All Active Ownership 2.0 articles – Page 15
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Engagement guideWater risks in agricultural supply chains
Global fresh water supplies have become increasingly exposed to risk as a result of both growing demand, and pressures on supply, including those linked to climate change.
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Engagement guide
Engaging on water risks in agricultural supply chains
A universe of 78 target companies was narrowed down to 54 to form the initial targets for investor engagement on water risk.
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Engagement guide
Analysing water risks in agricultural supply chains
WWF applied its technical expertise by identifying those crops and basins facing the most significant water risks globally.
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Engagement guide
The PRI's engagement on water risks
In 2012, following a period of consultation with PRI signatories and the Investor Engagement Steering Committee, water risks were identified as a priority area for the PRI’s coordinated collaborative engagement programme.
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Thought leadership
Responsible business in conflict-affected and high-risk areas
Companies and their investors are paying increased attention to the challenges and opportunities of doing business in conflict-affected and high-risk areas.
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Engagement guide
How to conduct a collaborative engagement
Once an investor group has identified one or more ESG issues and agreed to engage collaboratively to address them, the process of collaborative shareholder dialogue with companies typically follows a series of stages.
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Engagement guide
Overview of collaborative engagement
Collaborative shareholder engagement occurs when a group of institutional investors come together to engage in dialogue with companies on environmental, social and governance (ESG) issues.
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Engagement guide
Getting started with collaborative engagement
Engagement is the process through which investors use their influence to encourage companies they invest in to improve their management of ESG issues.
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Engagement guide
Integrating ESG issues into executive pay
The recent focus on executive remuneration has demonstrated the challenges for investors to assess complex pay packages and corporate performance. Existing remuneration plans for senior executives do not necessarily promote sustainable value creation for their companies.
