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RBC Global Asset Management

PRI reporting framework 2017

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

Our ESG-focused engagements are chosen and prioritized using a risk-based approach, which focuses on the  materiality of the ESG risks and opportunities facing each company and the size of our investment in it. In addition, there has been a recent increase in the number of issuers proactively engaging with us, in part due to past voting decisions.

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 monitor the progress of a company in implementing its plans to address ESG-related issues by continuing to communicate with the company and analyzing data and research related to the company and/or industry. Since each engagement is unique, the measurement of any tangible outcomes will depend on the particular circumstances. Similarly, the established process in the case of unachieved goals or unfulfilled issuer commitments is evaluated on a case-by-case basis.

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]

RBC GAM is an active member of the Canadian Coalition for Good Governance (CCGG), a member-based organization that collectively engages with Canadian public companies regarding governance issues on behalf of its members. CCGG reaches out to its members for input on companies where engagement on governance issues would be warranted. Prior to an engagement, CCGG asks members whether there are any specific issues they would like addressed.

RBC GAM's Chief Investment Officer is the current Vice-Chair and immediate-former Chair of CCGG and RBC GAM is a very active participant in these collaborative engagements.

We are also open to participating in other collaborative engagements with like-minded shareholders. For instance, the Global Access to Nutrition Index's (ATNI) reports demonstrate slow movement by food and beverage manufacturers in regards to nutrition-related commitments, practices and performance. Having formally supported the ATNI's initiatives, we committed to join other asset managers and owners in engaging with food and beverage companies on these issues to improve nutrition policies, practices and disclosure across the industry. 

A member of the CGRI team also sits on the UN PRI Cyber Security Committee that is building an engagement project focused on cybersecurity risks and opportunities at public companies.

LEA 06. Objectives for engagement activities

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

06.1. 貴社が関与する協働的なエンゲージメントに目的が定義されているかどうか示してください。

06.2. 貴社の協働的な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示してください。

06.3. 協働エンゲージメント活動に関連した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。

06.4. 貴社のエンゲージメント活動の進捗を監視し、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。

06.5. 補足情報 [任意]

CCGG always engages with companies over a 2-3 year period in order to monitor progress. Following each engagement, CCGG provides reports to members outlining the company's plan to address each ESG issue raised. In subsequent years, CCGG issues follow-up reports outlining the progress of the company.

In addition, RBC GAM will continue to track and monitor the progress of our collaborative engagements outside of the CCGG with other investors or organisations such as the PRI.

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。




09.2. 補足情報。[任意]

The CGRI team invites the relevant investment teams to participate in all of our engagement efforts. Our investment teams frequently leverage the CGRI team as a resource for their engagements as ESG moves to the forefront of issuers' engagement priorities. It is common for members of the CGRI team and members of our investment teams to participate jointly in our engagement efforts. If our investment teams do not participate directly, we ensure that the issues raised during our engagement meetings reflect the views and priorities of the investment teams.

We track the engagements done by the CGRI team in full and provide a report to the relevant investment teams. We use our best efforts to capture and track any ESG issues that arise during the regular communications between our investment teams and their investee companies.

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。



10.2. 補足情報。[任意]

We track the engagements done by the RBC GAM's CGRI team in full and use our best efforts to capture the ESG issues raised in engagements done by our portfolio managers and analysts.

In 2016, we tested an internal tracking method to better capture ESG engagements done by our portfolio managers and analysts. We continue to consider our options as we seek to determine the most efficient and effective tracking and monitoring methods available.