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de Pury Pictet Turrettini & Cie

PRI reporting framework 2017

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. 貴社に正式なエンゲージメントポリシーがあるかどうか示してください

01.2. エンゲージメントポリシーがカバーしている内容を示してください。

01.3. エンゲージメントポリシーのURLを記載してください。[任意]

Attach document


01.4. エンゲージメントに対する貴社のアプローチの概要を説明してください。

The Fund pursues an active-ownership strategy based on three pillars: exercising our voting rights; engaging with the companies to improve their quality in relation to the UN Global Compact principles; and engaging with them on their most financially material issues.

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/

01.5. 補足情報 [任意]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


LEA 02. Reasoning for interaction on ESG issues

02.1. エンゲージメントの方法および対話を行う理由を明示して下さい。

エンゲージメントの種類

対話を行う理由​
単独/貴社内のスタッフのエンゲージメント
          PPT supports and is included in the engagement process performed by the Guilé Engagement Team (e.g. identification of issues, performance assessment of the process).
        

協働的なエンゲージメント

サービスプロバイダーのエンゲージメント

02.2. 補足情報。[任意]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/

 

 


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. 貴社内のスタッフが実行するエンゲージメント活動を特定し、優先順位を決定する正式なプロセスが貴社にあるかどうか示してください。

03.2. 貴社内のスタッフが実行するエンゲージメントを特定し、優先順位を決定する際に使用する基準を説明してください。

03.3. 補足情報。 [任意]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


LEA 04. Objectives for engagement activities

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

04.1. 貴社内のスタッフが実行する貴社のエンゲージメント活動に具体的な目的を定義しているかどうかを記載してください。

04.2. 貴社内のスタッフが実行する貴社のエンゲージメントを受けた企業の行動を監視しているかどうかを記載してください。

04.3. 貴社内のスタッフが実行するエンゲージメント活動のためにマイルストーンと目標を貴社で定義しているかどうか示してください。

04.4. 貴社内のスタッフが行うエンゲージメント活動の進捗を監視のうえ評価するために以下のいずれかを実施しているかどうか示してください。

04.5. 補足情報。[任意]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


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. 協働的なエンゲージメントを特定し、優先順位を決定する正式なプロセスが貴社にあるかどうか示してください。

05.2. 協働的エンゲージメントを特定し、優先順位を決定する際に使用する基準を説明してください。

05.3. 補足情報 [任意]

Collaborative engagement happens parallel to our direct engagement - opportunitstic approach.

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


LEA 06. Objectives for engagement activities (Not Completed)


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. サービスプロバイダーがあなたの貴社のために実施するエンゲージメントにおいて、貴社がどのような役割を担っているのか明示してください。

07.2. サービスプロバイダーがあなたの貴社のために実施するエンゲージメントにおいて、貴社がどのような役割を担っているのか明示してください。

07.3. 補足情報。 [任意]

By engagins with companies we strengthen our understanding and fundamental analysis of the companies. Our managers’ assessments of the risks and sustainability of the companies’ business models are sharpened, and their investment convictions are more solidly based. With time, the markets perceive and reward the uptrend in the companies’ quality and this is reflected in the value of our investments.

Our visits and discussions enhance our ability to evaluate the consistency between a company’s words and its concrete actions. Lastly, the high-quality companies thus identified must still present attractive potential for gains in the medium and long term.

The joint presence of the Fondation Guilé experts and the portfolio managers, which is unique in the responsible-funds universe, is particularly appreciated by companies. As a result, 85 per cent of the companies maintain a regular dialogue with us. This integration of different skills enables us to fine-tune the discussion according to the company’s specific business model and the financial materiality of its ESG issues.

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


LEA 08. Monitor / discuss service provider information

08.1. サービスプロバイダーが貴社に提供する以下の情報を監視、協議しているかどうかを記載してください。

Please select all that apply

08.2. 補足情報。

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


General processes for all three groups of engagers

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

09.1. エンゲージメントから得た考察を、貴社内の運用担当者や貴社外の運用会社と共有しているかどうかを記載してください。

エンゲージメントの種類

共有する考察
単独/貴社内のスタッフのエンゲージメント

協働的なエンゲージメント

サービスプロバイダーのエンゲージメント

09.2. 補足情報。[任意]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


LEA 10. Tracking number of engagements

10.1. 貴社がエンゲージメントしている企業の数を追跡しているかどうかを記載してください。

エンゲージメントの種類
エンゲージメントの追跡
単独/貴社内のスタッフのエンゲージメント

協働的なエンゲージメント

サービスプロバイダーのエンゲージメント

10.2. 補足情報。[任意]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


Outputs and outcomes

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

11.1. 報告年度に貴社がエンゲージメントを行った上場株式ポートフォリオの数を明示してください。

エンゲージメントを行った企業の数
割合(5%刻み)
この割合の計算基準を明記してください

 

 

単独/貴社内のスタッフのエンゲージメント

0 Number of companies engaged
0 Proportion (to the nearest 5%)

Specify the basis on which this percentage is calculated

 

 

協働的なエンゲージメント

1
2 Proportion (to the nearest 5%)

Specify the basis on which this percentage is calculated

 

 

サービスプロバイダーのエンゲージメント

82
98 Proportion (to the nearest 5%)

Specify the basis on which this percentage is calculated

11.2. ESG問題に関連して報告年度中に企業と複数かつ現実的で詳細にわたる議論ややりとりを行ったエンゲージメントの割合を記載してください。

エンゲージメントの種類
総合的なエンゲージメントの割合(%)

 

 

単独/貴社内のスタッフのエンゲージメント

 

 

協働的なエンゲージメント

 

 

サービスプロバイダーのエンゲージメント

11.3. 報告期間の協働的なエンゲージメントの中で、貴社が主導したエンゲージメントの割合を記載してください。 [任意]

エンゲージメントの種類
主導的役割を果たした割合(%)

 

 

協働的なエンゲージメント

11.4. 報告年度のサービスプロバイダーのエンゲージメントの中で、貴社が深く関与した割合を記載してください。[任意]

エンゲージメントの種類

深く関与した割合(%)

 

 

サービスプロバイダーのエンゲージメント

11.5. 補足情報。[任意]

Our portfolio managers participate actively to all our engagement meetings and briefings together with our dedicated external service provider. This is a key differentiating and success factor for our truly integrated approach and we regret that it is not sufficiently taken into account in this questionnaire.

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


LEA 12. Engagement methods

12.1. 貴社のエンゲージメントが以下のどの項目を含むか明示してください。

12.2. 補足情報 [任意]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/

 


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


LEA 14. Companies changing practices / behaviour following engagement

14.1. 報告年度に貴社や貴社のサービスプロバイダーのエンゲージメント活動を受けて、企業が実務を変更した、または実務を変更するように正式に約束した事例件数を追跡しているかどうか明示してください。

14.2. 報告年度に貴社や貴社のサービスプロバイダーのエンゲージメント活動を受けて、実務を変更した、または実務を変更するように正式に約束した企業の数を記載してください。

変更する、または変更する約束をしている企業の数

単独/貴社内のスタッフのエンゲージメント

協働的なエンゲージメント

サービスプロバイダーによるエンゲージメント
49

14.3. 補足情報。

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


LEA 15. Examples of ESG engagements

15.1. 報告年度に貴社または貴社のサービスプロバイダーが実行したエンゲージメントの事例を挙げてください。

トピックまたはESG問題
          Weaknesses observed on the 10 principles of the Global Compact - Communication on Progress
        
実行者
目標

Generate improvements on the issues linked to the 10 principles of the Global Compact

対象範囲およびプロセス

We first make an assessement of the company on the quality of the ESG publicatilon and on its comprehensiveness.

The results are sent to the company management

A briefing/meeting is organized to discuss the SWOT or our analysis. We give examples of best practices and areas with potential of progress which we monitor year on year.

結果

Our engagement with "Company" stays consistently constructive and positive over the years and we saw improvement, particularly on Environmental principles and anti-corruption.
"Company" included four participants with different functions to the conference call which showed a genuine interest into our discussion and the fact that the company is taking our suggestions very seriously.

トピックまたはESG問題
          Weaknesses observed on the 10 principles of the Global Compact - Communication on Progress
        
実行者
目標

Generate improvements on the issues linked to the 10 principles of the Global Compact

対象範囲およびプロセス

We first make an assessement of the company on the quality of the ESG publicatilon and on its comprehensiveness.

The results are sent to the company management

A briefing/meeting is organized to discuss the SWOT or our analysis. We give examples of best practices and areas with potential of progress which we monitor year on year.

結果

This is the second discussion since the company’s entrance in the portfolio and globally the company does more than what it communicates.
Even though there has been progress since the first exchange and the representatives are aware of the growing requests from the rating agencies, we will be keen to meet the company again to evaluate the new steps achieved within next year.

トピックまたはESG問題
          Weaknesses observed on the 10 principles of the Global Compact - Communication on Progress
        
実行者
目標

Generate improvements on the issues linked to the 10 principles of the Global Compact

対象範囲およびプロセス

We first make an assessement of the company on the quality of the ESG publicatilon and on its comprehensiveness.

The results are sent to the company management

A briefing/meeting is organized to discuss the SWOT or our analysis. We give examples of best practices and areas with potential of progress which we monitor year on year.

結果

At the last interaction with the company we strongly suggested publishing those policy documents to which "Company" was explicitly referring in its disclosure, in particular the EHS guideline.
In 2016, based on this recommendation the company has released both, its “Commitment to Environment, Health and Safety” as well as its “Position Statement on the Convention on Biological Diversity”. Further, the suggestion to critically review the outdated code of conduct (CoC) was taken up: "Comapny" has launched internally a new business CoC accompanied by a series of webinars for the top 200 managers who have the task to introduce it within their sphere of responsibility. Internally, a discussion is taking place if the new Business CoC (or at least the main elements) shall be published or not which is strongly recommended by GET. In near time, the Responsible Sourcing Policy will be published complementing the existing Vendor Principles of Business Conduct which covers mainly qualitative aspects required from suppliers.

トピックまたはESG問題
          Weaknesses observed on the 10 principles of the Global Compact - Communication on Progress
        
実行者
目標

Generate improvements on the issues linked to the 10 principles of the Global Compact

対象範囲およびプロセス

We first make an assessement of the company on the quality of the ESG publicatilon and on its comprehensiveness.

The results are sent to the company management

A briefing/meeting is organized to discuss the SWOT or our analysis. We give examples of best practices and areas with potential of progress which we monitor year on year.

結果

Last year’s recommendations of the engagement team haven’t been taken up so far, several advancements are announced which will go in the right direction. 
Among others, in 2017 a comprehensive materiality analysis similar to the initial exercise in 2014 will take place.
In the course of this review the presentation of the material issues and related measures will also be revised.
Our suggestion to better explain internal procedures and responsibilities required to assure employees’ adherence to the standards of integrity of "Company" is well received and the Senior Manager of Corporate Responsibility Reporting is announcing to follow-up on this valuable feedback.

トピックまたはESG問題
          Weaknesses observed on the 10 principles of the Global Compact - Communication on Progress
        
実行者
目標

Generate improvements on the issues linked to the 10 principles of the Global Compact

対象範囲およびプロセス

We first make an assessement of the company on the quality of the ESG publicatilon and on its comprehensiveness.

The results are sent to the company management

A briefing/meeting is organized to discuss the SWOT or our analysis. We give examples of best practices and areas with potential of progress which we monitor year on year.

結果

This year’s briefing is again characterized by a very open and constructive dialogue between the representatives of  "Company" and the Cadmos team.
Questions are frankly and competently answered, suggestions positively received. In the previous briefings it was suggested to either validate the sustainability
reporting by a third party or preferably to introduce a formal stakeholder panel. Such a panel of external experts representing different stakeholder
views and expectation would help "Company" to continuously review its material issues and simultaneously to validate related measures.
This proposal was taken-up by the executive management and Head Corporate Communications & Investor Relations got the task to form and operationalize a Sustainability Advisory Council in the current year.
The kick-off took place on 12-09-2016 and we were invited to participate. In June 2016, we was also participated in an interview arranged by "Company" aimed at identifying major weaknesses of company’s sustainability management.

トピックまたはESG問題
          Weaknesses observed on the 10 principles of the Global Compact - Communication on Progress
        
実行者
目標

Generate improvements on the issues linked to the 10 principles of the Global Compact

対象範囲およびプロセス

We first make an assessement of the company on the quality of the ESG publicatilon and on its comprehensiveness.

The results are sent to the company management

A briefing/meeting is organized to discuss the SWOT or our analysis. We give examples of best practices and areas with potential of progress which we monitor year on year.

結果

With six company representatives from Investors Relation and Sustainability Management the company proved its positive attitude towards
 stakeholder engagement and ambition to continuously improve its business practices. Again, the "Company" demonstrated a great interest
 in understanding the reasons of our assessment and posed definite, self-critical questions.
Recommendations were well perceived and additional asked questions which have been sent by email in the aftermath were timely and adequately answered.
Two recommendations made at the previous meeting have been taken-up: the old-fashioned Code of Conduct of 2009 has been fully revised. It is now signed by the CEO and is presented in an inspiring design. Further, at group level a compliance office has been formed in charge to assuring group wide adherence to internal codes and policies besides national laws and regulations.

トピックまたはESG問題
          
        
実行者
目標
対象範囲およびプロセス
結果

"Company" acknowledges in its extended COP our engagement as follows “We would like to acknowledge the analyst team at Guilé Foundation who in their annual benchmark of companies in their investment portfolio offer valuable suggestions for continued improvement of the Communication on Progress”.
The discussions with the 3 representatives of "Company", with the Vice President Global Triple Bottom Line Management for the 7th time, were again highly trust-based and of very constructive nature. The recommendations were well taken and some changes have been announced during the meeting such as that internal policy documents will be made publically available and UNGP reporting framework will be applied. Last year’s suggestion to better distinguish between policy documents and performance reporting was adopted in so far that the COP 2015 is more focused and contains more specific information on taken measures.

15.2. 補足情報。

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/


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