Corporate Social Responsibility Report 2017
CORPORATE SOCIAL RESPONSIBILITYREPORT 2017
ABOUT SCOTIABANKScotiabank is Canada’s international bank,and a leading financial services provider inNorth America, Latin America, the Caribbeanand Central America and Asia-Pacific.We are dedicated to helping our 24 millioncustomers become better off through abroad range of advice, products and services;including personal and commercial banking,wealth management and private banking,corporate and investment banking and capitalmarkets. With a team of more than 88,000employees and assets of over CAD 915 billion(as at October 31, 2017), Scotiabank tradeson the Toronto (TSX: BNS) and New YorkExchanges (NYSE: BNS).Leadership& talTransformationBusiness MixAlignmentCustomerFocusStrong Risk CultureWhy We believe every customer has the rightWe Bank: to become better offCulture:Shift to become more CUSTOMER-FOCUSEDand PERFORMANCE-ORIENTEDOUR STRATEGIC AGENDAScotiabank’s Strategic Agenda includes five highlyintegrated components: Customer Focus: the core of our StrategicAgenda is our 24 million customers, ensuringthat the voice of the customer is directlyembedded into everything we do, on acontinuous basis. This is a reflection of ourpurpose, “We believe every customer has theright to become better off”. Leadership: strengthening the Bank’s leadershipcapabilities with an infusion of new leaders fromother businesses and industries, as well asdeveloping existing leaders through investmentsin learning and leadership development, hasbrought depth and a diversity of thought thatcontinues to improve our strength and efficiency. Structural Cost Transformation: becomingmore efficient while continuing to improve ourcustomers’ experience and embracing changeas a strategic advantage for the Bank. Digital Transformation: to better serve ourcustomers and become more efficient, includingthe Digital Factory network which is a driver ofinternal innovation. Business Mix Alignment: enhancingprofitability, ensuring that financial resourcesare well-deployed and well-aligned with ourStrategic Agenda.
INTRODUCTIONCSR AT IRONMENTAPPENDIXABOUT THIS REPORTScotiabank’s 2017 annual Corporate Social ResponsibilityReport (CSR) shares our performance and achievementsrelated to Environmental, Social and Governance (ESG)factors and outlines how Scotiabank engages with itsstakeholders. We continue to evolve our approach in linewith our stakeholders’ expectations. This year’s CSR Reportfocuses on core themes that Scotiabank and its stakeholdersconsider to be most important to the Bank, providinghighlights of our progress in 2017 on our CSR priorities.Scotiabank has used the Global Reporting Initiative (GRI)framework for CSR reporting since 2005. We have preparedour 2017 CSR Report in accordance with GRI’s Standardsframework, fulfilling the requirements of a Core report.Scotiabank reaffirms its support of the Ten Principles ofthe United Nations Global Compact (UNGC) in the areasof human rights, labor, environment and anti-corruption.This report also constitutes our UNGC Communicationon Progress and describes the actions we are taking tointegrate the Ten Principles into our business strategy,culture and operations. Fundamental to this commitmentis our global Human Rights Statement and approach.Scope of ReportingThe scope of our reporting for this CSR Report andassociated GRI Index includes information from November 1,2016, through October 31, 2017, for Scotiabank and its fullyowned or major operating subsidiaries. The report providesan overview of our framework, priorities and selectedinitiatives for our fiscal year 2017.www.scotiabank.com/csrCompanion DocumentsThe following documents are companion pieces to theCSR Report, including:2017 Global Reporting Initiative(GRI) Index and UNGC Communicationon Progress (in this report)Public AccountabilityStatement (Canada)WebsiteAnnual ReportManagementProxy CircularCONTENTSIntroduction1CSR at Scotiabank4Governance:Maintaining TrustCustomers:Access to FinanceFinancial Knowledge1CORPORATE SOCIAL RESPONSIBILIT Y – REPORT 201712131720Employees:Diversity and InclusionCommunity:Investing in Young PeopleEnvironment:Responsible FinanceClimate ChangeAppendix:GRI Standards Index 2017Awards23273134373765
INTRODUCTIONCSR AT IRONMENTAPPENDIXPRESIDENT AND CEO’S LETTER In continuing to support a healthy environment, we were proudto announce our Greenhouse Gas emissions reduction target wasmet one year early in 2016. This year we expanded that targetglobally, to cover our entire footprint, and have committed to a10% GHG reduction by 2021. We set an internal price on carbonat CAD 15/tonne of CO2 to help advance us towards this goal.In addition, as part of this environmental commitment, in Februarythis year Scotiabank pledged its support for the Taskforce forClimate-related Financial Disclosures (TCFD).Brian PorterPresident andChief Executive OfficerI am pleased to introduce Scotiabank’s 2017 Corporate SocialResponsibility Report, which tracks the progress we are makingagainst our CSR Strategy, titled: Better Future, Better Off.The priorities set out in this report were developed to reflectour commitment to making a real and lasting difference incommunities across our footprint.Scotiabankers are a critical part of the economic and social fabricof the countries in which we operate – this is a responsibility thatwe take seriously. That is why, in 2017, Scotiabank employeescontributed more than 403,500 hours of volunteering andfundraising time, and the Bank contributed more than CAD 80million globally in donations, sponsorships and other formsof assistance.The Bank’s role in the community is about more than philanthropy.Let me give you four examples of some of our exciting CSRachievements in 2017: As part of our commitment to Young People in the Community,last year, we built soccer fields for children in Peru and Mexico,and through our sponsorship of soccer leagues, across LatinAmerica, thousands of young people had the opportunity to play,make new friends and gain confidence. Here in Canada, wesupport hockey at all levels. In 2017, the Bank reached theimportant milestone of supporting more than 8,000 hockeyteams and one million kids and counting. Our historic, 20-yearpartnership with Maple Leaf Sports & Entertainment (MLSE) willprovide us with even more opportunities to give back to ourcommunities and help young people reach their full potential.2CORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017 At the Bank, we are committed to becoming a digital leader inthe financial services industry. Consistent with our aspirations,our annual technology spend – which includes digital – grew14% over the last year, and now sits at more than CAD 3 billion.Digital innovation plays a critical role in how we serve our24 million customers. For example, we are using digital to increaseaccess to financial services. Within Canada, we digitized theprocess to apply for small business loans, which made accessto capital quicker and more efficient. Outside of Canada, weintroduced self-serve kiosks with biometric authentication, whichhelped our customers in countries such as Uruguay accessmicrofinance loans. We also believe that by investing in digitaltechnology, we are helping to strengthen the innovationecosystem in Canada and across our geographic footprint.Our investments are helping to create jobs and strengthenthe economies of our key markets over the longer-term. The world is changing, and, as a significant employer, we areinvesting in training and leadership development opportunities thatare relevant for our employees. Modernized learning experiencesare better equipping our employees with the skills they need tosucceed in our increasingly digital world. Further, by ensuring thatour training programs are effective, we are improving performancethrough learning. These efforts are helping to position the Bankfor a strong future and create a stronger society.I want to take this opportunity to thank all of the Scotiabankers forcoming together to help our customers – and each other – duringthe past year. Your contributions are making a tremendous impactand you should be very proud.This report highlights the role that Scotiabank continues to playin supporting strong communities, a healthy environment andeconomic growth. We will continue to do what we can to deliverfor all of our stakeholders – customers, shareholders, employeesand communities – today and in the years to come.Brian J. Porter
INTRODUCTIONCSR AT IRONMENTAPPENDIXCHAIRMAN’S LETTERDear Stakeholders,To maintain the trust of our many stakeholders, including ourshareholders, customers and employees, we are committed toenhancing customer protection, lending fairly, balancing stakeholderinterests and operating our Bank with integrity. Acting with integrityto maintain and uphold our strong reputation requires solid,strategic governance practices. The Annual Report along withthis CSR Report includes many examples of this in practice.Tom O’NeillChairman of Scotiabank’sBoard of DirectorsWe have made great progress in 2017 and continue to evolve ourgovernance standards to reflect best-in-class practices. This includesembracing diversity of leadership, of thought and of gender. Thisyear, we have reaffirmed this belief by pledging our support tothe Canadian Chapter of the 30% Club, encouraging Canadianbusinesses to increase the representation of women on boards.I am proud to report over 33% of our Board members are women.While the responsibility for CSR resides with the Board’s CorporateGovernance Committee, oversight of the Bank’s economic,environmental and social impacts and risks is a shared boardresponsibility and is overseen by each board committee. As riskmanagement is complex, our approach must be multi-disciplinary.As a leading financial services provider and Canada’s internationalbank, we strive to build the economy of everyone and make apositive difference around the world that also drives value forthe Bank.Building the economy of everyone will require long-term investmentfor future generations. As we have done for the past 185 years,Scotiabank will continue to build value for our customers and thereal economy.These pages convey our pride of this in action and we look forwardto continue to sharing our progress.Tom O’Neill3CORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017
INTRODUCTIONCSR AT IRONMENTAPPENDIXBETTER FUTURE, BETTER OFF:OUR CSR STRATEGYCreating Value for Society and ScotiabankEvery customer has the right to become better off. Throughour CSR commitments, stakeholder dialogue and stronggovernance, we aim to empower customers to fulfill theirpotential, creating a better future for both society andOur CSR Priorities: Maintaining Trust Financial Knowledge Access to Finance Investing in Young People Diversity & Inclusion Climate Change Responsible FinancingScotiabank. Additionally, by leveraging our resources, reachand expertise to support economic growth and social impactamong our stakeholders and communities, we are alsostrengthening the resilience of our business.PORATE GOVERNANCECORng strongcorporaholdite gond upvernrity aMaintaining Helping every customer to become better offFinancial KnowledgeWHYAccess to FinanceWE BANKBetter Future,rcubetmeveycoOur commitment tocreating value forboth society andScotiabankeeInvesting ineYoung PeoplevWe b e li eCOMMUNITYOMMUNITSupporting thecommunities inwhich we operateter offBetter Offstom erh a s t h e ri g ht tobeEMPLOYEESMPLOYEECreating aninclusiveworkplaceiin which employees areempowered and engagedempDiversityDiv& InclusionClimate ChangeResponsible FinancingReducing our impact on the environmentENVIRONMENTOur Commitment to Responsible Business InitiativesAs part of our commitment to responsible business initiatives, we are members or signatoriesof the following organizations.4CORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017
INTRODUCTIONCSR AT IRONMENTAPPENDIXGLOBAL MEGA-TRENDSOur belief that every customer has the right to becomebetter off has never been more important. With more than9 billion people projected to be on the planet by 2050,the pressure on our climate and natural resources will onlyintensify. Inequality continues to divide our societies, withthe middle classes expanding, while many young peopleremain trapped in a cycle of poverty. Scotiabank supports theUnited Nations’ vision for a fairer, more sustainable world.Our CSR priorities and strategy will contribute to a numberof UN Sustainable Development Goals (SDGs) and we willtake action on the issues where we stand to make thegreatest positive lity TREND:Trust ininstitutionsOURPRIORITY:Investingin youngpeopleOURPRIORITY:ClimatechangeUN SustainableDevelopmentGoals that link toour wledgeMEGA-TREND:Change inwealthSDG4SDG13OURPRIORITY:Diversity &inclusionOURPRIORITY:Access obalconnectivitySDG 1: NO POVERTYSDG 4: QUALITY EDUCATION1.2 Reduce at least by half all peopleliving in poverty4.1 F ree primary and secondary educationfor all girls and boys1.3 Social protection systems for thepoor and vulnerable4.3 E nsure equal access for all to technicaland tertiary education1.4 Equal rights to economic resources4.4 I ncrease youth and adult vocational skillsfor employmentSDG 3: GOOD HEALTHAND WELL-BEINGSDG 8: DECENT WORKAND ECONOMIC GROWTH8.2 I ncrease economic productivity throughdiversification and innovation8.3 P romote job creation andentrepreneurship8.5 F ull and productive employment forall people with equal pay8.6 R educe youth unemployment througheducation or training3.2 End preventable child mortalityby supporting primary healthcareSDG 5: GENDER EQUALITY5.1 End all forms of female discrimination8.8 P rotect labor rights and safeworking environments3.4 Promote mental health and well-being5.2 E nsure equal opportunities forleadership at all levels8.10 Expand access to banking for all3.8 Achieve universal health coverage54.5 Eliminate gender disparities in educationMEGA-TREND:DemographicshiftsCORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017SDG 13: CLIMATE ACTION13.1 Strengthen resilience andadaptive capacity13.2 Integrate climate change measures13.3 Improve climate change educationSource:PWC: https://www.pwc.co.uk/issues/megatrends.htmlUNDP: llenges-andopportunities-in-the-implementatio.html
INTRODUCTIONCSR AT IRONMENTAPPENDIXVALUE CHAIN AND IMPACTSThrough CSR, Scotiabank createseconomic, social and environmentalvalue for its stakeholders and theworld around it.Better Future,Better OffAs a leading financial services provider with more than88,000 employees and 24 million customers worldwide,we stand to create significant economic, social andenvironmental value through our CSR activities – forboth our core stakeholders and the world around us.Here are some of the ways in which we created valuein 2017:Our commitmentsto creating valuefor both societyand ScotiabankCommunity value: CAD 80 million in donations globally 60% of our philanthropic funding supportedyoung people in the community, while 40%went to foundational giving 403,500 employee volunteer hours CAD 2.3 million in scholarships forstudents globallyCustomer value:Shareholder value: CAD 4.7 billion financing in renewable energyFY2017 revenueCAD 27 billion 7% Increase in access to banking forAboriginal communities More than 9% growth in loans for Canadiansmall businesses 8.9% growth of microlending loans in LatAm24 MILLIONCUSTOMERSIN NEARLY 50COUNTRIESEnvironmental value:7.74% reduction in GHGemissions globally in 201715,000SUPPLIERSGLOBALLYSupplier value:Employee value:Supplier relationships rangefrom local providers of officecleaning services to largemultinational organizations.CAD 69.9 million investedin training and development88,000 EMPLOYEESWORLDWIDE6CORPORATE SOCIAL RESPONSIBILIT Y – REPORT 201733 average annual learninghours per employee
INTRODUCTIONCSR AT IRONMENTAPPENDIXOUR PROGRESSWe have identified multiple Key Performance Indicators (KPIs)to help track our progress towards meeting our major CSRpriorities and measure our impacts.COMMITMENTand 7Target2017Performance2018TargetNumber of people reachedthrough financial education/literacy tools and programs(global)Total microlending loans 500,000 600,000 700,000 7% 8.9% 8%Increase in access to bankingfor Aboriginal communities(by customers, Canada) 7% 7% 10% 8.9% 9.2% 12.1%Access to FinanceTotal small business loans(Canada)GOVERNANCEMaintaining TrustBe a leader incustomer experiencePercentage of employees thatattest to the Scotiabank Codeof ConductEMPLOYEESDiversity &InclusionCOMMUNITYInvesting inYoung PeopleENVIRONMENT100% implementation ofThe Pulse (NPS) in Canada,Mexico, Peru, Chile andColombia by May 2017100% Financialservices norm100%100%Board of Directorsgender diversityAspiration of each gender to 33% womenbe at least 30% of membersAspiration of eachgender to be at least30% of membersEmployee engagementscore (global) Financial Services norm5% than FinancialServices norm Financial ServicesnormPercentage of women in seniorleadership roles 30% (VP ) globally 39% (VP Canada) 20% (VP International) 34% (VP ) globallyPercentage of totalphilanthropic fundingto support young peoplein the community60% towards young peoplein the community60% towards youngpeople in the community40% towardsfoundational giving40% towardsfoundational giving70% towardsyoung people inthe communityDecrease in GHG emissions15% Scope 1 and 2 GHGemissions reduction inCanada by 2017(based on 2012 levels)Climate ChangeImplement internal carbon price Set Internal carbon price7AchievedCORPORATE SOCIAL RESPONSIBILIT Y – REPORT 201730% towardsfoundational giving28.68% reduction in Scope 10% global reduction1 and 2 GHG emissionsof Scope 1 and 2in Canada was achievedGHG emissions bya year early (by 2016). In2021 (based on2017, a further 7.74%2016 levels)reduction was seen acrossglobal Scope 1 and 2GHG emissionsSet Internal carbon priceat CAD 15/tonneImplement internalcarbon price
INTRODUCTIONCSR AT IRONMENTAPPENDIXOUR PROGRESS2017 PerformanceIn addition to the above targets, we have a numberof Key Performance Indicators that are used to measureand manage our progress.COMMITMENTand PriorityEMPLOYEESKPI2017PerformanceTurnover rate (either global or Canada)Canada 15%, International 12%Diversity & InclusionCOMMUNITYOverall % of employees with disabilities (Canada)3.8%*Overall % of visible minority employees (Canada)28.4%*Overall % of Aboriginal people employees (Canada)1.2%*Total invested in employee training and career developmentCAD 69.9 millionAverage number of training hours per employee annually33 hoursTotal amount of Community donations globallyCAD 80 millionTotal amount of hours volunteered by employees403,500 hoursAmount donated through formal employee givingprograms globallyCAD 11.5 millionTotal of Scope 1, 2 and 3 emissions, globallyScope 1: 13,950 tonnes/CO2Scope 2: 108,181 tonnes/CO2Scope 3: 18,060 tonnes/CO2Investing in Young PeopleENVIRONMENTClimate ChangeTotal CO2e footprint: 140,191ENVIRONMENTResponsible FinancingCommitment to a low-energy future by investing in renewableenergy financing* 2016 data from latest Employment Equity report8CORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017CAD 4.7 billion
INTRODUCTIONCSR AT IRONMENTAPPENDIXSTAKEHOLDER ENGAGEMENTAND MATERIALITYListening to our stakeholders and understanding their needsis essential to growing our business and delivering on ourCSR strategy. In particular, conducting ongoing dialogue withour key stakeholder groups helps us to identifyenvironmental,social and governance trends, understand people’sexpectations in the diverse countries where we operate,and seek feedback on our strategy and priorities. We engagewith stakeholders through a variety of methods and channels,both formal and informal, across the various businessactivities of the Bank, as summarized in the table below.HOW WE INTERACT WITH STAKEHOLDERS9Stakeholder GroupRelevant Topics in 2017How we InteractedCustomers Employees Human Rights in the workplace Customer focus Digital transformation Launched an updated Global Harassment Policyin 2017 Company intranet(s), email Town halls and team meetingsRating Agencies/Investors/Analysts Digital transformation Taskforce for Climate-related FinancialDisclosures (TCFD) Human Rights and Aboriginal relations Canadian housing and consumer indebtedness Geopolitical and macroeconomic issues,including NAFTA renegotiations Government Internal carbon priceCybersecurityNAFTA and International TradeSales practicesSmall Business SupportDigital transformation of financial sectorDiversity and Inclusion Dialogue with policy makers andgovernment officials Public submissions to government consultations Meeting regulatory obligationsSuppliers Supplier Code of ConductCentralized source to pay process and policyThird Party Risk and Regulatory requirementUK Modern Slavery Act and Human RightsEnvironmental and social risk New supplier RFP through Human Rights project Standardized Market Ready contracts withenvironmental and CSR terms Supplier Relationship Management ProgramSales practicesPipelinesSponsorshipsCommitment to the communityAccess to BankingProblem ResolutionCustomer Experience improvement opportunitiesCORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017Public engagementGovernment and Regulator engagementThe Pulse (NPS), ongoing customer feedbackOffice of the Ombudsman, complaintresolution process Social media listeningFirst ever Digital Investor Day ran in February 2017Shareholder calls and meetingsShareholder proposals and enquiriesAnnual meeting and quarterly earnings update calls
INTRODUCTIONCSR AT IRONMENTAPPENDIXSTAKEHOLDER ENGAGEMENTAND MATERIALITYStakeholder GroupRelevant Topics in 2017How we InteractedNGOs and communitydevelopmentorganizations The state of education and health,and the well-being of youth in thecountries in which we operate Global sustainabilityorganizations TCFD recommendations Carbon pricing Diversity & Inclusion Public support of the Financial Stability Board’s(FSB) Taskforce for Climate-related FinancialDisclosures (TCFD) Set an internal carbon price to fulfill our CPLCmembership, in consultation with CDP Participated in research paper with Delphi Groupon carbon pricing in Canada Sponsored event and speaking engagementson Diversity & InclusionOur Material IssuesWe strive to ensure we are addressing the social andenvironmental issues that matter most to our businessand to our stakeholders, and on which we stand to makethe greatest positive impact (our “material issues”). To gaina deeper understanding of our stakeholders’ views andexpectations, we strengthened our stakeholder engagementreview process in 2017. We used a dedicated digital platformto gather information from internal and external stakeholdersworldwide, including employees, customers, investors,government officials, NGOs, charity partners, industryassociations and universities. In total, we captured 214completed surveys, both from external stakeholdersand employees. We asked all our stakeholders to rankthe importance of material issues. In addition, we askedemployees to estimate the extent to which Scotiabankcould influence these topics.10CORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017Launched Young People in the Community IndexCommunity partnershipsConferences, events, webinarsBuilt soccer fields and hockey rinks in highneed communitiesOverall, both our external stakeholders and employeesstrongly agreed on our most material issues. They highlightedour governance of operations, transparency, customer serviceand notably data privacy and security (which gained inimportance since our last materiality review in 2015) as keypriorities. Many of the high priority material issues relateddirectly or indirectly to customer experience. In general, mostof the priorities we identified in 2015 are still relevant today.
INTRODUCTIONCSR AT IRONMENTAPPENDIXOUR PRIORITIESOur CSR priorities reflect our commitment to creating value for both society and Scotiabank. The table below summarizes howour priorities address our material issues.Priority11DescriptionMaterial TopicsMaintainingTrustTo ensure we maintain the trust of our stakeholders,we strive to operate with integrity, enhance customerprotection, lend fairly and balance stakeholder interests. FinancialKnowledgeWhen our customers know how to make better financialdecisions, they can become better off. We educate ourcustomers by providing them with an understandingof how they can plan for a better future and by offeringfairly designed products and services. Fair design and sale of responsibleproducts and services Financial education/literacyAccessto FinanceEnabling customers to become better off meansequipping them with the tools to succeed. We workto increase the ability of individuals and enterprisesto access essential financial services. Innovation/digitization Financial inclusion/access Creation of products with social benefitsDiversity& InclusionA diverse, inclusive environment allows customers andemployees to reach their fullest potential. We strive torespect and appreciate all individuals and to embraceboth our differences and similarities across dimensions,including age, ethnicity, gender or sexual orientation. Talent attraction, engagementand development Fair labor practices Employee health and well-being Diversity and equal opportunityInvesting inYoung PeopleInvesting in young people allows us to invest in thelong-term security, stability and growth of our future.We proudly work with community partners that enhancethe health and education of young people in the community. Community investment and philanthropy Health and well-being and educationof youthClimateChangeA better future needs a healthy planet. By settingemission reduction targets and taking action to meetthem, we seek to reduce our impact on climate change. Environmental footprint Sustainable/responsible procurementsupply chainResponsibleFinancingBusinesses have an opportunity and a responsibilityto help create a better future. As a bank, we makeinvestments in sustainable solutions and lend ina way that mitigates social and environmental risk. Environmental/social risk managementin lending Creation of products withenvironmental benefitsCORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017Governance of operationsCustomer serviceData privacy and securityTransparency of operations and servicesHuman RightsCommitment to externalsustainability/CSR initiatives Corporate structure
INTRODUCTIONCSR AT IRONMENTAPPENDIXCSR GOVERNANCEOur Corporate Governance Committee and Risk Committeeboth play key roles in guiding our CSR efforts by overseeingpolicies, statements or strategies related to the Bank’seconomic, environmental and social impacts.The Corporate Governance Committee reviews the Bank’sCSR strategy and reporting, evaluates our environmental andsocial performance and benchmarks our performance againstour industry peers. It also discusses global trends and bestpractices in corporate disclosure of non-financial performancewith our CSR management team. In 2017, the CorporateGovernance Committee reviewed the evolution of our CSRpriorities, as well as our integrated human rights strategy.The Corporate Governance Committee is composed entirelyof independent directors.The Risk Committee reviews the Bank’s risk appetite (the levelof risk we are willing to accept). It continuously identifies andmonitors key risks, evaluates our risk policies and overseesour Risk Management function. Additionally, the committeemay advise the Board on key risks and potential policies(such as our Environmental Policy and Credit Risk Appetite)as appropriate.CSRat Scotiabank12CORPORATE SOCIAL RESPONSIBILIT Y – REPORT 2017
INTRODUCTIONCSR AT IRONMENTAPPENDIXGOVERNANCE:MAINTAINING TRUSTOur Bank relies on our stakeholders.To ensure we maintain their trust, westrive to operate with integrity, enhancecustomer protection, lend fairly andbalance stakeholder interests.RELATED MATERIAL TOPICS Governance of OperationsTransparency of Operations and ServicesData Privacy and SecurityHuman RightsResponsible ProcurementCustomer ServiceParticipation in Major Sustainability InitiativesPERFORMANCE2017 Highlights2018 Looking Ahead The Pulse (NPS) was fully implemented in Canada, Mexico,Peru, Chile and Colombia Scotiabank pledged our support to the Canadian Chapterof the 30% Club, encouraging businesses to increase therepresentation of women on boards and in executive roles.We also support the Catalyst Accord, and in 2017 are proudto report 33% of our Board of Directors are female We progressed our Human Rights strategy and publisheda Human Rights Statement Expanding The Pulse (NPS) to our commercial customers acrossCanada, Peru, Mexico, Chile and Colombia Expanding our biometric authentication to include face, eyeand voice recognition to further safeg
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