engagement what we do
ACSI engages with companies to positively influence their ESG performance. Our constructive dialogue has successfully delivered improved outcomes for companies, and in turn long-term investors. We also provide a subscription for voting research and recommendations for ASX300 companies.

Each year, we hold over 250 meetings with ASX300 companies aimed at enhancing long-term shareholder value by encouraging robust ESG practices and performance. Our Governance Guidelines articulate the issues that we focus on in our engagement and the factors we take into consideration when determining our voting recommendations. 

Our engagement priorities

On behalf of our members, ACSI engages with ASX listed companies on a range of issues. We use our collective impact to influence companies and financial markets in the interest of long-term investors.

Board diversity

Board diversity including focus on companies that have poor gender diversity on their boards, with the aim of lifting the proportion of women directors to promote performance.

Corporate governance

Corporate governance issues such as board composition and renewal, director independence, board skills and experience and board and director performance evaluation.

Climate change

Climate change as source of investment risk and opportunity, encouraging companies to identify the relevant risks and disclose the strategy, metrics and targets they use to manage the risks. 

Workforce issues

Human rights and workforce including encouraging companies to actively engage with the relevant stakeholders and disclose information on how the company identifies, prevents, mitigates and accounts for workforce and human rights risks. 

Corporate culture

Corporate culture including the influences on corporate culture, the potential financial and reputational impacts, along with our expectations on how the board oversees and guides corporate culture.

We have been engaging with companies since our inception in 2001. Recently, some of our engagement themes (related to culture, governance and remuneration) have been highlighted by high profile examples, such as those outlined in the Financial Services Royal Commission, where many of the Commissioner’s final report recommendations and observations are consistent with our own observations and work.

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