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IR/PS CSR Case # 07-23

Social Screening in the Mutual Funds
Industry:
An Analysis of Calvert Fund

By: Arturo Salazar

GRADUATE SCHOOL OF INTERNATIONAL RELATIONS AND PACIFIC STUDIESUNIVERSITY OF CALIFORNIA, SAN DIEGO
Prepared for Professor Peter Gourevitch
Edited by Jennifer Cheng, MPIA 2008
Corporate Social Responsibility
Fall 2007

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Table of Contents
I. Introduction...........................................................................................................................2
II. CSR Problem: Calvert’s Conflictive Priorities ...................................................................4
III. The Anarchy of Standards .................................................................................................7
IV. Monitoring Process: Who Certifies, Who Verifies? ..........................................................9
V. CSR Compliance ................................................................................................................12
A. Calvert ..............................................................................................................................13
B. Companies ........................................................................................................................14
C. Investors ...........................................................................................................................14
VI. Why do People Buy Calvert? Sources of Shareholder Trust ..........................................15
A. Refusals and de-certification ratio.....................................................................................15
B. Shareholder Advocacy.......................................................................................................16
VII. Conclusion .......................................................................................................................17
VIII. Discussion Questions......................................................................................................20
IX. References .........................................................................................................................21

I. Introduction

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The origins of the Socially Responsible Investing Industry (SRI) can be traced back in the XVIII
century when religious organizations solicited their members not invest in companies that
promoted activities that were oppose to the organization’s principles. The “sinful” activities
prohibited by these organizations evolved among the time and included bans against companies
that financed pornography, alcohol, gambling and weapons. The social indignation withcorporate practices during the Apartheid in South Africa and the Vietnam War brought
momentum to discuss the convenience of using other criteria to guide the investment decisions ofpeople with anti-war sentiments or sensitive to human rights’ violations.

Based on theseconcerns, a few mutual funds started operations offering their clients screenings that identified
companies suspicious of violating human rights or who did business with companies or countries
involved in military activities. Immediately, this option attracted a considerable number ofinvestors for whom these innovative screenings meant the only available way to align theirethical principles with their financial decisions. These funds adopted the logo “socially
responsible” and broadened the screenings to issues that their clients felt important, like labor
standards, environmental impact or gender equality. The growth and scope of the socially
responsible funds transformed them into a real industry that ended up tapping a considerable
market niche forgotten by the traditional mutual funds industry.
In general, the criteria used by the SRI industry include workplace, social, religious andenvironmental issues as part of the screenings.1 Given the broad range of activities that may fit in
the former categories it is not difficult to see what is the SRI’s main difficulty: the universe of
potential investments is very limited. The problem is not a small one since the industry –socially
1

Sturm points out an interesting difference between American and European SRI funds in terms of issue orientation:
while in the United States the SRI funds tend to screen religious, cultural and social issues, in Europe they focus
more on environmental, economic and workplace issues (Sturm 2005: 10)

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and no socially responsible- is primarily focused in getting the highest rate of return, which
implies that any other considerations come in second place. It is precisely for this that specialists
and disappointed investors have criticized the SRI industry because, in their view, it has betrayedtheir values (Hawken 2004). Although this debate is still in place, the future of the SRI industry
will critically depend on the conclusions that both investors and mutual funds agree on. Calvert
Funds, which is the focus of this paper, illustrates the pressures that the SRI industry faces toremain competitive without sacrificing ethical principles.
II. CSR Problem: Calvert’s Conflictive Priorities
D. Wayne Silby and John G. Guffey Jr founded Calvert in 1976 with the objective of providing
an innovative mutual fund that combined short-term fixed-rate securities with attractive yields.
In 1982, the company introduced the Calvert Social Investment Fund, a group of screened
investments that quickly grew to include not only money market but also fixed income andequity portfolios. This new group of holdings commenced as an option for investors who wanted
to put out their money from companies that supported the Apartheid regime in South Africa. The
list of issues included in the screenings evolved among the years and today includes seven areas:
Governance and Ethics, Workplace, Environment, Product Safety and Impact, International
Operations and Human Rights, Indigenous Peoples' Rights, and Community Relations. The
Calvert family of funds consists of several different classifications of mutual funds. For each
Fund, there is a Board of Trustees/Directors that supervises a Fund's activities and reviews its
contracts with companies that provide it with services.
Calvert’s mission, according to its 2007 brochure, is5Copyright 2007. No quotation or citation without attribution.
“Offering a range of investment products and services, [that] enable individual andinstitutional investors to reach their financial goals in ways that are consistent with theirbeliefs and values. In our investment process, Calvert seeks successful companies that aregood corporate citizens today and well positioned to remain responsible corporate leaders
tomorrow”
In sum, Calvert seems to be similar to other “socially responsible” funds: in addition to provide
competitive rates of return, the company screens potential investments against extra-financial
criteria in order to satisfy its clients’ ethical values. However, here is where the CSR problem
resides. In an industry that makes a living from profits, meeting the investor’ social andenvironmental concerns may limit the funds’ financial performance and lead the company to adilemma: should it defend the client’s values even if that means dropping returns? What should
Calvert’s priorities be?. In other words, the SRI industry’s goals are not always compatible andtherefore there is a potential to violate the CSR principles that the company purportedly defends.
Consequently, the CSR problem is: how can investors ensure that their money is not used tofinance companies or countries that violate the social and environmental criteria set by Calvert?
Indeed, Calvert’s clients have shown dissatisfaction with the company in the past (see Figure 1).
Whether this disappointment comes from the funds’ financial performance or from the way
Calvert allocates money in companies that do not meet the social and environmental criteria, issomething that the company does not clarify in its third (and apparently last) Corporate
Sustainability Report of 2005. This paper’s aim is to describe how the SRI industry’s conflictive
goals may create different incentives for Calvert, the companies and investors to comply or tocheat the CSR principles and how that could be related to the customers’ disillusionment with

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Calvert.
Figure 1. Calvert’s overall customer satisfaction2

To complicate this problem, Calvert’s acquisition by the UNIFI Corporation in 2005 adds amajor challenge for the prevalence of CSR principles. UNIFI is a larger parent company thatprovides life insurance, retirement plans, investments, mutual funds, banking and public finance.
Its guiding principles, according to the website, are “portfolio growth, cash accumulation, tax
protection, asset allocation and hedges against inflation”. The lack of references to CSR
principles and the fact that UNIFI holds a principal role over Calvert makes more difficult –and
necessary- to define who is Calvert loyal to and what are its priorities?. When Calvert states in
the website that “We, too, meet the exacting standards we've set for the companies in which weinvest” one cannot stop wondering if the partnership with UNIFI is an appropriate way to meetthe social and environmental concerns of its clients.

2

Taken from Calvert Corporate Sustainability Report 2005, p. 11.

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III. The Anarchy of Standards
The analysis of Calvert’s CSR problem is not complete without a reference to the standards it
defends. Calvert states “a company must meet Calvert's minimum standards for each of thefollowing seven social criteria to be eligible for investment:•

Governance and Ethics•

Workplace•

Environment•

Product Safety and Impact•

International Operations and Human Rights•

Indigenous Peoples' Rights, and•Community Relations”

The issues of what exactly “Calvert’s minimum standards” mean, why those standards and noothers and what constitutes meeting the standards according to whom, pop up after reading thecompany’s statement. Actually, this accounts as a CSR problem in itself and has received a great
deal of attention from academics and analysts. This paper will not enter in that debate due to time
limitations; however it is worth noting to outline its main points. In doing so, I will use the
Human Rights criteria as an example of the difficulty to reach an agreement in the SRI industry.

The most important problem in the socially responsible funds industry is the lack of worldwideaccepted extra-financial criteria (and consequently what metrics to use). However, some actors
actually find this vagueness convenient because they can make profits from setting their own
standards. For this reason, an agreement on what constitutes a human rights’ violation (or any

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other issue violation) is resisted by the mutual funds industry that keeps a major share of themarket by loosening their definitions.3

The debate of what should be considered a human rights’ violation revolves on the issues of whatstandards are currently applied, first; and second, what level of the production chain is going to
be screened.4 Take Calvert’s definition of human rights standards, for example: “Calvert avoids
investing in companies that have serious and persistent human rights problems or directly
support governments that systematically deny human rights. For this purpose, Calvert measures aprospective firm against the following criteria:•

Create and implement codes of conduct that cover their entire scope of operations•

Adopt specific human rights standards for their operations and practices;•

Actively address human rights abuses; and•Promote social and economic justice for all people”

How does Calvert define “serious and persistent” human rights problems and why a single
human rights violation does not deserve the same attention for them? Should we imply from thisstatement that Calvert has no problem investing in companies that indirectly support oppressive

3

Note that the lack of standards definition is intrinsically related to our CSR problem, for it leads to the samequestion: how can investors make sure that that their money is not used to finance companies or countries that
[according to Calvert’s definition] do not violate [its] social and environmental criteria but indeed they do?
4

The first issue involves taking the appropriate conventions and international treaties to establish what are humanrights and consequently what is a violation of such rights. Some funds say these conventions are good enough but
others, like Calvert, resist that option and set additional standards that reproduce anarchy in the industry. The second
issue is about what exactly the funds industry is suppose to screen. Should it assess human rights compliance at the
production level, at the business level (up and down the production chain) or both? This in turn is problematic
because depending on what they screen some could argue that it is leaving the human rights scope and enters into
the labor rights terrain which may vary from country to country and therefore, allow the industry to loosen its
criteria.

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regimes? What kind of codes of conduct is Calvert thinking about?, what specific human rights
standards should companies adopt

in order to make Calvert happy?, what does “actively

address” mean for Calvert? What is considered an “abuse” and “social and economic justice”?
No answers to this questions were provided neither in the website, nor in the interviews I
conducted. Some analysts discredit this debate for being “too normative, ultra-orthodox andrelativist” (Kurtz 2005). However, it is the core of the CSR scandals that the mutual funds
industry experienced in 2003. The CSR problem that this paper tries to describe will touch on
this issue back and forth.

IV. Monitoring Process: Who Certifies, Who Verifies?

One way to identify conflicts of interest is by analyzing the process by which an agent earns its
living. In the case of Calvert that implies analyzing the way it achieves the highest rate of return,which is the final product it sells. In order for that to happen, Calvert screens every company’s
financial performance and social records, thus the processes of certifying and verifying acompany are instrumental for the funds’ success.
Unlike other organizations that fight against the concentration of certification and verification
processes in the same company, Calvert’s success depends greatly on that same concentration ofprocesses. Due to the industry’s for-profit nature Calvert has an incentive to prefer financial
returns to ethical compliance; and thus, it has an incentive to certify as many profitablecompanies regardless their social and environmental records. Consistent with the former

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predictions Calvert has its own in-house screening team -the Social Research Department5- thatassesses the social and environmental records of companies previously clarified for investment
by Calvert’s portfolio managers.6
After the portfolio managers identify “financially attractive opportunities” in the NYSE,
NASDAQ and AMEX stock indices, the Social Research Department screens each company
against 7 criteria (Calvert refers to this process as the “Double Diligence research process”):
Governance and ethics, environment, workplace, product safety and impact, community
relations, international operations and human rights, and indigenous Peoples' rights7. Given thelack of in-site visits to the companies8, the information for the screenings comes from open
public sources, including:•

Information using the Lexis-Nexis database and specialized publications.

•

Conversations with company management.

•

Data from US environmental and social regulatory agencies.

•

Discussions with advocacy organizations

Finally, a company qualifies for investment if the Social Research Department finds that it meets
Calvert’s minimum standards (again, this information is not available to the public). Conversely,“if a company fails to meet any of Calvert’s basic social criteria, it is ineligible for investment”9.
Unlike other organizations, Calvert does not issue a certificate that the company can hang on in
the door, however, the certification process which basically consists in assuring the company
5

As of December 2007, 14 analysts comprised Calvert’s Social Research Department each one holding a postgraduate degree and experience in social issues and advocacy (http://www.calvert.com/sri_4857.html)
6
Calvert does not charge any fee to the companies it screens, thus Calvert does not face a potential conflict ofinterest because its income comes from premiums paid by investors and the investments it makes.
7
Neither the website, nor the analyst I interviewed provided information on what specific metrics are used for eachcriteria, which highlights the lack of internationally accepted standards discussed in the previous section.
8
Information provided by Erica Lasdon, Social Research Analyst at Calvert Group.
9(http://www.calvert.com/sri_815.html)

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complies with the certifier’ standards is a de-facto certificate. Figure 2 illustrates Calvert’s
screening process.

Figure 2. Screening Process10

Calvert’s policy is to conduct verifications every year to confirm the company’s compliance withthe social criteria. This process involves the same assessment as in the screening stage and leads
to confirm or de-certify companies based on their social and environmental records. However,as Lasdon pointed out to me in the interview “[Calvert’s] timetable to review companies isgenerally guided by our investment process, so there are many events that may retard a review of10

Diagram elaborated by the author with information provided by Erica Lasdon, Social Research Analyst at Calvert
Group.

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a company, including a financial determination that it is a desirable investment” which meansthat Calvert reserves the right to delay or stop verifications. The red arrow in Figure 2 illustrates
this possibility.
V. CSR Compliance
Since both certification and verification processes are conducted by Calvert under very opaqueconditions, the potential for conflicts of interest is permanently present because there is no way
to question the decisions of the Social Research Department. The lack of transparency during thescreening process enormously shapes the incentives of the actors involved. Table 1 summarizes
the incentives to comply, to cheat and to blow the whistle for Calvert, the screened companies
and investors.
Table 1. Incentives, disincentives and conflicts of interest

CALVERTCOMPLYINFRACTBLOWING THE WHISTLE

Keep customers’ trust

Loyalty to UNIFI

Only when scandals are

Reputation

Keep “desirable investments”

evident

Pressures from investors
Keep market share

Competitive rate of return

Operations expenses

No dispute resolution panels

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Companies

Keep cash flow

Cost-benefit argument

Only “go-beyond-standards”
companies because their

Avoid Corporate scandals

No in-site evaluations

efforts are not rewarded(PR solution)
No random verification

No dispute resolution panels

Avoid boycotts
No dispute resolution panels
Gain new contracts granted
to SR co.
Investors

Align their ethical concerns

Self-research, Media scandal

with financial decisions
NGOs’ pressure

No dispute resolution panels

A. Calvert
The monitoring process described earlier creates pressures for Calvert to pick profitablecompanies with dubious CSR records and then initiate shareholder activism to justify choice. On
the one hand, Calvert has an incentive to comply (or to say it does) with the (auto-imposed) CSR
principles because it seeks to maintain the customers’ loyalty as well as its own reputation, andin addition to that it allows Calvert to keep a market niche untapped by the traditional mutual
funds industry. On the other hand, Calvert faces strong pressures to cheat the CSR principles
because it has to demonstrate to its parent owner (UNIFI) and its clients that the firm’s products
have competitive rates of return. This is why it is not surprising that Calvert announces aheadwhen the certification and verification processes will take place. Even more, Calvert has anincentive to announce ahead what the company’s weaknesses are so it can correct them before

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the verification process takes place11. Only when CSR scandals are evident or investor pressureis unstoppable, Calvert has an incentive to blow the whistle and signal the CSR’ violator.
B. Companies
Companies have incentives to comply because they can maintain the flow of investments and use
the CSR-certificate to win contracts granted only to “CSR-responsible” firms. In addition, theCSR-certificate helps the company to avoid boycotts from customers and thus motivatescompanies to comply with CSR principles. However, the screening process also leaves a wide
room to cheat because Calvert neither conducts in-site visits at the evaluation and verification
stages, nor it evaluates the degree of compliance, so companies can say they do comply when in
reality they don’t and still be eligible for investment. Interestingly, only the companies that go
beyond the minimum requirements of Calvert would have an incentive to blow the whistle
because their efforts are not communicated to investors thus canceling their chances to be
rewarded (Dixon 2004).
C. Investors
Since Calvert’s main difference is the social and environmental screenings it provides, investors
are the more interested in complying with the CSR principles because they see Calvert as the
only fund that can align their ethical concerns with financial decisions. Should investors, themedia, or NGOs discover CSR scandals in companies where Calvert invest, they would have an
incentive to blow the whistle because the company that promised to use their money inaccordance with their values ended up betraying them.

11

Information provided by Erica Lasdon, Social Research Analyst at Calvert Group.

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As Table 1 shows, in only one case Calvert’s incentives to cheat provoke accusations from bothinvestors and companies: the absence of dispute resolution panels. The screening process’s lackof transparency gives companies and investors a great incentive to blow the whistle because they
do not have a mean to question Calvert’s opinions and force it to reconsider its decisions. Not allcompanies would oppose this though, for some would actually benefit from keeping their critics
out; but should a company is no longer satisfactory for Calvert and it believes that decision isunjustified that company has no means to override that decision and therefore would have great
incentives to blow the whistle.
Calvert illustrates that the screening process of the SRI industry plays a critical role in shaping
the attitudes of investors, companies and the fund managers towards the CSR principles. UnlessCalvert makes this process transparent and open to criticism, the company will lose (or perhaps
deepens) its customers’ satisfaction. The nature of the industry (for-profit) and the UNIFI
ownership of Calvert, however, reduce the chances for that to happen.
VI. Why do People Buy Calvert? Sources of Shareholder Trust
Calvert remains as one of the most popular Socially Responsible Funds in the United States
despite the transparency issues of its screening process. Primarily it is the result of a reputation
built upon 30 years of experience and being pioneers in the introduction of social screens.
Nevertheless, Calvert has two instruments from where it extracts most of its shareholders’ trust:the company’s de-certification rate and shareholder advocacy.
A. Refusals and de-certification ratio
According to MISTRA generally 50 to 60% of companies analyzed by Calvert are accepted forinvestments, which means that the remaining 40% of companies are refused by the Social

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Research Department (MISTRA 2001: 26). Unfortunately there is no benchmark to determine if
this figure is large or small, but even if it were one, its usefulness would be minimal given thelack of international standards agreeable for the SRI industry. 12 However, this number iscapitalized by Calvert who uses it as a proof of the company’s strictness with social screenings.
In addition, Calvert publishes every year a list of companies that no longer receives investment
based on CSR reasons. Sometimes the companies de-certified are big firms that, because of theirweight, increase the investor’s confidence in Calvert. 13
B. Shareholder Advocacy
As for shareholder advocacy, Calvert has a consistent tradition of filling shareholder resolutions
and using proxy voting at annual stockholder meetings. Shareholder resolutions are filled only
when the dialogue with corporate managers is unsuccessful in persuading a company to takeaction. When the company is a big firm, these resolutions increase Calvert’s reputation for
exposing the corporation’s misbehavior14. All resolutions and proxy voting are available online15, which reassures the company’s compromise with CSR principles and thus, increase theconfidence of investors in Calvert.
But there is one factor that may explain better the investors’ fidelity to Calvert: investors, after
all, expect a return from their money and they may not need assurances that 100% of Calvert’s
investments meet strict social and environmental criteria. Actually, they may stick to Calvert
only because in their view it is better than others. This perception may be reaffirmed by reports
12

Depending on how companies define social standards, their refusal and de-certification ratios will vary. Therefore
any comparison would be meaningless, for we would be comparing apples with oranges. Sierra Club Funds, forexample, excludes 80% of the S&P (Kurtz 2005) which leaves Calvert as a loose screener.
13
In 2007, for example, Calvert stopped investing in Bank of America, 3M, Black & Decker, Home Depot, Target
and 31 other companies (http://www.calvert.com/pdf/6132.pdf.)
14
In 2006, Calvert sent shareholder resolutions to Bank of America for “policies on predatory lending” and to Home
Depot for resisting “diversity data disclosure” ((http://www.calvert.com/pdf/6132.pdf.)
15
http://www.calvert.com/sri_resolutions.html; http://www.calvert.com/sri_7558.html

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of the SRI industry that rank Calvert, Domini, Citizen, Trillium Asset Management and Innovest
as “best-practice” examples in the United States, although all of them recognize thattransparency problems are common in these funds.16 At the end of the day, investors buy Calvert
funds because screening processes are a difficult concept to digest and Calvert’s is the “lessworse” they know. It provides “just the right” amount of compliance that permits competitive
rates of return.
VII. Conclusion“Is your money where your heart is?”, this is how Paul Hawken (2004) starts his report on theSocially Responsible Investing industry (SRI) that, according to him, has failed to respond topeople who want to align their investments with ethical principles. Unlike other organizations
that defend the principles of social responsibility as part of their mission, the mutual funds
industry does not consider that defense as its first and most important priority. This is so because
the nature of the mutual funds industry is for-profit oriented and it cannot stick to social
responsible principles if they hazard substantial rates of return. The reason of why the SRI
industry has failed to the people is, therefore, very simple: the funds’ managers do not always
share the investors’ priorities.

For Hawken, however, the reason has to do more with the concept of SRI. The term “socially
responsible investment” can include funds that invest in companies that overtly violate humanrights or pollute the environment because they only use a “negative screen”: if a company does
not do something –gambling, for instance- or it says it does something even though it does not –such as environmental assessments-, it qualifies for investment (Hawken 2004: 14). Moreover,given the lack of a socially responsible rate of return, investors and the SRI industry wrongly
16

MISTRA 2001, ELLIPSON 2005, MISTRA & SustainAbility 2004, Nelson Capital Invest

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assume that conventional rates of return are a good benchmark to measure the SR funds’
performance. This allowed the SRI industry to sold the idea that SR funds outperformconventional funds and in many cases they manipulated the screening process in order todemonstrate their assertions. Taking Hawken’s arguments in consideration –the broad concept of
SRI and the use of conventional benchmarks to measure SRI performance- it is easy tounderstand the people’s disappointment with SR funds.

What is, then, a Socially Responsible Fund? Hawken concludes that it is a meaningless term andwill remain so “unless the industry reforms in toto, or the portion of the industry that wants tomaintain credibility breaks off from the pretenders and create an association with universally
accepted standards, enforceability and transparency”(Hawken 2004: 17). In sum, the SRI
industry needs to model the behavior that it demands in other companies. For Calvert this is nota feasible possibility, for as we saw it depends greatly on providing high rates of return which inturn depends on keeping standard setting and screening processes under its total control.

Calvert’s CSR problem will continue unless it:• Outsource screening and verification processes to independent third-party certification bodies• discloses a ranking of compliance so investors can reward or penalize companies• implements random in-site verifications so companies would permanently work to improvetheir social records• implements dispute resolution panels where everyone can challenge Calvert and its screeners’
decisions

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In sum, Calvert needs to bring transparency to a vicious process where every one’s incentives tocheat reinforce the other one’s. Calvert’s loyalty to its new owner- UNIFI- and the for-profit
nature of the mutual funds industry impede this reform in the short run, but may be there is room
for an outside-driven change on the hands of investors who, disappointed by Calvert’s betrayal totheir values, could divest their money to other funds and force Calvert to rethink what mission it
promised to honour.

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VIII. Discussion Questions
1. What concrete measures can Calvert take to ensure investors that its SRI principles have notbeen compromised by its acquisition by UNIFI Corporation?
2. Would you invest in a firm like Calvert? Do you agree with the author’s conclusion that the
SRI industry has “failed” people? Why or why not?
3. Given that Calvert evaluates companies based on public information, why would investors
choose to invest in one of Calvert’s mutual funds when they can theoretically create a portfolio
by themselves? Do you believe it is possible to be a SRI conscientious investor and still make agood return? What does the literature say about this?
4. Given the incentives of the various actors of the Social Responsible Investing industry, do you
believe there it is possible for the SRI industry to evolve towards a more credible businessmodel? Is socially-responsible investing a conflict of interest between the investor and the firm
communicating “CSR”? How do you think the SRI industry will evolve? How should it evolveto improve credibility that investments meet CSR goals? What would induce the industry tochange?

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IX. References
Beloe, Seb, Jan Scherer and Ivo Knoepfel (2004), Values for Money. Reviewing the Quality of
SRI Research, SustainAbility & MISTRA: London
Calvert (2004), Corporate Sustainability Report, Calvert: Bethesda
Calvert (2005), Corporate Sustainability Report, Calvert: Bethesda
Calvert (2007), Mutual Funds that Make a Difference, Calvert: Bethesda
Dixon, Frank (2004), Adapting to the Age of Truth: Addressing Systemic Barriers, SRI in theRockies Conference, October 2004
Hawken, Paul (2004), How the SRI industry has failed to respond to people who want to invest
with conscience and what can be done to change it, Natural Capital Institute: Sausalito
Hawken, Paul (2004), “The truth about SRI Mutual Funds”, Common Ground, Dragonfly Media:
San Francisco
Kurtz, Lloyd (2005), The Best Opponent: Social Investing and Its Critics, Nelson CapitalManagement: Haas
Miljöeko, AB (2001), Screening of Screening Process, Report on the Socially Responsible
Investment, MISTRA: Stockholm
Sturm, Andreas and Michael Bade (2005), Socially Responsible Investment by Pension Funds. A
state-of-the-knowledge Report, ELLIPSON: Basel
http://www.responsibleinvesting.org/database/WEB-INF/php/reportMain.php