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Teslin Capital Management

PRI reporting framework 2019

You are in Direct - Listed Equity Active Ownership » Engagement

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]


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.

03.3. Additional information. [Optional]

Engagement is the corner stone of our investment philosophy. We engage with our holding companies on a continuous basis, aiming to contribute to the succes of the companies and their stakeholders in the long term.  


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]

We aim to have an open regular dialogue/engagement with the companies we invest in, both inidividual and collaborative, where appropriate.


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]


LEA 06. Role in engagement process

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

06.3. Additional information. [Optional]

Escalation strategy varies from case-to-case. If our engagement would proof not to be succesful (from our perspective) due to unreasonable response of the board we would normally  turn to the Chairman of the Supervisory board, then - if necessary - seek collaboration with other shareholders to attempt to collaborally put pressure on the supervisory board. If that would'nt work out well either, we could consider to draw public attention to the situation at hand.


LEA 07. Share insights from engagements with internal/external managers (Not Completed)


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]

We do register all our engagement activitities in a timeline per invested company. 


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