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PRI reporting framework 2019

Export Public Responses

You are in Direct - Listed Equity Active Ownership » 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 an active ownership policy.

01.2. Attach or provide a URL to your active ownership policy.

01.3. Indicate what your active engagement policy covers:

General approach to active ownership


          Our approach to engaging on client priority issues


          Our approach to voting on client-priority issues

01.4. Do you outsource any of your active ownership activities to service providers?

01.6. Additional information [optional]

We seek to be an active owner of the companies in whom we invest our clients’ assets and engage with all companies in our portfolio at least once a year.

Our approach ranges from voting at company meetings to prioritising detailed engagement at companies based upon any concerns that we have about strategy, performance or the management of any specific environmental, social or governance risks that are posed by their business activity. 

We are prepared to escalate our engagement when we consider that progress is not being made. In the first instance we will seek additional meetings with company management, before considering speaking publicly or seeking to file a shareholder resolution. Engagement progress is factored into our analysis of companies and, in extremis, poor responses to engagement can, and have, resulted in divestment.

We believe in the power of collaborative engagement and seek to build the best possible coalition for achieving our aims. This ranges from working with the £21bn Church Investors Group to the $33trillion Climate Action 100+ initiative.

We aim to vote all our domestic and overseas holdings and have a proactive policy. This seeks to promote best-practice corporate governance (as identified by the UK Corporate Governance Code, or equivalents in non-UK markets) on issues such as board structure, client concerns about excessive remuneration and our wider engagement priorities.