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Page 1 of 2 Reporting Issuer List - Cover Page
Alberta Securities Commission Page 1 of 2 Reporting Issuer List - Cover Page Reporting Issuers Default When a reporting issuer is noted in default, standardized codes (a number and, if applicable a letter, described in the legend below) will be appear in the column 'Nature of Default'. Every effort is made to ensure the accuracy of this list. A reporting issuer that does not appear on this list or that has inappropriately been noted in default should contact the Alberta Securities Commission (ASC) promptly. A reporting issuer’s management or insiders may be subject to a Management Cease Trade Order, but that order will NOT be shown on the list. Legend 1. The reporting issuer has failed to file the following continuous disclosure document prescribed by Alberta securities laws: (a) annual financial statements; (b) an interim financial report; (c) an annual or interim management's discussion and analysis (MD&A) or an annual or interim management report of fund performance (MRFP); (d) an annual information form; (AIF); (e) a certification of annual or interim filings under National Instrument 52-109 Certification of Disclosure in Issuers' Annual and Interim Filings (NI 52-109); (f) proxy materials or a required information circular; (g) an issuer profile supplement on the System for Electronic Disclosure By Insiders (SEDI); (h) a material change report; (i) a written update as required after filing a confidential report of a material change; (j) a business acquisition report; (k) the annual oil and gas disclosure prescribed by National Instrument -
FY2021 Summary
Environmental, Social and Governance FY2021 Summary Contents About our reporting 3 Sustainability 19 Year at a glance 5 Sustainable product supply chains 20 Climate change 22 Our leadership 7 Waste: Circular economy 24 A message from our CEO 7 Regeneration of natural resources: A message from our CSO 8 Forests, lands, oceans 26 Our company 9 People in supply chains 29 Stakeholders 9 Community 30 Corporate purpose 10 COVID‑19 response 31 Transforming our business: Becoming an Providing safer, healthier food & omni‑channel, regenerative company 11 other products 33 Our approach to ESG 12 Ethics & integrity 34 Creating shared value 12 Highest standards of ethics & compliance 35 ESG priorities 12 Good corporate governance 35 Management of ESG 13 Engagement in public policy 36 Stakeholder engagement 13 Digital citizenship: Ethical use of data & responsible use of technology 36 Opportunity 14 Human rights 37 Human capital: Good jobs & advancement for associates 15 Equity & inclusion at Walmart & beyond 17 Supplier opportunity 18 Additional ESG reporting resources Click to find resources on our ESG website 2 About our reporting Walmart has reported on a wide range of ESG issues since 2005. Our reporting is focused on our priority ESG issues — those that we believe are the most relevant to our business and important to our stakeholders. This Annual Summary provides an overview of our except for financial data, it otherwise excludes shared value approach to ESG, ESG priorities, and key all acquired eCommerce subsidiaries, businesses, highlights. The Annual Summary covers our activities platforms and/or marketplaces, unless otherwise during the fiscal year ending January 31, 2021 noted. -
Download the 2017 Cfa Report
WFN 2017 UPDATE REPORT Whatcom Whatcom Community Food Food Assessment Network 2017 UPDATE REPORT December 2017 Prepared by Whatcom Food Network CFA Update Subcommittee WFN 2017 UPDATE REPORT Table of Contents 1 ACKNOWLEDGMENTS 2 INTRODUCTION 3 METHODOLOGY 4-5 SUMMARY OF FINDINGS Key Themes SECTOR SUMMARIES 6-7 Land 8-10 Water 11-14 Farming 15-17 Fishing 18-19 Labor 20-21 Processing & Distribution 22-24 Consumption 25-27 Waste APPENDIX 28 A. Key Informant Interview Questions & Methodology 29 B. Participants Acknowledgments THE WHATCOM FOOD NETWORK CFA UPDATE REPORT WAS PREPARED BY: Members of the Whatcom Food Network CFA Update Subcommittee: • Mardi Solomon, Whatcom Farm-to-School Support Team • Diane Smith, WSU Whatcom County Extension • Matia Jones, Western Washington University • Diana Meeks, Whatcom Food Network Assistant With additional help from: • Cindy Scott 1 Introduction WHAT IS A COMMUNITY FOOD ASSESSMENT? BACKGROUND AND PURPOSE A community food assessment (CFA) is a way to The first Whatcom Community Food Assessment was understand how a local food system is working from published in early 2011, primarily using qualitative and multiple viewpoints within each sector and across all quantitative data gathered in 2007-2009. In 2013, the sectors – land, water, farming, fishing, labor, processing Whatcom Food Network undertook the first CFA update and distribution, consumption, and waste. It provides and committed to continuing updates every 3-4 years. a snapshot of the challenges and opportunities within The 2017 CFA Update presents key developments since our local food system and can be used to set goals, 2013 and provides a snapshot of the current status of and improve or develop programs such as farmland each food system sector. -
Company Presentation August 2021
Company Presentation August 2021 + + + www.freshlocalsolutions.com Copyright © 2021. Freshlocal Solutions. Private & Confidential. All Rights Reserved 8/11/2021 1 Disclaimer and Forward-Looking Information Disclaimer This Presentation has been prepared by Freshlocal Solutions Inc. (“Freshlocal” or the “Company”, “we”, “us” or “our”) for information purposes only and is not intended to form the basis of any investment decision. It does not constitute an offer or invitation for the sale or purchase of any securities, businesses and/or assets or any recommendation or commitment by Freshlocal or any other person and neither this presentation, nor its contents nor any other written or oral information made available in connection with this presentation shall form the basis of any agreement or transaction. This Presentation does not purport to be comprehensive or to contain all the information that a recipient may need relating to Freshlocal. No representation or warranty, express or implied, is given and, so far as is permitted by law and no responsibility or liability is accepted by any person, with respect to the accuracy or completeness of the presentation or its contents or any oral or written communication in connection with the Presentation. In particular, but without limitation, no representation or warranty is given as to the achievement or reasonableness of, and no reliance should be placed on, any projections, targets or estimates contained in this presentation. Estimates, projections, targets, statistics and opinions contained in this Presentation are based on information available to Freshlocal. All estimates, statistics and opinions by their nature are based on a number of assumptions which may not prove to be correct and are inherently subjective. -
Climate-Friendly Hydrogen Fuel: a Comparison of the Life-Cycle Greenhouse Gas Emissions for Selected Fuel Cell Vehicle Hydrogen Production Systems
Climate-Friendly Hydrogen Fuel: A Comparison of the Life-cycle Greenhouse Gas Emissions for Selected Fuel Cell Vehicle Hydrogen Production Systems prepared by with support from The Pembina Institute The David Suzuki Foundation Climate-Friendly Hydrogen Fuel: A Comparison of the Life-cycle Greenhouse Gas Emissions for Selected Fuel Cell Vehicle Hydrogen Production Systems March 2000 prepared by The Pembina Institute for Appropriate Development with support from The David Suzuki Foundation About the Pembina Institute The Pembina Institute is an independent, citizen-based environmental think-tank specializing in the fields of energy-environment, climate change and environmental economics. The Institute engages in environmental education, policy research and analysis, community sustainable energy development and corporate environmental management services to advance environmental protection, resource conservation, and environmentally sound and sustainable resource management. Incorporated in 1985, the Institute’s head office is in Drayton Valley, Alberta with additional offices in Ottawa and Calgary and research associates in Edmonton, Vancouver Island and other locations across Canada. For more information on the Institute’s work, please visit our website at www.pembina.org, or contact: The Pembina Institute Box 7558 Drayton Valley, AB T7A 1S7 tel: 780-542-6272 fax: 780-542-6464 e-mail: [email protected] About the David Suzuki Foundation The David Suzuki Foundation is a federally registered Canadian charity that explores human impacts on the environment, with an emphasis on finding solutions. We do this through research, application, education and advocacy. The Foundation was established in 1990 to find and communicate ways in which we can achieve a balance between social, economic and ecological needs. -
William Blair Funds Investing for the Future: the Global/Local Challenge of Online Groceries Tyler Chamberlin Ph.D
William Blair Funds investing for the future: The Global/Local Challenge of Online Groceries Tyler Chamberlin Ph.D. Introduction: The global COVID-19 pandemic has forced billions of people into their homes and out of retail stores. The result has been a massive shift towards online shopping which has hugely benefited e-commerce companies. In addition to being one of the world’s most valuable companies, Amazon is now also the world’s most valuable brand1, having expanded from books to almost everything consumers want to buy. Well, almost everything. For a company like Amazon, that seeks to make life more convenient for consumers, developing an online grocery always seemed like a natural fit, and they have long coveted this valuable, if competitive, global market. But success in this market has proven elusive, both for Amazon and other would-be online grocery retailers. One of the key questions surrounding, what most expect will be a robust online market for groceries even when the current pandemic passes, is whether the online world of groceries was likely to be more international or even global when traditionally, grocery retailing had remained dominated by domestic competitors. The Grocery Business: Food is a necessity of life, and big business all around the world. For around a hundred years now, grocery stores in most highly developed countries, such as Canada, the US and the UK, have been dominated by large “cash and carry” stories where customers picked what they wanted off of shelves and then lined-up to pay for them. Stores were large, and got larger over the years, and could easily sell over 50,000 individual items. -
Radical Technology Development by Incumbent Firms Daimler's Efforts to Develop Fuel Cell Technology in Historical Perspective
To be presented at the 10th international conference of the Greening of Industry Network June 23-26, Göteborg, Sweden Radical Technology Development by Incumbent Firms Daimler's efforts to develop Fuel Cell technology in historical perspective A paper for: "Corporate Social Responsibility - Governance for Sustainability" 10th International Conference of the Greening of Industry Network June 23-26, 2002 in Göteborg, Sweden Abstract This paper discusses how an established industry as the automotive industry has reacted to the emergence of a radical technology, the fuel cell, with opportunities to answer several environmental concerns. Given that established firms (incumbents) are likely to respond conservative to radical technologies, the automotive industry forms an outstanding case given the large investments it has spent on developing fuel cell vehicles. In this paper a detailed look is taken at one car manufacturer, which was the first to commit serious resources to FC technology: DaimlerBenz/Chrysler. The development of the FC program will be discussed historically in four periods, each distinct with respect to the position and viability of fuel cell vehicles (FCV). The paper draws conclusions concerning the R&D process of technology diffusion within Daimler, the identification of milestones, and assessment of driving forces. It is concluded that Daimler’s activities form a serious ambition to bring FCV to commercial production. Broad environmental concerns are the most important driver for this ambition, together with remarkable technical -
Women in Leadership at S&P/Tsx Companies
WOMEN IN LEADERSHIP AT S&P/TSX COMPANIES Women in Leadership at WOMEN’S S&P/TSX Companies ECONOMIC Welcome to the first Progress Report of Women on Boards and Executive PARTICIPATION Teams for the companies in the S&P/TSX Composite Index, the headline AND LEADERSHIP index for the Canadian equity market. This report is a collaboration between Catalyst, a global nonprofit working with many of the world’s leading ARE ESSENTIAL TO companies to help build workplaces that work for women, and the 30% Club DRIVING BUSINESS Canada, the global campaign that encourages greater representation of PERFORMANCE women on boards and executive teams. AND ACHIEVING Women’s economic participation and leadership are essential to driving GENDER BALANCE business performance, and achieving gender balance on corporate boards ON CORPORATE and among executive ranks has become an economic imperative. As in all business ventures, a numeric goal provides real impetus for change, and our BOARDS collective goal is for 30% of board seats and C-Suites to be held by women by 2022. This report offers a snapshot of progress for Canada’s largest public companies from 2015 to 2019, using the S&P/TSX Composite Index, widely viewed as a barometer of the Canadian economy. All data was supplied by MarketIntelWorks, a data research and analytics firm with a focus on gender diversity, and is based on a review of 234 S&P/TSX Composite Index companies as of December 31, 2019. The report also provides a comparative perspective on progress for companies listed on the S&P/TSX Composite Index versus all disclosing companies on the TSX itself, signalling the amount of work that still needs to be done. -
The Heralds of Hydrogen: the Economicfc Heading Sectors That Heading Are Driving the Hydrogen Economyfc Subheading in Subheading Europe
January 2021 The Heralds of Hydrogen: The economicFC Heading sectors that Heading are driving the hydrogen economyFC Subheading in Subheading Europe I. Introduction The 2019 International Energy Agency (IEA) report on the future of hydrogen highlighted the renewed interest in hydrogen as a potential pathway to a zero-carbon future.1 Since then, many new projects have started and many investment programmes reaching into the billions of euros have been announced, such as the earmarked fund of €9 billion for hydrogen as part of the COVID-19 recovery effort by the German government.2 Yet, uncertainty remains about the precise role of hydrogen in European visions of the energy transition. This raises questions about the support base of the hydrogen economy in Europe. What prompts companies as diverse as for instance Airbus, BP, Enagás, Fincantieri, Linde, Siemens, Škoda, SNCF, and Thyssenkrupp to become members of hydrogen associations? Which economic sectors stand out among supporters of the hydrogen transition? What is the role of small and medium-sized enterprises (SMEs)? These are all relevant questions. The momentum for hydrogen comes at a time when policymakers at the subnational, national and supranational level are faced with the task of reviving their economies in response to the COVID-19 crisis. The European Commission revealed its official hydrogen strategy in July 2020.3 Hydrogen is supposed to become one of the key pillars of the European Green Deal, announced just before the COVID-19 crisis started. Many national policymakers are working on hydrogen too, with recent strategies published in France and Germany, for example. -
President and CEO Walmart Canada
1 Shelley Broader President and CEO Walmart Canada 2 Today’s presenters Shelley Broader Bill Tofflemire Gino DiGioacchino Trudy Fahie Bob Hakeem President & CEO Chief Financial SVP, Ecommerce President & CEO SVP, People Officer Walmart Can. Bank Division Emma Fox Lee Tappenden Jim Thompson SVP, Marketing Chief Merchandising Chief Operations Officer Officer 3 Walmart Canada’s strategy - 4 Walmart Canada’s top 12 focus areas - 5 TV Spots Momentum of Growth Video 1994 to today Sales growth CAGR 15.2% 7 Store growth FY13 400 350 300 250 200 Supercentres 150 Discount Stores 100 50 0 8 Square footage growth 60 million 50 40 30 20 10 0 9 Market share growth $ share of market • Continue to increase (Nielsen coverage - Food, market penetration Consumables, Health & Wellness) • Continue to increase average ticket and traffic Source: Nielsen Canada ~ All-Channel Share Projections (Panel) and POS Tracking. Excludes Fresh 19971997 1998 1999 20112000 10 Market share growth – fresh food Fresh $ share of market • Almost doubled share of fresh over the last two years. Source: Nielsen Canada ~ All-Channel Share Through POS Tracking. 02/2010 02/2012 11 Our mission 12 Canada’s most shopped retailer • 9 out of 10 Canadians shop at Walmart* • More than 100,000 SKUs • Store of the community • Dominant seasonal retailer • Specialty services/licensees (*Walmart Canada research) 13 Canada’s price leader • 11% price gap on a like-for-like basket of goods • 150 price checks weekly 14 Walmart Canada today • 333 stores and growing 167 supercentres 166 discount stores -
Top News Before the Bell Stocks to Watch
TOP NEWS • Barrick adj. profit jumps on higher prices, trims gold 2020 output Barrick Gold reported a nearly 55% rise in quarterly adjusted profit, benefiting from a surge in gold prices fueled by concerns over global economic growth. • Shopify posts surprise adjusted profit as lockdowns drive merchants online Shopify posted a surprise adjusted profit for the first quarter and beat revenue estimates as more users visited its platform after lockdowns led merchants to move their businesses online. • CVS Health first-quarter profit beats on COVID-19 stockpiling CVS Health posted first-quarter profit above Wall Street estimates, as its pharmacy benefits management business and its drugstores benefited from customers stockpiling medicines due to COVID-19 lockdowns. • AstraZeneca diabetes drug gets U.S. nod to treat heart failure AstraZeneca's diabetes drug Farxiga has become the first in its class to win U.S. approval as a treatment for heart failure, opening up a major new market opportunity outside of the medicine's established field. • China says tariffs should not be used as a weapon after U.S. threats China said tariffs should not be used as a weapon after U.S. President Donald Trump threatened to impose more of them in retaliation for China's handling of the novel coronavirus. BEFORE THE BELL Canada’s main stock index futures rose as oil prices jumped on hopes for a recovery in demand. U.S. stock index futures advanced, supported by easing of coronavirus-driven restrictions by many countries. Most European indexes gained on a jump in healthcare stocks. China shares ended higher as trading resumed after a week-long holiday. -
Could Aldi Succeed in Canada? Sonia Boyer [email protected]
Bucknell University Bucknell Digital Commons Global Manager Abroad Global Management Spring 2018 Could Aldi Succeed in Canada? Sonia Boyer [email protected] Justin Carr [email protected] Sam Loomis [email protected] Maria Prothero [email protected] Quentin Street [email protected] See next page for additional authors Follow this and additional works at: https://digitalcommons.bucknell.edu/glbm400 Recommended Citation Boyer, Sonia; Carr, Justin; Loomis, Sam; Prothero, Maria; Street, Quentin; and Chen, Jimmy, "Could Aldi Succeed in Canada?" (2018). Global Manager Abroad. 7. https://digitalcommons.bucknell.edu/glbm400/7 This Article is brought to you for free and open access by the Global Management at Bucknell Digital Commons. It has been accepted for inclusion in Global Manager Abroad by an authorized administrator of Bucknell Digital Commons. For more information, please contact [email protected]. Authors Sonia Boyer, Justin Carr, Sam Loomis, Maria Prothero, Quentin Street, and Jimmy Chen This article is available at Bucknell Digital Commons: https://digitalcommons.bucknell.edu/glbm400/7 Could Aldi Succeed in Canada? GLBM 400 Professor Chen Sonia Boyer, Justin Carr, Sam Loomis, Maria Prothero, and Quentin Street TABLE OF CONTENTS Contextual Information 2 History of Aldi 2 Research Questions 5 Competitive Landscape 6 United States 7 Canada 8 Comprehensive Venture Analysis 11 Cultural and Social Aspects 12 Political Aspects 14 Economic Aspects 14 Recommendations 15 References 18 Appendices 20 1 1. CONTEXTUAL INFORMATION AND RESEARCH QUESTIONS 1.1 History of Aldi Initial Growth In 1946 a pair of brothers named Karl and Theo Albrecht founded the supermarket chain Aldi in Essen, Germany. The storefront, a local grocery store, had been in operation since 1913 when the Albrecht’s mother began the business (“Company Profile”, 2018).