This report shows public data only. Is this your organisation? If so, login here to view your full report.

Fiera Capital Corporation

PRI reporting framework 2017

Export Public Responses

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.

01.5. Additional information [optional]

Engagement conducted with companies that are currently held in the portfolios

For certain mandates including those with an ESG focus, portfolio managers may engage companies on a case by case basis.

The ESG integration process includes the following elements: 1) We make sure to be well aware of ESG issues and we adjust our understanding of potential risks; 2) We analyse the issues that may have potentially material impacts on profitability, future business growth, risks to the company and sustainability of the business; 3) Based on our judgment, we discuss the issues with the company's management in order to raise awareness to key ESG issues.

When meeting with companies, portfolio managers will address ESG issues on a reactive basis, looking at issues that have already occured to understand how the management coped with the situation.

That being said, some of our management teams are proactive in addressing ESG issues. As long term investors, some teams are active in raising awareness to ESG issues of companies within their portfolio. Being able to assess the ESG risk is an important component of their risk management process.

Collaborative engagements

We are members of the Canadian Coalition for Good Governance (CCGG). The CCGG is the pre-eminent corporate governance organization in Canada and is uniquely positioned to effect change as the voice of Canadian Institutional shareholders.

Representing the interests of institutional investors, CCGG promotes good governance practices in Canadian public companies and the improvement of the regulatory environment to best align the interests of boards and management with those of their shareholders, and to promote the efficiency and effectiveness of the Canadian capital markets.

This relationship is beneficial to us as it allows us to identify priorities primarily related to governance issues and work alongside other key industry players to promote both active ownership and the appropriate disclosure on ESG issues as well as engage with board of directors of 40 to 50 companies per year.


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.

03.3. Additional information. [Optional]


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.

04.5. 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

other description

          see additional information
        

05.3. Additional information [Optional]

We are members of the Canadian Coalition for Good Governance (CCGG). The CCGG is the pre-eminent corporate governance organization in Canada and is uniquely positioned to effect change as the voice of Canadian Institutional shareholders.

Representing the interests of institutional investors, CCGG promotes good governance practices in Canadian public companies and the improvement of the regulatory environment to best align the interests of boards and management with those of their shareholders, and to promote the efficiency and effectiveness of the Canadian capital markets.

This relationship is beneficial to us as it allows us to identify priorities related to ESG issues and work alongside other key industry players to promote both active ownership and the appropriate disclosure on ESG issues as well as engage with board of directors of 40 to 50 companies per year.

2017: We have one of our equity manager that was invited to participate in a CFA round-table called "Audited Financial Information: Is it Losing its Relevance?". The event regrouped individuals from auditing and asset management firm to find solutions to better enhance auditing process and transperancy.

 


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.

06.5. Additional information. [Optional]

No formal follow-up.


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

10.2. Additional information. [OPTIONAL]


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 (Not Completed)


Communication

LEA 16. Disclosure of approach to ESG engagements

16.1. Indicate whether your organisation proactively discloses information on its engagements.

16.8. Additional information. [Optional]


Top