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Bridges Fund Management

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]


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)

          Updated impact assessment to incorporate norms and standards from the Impact Management Project. Train deal/origination teams and IC members on revised methodology.
        

進捗状況

Bridges' ambition is to align all of Bridges funds’ impact management practices with the principles of the Impact Management Project to drive impact and commercial value. Achievements to date include:

  • Increase clarity and transparency of what we stand for by introducing fund-level outcome goals using the 5 dimensions of impact
  • Improve and expand investment opportunities refining outcome-based sourcing
  • Upgrade existing impact tools to drive efficiency and optimise resources during selection
  • Develop an impact scoring methodology which allows us to classify the impact of an investment into one of the three impact classes: A(void harm), B(enefit stakeholders) or C(ontribute to solutions) impact classes
  • Identify core metrics to be tracked for relevant outcomes we want to achieve across the fund (incl. direct feedback) and collect consistent levels of evidence
  • Manage impact more actively, systematically and effectively, prioritising with our portfolio companies where we see most material risks and opportunities for positive change
  • Engage continuously with investment teams to make sure it is achievable and grounded in current business practice and practical for other parts of the business.
     

主要パフォーマンス指標(KPI)

          As above
        

進捗状況

As above 

主要パフォーマンス指標(KPI)

          As above
        

進捗状況

As above

主要パフォーマンス指標(KPI)

          % of companies formally assessed on ESG issues
        

進捗状況

  • Integrated use of B Impact Assessment in the investment decision process, to assess ESG factors of potential investments and set a plan for improvement post-deal.
  • Introduced a tool to accurately track key environmental indicators including carbon footprint, waste efficiency and water usage across our portfolio companies.
  • Adopted updated portfolio review templates that focus discussions even further on ESG to enable better impact management.
  • Closer engagement with Impact Management team, Bridges' internal impact advisory arm post-investment to help mitigate risk and pursue ESG opportunities

主要パフォーマンス指標(KPI)

          As above
        

進捗状況

As above

投資に係る財務業績

主要パフォーマンス指標(KPI)

          Integration of our data collection platform for environmental, social and governance indicator into performance reporting process
        

進捗状況

Refinement of 3rd party data platform used to collect impact metrics on an annual basis and store historic data for Sustainable Growth and Social Sector Funds.

 

投資のESG特性

主要パフォーマンス指標(KPI)

          Improvement against key ESG metrics of portfolio companies during period.
        

進捗状況

ESG metrics incorporated into data platform as part of Impact scorecards and will be used to assess performance in the period.

その他の活動

主要パフォーマンス指標(KPI)

          Active participation and facilitation of the Impact Management Project
        

進捗状況

Bridges’ co-CEO Michele Giddens has long played an active role in driving a more supportive policy environment for sustainable and impact investing, previously as head of the UK National Advisory Board on Impact Investing and now as a member of the Advisory Council of its successor organisation, the Impact Investing Institute. She has been involved in policy discussions at all levels of Government – up to and including the Prime Minister’s office – while also speaking widely on the imperative and the opportunity to build a more inclusive and sustainable economy. In the last year, her speaking engagements have ranged from the Chatham House Conference in June, to the BVCA Summit in October, to the Impact Investing Summit for Asia-Pacific. She has been supported in this market development work by Bridges partner Maggie Loo, who sits on the BVCA’s Responsible Investing Committee – which works to promote this area within private equity and venture capital broadly, including working with policymakers.​

主要パフォーマンス指標(KPI)

          Number of participants involved in the Impact Management Project
        

進捗状況

The Impact Management Project is by now the voice of 2000 practitioners from across geographies and disciplines to work on:

  1. Shared fundamentals to make it easier to work together to improve our positive impact on people and the planet, and try to prevent negative impact
  2. Make the practice of impact management as easy-to-understand and accessible as possible, moving from conceptual agreement to practical application

主要パフォーマンス指標(KPI)

          Progress of The Impact Management Project
        

進捗状況

The Impact Management Project team have engaged a wide range of stakeholders since the start of the project in October 2016 across the impact investing value chain to identify, document and reach consensus on best practice for impact management. 

Last year, we adopted the IMP principles across our investment value chain. The updated methodology is data-driven, it allows us to classify and assess investments at an asset and portfolio level. Across our funds, we now use the A, B, C impact classification which helps the communication with investors and external stakeholders.

Please find more details on how we have incorporated the IMP into our own impact methodology in the 2018/2019 Annual Report  https://www.bridgesfundmanagement.com/publications/bridges-annual-report-2018-19/

 

主要パフォーマンス指標(KPI)

          We capture our impact (including ESG) performance each year in a publicly available impact report, sharing quantitative data and case studies.
        

進捗状況

https://www.bridgesfundmanagement.com/publications/bridges-annual-report-2018-19/

06.2. 補足情報 [任意]


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