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

Northern Ireland Local Government Officers' Superannuation Committee

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

02.4. 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.

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 staff engagements

Individual / Internal staff engagements

Collaborative engagements

Collaborative engagements

03.3. Additional information. [Optional]

NILGOSC writes to all UK and other European listed companies when it has voted against resolutions at the Annual General Meeting (AGM) to outline the rationale for the decision. NILGOSC aims to write to these companies in advance of the meetings whenever possible.

Collaborative engagements are identified through the PRI or other organisations such as the CDP or the UK Pension Fund Responsible Investment Roundtable. The decision on whether to participate is based on fund exposure, compatibility with NILGOSC's responsible investment policies and resources required, and is approved by the Investment Services Manager and Deputy Secretary.


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 staff engagements
Collaborative engagements

04.2. Additional information. [Optional]

NILGOSC is keen to improve its engagement with companies and, where practical, a letter is sent to UK and other European listed companies when NILGOSC has decided not to vote in accordance with management recommendations at the AGM.   The overall objective of the engagements is to improve the flow of information between companies and their shareholders, with each letter outlining the reasons for the decision to vote against management recommendation with the objective of encouraging the company to conform to best practice/NILGOSC's expectations in that area. 

NILGOSC believes that collaborative engagement is a key part of any responsible investment strategy and will seek to work collectively with other institutional shareholders in order to maximise the influence on individual companies. NILGOSC participates in collaborative initiatives with other like-minded signatories, which seek to improve company behaviour, policies or systemic conditions.  Each collaborative engagement will have its own objectives and the decision on whether to participate considers compatibility with NILGOSC's responsible investment policies and beliefs.


LEA 05. Process for identifying and prioritising collaborative engagement

Indicate whether you monitor and/or review engagement outcomes.
Individual / Internal staff engagements
Collaborative engagements
Indicate whether you do any of the following to monitor and/or review the progress of engagement activities.
Individual / Internal staff engagements
          Company responses recorded and progress reviewed before future meetings to inform voting decisions and/or continued engagement.
        
Collaborative engagements

05.3. Additional information. [Optional]

For all votes against management at UK and other European listed companies' AGMs, NILGOSC writes to outline the rationale for the decision. If a response is received before the meeting, the information may be used to inform voting decisions. If a response is received after the meeting, the response will be noted and reviewed before any future meetings. Where a company has indicated that future improvements will be made, progress will be reviewed and used to inform voting decisions and/or continued engagement.

NILGOSC has participated in several collaborative engagements during the year which have set goals and timelines. Meetings take place regularly and/or progress is tracked through updates from members/lead organisation. 


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]


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


LEA 08. Tracking number of engagements

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

Type of engagement
Tracking engagements
Individual/Internal staff engagements​

Collaborative engagements

08.2. Additional information. [Optional]

NILGOSC tracks the number of companies engaged with directly by NILGOSC staff, copies of all correspondence are saved, and this information is reported annually.

Single action collaborative engagements are recorded along with any follow up/ outcome information received.  For UNPRI facilitated collaborative engagements, engagements are tracked and reported back to the group by lead investors. Other collaborative engagements are also recorded, with updates on progress provided by the leading organisation.


Top