Internationally, we leverage fútbol as a means to encourage positive youth development. Through our Scotiabank Fútbol Club programs, we reach over 450,000 kids across Latin American and the Caribbean. One of these programs is Campeonato Infantil (Youth Championships and Leagues), which runs across Chile, Costa Rica, El Salvador, Mexico, Peru and Uruguay and reaches over 25,000 children on over 1,800 community teams.
In February 2018, Scotiabank Chile was invited to share best practices for Gender Equality at the 4th Global Forum of Companies for Gender Equity, an event organized by the United Nations Development Program, the Government of Chile, UN Women and the International Labour Organization. Scotiabank Chile was the only private bank invited to participate in the meeting.
Sustainable and socially responsible investing now represents $1 in every $4 under professional management. As this type of investing becomes increasingly mainstream, companies around the world are scrambling to make environmental, social and governance (ESG) data available to investors so they can be included in ESG-focused portfolios. Intel, in particular, started engaging with investors around ESG issues nearly 20 years ago. Through so-called “outreach roadshows,” company representatives met with investment firms to share Intel’s ESG metrics and gather feedback about the data points of greatest interest to investors.
At our headquarters in Toronto, Canada, our Way We Work (W3) initiative is bolstering employee engagement by creating innovative Activity-Based Working environments, referred to as “Ecosystems.” Activity-Based Working provides employees a flexible work environment with a variety of work stations for each activity they engage in during the day. State-of-the-art tools and technology make for a high degree of mobility and connectivity within the workspace. Without assigned desks, Scotiabankers are empowered to choose how, when and where they work, based on what makes them, their teams and colleagues most effective.
As part of our commitment to the Carbon Pricing Leadership Coalition, we implemented an internal carbon price in 2018. After
consultations with external experts and a thorough peer review, we established an internal tax of CAD$15 per tonne of CO2 for our
global Scope 1 and 2 emissions. This allowed us to fairly compare projects that required higher upfront costs (but delivered longer-term energy savings), with those that were more cost-effective but short-term solutions.
consultations with external experts and a thorough peer review, we established an internal tax of CAD$15 per tonne of CO2 for our
global Scope 1 and 2 emissions. This allowed us to fairly compare projects that required higher upfront costs (but delivered longer-term energy savings), with those that were more cost-effective but short-term solutions.
Big Ben. Fish and chips. “The Tube.” The United Kingdom is known for all of these (jolly good) things, and much more. But one thing few people know about is the level of hunger that exists across England, Wales, Scotland and Northern Ireland. In fact, in the UK, one in eight people go hungry every day. Yet 163,000 pounds of perfectly good food is wasted every day in Britain. At General Mills, we believe that all food should be eaten, and that taking a lead role in surplus food recovery is a business, moral and sustainability imperative.
A lot of times when you think about Walmart, you think about how big it is, right? We have 4,700 stores in the U.S. alone. But, if you take a minute to think about it, what’s unique about Walmart is that we have a physical presence in local communities. You walk into one of our stores, and you see your neighbors.