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First State Superannuation Scheme

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. 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]

URL

Attach document


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

We engage with companies that have been identified either through screening or thematic research, as poorly managing their ESG risks. Occasionally we engage with companies who create opportunity out of an ESG issue to learn how others might do it better.

The screening process occurs monthly to identify controversies and half yearly to identify companies that score poorly on any one of thirty-seven key E, S or G key issues. Additional data feeds into this process including proxy voting outcomes and research scores from Regnan, our engagement partner.

Our thematic research, the themes of which are determined by a variety of sources, including increased member queries on a topic, increased media and community awareness of an issue, or topics that we vote on throughout the year, such as executive remuneration, allows us to dedicate substantial time to researching issues to determine how widely spread an issue is and importantly, how it will affect our holdings.  

Severity, materiality, and value at risk (including reputational risk) of these ESG issues, as well as internal resourcing and likelihood of affecting change, dictate whether we pursue the engagement.

01.5. Additional information [optional]

We also use Regnan for engagement and their approach is:

Regnan owner/clients collectively fostered the establishment of Regnan as a specialist engagement service to:
> benefit from specilised skills both in ESG aspects and in the practice of engagement for change.
> provide access to and influence with relevant decision makers in corporations and elsewhere.
> maximise the impact of the resources each client contributes.
> be efficient in the achievement of shared objectives - a benefit for investee companies also given they face increasing requests from shareholders for dialogue. Via Regnan companies can reach a large proportion of shareholders who prioritise ESG issues through a single interface.


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.

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

03.3. Additional information. [Optional]

We have developed an engagement framework that sets out a number of ways in which we identify our engagement activities.

We conduct screening of our equity and bond portfolios to identify ESG issues in companies and if they represent a material impact to our portfolio we will engage directly.

We use our voting behaviour to determine engagement activities.

We seek member/stakeholder feedback on important ESG issues and identify a major thematic engagement topic.

Through our partnership with Regnan our major engagement activities are developed & undertaken on our behalf.


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]


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]


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]


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]

Regnan has a very formal structure in place for engagement. They may engage based on themes such as climate change, or based on internal scores where companies consistently score poorly and through which Regnan believe engagement would add value. 

First State Super's internal engagement program includes a combination of facilitated engagement with Regnan, Regnan engaging on our behalf, and First State Super engaging alone. Which avenue this engagement takes will be determined by our prioritisation process, which will take into consideration our holdings in a company, our capacity to effect change alone or in concert and type of E, S or G issue.


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]

Regnan sends quarterly reports on their engagement activities which details all of these above. First State Super also meets with Regnan quarterly to discuss our internal engagement plan to determine which companies we should engage with directly.

Additionally, our investment managers carry out engagement activities on our behalf - based on their engagement framework.  We receive annual reporting from some managers on their engagement activities and we also discuss via meetings various engagement activities our managers undertake on our behalf.

 


General processes for all three groups of engagers

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


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]

Not all of our investment managers currently report on engagement activities - therefore we are unable to track or estimate the number of engagements.  Through continual dialogue with our managers we know that engagement activities are being undertaken on our behalf.

Regnan undertakes comprehensive monitoring of all company engagements and provides quarterly reports to all clients together with annual reports on progress. Its approach integrates information collected by its in-house research capability with its engagement program to constantly monitor stocks for progress on ESG issues. Detailed tracking is undertaken on the number engagements, method of engagement, level within the organisation at which the engagement occurred, topics discussed, detailed summaries of discussions together with observations of progress, including publicly available materials/statements.


Outputs and outcomes

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


LEA 12. Engagement methods (Private)


LEA 13. Engagements on E, S and/or G issues (Private)


LEA 14. Companies changing practices / behaviour following engagement (Private)


LEA 15. Examples of ESG engagements (Private)


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]

Update reporting is provided to our Investment Committee


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