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Cordiant

PRI reporting framework 2020

You are in Strategy and Governance » Objectives and strategies

目的および戦略

SG 05. RI goals and objectives

05.1. 組織が責任投資活動に関して目的を設定して見直しを行っているかどうか、および、行っている場合にはその頻度を記載してください。

05.2. 補足情報 [任意]

As the market evolves, so do we. This is because Cordiant is highly involved in initiatives in the impact investing field, which allows the team to keep the momentum of best practices and reviewing our processes accordignly.


SG 06. Main goals/objectives this year

06.1. 報告年度に組織として設定している責任投資の主な目的を挙げてください。

責任投資プロセス

主要パフォーマンス指標(KPI)

          
        

進捗状況

主要パフォーマンス指標(KPI)

          
        

進捗状況

主要パフォーマンス指標(KPI)

          
        

進捗状況

主要パフォーマンス指標(KPI)

          
        

進捗状況

投資に係る財務業績

主要パフォーマンス指標(KPI)

          
        

進捗状況

投資のESG特性

その他の活動

主要パフォーマンス指標(KPI)

          Engagements and Commitments to Impact Investing • Original signatory of United Nations’ Principles for Responsible Investing • Original Signatory of the IFC Operating Principles for
        

進捗状況

主要パフォーマンス指標(KPI)

          Case Study Cordiant Capital – Principle 5
Cordiant has participated in the first IFC OPIM report as a case study.
        

進捗状況

主要パフォーマンス指標(KPI)

          Case Study Cordiant Capital – Principle 5
Cordiant has participated in the first IFC OPIM report as a case study.
        

進捗状況

06.2. 補足情報 [任意]

Case Study Cordiant Capital – Principle 5

Describe why your organization believes that there is strong promise for impact investing, including perhaps what you think is the business case for impact investing.

  • Cordiant Capital believes that impact investing is increasingly gaining traction among return-driven institutional investors. What used to be almost exclusively the purview of development finance institutions, and a handful of foundations and endowments, is now being also seriously considered by pension funds and insurance companies. Should these institutional investors become fully engaged, the magnitude of development impact could increase many-fold, as the monies they manage eclipse those of all of the current impact investors.
  • For this change to occur, institutional investors must feel confident that they will get a compelling financial return, that the risks are identified and well managed, and that the development outcomes reported by asset managers are meaningful, accurate, and independently audited.
  • When deploying capital on behalf of pensioners and insurance policy holders, the manager’s primary duty must always be a fiduciary one. But they can still achieve significant development impact by the choices they make with regard to geography, sectors, and specific companies. For example, a mobile tower deal in Latin America can deliver a compelling risk-adjusted financial return, and at the same time provide transformational connectivity for the small businesses, civil society organizations, and families that need them. 
  • Commercially-minded managers, like Cordiant, are best positioned to make this type of “systems-level” impact. When managing hundreds of millions of dollars, it is impractical to deploy capital in small increments. That is best left to the boutique, developmental firms that seek change and improvement at a granular level. Although vitally important, this seldom generates the commercial return that would make a portfolio of such entities attractive to return-seeking pension funds and insurance companies. However, Cordiant’s large-scale investments into platforms such as mobile telephone networks, food processing facilities, wind mill farms, and transportation hubs can earn both attractive financial returns and also achieve meaningful and measurable development impact for large numbers of people.

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