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ACTIAM

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] (B) Implementation: Thematic [LEI 07] (C) Implementation: Integration of ESG factors [LEI 08 - 10] ESG incorporation in passively managed listed equities [LEI 11] 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] (B) Implementation: Thematic [FI 07 - 09] (C) Implementation: Integration [FI 10 - 12] ESG incorporation in passively managed fixed income [FI 13] Fixed income - Engagement [FI 14 - 16] Outputs and outcomes [FI 17 - 18]
Direct - Property
Overview [PR 01] Fundraising of property funds [PR 02 - 03] 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] Occupier engagement [PR 12 - 13] Community engagement [PR 14] Outputs and outcomes [PR 15 - 16]
Direct - Inclusive Finance
Context [IFD 01 - 06] PIIF Principle 1: Range of services [IFD 07 - 10] PIIF Principle 2: Client protection [IFD 11 - 13] PIIF Principle 3: Fair treatment [IFD 14 - 17] PIIF Principle 4: Responsible investment [IFD 18 - 24] PIIF Principle 5: Transparency [IFD 25 - 27] PIIF Principle 6: Balanced returns [IFD 28 - 31] PIIF Principle 7: Standards [IFD 32 - 34]
Confidence building measures
Confidence building measures [CM1 01 - 07]
Export Public Responses
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You are in Direct - Inclusive Finance » PIIF Principle 6: Balanced returns

PIIFの原則 6: バランスの取れたリターン

IFD 28. How social performance of investees affects decision making and portfolio management

考えられる取り組みの例:

顧客、リテールプロバイダーおよび投資家の利益を意識した社会的リスクおよび財務リスク調整後のバランスの取れた長期的リターンの実現を目指す。

28.1. 投資先の社会的パフォーマンスが以下の項目に影響を及ぼしているかどうかを明示してください。

投資の意思決定

28.2. 投資先の社会的パフォーマンスが投資の意思決定にどのような影響を及ぼしているかを説明してください。

The social performance of MFIs is assessed in the due diligence process through the non-financial scorecard, desk research, compliance with Client Protection Principles and other relevant information. This assessment is an integrated part of the approval process (risk, return, impact). Furthermore, questions are addressed during the investment committee. Issues around social performance can result in the decision to decline an investment proposal or to adjust the financing terms (e.g. amount, tenor and/or covenants).

ポートフォリオ管理

28.3. 投資先の社会的パフォーマンスがポートフォリオ管理にどのような影響を及ぼしているかを説明してください。

All portfolio MFIs are monitored on continuous basis. This monitoring process includes both the financial and the social performance of the MFIs. In addition, the Non-Financial Scorecard is monitored on annual basis. If a negative social performance is uncovered at one of the portfolio MFIs, this MFI will be engaged and requested to take measures to improve its performance. If no improvement is made this will influence the decision to refinance this MFI. Please also refer to 28.2.

28.4. 補足情報 [任意]

IFD 29. Staff incentives linked to social performance measures

考えられる取り組みの例:

顧客、リテールプロバイダーおよび投資家の利益を意識した社会的リスクおよび財務リスク調整後のバランスの取れた長期的リターンの実現を目指す。

29.1. 組織のスタッフを対象に包括的金融における責任投資に関連する金銭的なインセンティブまたは業績目標が設定されているかどうかを明示してください。

29.2. 補足情報

The key performance indicators (KPI's), which are used to assess and reward the performance of employees at ACTIAM are a combination of financial and non-financial criteria.

IFD 30. Collecting data regarding social outcomes of investees work

考えられる取り組みの例:

顧客、リテールプロバイダーおよび投資家の利益を意識した社会的リスクおよび財務リスク調整後のバランスの取れた長期的リターンの実現を目指す。

30.1. 組織では、投資先が行う業務の社会的な成果に関してデータを収集しているかどうかを明示してください。

30.2. 補足情報　[任意]

We collect social data from our MFIs through the non-financial scorecard. In addition, if our portfolio MFIs conduct additional research activities regarding the social outcomes of their work we request insight in this data.  We also request any outcome reporting from the MFIs invested in.

We publish an annual responsibility and impact report  for our microfinance fund and our SME finance fund.

IFD 31. Incentivise investees to track social performance

考えられる取り組みの例:

顧客、リテールプロバイダーおよび投資家の利益を意識した社会的リスクおよび財務リスク調整後のバランスの取れた長期的リターンの実現を目指す。

31.1. 組織では、社会的パフォーマンスを追跡するよう投資先に報奨金等を設定し奨励しているかどうかを明示してください。

31.2. 組織では、社会的パフォーマンスを追跡するよう投資先に奨励するにあたって、どのようなインセンティブを設定しているかその内容を説明してください。

We encourage MFIs to track social data in order to get to know their clients. We encourage data collection as the information can be used to improve processes and to develop new products based on clients' needs. MFIs are encouraged to implement appropriate MIS systems that enable the collection of social performance indicators together with financial indicators.

31.3. 補足情報　[任意]

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