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

Fonds de réserve pour les retraites - FRR

PRI reporting framework 2018

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.

01.6. Additional information [optional]


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.

03.2. Describe the criteria used to identify and prioritise engagement activities carried out by internal staff.

03.3. Additional information. [Optional]

FRR's approach to engagement rely on asset managers and Vigeo Eiris ESG research. It mixes the number/importance of controverses, ESG ratings and asset managers opinions.

FRR engages via :

  • Its asset managers,
  • Directly companies and
  • Collaborative engagements.

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]


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.

05.3. Additional information [Optional]


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 during and following your collaborative engagements.

06.3. Indicate if you do any of the following to monitor and evaluate the progress of your collaborative engagement activities.

06.4. Additional information. [Optional]


Process for engagements conducted with/on your behalf by service providers

LEA 07. Role in engagement process

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

07.1. Indicate if you play a role in the engagement process that your service provider conducts on your behalf.

07.2. Indicate the role(s) you play in engagements that your service provider conducts on your behalf.

07.3. Additional information. [Optional]


LEA 08. Monitor / discuss service provider information

08.1. Do you monitor and review the outcomes of the engagement activities undertaken by your service providers on your behalf?

Please select all that apply

08.2. Additional information. [Optional]


General processes for all three groups of engagers

LEA 09. Share insights from engagements with internal/external managers

09.1. Indicate if insights gained from your engagements are shared with your internal or external investment managers.

Type of engagement

Insights shared

Individual/Internal staff engagements

Collaborative engagements

Service provider engagements

09.2. Additional information. [Optional]


LEA 10. Tracking number of engagements

10.1. Indicate if you track the number of your engagement activities.

Type of engagement
Tracking engagements

Individual / Internal staff engagements

Collaborative engagements

Service provider engagements

10.2. Additional information. [OPTIONAL]


Outputs and outcomes

LEA 11. Number of companies engaged with, intensity of engagement and effort

11.1. Indicate the amount of your listed equities portfolio with which your organisation engaged during the reporting year.

Number of companies engaged

(avoid double counting, see explanatory notes)

Proportion (to the nearest 5%)
Specify the basis on which this percentage is calculated

Individual / Internal staff engagements

2 Number of companies engaged
5 Proportion (to the nearest 5%)

Specify the basis on which this percentage is calculated

Collaborative engagements

150
5 Proportion (to the nearest 5%)

Specify the basis on which this percentage is calculated

11.2. Indicate the proportion of engagements that involved multiple, substantive and detailed discussions or interactions with a company during the reporting year relating to ESG issue.

Type of engagement

% Comprehensive engagements

 

 

Individual / Internal staff engagements

 

 

Collaborative engagements

11.3. Indicate the percentage of your collaborative engagements for which you were a leading organisation during the reporting year.

Type of engagement

% Leading role

  Collaborative engagements

11.5. Additional information. [Optional]


LEA 12. Engagement methods

12.1. Indicate which of the following your engagement involved.

12.2. Additional information. [Optional]


LEA 13. Companies changing practices / behaviour following engagement

13.1. Indicate whether you track the number of cases during the reporting year in which a company changed its practices, or made a formal commitment to do so, following your organisation’s and/or your service provider's engagement activities.

13.3. Additional information [Optional].


LEA 14. Examples of ESG engagements

14.1. Provide examples of the engagements that your organisation or your service provider carried out during the reporting year.

ESG factors
ESG issue
          Corporate climate lobbying
        
Conducted by
Objectives

While specific engagement objectives will be refined by members of the regional sub-groups, the broad objectives of the overall working group are:

  • Raise concerns with companies using shareholder funds to lobby against climate change related policies which are in shareholders' long-term interest;
  • Improving management oversight of indirect lobbying activities around climate change;
  • Encouraging adoption of better practices on lobbying activities, in line with guidance in the 'Guide for Responsible Corporate Engagement in Climate Policy' report and the Global Investor Coalition's 'Investor Expectations' series;
  • Encouraging improved disclosure of indirect lobbying activities to CDP and elsewhere.

 

Scope and Process
Outcomes
ESG factors
ESG issue
          Human rights in the extractive sector
        
Conducted by
Objectives

The overarching objectives of the engagement are

  • PRACTICES: Enhance implementation of the UN Guiding Principles on Business and Human Rights
  • DISCLOSURE: Enhance the level of disclosure and address the lack of consistent disclosure with regards to human rights

The core areas for engagement are:

1. Corporate response to human rights incidents or allegations, and learnings

2. Human rights commitment

3. Governance and embedding respect for human rights into corporate practice 4. Human rights risk assessment

5. Stakeholder engagement and grievance mechanisms

6. Business relationships, including joint venture partners, suppliers and contractors such as security providers

In order to support the more general ask to companies to implement the UN Guiding Principles, depending on the current level of disclosure and/or implementation at each company, three or more core areas for engagement will be identified for each company.

Note: The engagement focuses on human rights more broadly, rather than on specific issues such as indigenous rights or revenue transparency. An overview of issues which are most significant in the extractive sector and therefore might likely come up in dialogues, can be found in the background document attached below.

Scope and Process
Outcomes
ESG factors
ESG issue
          Social issues in the textile supply chains
        
Conducted by
Objectives

Discussions will be structured along the following topics, with more emphasis on impact this time around.

  • Increased transparency: more communication on the structure of company supply chains, their initiatives and progress
  • Social risk mapping: better understanding of the risks linked to the supply chain, where companies are and how big the negative impacts could be
  • Enhanced relationship with the suppliers: development of longer-term relationships that starts with the company's buying practices
  • Multi-stakeholder initiatives: a systemic approach to addressing issues that the industry as a whole faces
Scope and Process
Outcomes

14.2. Additional information. [Optional]


Top