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Keva

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

02.4. Additional information. [Optional]

Keva has for many years now been involved in promoting companies’ awareness and reporting of their environmental impacts through CDP. Long-term advocacy in our investments continues as Keva deepens its engagement in the programme this summer.

In 2018, Keva was involved in influencing, mainly in association with climate change, in the major polluters in which it is an owner. In 2019, Keva broadened its advocacy and included not only companies of relevance to climate change, but was appealing also to companies whose business entails risks associated with forests and water resources. 

In 2019, we’re involved in requesting a total of 34 companies to report on climate change as well as on their use of water and forest resources. We broadened advocacy to encompass companies also outside our investment portfolio. 

In addition, Keva, along with more than 450 other global investors, has issued an appeal to G20 leaders calling for action against climate change.

Furthermore, Keva has become a member of the largest group of investors working to stop climate change, the Institutional Investor Group on Climate Change (IIGCC), and has now also signed the global Climate Action 100+ initiative. The initiative aims to influence the world’s 100 largest corporate greenhouse gas emitters, which account for two thirds of annual global industrial emissions.


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.

03.3. Additional information. [Optional]

We have an on-going project to generate more formal engagement priorities. 


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

04.2. Additional information. [Optional]

Through the on-going engagement prioritization project, the objectives will improve. 


LEA 05. Process for identifying and prioritising collaborative engagement

Indicate whether you monitor and/or review engagement outcomes.
Individual / Internal staff engagements
Collaborative 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

05.3. Additional information. [Optional]

With the help of our external service providers issues on norm-based challenges are kept under discusssion until the issues are resolved.

Recently a same type of an approach is appplied in the bank's ALM issues as well: The issue is kept under discussion until it is solved. 


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]

https://www.keva.fi/globalassets/2-tiedostot/tama-on-keva--tiedostot/sijoitukset-talous-ja-raportointi/responsible-investment-by-asset-class.pdf

Please note, that voting is also a part of the toolbox from the beginning of 2020


LEA 07. Share insights from engagements with internal/external managers (Private)


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

08.2. Additional information. [Optional]

Each portfolio manager tracks and documents progress of their engagements on a predetermided format. The results are stored internally in a database where everyone can see them. 


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