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de Pury Pictet Turrettini & Cie

PRI reporting framework 2020

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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]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/

Since 2006, Cadmos has succeeded in simultaneously delivering financial performance and tangible impact. It has done so by engaging with the portfolio companies and helping them to integrate their most material environmental, social and governance (ESG) topics into their corporate strategy. The Cadmos performance and impact report shows that all the Cadmos Funds have outperformed their benchmarks since 2006 and that in 170 cases, companies have implemented our progress recommendations.

The portfolio managers’ participation in the engagement meetings together with our sustainability experts who together formulate progress recommendations remains Cadmos’ unique selling prop- osition. Through this dialogue, the portfolio managers obtain a deeper insight into the sustaina- bility of each company’s business model while creating additional social impacts potentially contributing to the 17 UN Sustainable Development Goals (SDG’s).

Our engagement goes well beyond simple dialogue with the company’s management. Each year we make clear progress recommendations and provide a thorough analysis of the gaps in the reporting.

 


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

Service-provider engagements

Service-provider engagements

03.3. Additional information. [Optional]

Our engagement team has condensed all the material issues affecting the companies into nine topics. Together these topics encompass all the issues identified by traditional sustainability frameworks such as the UN Global Compact, the Global Reporting Initiative, the UN Guiding Principles and the Sustainable Development Goals. Unlike those frameworks, we have allowed the topics to overlap rather than making them mutually exclusive, so as to target the companies’ most material issues instead of generic categories. Human rights do not appear as a single topic. Instead, particularly in the light of the UN Guiding Principles on Human Rights, they are considered overarching, and are integrated into all nine topics. We believe that application of the UN Guiding Principles on Business and Human Rights, known as the “Ruggie Principles”, will represent the main challenge for large multinationals. Moreover, these principles rightfully regard climate change as a human-rights issue.

From these nine material topics, we select the most material topics for each company, depending on that company’s characteristics and industry sector. Our initial selection will be guided by the company’s materiality matrix or its own definition of its priorities. Next, our analysts will challenge the company’s view by going over the nature of any recent or recurring media controversies. In the third step, we consider the priorities set by specific sector frameworks such as the SASB Materiality Map™. This is an interactive tool that identifies and compares disclosure topics across different industries and sectors. The final decision as to the maximum three most material topics is made by the portfolio manager, considering the company’s business model and its development strategy.


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
Service-provider engagements

04.2. Additional information. [Optional]

Cadmos is among a minority of funds which transparently reports the successes as well as the non-achievements of its engagement activities. To evaluate our engagement progress, we measure the engagement level of each company. Only when a company reaches level 5, signifying that it has acted on one of our recommendations, we consider that we have achieved a desired impact. In any case, we continue to engage with the companies every year to foster new progresses and tangible impacts. The first target is to create a dialogue (level 2) with each portfolio company within three years. Our longterm (five-year) impact objective is to generate positive additional impacts at a majority of our portfolio companies.
 


LEA 05. Process for identifying and prioritising collaborative engagement

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

05.3. Additional information. [Optional]

Cadmos is among a minority of funds which transparently reports the successes as well as the non-achievements of its engagement activities. To evaluate our engagement progress, we measure the engagement level of each company. Only when a company reaches level 5, signifying that it has acted on one of our recommendations, we consider that we have achieved a desired impact. In any case, we continue to engage with the companies every year to foster new progresses and tangible impacts. The first target is to create a dialogue (level 2) with each portfolio company within three years. Our longterm (five-year) impact objective is to generate positive additional impacts at a majority of our portfolio companies.
 


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]

We have performed all of the above in specific cases.


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

Individual / Internal staff engagements

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.

          Active participation of the portfolio managers to the engagement meetings and participation to the selection of the most material ESG topics.
        

07.3. Indicate whether insights gained from your organisation’s engagements are shared with your clients/beneficiaries.

Type of engagement

Insights shared

Individual/Internal staff engagements

Collaborative engagements

Service-provider engagements

07.4. Additional information. [Optional]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/

Since 2006, Cadmos has succeeded in simultaneously delivering financial performance and tangible impact. It has done so by engaging with the portfolio companies and helping them to integrate their most material environmental, social and governance (ESG) topics into their corporate strategy. The Cadmos performance and impact report shows that all the Cadmos Funds have outperformed their benchmarks since 2006 and that in 170 cases, companies have implemented our progress recommendations.

The portfolio managers’ participation in the engagement meetings together with our sustainability experts who together formulate progress recommendations remains Cadmos’ unique selling prop- osition. Through this dialogue, the portfolio managers obtain a deeper insight into the sustaina- bility of each company’s business model while creating additional social impacts potentially contributing to the 17 UN Sustainable Development Goals (SDG’s).

Our engagement goes well beyond simple dialogue with the company’s management. Each year we make clear progress recommendations and provide a thorough analysis of the gaps in the reporting.


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

Service-provider engagements

08.2. Additional information. [Optional]

We have developed a proprietary ESG investment strategy called "Buy & Care".

Please refer to the methodology and results as described within our integrated performance reports:
https://www.ppt.ch/buycare/

Since 2006, Cadmos has succeeded in simultaneously delivering financial performance and tangible impact. It has done so by engaging with the portfolio companies and helping them to integrate their most material environmental, social and governance (ESG) topics into their corporate strategy. The Cadmos performance and impact report shows that all the Cadmos Funds have outperformed their benchmarks since 2006 and that in 170 cases, companies have implemented our progress recommendations.

The portfolio managers’ participation in the engagement meetings together with our sustainability experts who together formulate progress recommendations remains Cadmos’ unique selling prop- osition. Through this dialogue, the portfolio managers obtain a deeper insight into the sustaina- bility of each company’s business model while creating additional social impacts potentially contributing to the 17 UN Sustainable Development Goals (SDG’s).

Our engagement goes well beyond simple dialogue with the company’s management. Each year we make clear progress recommendations and provide a thorough analysis of the gaps in the reporting.


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