Corporate Social Responsibility - CIBC Mellon · a detailed review, we are pleased to again recognize CIBC Mellon as the best subcustodian in Canada.” Joseph Giarraputo, publisher

Corporate Social Responsibility

ENGAGED INVESTED CONNECTED

2 // MESSAGE FROM SuE SiMOnE

Sue SimoneSenior Vice President, Human Resources and Corporate Communications

CSR AT CIBC MELLON / REVIEW

“At CIBC Mellon, we believe in doing business at the

highest standards while engaging employees

in making a positive difference for their colleagues,

clients and communities. Corporate responsibility and

corporate volunteering allow us to engage in activities that

make a difference both inside and outside of the company,

and provide a truly enjoyable workplace for our employees.

By supporting community partners through

monetary donations and volunteering, actively seeking environmentally-friendly solutions and

becoming a socially responsible leader for others

to follow, we are able to drive solutions with responsibility,

care and commitment, and make a positive impact for all our

stakeholders.”

3 // inVESTED in CAnADA


Contentsinvested in...

3 Building a great company

5 Canadian market integrity• Corporate governance• Business continuity

9 Our engaged team

11 Employee-driven CSR• Volunteering• Fundraising

14 Recent awards

15 Social finance

17 A sustainable future

18 Goals and results

inVESTED in BuilDinG A GREAT COMpAnyDelivering global asset servicing solutions in Canadawith client-focused service excellence

CIBC Mellon provides clients exclusive focus on their Canadian needs, a relentless commitment to continuous improvement, and a team of experienced professionals — powered by the global reach, breadth of services and innovative technologies of BNY Mellon together with the local presence of CIBC. We offer local expertise to help institutional investors achieve their goals in the Canadian market. We deliver impactful strategies, knowledgeable insights and a commitment to continuous improvement that can help clients make intuitive decisions at every phase of their investment process.

1996

FOuNDING YEAr EMPLOYEE BASE

GLOBAL rEACH VIA THE BNY MELLON

NETWOrK

EMPLOYEE VOLuNTEEr PArTICIPATION rATIO

MORE THAn

$1.6TRilliOn

1,300+

100+MARKETS

74%

LONG-TErMCrEDIT rATINGS

MOODy’S: A1 DBRS: AA (lOw)

CLIENT ASSETS uNDEr ADMINISTrATION

By the numbers

Invested in Canada

Assets under Administration as at December 31, 2015.

Credit ratings as at March 21, 2016 for DBrS and October 27, 2015 for Moody’s.

ViSiOn AnD VAluESCIBC Mellon’s vision of being the leader in asset servicing solutions in Canada is underscored by a foundation of core values: client focus, integrity, teamwork, and excellence.

“As custodians and institutional investors deal with an increasingly complex global regulatory environment, they are seeking the safest and best local market subcustodians with whom to entrust assets. Based on a detailed review, we are pleased to again recognize CIBC Mellon as the best subcustodian in Canada.”

Joseph Giarraputo, publisher and editorial director of Global Finance

4 // inVESTED in CAnADA

An EnGAGinG inVESTMEnT: EMplOyEE-DRiVEn CSR Our corporate social responsibility program is built around engaging CIBC Mellon employees in making a positive difference. Our program is volunteer-developed, volunteer-driven and volunteer-executed: we believe in empowering employees to engage with the causes, charities and focus areas that matter most to them, and take ownership and leadership roles in driving our efforts forward. More than 100 CIBC Mellon employees volunteer across 10 committees, taking on new projects and new challenges in addition to their business roles.


www.vimeo.com/cibcmellon/visionandvalues

Teamwork

5 // inVESTED in CAnADiAn MARKET inTEGRiTy

DOinG BuSinESS AT THE HiGHEST STAnDARDS Holding more than $1.6 trillion of assets on behalf of banks, pension plans, mutual funds, corporations and other institutional investors, we understand the need to conduct our business at the highest standards within the Canadian regulatory environment. We are responsible for servicing a substantial portion of all investable assets in Canada, and we continuously work to further reinforce our strong governance and control practices. As active corporate citizens and members of Canada’s financial services community, we also regularly participate in efforts to further enhance the strength and efficiency of Canada’s capital markets by working with industry groups, regulators and other market stakeholders.

The trust our stakeholders place in CIBC Mellon is grounded in the high standards set by our robust governance structure and commitment to implementing strong business practices, which we employ while maintaining compliance with all applicable legislation. We are committed to fostering ethical practices, accountability, good governance and integrity across all aspects of our business.

STROnG COnTROlS: OuR COMMiTMEnT TO CliEnTS, EMplOyEES AnD OTHER STAKEHOlDERSWe believe we have a critical responsibility to protect our stakeholders by:

• Measuring, mitigating, managing and reporting our risk.

• Supporting employees in complying with all relevant laws, regulations and ethical codes of conduct.

• Providing assurance to our stakeholders that we are acting in accordance with all applicable industry and legal requirements at all times.

GOVERnAnCE AnD inTEGRiTy – AliGnED TO THE iSO 26000 GlOBAl SOCiAl RESpOnSiBiliTy STAnDARDIn 2015, CIBC Mellon’s Governance and Ethics subcommittee and the company’s control groups completed a detailed review to affirm that our corporate policies, practices and standards align with the definitions, principles and practices outlined in the ISO 26000 standard for organizational social responsibility. ISO 26000 guidance provides a holistic approach across seven core areas: organizational governance; human rights; labour practices; the environment; fair operating practices; consumer issues; and community involvement and development. We are proud to promote socially responsible behaviour throughout our organization and across our sphere of influence.

Invested in Canadian Market Integrity



DOinG wHAT’S RiGHTCIBC Mellon provides training, education and support programs to help ensure that employees understand and agree to adhere to CIBC Mellon’s policies and procedures:

• CIBC Mellon Acumen: Our mandatory five-module e-learning course educates employees about our business as well as the responsibilities and expectations of every employee.

• Our employee Code of Conduct describes the personal and business guidelines that help safeguard the interests of clients, employees, shareholders and CIBC Mellon.

• Our Anti-Money Laundering and Anti-Terrorist Financing Policy requires employees to be alert for and report unusual transactions according to the requirements contained in applicable proceeds of crime and terrorist financing legislation.

• Our Privacy and Information Security Policies provide guidance to employees regarding the steps and practices necessary to appropriately secure information under CIBC Mellon’s control.

BuSinESS COnTinuiTy AnD EMERGEnCy READinESS Part of earning the trust of our stakeholders includes taking the time to assess, document and prepare our people, systems and stakeholders to respond in the event of unexpected circumstances. We work collaboratively, engaging employees across all business units; we know time is of the essence, so we actively prepare ourselves to respond.

Planning areas include:

EMErGENCY rESPONSEThe actions we take in response to a disaster warning or alert in order to minimize or contain negative effects, as well as those to be taken to preserve lives and provide basic services in the immediate aftermath of a disaster impact, for as long as an emergency situation prevails.

INCIDENT MANAGEMENTOur clearly defined and documented plan of action for use at the time of an incident encompasses the key personnel, resources, services and actions needed to implement the incident management process.

BuSINESS rECOVErYThe steps to be taken to ensure the resumption of the business within an acceptable timeframe following a disruption.

DISASTEr rECOVErY / SErVICE CONTINuITYPlanning for recovering and restoring technological infrastructure and capabilities after a serious interruption, as well as the activities associated with the continuing availability and restoration of the IT infrastructure — including systems, data, communications and system-related hardware — required to support critical business functions.


iSO 22301:2012 SOCiETAl SECuRiTy AnD BuSinESS COnTinuiTy MAnAGEMEnT SySTEMS STAnDARDIn 2015, CIBC Mellon achieved certification to the ISO 22301 standard, which specifies requirements to plan, establish, implement, operate, monitor, review, and maintain a documented management system to protect, prepare, respond and recover from disruptive incidents when they arise.

To achieve ISO 22301:2012 certification, CIBC Mellon’s business continuity preparations were assessed by external auditors from the British Standards Institution (BSI Group) Canada. Our business continuity plans are highly flexible, enabling us to respond to different scenarios, and the company can execute all or a portion of its plans depending on the type, severity and impacts of an event.

“CIBC Mellon’s clients and stakeholders should take confidence from the diligence and effectiveness with which the company has undertaken business continuity planning.”

Gary Robinson, Commercial Director of BSI Group Canada



REGulAR ExERCiSES, DETAilED DOCuMEnTATiOnTo stay prepared for the unexpected, CIBC Mellon trains employees through regular business continuity exercises, designed to validate our strategies, documentation and technology. Each exercise is documented and analyzed by our governance and control teams in an effort to continuously improve our recovery plans.

At least once a year, we hold a business continuity “table-top” exercise, where our business continuity team, Executive Committee and senior leaders from every business unit at CIBC Mellon respond in real time to a simulated emergency, complete with unexpected developments throughout. These exercises provide an opportunity to follow emergency protocol, initiate business continuity plans, and engage in post-event assessment and feedback sessions to further strengthen our continuity procedures.

OFF-SiTE RECOVERy CEnTRESPartnering with our parent companies and external vendors, we maintain off-site redundant data centres as well dedicated workspaces. These centres enable the recovery of our critical infrastructure, data and critical business functions. Staff can work from these off-site locations for extended periods; they are fully equipped and maintained for CIBC Mellon, and we have exclusive access 24 hours a day, seven days a week. CIBC Mellon also leverages a multi-office footprint, with the potential to shift work to locations in other areas within Canada and to tap into BNY Mellon global processing capabilities.


SOpHiSTiCATED COMMuniCATiOnS TOOlSIn addition to our usual client communication systems and processes, CIBC Mellon leverages the Everbridge system for issues management and critical communications. Everbridge empowers us with the ability to initiate two-way mass communication with employees across multiple channels, including e-mail, business and personal phones, text messages and more. Within minutes, we can provide updates to apprise employees of an issue, provide guidance (for example, to work from an alternate location), or even capture survey responses to confirm employee safety. We also maintain an employee update line and an employee-notification website.


At any time, clients can check the status of CIBC Mellon operations by calling our client/media alert line 1 877 957 7811 or contacting their relationship Executive, Service Director or Account Manager.

https://www.vimeo.com/cibcmellon/everbridge

“As a leading Canadian custodian and asset servicing provider, we recognize the importance of our business to our clients and to Canada’s capital markets. Our business continuity management efforts are designed to prepare our company and its employees to deliver essential services in unexpected circumstances.”

Christopher Horne, Assistant Vice President, IT Governance, Vendor Management, Corporate Security and Business Continuity

EMplOyEE nOTiFiCATiOn ViA:

E-MAil TExT MESSAGE

pHOnE

www.vimeo.com/cibcmellon/visionandvalues%0D

9 // OuR EnGAGED TEAM

Our Engaged Team


TOTAl REwARDS FOR EMplOyEESCIBC Mellon’s Total rewards program enriches the employee experience. In addition to working in a dynamic environment, our employees receive a comprehensive total rewards package in exchange for their time, talents and contributions, including:

RECOGnizinG pRODuCTiVE pEOplEFrom our online Myrecognition social rewards and recognition platform, to our centralized MyPerformance goal-tracking system, and our Peers’ Choice Awards and President’s Leadership Award, we take the time to reward and recognize talented and productive employees.

CIBC Mellon employees exchanged more than 10,000 recognition messages through our Myrecognition platform in 2015, celebrated quarterly with live Peers’ Choice celebrations and submitted great suggestions through our MyIdeas platform — all while earning points towards many great rewards. We also hosted a wide array of team celebrations to mark many important achievements and milestones.

Pay-for-performance compensation programs.

FlexChoice Benefits Program, empowering employees to meet their diverse needs — including via healthcare spending accounts, wellness spending accounts and more.

Company-paid pension plan and a matched group rrSP to help employees build financial security.

learn more about Employee Engagement at CiBC MellonThese are just a few highlights of our ongoing investment in engaging employees. To learn more, read our first-ever Employee Engagement review.


“CIBC Mellon has shown tremendous support to the Boys and Girls Club of East Scarborough! They have a team that worked together and provided over 5,000 snacks for children in our program over the summer and they have rallied the “Together in Action” team to support our Family BBQ and provided over 1,000 Christmas stockings for all the children in our early years, child care, and after-school programs. They are quick to lend a hand and we are happy to have them as part of the family. Thank you CIBC Mellon!”

The Boys and Girls Club of East Scarborough

10 // EMplOyEE-DRiVEn CSR

https://www.vimeo.com/cibcmellon/esbgc


inVESTinG in OuR COMMuniTiES, EMpOwERinG EMplOyEESOur corporate social responsibility program is designed to foster an environment where employees are engaged, motivated and empowered, which is why CSr at CIBC Mellon is employee-focused, employee-driven and employee-led. CIBC Mellon employees engage their colleagues, build new events and bring local organizations forward, and we explicitly link our corporate community investment dollars with employees’ passions and efforts.

Participation in all of our CSr committees, fundraising teams and affinity groups is volunteer-based, with committee efforts comprising employees who take on these responsibilities in addition to their daily business tasks. More than 100 CIBC Mellon employees participate actively on various planning teams and committees across the company. The difference our company makes truly is a team effort, and the results are a reflection of that commitment.

TOGETHER in ACTiOn wORKplACE VOlunTEERiSM CIBC Mellon’s Together in Action program provides employees with paid time off for team volunteering during regular working hours. We know the power of shared participation; bringing employees together for a community project helps foster collaboration, creative connection and stronger workplace relationships. Employee groups identify charity partners, plan events and deliver donations within our flexible framework.

Volunteering is a corporate priority for CIBC Mellon: we set corporate, department and team volunteer participation goals, and hold managers accountable for engaging their teams in community efforts.

We recognize that volunteer participation provides powerful support to community partners, but also consumes charities’ scarce resources, so we provide donations of $100 per participant when employees volunteer as a team with a registered non-profit, plus an additional $100 when the event supports a united Way agency or program.

To learn more, read our knowledge leadership article on “the business value of volunteering” http://goo.gl/knaeo2

Employee- Driven CSR

2009 2010 2011 2012 2013 2014 2015

50150 250

385 351674 796

Employee participation ratesThese numbers are unique participants; counting individuals volunteering more than one time, the total volunteer count was 1070, across 220 separate events.


http://goo.gl/kNaeo2


TOGETHER in ACTiOn VOlunTEERinG – 2015 HiGHliGHTS

A year-long initiative, CIBC Mellon employees formed a Hunger Squad in support of Second Harvest, where a group of volunteers set out at lunchtime to rescue food from local restaurants and deliver it to local non-profit organizations. In 2015, employees organized more than 40 events with Second Harvest, including food delivery, packing food boxes and volunteering at Taste of Toronto.

Addiction and mental health are very important topics to CIBC Mellon employees, who repeatedly volunteer with the Centre for Addiction and Mental Health in an effort to dispel myths and ensure that adequate support is accessible to those in need. CAMH was a frequent destination for our volunteers in 2015.

Employees are encouraged to take their volunteer energy offsite to local community organizations, but we also provide convenient in-office opportunities. Boys and Girls Club of East Scarborough benefitted from two events at which more than 200 employees assembled snack packs and holiday stockings for children at this united Way member agency. https://www.vimeo.com/cibcmellon/esbgc

CIBC Mellon became a title home sponsor with Habitat for Humanity GTA in 2015, making a significant monetary and volunteer commitment over a one-year period. As a title home sponsor, we were given a designated build site, where our employees enthusiastically contributed to the construction of a brand new home for a family in need.

Second Harvest Hunger Squad

Centre for Addiction and Mental Health (CAMH)

Boys and Girls Club of East Scarborough

Habitat for Humanity

“Becoming a title home sponsor with Habitat for Humanity GTA was a natural fit for our company. Our employees are dedicated to reducing homelessness in our communities, and to breaking the poverty cycle — both of which are satisfied by this partnership. We are thrilled to be part of the building process and we can’t wait to see the finished product in 2016.”

Richard Anton, Senior Vice President, Chief Operations Officer


Our 2015 Movember campaign in support of men’s health initiatives was one of our most successful yet, raising more than $18,000. Our employees augmented this support by turning our annual company softball tournament into a fundraising event, with teams combining to raise an additional $4,000 for Prostate Cancer Canada (PCC). Some of our employees even had a little fun with PCC’s Plaid for Dad awareness and fundraising campaign.

Movember/prostate Cancer Canada

VOlunTEERinG wiTH OuR CliEnTSJoin us and make a differenceOur passion for volunteering includes inviting our clients and stakeholders to join us in making a difference. We invite all our clients to participate with us in corporate volunteerism and experience our Together in Action program. If your corporation is considering launching or expanding a corporate volunteering program, we would be pleased to share best practices and lessons learned from the ongoing success of CIBC Mellon’s program.

Ambassador program Our Ambassador program supports employees’ personal volunteer participation as board members, advisors, organizers and participants with non-profit organizations. CIBC Mellon directs up to $1,500 to employees who volunteer 40 or more hours of their personal time with a not-for-profit organization.

FundraisingIn 2015, CIBC Mellon conducted a series of workplace fundraising campaigns, each one encouraging participation from employees and extending to their professional and social networks. These campaigns raised financial support for a number of worthy causes, built awareness and boosted employee engagement with exciting events.


The CIBC Mellon Weekend Walkers team took to the streets again in 2015, walking 25 kilometres throughout the city of Toronto while raising more than $62,000 for cancer research at the Princess Margaret Cancer Centre. The team again hosted its signature annual Tricycle Grand Prix in CIBC Mellon’s historic banking hall, with employee teams racing wheel-to-wheel to the cheers of more than 200 spectators. https://www.vimeo.com/cibcmellon/trikerace

CIBC Mellon employees are proud supporters of united Way/Centraide across Canada. In 2015, we raised more than $361,000 through employee donations, corporate matching programs and in-office fundraising activities like our pancake breakfast — our most successful campaign to date!

Onewalk to Conquer Cancer

united way

14 // RECEnT AwARDS

Recent Awards

Canadian HR Awards “Best Reward and Recognition Strategy”

CIBC Mellon’s ongoing efforts to reward and recognize employees and its integrated Myrecognition approach to celebrating success helped the company earn the Canadian Hr Award for ”Best reward and recognition Strategy” in Canada in 2015.

2015 Employee Engagement Awards“Highly Commended” - Social Responsibility Project of the Year

Our Together in Action volunteering program was recognized as “Highly Commended” in the Social responsibility Project of the Year category at the Employee Engagement Awards and Conference in New York City. This award recognizes a project dedicated to engaging employees through a social responsibility initiative or program that creates a positive impact on both the workforce and also to the wider community.

Achievers 50 Most Engaged workplaces in north AmericaCIBC Mellon and its employees were recognized as one of Achievers 50 Most Engaged Workplaces™ in North America. This annual award recognizes top employers that display leadership and innovation in engaging their workplaces.


Global Finance “Best sub-custodian in Canada 2015”

CIBC Mellon was named the best sub-custodian in Canada for the ninth consecutive year in Global Finance magazine’s annual ranking of the “World’s Best Sub-Custodian Banks”. Assessment criteria included customer relations, quality of service, competitive pricing, smooth handling of exception items, technology platforms, post-settlement operations, business continuity plans and knowledge of local regulations and practices.

Global Custodian “Market Outperformer: Canada”

CIBC Mellon was awarded “Market Outperformer: Canada” in Global Custodian’s 2015 Agent Banks in Major Markets Survey. The award recognizes CIBC Mellon’s commitment to business and stance as a sound service provider of Canadian market insights, outstanding client service and reliable action.

Global investor/iSF Sub-custody Survey “Best sub-custodian in Canada”

CIBC Mellon was rated the best sub-custodian in Canada in the 2016 Global Investor/ISF sub-custody survey. CIBC Mellon was the highest rated custodian according to both the unweighted results and the results weighted by client asset size.

BRinGinG SOCiAl FinAnCE TO SCAlE iS KEy TO EnABlinG pOSiTiVE CHAnGE in SOCiETy: Bny MEllOnAccording to BNY Mellon, global environmental, social and governance (ESG) trends are rapidly reshaping the investment landscape. New risks and opportunities are emerging. As investors continue to seek strategies that allow their portfolios to serve their financial goals, BNY Mellon sees untapped potential in social finance.

Explore BNY Mellon’s views on social finance in this short video or at www.bnymellon.com/socialfinance

15 // SOCiAl FinAnCE


SocialFinance

https://www.bnymellon.com/socialfinance

CIBC Mellon is working to help clients navigate Canada’s market and regulatory environment. For example, we provided insights on the Financial Services Commission of Ontario’s 2015 requirements for Ontario pension plan sponsors who must now report whether and how ESG factors are considered in their investment processes.

read “Social Finance: Ontario’s ESG Guidance” here. http://goo.gl/SXbSyY


16 // SOCiAl FinAnCE

“Social finance — investments that generate financial returns and include positive social and environmental impact — should offer investors an opportunity to protect and grow their financial assets in the face of a shifting global landscape, as well as to support solutions to some of the world’s toughest problems.” Bny Mellon

• Facilitate asset allocation with multiple social finance products, which meet different risk tolerances, return expectations, and liquidity requirements

• Create products with well-defined return expectations and clear impact objectives

• Deepen social finance expertise and knowledge in investment teams and among client advisors

• Drive consistent and material disclosure of social and environmental impacts on financial performance, as well as the effect on stakeholders

• Increase awareness and promote learning by sharing best practices regarding the integration of social finance into portfolios

• Work toward acceptance of assessment of ESG risks and opportunities as part of fiduciary duty

• Work towards alignment of internal and external incentives with long-term value

• Encourage good governance and positive policy that can respond to and support broader uptake of social finance

• Encourage partnership among stakeholders and product innovation to control ESG risk in asset portfolios

• Provide guidance and technical assistance to issuers in order to strengthen the pipeline of investable social finance-oriented securities

• Develop and adopt standardized non-financial metrics

• Integrate social and environmental impact into valuation and risk measurement

Accessibility: Aligning expectations to create attractive investment products

Measurement: Building track records, frameworks, and presentation standards necessary to generate investor confidence

Transparency: institutionalizing sharing of information among investors and stakeholders as best practices to promote efficient use of capital

Systemic Change: Creating incentives that shift thinking about value creation and support good governance and positive policy frameworks

Collaboration: pursuing innovation and risk mitigation by leveraging expertise through partnerships

Five Key Conditions to Grow Social Finance

According to BNY Mellon, investors, policy makers, intermediaries, and issuers will need to work together to achieve five key conditions to grow social finance:

EnViROnMEnTAl SuSTAinABiliTy AT CiBC MEllOnSustainability is smart business. Working to reduce our environmental footprint not only means using resources more efficiently, it also supports employee engagement. CIBC Mellon’s employees are passionate about the environment, and their commitment and creativity are the foundation of our ongoing efforts to conduct business in an increasingly sustainable manner.

CIBC Mellon has an environmental sustainability policy in place, which enforces environmentally responsible procurement, our ongoing commitment to reducing paper usage, and the importance of engaging employees in environmental projects.

FACiliTiESCIBC Mellon’s historic head office at 320 Bay Street has a BOMA best certification. While we are limited by the building’s historical status, we have taken steps to incorporate sustainability into our facilities whenever possible, for example replacing carpets with “carpet squares” that enable the replacement of only small sections of carpet when necessary.

EnViROnMEnTAl ExpOCIBC Mellon’s sustainability committee organizes an annual environmental sustainability “Green Fair” that brings together employees, vendors and charity partners for an afternoon of networking in our banking hall.

A Sustainable Future

17 // A SuSTAinABlE FuTuRE

We continue to drive paper reduction at CIBC Mellon even as we grow our business. In 2015 we reduced paper usage to 23.7 million pages annually — the lowest absolute level since 2011, and well below our 2007 baseline of more than 40 million pages annually — even as our assets under administration reached a new high of more than $1.6 trillion and we provided an expanded array of services to existing clients. On an intensity basis, in 2015 we used approximately one-third of the paper used to service the same dollar value in assets in 2007. While performance against our baseline has been substantial, paper reduction remains a key focus area for us. We continue to move clients toward paperless options and refine our internal processes to achieve further reductions.

pApER uSAGE AT CiBC MEllOn

Absolute usage: pages printed (000,000s)

intensity: pages printed to service $1MM in AuA

2007 2008 2009 2010 2011 2012 2013 2014 2015

45

40

35

30

25

20

10

5

0

45

40

35

30

25

20

1515

10

5

0


Goals and results

COMMuniTy

2015 GOAlS (wE SAiD) 2015 RESulTS (wE DiD) 2016 GOAlS (wE will)

COMMuniTy VOlunTEERinG

• Exceedour2014volunteeringparticipation rate (66 per cent)

• Exceededour2014volunteeringparticipation rate by achieving 74 per cent unique participation measured vs. employee headcount at Nov. 1, 2014

• Exceedour2015volunteeringparticipation rate (74 per cent)

SKillED VOlunTEERinG

• Investigateadditionalopportunitiesfor employees to volunteer their skills

• Employeesjoinednon-profitboards and provided professional insights in areas such as business development, accounting, marketing, social media, Pr and event planning

• Continuetoseekopportunitiesfor employees to volunteer their skills

EnViROnMEnTAl SuSTAinABiliTy


pApER AnD SuppliES

• reduce total paper usage to below 50 per cent of our 2007 baseline — or 20.4 million pages — even with business growth

• Further reduce paper intensity

• Paper usage declined to 23.7 million pages in 2015 from 25.4 million in 2014, even amid substantial business growth and service expansion — falling further below our 2007 baseline of 40.8 million pages

• Paperusageintensitydeclinedto 14.6 pages printed per year to service $1 million of client assets — down 16 per cent versus our 2014 count of 17.4 pages, and well below our 2007 baseline of 42 pages

• October 2015: completed a Paperless Proof of Concept initiative to position ourselves to further reduce printing in Fund Accounting areas

• reduce total paper usage to below 50 per cent of our 2007 baseline — or 20.4 million pages — even with business growth

• Further reduce paper usage intensity

• review paperless test findings, investigate additional options and expand paperless fund accounting implementation

pOliCiES, pROCEDuRES AnD VEnDOR MAnAGEMEnT

• Execute on green procurement policy

• Sustainability factors are included in vendor reviews as per CIBC Mellon’s environmental sustainability policy

• Work with our building facilities managers to understand recycling programs and reduce the amount of garbage produced

18 //GOAlS AnD RESulTS


CSR GOAlS & RESulTS... (Continued)

DiVERSiTy


DEVElOpMEnT

• Provide diversity-related resources and plan events that educate and engage employees

• Partner with our parent companies to leverage their diversity networks

• The Diversity Committee executed two successful events: a lunch and learn session and a diversity showcase, which was attended by more than 300 employees

• By leveraging our parent company’s diversity networks, CIBC Mellon employees were invited to attend several events hosted by CIBC’s Affinity Network and BNY Mellon IMPACT

• Increase the number of diversity-focused events and resources provided to educate and engage employees

• Continue to partner with our parent companies to leverage their diversity networks

GOVERnAnCE AnD ETHiCS


ETHiCS

• 100 per cent employee participation in comprehensive Code of Conduct training

• Achieved 100 per cent participation in Code of Conduct training

• 100 per cent participation in comprehensive Code of Conduct training and CIBC Mellon Acumen programs

• Identify and propose opportunities to strengthen our commitment to social responsibility in creating a positive impact on stakeholders including consumers, employees, investors, communities, and others

BuSinESS COnTinuiTy

• ObtainISO22301: 2012 certification

• Obtained ISO 22301: 2012 certification

•Continue to seek opportunities to further strengthen CIBC Mellon’s preparations to deliver services even in unexpected situations

GOVERnAnCE

• FinalizealignmentofCIBCMellonpolicies and procedures with ISO 26000

• Completed review exercise and formally affirmed CIBC Mellon policies and procedures are aligned to ISO 26000 standard for socially responsible behaviour of the organization

•Maintain commitment to socially responsible behaviour in alignment with corporate policies, governance framework and ISO 26000 standard

19 //GOAlS AnD RESulTS



CliEnTS AnD pRODuCTS


CliEnT AliGnMEnT

• research client CSr programs to identify and execute on opportunities for expanded collaboration

• Participated in client engage-ment opportunities, including Kerry’s Place - Evening for Autism, Habitat For Humanity, Deloitte Women of Influence

• Established collaborative CSr efforts with several clients

• raised more than $100,000 for the community through partnerships

• Build and strengthen three-way collaboration between clients by organizing and/or partaking in at least two CSr focused events with clients that support our mandate

• Establish relationships with at least five clients and prospects, making them aware of our programs

pRODuCT AnD SERViCE RESpOnSiBiliTy

• Leverage BNY Mellon and CIBC leadership in responsible business practices, including facilitating expanded ESG factor reporting for clients

• Hosted social finance breakfast networking and information event

• Worked to connect clients with advanced BNY Mellon social finance offerings, including ESG monitoring

• Continue to connect clients with advanced BNY Mellon social finance offerings and insights that support the integration of responsibility into investment activities

wOMEn’S iniTiATiVES nETwORK


pROFESSiOnAl DEVElOpMEnT

• Generateawarenessandcommunicatebenefits of WIN to employees

• Supporttheprofessionaldevelopmentof women and employees

• Promoteandrecognizetheprofessionalaccomplishments of women

• Organizedanumberofnetworkingand professional development events open to all employees, including a workshop on personal branding, a seminar on dressing for success, and new “coffee and conversation” discussion sessions

• Organizedcareercoachingwhere CIBC Mellon employees support and mentor at-risk women in our communities

• Generate awareness and communicate benefits of WIN to employees

• Supporttheprofessionaldevelopment of women and employees

• Promoteandrecognizetheprofessional accomplishments of women

20 // GOAlS AnD RESulTS



pAREnTinG


DEVElOpMEnT

• Identifyopportunitiestofurther support employees who are parents

• Plannedandexecutedfourevents in Fiscal 2015 that engaged and supported parents and expecting parents through-out the company

• LaunchedtheParenting Committee information page on CIBC Mellon’s employee intranet site

• Provideaminimumoffourevents that produce relevant information and resources to parents and expecting parents at CIBC Mellon

• Connectwithindustrypartnersand similar affinity groups to identify different opportunities to engage employees

• Exploreopportunitiestofurthersupport employees who plan to adopt

uniTED wAy


FunDRAiSinG

• Exceed our united Way fundraising target

• raised more than $361,000, exceeding our goal of $345,000

• Exceed our united Way fundraising target

pARTiCipATiOn

• Exceed 40 per cent of employee participation

• More than 44 per cent of employees accessed our online donation tool

• Exceed our participation target

EMplOyEE SOCiAl COMMiTTEE


EMplOyEE EVEnTS

• refine social event calendar and sports team roster to help foster employee participation and engagement

• Introduce at least one new event

• Supported 25 social events, strong employee participation

• Launched popular theatre night event

• refine social event calendar and sports team roster to help foster employee participation and engagement

• Introduce at least one new event

21 // GOAlS AnD RESulTS


CiBC Mellon’s CSR committees and their areas of focus:

1CORpORATE SOCiAl RESpOnSiBiliTy STEERinG COMMiTTEE: Drives overall strategy and direction for CIBC Mellon’s CSr activities and oversees the company’s financial support to CSr programs and non-profit organizations.

2 GOVERnAnCE AnD ETHiCS COMMiTTEE: Promotes the highest standards of ethical practice and good governance to employees.

3 COMMuniTy VOlunTEERinG COMMiTTEE: Organizes and supports volunteering in the community during workplace hours.

4 EnViROnMEnTAl SuSTAinABiliTy COMMiTTEE: Builds and executes on strategies to reduce our environmental footprint.

5 DiVERSiTy COMMiTTEE: Promotes diversity and inclusion among employees and celebrates the strength of our diverse workforce.

6 CliEnTS AnD pRODuCTS COMMiTTEE: Seeks opportunities to engage with clients and vendors through social responsibility.

7 wOMEn’S iniTiATiVES nETwORK: Professional development and mentorship for CIBC Mellon employees.

8 EMplOyEE SOCiAl COMMiTTEE: Organizes company social events and sports teams.

9 uniTED wAy COMMiTTEE: Organizes and executes CIBC Mellon’s annual fundraising campaign for united Way.

10 pAREnTinG COMMiTTEE: Networking opportunities, resources and support to help working parents succeed at home and at CIBC Mellon.

22 //CiBC MEllOn’S CSR COMMiT TEES


CIBC Mellon employees lend a hand at Habitat for Humanity reStore.

On THE COVER:

“Aside from the unlimited professional opportunities available to grow, develop, and hone industry skills and knowledge, CIBC Mellon offers a holistic experience that allows you to develop as a person and community leader. Through community volunteering and corporate social responsibility efforts there are many chances to get involved and make a positive impact on not only your life, but in the lives of others.”

preyesh Karsan, Senior Content Specialist, Business Development Communications

23 //


Contact us:

Corporate Social responsibility Steering CommitteeAttn: CSr SecretaryCIBC Mellon320 Bay StreetPO Box 1Toronto, ON. M5H 4A6

www.cibcmellon.com/csr @cibcmellon [email protected]+1 416 643 5000

©2016. CIBC Mellon is a licensed user of the CIBC trade-mark and certain BNY Mellon trade-marks, is the corporate brand of CIBC Mellon Trust Company and CIBC Mellon Global Securities Services Company and may be used as a generic term to reference either or both companies. All rights reserved.

REpORTinG pERiOD: Except where noted otherwise, this review covers CIBC Mellon’s corporate social responsibility activities during the 2015 fiscal year (Nov. 1, 2014 to Oct. 31, 2015)Figures are in Canadian dollars except where otherwise noted.

SOCiAlly AnD EnViROnMEnTAlly RESpOnSiBlE DiSTRiBuTiOn:

Approximately 90 per cent of the distribution of this report will be achieved electronically. Printed copies are on Enviro100 paper, which is manufactured from 100 per cent post-consumer recycled fibre and meets the mark of responsible forestry.

Printed copies of this report were produced at Eva’s Initiatives Phoenix Print Shop, a socially and environmentally responsible commercial printer. The Eva’s Initiatives Foundations of Print training program for homeless youth has connected more than 100 youth with career-building opportunities in the graphic communications sector. http://www.phoenixprintshop.ca/

Documents

Corporate Social Responsibility - CIBC Mellon · a detailed review, we are pleased to again recognize CIBC Mellon as the best subcustodian in Canada.” Joseph Giarraputo, publisher