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Rabobank Pensioenfonds

PRI reporting framework 2020

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

02.2. Indicate whether your organisation plays a role in the engagement process that your service provider conducts.

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

02.4. Additional information. [Optional]

Regular consultations with our service provider Robeco, allow us to be part of the decision making process for engagement topics. We are involved in the selection process and we monitor these engagement via engagement reports. Our service provider frequently updates us on the most important engagement developments. We receive a full report on all engagement activity on a quarterly and annual basis. These reports are discussed in the Board Meeting.

In addition, Rabobank Pensioenfonds is part of the ‘Diepe Spoor’ (deep track) of the Dutch Pension Funds Agreement on Responsible Investment. In this voluntary track, together with 8 other pension funds, Rabobank Pensioenfonds engages with multinational enterprises.


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]


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.
Collaborative engagements
Service-provider engagements

04.2. Additional information. [Optional]

For both our value and enhanced engagement program, we determine engagement objectives at the start of the engagement process. This is used to establish the starting point for individual companies, to keep the engagement focused, and to efficiently address the most material ESG factors. For each theme, SMART (Specific, Measurable, Attainable, Relevant, Time-bound) engagement objectives are defined. These are then shared with investee companies. We track progress against the engagement objectives set. This forms a key part of the engagement theme research stage, and ensures that we begin engagement with a thorough understanding of the materiality of the ESG issue in question, the company's current performance on and exposure to the issue, and their baseline performance on the engagement objectives set.

Each time we are in contact with a company, we discuss the progress towards the objectives. We then assess the progress a company made towards each of the objectives, and we adjust the progress level. Based on the developments observed, we decide between four levels of progress, both on an objective level, and on an overall progress level. At the start of the engagement trajectory, we define a threshold for each company for the number of objectives that should be met. When the company reaches the threshold, we will close the engagement case successfully.


LEA 05. Process for identifying and prioritising collaborative engagement

Indicate whether you monitor and/or review engagement outcomes.
Collaborative engagements
Service-provider engagements
Indicate whether you do any of the following to monitor and/or review the progress of engagement activities.
Collaborative engagements
Service-provider 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.

06.2. 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

Collaborative engagements

Service-provider engagements

07.2. Indicate the practices used to ensure that information and insights gained 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

Collaborative engagements

Service-provider engagements

07.4. Additional information. [Optional]

Our service provider for voting and engagement also manages a part of our assets. For these accounts knowledge is shared systematically with investment teams. Engagement updates are frequently shared with research teams via reporting and meetings. On a quarterly basis, engagement updates are providedto our benificiaries via reporting on our website.


LEA 08. Tracking number of engagements

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

Type of engagement
Tracking engagements

Collaborative engagements

Service-provider engagements

08.2. Additional information. [Optional]

All engagement cases are reported, at least on annual basis. The number of engagement cases carried out per quarter are tracked on a quarterly basis.


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