Social Purpose by Karthik

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The Key to Indigenous Self-Determination Is Economic Resilience “At the heart of every Indigenous initiative, since we were given the vote in 1960 through today, is the desire for self-determination. Education and career preparedness are absolutely critical to realizing that self-determination.” — Mike DeGagné, President & CEO of Indspire D.F McCourt

A Mike DeGagné President & CEO, Indspire

s we chart the course for Canada’s Indigenous future, we must look at the challenges and barriers that have hindered Indigenous self-determination with clarity and honesty. Education is one of the greatest drivers of generational change. Yet today, only 53 percent of Indigenous youth are graduating high school, with fewer still going on to post-secondary education. Even for those indigenous students who are on the path to higher education, the financial burden and lack of institutional support can be daunting. “There’s this misconception that all Indigenous people have all kinds of funding available to them for post-secondary education,” says Mike DeGagné, President and CEO of Indspire, an indigenous national charity focused on educational investment. “People think that all Indigenous students will get a full ride to university. That's not the case at all. Programs and services to specifically support Indigenous people are still relatively new, and most Indigenous people identify funding as the key barrier to pursuing a post-secondary education.”

Partnerships are the key to success Policy initiatives at the governmental level, and activism at the community level,

have driven significant improvements in Indigenous educational opportunity over recent decades. But real change requires a broad degree of cooperation across all sectors. Scotiabank credits partnerships with community-driven groups like Indspire as essential to the success of its social initiatives. “When we think about how to use our size and influence to help drive change, we've got to pick something where we can see the ability to inspire other people and support other groups to take action,” says Sandra Odendahl, Vice President of Social Impact and Sustainability at Scotiabank. “We really can't make as big of an impact without the help of the experienced and knowledgeable organizations and individuals who do this literally every day. When we spoke to the Indspire team about their ideas for a partnership, they showed us that education is the most significant way of ensuring social and economic prosperity for Indigenous people — period.” With its new $500 million ScotiaRISE initiative to promote economic resilience among disadvantaged populations, Scotiabank is doubling down on its commitment to helping organizations like Indspire grow educational and economic opportunity. “Scotiabank is looking to make sure that more of our students are graduating from

high school and transitioning into post-secondary education,” says DeGagné. “They're supporting our scholarships and our aspirational initiatives like the Soaring program, giving people an opportunity to think about careers and a future that they wouldn't ordinarily think about. It supports our Excellence program at the Indspire Awards and our national gathering. And it's also investing in the career advancement side, which is exciting. This is the part that I'm most looking forward to working with them on.”

Pouring the foundation for a stronger future, today Much progress has already been made in pulling down the systemic barriers and historical impediments to educational achievement for Indigenous youth. But there's still a long way to go, and getting to somewhere we can be proud of requires an honest appraisal of our past and an optimistic approach to our future. “I want people in every sector to be writing a speech they hope to give 30 years from now,” says DeGagné. “We want to be able to say that the lives of Indigenous people, and their contributions to Canadian society, have improved dramatically and it's all because of changes we made 30 years ago in 2021.”

This article was sponsored by Scotiabank.

Ensuring the Environmental Sector Is Inclusive ECO Canada’s work and training programs ensure all Canadians have an opportunity to participate in the growing environmental sector. Anne Papmehl

O Chukita Gruben Junior Resource Coordinator, Inuvik NT

ver the next decade, the demand for skilled talent in the environmental sector is expected to grow exponentially, with 173,000 job openings by 2025 alone. ECO Canada is the steward for Canada’s environmental workforce and is dedicated to helping to meet this demand by connecting environmental employers with skilled talent, providing workforce training programs, recognizing competencies with the only national environmental professional certification, and identifying workforce gaps within the industry through statistical research. Funded by the federal government (as part of Canada’s Integrated Work Learning Strategy), ECO Canada has been offering wage subsidies to eligible employers for the past 20 years. In partnership with industry, academia, practitioners, and various other stakeholders, ECO Canada aims to support Canada as a global leader in innovative workforce solutions and job creation.

Ensuring Indigenous representation in Canada’s environmental sector One of ECO Canada’s mandates is to nurture an inclusive workforce and ensure representation of Canada’s Indigenous populations. “We work closely with Indigenous communities throughout Canada,” says Kyle

Sims, Manager of Professional Services and ESG at ECO Canada. One initiative is BEAHR Indigenous training programs for the local workforce development. “Our BEAHR Indigenous training programs help break down barriers to employment and build job-ready skills through both field and classroom-based training programs that take a two-eyed seeing approach, braiding traditional knowledge with western science,” says Sims. Since 2006, ECO Canada has delivered over 270 BEAHR training programs in partnership with over 220 First Nations, Métis, and Inuit communities across Canada. The courses are tailored to meet the needs and priorities of the respective communities as well as the local employment demands of that geographical area. BEAHR students graduate ready to enter the environmental sector in junior roles and are eligible for wage funding through Canada's Science and Technology Internship Program, where additional funding is available for those in remote areas to help with training, transportation and other costs. This program helps leverage graduates into environmental careers and is available to people aged 30 and under who are hired for full-time, permanent environmental positions related to natural resources. Another of ECO Canada’s employment

programs, the Science Horizons Youth Internship, offers wage subsidies of up to 80 percent for employers who hire recent graduates for full-time roles in science, technology, engineering, and math (STEM) disciplines.

Making a valuable contribution to protecting Arctic habitat and wildlife Chukita Gruben is one of the Science and Technology Internship’s participants. Since July 2020 she has been working for the Joint Secretariat in Inuvik, NT as a Junior Resource Coordinator, where she’s responsible for providing administrative, communications, and outreach support. She’s also helping to coordinate two active projects in the Inuvialuit Settlement Region — the Beluga Habitat Program and the Coastal Restoration Project, both funded by the Government of Canada. “The communication, outreach activities, and projects I’m leading here have really helped me grow my network, and since I joined the Joint Secretariat, my role also includes assisting other resource people and helping to get youth more aware, engaged, and connected to the environmental issues we face,” says Gruben. “This wouldn't have been possible if it weren't for ECO Canada’s funding. Looking to the future, she hopes to continue in the environmental sector, working to protect and preserve Arctic wildlife.

To apply for funding or search for jobs, visit eco.ca/job-funding. This article was sponsored by ECO Canada.

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Taking a Closer Look at the Role of Corporate Citizenship in Today’s World: The Cogeco Example Building healthy communities, environmental stewardship, and digital inclusion are keys for building back stronger.

oday, measuring the success of a company isn’t just based on profits and market share. The measure also includes how the company has responded to the need to be a good corporate citizen — one that has had a positive impact on the environment and the communities it serves. Over the last 64 years, Cogeco has clearly demonstrated its commitment to that goal. Cogeco is a growing competitive force in the North American telecommunications and media sector with a legacy of over 60 years. It has invested billions of dollars in building, expanding, and continuously improving its broadband and radio station networks. It serves customers locally in more than 1,000 communities in Canada and the U.S. It’s the only broadband services company with a significant presence in both countries. Today, Cogeco is the second-largest cable operator in Ontario and Quebec and the ninth-largest cable operator in the U.S. It's also Quebec’s largest radio broadcaster and operates the most listened-to radio station in Canada. As a result of its major investments in digital infrastructure, its dedication to small cities and rural areas, and the employment of over 4,300 locally-based employees, Cogeco is a key contributor to the growth of local economies.

A long-standing tradition of responsible corporate citizenship Social engagement is part of Cogeco’s DNA, as demonstrated by its strong philanthropic commitment through the support of more than 700 local organizations. These efforts are derived from the belief that corporations must lead by example and be models of responsible corporate citizenship. It was a long-standing principle of Cogeco founder Henri Audet since 1957. Part of the company’s focus is to support and promote social inclusion in our society. Today, as the world recovers from the COVID-19 pandemic, the goal is to build back better and to focus on equitable growth, which means aiming for a greener and more inclusive economy. That’s the big-picture view, but when you break it down, those efforts can be grouped into three key categories — climate action, digital inclusion, and community involvement. Cogeco has identified these three key imperatives and is addressing each of them with robust and focused initiatives that make a difference in local communities.

Michele Spolange Climate action must be a top priority working in collaboration with municipalities for all industries. In 2021, Cogeco became to respond to the connectivity needs of their the first telecommunications company in communities. Canada to gain approval from the prestiBut digital inclusion isn't just a techgious Science Based Targets initiative for its nology issue. Financial constraints drive aggressive new greenhouse gas emissions inequalities in access to information and reduction target. In signing the Business services. This has inspired Cogeco’s annual Ambition for 1.5°C commitment led by the participation in the Computers for Excellence UN Global Compact, Cogeco also joined the programs, which are designed to refurbish global corporate leaders representing more used desktops and laptops for distribution to than $3.6 trillion in market capital. Recent young students. Cogeco is also active in the recog n it ion s include Connecting Families probeing ranked on Corporgram in partnership with ate Knights' list of the the federal government, Global 100 Most Suswhich offers internet As one of Burlington’s largest tainable Corporations services at reduced rates employers, Cogeco is a key for the second year in a to eligible low-income member of our business families located in the row and receiving a 2020 community and has been a Climate Change score company’s network covervalued contributor to our local of A- from CDP, putting age area. economy and connectivity for Cogeco in the leadership more than 30 years. With band for implementing Community over 1000 employees and best practices in measurinvolvement in a 100,000 square feet in office ing, understanding, and meaningful way and retail space in Burlington, addressing corporate cliStrong communities are Cogeco has created significant mate impacts. the foundation of Canada. employment opportunities for our local workforce. I look To support them, Cogeco forward to their continued Digital inclusion’s not only strives to address presence in Burlington and their connectivity needs, it far-reaching impact their ongoing contribution to The importance of digital also invests in their social our future economy, digital ac c e s s to e c onom ic and cultural lives. Last infrastructure and community development is undeniyear alone, it has devoted engagement. able. Studies show that more than $13 million in Marianne Meed Ward, Mayor of Burlington digital access promotes cash donations and over growth in overall employment and average 100 hours of airtime on its radio stations. It wages. According to an Organisation for Ecoreceived a Caring Company certification from nomic Co-operation and Development study Imagine Canada in 2020 in recognition of carried out in 2019, a 10 percent increase in exemplary leadership in community investinternet connectivity represents a 1.4 percent ment and social responsibility. increase in GDP. We see it every day — conCogeco’s leadership continues. On nectivity is crucial to business development, September 25, it will hold its first Cogeco productivity, and daily operations from teleCommunity Involvement Day, a comworking, and e-learning to telemedicine. pany-wide employee initiative devoted The findings underscore the need for to working together on advancing a cause digital inclusion to close the divide between to support local communities. This year’s large cities and smaller regions. An estitheme, Planting Roots in Our Communities, mated 86 percent of Canadian households will include tree-planting events across regions in Ontario, Quebec, and several have access to speeds of 50 Mbps, yet this rate is 41 percent in rural areas. Year after states in the U.S. that Cogeco and its subyear, Cogeco continues to grow its footprint sidiaries serve. The focus was chosen based through network investments and targeted on employee surveys conducted. acquisitions in order to reduce this digital The tree-planting activities highlight divide. Accelerating major investments in two key pillars of Cogeco’s Corporate Social digital infrastructure for high-speed internet Responsibility program — to take part in access is essential for economic recovery and developing its communities and to manage Canada's overall positioning in the digital its environmental footprint. Good corporeconomy. Cogeco announced a commitment ate citizenship remains front and centre of Cogeco’s guiding principles. in 2019 to invest $1 billion over four years. It's

This article was sponsored by Cogeco.

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MISSISSAUGA-BASED STARTUP LI-CYCLE HAS DEVELOPED A WAY TO EXTRACT COBALT, NICKEL AND LITHIUM FROM SPENT BATTERIES. PHOTO COURTESY LI-CYCLE.

The World Has Problems. Canadian Companies Have Solutions. Krista Jones

L Krista Jones Vice President of Venture Services, MaRS Discovery District

i-Cycle is a fast-growing business tackling a fast-growing problem. The Mississauga-based company recycles the lithium-ion batteries that power smartphones, laptops and electric vehicles. Founded in 2016, it just listed on the New York Stock Exchange valued at U.S.$1.5 billion and plans to build two new recycling facilities by 2023. A few years ago, this would have seemed impossible. Venture capitalists saw clean-technology companies as too capital intensive and too slow growing to hit billion-dollar valuations. But with the world facing a lengthening list of crises, investors, potential customers and government are realizing the value of our homegrown solutions. There is a growing realization that social purpose and solid profits are not mutually exclusive. In fact, they go hand-in-hand. Last year, MaRS Discovery District created the Momentum program to support Canada’s future economic stars. We work with 70 scaling companies that are all on course to make $100 million in annual revenues. Collectively,

these ventures are working toward addressing the UN’s 17 Sustainable Development Goals. Social purpose is not a sidecar project for these companies, it is fundamental to their business models. In southwestern Ontario, NRStor has partnered with the Six Nations of the Grand River to build one of the world’s biggest clean-energy storage facilities. It could eliminate up to 4.1-million tonnes of carbon emissions and provide employment opportunities for the Indigenous community. Ecopia is creating incredibly detailed 3D maps to enable more accurate modelling of floods and stormwater runoff, as well as better planning for disaster relief efforts and vaccine delivery programs. Meanwhile, Precision Biomonitoring is helping businesses reopen with rapid on-site COVID testing, and companies such as Altus Assessments, which provides evidence-based screening tools for university admissions, are helping address long-standing inequalities. When COVID struck, there were concerns that a wave of closures would hit Canada’s startups, setting back progress on vital issues. Instead, the collision of a pandemic, economic

crisis and climate emergency has focused investors’ minds on what matters. The past year has seen record activity in health care, with Canadian firms AbCellera, Repare Therapeutics, Fusion Pharmaceuticals and Dialogue all going public. Money is also flowing into other sectors that offer innovative solutions to on-going issues. Prodigy, which helps improve math outcomes by gamifying education, recently began hiring 400 more staff after raising $159 million in one of the largest ever funding rounds for a North American education technology company. Being a good corporate citizen used to be the benchmark; now it’s the baseline. Consumers want companies to focus on more than just profit. Recent research shows that 80 percent of people expect businesses to act on issues like climate change and inequality. Some firms have even appointed chief purpose officers to guide their efforts. This change is good news for Canada. Our tech sector excels at creating businesses that use deep technological expertise to solve big, important problems. And those are exactly the companies the world needs right now.

Visit MaRS Discovery District to find out more about how Canadian startups are changing the world.

Branching and Braiding: Sectors Join Forces for Social Purpose Paula Speevak

I Paula Speevak President & CEO, Volunteer Canada

n this 20th anniversary of the International Year of Volunteers, Volunteer Canada is reflecting on the evolution of volunteering to prepare us for the next 20 years of individual and corporate social responsibility. Civil society calls for the braiding of a responsive government, thriving business, and a vibrant non-profit sector. We've seen the branching out and braiding of sectors and people, of formal volunteering, organic movements, and informal helping of family, neighbours, friends, and strangers. Unlike blending, braiding retains the unique characteristics of each strand and we've seen these sectors branch out and reach

out to each other in new ways. The pandemic has accelerated these changes, while illuminating social injustices, economic inequities, and environmental crises. Businesses have branched out from charitable giving to social-cause marketing, and from employee volunteering to employee engagement. We've seen the braiding of employee volunteering, employee giving, and corporate giving into corporate community engagement strategies that facilitate both individual social responsibility (ISR) and corporate social responsibility (CSR). In non-profit organizations, volunteer resource management has branched out from fundraising units or human resources depart-

ments, and then integrated into community engagement initiatives, braiding the engagement of stakeholders, donors, and volunteers together, recognizing a spectrum of social purpose expression. In preparation for the next 20 years, we're challenging ourselves to branch out to seriously address colonialism, racism, and diversity, and to choose equity and justice over a (false) sense of stability and continuity. The evolving ways that volunteers connect and engage has been a catalyzing force for achieving our social purpose and creating change. We begin to braid together ISR, CSR, and formal and informal volunteering, in all their glory.

Communities Must Drive a Just Recovery Philanthropy, business, and government need to change the rules to do their part Andrea Dicks & Andrew Chunilall

C Andrea Dicks President, Community Foundations of Canada

OVID-19 has stretched our communities with many, including nonprofits and social enterprises, on the frontlines. A just recovery will be driven by community leaders. Philanthropy, business and government can do a simple thing to help make this happen — change who is eligible for philanthropic funding. Because many communities are still being left behind. Charities, nonprofits, and social enterprises all serve communities. A registered charity, in government language, is a qualified donee — making it eligible for more funding opportun-

ities. In Canada, there are 40,000 organizations with charitable purposes that are not qualified donees. While BIPOC communities are disproportionately affected by the pandemic, many of the small to medium organizations that frequently represent and serve them are not qualified donees and therefore face a number of barriers to accessing support. At Community Foundations of Canada, we see how this limits who can apply for philanthropic funding. We also see a simple fix: reform the existing rules to be more inclusive. Philanthropic efforts—from foundations to corporate social responsibility to individual

donors— are still falling short of equitably supporting communities and need flexibility. We have witnessed how this pandemic is exacerbating existing inequalities. As an organization with the purpose of “relentlessly pursuing a future where everyone belongs,” we want to do everything we can to ensure that funding is as accessible, timely, and responsive as possible for communities dealing with the pandemic’s impacts. We have an opportunity for social change. Reforming regulations on accessing philanthropic dollars can bring closer a just recovery driven by the community.

Andrew Chunilall CEO, Community Foundations of Canada