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Teachers' Retirement System of the City of New York

PRI reporting framework 2017

You are in Direct - Listed Equity Active Ownership » Engagement » Process » Process for engagements run internally

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]


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]

The overwhelming majority of engagement activities are structured around a request for specific reform and often take the form of a shareowner proposal and individual letters, for example to grant shareowners the ability to nominate directors using the company proxy,  to disclose political contributions, challenging excessive CEO pay at Bed Bath &Beyond, prompting executive pay clawbacks at Wells Fargo, calling for governance reforms at Mylan, advocating for climate change risk disclosure at Exxon Mobil, eliminating human rights abuses in the seafood supplychain, supporting increased disclosure of supplier diversity data, or to disclose the race and gender of the workforce by job category, including senior management. Progress in the advancement of these issues can be, and is, measured and is then reported by BAM to the various New York City pension systems, including TRS.

The principal exceptions are softer engagements, such as the Human Capital working group efforts, in which the Comptroller's Office, on behalf of TRS and the other NYC Pension Funds, has been part of a collaborative engagement of major retailers to better understand how they manage and measure human capital as a driver of value to be maximized and not just as a cost to be managed. This work is creating a foundation to engage more effectively with companies on human capital management. Engagement outcomes are reported to the TRS board and a summary is included in the Postseason Report to trustees that is also available to the public.


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