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SPF Beheer

PRI reporting framework 2018

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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]

Due to our limited portfolio a formal process for identifying and prioritising engagement on the internally managed portfolio is not necessary. Our goal is to engage in regular dialogue with all companies in our portfolio. Due to the limited number of companies invested in this is doable. The conversations include both financial as well as SRI topics. When there are clear concerns in the field of SRI a separate conversation will be scheduled with the company purely targeting SRI.

One principle that we do adhere to is that we will always engage with a company in response to (potential) breaches of the minimum ESG standards we believe a company should adhere to.


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 during and following your engagements activities carried out by internal staff.

04.3. Indicate if you do any of the following to monitor and evaluate the progress of your engagement activities carried out by internal staff.

04.4. Additional information. [Optional]

For individual engagements the answer to this question depends on the goal of the engagements. We make a distinction between engagement and dialogue. An engagement process is started when a company's breaches our minimal ESG guidelines. We define goals and timelines for the company. If they do not comply with these goals within the time line set (and there are no signs of further improvement) we will exclude the company. 

Regularly, however, we have a what we call dialogue with companies. With a dialogue we aim to stimulate a company to further improve its SRI policies even though these policies are already well-developed. In this case we usually do not define strict objectives nor set a timeline. We do, however, come back on the topic in a later conversation with the company to see whether our questions and/or doubts have been addressed.


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