
21
ANNUAL REPORT 30 JUNE 2022
CQS NA
TURAL RESOURCES GROWTH AND INCOME PLC
Environment
al, Social and Governance (“ESG”) Statement
Specific Statement fr
om the CQS Inves
tment
Managers with r
egard to the Company
Natural r
esources c
ompanies are exposed to ESG risk giv
en the
natur
e of their business. Companies that demonstr
ate social value
cr
eation and good governanc
e – thr
ough responsible and activ
e ESG
management – go some way in mitigating that risk. Mor
eover
, they
ar
e mor
e likel
y to attract capital which will diff
er
entiate them from
their peers on a r
elative valuation basis, a trend that w
e expect to
continue today and o
ver the long t
erm.
It is our r
esponsibility to effectiv
ely analyse and monitor inv
estee
companies
’ financial and non¬financial (ESG) performance. ESG
disclosur
e is an important consideration when anal
ysing investment
opportunities and we ar
e committed to evol
ving our approach in support
of our ESG principles. W
e foll
ow the CQS firm-wide five-st
age ESG
investment integr
ation proces
s but ar
e also guided by the foll
owing
principals which have been agr
eed with the Board of the Company
.
•
to engage dir
ectly in dialogue with companies t
o understand their
ESG appr
oach, their ambition and disclosur
e, and to table ques
tions
or concerns;
•
to specifically question Human Rights including Indigenous P
eoples;
•
to use internal and thir
d party data and ratings pro
viders;
•
to vote at shar
eholder meetings; and
•
only as a las
t r
esort, ex
clude companies from our inves
tment universe.
At the time of writing 64% of the Company’
s portfolio is co
ver
ed by
MSCI for their ESG rating servic
e. MSCI have a minimum 65% threshold
befor
e we are abl
e to pro
vide a meaningful MSCI ESG rating for the
portfolio. W
e monitor this closel
y and engage to try and increase the
per
centage of the portf
olio cover
ed.
Company Specific Example : In the ne
xt section, we highlight one of our
r
ecent engagements that we hav
e had with a portfolio c
ompany to
pr
ovide a flavour of how active engagement c
an cr
eate positive
outcomes.
Global Copper Company
MSCI ESG Rating BBB
The Investment Manager believ
es that copper is the pref
erred metal of the gr
een economy
. The Fund has an inv
estment in a company that o
wns
and operates a gl
obal portfolio of copper assets. T
ogether with CQS’
s ESG team the Investment Manager identified a number of issues that the
y
addr
essed with c
ompany management over a number of meetings. The details of the engagement ar
e set out below and we belie
ve that the
implement
ation of pr
oposed changes will allow the c
ompany to improv
e its MSCI ESG rating and attract new shar
eholders.
Identified Issues
Engagement Objectives
E, S or G
Progress
A Coal Fired Power Plant as the
main source of power at a new
major operation.
Better understand management’s
decision-making process during
planning of construction.
E
The company provided additional disclosure that
gave context to acquisition of the asset, decisions
made by prior ownership, and suitability of other
power sources at the time of construction.
The Company has now outlined plans to convert half
the power to renewables by 2025 and fully convert to
a mixture of natural gas and renewables by 2030.
The conversion is expected to be funded by cash flow.
All future brownfield projects will be 100%
powered by renewable energy.
While environmental measures
such as emissions, energy
usage, and water stress are
tracked annually, there are no
set targets to reduce them from
current or historical levels.
Requesting the company set
TCFD-aligned emissions targets,
as well as energy usage, and water
stress which are standardized to
output to allow for growing
production volumes.
E
In January 2022, the company formally published
absolute emissions reduction targets of 30%
reduction by 2025 and 50% by 2030. Their plans for
all future brownfield projects to use renewable energy,
as well as initiatives within mining operations such
as trolley assist to reduce fuel usage, will help them
to achieve this.
They now send their head of ESG to investor
conferences, another sign that they are taking this
very seriously.
Company does not incorporate
ESG objectives into incentive
based compensation for
management.
Using the targets mentioned in
point (2) as a first step in
incorporating ESG goals into
incentive compensation.
G
Now decarbonisation targets have been set, a next
step is to incorporate these targets into executive
remuneration.
Board Structure has been
highlighted by MSCI as needing
additional independence.
Conduct additional diligence of the
board concerns with MSCI, and if
needed suggesting the company
consider adding board seats for
independent directors and
consideration of term limits.
G
Conversations with MSCI led us to believe that Board
concerns were formulaic regarding age and tenor,
and did not warrant a request to the company to
change board composition. We have alerted the
Company to MSCI’s standards, so they can better
consider future board decisions.