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Colonial First State Global Asset Management (including First State Investments)

PRI reporting framework 2017

Export Public Responses

You are in Direct - Infrastructure » Post-investment (monitoring and active ownership) » Infrastructure monitoring and operations

Infrastructure monitoring and operations

INF 15. Proportion of assets with ESG performance targets

15.1. 報告年度のインフラ資産の中で、組織や事業者が投資のモニタリングにESG実績を組み入れた割合を記載してください。


15.2. 組織またはオペレーターが通常目標(KPIなど)を設定し、さらにモニタリングしているESG問題を記載し、問題別に例を挙げてください。


          Resource use and reuse
          Pollution and contamination
          Carbon targets (including embedded carbon and emissions)


          Community engagement (including satisfaction and complaints)
          Gender balance
          Health and safety records


          Performance incentives
          Board structure (including diversity and independence)
          Reporting and transparency

15.3. 補足情報。 [任意]

Typically, board meetings are held monthly or quarterly. Board reporting invariably includes scorecards with ESG components. The scorecards include a mix of industry-based standards, which are fairly well developed in the OECD markets in which we operate, and internally generated standards or KPIs, which may be applied to the management team by investors. These standards and scorecards are tracked by management and monitored by the board (and the independent bodies or certifying associations, as relevant). We aim for all of our portfolio companies to be industry leaders and to implement best practice standards and procedures into their operations.

Ongoing management of ESG issues, as with all risks and opportunities that go to value, are considered by our investment team on an ongoing basis. Where changes are required, this can involve action plans for exploiting an opportunity, remedial work to mitigate a risk, or ultimately a divestment if exit is considered the most valuable option.

In a recent example, in 2016 Adelaide Airport commissioned the largest airport rooftop solar power system in Australia, further enhancing its reputation as a leader in environmental sustainability. The 1.17MW system, built on the short term car park roof by Solgen Energy, has reduced Adelaide Airport Ltd’s energy consumption and carbon emissions by close to 10 per cent. It is the largest private-sector solar system in South Australia and more than 10 times larger than the airport’s existing system, bringing the total rooftop solar capacity to 1.28MW. The solar system, made up of 4,500 panels, is large enough to power the equivalent of more than 300 homes.  This solar system significantly reduces Adelaide Airport’s energy consumption while assisting the State Government in achieving its renewable energy targets.

In another example, one of our electricity distribution network operator played a vital role in responding to a major storm event in the UK.  In this storm event, a month’s worth of rain fell in 24 hours and 68,000 properties were effected.  In its response to the event, the business: deployed 75 generators to support 23,000 homes (the most mobile generation ever connected in the UK); made 4,500 proactive call to vulnerable customers; provided ongoing information updates via social and traditional media channels; provided 22,000 free meals to customers; and handled over 26,000 incoming phone calls. 

Other examples in this area include leading the industry in integrated annual reporting, most notably at one of water utilities in the UK.  This business also actively monitors and reports on its progress towards the goal of being a zero waste company and played a leading role in the development and promotion in the infrastructure industry of a new Publicly Available Specification (PAS 2080) for Carbon Management in Infrastructure. 

A recently acquired company that provides district heating is already leader in the utilisation of renewable energy utilisation in the sector, as it provides more than 50% of its energy generated from renewable sources. In line with state government policy target is to increase this further over the next decade. To achieve this, in the context of the build-out of new district heating solutions, as a standard approach the company answers to the RfP always with an alternative option that increases the utilisation of renewable energy as compared to the base case.

Our ferry business in Europe operates 5 vessels on a high frequency crossing between Sweden and Denmark and the reporting and improvement for emissions forms part of managements KPIs. While the vessels were the first ones to comply with European emission regulations years before these were implemented, the company is currently going further and converting two of its largest vessels to battery powered operation. This is the first electrification project of this scale globally. As a result the company will reduce total emissions by more than 50% and save 18,000 tons of CO2 per year. 

INF 16. Proportion of portfolio companies with ESG/sustainability policy

16.1. 組織がESG/サステナビリティに関連するポリシー(または同様のガイドライン)を有するインフラ投資先の割合を追跡しているかどうかを記載してください。

16.2. 組織がESG/サステナビリティに関連するポリシー(または同様のガイドライン)を有するインフラ投資先の割合を記載してください。


16.3. 組織またはオペレーターがインフラ投資先のESG問題の管理にどのように貢献しているかを説明してください。 [任意]

We are taking a very pro-active role in engaging in various activities to promote and contribute to development of ESG initiatives.

Our primary method of contributing to our portfolio companies' ESG management is at Board level. Our nominee board directors will impress on the management team an ESG-focused approach. This is typically achieved through strategic direction, business case approvals, setting of Key Performance Indicators and Company Scorecards. The Board will also typically demand regular reporting against measurable metrics. Our team members are involved in various governance bodies at each portfolio company and push for ESG targets to be aligned with management scorecards and incentive KPIs.

After each acquisition we design an individual asset management plan to aid and improve the businesses ESG standards within a given timeline. Apart from a good corporate governance structure and process, we often seek to implement at our portfolio companies minimum standards, such as ISO 9001, ISO 14001, ISO 50001 and OHAS 18001 or similar accreditations.

The list below highlights a few key elements of how we manage ESG at a company level:


Board level committees and risk workshops
Reporting of ESG issues at every board meeting
Risk registers including safety, environment and carbon management

Environmental and Safety

Program to retain ISO 9001, 14001, 50001, 55001, 23001, 27001OHSAS 18001, PAS 2080 and other sector relevant accreditations
Dedicated safety managers to implement and share best practice
All serious safety issues are escalated to boards and reviewed at the highest level

Scorecard and reporting

Executive and company scorecard aligned to achievement of safety, environment and customer targets
Reporting and monitoring of operating statistics including safety and environmental impacts

In addition, and where appropriate, regular workshops between the management teams of different portfolio businesses are organised in order to share new ideas and best management practices. For example, a sustainable tree cutting program implemented in our UK electricity distribution business was successfully transferred to our electricity distribution business in Finland.

INF 17. Type and frequency of reports received from investees

17.1. インフラ投資先に請求するESG問題に関する報告書の種類および頻度、報告書を受領する頻度を記載してください。




          Ad hoc


17.2. 補足情報。[任意]

By having board representation on the portfolio companies we invest in, we receive board information that contains significant ESG information, including performance data for ESG targets. For example, companies report on energy and water use, embodied carbon reduction performance, safety performance, pollution and other environment compliance outcomes, customer satisfaction data, service level statistics and other targets as set by the board. Specific issues, such as health and safety, are typically part of the normal board reporting cycle, which is usually monthly or quarterly.  Broader ESG reporting is typically annual or semi-annual.  As part of our governance approach we usually establish relevant Board sub-committees; for example, an Environmental, Health & Safety committee. These committees meet on a regular basis to discuss particular topics in a more detailed way. To determine the format of ESG reporting we frequently refer to guidelines and recommendations given by IFC / World Bank with respect to the relevant sectors, but also to those required by national or international associations which issue certifications and accreditations.

Annual reporting documentation from a majority of our companies also provides summary outcomes of ESG performance available for a broader stakeholder audience. Most of our portfolio companies for example produce some kind of sustainability or ESG report in addition to the required financial reports (for example, the Brisbane Airport Sustainability Report in accordance with the Global Reporting Initiative;  We also survey all of our investee companies on standardised criteria for the publication of our fund ESG Reports.