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And I think incentives are super important. I find little elements of kindness in every day, because I think that sometimes change happens in small doses rather in large ones. So from an S standpoint, just view it very much as a first principle. Maybe I'm getting to that stage of life. 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. Ross Cartwright: I mean, that's all really quite fascinating. You mentioned the dog's a recent edition. Nicole Zatlyn: Yeah, well, you know, in hindsight, it wasn't like there was a straight arc from that five year old self to hey, and let's be an investor. And even just what I hadn't appreciated in that was maybe that set the precedent for how we think about sanctions, diplomatic sanctions. That part, certainly the governance part was always pretty much present in fixed income as a whole. I think there's also a meta point there around what mental models can we take from other fields and apply them to finance to give us an edge. I find mfs like you really interesting times. And some that really require patience and time, and always engagement at every point in time, whether they're short-term decisions or long-term decisions in the portfolio. Vish Hindocha: That's incredible.

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When you're thinking about governance for a country, you're thinking about political stability, the administration in power. Well, it wasn't the most direct way. Over time, we've witnessed that the price elasticity of the product is very, very low. And then on the team that we're always talking about, again coming back to those first principles of what's the moat? And, you know, that was very evident to me as a five year old in that intersection. And sometimes actually, management or issuer teams, because sometimes the discussions are with sovereigns. I find mfs like you really interesting jokes. So I think what he means by that, what I interpret he means by that is there's a kind of core set of ethics, i. e., "In this team, we believe in putting our clients first.

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Anything else that you think was a sort of blind spot for us in season one? It stresses on me the need to be vigilant, the need to monitor what is going on with these businesses all the time and to stay ahead of the ability to maintain and manage the pricing power. Stream i find mfs like u really interesting bro by groovy bot | Listen online for free on. The dog started getting training and suddenly the training stopped because the person couldn't come anymore. They managed to convince me to go down to that trading floor and fell in love with the enormous amount of opportunities to make money in the asset class.

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I was going to say, I think we have parallel trajectories there. So back to your point on data earlier, which is so important. Has that happened yet in a meaningful way to your mind or are we not quite there yet? I love to analyze them. I find mfs like you really interesting guy. The first experiment is about democracy and how we think it's a God-given right to have democracies, but that hasn't always been the case. And the holistic approach comes from connectivity and being able to draw from other areas and having that more generalist view rather than... So, you know, I have it completely integrated into my philosophy, which also includes finding very strong management, finding companies that have very strong moats, which is also companies that have strong control over their balance sheet so that they control their destiny, and includes very strong valuation parameters. I thought that was again, a very thoughtful gesture. 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. Maybe not the absolute kindest but a kind thing that someone has done for you?

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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? Again, a few weeks later, they sent me in the post some Pokemon cards in Japanese for them. Pilar, you mentioned a couple of things and we planted a flag earlier that I said we might come back to of taking a more holistic approach. Raw material prices have increased, whether that be metal pricing, energy pricing, freight costs, supply chains, disruptions.

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So they've gone through all these, and they're really in the, the Act phase. But in terms of combining the E, the S, and the G, I can give you an example over the last several years with an auto manufacturer that had significant governance issues. Vish Hindocha: Amazing. So when we ask a question about sustainability, it's not for the sake of just sustainability itself. 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. 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. Because again, they're not separate, they're together. Nicole, earlier you talked about, some of the serendipity in your life in terms of the professor and some of your mentors in New York. Well, we talked before about getting some outside voices. Nicole Zatlyn: If I could sum it up in, in one sentence, climate is the biggest risk for many of our investments. I think it also gets to a lot of what we talk and think about in the realm of sustainability or ESG investing is really the fact that this lives in intangible aspects and facets of investing that are really, really hard to quantify short term, and actually can manifest themselves in very erratic and episodic ways that are hard to measure point to point. The thing that keeps me so passionate and so excited is that the market provides us with challenges every day and we have to navigate those challenges for the benefit of our clients.

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So first of all, I'd say it gets tested all the time. That requires even more constant engagement, and we've had again, meetings with them on a number of occasions. So we're all on the same page. I do find that if I'm going to read a book, it tends to be less about fixed income. It was very comprehensive, but we had an hour of the chairman of the board's time talking about culture and some of the changes that he's making. And those are the core that you always grab as a safety blanket, as you jump into the ever-changing world. I'll start and think about for me. So there's a whole host of types of work in order to really implement the top-down, but the top-down is necessary in order to be a catalyst to get the work going. So there's one that we've spoke about a little bit more, which is in terms of really paying attention to the composition of the workforce, and the investment in the workforce, and the opportunities for growth and development, you know within the company itself. 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.

And of course, it is a risk. Pilar, what's the kindest thing anyone's ever done for you? I think short-termism and long-termism could definitely be a theme that we pick it up next season. A piece of work that we talk about a lot is in behavioral psychology and using some of the learnings and the applications there to think about what will it take to actually move the needle on some of these issues, and how will the real economy actually evolve, be it on the net zero transition or how it thinks about human rights or inequality. Nevin Chitkara: I think initially when there is change, government or society has to really mandate change, oftentimes with a sledgehammer, and things have to be worked through. I've certainly learned a lot and it's been a fascinating journey, so looking forward to season two. We believe in the way in which we approach core problems and what our mission is. "

It seems very clear to me that those companies that have the ability to manage this pricing power or to manage inflation better and maintain their pricing power margins and increase that through this are going to stand out and we need to be focused on those businesses and avoiding the ones that are going to struggle. So, and again, everything's interrelated too, so there's the first order effects, and then there's a second, third order effects of that kind of spend. That if we understand the individual component parts, we can add that up. David Falco: Additionally, these products can provide energy savings. Ross Cartwright: Dave, in your own words, what is pricing power? And, you know, today, they don't have their scope one, two, three emissions disclosed. I mean, this is what we do every single day, with every single company with with all the different industries. Vish Hindocha: And on that, I've got to admit to everyone, when you came back from Alaska and you had done some wild hiking, I was extremely jealous in the late summer last year of some of your pictures. It's something that, again, we're kind of trying to get at, especially because over a long period of time, you probably will see it even if you don't in the next quarter or two. So whether it's models from ecology where you might typically find systems thinking, or psychology, or even engineering.

I'm going to have to come up with a menu-based analogy for you later on. Everything in the founder level plus a customizable L. TACO merch box. And therefore, we want people in the team who will solve problems in different ways and bring different mental models to bear, and therefore as a collective we're better off from it. Well, so building on that, and thinking about how you've internalized that into your own investment philosophy, maybe we sort of start there before we dig into, you know, ESG sort of topics. Been great to have you on. 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.

And what are those opportunities? And, and maybe tell us some of the work that you think the Climate Working Group has been able to do to bring that to MFS. Inflation is front and center in every newspaper you care to open at the moment and a common question with inflation and equity portfolio managers or equity investors is how do you manage the portfolio with inflation in mind? So Disclose their missions, we need that disclosure. Because the level of change that we're seeing, and we can see this through sustainability, is ever increasing. It was a short speech, but very powerful, just to bring back again, the essence of the main changes that we've had in societies. So we've had the science for decades and decades, and we're now starting to talk a lot about this, which couldn't be a better thing. And from there on, jumped into the world of investment banking, again, unsure whether I wanted to do capital markets or in fact, investment banking.

You mentioned reading. I feel like every day that I come to work, I'm helping somebody retire with dignity, and somebody who's worked long hours be able to enjoy their savings. It has a really strong distribution, and has invested a lot, has paid a lot of attention to their innovation engine. I think a lot of our job is really to ask the right questions. So that gives us a lot of perverse incentives where instead of doing things for the long term, which often relate very closely with what's kind of sustainable in the true meaning of the word, companies are forced or incentivized to take action in a way that actually just maximizes short-term value. And therefore, you then can discern what is important for your investment thesis, for your portfolios, for your clients, rather than getting distracted by the barrage of information and data that we get subjected to every single day. Well, I am passionate about the world of ideas. And really importantly, how is management viewing that, thinking about that and what are they doing around some of the issues that do arise?