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IR/PS CSR Case #07-14

Domini Social Investments:
A CSR Case Study

By: Jennifer F. ChengGRADUATE SCHOOL OF INTERNATIONAL RELATIONS AND PACIFIC STUDIESUNIVERSITY OF CALIFORNIA, SAN DIEGO
Prepared for Professor Peter Gourevitch
Corporate Social Responsibility
Fall 2007

Abstract:
Do Socially-Responsible Investment (SRI) mutual funds actually invest their clients’ dollars insocially-responsible companies? This paper will evaluate this CSR problem by examining
Domini Social Investments and how it determines and implements SRI strategies with regards to
its flagship mutual fund, Domini Social Equity Fund (DSEFX).

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Table of Contents
I. Socially Responsible Investment Industry............................................................................4
A. Introduction ................................................................................................................................................ 4
B. Screening..................................................................................................................................................... 4
D. Shareholder Advocacy ............................................................................................................................... 6
E. No Universal Standard............................................................................................................................... 7

II. The CSR Problem ................................................................................................................8
III. Domini Social Investments .................................................................................................9A. Introduction ................................................................................................................................................ 9
B. History......................................................................................................................................................... 9
C. Personnel ..................................................................................................................................................11
D. Board of Trustees .....................................................................................................................................12

IV. Domini Product Mix .........................................................................................................12
A. Stocks ........................................................................................................................................................13
B. Bonds.........................................................................................................................................................13

V. Domini Social Equity Fund (DSEFX)................................................................................14
A. DSEFX Overview......................................................................................................................................14
B. History: Domini 400 Index (DS 400) ......................................................................................................15
C. History: Domini 400 Index (DS 400) Screening Process......................................................................15
D. The Switch from Active to Passive Management ...................................................................................18
E. Wellington Management LLC..................................................................................................................19
F. Fund Performance Under Wellington’s Management...........................................................................20
G. Expense Ratios .........................................................................................................................................21

VI. Screening...........................................................................................................................22
VII. Shareholder Advocacy ....................................................................................................24
A. Direct Dialogue ........................................................................................................................................25
B. Shareholder Resolutions ..........................................................................................................................26
C. Proxy Voting .............................................................................................................................................27
D. Sanctions...................................................................................................................................................28

VIII: Evaluation and Assessment...........................................................................................28
IX. Further Questions.............................................................................................................30
A. Further Questions on Shareholder Activism: .........................................................................................30
B. Further General Questions on Domini Social Investments:..................................................................31

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X. Conclusion ..........................................................................................................................31
XI. Monitoring Organization Matrix.....................................................................................32
XII. Discussion Questions .......................................................................................................34
XIII. Appendix ........................................................................................................................35

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I. Socially Responsible Investment Industry
A. Introduction
Consumers and private firms are
increasingly paying heed to responsible
business practices, and the area ofinvestments is no exception. While socially
responsible investing (SRI) still play a smallrole in overall investments, SRI has
Figure 1 SRI Trends in the United States: 1995 - 2005

established itself as a major player in
corporate social responsibility (CSR) discourse over the last two decades.
According to Social Investment Forum’s 2005 Report on Socially Responsible Investing
Trends in the United States, mutual funds have been the fastest growing segment of SRI. In
2005, $2.29 trillion in assets were under management (up from $2.16 trillion in 2003) using one
or more of the three socially responsible investing strategies: (1) screening, (2) community
investing, or (3) shareholder advocacy. It is estimated that “one out of every ten dollars under
professional management in the US being involved in some form of SRI (see Figure 1).”1
B. Screening
Screening is the process of evaluating and selecting companies based on the degree of
CSR compliance. Negative screening wholly or partially excludes companies that are engaged incertain industries, practices, or services. The most common negative screening processes
excludes businesses that are engaged in tobacco, alcohol, weapons, nuclear power, thoughdepending on the type of fund, negative screens may extend to other issues such as contraception,
Larissa Redins, “The Evolution of Socially Responsible Investing,” Environmental News Network, September 11, 2006,
http://www.enn.com/top_stories/article/4540 (accessed October 27, 2007).
1

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5

animal welfare, firearms, human rights, biotechnology, gambling and pornography. Somecompanies are only excluded if the revenue derived from a negative screen reaches a certain
threshold while other funds extend these screens to the company’s suppliers and customers2.
Positive screening is a process by which a company is selected to be in fund based on the degreeof its compliance to a positive CSR goal. Positive screens too vary from fund to fund, but
typically include a company’ work in corporate governance, environmental sustainability, humanrights, and labor issues.
C. Community Investing
An investment firm may also employ community investing as an SRI strategy. Thisentails using investor capital to finance or guarantee loans to individuals and organizations that
improve local communities in a socially positive and environmentally sustainable way.
According to the Social Investment Forum, such loans are generally used for affordable housing,small business creation, development of community facilities, and the empowerment of womenand minorities in the United States.3 Loans may also be available to local financial institutions
abroad to finance international community development. The community investing institution
typically provides training, support and expertise to facilitate the loan’s success and ensure
returns to its investors. According to the Social Investment Forum, community investing grew
388 percent, from $4 billion to nearly $20 billion in assets from 1995 to 2005, making
community investing the fastest growing area of SRI (see Figure B).

2

Paul Hawkin, “Socially Responsibly Investing,” The Natural Capitalism Institute, October 2004.
“Community Investing,” The Social Investment Forum,
http://www.socialinvest.org/projects/communityinvesting.cfm, (accessed December 4, 2007).
3

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D. Shareholder Advocacy
Shareholder advocacy is a tool favored by many SRI firms in which the investment firm, on
behalf of the SRI shareholder, engages with management of portfolio companies to further CSR
issues. Tools include initiating
dialogue with management, voting on
company issues via the proxy voting
process, or filing and co-filingshareholder resolutions.
Figure 1: SRI Portfolio Strategy Trends in the U.S., 1995 - 2005

According to the Social Investment Forum, shareholder advocacy activities are adopted
in the hopes that they will generate investor pressure on company management to exercise good
corporate citizenship while promoting financial performance. Of the 2.29 trillion reportedly
invested in SRI funds, $703 billion (just over 30%) is engaged in some form of shareholder
advocacy (Figure 2).
On July 25, 2007, the Securities and Exchange Commission (SEC) presented forcomment potential changes that would limit investors’ ability to issue advisory resolutions,which are the most common form of shareholder resolutions adopted by SRI firms. The proposal
calls for increasing the votes required for resubmitting resolutions to 10% after the first year,
15% after year two and 20% thereafter, compared to current respective thresholds of 3%, 6% and10%.4 This proposal was similar to one put forth in 1997 by the SEC, which caused many SRI
firms to engage in a collective campaign that successfully dissuaded the SEC from adopting the

4 Tim Smith, “Shareholder Resolutions Challenged By SEC”, Accountability-Central.com, September 6, 2007,

http://www.accountability-central.com/single-view-default/browse/3/article/shareholder-resolutions-challenged-bysec/?tx_ttnews%5BbackPid%5D=13&cHash=e38ad24eea (accessed December 4, 2007).

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change. A similar campaign was launched by SRI firms: the SEC received 34,000 comments
opposing the proposal. On November 28, 2007, the SEC announced it would not pursue theproposal. 5
E. No Universal Standard
There are no set universal screening criteria that determine whether a company’s businesspractices are eligible to be included in a SRI fund. SRI screening, community investing andshareholder advocacy is determined by the sole discretion of each individual investment firm.
Thus, investors are forced to shop around and research each fund’s unique screening criteria inorder to ascertain whether a fund matches their personal values.
By one estimate, there are currently 221 SRI funds6 available in the United States, eachpurportedly offering a unique fund that is comprised of specially selected firms that meet somespecified CSR criteria. Funds can be secular or religious, broad or as specific as to only screencompanies on one CSR issue, such as women’s rights. The Social Investment Forum, amembership association devoted to the promotion and practice of socially-responsible investing,offers a list of 106 SRI funds and identifies whether a fund screens for the following twelve
issues: 1) alcohol, 2) tobacco 3) gambling, 4) defense/weapons, 5) animal testing, 6)
products/services, 7)environment, 8) human rights 9)labor relations 10)employment/equality
11)community investment and 12) proxy voting. Paul Hawkin’s “Socially Responsible
Investing” research paper provides 24 different screening categories for 602 American andinternational SRI mutual funds (Appendix A).

5“Press Release: Socially Responsible Investors Applaud SEC Decision Not to Curtail Shareholder Resolutions, But
Strongly Oppose Curbs on Director Nomination Process,” The Social Investment Forum,
http://www.socialinvest.org/news/releases/pressrelease.cfm?id=101 (accessed December 4, 2007).
6
Shaheen Pasha, “Five funds to ease your conscience,” Money, July 4, 2006,
http://money.cnn.com/2006/07/03/pf/funds/socially_responsible_funds/index.htm (accessed October 27th, 2007).

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II. The CSR Problem
Social responsibly-screened mutual funds have become the fastest growing segment of
the socially responsible investing industry. SRI mutual funds have increased nearly 15-foldbetween 1995 and 2005, and assets have increased 18.5% between 2003 and 2005 (see Figure 3).
While the popularity of SRI
Figure 2 SRI Mutual Fund Growth, 1995 - 2005

mutual funds among investors is clearly
evident, it gives rise to a whole host of
CSR considerations. The growing popularity of socially screened financial portfolios begs thequestion: Can an investor be really assured that their money is really being invested in a mannerthat supports and furthers CSR practices?
To answer this question, the following subset of questions must first be investigated withrelation to the SRI investment firm:
Who sets the CSR standard?


What is the CSR standard?



Who implements the CSR standard?



What are the incentives to implement or “cheat”?



Are the achievements of CSR objectives clear?

This case study shall provide tentative answers to these questions by examining Domini
Social Investments and its flagship fund, the Domini Social Equity Fund (DSEFX). The goal ofthis study is to shed light on the degree to which to which an investment firm’s SRI mutual funds
can be regarded as an effective monitoring mechanism to the private sector’s CSR initiatives.

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9III. Domini Social Investments
A. Introduction
Domini Investments describes itself as an investment firm exclusively specializing insocially responsible investing. It manages $1.8 billion “for individual and institutional investors
who wish to integrate social and environmental standards into their investment decisions.”
B. History
Domini Social Investments is the brainchild of Amy Domini. While working as astockbroker in 1980, Domini noticed that some of her clients objected to investing in companies
whose policies they did not agree with. Gradually, Domini became a strong proponent of a new
type of investing, where a connection is made between an individual’s investments and personal
beliefs. At the time, SRI mutual funds and shareholder activists affiliated with the InterfaithCenter on Corporate Responsibility were emerging, but the community was small and efforts
were isolated.
Amy Domini believed that the primary obstacle to the growth of SRI was investors’
uncertainty of how investments in CSR-friendly firms would compare to traditional investments.
She decided that social investors required a social benchmark to serve as a point of comparison
to traditional benchmarks such as the S&P 500 or Dow Jones Industrial Average.
In 1989, Amy Domini and her partners Peter Kinder and Steve Lydenberg founded KLD
Research & Analytics, Inc. and launched the Domini 400 Social Index in 1990, the first sociallyresponsible index of its kind. The index was primarily made up of 400 primarily large-cap U.S.
corporations, selected based on a wide range of social and environmental standards, roughly
comparable to the S&P 500. The Domini Social Equity Fund was then launched in 1991, with

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Amy Domini serving as President, providing investors with a fund that tracks the Index. The
Domini Social Equity Fund was the first index fund to track socially and environmentally
responsible companies.
The Domini Social Equity Fund achieved $10 million in assets in 1993 and $100 million
in assets in 1996. On October 1997, Domini’s mutual fund management and administrative
operations were centralized in New York City with formation of Domini Social Investments
LLC.
It is not clear whether Domini Social Equity Fund operated as a separate entity fromKLD Research & Analytics before its incorporation in 1997. It is known that KLD determined
and owned the Domini 400 Social Index, to whom Domini Social Investments paid a licensing
fee for exclusive fund management7, but it is uncertain whether this arrangement was establishedfrom the fund’s inception. Amy Domini was involved with KLD Research & Analytics from1989 through 2000 but is no longer associated with the firm.8 Appendix B & C shows Domini
Social Investment’s reported milestones and Amy Domini’s website biography.
In 2006, Domini’s website reports that the company received shareholders’ approval tochange from a strategy of passive index investing to active management, an issue this case will
explore further.

7“Amy Domini Honored by Time Magazine,” Interfaith Center on Corporate Responsibility,
http://www.iccr.org/news/press_releases/2005/pr_domini041405.htm, (accessed December 4, 2007).
8

Amy Domini Biography, http://amydomini.com/cv.html, (accessed December 4, 2007).

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C. Personnel
Domini Social Investments currently employs about 35 to 40 employees.9 About 10
people are employed as part of Domini’s research team. Currently, five executives serve as
principals and 6 others are identified as key personnel of Domini’s organization structure. They
include a former SEC attorney, litigator, auditor, and former mutual fund analysts. Please refer toAppendix D for complete biographies of principals and key personnel as listed on the company
website.
Of note, a few key personnel distinctly trace their roots back to KLD Research &Analytics, namely:
Amy Domini: Founder and CEO of Domini. Domini is a former board member of the
Church Pension Fund of the Episcopal Church in America; the National Association ofCommunity Development Loan Funds, an organization whose members work to create
funds for grassroots economic development loans; and the Interfaith Center on Corporate
Responsibility, a coalition group of faith-based investors. She is a member of the Boston
Security Analysts Society. Amy Domini’s biography (see Appendix C) reveals that she
also serves as a private trustee/portfolio manager with the Boston-based firm of Loring,
Wolcott & Coolidge, where she manages the assets of high net-worth individuals. She
has been associated with the firm since November 1987.

9

Jennifer Cheng, Phone Interview with Christina Gastelum, Marketing Associate, Domini Social Investments,
November 27, 2007.

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Steven D. Lynderberg, Chief Investment Officer of Domini Social Investments & VP ofthe Domini Funds: Lynderberg was Amy Domini’s co-founder of KLD Analytics andResearch is the and served as KLD’s research director from 1990 to 2001.
Jeff MacDonagh, Domini’s SRI Porfolio Manager: MacDonagh, worked as a social
investment researcher at KLD Research & Analytics, Inc. from 2000 to 2003.

D. Board of Trustees
Domini Social Investments is governed by seven Board of Trustees members. A
complete list is provided at the end of Domini’s annual report, although it is not available on its
website. The Board is made up of Domini personnel, divided into “interested” and“disinterested” parties, though their exact definitions are not given. The Board is not elected for
fixed terms and shareholder meetings are not held for the purpose of election. Amy Domini is list
the only “interested” trustee. Please see Appendix E for a complete listing.

IV. Domini Product Mix
Domini offers SRI products to both intuitional and private investors. Intuitional investors
are essentially offered the same product mix as individual investors but in the “A share” format.
Institutional funds are renamed Domini Social Equity Portfolio Class A, Domini European
Social Equity Portfolio Class A, Domini PacAsia Social Equity Portfolio Class A, and Domini
European PacAsia Social Equity Portfolio Class A. Figure 4 shows Domini’s product mix forindividual investors:

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Figure 3 Domini Social Investments’ Product Line

Domini offers products in 3 major asset classes: stocks, bonds and cash and its portfolio
construction and financial performance are all actively managed by three different sub-managers.
A. Stocks
The Domini Social Equity Fund invests in socially and environmentally sustainable U.S.
companies screened by Domini. In 2005, Domini began offering international portfolios to“allow investors to diversify their portfolios, take advantage of overseas economic growth, andpromote human dignity and environmental performance.” The Domini European Social Fundbenchmarks against the MSCI All Country Europe Index, while the Domini PacAsia Social
Equity Fund benchmarks against the MSCI All Country Asia Pacific Index. The EuroPacificSocial Equity Fund‘s portfolio consists of both European and Asian companies.
B. Bonds
The Domini Social Bond Fund seeks to provide its shareholders with a high level ofcurrent income and total return. The Fund invests 85% of its portfolio in assets bonds that meetthe it’s social and environmental standards and least 10% in debt instruments that “provide ahigh level of community impact”.

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C. CashDomini transfers the assets of its Domini Money Market Account (DMMA) investors to
ShoreBank, a Chicago-based community developmental bank. ShoreBank converts DMMA
investors’ federally insured bank deposits into development loans that are used to help
communities rebuild neighborhoods, create jobs, secure decent homes, and finance small
businesses. Founded in 1973 on the objective of not sanctioning loans on the basis of race andincome, Shorebank is known as the nation's oldest and largest community development bank. In
2000, the bank widened its screening criteria to include environmental issues. Its banks andnonprofits collectively make Shorebank a $2.1 billion company. 10

V. Domini Social Equity Fund (DSEFX)This case study’s focus will remain with Domini’s Social Equity Fund (DSEFX), thecompany’s oldest. It is this fund’s performance that allowed Amy Domini to garner significant
media attention and honorary awards (Appendix C & D).
A. DSEFX Overview
The fund’s stated investment objective is to “provide its shareholders with long-term total
return.”11 The fund invests in mid-cap companies (market capitalization at the time of purchase
between $2and $10 billion) and large-cap companies (market capitalization with greater than $10
billion). Currently, net assets are $1.5 billion.

10

About Shorebank: Corporate Information, February 16, 2007,
http://www.shorebankcorp.com/bins/site/templates/child.asp?area_4=pages/nav/about/right_side.dat&area_2=pages/
about/corp_info.dat&area_7=pages/titles/about_title.dat, (accessed December 5, 2007).
11“Domini Social Equity Fund: Overview,” Domini Social Investments, http://www.domini.com/dominifunds/Domini-Social-Equity-Fund/index.htm#, (accessed December 6, 2007).

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B. History: Domini 400 Index (DS 400)
Domini Social Equity Fund got its start in 1991 as the nation’s first socially responsibly
screened index fund portfolio, which followed the Domini 400 Social Index (DS 400). An index
fund is a form of a mutual fund that replicates the stock composition of a specific financial
market index. It is considered a form of passive management because the rules of ownership are
set regardless of market conditions; investment managers cannot to buy and unload stocks easily.
Fund managers cannot change the composition of the stocks in an index fund unless thecomposition of the index changes.
The DS 400, while developed in part by Domini CEO Amy Domini and Domini CIO
Steven D. Lynderberg at KLD Analytics, was owned by KLD. The Domini Social Equity fundpaid a licensing fee to KLD for the exclusive use of the Domini 400 Index. DSFEX ceased
tracking the index in August 2006 when it switched to an actively managed strategy. The fund is
no longer affiliated with the Domini 400 Index, and KLD now licenses the Index to Barclay’s
Global Investors’ iShares and Green Century Capital Management’s Green Century Equity
Fund.12
C. History: Domini 400 Index (DS 400) Screening Process
Though the Domini Social Equity Fund no longer tracks the Domini 400 Index, it is still
worthwhile to briefly examine how KLD Analytics screened and determined the composition of
the Index. While there is no information on how KLD determined the composite index while it
was licensed exclusively to DSFEX, a brief examination of current practices serves as anadequate barometer.
12

FAQ: Domini Social Index, KLD Indexes, http://www.kld.com/indexes/ds400index/faq.html, (accessed December
5, 2007).

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Currently, the Domini 400 Index is determined by the KLD Indexes, which obtains
exclusive research information from its parent, KLD Research & Analytics. The majority ofcompanies selected by KLD are S&P 500 companies. KLD identifies eligible companies byscreening them for the avoidance of alcohol, tobacco, gambling, nuclear power, firearms andweapons-related defense contracting. Positive screens include community relations, diversity,
employee relations, environmental stewardship, human rights, product safety and quality, andcorporate governance. In 2000, Time magazine reported that companies in the index “must passmuster on 140 issues, ranging from toxic-waste fines to diversity in top management.”13 KLD
states that half of S&P 500 companies qualified for the DS400. KLD also selects about 100 mid
cap companies and 50 small cap companies to bring the total holdings to 400.
KLD does not publicize changes in holdings nor does it publicly offer a complete list ofcompanies in its index, though it makes it available for purchase or subscription. However, it
does publish a list of its top ten holdings (Figure 5 &6).

Figure 5 Domini 400 Index Top 100 Holdings as of
October 31, 2007

Figure 6 Domini 400 Index Holdings’ Sector Breakdown as of
October 31, 2007

KLD’s current DS400 prospectus states that “companies may be removed from theDS400 due to corporate actions, violation of exclusionary screens or concerns related to13

Margot Roosevelt, “How Green Is Your Money?,” Time Magazine, October 16, 2000,
http://www.time.com/time/magazine/article/0,9171,998249,00.html, (accessed December 6, 2007).

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17

performance,” and that ‘”index turnover ranges from 6%-8% in a typical year ,”14 but othersources note that KLD ‘”is reluctant to remove companies from the index for qualitative
concerns, unless it is clear that these concerns will be long-term and of major proportions.’”15
Under the Index, Domini Social Equity Fund performed reasonably well in the 1990’s,
against its benchmark, the Standard & Poor 500. BusinessWeek reports that strong growthduring this period can be attributed to the socially responsible profile of the technology sector inwhich the Fund was heavily invested in. However, fund performance has been middling since theinternet bubble burst in the early 2000’s, particularly since the fund’s screens out highperforming energy, utility, and industrial sectors for their negative environmental records. 16
Refer to Figure 7 for Domini Social Equity Fund’s performance against the SP&500. Refer toAppendix E for figures.

Figure 7: Domini Social Equity Fund’s performance against
the SP&500.

14

FAQ: Domini Social Index, KLD Indexes.
Paul Hawken, “Socially Responsible Investing,” pg. 19-20.
16 Lauren Young, “A Social Fund’s Strategic Shift,” BusinessWeek, May 26, 2005,
http://www.businessweek.com/investor/content/may2006/pi20060526_159620.htm?chan=investing_investing+funds,(accessed December 5, 2007).
15

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D. The Switch from Active to Passive Management
On May 25, 2006, Domini Social Investments filed with the Security and Exchange
Commission to switch from index strategy to an actively managed strategy, instating Wellington
Management as sub-manager to all of Domini’s stock funds. While the exact reason for theswitch is unclear17, BusinessWeek reports:“With her name on the door at both firms, it's been atough decision for Amy Domini, founder and CEO of Domini Social Investments. ‘Emotionally,
this is difficult,’ Domini says. ‘But I can't ask my shareholders to be patient forever.’”18
At the time, Domini Social Equity’s indexed strategy underperformed compared to mutual funds.
With an expense ratio of 0.95%, it was also considered one of the most expensive index funds onthe market.19
In October 2006, Karin Chamberlain, manager of indexes at KLD, and Eric Fernald,
director of research, said the aim of the DS400 was to socially responsible while providing abroadly diversified portfolio with low turnover. 20 Nevertheless, the Domini index strategy
garnered critics because its low turnover strategy rendered it difficult for a CSR transgressor to
be divested from the index.
For example, while the Domini 400 index was underweighted in the health care sector in2006 ‘“in large part because of price and safety controversies in the pharmaceutical industry,’”
the portfolio included McDonald’s, PepsiCo, and Coca-Cola- companies whose products havebeen blamed for the nation’s growing obesity problems. Peter Kinder, president of KLD

17

Jennifer Cheng, Phone Interview with Christina Gastelum, Marketing Associate, Domini Social Investments,
November 27, 2007.
18
Young, “A Social Fund’s Strategic Shift”.
19
Ibid, Young.
20
Daniel Askt, “The Give and Take of ‘Socially Responsible,’ New York Times, October 8, 2006,
http://www.nytimes.com/2006/10/08/business/mutfund/08social.html?_r=1&fta=y&oref=slogin, (accessed
December 6, 2007).

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19

defended the portfolio, saying ‘“There’s no such thing as a perfect company. Socially
responsible investors are willing to deal in grays.” 21
Though Domini’s own website and various news articles attributes financial reasons forthe change to active management, Domini’s proxy statement to its investors for their vote on theswitch to active management takes a decidedly CSR approach. In the proxy statement overview,it states:“Q. Will this proposed change affect the Fund's commitment to socially responsible
investing?
A. No. Domini has no intention of changing its steadfast commitment to socially
responsible investing. The proposed new investment strategy reflects Domini's strong
belief that the use of social and environmental standards to select investments leads tobetter stock picking (as well as more responsible corporate behavior). The new strategy
that Domini is proposing is designed to strengthen the use of social and environmental
standards. The new strategy is also designed to allow the Fund to maintain its strong
commitment to shareholder activism.”22
E. Wellington Management LLC
Domini reports that on August 2006, its shareholders approved a new active investment
strategy for the Domini Social Equity Fund and Domini Institutional Social Equity Fund,
selecting Wellington Management LLC as the funds’ submanager. Wellington Management is an

21 Ibid, Askt.
22

Domini Social Investment: DEF 14A: Overview of Proxy Statement”, Edgar Online, Filing Date: June 15, 2006.

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20

investment management firm with over US$550 billion in client assets under management andserves an investment advisor to approximately 1,400 institutions located in 43 countries.
Wellington reportedly acts as a mutual fund subadvisor to approximately 130 institutions,
including banks, insurance companies and asset management firms around the world.23 The
firm's Subadvisory Relationship Management team has extensive experience in helping mutualfund and other clients solve business and investment problems. BusinessWeek reports that
Wellington is a notoriously press-shy firm, though one of its known clients is Vanguard. 24
On November 30, 2006, the fund officially transitioned to the actively managed strategy25 andthe stock composition of Domini’s funds was no longer tied to the index. An interview with
Domini reveals that the company believes the switch was a beneficial one because they lacked
flexibility under an indexed strategy; Domini could not make decisions as fast as it would like.
They cited the fact that the index strategy led the fund to be heavily weighted in the banking
sector but were lightweight in the utilities and energy sector into which they would further
diversify. 26 Using a Domini pre-approved list of companies, Wellington Management “reoptimizes” the list by using a quantitative method that neutralizes market risk and benchmarks it
against the S&P 500.27 Wellington, is ultimately responsible for the funds’ final portfolio
construction, day-to-day management, and financial performance.
F. Fund Performance Under Wellington’s Management
Having only actively managed DSEFX since November 30, 2006, Wellington’s
managerial performance can only be judged according to the last four quarterly returns at the23“Overview”, Wellington Management,
Young, “A Social Fund’s Strategic Shift”.
25 “Annual Report 2007,” Domini Social Investments, pg. 14.
26 26 Jennifer Cheng, Phone Interview with Christina Gastelum, Marketing Associate, Domini Social Investments,
November 27, 2007.
27
ibid
24

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21

time of writing (Figure 8). While the fund still underperforms the S&P 500, the difference inperformance has generally become smaller
under Wellington’s management whencompared to the fund’s annual performanceasan index fund (see Appendix E forcomparison)

Figure 8: DSEFQ Most Recent Quarterly Returns

G. Expense Ratios
With the switch to Wellington, Domini increased the fund’s expense ratio to 1.15% , afigure that is considered reasonable for an actively managed fund. 28 DSEFX, as a no-load fund,makes it free for investors to invest provided that put forth the $2,500 minimum required
investment (the minimum is $1,500 for IRAs and $1,500 for an automatic investment plan). The
firm charges a 2.00% redemption fee if the investor decides to withdraw from the fund after only
60 days.
Domini’s reported total operational expenses are 1.24% of DSEFX Investor class shares.
Management fees constitute 0.30%, distribution fees constitute 0.25%, administration and otherexpenses constitute 0.69%, and after deducting a fee waiver of 0.09%, the expense ratio to theinvestor is 1.15%. Please see Appendix F for details on the cost structure of Domini’s otherfunds.
According to the Domini Fund Prospectus, Domini “has contractually agreed to waive
certain fees and/or reimburse certain expenses, including management fees” for all its funds, “sothat each Fund’s expenses, net of waivers and reimbursements, will not exceed, on a per annum
basis, 1.15%,1.60%, 1.60%, 1.60% and 0.95%, respectively, of the average daily net assets

28 Young, “A Social Fund’s Strategic Shift”.

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22

representing Investor shares.” It does not state with whom Domini has signed this contractual
agreement. At the time of writing, Domini has not yet issued out a new expense ratio for the
Domini Equity fund. 29
Figure 9 shows Domini Social Equity Fund’s ten largest holdings and portfolio construction as of
September 30, 2007. A complete list of DSFEX’s current portfolio holdings can be found in
Appendix G.

Figure 9: DSEFX Portfolio Sector Holdings & Top 10 Holdings as of September 30, 2007

VI. Screening
Potential investors interested inlearning about Domini’s portfolio screening
process are led to a company webpage thatassures investors that companies that derive

29 “Domini Social Investments Prospectus”, November 30, 2007, Domini Social Investments, pg. 22.

Figure 10: Domini’s ScreensCopyright 2007. No quotation or citation without attribution.
23“a significant portion of its revenues” in tobacco, alcohol, gambling, military weapons, andnuclear energy are immediately omitted from consideration. Current and potential holdings arethen positively screened for whether or not they “1) Contribute to the local communities inwhich they are located; 2) Produce high-quality, safe, and useful products for consumers; 3)
Enrich the ecosystems on which they depend; 4) Invest in the health and development of theiremployees; 4) Treat their investors and lenders openly and transparently; 5) Strengthen thecapabilities of their suppliers.” No further elaborations are given on these definitions or how
screens are implemented.
Domini’s June 15, 2006 Proxy Statement overview provides little more insight into thescreening process:“Domini's in-house research department will analyze a universe of approximately
1,000 of the largest U.S. companies using Domini's social and environmental
standards. These standards are maintained by a Standards Committee that includes
Amy Domini, Domini's Founder and CEO, and Steven Lydenberg, Domini's Chief
Investment Officer. Domini will provide Wellington Management with a list of
securities that it determines are consistent with these standards. Domini will
periodically review and update this list of approved stocks based on its ongoingsocial and environmental analysis.”30
An interview with Domini Marketing Associate, Christina Gastelum provides moreinsight into the process. Using a proprietary internal-ranking system, Domini’s 10 in-houseresearchers are responsible for the development and application of the Funds’ social and30

Domini Social Investment: DEF 14A: Overview of Proxy Statement”, Edgar Online, Filing Date: June 15, 2006.

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24

environmental standards. The system utilizes “top-down” and “bottom-up” strategies. A topdown strategy is employed by identifying the industry and sub-industry a company belongs toand then employing applicable CSR measures specific to the area. A “bottom-up” strategy
involves identifying and evaluating the company’s relations with its stakeholders.
Wellington and Domini investors are not privy to the mechanics of the internal ranking
system. A list of companies qualified by Domini is submitted to Wellington who in turns “reoptimizes” the portfolio using quantitative methods and weights them against the S&P 500 to
generate the best financial returns. In short, Domini sets the social standards of the portfolio,
while Wellington constructs the most financially-optimal portfolio and oversees its day-to-day
management. Ms. Gastelum says she is not aware of any cases in which Wellington divests
companies without Domini’s instructions as Wellington acts according to Domini’s direction.

VII. Shareholder Advocacy
The other half of Domini Social Equity
Fund’s SRI strategy is engagement in shareholder
activities. It’s stated objected is to “use ourshareholders’ investments to encourage greater
corporate responsibility, both by using social andFigure 10: Domini’s Annual Advocacy Statistics

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25

environmental standards to select our holdings and by directly engaging corporate management
through proxy voting and shareholder dialogues.”
A. Direct Dialogue
Domini states that when it has concerns with a company over its CSR practices, it will
engage in direct dialogue with the company to articulate them, either by phone, face-to-facemeetings, or letter-writing. Domini de-briefs its shareholders on its direct dialogue activities bysummarizing its activities a quarterly Social Impact Update newsletter to investors, and by
updating its online list of “History of Successes” (Exhibits H & I). There are no full reports
detailing the progress and trajectory of its efforts.
A sample passage of its direct dialogue activities from its Third Quarter 2007 Social
Impact Update newsletter:“During the third quarter, we met with 16 companies in person or by phone, including
Hershey’s to discuss labor standards in the company’s supply chain, McDonald’s andDisney to continue work on a multi-year project on factory working conditions, andTimberland to discuss the company’s efforts to reduce its carbon footprint.
We wrote to an additional 212 companies, including 196 companies in North America,
Europe, and Asia that did not respond to the Carbon Disclosure Project, an annual
survey of greenhouse emissions data that is sent to the world’s largest companies onbehalf of institutional investors with $41 trillion under management. “3131“Shareholder Activism: Your Dollar For Change, Third Quarter 2007,” Domini Social Investments,
http://www.domini.com/shareholder-advocacy/index.htm, (accessed December 7, 2007).

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26

Domini indicates that if its direct dialogue efforts do not product results, filingshareholder resolutions may then be considered.
B. Shareholder Resolutions
Domini first engaged in filing shareholder resolutions when it co-filed its firstshareholder proposal asking Wal-Mart to public disclose its diversity data. From 1994 through2006, Domini claims to have filed more than 140 shareholder resolutions at more than 60
companies.
Domini frequently works with the Interfaith Council for Corporate Responsibility (ICCR),a membership coalition of faith-based investors, to file and co-file shareholder resolutions. Amy
Domini has previously served as a board member for ICCR.
Like its direct dialogue activities, Domini does not provide any detailed reports of
Domini’s shareholder resolutions except for the list of its History of Successes and brief
descriptions in its Social Impact Quarterly Updates (Exhibits I &H ). It is uncertain whether awithdrawn resolution indicates a successfully conclusion to the resolution, or whether Domini
gave up on the issue. It does state:“If we achieve our goal before the annual meeting, we may choose to withdraw theresolution. Should negotiations fail to produce a satisfactory result, our objective
becomes to achieve sufficient votes to keep the resolution on the proxy the following
year….
If possible, we refile the resolution each year until the issue is resolved. According to therules of the Securities and Exchange Commission (SEC), a resolution must receive 3% ofCopyright 2007. No quotation or citation without attribution.
27

the vote the first year it is filed, 6% in year two, and 10% thereafter to be included on theproxy the following year. “32
ICCR’s Ethvest Database promises detailed reports of its resolutions but requires a
subscription for access. In an e-mail correspondence with the author on December 7, 2007,
Kenneth Cynar , Executive VP, General Manager of the Governance Accountability Institutewhich manages the website writes, “EthVest is a subscription site and focused on supplying
information to non-profits and for profit fund managers, money managers, investors, pension
plans etc....it is not designed or priced specifically for individual use...for profits are charged$2,500 per year for example with a discount for non-profits.” 33
A sample passage of its direct dialogue activities from its Third Quarter 2007 Social
Impact Update newsletter:“Domini refiled a resolution with Becton Dickinson, asking the company to report on
the use of brominated flame retardants in the healthcare supplies that it sells. The
most common brominated flame retardants disrupt the endocrine systems of rats andmice and may pose a risk to human health. The resolution was first filed in 2005, but
withdrawn in 2006 when the company appeared to be making progress on the issue.
We refiled the resolution after progress stalled.” 34
C. Proxy Voting
Domini claims it was the first mutual fund to public make available its manager’s proxyvotes in 1996 “so that our investors could hold us accountable for the positions we are taking.
32 “Shareholder Advocacy: How the Process Works,” Domini Social Investments, http://shareholder-advocacy/Proxy-

Voting/index.htm, (accessed December 7, 2007).
33 Jennifer Cheng, e-mail correspondence with Ken Cynar, December 7, 2007.
34 “Shareholder Activism: Your Dollar For Change, Third Quarter 2007,” Domini Social Investments.

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We petitioned the Securities and Exchange Commission for the rule that now requires all mutual
funds to disclose their votes, and their voting guidelines.” Domini provides its historical proxyvoting record proxy votes on its website, though records only date back to July 1, 2003. 35
It reports it was one of four mutual fund families to be rated “most activist” by The
Corporate Library, an information resource on corporate governance. Having voted in favor ofmanagement-sponsored resolutions 66% of the time and shareholder-sponsored resolutions
63%of the time at the end of fiscal year June 30, 2007 36, Domini claims this meant it was “least
likely to support management, and most likely to support shareholder resolutions on corporate
governance and social and environmental issues in our proxy voting” since the other 54 fundgroups surveyed supported 97.7% of management proposals and 35.2 of shareholder proposals.37
D. Sanctions
Domini’s website does not cite any examples of companies that have been divested for its
CSR transgressions. Where there are issues, Domini will engage in dialogue, resolutions or
proxy voting. As an actively managed fund, it is clear that the composition of the fund’s portfolio
will occasionally change, but changes are made unilaterally and without announcement. While it
can be speculated that a change in the portfolio may either be due to a company’s poor financial
performance or poor CSR compliance, exact reason are never explicitly cited.

VIII: Evaluation and Assessment
An examination into Domini’s internal screening and shareholder advocacy mechanism
indicates that the organization is severely lacking in the transparency demanded by the very CSR

35 “Domini Proxy Votes,” Domini Social Investments, http://www.domini.com/shareholder-advocacy/Proxy-

Voting/index.htm, (accessed December 7, 2007).
36 “Fund Votes,” http://www.fundvotes.com/, (accessed December 7, 2007).
37 “Shareholder Activism: Your Dollar For Change, Third Quarter 2007,” Domini Social Investments

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29

movement it purports to support. Domini acts as the sole issue setter. Its screening standards are
kept private and its work in shareholder activism is only sporadically and briefly reported.
Asides from offering its investors the opportunity to e-mail Domini about their individual
CSR concerns and preferences, there is no meaningful mechanism for channeling, tallying, andincorporating its investor’s preferences into its SRI company selection process. 38
The switch from passive to active management presented an opportunity for Domini toclaim that such a switch could allow them to easily divest from CSR-incompliant and invest in
CSR-compliant companies ones, which would allow Domini to be a better CSR advocate in theworld of socially-responsible investing. While Domini does cite this as its reason for the switch
in its proxy statement to investors, all current Domini and outside literature indicate that the sole
reason to the switch to active management was to due to the financial underperformance using
the indexed strategy.
In fact, the switch to active management may create some dangerous pressures for
Domini. Domini may be more inclined to pick profitable companies that are not CSR-friendly
and then initiate shareholder activism to justify its choice. While the switch can easily let it
divest CSR transgressors, it may also create an unwillingness to divest companies, especially ifcompanies are performing well financially.
Ultimately, it is uncertain who has the incentive to blow the whistle on CSR noncompliant firms. It is clear Domini does not have a set internal mechanisms to incorporate its
investor’s CSR interests, but it seems that if media exposure on a particular issue is large enough,Domini will join pressure groups to coax companies into compliance. Indeed, one of its more
recent issue areas is lobbying companies not to engage in Sudan due to the Darfur crisis.

38

Christina Gastelum, Domini Social Investments, Interview.

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30

On the whole, Domini enjoys great freedom and flexibility in the way it purports to“monitor” corporations’ CSR behaviors and actions on behalf of shareholders. Domini does notmake any of its monitoring tools transparent and is not subjected to the monitoring of any otherorganization, which should be a cause of concern for potential SRI investors. A potential
investor’s criteria in evaluating an SRI organization should, then, be based on whether thatparticular SRI firm makes it screening criteria known and provides in-depth updates and reports
on its shareholder advocacy activities.

IX. Further Questions
An evaluation of Domini’s known activities indicates that the firm’s SRI strategy isheavily weighted in shareholder activism and less so on screening mechanisms. For somepotential investors, it may be enough to know that Domini is lobbying companies to be moresocially compliant on their behalf since it is better than the alternative of not doing anything at
all. More research would have to be conducted into Domini’s Shareholder Advocacy program todetermine how Domini really measures up in this area. The following is a list of questions sent toDomini by the author in November, 2007 regarding this matter, but has hitherto beenunanswered:
A. Further Questions on Shareholder Activism:
1. What is the nature of your relationship with Interfaith Center on Corporate Responsibility? Is
Domini a faith-based organization? Would you say ICCR or Domini sets the CSR activism
issues?
2. What does it mean to be a lead or co-filer? Are you the point of contact with the company?
Can you take me through a typical process?
3. You seem to file a lot of resolutions, initiate dialogues, and contact companies-do you havestatistics on how your actions actually lead to real change?

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31

4. Do you only initiate dialogue with companies you are already invested in? Do you initiate
dialogue with companies you are thinking about investing in? How big if your research staff?
And how are they funded?
5. What happens when you withdraw a resolution? Do you only withdraw when a solution has
been reached or do you withdraw even if no agreement has been made?
6. How often do you lead coalitions? Or just join a coalition? Who do you normally team up
with? How often do you team up with them?
7. How effective would you consider your proposals and resolutions? Do you feel companies
hear your proposals sufficiently?
8. Can you give some concrete examples of how you have resolved conflict of interest issues in
the past? Either within or among Domini, Wellington and ICCR?
7. What else can you tell me that would give me confidence that my money is being investing ina socially responsible manner?
B. Further General Questions on Domini Social Investments:
1. Is Domini a faith-based organization?
2. What instigated the change from passive to active management? Was it a push fromshareholders or Domini management?
X. Conclusion
In the case of Domini Social Investments, we cannot safely say that this SRI firm isinvesting its clients’ money in socially-responsible companies. While Domini certainly expresses
its SRI intent and expends time and resources in screening and shareholder advocacy, it isunclear the extent and the degree to which its efforts are effective. Indeed, even if its efforts were
genuine and persistent, it is uncertain how strong of a sway Domini actually holds over large
corporations, given that it is significantly smaller than major traditional mutual fund players.
After all, its current largest holding is only 3.79% of net assets. Profit maximization seems to be
Domini’s primary concern. The lack of transparency in its SRI strategies enhances this suspicion.

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32

XI. Monitoring Organization Matrix

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XII. Discussion Questions
1. Given its history, how do we evaluate the relationship between Domini Social Investments andKLD Research & Analytics? Is this relationship problematic? Domini also manages the assets ofhigh-net individuals at another firm- is there a potential conflict of interest?
2. Domini’s case for active management is that it makes for better financial performance.
However, when the switch was being put up to a vote, its proxy statement to its shareholders
cited the switch would allow them to institute better CSR practices. Why does Domini
emphasize one over the other? Which is reason has more validity? Do you believe passive
management is better addresses the CSR problem or active management?
3. Look at the lists of Domini and KLD’s holdings by company and sector. Are there significant
differences between the indexed list and the actively managed lists? What do you know of thesecompanies that would allow it to be qualified as a socially responsible? In your opinion, what aresome known transgressions that should lead them to be divested?
4. Evaluate Domini Social Fund’s SRI strategies. Do you think they are effective tools in
persuading firms to adopt CSR policies?
4. How do we evaluate Domini’s refusal to publicize its screening criteria?
5. Would you invest in the Domini Social Equity fund? Why or why not? If not, what would
Domini have to do to convince you that your money is invested according to CSR standards?