6. Active OwnershipThus far in the report, we have analyzed existingresearch to demonstrate the positive correlationbetween ESG parameters and investment performance.We have demonstrated that companies with highersustainability scores on average have a better operationalperformance, are less risky, have lower cost of debt andequity, and are better stock market investments.An additional feature of note is that various studies havefound a ‘momentum effect’ regarding ESG parameters.In other words, strategies that assign a higher portfolioweight to companies with improving ESG factors haveoutperformed strategies that focus on static ESG criteria. 170It is therefore logical for investors to seek to influencethe companies into which they have invested in order toimprove the company’s ESG metrics. The investors thenbenefit from the companies’ improvement once othermarket participants integrate the new information intotheir investment decisions.This influencing, which is usually undertaken via ‘activeownership’, and ordinarily is a combination of three forms:1. Proxy Voting:A low-cost tool to engage with firms in order to achievebetter corporate sustainability/ESG standards. Thebenefits may seem logical, but the literature availableto date only provides limited evidence that proxy votingis an effective tool to promote proper ESG standards,or that it is helpful in creating superior financialperformance at investee firms. 1712. Shareholder Resolutions:Shareholder resolutions at an annual general meetingcan be a powerful tool to influence a company’smanagement. When a company wants to avoidpublicity on a certain topic, it can concede in return fora withdrawal of the respective shareholder proposal. 1723. Management Dialogue:Dialogue with the invested company’s managementteam is often used as a form of private engagement byinstitutional investors, 173 and successful managementengagement has the potential to positively influencethe stock price of target firms. It has been demonstratedthat successful private engagement leads to anaverage annual alpha of 7.1% subsequent to successfulengagement. 174170 See, for example, the <strong>study</strong> by MSCI ESG Research ‘Optimizing Environmental, Social, and Governance Factors in Portfolio Construction’ by Nagy, Cogan, andSinnreich (2012).171 See, for example, Gillan and Starks (2000) and (2007).172 See, for example, Bauer, Braun, and Viehs (2012), and Bauer, Moers, and Viehs (2013). Bauer et al. (2013) provide detailed evidence on the determinants ofshareholder proposal withdrawals, whereas Bauer et al. (2012) investigate which factors drive shareholder to file resolutions with certain companies. They also<strong>study</strong> the determinants of the resolutions’ voting outcomes.173 See, for example, Eurosif (2013), McCahery, Sautner, and Starks (2013), Bauer, Clark, and Viehs (2013), and Clark and Hebb (2004). Clark and Hebb (2004) arguethat direct engagements by pension funds with their investee firms represent an expression of the long-term investing proposition. Bauer, Clark, and Viehs (2013)investigate the engagement activities of a large UK-based institutional investor and find that shareholder engagement is increasing over time. The engagementtakes place within all three dimensions of ESG, and in some years the number of environmental and social engagements exceeds the number of governanceengagements, pointing to a growing importance of environmental and social issues. The authors also show that private engagements suffer from a home biaseffect: UK firms are more likely to be targeted than firms from other countries.174 See the <strong>study</strong> by Dimson, Karakas, and Li (2013).42
To date, active ownership has achieved a great deal,and this is likely to continue the more investors engage.Companies such as Hermes EOS, F&C, and Robeco offerattractive active ownership services enabling investors tojoin forces and set a common agenda and priorities, whilethe PRI clearing house 175 offers a platform for collaborativeengagements with regard to priority themes.Successful engagements leadto alphas of 7.1% in the yearfollowing the engagement.Dimson, Karakas, and Li, 2013Active ownership is a powerful tool. However, in its currentform, it lacks the structural support of a key stakeholdergroup – the customer of the invested companies. In ourview, the next step in the evolution of active ownership is toinclude the ultimate beneficiaries of institutional investors,who are at the same time the ultimate consumers of thegoods and services of the invested companies, into theagenda and priority setting process.175 More information on the UN PRI’s clearing house can be found here: http://www.unpri.org/areas-of-work/clearinghouse/43
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