We continue to position the PRI and our signatories as thought leaders on topics a range of ESG issues. In the past year, we have seen enhanced coverage of the PRI’s activities in France, Germany and Asia. We have also continued to focus on generating coverage in the US, one of our key markets.

Standout coverage

Financial Times, 200 large investors urge G7 to keep climate change promises

Financial Times: Investors wake up to outcry over unequal pay

Reuters: Peak oil? Majors aren’t buying into the threat from renewables

Sydney Morning Herald: get active or get delisted

South China Morning Post: contrarian extraordinaire? Jim Rogers says there’s upside in this Indonesian coal miner

Le Figaro: climate des investissements menacés par la limitation du réchauffement

 

Supporting local markets

To support our rapidly-expanding signatory base effectively implement the Principles, we brought in additional resources in Beijing, London and The Hague, with plans to add network managers in Bogota, Madrid and Italy.

A new signatory relationship management programme saw us hold meetings with over 700 signatories to help them get more out of their PRI membership.

An engaged, passionate workforce

The PRI has a committed workforce of over 100 people, with a presence across the world. The results of our 2017 staff survey showed that our people are highly engaged and have a real desire to not only support our global network of signatories, but to continue advancing responsible investment.

We maintained the same staff engagement score – 75% – as our last staff engagement survey in 2015. This is encouraging, particularly given the rapid growth we have sustained over the past three years, something that can often cause uncertainty or disruption.

Scores showing the extent to which our staff are personally motivated to help make the PRI succeed were extremely high – 89%. This is testament to the people we have in our organisation and our mission-driven culture. To this end, we were delighted to see the healthy improvement of our turnover rate – a drop from 14.3% to 9%.

Our action plan

Despite this overall positive picture, the survey results revealed areas for improvement. Scores showing how well staff feel able to develop were lower than desired – 69%. Internal communication also needs to be improved.

To counter this, we will:

• encourage line managers to discuss learning and development needs more with direct reports;
• fund significant training courses such as the CFA Institute designation and Masters degrees;
• provide more opportunities for on-the-job development and identify more secondment assignments for staff.

To enhance internal communications, we:

• have been developing a new HR system where all internal communications and development opportunities will be housed.

To ensure we keep abreast of how staff are feeling, we will start to run pulse surveys every year, as well as the staff satisfaction survey every two years. This will help us be more reactive to specific issues.

Leading by example

We’re committed to leading by example on the ESG front. For example:

• We introduced a number of new HR policies including discipline, grievance, flexible working, dignity at work and whistleblowing.
• Our gender pay gap is virtually zero and we constantly look for ways to champion gender equality. For example, we will introduce initiatives to make it easier for men to do more care-giving roles outside of work. Our CEO and board also rang the bell for gender equality at the London stock exchange on International Women’s Day.
• Staff run environmental, human rights and employee engagement committees where they discuss and implement ways to effect positive change in the organisation.

 

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