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de Pury Pictet Turrettini & Cie

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] 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] (B) Implementation: Thematic [FI 07 - 09] (C) Implementation: Integration [FI 10 - 12] Fixed income - Engagement [FI 14 - 16] Outputs and outcomes [FI 17 - 18]
Indirect - Inclusive Finance
Context [IFI 01] Selection [IFI 02] Contractual agreements and mandate design [IFI 03] Investment manager monitoring and reporting [IFI 04 - 05] Disclosure [IFI 06 - 07]
Confidence building measures
Confidence building measures [CM1 01 - 07]
Export Public Responses
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You are in Strategy and Governance » Governance and human resources

Governance and human resources

SG 07. RI roles and responsibilities

07.1. Indicate the internal and/or external roles used by your organisation, and indicate for each whether they have oversight and/or implementation responsibilities for responsible investment.

Roles

Select from the below internal roles

07.2. For the roles for which you have RI oversight/accountability or implementation responsibilities, indicate how you execute these responsibilities.

ESG oversight and accountability was always integrated within PPT's Board. The Board member in charge of ESG, is also the company's CEO and portfolio manager of the flagship Cadmos European Engagemnet Fund since 2006. ESG Integration is more effective when integrated within the day to day activities of the key staff taking investment decisions rather than delegated to a separate or external ESG team.

PPT has nevertheless one dedicated staff who coordinates all ESG relatd activities internally and externally.

07.3. Indicate the number of dedicated responsible investment staff your organisation has.

1 Number

07.4. Additional information. [Optional]

Oversight and development role - ensuring best ESG integration as possible of ESG data through direct active engagement performed by the portfolio managers themselves.

SG 07 CC. Climate-issues roles and responsibilities

07.5 CC. Indicate the roles in the organisation that have oversight, accountability and/or management responsibilities for climate-related issues.

Board members or trustees

Chief Executive Officer (CEO), Chief Investment Officer (CIO), Chief Risk Officer (CRO), Investment Committee

Dedicated responsible investment staff

External managers or service providers

07.6 CC. For board-level roles that have climate-related issue oversight/accountability or implementation responsibilities, indicate how these responsibilities are executed.

ESG oversight and accountability was always integrated within PPT's Board. The Board member in charge of ESG, is also the company's CEO and portfolio manager of the flagship Cadmos European Engagemett Fund since 2006. ESG Integration is more effective when integrated within the day to day activities of the key staff taking investment decisions rather than delegated to a separate or external ESG team.

PPT has nevertheless one dedicated staff who coordinates all ESG relatd activities internally and externally.

07.7 CC. For management-level roles that assess and manage climate-related issues, provide further information on the structure and processes involved.

ESG oversight and accountability was always integrated within PPT's Board. The Board member in charge of ESG, is also the company's CEO and portfolio manager of the flagship Cadmos European Engagemnet Fund since 2006. ESG Integration is more effective when integrated within the day to day activities of the key staff taking investment decisions rather than delegated to a separate or external ESG team.

PPT has nevertheless one dedicated staff who coordinates all ESG relatd activities internally and externally.

07.8 CC. Indicate how your organisation engages external investment managers and/or service providers on the TCFD recommendations and their implementation.

SG 08. RI in performance management, reward and/or personal development

08.1. Indicate if your organisation’s performance management, reward and/or personal development processes have a responsible investment element.

Board members/Board of trustees

08.1b. RI in personal development and/or training plan

08.2. Describe any activities undertaken during the reporting year to develop and maintain Board members’ skills and knowledge in relation to responsible investment.

ESG oversight and accountability was always integrated within PPT's Board. The Board member in charge of ESG, is also the company's CEO and portfolio manager of the flagship Cadmos European Engagemnet Fund since 2006. ESG Integration is more effective when integrated within the day to day activities of the key staff taking investment decisions rather than delegated to a separate or external ESG team.

Chief Executive Officer (CEO), Chief Investment Officer (CIO), Chief Operating Officer (COO), Investment Committee

08.1a. RI in objectives, appraisal and/or reward

08.1b. RI in personal development and/or training plan

Dedicated responsible investment staff

08.1a. RI in objectives, appraisal and/or reward

08.1b. RI in personal development and/or training plan

08.3. Provide any additional information on your organisation’s performance management, reward and/or personal development processes in relation to responsible investment.

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