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Maybe we'll have you back on in sort of eight months time to reflect on how governance has shifted through time. It was further down, but it's something we're bringing up. What's the number on how a company treats its people? No, no one's ever told me that before. " Ross Cartwright: Again, David, really interesting stuff. I find mfs like you really interesting. I think where the evolution has been, has been obviously on the E and the S components of ESG, and really having a more thoughtful approach as to how those contribute to an investment thesis. Vish Hindocha: Hello, and welcome to another episode of the All Angles podcast, where we look to unpack the wonderful world of ESG investing one conversation at a time.
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And that means that you have to be flexible to adapt, to understanding the different considerations while you're still applying the same principles of ultimately being repaid. It would be around technology and disintermediation risk. All of the above, and also your choice of exclusive L. TACO T-shirt, baseball cap, or mug. In other parts of the world, there are other equivalents. Yeah, absolutely - have that humility to say, "Well, let's actually ask other people in the value chain, 'What are the difficulties that you are facing, and what is the context that we need to appreciate as investment managers? And so there are still many unknowns. I think that it's been the most mainstream-under-the-radar thing in the history of the world, right? But yeah, I think one of the big issues that is very much a struggle today, it goes back to what we were talking about earlier with the number of technologies and solutions that are still nascent, that in some cases some of the pathways, especially from some of the heavy polluting industries, there isn't a simple solution today. Stream i find mfs like u really interesting bro by groovy bot | Listen online for free on. Over time, we've witnessed that the price elasticity of the product is very, very low. And again, you know, so these are all discussions that are so much more front and center, right at the product level that again, you know, five, 10 years ago, were just, you know, they were such a small one off and say, it's just very much in the flow of the discussion. And it certainly does vary, sectors that we can get into, kind of how the materiality of that but we are all completely intertwined. But is there anything else that you would point to that you think that you have an inherent investment belief, that is somewhat different or differently positioned to the rest of the marketplace as a whole?
And I think even other themes that often relate back to this idea of embracing complexity, which is what makes the field really interesting to work in. Ross Cartwright: Dave, in your own words, what is pricing power? Their steady margins and return profile over an extended period of time is representative of the pricing power that they have, and the excess returns haven't been competed away or new entrants coming in or negative price adjustments. I actually also just finished Red Notice about two months ago, just a fascinating read about how that came to be. I find mfs like you really interesting post. Vish Hindocha: So, Nicole, I love that framing of climate change and Disclose, Plan, Act and where we are. Sometimes they can actually increase in value for certain products. Again, I'd love your thoughts on that. So 43% is 43%, 83% is 83%.
So for me, what I think is different, and when you think about sustainability as well, is being able to have that holistic approach. Very few companies want to issue equity, but they do want to issue bonds. Pay attention to what matters at the business, people matter to the business. I did a degree in law and another degree in economics to figure out which one of those two paths I wanted to follow. I find mfs like you really interesting piece. So we'll see when our time comes. So you talked about, in terms of analyzing companies with moats, is a sort of sustainability moat.
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I mean, these are just such important topics, you know, so we meet with board members, we vote our proxy actively, and this is really, I think we're gonna see a lot of really interesting changes in this space over the next several years, where it's not enough for board members anymore to say, you know, yeah, we don't talk about climate in the boardroom. Nicole Zatlyn: That, as you say, there have been many so it's impossible to pick but I will say my first grade teacher was in this pretty remote part of the world. I think having that general perspective, having the connectivity, being able to draw from different areas of knowledge brings a lot to the table. Are there living wages within the supply chain? We talked about climate in particular, I mean, the IEA, the International Energy Agency, which makes a lot of these forecasts, I think it's estimated that like, to your point, 50% of the emissions reduction that we're going to need is going to come from technologies and solutions that are today in a prototype state. You end up talking very complex level of detailed analysis on whether you're looking at carbon emissions or you're looking at exactly how to measure scope three. They're really hard to get at. When you look at businesses and when you're thinking through the companies that you cover, give us some examples of how you find pricing power and how that manifests itself in a business. So, you know, I am very excited about these changes, and the opportunities that many of the companies will have in front of them to be major players in the area, in the climate space. And we want very, very low diversity on that. And I guess the other piece would just be the trying to adjust parts of unequal systems with my time, energy and resources.
I do think that listening is important. So I think about those two things and how we can facilitate that not only within our organization, but how we advocated for that more broadly is the value of this kind of collective wisdom, the collective expertise, but also not falling down and being too dogmatic about certain things of ways that we can approach them today given what we know, given we know how much there is to come and how much is yet to emerge in terms of how we're actually going to address some of these systemic issues. I like it a lot, the whole being more than the sum of its parts. Again, it's, how do you combine those two? I don't even think u really hungry ike that tbh bro. In this conversation, after we learn a little bit more about Pilar and her background, we dive deep into how she thinks about sustainability in the context of global fixed income markets and investing. So first of all, I'd say it gets tested all the time. Ultimately, try not to miss the forest for the trees. I thought that was really very kind and out of the way. Did that work for you?
I think that you have to have grit and resilience, and again, keep in mind what the purpose and the goal is, and why you're doing what you're doing. We don't outsource that to a third party, like we wouldn't outsource an analysis of a balance sheet or a macro political element of a sovereign. And he literally said, "You know, I think you're making a mistake. " At least certainly in the part of governance, you are not necessarily the key stakeholder as much as a shareholder is. The company will often come back and say, "Look, this was really helpful. Thinking about adaptability and resiliency in investing and in markets, thinking about how having a holistic perspective gives you a shot at getting to an idea of two plus two equals five. To hear it from a bond investor is always heartwarming, I think, for everybody. We're dealing with problems that are unlikely to have a very, very simple and singular solution oftentimes, as to your point in the knowledge economy. As I said, you have to have courage, and you can't really have the courage if you don't have the passion and the grit to get you there.
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You mentioned a few things already. Sometimes you think that something is very specific to an asset class, but then you find out that again, that there are common elements across the different teams that can be shared. And so a lot of the investment world focuses on specialization going narrow and narrower in that field, and sustainability is the same, right? So I was really focused on the legal field, I thought I'd go into law. That if we understand the individual component parts, we can add that up.
But before we do, and just again, thinking about your whole kind of process, philosophy, are there times where you feel like your approach has really been tested by the market? I have a feeling that now the dog is two years old and he really hasn't had a normal upbringing with regards to the dedicated training and the socialization. So we do have so much more technology, and it's ubiquitous globally. So you'll find me reading, reading, reading, my first love and what I spend a lot of time doing. But now we have better data, better compute power to be able to start to internalize some of those things. Let's stick with climate then. That is actually the beauty of portfolio construction is to require a minimum level of threshold to be able to make those decisions that you have to make on a more agile fashion, but understand that you have to have the nuanced approach and the flexibility. I learnt a lot by talking to the various experts at MFS about how they think about sustainability and how they apply it. So it really does matter how people are treated with kind of that, the quality and the fair pay, and these different, these different angles. I actually have a wide ranging interest in books. And one of the key things that we look at, aside from integrity and work ethic and the cultural fit, is really adaptability to change. Ross Cartwright: The world is always changing and maybe we'll be wrong and maybe we have higher inflation for much longer. No, but it's going to stretch you. I was initially really interested in policy and policy work and how that could be kind of an avenue.
David Falco: Elsewhere within industrials, we've been able to find companies that sell branded generally low ticket items through an extensive distribution network to a fragmented customer base.