Franklin Templeton has developed an integrated approach to managing ESG opportunities and risks across their global investment platform. Their approach embeds consideration of material ESG issues into portfolio managers' fundamental research processes and risk management framework. A dedicated ESG team supports portfolio managers by providing ESG data, analysis, and training to enhance ESG integration and consideration of issues at both the security and portfolio levels. The goal is for ESG risks and opportunities to be fully recognized and rewarded in investment decision making and risk management.
Even in today’s heavily regulated environment, company oversight organizations may not substantially cover several operational functions important to managing the business’s top-tier risks. In other instances, internal and external oversight groups redundantly monitor business processes. Additionally, simultaneously occurring assessments often burden and may overwhelm the company’s operational staff. Consequently, there exists a need to better align assessment activities with business risks and coordinate audits between oversight groups. StrategyDriven’s Risk Assurance Maps address all of these challenges.
StrategyDriven’s Risk Assurance Maps enable visualization of the relationships between enterprise risks and their associated operational processes. Concurrently, they reveal the degree of oversight applied to these processes and the residual risk remaining based on the outcomes of these assessments and the performance revealed by the organization’s performance measurement system.
To learn more, visit: http://www.strategydriven.com/risk-assurance-maps/
Strategic Planning Society Webinar- Integrating Strategy and Risk ManagementAndrew Smart
• The credit crunch and its subsequent fall-out has rewritten the rules on strategy execution and risk management.
• The balanced scorecard and risk management approaches have evolved as silo processes over approximately 20 years – an approach that integrates both is a natural evolution.
• To effectively streamline management and regulatory reporting, organisations need to adopt an integrated framework, which covers strategy execution, risk management & compliance.
Does one size fit all in the complex world of Global regulation? Mary Moffett, Chief Compliance Officer from the Canadian and English Caribbean Operations of Swiss Re, a global reinsurer and commercial line writer, discusses the very real operational, system and execution considerations from both a global and local perspective.
Presentation by: Mary Moffett, VP & Compliance Officer, Swiss Re
Shaping Your Culture via Risk Appetite Andrew Smart
Andrew Smart will briefly explain risk appetite and how it can be linked into the overall strategy and risk management process of an organisation. He will then go on to clarify how Risk Appetite statements work alongside Vision statements; creating the right ‘tone from the top’, and how that can be cascaded through the organisation in the form of Risk Tolerances and KRI's. The webinar will conclude with a demonstration of how to enable and embed change, leveraging your SharePoint investment.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Aaron Gracey of Squared Apples has developed this Organizational Resilience Model, which is based on research into how the UK military developed and maintained its resilience.
The tool can be used to review the current standing of an organization’s resilience, as well as provide guidance on activities that need to take place to enhance their current level.
https://www.bcpbuilder.com/2018/12/31/organizational-resilience-model/
Even in today’s heavily regulated environment, company oversight organizations may not substantially cover several operational functions important to managing the business’s top-tier risks. In other instances, internal and external oversight groups redundantly monitor business processes. Additionally, simultaneously occurring assessments often burden and may overwhelm the company’s operational staff. Consequently, there exists a need to better align assessment activities with business risks and coordinate audits between oversight groups. StrategyDriven’s Risk Assurance Maps address all of these challenges.
StrategyDriven’s Risk Assurance Maps enable visualization of the relationships between enterprise risks and their associated operational processes. Concurrently, they reveal the degree of oversight applied to these processes and the residual risk remaining based on the outcomes of these assessments and the performance revealed by the organization’s performance measurement system.
To learn more, visit: http://www.strategydriven.com/risk-assurance-maps/
Strategic Planning Society Webinar- Integrating Strategy and Risk ManagementAndrew Smart
• The credit crunch and its subsequent fall-out has rewritten the rules on strategy execution and risk management.
• The balanced scorecard and risk management approaches have evolved as silo processes over approximately 20 years – an approach that integrates both is a natural evolution.
• To effectively streamline management and regulatory reporting, organisations need to adopt an integrated framework, which covers strategy execution, risk management & compliance.
Does one size fit all in the complex world of Global regulation? Mary Moffett, Chief Compliance Officer from the Canadian and English Caribbean Operations of Swiss Re, a global reinsurer and commercial line writer, discusses the very real operational, system and execution considerations from both a global and local perspective.
Presentation by: Mary Moffett, VP & Compliance Officer, Swiss Re
Shaping Your Culture via Risk Appetite Andrew Smart
Andrew Smart will briefly explain risk appetite and how it can be linked into the overall strategy and risk management process of an organisation. He will then go on to clarify how Risk Appetite statements work alongside Vision statements; creating the right ‘tone from the top’, and how that can be cascaded through the organisation in the form of Risk Tolerances and KRI's. The webinar will conclude with a demonstration of how to enable and embed change, leveraging your SharePoint investment.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Aaron Gracey of Squared Apples has developed this Organizational Resilience Model, which is based on research into how the UK military developed and maintained its resilience.
The tool can be used to review the current standing of an organization’s resilience, as well as provide guidance on activities that need to take place to enhance their current level.
https://www.bcpbuilder.com/2018/12/31/organizational-resilience-model/
Employee Engagement and Your Enterprise Security Risk Management StrategyResolver Inc.
Employee engagement is top of mind for the C-suite as a key factor to drive corporate business objectives and profitability, but what about leveraging engagement to manage risk? Gain insights into how human resources and risk management intersect with strategic and tactical approaches to reducing risk through talent acquisition, on-boarding, culture and HR policies.
Presentation by: Amanda Ono, Director of Talent, Resolver Inc.
Alex Sidorenko at the 6th G31000 Risk management conference in DubaiAlexei Sidorenko, CRMP
G31000 Risk management maturity model, presentation by Alex Sidorenko
Overview of 80 risk maturity models across industry and sectors, worldwide
Measuring the alignment of risk management and performance
G31000 model : the only model solely based on the ISO 31000 risk management principles
Collective expertise of the G31000 network for corporates, consultants, auditors and risk managers
G31000 RMM helps organizations assess alignment to ISO31000 principles and current maturity level and to develop a roadmap for continuous improvement.
Global Institute for Risk Management Standards is a network of over 65,000 risk management experts across the world, more than 1000 people has been ISO31000 certified risk professionals.
G31000 Risk Management Maturity Model is the only globally recognized model that has been designed to closely align with the ISO31000:2009 principles.
Focuses not on formal elements of risk management but on the integration of risk management into activities, decision making and culture.
Created by a global team with extensive knowledge in risk management and risk maturity models.
The Intersection of Risk, Security, and PerformanceResolver Inc.
In many organizations, risk is seen as a compliance function, corporate security as something we have to do but reluctantly, and neither is connected to enabling success. How can leaders of these functions break out of any silo mentality and help leadership connect their essential work to the achievement of enterprise objectives? How can corporate security, risk, and internal audit work together?
Presentation by: Norman Marks, Evangelist and Mentor, OCEG Fellow
Andy Cox
Director Control Risks, UK
Новое исследование Control Risks на тему управления рисками и бизнес устойчивости в мире. В рамках исследования оценивается способность организаций идентифицировать, анализировать риски и разрабатывать адаптивные стратегии управления рисками
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
Fernando Aguirre, DHS Ventures 4 Insights on ESG's Evolutionary Impact on Inv...Fernando Aguirre DHS
In the realm of investment, Environmental, Social, and Governance (ESG) factors have emerged as transformative elements influencing decision-making. While I don't have direct access to Fernando Aguirre, DHS Ventures' specific insights, the general trend in the industry points towards several key impacts of ESG principles in investments. While these insights might align with Fernando Aguirre's investment philosophy, they reflect general trends seen in the industry regarding the transformative impact of ESG criteria on investment strategies. The evolving focus on ESG principles signals a movement towards more conscientious and impactful investment decisions in companies committed to sustainable and ethical practices.
Polestar Solutions" is a PDF that sheds light on the significance of Environmental, Social, and Governance (ESG) risk assessment in driving business success. This descriptive document by Polestar Solutions, a renowned analytics partner, showcases how organizations can effectively navigate ESG risks through comprehensive assessment frameworks. With insightful case studies and practical guidance, the PDF provides valuable insights into leveraging ESG risk assessment as a strategic advantage, ensuring sustainable growth, and meeting stakeholder expectations.
A set of criteria for a company's conduct known as environmental, social, and governance (ESG Meaning) investing is used by socially responsible investors to evaluate possible investments. Environmental criteria take into account a company's environmental protection efforts, such as corporate climate change policies. Under social criteria, the management of connections with clients, partners, staff, and the communities in which it operates is reviewed. Governance includes the areas of leadership, executive compensation, audits, internal controls, and shareholder rights.
While sustainability & ESG integration have been a focus at Churchill for some time, the firm developed its inaugural sustainability report to provide transparency on its responsible investing best practices and approach to corporate sustainability.
Five lines of assurance a new paradigm in internal audit & ermDr. Zar Rdj
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes.
This is the first Code of ethics that FERMA has produced. The aim is to provide a sound basis for a code that can be expanded and updated over the coming years.
The ethics team showed a clear consensus. They agreed that the FERMA Code of ethics should be brief, easy to read, and easy to understand .
FERMA believes that working ethically means respecting certain criteria which impact on the professional behaviour of all workers. The following four principles should shape and inform the professional behaviour and attitude of a risk manager, and should govern the way they perform their work.
Employee Engagement and Your Enterprise Security Risk Management StrategyResolver Inc.
Employee engagement is top of mind for the C-suite as a key factor to drive corporate business objectives and profitability, but what about leveraging engagement to manage risk? Gain insights into how human resources and risk management intersect with strategic and tactical approaches to reducing risk through talent acquisition, on-boarding, culture and HR policies.
Presentation by: Amanda Ono, Director of Talent, Resolver Inc.
Alex Sidorenko at the 6th G31000 Risk management conference in DubaiAlexei Sidorenko, CRMP
G31000 Risk management maturity model, presentation by Alex Sidorenko
Overview of 80 risk maturity models across industry and sectors, worldwide
Measuring the alignment of risk management and performance
G31000 model : the only model solely based on the ISO 31000 risk management principles
Collective expertise of the G31000 network for corporates, consultants, auditors and risk managers
G31000 RMM helps organizations assess alignment to ISO31000 principles and current maturity level and to develop a roadmap for continuous improvement.
Global Institute for Risk Management Standards is a network of over 65,000 risk management experts across the world, more than 1000 people has been ISO31000 certified risk professionals.
G31000 Risk Management Maturity Model is the only globally recognized model that has been designed to closely align with the ISO31000:2009 principles.
Focuses not on formal elements of risk management but on the integration of risk management into activities, decision making and culture.
Created by a global team with extensive knowledge in risk management and risk maturity models.
The Intersection of Risk, Security, and PerformanceResolver Inc.
In many organizations, risk is seen as a compliance function, corporate security as something we have to do but reluctantly, and neither is connected to enabling success. How can leaders of these functions break out of any silo mentality and help leadership connect their essential work to the achievement of enterprise objectives? How can corporate security, risk, and internal audit work together?
Presentation by: Norman Marks, Evangelist and Mentor, OCEG Fellow
Andy Cox
Director Control Risks, UK
Новое исследование Control Risks на тему управления рисками и бизнес устойчивости в мире. В рамках исследования оценивается способность организаций идентифицировать, анализировать риски и разрабатывать адаптивные стратегии управления рисками
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
Fernando Aguirre, DHS Ventures 4 Insights on ESG's Evolutionary Impact on Inv...Fernando Aguirre DHS
In the realm of investment, Environmental, Social, and Governance (ESG) factors have emerged as transformative elements influencing decision-making. While I don't have direct access to Fernando Aguirre, DHS Ventures' specific insights, the general trend in the industry points towards several key impacts of ESG principles in investments. While these insights might align with Fernando Aguirre's investment philosophy, they reflect general trends seen in the industry regarding the transformative impact of ESG criteria on investment strategies. The evolving focus on ESG principles signals a movement towards more conscientious and impactful investment decisions in companies committed to sustainable and ethical practices.
Polestar Solutions" is a PDF that sheds light on the significance of Environmental, Social, and Governance (ESG) risk assessment in driving business success. This descriptive document by Polestar Solutions, a renowned analytics partner, showcases how organizations can effectively navigate ESG risks through comprehensive assessment frameworks. With insightful case studies and practical guidance, the PDF provides valuable insights into leveraging ESG risk assessment as a strategic advantage, ensuring sustainable growth, and meeting stakeholder expectations.
A set of criteria for a company's conduct known as environmental, social, and governance (ESG Meaning) investing is used by socially responsible investors to evaluate possible investments. Environmental criteria take into account a company's environmental protection efforts, such as corporate climate change policies. Under social criteria, the management of connections with clients, partners, staff, and the communities in which it operates is reviewed. Governance includes the areas of leadership, executive compensation, audits, internal controls, and shareholder rights.
While sustainability & ESG integration have been a focus at Churchill for some time, the firm developed its inaugural sustainability report to provide transparency on its responsible investing best practices and approach to corporate sustainability.
Five lines of assurance a new paradigm in internal audit & ermDr. Zar Rdj
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes.
This is the first Code of ethics that FERMA has produced. The aim is to provide a sound basis for a code that can be expanded and updated over the coming years.
The ethics team showed a clear consensus. They agreed that the FERMA Code of ethics should be brief, easy to read, and easy to understand .
FERMA believes that working ethically means respecting certain criteria which impact on the professional behaviour of all workers. The following four principles should shape and inform the professional behaviour and attitude of a risk manager, and should govern the way they perform their work.
An introduction to ESG (Environmental, Social and Governance) Investing from Artifex Financial Group, a leader in ESG portfolio research and management.
ESG-Driven Safety Excellence - The Practical Guide for Safety Experts_Consul...Consultivo
In today’s rapidly changing business landscape, the integration of Environmental, Social, and Governance (ESG) principles has become a critical aspect of organizational success. With growing concerns about sustainability, ethical practices, and societal impact, businesses are realizing the need to align their operations with ESG goals. In this context, Consultivo, a renowned name in the realm of safety and sustainability, has taken a significant stride by releasing a comprehensive handbook titled “ESG Driven Safety Excellence – The Practical Guide for Safety Experts.”
This presentation helps you gain a good understanding of the fundamentals of ESG by explaining the following.
1. What is ESG - Definition and ESG Issues
2. What is ESG VS Responsible Investment (RI) - Definition of RI | Relationship between ESG and RI | Investment profile of RI vs Sustainable Investing vs Impact Investing
3. Why is ESG Important - Two Main Reasons
4. Who should Care about ESG - Key Stakeholders
5. Why They should Care - Reasons for each Stakeholder to Understand and Consider ESG Integration
6. How to Integrate ESG into Investment Process - Overview of Traditional vs ESG-Integrated Investment Process
Responsible investment is an approach to investment that explicitly acknowledges the relevance to the investor of environmental, social and governance (ESG) factors, and the long-term health and stability of the market as a whole. It recognises that generating long-term sustainable returns is dependent on stable, well-functioning and well governed social, environmental and economic systems.
It is driven by a growing recognition in the financial community that effective research, analysis and evaluation of ESG issues is a fundamental part of assessing the value and performance of an investment over the medium and longer term, and that this analysis should inform asset allocation, stock selection, portfolio construction, shareholder engagement and voting.
2. Franklin Templeton ESG Approach
ENHANCING INVESTING INSIGHTS
Environmental, social, and governance (ESG) issues
can have a material impact on the value of companies
and securities. Examples of such factors include natural
resource use and scarcity, hazardous waste disposal,
product safety, employee health and safety practices,
and shareholder rights issues. We believe these issues
should be considered alongside traditional financial
measures to provide a more comprehensive view of the
value, risk and return potential of an investment.
At Franklin Templeton Investments, our approach is
designed to ensure that ESG issues are:
An Integrated Approach to
Managing ESG Opportunities and Risks
“ At Franklin Templeton, we believe that consideration of material ESG issues may
help our investment teams gain greater insight into each security’s risk and return
potential. Our embedded ESG approach is led by our portfolio teams, who work in
partnership with a dedicated team of ESG specialists to help ensure that ESG issues
will be fully integrated across our global platform.”
JULIE MORET
Director, Investment Risk–ESG, Performance Analysis and Investment Risk (PAIR)
COMMITTED ACROSS OUR GLOBAL PLATFORM
Our firm’s goal is to deliver strong, long-term results for
investors and institutions wherever they reside in the
world. As such, we are committed to integrating
consideration of ESG opportunities and risks throughout
our global platform. This integration starts with our
550+ portfolio managers and research analysts located
in 25 countries, considering material ESG issues as
part of their bottom‐up, fundamental research.1
They
are supported by independent risk consultants in our
Performance Analysis and Investment Risk (PAIR) group,
including our dedicated ESG team within PAIR.
As part of our commitment to integrating ESG analysis
into our investment practices, Franklin Templeton
Investments is a signatory to the United Nations
Principles for Responsible Investment (UNPRI).
Some investors have socially responsible investing (SRI)
policies that incorporate screens to exclude investments
in specific types of securities or sectors based on
ethical or religious beliefs, or other reasons. At Franklin
Templeton, we offer separate accounts which allow
investors the flexibility to exclude specific investments.
RECOGNIZED
ESG risks should be identified
and understood at the security,
portfolio and operational levels.
RATIONAL
Affirm that identified ESG risks
are an intended and rational part
of each portfolio’s strategy.
REWARDED
ESG risks and opportunities should
have commensurate long-term reward
potential.
CFA®
and Chartered Financial Analyst®
are trademarks owned by CFA Institute.
1. As of March 31, 2014.
3. Franklin Templeton ESG Approach
FULLY INTEGRATED APPROACH
Our fully integrated ESG approach leverages
Franklin Templeton’s existing investment research
teams and risk management framework.
Bottom-Up: Research Integration
Franklin Templeton is a global investment manager
comprised of multiple independent investment
management groups, each offering distinct investment
perspectives. Rather than attempt to create a niche
ESG research function in a separate silo, one of our
key strategies for effective integration is to keep ESG
consideration embedded in the work of our mainstream
research teams. While consideration of material ESG
issues is already part of our analysts’ fundamental
bottom-up research, our dedicated ESG team will
support them through access to additional ESG-related
data, analysis and training, and enhancements to
processes and documentation, as appropriate.
Top-Down: Risk Management Integration
We will also integrate ESG consideration into the
existing risk management framework via the global PAIR
group. Our dedicated ESG team will work with PAIR’s
risk consultants and industry-leading tools to provide
a top-down, portfolio level perspective on ESG issues.
By introducing ESG analytics integrated into the regular
and recurring portfolio performance and risk analysis
and discussions with portfolio managers, our goal is to
make ESG risk consideration part of the mainstream
investment risk conversation.
DEDICATED TEAM OF ESG SPECIALISTS
Franklin Templeton has two dedicated ESG resources
that partner with our global portfolio teams, and
leverage the support of the 90+ members of the PAIR
team, co-located with Portfolio Managers globally.
These ESG specialists will support ESG integration
efforts via the following:
RISK EVALUATION & REVIEW
Bottom-Up: Research Integration
PAIR ESG Team and Risk Consultants
work with investment teams to support
more formal, explicit consideration of
ESG during research and analysis
FUNDAMENTAL RESEARCH
ESG
Top-Down: Risk Management Integration
PAIR integrates ESG analytics into fund
review/risk reports to enable ESG risk
analysis at portfolio level; incorporated
in risk consultant review
ESG
PORTFOLIO
CONSTRUCTION
An Integrated Approach to Managing ESG Risks and Opportunities
Ultimately, the support from the dedicated ESG team
and PAIR allows our portfolio teams to gain a deeper and
more comprehensive understanding of the potential ESG
risks and rewards associated with each investment.
At Franklin Templeton Investments, our committment
to embedding ESG considerations throughout our
investment process and culture is an integral component
of our firm’s goal which seeks to deliver exceptional
investment management for our clients.
ENGAGE AND EDUCATE portfolio teams to assist in
recognizing and understanding the impact and scope of
material ESG issues, and consult on emerging ESG issues
EVALUATE current research practices related to ESG
issues and identify opportunities to refine and improve
ENHANCE portfolio teams’ ability to analyze ESG issues
by incorporating independent and unbiased ESG data,
research and analytics