This report shows public data only. Is this your organisation? If so, login here to view your full report.

Sycomore Asset Management

PRI reporting framework 2020

Export Public Responses
Pdf-img

You are in Direct - Listed Equity Active Ownership » Engagement

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]


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

03.3. Additional information. [Optional]


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]

For each engagement activity entered into our centralised database, the team member initiating the engagement must describe its objective (ie the engagement asks), the stakeholder and the ESG criteria concerned, how and when the engagement has been initiated and the reaction of the company. This process is the same for individual and collaborative engagements.


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]

The second part of the tool is dedicated to monitoring of engagement outcomes. When the engagement ask is reviewed, its statuts can be updated to "0- no significant progress" / "1-partial progress" / "2-progress", in which case the objective is considered to be achieved and the engagement closed with success.


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]

Those strategies have been be used as escalation strategies in cases of:
- unsatisfactory responses to engagement in the context of a controversy affecting the company
- lack of or insuficcient answers to ESG questions material to the investment case


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

07.2. Indicate the practices used to ensure that information and insights gained through engagements are shared with investment decision-makers.

          Continuous dialogue on ESG issues within the investment team.
        

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

07.4. Additional information. [Optional]

Company-specific insights gained from engagement activities are recorded in our shared SYCOVALO database and hence systematically available for all portfolio management team members. Investment managers who consider this information useful for their investments are encouraged to use it. Also, the ESG team is fully integrated to the investment team so there is a continuous dialogue on ESG issues within the investment team.

When the outcome of an engagement is judged unsatifsfactory, this will be reflected in the SPICE analysis of the concerned company. Following this downgrade of the SPICE rating and depending on each fund's selection process, the company might become ineligible to some or all SRI portfolios. In this case, an internal process held by the Compliance team ensures that the positions are sold accordingly.   

Highlights from our engagement activities are systematically shared with clients through our annual Sycoway as an investor report. Some company-specific insights gained from engagement are used as examples but this is not exhaustive. On demand, we provide regular client-specific reports detailing all company-specific engagement activities and insights.

 


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]

We keep a record of all engagement meetings and engagement asks in our internal database SYCOVALO.


Top