Standing in the rain in downtown Montreal, Kukpi7 (Chief) Judy Wilson lifts her fist in defiance outside a branch of the Royal Bank of Canada. Wilson’s gesture goes largely unnoticed by the shoppers who hurry past, but her efforts to hold banks accountable for financing fossil fuels have certainly caught the attention of Canadian regulators.
Wilson, based in south-central British Columbia, is the chief of the Skat’sin te Secwepemc-Neskonlith Indian Band and the secretary-treasurer for the Union of British Columbia Indian Chiefs (UBCIC).
She’s also one of six applicants who filed a complaint to Canada’s Competition Bureau, accusing RBC of greenwashing — something that prompted the regulator to open an inquiry into whether Canada’s biggest bank misled customers about its climate action.
“It’s time to be truthful,” said Wilson, who spoke with CBC News while in Montreal for a meeting.
“[Climate change] is real, it’s here and we have to deal with it.”
The allegations, filed with the help of environmental law non-profit Ecojustice, suggest the bank has beenmarketing itself as being aligned with the climate goals of the Paris Agreement, all while continuing to finance the fossil fuel industry.
It’s not the first time RBC has been called out over its support of the oil and gas sector.
A separate report published this year by a group of environmental organizations, including the Sierra Club and the Indigenous Environmental Network, ranked RBC fifth globally among major banks financing the fossil fuel industry.
But inmarketing materials, RBC states that it is “fully committed” to supporting drastically reducing greenhouse gas emissions to net zero by 2050.
“The claims and RBC’s actual action don’t stack up,” said Matt Hulse, the Ecojustice lawyer who helped draft and file the complaint to the Competition Bureau.
RBC says complaint is unfounded
In response to the Competition Bureau’s investigation, the bank denied it has been misleading clients.
“RBC strongly disagrees with the allegations in the complaint, and believes the complaint to be unfounded and not in line with Canada’s climate plan,” RBC spokesperson Andrew Block said in an email.
“It’s critically important that we get the transition to net zero right in order to address climate change and we have taken a measured, thoughtful, and deliberate approach in our climate strategy.”
In the past, RBC has said its transition to net zero must be gradual in order to succeed.
Time is a luxury that Wilson doesn’t have, as her community is already experiencing the impacts of climate change.
“Many of our people still hunt and fish and harvest on the land … so they can firsthand see what climate change is doing. The rivers are low, warmer. The forests are tinder dry,” she said.
“With climate-destroying fossil fuels and climate change disproportionately impacting Indigenous peoples around the world, as well in Canada, we have to make the right decision.”
Sending a message to the industry
Holding companies accountable via the Competition Bureau has worked in the past. Earlier this year,Keurig Canada was ordered to pay a $3-million penalty for falsely claiming its single-use K-Cup pods can be recycled.
An inquiry could take more than a year, but environmental advocates hope that if they’re successful, other banks will take note.
“RBC is a market leader. What they do, other banks — particularly in Canada — follow,” Hulse said. “We thought that going after the biggest, if our complaint is upheld, would send a message across the industry.”
Dror Etzion, a professor specializing on sustainability at the Desautels Faculty of Management at McGill University, said it’s become popular for banks to project an image of sustainable finance.
“The key really is, how serious, how honest is self-reporting on these topics?” Etzion said.
He said regulators can play an important role in holding companies accountable on climate promises, rather than leaving it to individuals.
“It’s very tough for consumers to shoulder and also it’s a bit of guilt-tripping us as individuals to try to force corporations to change their behaviour.”
While the bureau’s findings could create ripple effects within the financial industry at large, Etzion said they may not lead to the kind of outcome that environmentalists are hoping for.
“It wouldn’t be good if the outcome is that the legal teams and these banks just become more careful in how they express themselves,” Etzion said.
“What would be very good is if the policies and strategies underlying these banks’ activities do change in a meaningful way.”
Wilson hopes it’s the latter, but regardless of the outcome said she will keep pushing for climate action.
“There’s going to be continued pressure like this, people aren’t just going to give up,” she said.
Fighting for the next generation
Wilson, who will be attending the UN Climate Change Conference in Egypt next month, said she’s learned issues must be tackled holistically.
Political, legal and technical — it was the three-pronged approach that she learned from her late Uncle George Manuel, an internationally-renowned Indigenous activist and founder of the World Council of Indigenous Peoples.
Wilson said she now adds spiritual and international as important components to that formula.
“What we’re doing is important not just for the planetary crisis, it’s for the well-being of our children and our grandchildren,” she said.
“I’m going to do everything I can to keep my children and my grandson well, so that they can survive. Our ancestors did that for us, otherwise we wouldn’t be here.”
Most job search advice is cookie-cutter. The advice you’re following is almost certainly the same advice other job seekers follow, making you just another candidate following the same script.
In today’s hyper-competitive job market, standing out is critical, a challenge most job seekers struggle with. Instead of relying on generic questions recommended by self-proclaimed career coaches, which often lead to a forgettable interview, ask unique, thought-provoking questions that’ll spark engaging conversations and leave a lasting impression.
Your level of interest in the company and the role.
Contributing to your employer’s success is essential.
You desire a cultural fit.
Here are the top four questions experts recommend candidates ask; hence, they’ve become cliché questions you should avoid asking:
“What are the key responsibilities of this position?”
Most likely, the job description answers this question. Therefore, asking this question indicates you didn’t read the job description. If you require clarification, ask, “How many outbound calls will I be required to make daily?” “What will be my monthly revenue target?”
“What does a typical day look like?”
Although it’s important to understand day-to-day expectations, this question tends to elicit vague responses and rarely leads to a deeper conversation. Don’t focus on what your day will look like; instead, focus on being clear on the results you need to deliver. Nobody I know has ever been fired for not following a “typical day.” However, I know several people who were fired for failing to meet expectations. Before accepting a job offer, ensure you’re capable of meeting the employer’s expectations.
“How would you describe the company culture?”
Asking this question screams, “I read somewhere to ask this question.” There are much better ways to research a company’s culture, such as speaking to current and former employees, reading online reviews and news articles. Furthermore, since your interviewer works for the company, they’re presumably comfortable with the culture. Do you expect your interviewer to give you the brutal truth? “Be careful of Craig; get on his bad side, and he’ll make your life miserable.” “Bob is close to retirement. I give him lots of slack, which the rest of the team needs to pick up.”
Truism: No matter how much due diligence you do, only when you start working for the employer will you experience and, therefore, know their culture firsthand.
“What opportunities are there for professional development?”
When asked this question, I immediately think the candidate cares more about gaining than contributing, a showstopper. Managing your career is your responsibility, not your employer’s.
Cliché questions don’t impress hiring managers, nor will they differentiate you from your competition. To transform your interaction with your interviewer from a Q&A session into a dynamic discussion, ask unique, insightful questions.
Here are my four go-to questions—I have many more—to accomplish this:
“Describe your management style. How will you manage me?”
This question gives your interviewer the opportunity to talk about themselves, which we all love doing. As well, being in sync with my boss is extremely important to me. The management style of who’ll be my boss is a determining factor in whether or not I’ll accept the job.
“What is the one thing I should never do that’ll piss you off and possibly damage our working relationship beyond repair?”
This question also allows me to determine whether I and my to-be boss would be in sync. Sometimes I ask, “What are your pet peeves?”
“When I join the team, what would be the most important contribution you’d want to see from me in the first six months?”
Setting myself up for failure is the last thing I want. As I mentioned, focus on the results you need to produce and timelines. How realistic are the expectations? It’s never about the question; it’s about what you want to know. It’s important to know whether you’ll be able to meet or even exceed your new boss’s expectations.
“If I wanted to sell you on an idea or suggestion, what do you need to know?”
Years ago, a candidate asked me this question. I was impressed he wasn’t looking just to put in time; he was looking for how he could be a contributing employee. Every time I ask this question, it leads to an in-depth discussion.
Other questions I’ve asked:
“What keeps you up at night?”
“If you were to leave this company, who would follow?”
“How do you handle an employee making a mistake?”
“If you were to give a Ted Talk, what topic would you talk about?”
“What are three highly valued skills at [company] that I should master to advance?”
“What are the informal expectations of the role?”
“What is one misconception people have about you [or the company]?”
Your questions reveal a great deal about your motivations, drive to make a meaningful impact on the business, and a chance to morph the questioning into a conversation. Cliché questions don’t lead to meaningful discussions, whereas unique, thought-provoking questions do and, in turn, make you memorable.
Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.
CALGARY – Canadian Natural Resources Ltd. reported a third-quarter profit of $2.27 billion, down from $2.34 billion in the same quarter last year.
The company says the profit amounted to $1.06 per diluted share for the quarter that ended Sept. 30 compared with $1.06 per diluted share a year earlier.
Product sales totalled $10.40 billion, down from $11.76 billion in the same quarter last year.
Daily production for the quarter averaged 1,363,086 barrels of oil equivalent per day, down from 1,393,614 a year ago.
On an adjusted basis, Canadian Natural says it earned 97 cents per diluted share for the quarter, down from an adjusted profit of $1.30 per diluted share in the same quarter last year.
The average analyst estimate had been for a profit of 90 cents per share, according to LSEG Data & Analytics.
This report by The Canadian Press was first published Oct. 31, 2024.
CALGARY – Cenovus Energy Inc. reported its third-quarter profit fell compared with a year as its revenue edged lower.
The company says it earned $820 million or 42 cents per diluted share for the quarter ended Sept. 30, down from $1.86 billion or 97 cents per diluted share a year earlier.
Revenue for the quarter totalled $14.25 billion, down from $14.58 billion in the same quarter last year.
Total upstream production in the quarter amounted to 771,300 barrels of oil equivalent per day, down from 797,000 a year earlier.
Total downstream throughput was 642,900 barrels per day compared with 664,300 in the same quarter last year.
On an adjusted basis, Cenovus says its funds flow amounted to $1.05 per diluted share in its latest quarter, down from adjusted funds flow of $1.81 per diluted share a year earlier.
This report by The Canadian Press was first published Oct. 31, 2024.