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AMP Capital Investors

PRI reporting framework 2019

Export Public Responses

You are in Direct - Listed Equity Active Ownership » Engagement


LEA 02. Reasoning for interaction on ESG issues

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

02.4. Additional information. [Optional]

Where AMP Capital believes a shift in a company's approach to ESG issues may improve business performance, we seek to engage with that company. This may typically occur through proxy voting, or direct engagement with the company's board and management teams.

Engagement objectives: Our active ownership and engagement objectives include increasing the return on funds invested, contributing to improved ESG company performance standards, and helping address potentially systemic ESG risks such as climate change. Our actions are tailored to each market, and include:

  • building recognition of ESG considerations in policies, practices and disclosures of companies and assets in which we invest
  • seeking improvement in ESG performance by investee companies, engaging them on their approaches to managing material ESG risks and opportunities
  • lodging proxy votes where it is authorised and practicable, with due consideration to all issues of corporate governance. Proxy voting decisions on environmental and social issues are made on a case-by-case basis
  • obtaining useful information and insights to supplement ongoing ESG research
  • maintaining records of company engagement and reporting publicly our proxy voting activities
  • engaging our business partners and external managers to understand their processes for considering ESG issues
  • contributing to policy and industry debates on relevant ESG topics.

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 engagements.

Indicate the criteria used to identify and prioritise engagements for each type of engagement.
Type of engagement
Criteria used to identify/prioritise engagements
Individual / Internal engagements

Internal / Individual engagements

Collaborative engagements

Collaborative engagements

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.
Indicate whether you define specific objectives for your organisation’s engagement activities.
Individual / Internal engagements
Collaborative engagements

04.2. Additional information. [Optional]

AMP Capital engages on both thematic and company-specific ESG issues. We identify potential engagement issues through our rigorous internal ESG research and analysis (refer Listed Equities module - LEI). This includes developing industry assessment frameworks that benchmark companies across their ESG performance - for example, their supply-chain performance. Our analysis highlights performance and thematic issues that may warrant engagement.

Potential engagements are prioritised according to the extent we believe that:

  • the issue is material to the company,
  • there are issues common to more than one company (e.g. within a particular country or sector),
  • meaningful improvement can be achieved, and
  • an investor's perspective could be particularly constructive to that end.

LEA 05. Process for identifying and prioritising collaborative engagement

Indicate if you monitor and/or review engagement outcomes.
Individual / Internal engagements
Collaborative engagements
Indicate if you do any of the following to monitor and review the progress of engagement activities.
Individual / Internal staff engagements
Collaborative engagements

05.3. Additional information [Optional]

AMP Capital's annual engagement plan includes both direct and collaborative engagement, and outlines the objectives and actions for our thematic and company-specific engagements. Our ESG team executes and tracks the status of that plan, including collaborative engagements, and regularly reports back to AMP Capital's investment teams and clients on the status.

AMP Capital will also take advantage of ad hoc opportunities through the year to engage with other investors and companies on ESG issues. These engagements may be less formal, targeting data and insights to supplement our ongoing ESG research.

Collaborative engagement typically continues until a decision is made to scale back or cease it. We may consider that:

  • the engagement has met its objectives, on the basis of the company's response or otherwise, or
  • further engagement would not be beneficial, either on the issue concerned or in providing investment insights.

LEA 06. Role in engagement process

06.1. Indicate whether your organisation has an escalation strategy when engagements are unsuccessful.

06.2. Indicate the escalation strategies used at your organisation following unsuccessful engagements.

06.3. Additional information. [Optional]

LEA 07. Share insights from engagements with internal/external managers

07.1. Indicate whether insights gained from your organisation's engagements are shared with investment decision-makers.

Type of engagement

Insights shared

Individual / Internal staff engagements

Collaborative engagements

07.2. Indicate the practices used to ensure information and insights collected through engagements are shared with investment decision-makers.

07.3. Indicate whether insights gained from your organisation’s engagements are shared with your clients/beneficiaries.

Type of engagement

Insights shared

Individual/Internal staff engagements

Collaborative engagements

07.4. Additional information. [Optional]

AMP Capital's ESG Investment Research Team documents the outcomes of all company engagement meetings. Relevant analysis is presented to our management and ESG team meetings. File notes are widely distributed to AMP Capital's broader equity, fixed interest, property and infrastructure investment teams – noting that in many cases these investment teams are represented at engagement meetings with our ESG specialists.

For collaborative engagements, our investment teams are often invited to attend presentations by the company or relevant industry association seminars and report launches (e.g. PRI, ACGA, IGCC, RIAA). These teams may also follow up on any particular issues of concern or ask the AMP Capital ESG Investment Research Team to undertake further detailed analysis.

LEA 08. Tracking number of engagements

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

Type of engagement
Tracking engagements

Individual / Internal staff engagements

Collaborative engagements

08.2. Additional information. [OPTIONAL]

AMP Capital has an ESG engagement database which records all meetings and communications with each company we engage. Both individual and collaborative engagements and both company-specific or industry actions are captured.

In addition, AMP Capital tracks engagement activities with other key stakeholders with the potential to influence our engagement activities and investment decisions. This includes discussions with industry associations (e.g. ACGA, IGCC), non-government organisations, labour unions, policy-makers as well as any relevant media coverage on ESG issues.

The database captures all relevant information, including the date of the engagement/meeting, AMP Capital's role and ESG specialists involved, and the nature of issues and topics covered.