Commitment In Action
Commitment in action2011 Scotiabank corporate social responsibility Report
ABOUT THIS REPORTScotiabank’s philosophy is to integrate corporate social responsibility into all day-to-daybusiness activities. We measure success not only in terms of financial criteria, but also inbuilding customer satisfaction and employee engagement, maintaining strong governancepractices and supporting the communities we serve. This is evident in the Bank’s balancedscorecard approach to management, which integrates CSR elements into strategicplanning and performance evaluation processes.Contents1Message fromPresident & CEO, Rick Waugh2CSR and the all-Bankbusiness strategy4Corporate Governance andShareholders How Scotiabank GovernsScotiabank’s CSR report complements the Bank’s Annual Report and is a high-levelsummary of the Bank’s CSR strategy and priorities. Scotiabank’s CSR website,scotiabank.com/csr, provides a complete overview of the Bank’s strategy, key performanceindicators and examples of all CSR activities.Stakeholder EngagementEvery year, Scotiabank reaches out to those who regularly read this report to find out howthe Bank is doing. The Bank routinely solicits feedback from a number of stakeholders,including Canadian Business for Social Responsibility, the Consumers Council of Canada,the Financial Consumer Agency of Canada, and its own employees.In 2011, Scotiabank instituted a formal stakeholder feedback exercise by holdingstakeholder focus groups in Vancouver, Toronto and Halifax. Each group provided valuablefeedback and comments on the Bank’s reporting. The focus groups consisted of a broadrange of stakeholders, including suppliers, municipal governments, businesses, non-profits,trade-based and investor organizations, academia and Aboriginal organizations. Board of Directors ReportingStructure Case Study: Anti-MoneyLaundering6 Microfinance Multicultural Banking Addressing CustomerComplaints Case Study: Aboriginal Banking10 Human Rights Leadership Case Study: Scotiabank/CUSOInternational EmployeeFellowship Program14This report also meets the Bank’s commitment to submit a Communication on Progress(CoP) to the UN Global Compact to showcase how the Bank is working towards the tenUNGC principles.For more information on Scotiabank’s Corporate Social Responsibility reporting, visitscotiabank.com/csr/ataglance.On the cover: In Haiti, Scotiabank, in association with Digicel and YellowPepper, launched a “mobilewallet” financial service called TchoTcho Mobile, following last year’s devastating earthquake. The mobilewallet service has helped make banking easy, affordable and accessible to all Haitians, including the 90%who do not participate in the traditional financial system, but most do use mobile phones.It allows customers to perform basic financial functions, such as withdrawals, deposits,transfers and payments.For more information, see page 6 of this report, scan the QR code (left) or visit scotiabank.com/csrEnvironment Reducing our Impact Environmental RiskCommunicating ProgressThe Bank’s key performance indicators and additional data are available in the Appendixto this report.Scotiabank supports the Global Reporting Initiative (GRI), a non-profit organizationthat provides all companies and organizations with a comprehensive sustainabilityreporting framework that is widely used around the world. This framework sets out theprinciples and indicators that organizations use to measure and report their economic,environmental and social performance. Scotiabank reports at a G3 Application Level C,meaning the Bank reports fully on at least 10 Performance Indicators, including at leastone from each Indicator Dimension (Economic, Environmental, and Social).Employees DiversityStakeholders consistently indicated that they want to get a better sense of what CSRmeans to Scotiabank and how it relates to our core business.This report has been designed to address this feedback, and to illustrate through practicalexamples how CSR is an integral part of how Scotiabank does business.Customers Project Financing Case Study: PERU CSR18Communities Bright Future Employee Engagement Case Study: Global HIVAIDS policy21AppendixUN Global CompactIn 2010, Scotiabank became the firstCanadian bank to adopt the UN GlobalCompact (UNGC), a commitment touphold and protect human rights, labour,environment and anti-corruption standardsthrough business practices.In this report, we have identified the areasin which we are working towards the UNGCprinciples with the UNGC logo. For moredetailed information on how we are workingtowards the 10 UNGC principles, please visitscotiabank.com/csr/ataglance.
Scotiabank’s frameworkfor successScotiabank is a leading multinationalfinancial services provider and Canada’s mostinternational bank. Through our team ofmore than 75,000 employees, Scotiabank andFive-point business strategy1.2.3.4.5.Sustainable and profitable revenue growthCapital and balance sheet managementits affiliates offer a broad range of productsand services, including personal, commercial,corporate and investment banking to overLeadershipPrudent risk management and appetiteEfficiency and expense management19 million customers in more than 55 countries.One Team One GoalCulture of collaborationTaking full advantage of business opportunities,synergies, best practices and our global talent pool.ValuesIntegrity We interact with others ethically and honourably.Respect We empathize and fully consider the diverseneeds of others. Commitment We are committed tohelping customers succeed. Insight We use a high level ofknowledge to proactively respond with the right solutions.Spirit We enrich our work environment with teamwork,contagious enthusiasm and a “can-do” attitude.Scotiabank’s strength is evident in thesolid results for 2011.Scotiabank’s core purposeTo be the best atTotal net income5,268 millionhelping customersbecome financially better offby providing practical adviceand relevant solutions.43%:Net income before government taxes30.5%: Employees20%:Suppliers6%:Loan losses0.5%: Non-controlling interest in the netincome of subsidiaries31%: Government taxes69%: Dividends to shareholders/reinvestment in BNS
Maintaining a strong multinational presenceEmployeesworldwide75,362Branches andoffices worldwide2,926Automatedbanking machines(ABMs) worldwide6,260Locations around the worldNorth America: Canada, Mexico, United StatesCentral & South America: Belize, Brazil, Chile,nAreas in red indicate a full rangeof corporate, commercial, tradefinance and retail services.lAreas with a red dot indicateglobal corporate and investmentbanking, or capital marketsbusinesses, Scotiabank or affiliatebank representative offices, orinvestment management or retailoperations with less than 10branches.Colombia, Costa Rica, El Salvador, Guatemala, Guyana, Nicaragua, Panama, Peru, Uruguay, VenezuelaCaribbean: Anguilla, Antigua and Barbuda, Aruba, Bahamas, Barbados, Bonaire, British Virgin Islands,Cayman Islands, Curaçao, Dominica, Dominican Republic, Grenada, Haiti, Jamaica, Puerto Rico, St. Eustatius,St. Kitts and Nevis, St. Lucia, St. Maarten, St. Vincent and the Grenadines, Trinidad and Tobago, Turks andCaicos, U.S. Virgin IslandsEurope & Middle East: Dubai, Egypt, France, Ireland, Luxembourg, Netherlands,Russia, Turkey, United KingdomAsia/Pacific: Australia, China, Hong Kong SAR – People’s Republic of China,India, Japan, Korea (Republic of), Malaysia, Singapore, Taiwan, Thailand, VietnamBusiness platformsCanadian BankingInternational BankingGlobal Wealth ManagementNet income*Net income*Net income*1,8621,4851,218Global Banking and Markets(formerly Scotia Capital)Net income*1,184 32% of Scotiabank’s total net income**26% of Scotiabank’s total net income**21% of Scotiabank’s total net income**21% of Scotiabank’s total net income**Providing a full suite offinancial advice and solutions,supported by an excellentcustomer experience, to retail,small business and commercialmarkets in Canada.Providing a full range ofpersonal and commercialfinancial services acrossthe Caribbean and CentralAmerica, Latin Americaand Asia.*2011 ( millions). ** % of 2011 net income, excluding otherCombines Scotiabank’s wealthmanagement and insurancebusiness in Canada andinternationally, along with theGlobal Transaction Bankinggroup.Scotiabank’s wholesalebanking arm offers awide variety of productsand services to corporate,government and institutionalinvestor clients globally.
A MESSAGE FROM PRESIDENT AND CHIEF EXECUTIVE OFFICER RICK WAUGHThroughout Scotiabank’s history, we have been dedicated to operating with integrity and forging meaningful connections withemployees, customers, shareholders and the communities we serve.We do this because corporate social responsibility (CSR) is deeplyrooted in Scotiabank’s business and culture. In fact, CSR is embeddedin each priority of the Bank’s five-point strategy — whether it is byfocusing on customers’ needs, providing employees with a workplacewhere they can thrive, paying close attention to governance, beingenvironmentally aware, or rallying support for local communities.In 2012, we will continue to grow the EcoLiving program, our keyenvironmental initiative that helps Canadians make greener choices fortheir homes and reduce their environmental impact. And every year,we increase the scope of our CSR reporting, which today covers 87%of our multinational operations. We will look to increase that numbereven further next year.In 2011, Scotiabank took its CSR commitment even further with someexciting new programs, initiatives and successes.I encourage you to visit our website, scotiabank.com/csr, to learnmore about Scotiabank’s commitment to social responsibility and ourprogress throughout the year.For example, we created a global HIV-AIDS strategy late last year tocontinue to battle this life-threatening disease, as well as fight thediscrimination and stigma around it. The strategy is a key part of ourcommitment as a signatory to the UN Global Compact, but moreimportantly it is good for customers, employees and shareholders inall our communities, including emerging markets, where we operate.And that also makes good business sense.In January, we launched Scotiabank Bright Future, a globalphilanthropic program that brings together the insight of our partners,the spirit of our communities from around the world and, mostimportantly, the passion of our employees — my fellow Scotiabankers.Everyone on this team, which is now over 75,000 strong, bringsScotiabank Bright Future to life through countless volunteer hours andfunds raised for their communities.Scotiabank’s strong core values have inspired us, individually andcollectively, for some 180 years, to give back in meaningful ways. Weare proud of what we have accomplished as a team so far — but wealso know there is still much more to do.As Scotiabankers, we believe business has a responsibility to operateethically and with integrity for the benefit of all stakeholders. We alsoknow there are deep connections between successful businesses andvibrant communities. This is the driving force behind corporate socialresponsibility at Scotiabank, and I am excited about the possibilitiesahead as we continue working toward a bright future.Scotiabank CSR Report 2011 1
Corporate Social Responsibilityand Scotiabank’sbusiness strategyScotiabank’s strategy supports its core purpose of helping customers become financially better off byproviding practical advice and relevant solutions. It defines where the Bank is going and how it is going toget there. The strategy guides the Bank’s success and its focus on customers, diversity, strength and stability.Scotiabank’s CSR priorities are fully integrated into the Bank’s five-point business strategy, enriching itthrough key CSR initiatives.Scotiabank’s Five-pointbusiness strategyCSR is an integral component ofScotiabank’s five-point strategy.1Sustainable & Profitable RevenueGrowth is about focusing oncustomers. Customers want clear andeasy access to services and they want to dobusiness with an ethical financial institutionthat is also engaged with the community,is environmentally aware and treatsemployees fairly.2Capital & Balance Sheet Managementensures that the Bank is secure andable to support growth. This is whereCorporate Governance plays a role in steeringthe organization toward long-term success.3Leadership is about developing abroad spectrum of talent to ensure wehave the right people to implementour strategy. Employees expect their employerto be ethical, respect human rights and to be aplace where they can thrive and where they canparticipate in philanthropic activities.4Prudent Risk Management & Appetiteis about balancing the expectationsfor growth against risk throughoutthe organization. Corporate governance effortshelp ensure that this balance is achieved bypaying attention to global trends and ensuringthe Bank meets its regulatory responsibilities.Environmental concerns also play a role in riskmanagement: environmental risk refers to thepossibility that environmental concerns involvingScotiabank or its customers could affect theBank’s financial performance and reputation.5Efficiency & Expense Management isabout continually improving the way wedo business. The Bank’s environmentalinitiatives contribute to this substantially. Inreducing our environmental footprint, we areconstantly finding ways to be more efficient thatalso benefit the environment.2 2011 Scotiabank CSR ReportBalanced ScorecardScotiabank’s balanced scorecard is designedto achieve consistency in strategic focus andmeasurement across the organization. TheBank’s balanced scorecard includes specificobjectives for financial performance, customerservice, operational achievement and theemployee experience. Corporate SocialResponsibility is included in the operationalquadrant, which reinforces CSR as integral toScotiabank’s business.CSR Advisory CommitteeThe CSR Advisory Committee was startedin 2005 and consists of a group of seniorExecutives from across Business lines andcorporate functions. The committee providesinput on key CSR issues and champions CSRinitiatives in all business areas. The Committeeis chaired by the Bank’s Vice-President ofCSR, Kaz Flinn.
Scotiabank’sFive-Point Strategy12Sustainable &ProfitableRevenueGrowth5Efficiency& ExpenseManagementCapital &Balance SheetManagementScotiabank's core purpose is:To be the best at helpingcustomers become financiallybetter off by providingpractical advice andrelevant solutions.3Leadership4Prudent RiskManagement& AppetiteScotiabank helps to build bright futures worldwide through ethical banking practices,environmental awareness and a commitment to communities.Scotiabank’s CSR PrioritiesCorporate Governanceand ShareholdersThe Board of Directors isultimately accountable for theBank’s actions and results.CustomersScotiabank’s core purpose isto help customers becomefinancially better off.EmployeesEnvironmentCommunitiesScotiabank aims to providea place for talentedemployees to thrive.Scotiabank’s integratedapproach to environmentalissues helps improve the Bank’senvironmental footprint.Through the Bright FutureProgram, Scotiabankcontributes to communitiesand causes across the globe.Scotiabank CSR Report 2011 3
CSR COMMITTED TO MAKING A DIFFERENCESTRATEGY2, 4PRINCIPLE 10Corporate Governance andShareholdersCorporate governance refers to the oversight mechanisms,such as policies and procedures, and the ways in which acompany is governed.BOARD OF DIRECTORS REPORTING STRUCTUREAPPOINTELECTREPORTGovernance at Scotiabank An effective corporate governancestructure is crucial to the sound functioning of the Bank. As amultinational financial institution, it is the Bank’s duty to ensure thatpractices and policies meet or exceed local, Canadian andinternational governance standards and requirements, and also, thatthe interests of diverse stakeholders around the world arerepresented in a balanced way. A solid foundation of openness,integrity and accountability has positioned Scotiabank well in thiseconomic climate by building and maintaining strong, enduringrelationships with customers and other stakeholders in thecommunities in which the Bank operates.The Board of Directors is elected by shareholders to supervise themanagement of the business and affairs of Scotiabank, with a viewto enhancing long-term shareholder value. All directors nominatedfor election at Scotiabank’s Annual General Meeting on April 3rd,2012 are independent, except for one – Mr. Waugh, President andChief Executive Officer of Scotiabank. The independence of directorsis particularly important because independence, or impartiality, helpsthe Board better monitor management’s performance andencourages a balance of interests.Scotiabank’s Guidelines for Business Conduct, which are approved bythe Board of Directors, serve as the Bank’s code of ethics – aframework for ethical behaviour based on Scotiabank’s mission andvalues and on applicable laws and regulations. All directors, officersand employees of Scotiabank must annually acknowledge adherenceto the Guidelines for Business Conduct.APPOINTBOARD ility for the Bank’s actionsand results is shared by all employees,and ultimately rests with the Board ofDirectors.”The UN Global Compact includes a principle againstcorruption, asking signatories to take proactive measuresagainst bribery, extortion and other forms of corruption,and also to develop policies and concrete programs toaddress corruption. In 2011, Scotiabank Mexicoparticipated in a UN global study of anti-corruptionpolicies. One of Scotiabank Mexico’s anti-corruptionSpecific responsibility for corporate governance at Scotiabank restswith the Corporate Governance and Pension Committee of theBoard, which is composed entirely of independent directors.Scotiabank regularly reviews its corporate governance policies andprocedures at all levels, and the Board of Directors is committed toreviewing trends and evolving best practices. The Board alsoimplements changes to the Bank’s corporate governance frameworkwhere appropriate.4 2011 Scotiabank CSR Reportpolicies is to annually provide employees with an onlinetraining course in Scotiabank’s Guidelines for BusinessConduct. Scotiabank also has a global Anti-CorruptionPolicy and Guidance manual available to all employees.
N. Ashleigh Everett – Chair,Corporate Governance andPension Committee andJohn C. Kerr – Chair,Human Resources Committee.John T. MayberryChairman of the BoardMichael J.L. Kirby – Chair,Audit and Conduct ReviewCommittee andAllan C. Shaw – Chair,Executive and Risk Committee.“The Bank has been successful by centralizing transaction screenings in Canada,which helps to ensure that the bank meets all global standards efficiently andeffectively and in a balanced way.”CASE STUDY: Anti-Money LaunderingScotiabank, as part of the global financial community conducting business around the world, is committed to preventing our products,services and delivery channels from being used to facilitate illegal activity. The Bank has developed extensive Anti-Money Laundering/Anti-Terrorist Financing policies and procedures.The Board of Directors is responsible for the integrity of internalcontrols and compliance with laws and for maintaining the AntiMoney Laundering/Anti-Terrorist Financing Program.Scotiabank’s Chief Anti-Money Laundering Officer, who answers tosenior management and the Board of Directors, implements andmaintains the Anti-Money Laundering/Anti-TerroristCompliance Program.Ron King, Scotiabank’s Chief Anti-Money Laundering Officer,explains that, across the organization, employees are motivated toimplement anti-money laundering programs and policies. “First andforemost, it’s a regulatory requirement to follow the law. But perhapsmore importantly, it aligns with the Bank’s core values. Scotiabankemployees consider legal compliance a higher cause.”As a bank with operations in more than 55 countries, establishingstandards and building awareness and control is a complex task.All international branches and subsidiaries are required to meetScotiabank’s stringent standards and must also comply with allapplicable local laws and regulations of each jurisdiction. Kingexplains that the Bank has been successful by centralizing transactionscreenings in Canada, which helps to ensure that the Bank meetsall global standards efficiently and effectively and in a balancedway. “It’s very important to ensure that our processes are minimallyobtrusive to customers and employees,” says King.Scotiabank’s efforts in anti-money laundering and anti-terroristfinancing are linked to two overarching priorities: sustainable andprofitable revenue growth and prudent risk management andappetite. Part of revenue growth is ensuring that we have theproducts and services customers want and need. The Anti-MoneyLaundering group works with business lines to ensure that regulatoryobligations are met as efficiently as possible with every new product,service or delivery channel.Scotiabank’s risk management strategy is part of the Bank’s culture,particularly when deterring and detecting illegal activities. “We havea risk-based approach,” says King, “we work diligently to identifyrisk and exposure.”Scotiabank CSR Report 2011 5
CSR COMMITTED TO MAKING A DIFFERENCESTRATEGY1PRINCIPLE 1CustomersScotiabank’s core purpose is to be the best at helpingcustomers become financially better off by providing practicaladvice and relevant solutions. In more than 55 countries,Scotiabank looks to provide the right products and solutionsto meet the unique needs of customers.Microfinance Part of helping people become financially better offis making sure that they are able to access banking services.Microfinance can provide a range of services such as credit, savingsand insurance to low-income and self-employed individuals.Scotiabank supports innovative microfinance services to small-scaleentrepreneurs and micro-business owners through dedicated andexpert business units in Peru, Chile, Dominican Republic, Guatemalaand Jamaica. Not only does microfinance help individuals and theirfamilies with their financial needs, it has also been shown to improveeconomic development across entire communities.Scotiabank defines microfinance clients as self-employed ormicro-business owners with annual gross revenues belowCDN 100,000 who need funding to invest in the development andgrowth of their business. In Chile, for example, Scotiabank providesbanking services for micro-business owners, serving over 20,000borrowers with average loans of just under CDN 3,000. They alsoprovide credit cards, personal loans, mortgage and educational loansfor these business owners.Some of Scotiabank’s microfinance operations provide free financialliteracy programs to clients and non-clients to strengthen basicbusiness and finance management competencies. Scotiabank plansto expand the coverage of these programs in 2012.Mobile Wallets in HaitiOver one-third of Haitian banks were destroyed in thedevastating earthquake of 2010. Over 90% of thepopulation needed a way to store and have access to moneyand while they didn’t have access to a traditional bank, mostof them use mobile phones. With that in mind, Scotiabanklaunched a “mobile wallet” financial service called TchoTchoMobile, in association with Digicel and YellowPepper.“Helping individuals and their familieswith their financial needs andThe mobile wallet service has helped to make banking easy,affordable and accessible to all Haitians. Users can nowsafely store money, receive payroll or payments, make billimproving economic developmentpayments and purchases, among other services. It has beenacross entire communities.”access to mobile banking and can contribute to thea resounding success as over 100,000 Haitians now haveeconomic redevelopment of their nation.Scotiabank and Digicel together won the 2011 Global TelecomsBusiness Innovation Award for Consumer Service Innovationfor this affordable product for the people of Haiti.6 2011 Scotiabank CSR Report
Multicultural Banking With our multinational footprint,Scotiabank has a unique perspective on the varying needs ofnewcomers arriving in Canada. Scotiabank consistently reaches outto Canada’s newcomers, offering services in many languages. Inaddition to providing multilingual products and services, Scotiabankemployees reflect the diversity of the communities where the Bankoperates. The Bank actively recruits and welcomes employees frommulticultural communities who understand and embrace the culturalnuances of its customers and who can speak their languageof choice.Scotiabank employees understand that newcomers to Canadaconsider how to build their new lives before their arrival. In India andChina, through Scotiabank branches and a partnership with ChinaEverbright Bank, newcomers can establish their banking relationshipswith Scotiabank in Canada prior to leaving their country.In 2011, arriving through Toronto and Vancouver’s internationalairports, 130,000 newcomers received a free settlement kit: theNewcomers to Canada DayPlanner, published by the CanadianFoundation for Economic Education and supported by Scotiabank.The planner provides the information they need to start a new lifein Canada, including advice on how to rent or buy a home, how tofind a job and how to access healthcare and learn about theeducation system.As many newcomers maintain ties back home, Scotiabank haspartnered with Western Union to help them send money throughbranches across Canada (or through Scotia OnLine Financial Services)to more than 400,000 Western Union agent locations in 200countries and territories.The Scotiabank StartRight Program—available in eight languages—was designed specifically for newcomers to make settling in Canadaeasier. The program offers newcomers easier access to credit, freeday-to-day banking for one year and a variety of other investmentand borrowing products and services customized to meet theirunique needs.Photo: Manuel Peñaloza, a Microfinance client in Chile creates oil paintings, and artisanal altarpieces made out of wood, paste, polish, water enamel, and patina. Foreleven years he has been working on his craft, and his artwork is sold to business owners that showcase it at the Galerias de Arte located in the Mall of los Muebles delPersa Bio Bio, Chile.Scotiabank CSR Report 2011 7
.including George Marlatte,Senior Vice President of Scotiabank’sPrairie Banking RegionOn October 14th, 2011,Scotiabankers,.joined the Right HonourablePaul Martin PC,MPScotiabank Retail Customer Loyalty (Canada) - Top Box.Entrepreneurship Program.with enthusiastic studentsScotiabank Retail Customer Loyalty (Canada) - Top Box2009Scotiabank Retail CustomerLoyalty (Canada) – Top BoxScotiabank Retail Customer Loyalty (Canada) - Top Box53%53%56%20092010201120102011Small Business CustomerLoyalty (Canada) – Top BoxSmall Business Customer Loyalty (Canada) - Top Box51%53%55%200920102011Small Business Customer Loyalty (Canada) - Top Box2009201020111. Contact the local branch management or contact centre,2. Contact the Scotiabank Office of the President, and3. Contact the Scotiabank Ombudsman.200920102011Scotiabank’s small business customer loyaltyindex is based on results from an internalsurvey, and is a key indicator of our customers’loyalty to Scotiabank.Scotiabank Retail Customer Loyalty (International Banking)Top Box refers to the proportion of customerswho provided the highest rating based on afive-point rating scale.Scotiabank Retail CustomerLoyalty (International Banking)Through Your Customers’ Eyes,InternationalBankingIB ) Banking)ScotiabankRetail %2011Scotiabank Retail Customer Loyalty (International Banking)200920102011*Customer Loyalty Index (CLI) is a compositescore, which is the average of the proportionof Top Box responses (highest ranking on afive-point scale) across four loyalty questions.2009201020118 2011 Scotiabank CSR ReportAddressing customer concerns We take customersconcerns seriously—it is how trust is earned and how relationshipsare maintained.There is a three-step customer process for the escalation ofpersonal banking and small business customer concerns:Small Business Customer Loyalty (Canada) - Top BoxTop Box refers to the proportion ofcustomers who provided the highestrating based on a five-point rating scale.at the Oscar Lathlin Collegiate.200920102011If a customer still feels their concern has not been satisfactorilyaddressed, they may contact the Ombudsman for Banking Servicesand Investments, an independent organization that investigatescustomer concerns about financial services providers.Internationally, Scotiabank locations follow similar complaintmanagement processes, which vary according to local needs orregulatory requirements.
.in The Pas, northern Manitoba.to launch.the first ever on reserveMr. Martin was honouredby the community,.Chief Michael Constant.and students.CASE STUDY: Aboriginal Financial ServicesIn Canada, Scotiabank operates a network of 22 Aboriginal Banking Centres, including four on-reserve branches. Scotiabank branchesserving Aboriginal communities are encouraged to purchase products and services from Aboriginal-owned businesses or to offeremployment and training opportunities to local community members.Scotiabank has long focused on the advancement and educationof Aboriginal youth. In 2011, Scotiabank launched a partnershipwith the Martin Aboriginal Education Initiative (MAEI), to providementorship programs in Winnipeg and Edmonton, wherebysecondary school students are being mentored by Scotiabankemployees.In October 2011, the Martin Initiative and Scotiabank onceagain partnered to launch a first-of-its-kind on-reserve youthentrepreneurship program at Oscar Lathlin Collegiate at OpaskwayakCree Nation. “It is an exciting and groundbreaking program”,explains Lee Walker, Director, Ab
This is evident in the Bank’s balanced scorecard approach to management, which integrates CSR elements into strategic planning and performance evaluation processes. Scotiabank’s CSR report complements the Bank’s Annual Report and is a high-level summary of the Bank’s CSR strategy and priorities. Scotiabank’s CSR website,
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Organizational Commitment Questionnaire (OCQ) measure three commitment factors: acceptance of the organization’s values and goals, willingness to work to help the organization, and a desire to remain with the organization. Organizational Commitment Scale (OCS): measures three aspects of commitment: identification, exchange, and affiliation
Oct 20, 2021 · Commitment F: Supportive Housing Grant 750,000 Commitment G: Homelessness Services 500,000 Commitment H: Capacity Building 1M Commitment K: MWBE Advisor & Technical Assistance 50,000 TOTAL 15.3 M *This commitment is in addition to the 45M - 52M incremental tax-revenue generated by the Ion District Development for affordable housing.
behaviors, job performance, absenteeism, and tardiness (Meyer et al., 2002). Meyer and Allen (1997) provide a comprehensive overview of the theoretical lineage of this model. Key words: Organizational commitment, affective commitment, normative commitment, continuance commitment. 1. Introduction Employee is the main resource for the organization.
Overview of Action selling Work through the 9 steps Role plays. ACTION SELLING - PART 1 INTRODUCTION, ACTS 1 AND 2. LEARNING OBJECTIVES . List the 6 key checkpoints in the Action Selling process. ACT 7 ASKING FOR COMMITMENT 60% of sales people donÕt ask for a commitment Why? They donÕt have a plan
5. Action Plan Template – a snapshot 7 6. Action Plan elements 10 6.1 General information 10 6.2 Overview of the Action Plan 11 6.3 Standard requirements 12 6.4 Action to address Standard requirements 14 6.5 Resources required 16 6.6 Action lead(s) 16 6.7 Action partners 17 6.8 Stakeho
6 Action 1: Te Aorerekura is supported by a clear investment plan Action 2: Agencies integrate community-led responses Action 3: Strengthen wāhine Māori leadership Action 4: Wāhine Māori leadership succession Action 10: Develop and implement trauma-informed family violence and sexual violence capability frameworks for specialist workforces Action 11: Agencies implement capability .
commitment is strictly beneficial, even when the monopolist can price discriminate. If autarky consumption is sufficiently non-decreasing, commitment is strictly harmful. In this case, the consumer dislikes access to commitment, but adopts it as a response to the threat of her
