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Non-Redeemable Irregular Term GIC Get the best rates with our promotional offers. Evoluterm GIC Stagger your maturity dates to take advantage of potential interest rate increases. Non-redeemable GICs Short, medium or long-term investment. John Law (baptised 21 April 1671 – 21 March 1729) was a Scottish economist who distinguished money, only a means of exchange, from national wealth that depended on trade. He served as Controller General of Finances of France under the Duke of Orleans, who was regent for the youthful king, Louis XV. In 1716 Law established the private Banque Générale in France. A year later was nationalised at his request as the Banque Royale, the first Central Bank of France. The original private bank was substantially funded by John Law and Louis XV; three-quarters of its capital consisted of government bills and government-accepted notes, effectively making it both the first central bank of the nation and since only partially backed by silver, a fractional reserve bank. Law set up and directed the Mississippi Company, funded by the Banque royale. Its chaotic collapse in France has been compared to the early-17th century tulip mania in Holland. The Mississippi Bubble was contemporaneous with the South Sea Company bubble in England, which allegedly ideas from it. Law as a gambler was known to win card games by mentally calculating odds. He originated ideas such as the scarcity theory of value Law was born into a family of bankers and goldsmiths from Fife; his father, William, had purchased Lauriston Castle, a landed estate at Cramond on the Firth of Forth and was known as Law of Lauriston. Upon leaving the High School of Edinburgh, Law joined the family business at age fourteen and studied the banking business until his father died in 1688. Law subsequently neglected the firm in favour of more extravagant pursuits and travelled to London, where he lost large sums of money in gambling. Law urged the establishment of a national bank to create and increase instruments of credit and the issue of banknotes backed by land, gold, or silver. The first manifestation of Law's system came when he had returned to Scotland and contributed to the debates leading to the Treaty of Union 1707. He published a text entitled Money and Trade Considered: with a Proposal for Supplying the Nation with Money (1705). He spent ten years moving between France and the Netherlands, dealing in financial speculations. Problems with the French economy presented the opportunity to put his system into practice. He had the idea of abolishing minor monopolies and private farming of taxes. He would create a bank for national finance and a state company for commerce, ultimately to exclude all private revenue. This would create a huge monopoly of finance and trade run by the state, and its profits would pay off the national debt. The council called to consider Law's proposal, including financiers such as Samuel Bernard, rejected the proposition on 24 October 1715. Law made his home in Place Louis-le-Grand, a royal square where he hosted and entertained various Parisian nobles. Gaining the attention of such notable people as the Duke of Orleans, Law quickly found himself a regular in high-stakes gambling parties attended by only the most affluent of Paris. His tall stature and elegant dress allowed Law to charm his way across Europe's financial hubs, from Amsterdam to Venice. These travels heavily influenced Law's theories on monetary policy and the importance of paper money as credit. Law's idea of a centralised bank which would deal in a new form of paper money was years ahead of its time. Despite this forward concept, Law still championed mercantilist beliefs with the promotion of monopolistic companies through government charters. The wars waged by Louis XIV left the country completely wasted, both economically and financially. The resultant shortage of precious metals led to a shortage of coins in circulation, which in turn limited the production of new coins. With the death of Louis XIV seventeen months after Law's arrival, the Duke of Orleans finally presented Law with the opportunity to display his ingenuity. Since, following the devastating War of the Spanish Succession, France's economy was stagnant and her national debt was crippling, Law proposed to stimulate industry by replacing gold with paper credit and then increasing the supply of credit, and to reduce the national debt by replacing it with shares in economic ventures. On , Law presented a modified version of his centralised bank plan to the Banque Générale which approved a private bank that allowed investors to supply one-fourth of an investment in currency and the other parts in defunct government bonds. The second key feature of the proposal centred on the premise that this private bank was able to issue its own currency backed by Louis of gold. This enabled the currency to be redeemed by the weight of silver from the original deposit instead of the fluctuating value of the livres which had been devaluing rapidly. From this new banking platform, Law was able to pursue the monopoly companies he envisioned by having France bankroll the endeavour with 100 million livres in the form of company stock. The founding of the Mississippi Company, later renamed the Occident Company and eventually part of the Company of the Indies, was financed in the same way as the bank. In this context the regent, Philippe d'Orléans, appointed Law as Controller General of Finances in 1720, effectively giving him control over external and internal commerce. The rapid ascension of this new global monopoly led to massive speculation and stock prices ballooned to over sixty times their original value. As Controller General, Law instituted many beneficial reforms (some of which had lasting effect, while others were soon abolished). He tried to break up large land-holdings to benefit the peasants; he abolished internal road and canal tolls; he encouraged the building of new roads, the starting of new industries (even importing artisans but mostly by offering low-interest loans), and the revival of overseas commerce—and indeed industry increased 60% in two years, and the number of French ships engaged in export went from sixteen to three hundred. Law became the architect of what would later be known as the Mississippi Bubble, an event that would begin with consolidating the trading companies of Louisiana into a single monopoly (The Mississippi Company), and ended with the collapse of the Banque Générale and subsequent devaluing of the Mississippi Company's shares. In 1719, the French government allowed Law to issue 50,000 new shares in the Mississippi Company at 500 livres with just 75 livres down and the rest due in nineteen additional monthly payments of 25 livres each. The share price rose to 1,000 livres before the second instalment was even due, and ordinary citizens flocked to Paris to participate. Law sought to hold the share price at 9,000 livres in March 1720, and then on to engineer a controlled reduction in the value of both notes and the shares, a measure that was itself reversed 6 days later. As the public rushed to convert banknotes to coin, Law was forced to close the Banque Générale for ten days, then limit the transaction size once the bank reopened. But the queues grew longer, the Mississippi Company stock price continued to fall, and food prices soared by as much as 60 percent. The company's shares were ultimately rendered worthless, and initially inflated speculation about their worth led to widespread financial stress, which saw Law dismissed at the end of 1720 from his sinecure as Controller General and his post as Chief Director of the Banque Générale. Speculation gave way to panic as people flooded the market with future shares trading as high as fifteen thousand livres per share, while the shares themselves maintained at ten thousand livres each. By May 1720, prices fell to 4,000 livres per share, a 73% decrease within a year. The rush to convert paper money to coins led to sporadic bank hours and riots. Squatters now occupied the square of Palace Louis-le-Grand and openly attacked the financiers that inhabited the area. It was under these circumstances and the cover of night that John Law left Paris some seven months later, leaving all of his substantial property assets in France, including the Place Vendôme and at least twenty-one Chateaux which he had purchased over his years in Paris, for the repayment of creditors. The descent of a relatively unknown man came as fast as his rise, leaving an economic power vacuum. Law's theories live on 300 years later and "captured many key conceptual points which are very much a part of modern monetary theorizing". Contemporary political cartoon of Law from Het Groote Tafereel der Dwaasheid (1720); text reads "Law loquitur. Master of the wind, I am master of life, and my wind monopoly becomes straightway the object of idolatry. He spent the next few years gambling in Rome, Copenhagen and Venice but never regained his former prosperity. Law realised he would never return to France when Orléans died suddenly in 1723 and Law was granted permission to return to London, having received a pardon in 1719. He lived in London for four years and then moved to Venice, where he contracted pneumonia and died as a poor man in 1729. Sharon Condie and Richard Condie's 1978 National Film Board of Canada (NFB) animated short John Law and the Mississippi Bubble is a humorous interpretation. The film was produced by the NFB at its newly opened Winnipeg studio. It opened in Canadian cinemas starting in September 1979 and was sold to international broadcasters. The film received an award at the Tampere Film Festival. Banque royale promotion rbc park royal RBC Offers gives you new ways to save and earn bonus RBC Rewards points. Use your eligible RBC Royal Bank client or credit card to shop, travel or dine, and watch your savings and bonus points grow. In addition to getting cash back credits on spending with your RBC Cash Back Preferred World Elite Mastercard, you'll get premium benefits, a complimentary Boingo Wi-Fi account and more. I updated the information below to reflect the new dates.**Sign up for a new Royal Bank Canada all-inclusive bank account to receive a free i Pad Mini 2 16GB with Wi-Fi in Silver. You will need to complete one of two transactions in order to qualify for the free i Pad Mini 2. The i Pad Mini 2 has a retail value of $329 (current price at Apple Canada). This promotion is a lot like the previous RBC promotion, for $300 cash. First, you need to select one of two unlimited banking accounts. RBC Signature No-Limit Banking - This bank account costs $14.95 per month or pay $10.95 if you have two other RBC accounts/credit cards. There are many other features for both these accounts so check them out online. The account includes: In addition, when you apply for an RBC Royal Bank premium card, both the applicant and co-applicant fees will be refunded. Convenient for anyone who purchases from or works for our southern friends below the boarder, you will get two additional Canadian bank accounts and one U. I am disappointed that RBC does not have a minimum balance where the fee is waived. As I recommended before, go with the RBC Signature No-Limit Banking account to keep your expenses down. There is no need to pay more than you have to per month. Now, after you register for the bank account, you need to complete one of two transactions: Once the transactions appear in your new banking account, you qualify for the i Pad Mini 2. You need to complete the bank account sign up by the 18th of September 2015 and the qualifying transactions by the 19th of October 2015 to be eligible for your free i Pad Mini 2. In order to qualify, you cannot currently have an existing Personal Banking Account with Royal Bank of Canada. I suggest reading up on all the fine print you can find through the link above. I have tried to summarize the most important bits for you. While I think this is a good offer, I would probably not stick long-term with a bank account that cost me money per months. Banque Royale is one of the National Commercial Banks in Montreal, Quebec, located in 1 Place Ville-Marie 7th Flr W, H3B 4A7. Contact a representative of Banque Royale at 514-874-3030 for your queries.

Intuit Turbo Tax is the sole provider of the tax services and offers mentioned herein and is responsible for providing all customer support in connection therewith. Royal Bank of Canada is not responsible for any tax services, related offers or customer support. is the sole provider of products and services mentioned herein and is responsible for providing all customer support in connection therewith. Royal Bank of Canada is not responsible for any tax products, services, related offers or customer support. With an RBC High Interest e Savings account, your money goes further, faster! Open your account before November 30, 2018 and earn 3.00% interest for six months. Receive 3.00% interest for 6 months on every dollar you put into your new account. You will want to have a free RBC Day to Day Savings account to transfer the money out since it includes one free debit transaction per month. The e Savings charges $5 per debit transaction, so don't pull money directly from there. Can I open this account without opening a checking account with RBC? Can this Savings account be directly linked to Tangerine checking or Savings account? So you can transfer money online BOTH ways between Tangerine and RBC savings account? i.e Withdrawing money to a non RBC account like Tangerine? Can I open this account without opening a checking account with RBC? Can this Savings account be directly linked to Tangerine checking or Savings account? So you can transfer money online BOTH ways between Tangerine and RBC savings account? i.e Withdrawing money to a non RBC account like Tangerine? I never bank with RBA despie having all sorta of banks accounts mostly because they won't waive fees from any chequing accounts and their credit card are as bad as Tangerine 0.5%. I never bank with RBA despie having all sorta of banks accounts mostly because they won't waive fees from any chequing accounts and their credit card are as bad as Tangerine 0.5%. Can I open this account without opening a checking account with RBC? Can this Savings account be directly linked to Tangerine checking or Savings account? So you can transfer money online BOTH ways between Tangerine and RBC savings account? i.e Withdrawing money to a non RBC account like Tangerine? Banque royale promotion rbc plateau RBC U. S. HomePlus™ Rewards lets you connect with certified cross-border experts, search properties and get cash back when you buy your U. S. dream home. Discover and Learn. Trip It Or Ship It? 10 Cross-Border Shopping Hacks to Save You Money This Holiday Season. Multi-Generational Travel 8 Tips for a Great Extended Family Vacation. RBC Royal Bank Account Application. Keep scrolling! RBC Offers gives you new ways to save and earn bonus RBC Rewards points. Use your eligible RBC Royal Bank client or credit card to shop, travel or dine, and watch your savings and bonus points grow. Royal Bank of Canada / RBC is the country's largest financial services group, serving over 16 million personal, business, public sector and institutional clients across Canada, the United States and 39 other workplace model established in 2009, transforming much of its office space to reflect changing work styles and to increase collaboration, socialization and innovation, the bank occupies a number of properties in the downtown business district and over 70% of RBC's major offices worldwide are green-certified (including LEED, BREEAM and other certification programs), inside, the workplace features lockers for personal storage, wellness rooms (can be used for nursing, insulin intake, meditation, etc.), telecommuter workstations, religious observance room, self-serve lunchroom St. Lawrence Community Recreation Centre, Waterfront Trail, child care, restaurants, shopping mall, Meridian Hall, Royal Alexandra Theatre, Rogers Centre, Scotiabank Arena, David Pecaut Square, PATH underground walking network that provides all-weather access to an incredible variety of shops, cafés and restaurants throughout the downtown corereward and recognition dinners (including an annual convention aboard a cruise ship for top winners and their guests), friends and family events such as RBC Day at Canada's Wonderland in the spring, departmental and branch socials including barbecues, employee appreciation days, golf tournaments, baby showers, and holiday parties, special events to celebrate important dates related to diversity and inclusion, such as Black History Month and International Women's Daytown halls, employee roundtables and market visits with senior leadership (hosted at various key locations across Canada), RBC Connect social business platform (allows employees to ask and answer questions, share tips, suggest and vote on ideas, and get quick feedback)low-interest home loans, reduced home and auto insurance fees, financial planning initiatives include an Invest In Yourself website (to help employees make informed financial decisions), e-learning modules, and direct access to financial planners through a dedicated 1-800 number (exclusively for employees)traditional coverage (e.g. prescription drugs), employee assistance (EAP) plan, semi-private hospital room, physiotherapy, medical travel insurance, homecare, medical equipment and supplies, massage therapy, nutrition planning, podiatrist, osteopathy, chiropractor, alternative coverage (e.g. acupuncture, naturopathy)RBC's 2018 wellness campaign included the participation of 34,000 employees and featured mini-challenges such as healthy hydration, mindfulness 1010, "10-a-day" fruit and vegetables and fitness fun (to name a few examples), in 2017, the bank launched the RBC Blueprint for Well-being and Mental Health to outline its objectives and priorities for protecting the psychological health and safety of employees, and undertook its first employee psychological health and safety survey in 2018depending on their position, some employees start with up to 5 weeks of paid vacation allowance, option to purchase additional vacation time (up to 20 unpaid days), employees may also receive up to 3 paid days for religious leaveindividual performance bonuses, on-the-spot rewards, peer-to-peer recognition awards, long-service awards, impromptu tokens of appreciation and formal recognition in gold, silver and bronze categories, with winners formally recognized at an annual galaupgraded in-house Professional Development Library, online access to "Get Abstract" (offers the world's largest online library of business book summaries, as well as over 3,500 videos and TED Talks), leadership development programs, RBC Disruptors speaker series on a range of thought-provoking subjects Canadian Olympic Foundation, WE Charity, Taking IT Global Youth Association, Shad Valley International, London Health Sciences Foundation, Boys and Girls Clubs of Canada, Actua, Plan International Canada RBC is one of Canada's largest corporate donors, building upon a tradition of corporate philanthropy that dates back to 1891. The bank encourages employees to become involved through a number of generous matching grant programs, including volunteer grants for individuals and retirees who volunteer their time (bank provides a donation to the charitable partner based on the number of hours volunteered, to a maximum of $500), and Team RBC Grants, to support volunteer teams of six or more for a minimum of two hours with a charitable organization in their community ($1,000 donation in recognition of their time). Since graduating from university five years ago with a degree in economics, Karishma Alam has worked her way into three very different jobs. Alam followed up an entry-level coordinator’s position in HR with a stint as a recruitment analyst. The career-enhancing moves, however, did not require a change of address. Given her educational background, that seemed like a logical progression, she says. So she was surprised when she was tapped for promotion to product manager. “As a numbers person I understood the need for analyzing data, but I didn’t know a role like ‘product manager’ even existed within HR,” says Alam. “This has opened up a whole new world for me – the tech side of HR. I’m not only building and developing applications, I’m building my career.” Being agile and adaptable are clearly assets in a world of work that is constantly changing in unpredictable ways. With teams like OMNI using design thinking and agile methodologies to identify business problems and create solutions that can reach clients faster than ever before, RBC is on the leading edge of the technological revolution - and in how it is helping employees to respond. “We are building a future-ready workforce,” says Leona Mc Charles, vice president, workforce strategy and enablement. “New tools and technologies like automation and artificial intelligence are transforming the workplace, but they’re also creating new opportunities. We’re helping employees build new skills and capabilities with an emphasis on continuous, life-long learning.” The speed of change will impact different workers in different ways. But odds are that no matter their career path, all employees will need digital literacy skills at some point. Mc Charles cites the example of RBC’s recruiters who use artificial intelligence to scan 2,000 resumes in an hour, a labour-intensive chore that formerly would have slowed down the hiring process. By turning data into valuable information, recruiters now have more time to focus on the applicants themselves, Mc Charles adds. It’s a holistic approach where the human touch and tech skills complement one another. That’s why foundational skills will always be important, she notes. RBC looks for people who think creatively and critically and are good communicators. The bank also wants people to be empathetic and strong collaborators. “We can teach people new tech skills as the technology changes,” says Mc Charles. “Foundational skills represent a set of values and behaviours that employees can rely on throughout their careers.” RBCx is one of several initiatives that illustrates how RBC is reinventing tools and training techniques. For nine intensive weeks, employees throughout Canada step out of their day jobs to form a cross-functional team tasked with solving a real problem facing RBC. As participants collaborate, they are exposed to diversity of thought and quickly build new skills, says Mc Charles. Becoming familiar with colleagues in other disciplines can also introduce them to new careers and opportunities they might not have considered otherwise, she adds. Moreover, RBC has adopted many of the solutions the participants brought forward. , an online gig platform designed to enable employees to connect and work on projects that may normally be outside their job description. For example, a team that needs a new logo may get help from someone in another department who no one realized had graphic design skills. Among other responsibilities, Alam now oversees Spark! She’s thrilled that hundreds of employees have found help from someone down the hall – or in an RBC office across the globe. Aside from increased efficiency, she sees another very tangible benefit: “People are bringing their whole selves to work.” Since joining RBC in 2016, Noah Aiken-Klar has participated in the Toronto RBC Race for Kids every year. The most recent event, for instance, had 9,000 participants, two-thirds of them RBC employees and their friends and family. It’s unknown, however, how many others also had a birthday on race day 2019. “I can’t think of a better way to celebrate than getting out there and running 5K with a few thousand of my best friends and raising funds for a worthy cause,” says Aiken-Klar, director, youth social impact. Since the Toronto race’s inception in 2013, 49,000 total participants have raised more than $14 million for the Family Navigation Project at Sunnybrook Health Sciences Centre. The non-profit program assists those aged 13 to 26 with mental health and/ or addiction issues and their families in navigating the healthcare system. To date, the project has helped more than 3,000 youth living in the Greater Toronto Area access appropriate care in a timely manner. The opportunity to give back by running, raising funds, donating or helping out in other ways attracts RBC employees from entry level to the senior leadership. Troy Maxwell, chief operating officer of RBC Capital Markets, says there are 17 races held worldwide in cities as diverse as Sydney, London and Kuala Lampur. Since the first RBC Race for Kids in New York City in 2009, more than 240,000 participants have raised over $54 million for children’s charities around the world. “When we engage with our people on the issues and causes that matter to them outside of the office, we see engagement at work,” says Maxwell. RBC further facilitates employee giving with its online donations platform, my Community, where RBCers can make donations throughout the year, find their tax receipts and access other relevant volunteering and giving information. RBC also encourages employees to become engaged in the communities where they live and work in ways that matter to them. As a corporate citizen, RBC has donated more than $1 billion throughout its 150- year history across 37 countries. “It all goes back to our purpose – to help our clients thrive and our communities prosper,” says Maxwell. As Aiken-Klar sees it, having a purpose beyond the bottom line is a crucial component of employee engagement. His background includes a law degree, advocating for social justice, and practical work experience in the not-for-profit sector. Then RBC offered him what he describes as a “very rare opportunity” to help develop and implement a strategy that can move the needle on an issue that matters to so many Canadians – empowering young people for the jobs of tomorrow. RBC is one of Canada’s largest corporate donors with a long tradition of philanthropy. In 2017, it decided to focus its primary approach (in addition to Arts and Environment) on helping young people prepare for the unprecedented economic and technological changes taking place in the world today. Aiken-Klar now manages the donations strategy for RBC Future Launch, a 10-year, $500-million program that addresses four key areas. They encompass a comprehensive approach to helping young people access meaningful employment through practical work experience, skills development opportunities, networking solutions, and mental well-being supports and services. “When a leading employer vows to move the dial on an issue and backs that up with significant monetary and other resources, that’s not just about creating an image,” says Aiken-Klar. “That’s truly a purpose-driven organization.” RBC Green Champions (est. 2008)RBC Climate Change Position and Disclosure Statement (est. 1991 and updated in 2014), formal Environmental Management System (designed to the ISO 14000 standard)Waste Reduction Week (three e-waste drives hosted in partnership with other major banks at locations across the GTA), numerous employee-led initiatives (monthly car-free days, weekly organic produce deliveries, sustainability-themed lunch and learns), socially responsible (SRI) mutual fund products (over $4.8 billion in assets under management), Fourth Annual Green Bond Conference (over 100 participants and the underwriter for $5.1 billion in green bonds), RBC Energy Saver loan and mortgage products (financing for home renovations incorporating energy efficient design), RBC Clean Technology Advisory Team (responsible for over $100 million in cleantech commercial banking business), regular environmental (EMS) audits across all properties, addressing everything from hazardous waste to water management, ongoing programs to reduce its GHG emissions from all operational areas (emissions have been reduced by 35 per cent since 2009, with goals for additional reductions)PV solar panels, rainwater collection, green roof, LED lighting upgrades, numerous green building features at various building locations across the bank, as part of its formal Environmental Blueprint the bank continues to increase the amount of LEED certified office space occupied (by almost 300 per cent since baseline year of 2012)e-waste (goal to send zero to landfill), new construction and renovations ensure waste diversion plans for carpets, furniture and demolition waste (reached a 99 per cent diversion rate for e-waste and an overall waste diversion rate of 80 per cent)Earth Day (hosted environmental fairs and e-waste collection events), Carbon Pricing Leadership Coalition (member of a global initiative that supports the principle of carbon pricing), Smart Prosperity (member and funds initiatives in support of Canada's cleantech sector and government initiatives), RBC Blue Water Project (recently reached its 10 year, $50 million commitment in support of water stewardship projects in countries where the bank operates), Bullfrog Power (has purchased certified green power since 2005), National Research Council (partnership to conduct research on connecting green buildings with a healthy workplace) Building on its decades-long commitment to reduce carbon emissions and contribute to a healthier planet, RBC has established the Sustainable Finance Group within RBC Capital Markets. 2016 with over 400 employee members), RBC Environmental Advisory Committee (est. It's a long-term investment that recognizes the role of capital in the transition to a low-carbon economy. Launched in January 2019, the group focuses specifically on assisting clients with environmental and social financing insights, advice and solutions, which are increasingly viewed as important factors in both corporate strategy and investment decision-making. RBC looks at environmental opportunities in two ways, says Lindsay Patrick, Managing Director and Head of Sustainable Finance: "How can we be greener as a company, and how can we, as a bank, work with our clients to help them achieve their own environmental goals? The purpose of our new team is to develop and expand sustainable financing solutions in the marketplace. "Investors are changing their priorities, seeing the financial returns of managing their investments with a sustainability lens, and banks have a very large role to play in providing attractive solutions," Patrick says. "We intend to be an innovator and leader in this space. RBC Capital Markets is already a Canadian leader in underwriting green bonds for institutions such as the Canada Pension Plan Investment Board, which was the first pension fund in the world to issue a green bond to help fund its investments in renewable energy." Increasingly, investors consider environmental, social and governance (ESG) criteria when evaluating future risks and returns, Patrick explains. "When we advise our clients on sustainable investing we take all the ESG factors into account. If you look at the strategies of the world's largest investors, they think along these lines as well." As well as supporting its clients, RBC is constantly looking for ways to reduce its own carbon emissions. Sarah Thompson has been closely involved with these efforts since she joined the bank eight years ago as Green IT Manager responsible for reducing RBC's technology infrastructure footprint. In 2013, she became Senior Manager, Environmental Initiatives, with a bank-wide mandate, and she has now moved to join Patrick's team in Capital Markets as Vice President, Sustainable Finance. "RBC has a long history of environmental leadership," Thompson says. "Our focus has grown over the years beyond our own environmental footprint to look at ways we can work with partners across the bank to develop green products and services - the creation of the Sustainable Finance Group being a more recent example." Numerous employee-driven initiatives led by formal "green teams" have helped improve RBC's environmental performance. Thompson cites an idea that came from the green team on the Capital Markets trading floor, which has its own cafeteria. By purchasing silverware and organizing a "mug drop" to every employee, the team eliminated all single-use plastic cutlery and disposable cups. "Management is very engaged and supportive of this kind of activity," says Patrick, "but the initiatives originate with employees." The bank's support comes in many forms, including grants that encourage employees who volunteer their time for greening their communities, an award program recognizing employees who have made significant contributions to their local environments, and a campaign to encourage employees to support community green organizations of their choice. "Employees tell us through our annual survey and also anecdotally that this makes RBC a better place to work, because they feel they're making a difference," says Thompson. "Personally, I feel it gives so much purpose to my day-to-day work. I know my work has a positive impact and I can measure the benefits of the projects I work on. There's so much energy, it's inspiring." new graduate banking programs in various roles (commercial account manager, client service representative, analyst and global investment banking analyst, to name a few), MBA and master's graduate programs (examples include global investment banking associate, manager of business architecture and wealth management), accelerated 2-year leadership development program with 6-month rotations (including possibility of international rotations), national Indigenous student internship program (available in finance, sales and services, IT, marketing and human resources, to name a few), technology and operations program for post-secondary and high school students, CPA rotational programextensive onboarding and pre-onboarding tools for new employees and managers, Aboriginal Student Awards program (scholarships for post-secondary students), partnership with Career Edge (paid internships) When Cynthia Cheng was first applying for full-time jobs, she wasn’t sure what direction her career should take. Luckily for her, RBC was ready to help her figure it out. “As soon as they saw that I didn’t really know what I wanted to do, they gave me resources,” says Cheng, who started at RBC full-time in 2019 after first completing a 16-month co-op term through her college. After discussing her career goals, the kind of technologies she was interested in and which learning resources would help her develop new skills, Cheng found her way into her current role as a quality engineer. RBC was committed to helping Cheng figure out the best path for her career because it takes young professionals – and their development – very seriously. “We believe youth bring fresh perspectives that fuel innovation and grow our talent pipeline,” says Helena Gottschling, chief human resource officer for RBC. “We’re focused on providing meaningful work experiences to help young people build the confidence, skills and networks they need to establish their careers.” One of the ways the company does this is through RBC Amplify, an innovative summer work program that harnesses the unique perspectives and skills of young people to develop, test and solve real-world business problems, which they then pitch to RBC sponsors. Qualified applicants must be within one year of completing an undergraduate degree or in the early stage of graduate school. The interview process includes both behavioural and technical skill assessments to reflect the need to work in a collaborative team environment. “The feedback has been incredible,” says Gottschling, adding that around 30% of participants have become full-time RBC employees. And Amplify is just one of many ways RBC helps young professionals discover their career path and break the ‘no experience, no job’ cycle. Annually, the company hires around 3,000 students for co-op placements and internships, many of whom, like Cheng, move on to full-time roles. Employees at all stages of their careers can also access self-directed development opportunities through RBC Learn, which aggregates resources to make it easier for employees to develop relevant skills. Cheng has used it to familiarize herself with new types of software and best practices for information security. Although Cheng enjoys her current role, she’s happy knowing that RBC’s supportive culture will help her pursue different career options that spark her interest in the future. In fact, that’s one of her favourite things about the company. Even when she had offers from other companies during her co-op rotation, RBC’s dedication to her development has always made it her number one choice. “I’ve always loved how different-in-a-good-way it is,” she says. “Everything here is a lifelong learning experience.” 13-year partnership with Toronto Region Immigrant Employment Council to provide mentoring to new Canadian job-seekers, Pursue Your Potential (coaching for persons with disabilities and Indigenous peoples), paid internships for graduates with disabilities (partnership with Career Edge), Indigenous summer internship program (hired over 300 interns since the program's inception), speed mentoring for new Canadians (in partnership with ACCES Employment)sponsorship for high potential female and visible minority employees, Proud Partnership mentorship program for LGBT employees, Diversity Dialogues reciprocal mentoring program (4,500 participants since inception), 10-month Women in Leadership program, IGNITE (10-month leadership development program for high-performing, culturally diverse talent), Indigenous mentoring initiative (to provide dedicated support and safe for Indigenous employees as well as enable non-Indigenous employees to increase their knowledge and understanding), Indigenous development program (two-year rotational includes business and community experience along with mentorship and networking)Women in Technology and Operations, RWomen (women in Capital Markets), Women Advisory Board, REACH (persons with disabilities), MOSAIC (visible minorities and new Canadians), Royal Eagles (Indigenous peoples), Next Gen, PRIDEquarterly diversity scorecard for each of RBC's business and functional units, ten national employee resource groups with over 16,000 members, Indigenous student scholarship program, Speak Up for Inclusion video series featuring individuals from all walks of life, public diversity and inclusion website with tools and resources Catalyst Accord (signatory), She EO (global community of women that finances, supports and celebrates female innovators), Canadian Board Diversity Council, Spinal Cord Injury of Ontario, Ready, Willing and Able, Ascend Canada, Start Proud, Siksika Employment and Training Services, Metis Nation of Ontario, EGALE Canada (LGBT), Canadian Gay and Lesbian Chamber of Commerce, ACCES Employment, Refugee Career Jump Start For some people, their first summer job is hardly worth remembering. Then there’s Jessica Shute, who participated in the RBC Indigenous Student Internship Program. Her work experience at the bank’s Fort Frances branch in northwestern Ontario was life changing. “I discovered I had a passion for finance,” says Shute, a member of the Couchiching First Nation who later moved to Toronto to attend Ryerson University. After graduating with a degree in business management and finance, Shute landed a full-time position in RBC’s main downtown Toronto branch. Now 10 years into her career, Shute is a mortgage specialist, personal & commercial banking. She is also national co-chair of the Royal Eagles, an employee resource group (ERG) for Indigenous employees and their allies. Shute says being involved with the group hasn’t just helped with her career development, it’s how she learned to speak up about her Ojibwe culture and heritage. “Having grown up on a reserve for 17 years, and with grandparents who attended residential schools, I wasn’t always comfortable talking about my Indigenous heritage,” says Shute. “It’s only since joining the Royal Eagles at RBC that I’ve embraced my Indigenous identity and understood the importance of speaking about it.” As one of Canada’s largest employers, RBC has long held diversity and inclusion (D&I) as a core value. Nadine Ahn, senior vice-president of RBC Capital Markets Finance and Investor Relations, says that D&I is aligned with RBC’s purpose to help clients thrive and communities prosper. As such, D&I is interwoven into everything the bank does, she says. Codes of conduct, and a range of programs cover everything from recruitment to developing leaders. It starts at the top with RBC’s Diversity Leadership Council and extends to interactions with clients and suppliers. Throughout, the emphasis is increasingly on inclusion. “Diversity is about what we are doing, inclusion is about how diversity is put into action,” says Ahn. “Do employees feel included, engaged and empowered to speak up? Without inclusion, you’re not harnessing the full power of diversity.” The bank actively listens to its employees via a range of measures, with an annual employee opinion survey, focus groups and town halls among them. In addition to supporting one another, the members of the nine ERGs also work to promote a better understanding of their unique perspectives within the larger RBC community. RBC is also driving important D&I conversations outside of the bank. Its newest campaign, That Little Voice, is aimed at inspiring individuals to override the internal voice that tells them to keep quiet when they witness inappropriate behaviour. The campaign includes a series of online videos depicting scenarios around stereotypes, racist comments, inappropriate jokes and other insensitive or non-inclusive conduct. The videos are accompanied by learning and discussion guides so people can feel safe speaking up for themselves or others. “There are powerful psychological barriers preventing people from having these uncomfortable conversations,” says Ahn. “But if we all speak up, we can create a safer and more inclusive environment for everyone.” Shute, for one, is well acquainted with the power of speaking up. She says her story, where she joined Royal Eagles and reconnected with her Indigenous background, is a common one. But she sees people change as they learn about the culture from elders and connect with other Indigenous employees. “They realize that they don’t have to feel shame, but can take pride in who they are,” she adds.