...1.) What is Vancity’s advantage over other types of financial institutions? Vancity demonstrates an analysis of organizational environment that aids them in being one of Canada’s preeminent credit union. Vancity has a competitive advantage through their quality, costs, and flexibility. In order to create better quality for customers, it starts with the front lines of the business – the employees handling the customers. Vancity “invests in … people, tools and processes to deliver great service to members, [they] include… training program[s]” (Schermerhorn, Wright, p.40). Through their curriculums, the company creates intellectual capital; thus, increasing competency and commitment in the company. In addition, operating at a lower cost creates...
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...Vancity: On Top of Its Game 1. Vancity is a very successful organization as defined by a number of business criteria. Apply the principles stated in the section “Working Today” to describe why Vancity has achieved this distinction. Vancity understands that getting extraordinary results from their employees requires effort not only from their employees, but also from the organization. They are an accurate representation of what you call an intellectual capital as they consistently maintain a healthy and committed workforce by providing a comfortable and friendly environment for their employees. At work, their employees are able to complete tasks while simultaneously listening to music and enjoying the benefits of dressing casually. Their organization is represented by many unique intelligent individuals that are given the luxury of making a schedule that best fits their needs. This helps to maximize their potential as they are able to work stress free as there is a healthy balance between work and their other commitments. Providing a stress free and flexible environment helps to get the best results from each of its employees. There is a famous quote, “do what your doing when your doing it”, this will help you to accomplish tasks in effectively and Vancity does a great job at providing an environment where distractions are limited and productivity is high. 2. Describe how Vancity creates value for the customer using Figure 1.2. Follow one aspect of Vancity’s service...
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...Case 1.1: Vancity Vancity, a Vancouver-based co-operative which is now Canada’s largest credit union was founded in 1946 and began with only $22 in total assets. Vancity is an excellent example of a company that is committed to creating a healthy and committed workforce. As stated in the article the co-operative creates an optimum working environment by allowing “Employees (to) enjoy business casual dress, listen to music while they work, participate on Vancity sports teams, and attend a host of social events… If an employee has a young child, it may be necessary to build a workday that allows for flexibility. This positive approach recognizes the challenges of balancing work and life commitments and empowers employees to create the right environment to thrive at both.” Vancity has a vision to achieve positive change and has succeeded though a number of programs. The article lists a few of their achievements such as; Giving back a portion of their profits to members and communities Offering bank services to the less fortunate Training their employees financial literary skills Being a strong supporter of women in the workplace After receiving disappointing results from its first employee survey Vancity held focus groups of 120 employees. The co-operative later vowed to increase investment training and development, renew the organizations infrastructure and provide employees with growth opportunity by focusing on new areas in hopes to re-engage their employees...
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...In 1946, a dominant authoritative credit union was established in the Vancouver area which is now known as “Vancity”. This credit union is identified as keeping their employees Happy and Healthy. Since this credit union operates in a municipal based caliber, the managers make decisions according to the client’s personal information because they want them to be viewed differently from other credit union decision making skills. From that, Vancity went through many successful runs. In 2013, it lead being recognized of of Canada’s Top 30 employers and on the Corporate Knights Best 50 Corporate Citizens. Vancity has many competitive advantage over other types of Financial institutions; competitive pay and benefits program, flexible care solutions and not only supporting their clients but the environment itself....
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...What is Vancity's competitive advantage over other types of financial institutions? Vancouver City Savings Credit Union usually known as Vancity is Canada's largest credit union providing financial service to customers who get rejected by other banks and financial institutions. Founded in 1946 and starting from just $350 in total assets, it has reached $17.1 billion in assets and has over 500,000 customers. According to Tamara Vrooman, CEO of Vancity "the key thing that differentiates us from a large bank, is local decision-making." It means Vancity believes in value-based banking, even though its compelled to achieve financial success it focuses heavily on environmental, social and community issues. Vancity strongly believes in keeping a healthy environment in the workplace to ensure productivity and financial success. It has a casual setting at work, employees dress casually and listen to music while they work and have team building activities like social events and sports. They are also flexible with employee schedules who have small children or other commitments along with a competitive pay, dental and life insurance plans, three to six weeks of annual...
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...Title: On top of the environment Author(s): Aon Hewitt Source: Maclean's. 125.17 (May 7, 2012): p44. Document Type: Article Full Text: COPYRIGHT 2012 Rogers Publishing Ltd. http://www2.macleans.ca/ Full Text: [ILLUSTRATION OMITTED] THE GREEN 30 is based on how employees perceive their employer's environmental efforts. We asked each organization that made the 2012 list, compiled by Aon Hewitt, to highlight some of the key programs and practices that earned them high marks. Here are their contributions: Accor/Novotel Canada Hotel management, Toronto * A detailed tracking system minimizes electricity, water, gas and sewer use. * A comprehensive recycling program has cut back the use of newspaper, glass, aluminum, plastics, cardboard and kitchen grease. BC Biometrical Laboratories Ltd. Medical laboratory, Surrey, B.C. * Works with recycling providers to find solutions for high-volume items--like small caps from needles, which once weren't considered recyclable. * Telecommuting is encouraged; more than 15 per cent of administrative staff work from home. Brookfield LePage Johnson Controls Real estate management, Markham, Ont. * Brookfield's head office diverts 100 per cent of its waste from landfills. * Established 11 social responsibility committees and hosted a sustainability event to educate real estate industry professionals on reducing carbon footprints. Celestica Electronics manufacturing, Toronto * Hybrid and other eco-friendly vehicles...
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...Financial Ratio Analysis A GUIDE TO USEFUL RATIOS FOR UNDERSTANDING YOUR SOCIAL ENTERPRISE’S FINANCIAL PERFORMANCE December 2013 Ratio Analysis Acknowledgments This guide and supporting tools were developed by Julie Poznanski, Bryn Sadownik and Irene Gannitsos as part of the Demonstrating Value Initiative at Vancity Community Foundation. The guide was released in December 2010, with minor updates in December 2013. Further copies of the guide can be downloaded at www.demonstratingvalue.org. i|Page Ratio Analysis Contents Introduction .................................................................................................................................... 1 The Ratios ....................................................................................................................................... 2 Profitability Sustainability Ratios........................................................................................... 2 Operational Efficiency Ratios ................................................................................................ 5 Liquidity Ratios .......................................................................................................................... 7 Leverage Ratios ........................................................................................................................ 9 Other Ratios .........................................................................................................
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...THE ROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY ISSUE BRIEF AND ROADMAP REPORT FOR PREPARED BY: Coro Strandberg Principal, Strandberg Consulting MAY 2009 CSR and HR Management Issue Brief and Roadmap 2 ISSUE BRIEF AND ROADMAP OBJECTIVE • To understand the foundational elements that need to be in place to foster a high performance CSR (corporate social responsibility) organization and develop a framework or roadmap for firms wishing to become a high performing CSR organization. AT A GLANCE • Human resource professionals have a key role to play to help a company achieve its CSR objectives. Employee involvement is a critical success factor for CSR performance. Human resource managers have the tools and the opportunity to leverage employee commitment to, and engagement in, the firm’s CSR strategy. • High performing CSR organizations foster a culture of CSR and fully integrate CSR throughout their operations, rewarding and incentivizing CSR decisions and initiatives. • Employees prefer to work for organizations aligned with their values; thus, incorporating CSR into the employee brand can enhance recruitment and retention, particularly in tight labour markets. • CSR can be applied to the HR toolkit, resulting in a roadmap or pathway for human resource practitioners to follow who wish to contribute to the achievement of their organization’s sustainability and business aspirations, thereby improving social and environmental conditions...
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...A * A&W (Canada) * Abilis Solutions (software development, consulting) * AbitibiBowater * Ache Records * Addition Elle (women's clothing) * Advance Gold (mining) * Access Communications * Advanced Cyclotron Systems (medical cyclotrons) * Affinity Credit Union (banking) * Areva Resources Canada (uranium) * Air Canada (airline) * AldrichPears Associates * ALDO Group * Algonquin Power * Allied Shipbuilders * Alta Newspaper Group * Alterra Power * Angoss Software Corporation (software) * Appnovation * Arc'teryx (outdoor apparel/equipment) * Atimi Software Inc * Aritzia (clothing) * Army & Navy Stores (Canada) * Arsenal Pulp Press (publisher) * ATI technologies (semiconductors) * Atmosphere Visual Effects (movie special effects) * AVI Sound International (audio/visual equipment manufacture) B * Ballard Power Systems * Banff Lodging Co * Bank of Montreal * Bank West * Barrick Gold * Bard Ventures Company * BBC Kids (television) * BC Biomedical Laboratories Ltd. * BC Hydro * BC Research Inc * Becancour Silicon (silicon manufacture) * Bell Canada * Bennett Environmental * Becker's * Ben Moss Jewellers * Big Blue Bubble (software firm) * BigPark (software firm) * Biovail * BioWare (video games) * Bison Transport Inc. (Transportation) * Black Diamond Cheese Limited * Black Hen Music (record...
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...In Press, Business Ethics Quarterly Getting to the Bottom of “Triple Bottom Line”* by Wayne Norman and Chris MacDonald March 2003 Abstract: In this paper, we examine critically the notion of “Triple Bottom Line” accounting. We begin by asking just what it is that supporters of the Triple Bottom line idea advocate, and attempt to distil specific, assessable claims from the vague, diverse, and sometimes contradictory uses of the Triple Bottom Line rhetoric. We then use these claims as a basis upon which to argue (a) that what is sound about the idea of a Triple Bottom Line is not novel, and (b) that what is novel about the idea is not sound. We argue on both conceptual and practical grounds that the Triple Bottom Line is an unhelpful addition to current discussions of corporate social responsibility. Finally, we argue that the Triple Bottom Line paradigm cannot be rescued simply by attenuating its claims: the rhetoric is badly misleading, and may in fact provide a smokescreen behind which firms can avoid truly effective social and environmental reporting and performance. Introduction The notion of “Triple Bottom Line” (3BL) accounting has become increasingly fashionable in management, consulting, investing, and NGO circles over the last few years. The idea behind the 3BL paradigm is that a corporation’s ultimate success or health can and should be measured not just by the traditional financial bottom line, but also by its social/ethical and environmental performance...
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...en.wikipedia.org http://en.wikipedia.org/wiki/Microfinance Microfinance [hide]This article has multiple issues. Please help improve it or discuss these issues on the talk page. This article may be too technical for most readers to understand. (January 2010) Microfinance is a source of financial services for entrepreneurs and small businesses lacking access to banking and related services. The two main mechanisms for the delivery of financial services to such clients are: (1) relationship-based banking for individual entrepreneurs and small businesses; and (2) group-based models, where several entrepreneurs come together to apply for loans and other services as a group. In some regions, for example Southern Africa , microfinance is used to describe the supply of financial services to low-income employees, which is closer to the retail finance model prevalent in mainstream banking. Community-based savings bank in Cambodia. There are a rich variety of financial institutions which serve micro-entrepreneurs and small businesses. For some, microfinance is a movement whose object is "a world in which as many poor and near-poor households as possible have permanent access to an appropriate range of high quality financial services, including not just credit but also savings, insurance, and fund transfers."[1] Many of those who promote microfinance generally believe that such access will help poor people out of poverty, including participants in the Microcredit Summit...
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...Microfinance From Wikipedia, the free encyclopedia Jump to: navigation, search This article may be too technical for most readers to understand. Please help improve this article to make it understandable to non-experts, without removing the technical details. The talk page may contain suggestions. (January 2010) Community-based savings bank in Cambodia. There are a rich variety of financial institutions which serve the poor. Microfinance is the provision of financial services to low-income clients or solidarity lending groups including consumers and the self-employed, who traditionally lack access to banking and related services. More broadly, it is a movement whose object is "a world in which as many poor and near-poor households as possible have permanent access to an appropriate range of high quality financial services, including not just credit but also savings, insurance, and fund transfers."[1] Those who promote microfinance generally believe that such access will help poor people out of poverty. Microfinance is a broad category of services, which includes microcredit. Microcredit is provision of credit services to poor clients. Although microcredit is one of the aspects of microfinance, conflation of the two terms is endemic in public discourse. Critics often attack microcredit while referring to it indiscriminately as either 'microcredit' or 'microfinance'. Due to the broad range of microfinance services, it is difficult to assess impact, and very few...
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...EPG SHRM Foundation’s Effective Practice Guidelines Series HRM’s Role in Corporate Social and Environmental Sustainability Produced in partnership with the World Federation of People Management Associations (WFPMA) and the North American Human Resource Management Association (NAHRMA) HRM’s Role in Corporate Social and Environmental Sustainability This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part...
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...Business Ethics Assignment Corporate Social Responsibility Table of Content_____________________________________________________ ______ What is corporate social responsibility? 3 Why Has CSR Become Important? 4 3. What Is The Business Case For CSR? 4 4. Potential benefits of implementing a CSR approach 5 5. Are Firms Benefiting From CSR Activities? 7 6. What Is The Relationship Between CSR And The Law? 8 7. Implementing Corporate Social Responsibility________________________ 8 8. CSR Implementation Framework and Corporate Governance__________ 9 9. What Is a CSR Strategy? 11 10. Why to Have a CSR Strategy?_______________________________________11 11. How to Develop A CSR Strategy?____________________________________11 11.1 Build support with senior management and employees______________ 11 11.2 Research what others are doing___________________________________ 11 11.3 Prepare a matrix of proposed CSR actions__________________________ 12 11.4 Develop options for proceeding and the business case for them______13 11.5 Decide on direction, approach and focus areas____________________ 14 12. Can You Have Social Responsibility Without Ethics?__________________ 15 13. Corporate social responsibility as business strategy__________________ 20 ...
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...NGO Engagement with the Private Sector on a Global Agenda to End Poverty: A Review of the Issues A Background Paper for The Learning Circle on NGO Engagement with the Private Sector Canadian Council for International Cooperation Policy Team Moira Hutchinson January 2000 Acknowledgements: This paper was prepared by Moira Hutchinson as an introductory paper to issues for the CCIC’s Learning Circle on NGO Engagement with the Private Sector. CCIC is grateful to the IDRC’s Canadian Partnerships Program for funding for the Learning Circle, including the production of this paper. The author wishes to express appreciation for the editing and other assistance provided by Brian Tomlinson of the CCIC, and for suggestions from other members of the planning group for the Learning Circle: Andrea Botto, Anne Buchanan, Tim Draimin, Philippe Jean, Brian Murphy and Lynda Yanz. 2 NGO Engagement with the Private Sector on a Global Agenda to End Poverty : A Review of the Issues Table of Contents 1. Introduction 1 2. What is this discussion really about? 2 3. Canadian NGOs: issues in advocacy, dialogue and partnership 3 3.1 Advocacy 3 3.2 Direct dialogue 6 3.3 Programming social partnerships and strategic alliances 8 3.3.1 What is driving the discussion of social programming partnerships and strategic alliances? a) Corporate interests b) Intermediary organizations c) NGO interests d) Government agendas e) Overlapping NGO-corporate interests? 10 10 11 12 13 14 3.3.2 Financial relationships...
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