged with, intensity of engagement and effort (Private)


LEA 12. Engagement methods (Not Completed)


LEA 13. Engagements on E, S and/or G issues (Not Completed)


LEA 14. Companies changing practices / behaviour following engagement (Not Completed)


LEA 15. Examples of ESG engagements (Not Completed)


Communication

LEA 16. Disclosure of approach to ESG engagements

16.1. Indicate whether your organisation proactively discloses information on its engagements.

16.5. Indicate what engagement information your organisation proactively discloses to clients/beneficiaries.

Engagement information disclosed

16.6. Indicate how frequently you typically report engagements information

16.8. Additional information. [Optional]

The firm as a whole does not make it a practice to disclose engagements to its clients. However, a number of GLG's investment teams do selectively disclose their engagement activities to their clients/beneficiaries. At this moment, it is the fund manager's responsibility to determine if they will or will not disclose their positions. The Firm does not currently disclose a master list of engagement activities and their status.


Top