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Suva

PRI reporting framework 2020

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Organisational Overview
Basic information [OO 01 - 09] Asset class implementation gateway indicators [OO 10 - 12] Peering questions [OO LE 01 - HF 01]
Strategy and Governance
Investment policy [SG 01 - 04] Objectives and strategies [SG 05 - 06] Governance and human resources [SG 07 - 08] Promoting responsible investment [SG 09 - 11] Outsourcing to fiduciary managers and investment consultants [SG 12] ESG issues in asset allocation [SG 13 - 15] Asset class implementation not reported in other modules [SG 16 - 17] Innovation [SG 18] Communication [SG 19]
Indirect – Manager Selection, Appointment and Monitoring
Listed Equity and Fixed Income Strategies [SAM 01] Selection [SAM 02 - 03] Appointment [SAM 04] Monitoring [SAM 05 - 07] Outputs and outcomes [SAM 08 - 09]
Direct - Listed Equity Incorporation
ESG incorporation in actively managed listed equities [LEI 01 - 10] Implementation processes [LEI 01 - 10] (A) Implementation: Screening [LEI 04 - 06] Outputs and outcomes [LEI 12 - 13]
Direct - Listed Equity Active Ownership
Overview [LEA 01] Engagement [LEA 02 - 08] Outputs and outcomes [LEA 09 - 11] (Proxy) voting and shareholder resolutions [LEA 12 - 21]
Direct - Fixed Income
ESG incorporation in actively managed fixed income [FI 01 - 12] Implementation processes [FI 01 - 03] (A) Implementation: Screening [FI 04 - 06] Fixed income - Engagement [FI 14 - 16] Outputs and outcomes [FI 17 - 18]
Direct - Property
Overview [PR 01] Pre-investment (selection) [PR 04 - 06] Selection, appointment and monitoring third-party property managers [PR 07] Post-investment (monitoring and active ownership) [PR 08 - 14] Overview [PR 08] Property monitoring and management [PR 09 - 10] Property developments and major renovations [PR 11] Community engagement [PR 14] Outputs and outcomes [PR 15 - 16]
Confidence building measures
Confidence building measures [CM1 01 - 07]
Export Public Responses
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You are in Direct - Listed Equity Active Ownership » Engagement

エンゲージメント

LEA 02. Reasoning for interaction on ESG issues

エンゲージメントの方法および対話を行う理由を明示して下さい。
エンゲージメントの種類
対話を行う理由​
単独/貴社内のスタッフのエンゲージメント
協働的なエンゲージメント
サービスプロバイダーのエンゲージメント

02.2. サービスプロバイダーが行うエンゲージメントプロセスにおいて、貴社が果たす役割があるか示してください。

02.3. 貴社のためにサービスプロバイダーが行うエンゲージメントにおいて貴社が果たす役割を示してください。

02.4. 補足情報[任意]

The formal engagement approach is carried out by SVVK-ASIR as our service provider whereas informal engagements are carried out when our portfolio managers contact management during our regular investment analyses. 

 

Service provider engagements:

The head of Suva's Finance Department was a member of the SVVK-ASIR Board until June 2019 and therefore played a role in the engagement process. SVVK-ASIR was founded in December 2015 and its exclusion and engagement processes were subsequently established. Formal engagements began in 2017.

 

Individual / Internal staff engagements:

With some companies in critical businesses such as chemicals and banking we have adressed sustainability issues at the highest level of management (Chairman of the Board, CEO, CFO).

 

 

LEA 03. Process for identifying and prioritising engagement activities

この指標には新しい設問が追加されています。事前に入力されている回答を精査してください。

03.1. 貴社にはエンゲージメントを特定し、優先順位を付けるための正式な手順がありますか。

03.3. 補足情報 [任意]

LEA 04. Objectives for engagement activities

この指標には新しい設問が追加されています。事前に入力されている回答を精査してください。
貴社のエンゲージメント活動に対して明確な目的を定義しているか示してください。
単独/貴社内のスタッフのエンゲージメント
サービスプロバイダーのエンゲージメント

04.2. 補足情報 [任意]

The formal engagement approach is carried out by SVVK-ASIR as our service provider. Suva's Head of Finance was a member of the SVVK-ASIR Board until June 2019 and contributed to the definition of the engagement process of the Association. 

SVVK-ASIR collaborates with Global Engagement Services (GES, now Sustainalytics) for engagement activities.

LEA 05. Process for identifying and prioritising collaborative engagement

エンゲージメントの成果についてモニタリングまたは検討を行っているか示してください。
単独/貴社内のスタッフのエンゲージメント
サービスプロバイダーのエンゲージメント
エンゲージメント活動の進捗状況のモニタリングまたは検討を行うため、以下を行っているか示してください。
サービスプロバイダーのエンゲージメント

05.3. 補足情報[任意]

The formal engagement approach is carried out by SVVK-ASIR as our service provider. Suva's Head of Finance was a member of the SVVK-ASIR Board until June 2019. 

SVVK-ASIR collaborates with Global Engagement Services (GES, now Sustainalytics) for engagement activities.

LEA 06. Role in engagement process

06.1. エンゲージメントが不首尾に終わった場合のエスカレーション戦略があるか示してください。

06.2. 不首尾に終わったエンゲージメントの後に貴社が用いるエスカレーション戦略を示してください。

06.3. 補足情報 [任意]

The formal engagement approach is carried out by SVVK-ASIR as our service provider. SVVK-ASIR collaborates with Global Engagement Services (GES, now Sustainalytics) for engagement activities.

According to SVVK-ASIR, if engagement with a company does not bring the expected results, then SVVK-ASIR can decide to put this company on the exclusion list. Subsequently, Suva adopts this exclusion list as a basis for its decisions.

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

LEA 08. Tracking number of engagements

08.1. 貴社がエンゲージメントの数を追跡しているかどうかを記載してください。

エンゲージメントの種類
エンゲージメントの追跡
単独/貴社内のスタッフのエンゲージメント

サービスプロバイダーのエンゲージメント

08.2. 補足情報[任意]

During the reporting year, SVVK-ASIR engaged with 59 companies. SVVK-ASIR collaborates with Global Engagement Services (GES, now Sustainalytics) for engagement activities.
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