Responsible Investment
Responsible Investment

 

 

Since its foundation at the turn of the millennium Troy has sought to deliver attractive risk adjusted returns by prioritising the avoidance of permanent capital loss, investing for the long term and emphasising quality within our process. This philosophy and the well-defined investment process which it underpins are the driving force behind our approach to responsible investment and the active stewardship of our investors’ capital.

 

We attach great importance to the sustainability of a company’s returns over the long-term and our integrated approach to the fundamental analysis of Environmental, Social and Governance (ESG) factors is a key component of assessing that durability. Strong governance structures improve the alignment of management with investors and create a framework in which capital can be judiciously deployed to create shareholder value long into the future. In the same way, a company that takes its social and environmental responsibilities seriously and has a strong sense of corporate purpose will maintain its licence to operate and will see its brand strengthen as all its stakeholders benefit from its growth.

 

As the materiality of environmental and social risks and opportunities has increased, and the availability of data has improved, both our ability to integrate such factors into our research and the imperative to do so has increased commensurately. This has proved a natural evolution which integrates at all levels with our emphasis on understanding both the long-term risks and opportunities presented by any potential investment.

 

Troy’s active stewardship activities include seeking to vote on all resolutions where we have voting authority and engaging with investee companies, where appropriate, as a part of our ongoing monitoring and voting processes. We believe our long holding periods and the calibre of our research are recognised by investee companies, with both contributing to a high level of access to company management teams.

 

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