2012 CoRpoRate SoCIal ReSponSIBIlIty RepoRt

Transcription

Inside the
heart and soul
of Union Bank
CSR 12
Corporate Social Responsibility – 2012 Report
/ 1
CONTENTS
About the Cover
It is often said that the eyes are a window to the soul. At a glance, they reveal many things about us.
Our personality. Our attitude. Our outlook. The eye we feature on the cover of our 2012 CSR Report
symbolizes an opportunity to look inside the heart and soul of Union Bank. Our focus. Our goals. Our
actions. And our commitment to doing right for our customers, communities, colleagues, and the
environment. You’ll notice the sky, the earth, buildings, and windows. Like the multiple layers of this
image, our commitment to corporate social responsibility is multi-dimensional.
We invite you to learn more about the heart and soul of Union Bank.
Acronyms Used
in this Report
AHA
American Heart Association
BDL
Business Diversity Lending
CDF
Community Development Finance
Table of Contents
CRA
Community Reinvestment Act
CEO’s Letter 04
Letter From Julius Robinson 05
Our Business 06
CSR
Corporate Social Responsibility
DBE
Diverse Business Enterprise
FDIC
Federal Deposit Insurance Corporation
Our Community Commitment 15
GHG
Greenhouse gas
Strengthening Our Customers 20
GRI
Global Reporting Initiative
Strengthening Our Communities 26
Investing In Our Talent 35
Environmental Stewardship 41
Union Bank GRI Content Index 53
/ 2
400 California St
CONTENTS
HVAC
Heating, ventilation, and air
conditioning
LMI
Low- and moderate-income
MUFG
Mitsubishi UFJ Financial Group
Union Bank – 2012 Corporate Social Responsibility Report
Meaningful service. At Union Bank, it’s more than just a goal — it’s an enduring commitment.
From our earliest days during California’s pioneer era, Union Bank has taken great pride in being a responsible and constructive partner to our customers, employees,
neighbors, and stakeholders. While the world has changed dramatically in the nearly 150 years our bank has been in business, our commitment to service is unchanged.
We set high social, environmental, and business goals, and make it an enterprise-wide priority to achieve them — always with a focus on operating sustainably.
Our financial products and services enable families to strengthen and businesses to grow. Our innovative environmental efforts reduce our impact on the planet. Our
business practices foster diversity and inclusion. And our philanthropy and tremendous employee volunteerism create positive change throughout our marketplace.
As Union Bank continues to grow and evolve, we are dedicated to building on the success of this legacy. We recognize that the health and prosperity of our business is
closely tied to that of the places where we operate. For Union Bank to flourish, so must the people and the places we touch — that’s why strengthening our communities is
central to all we do.
/ 3
CONTENTS
CEO’s Letter
What does it mean to be a successful bank? It means
much more than solid financial performance.
In our eyes, it means reflecting the values of the
communities that surround us. It means responding
to them with a spirit of service. It means a drive to
strengthen those who sustain us. Over the course
of almost 150 years, we’ve learned we can be only
as strong as the families, businesses, institutions and
communities that surround and support our bank.
That’s why I’m so pleased to present Union Bank’s
2012 Corporate Social Responsibility report, a multidimensional accounting of our community activities
and their impact.
This was a dynamic year of growth and progress
for our bank. Despite an uneven economic recovery
and the heightened regulatory environment, we
improved our community service and involvement
performance in many key areas. Our 11,855
employees have every reason to be proud that in
2012, Union Bank:
• Directed nearly $6.5 billion toward communityrelated loans and activities as defined by the
Community Reinvestment Act — an increase of
$645 million from 2011.
• Along with the Union Bank Foundation, donated
nearly $12.7 million to a wide variety of charitable
causes, representing a $1.5 million increase
from 2011.
• Surpassed our previous record for employee
volunteerism, dedicating a remarkable 75,262
hours to support a wide range of good causes,
including our signature efforts to improve
financial literacy.
/ 4
• Adopted new sustainability measures to minimize
our consumption of resources and our overall
environmental impact, including a lighter-weight
paper for bank statements composed of 100
percent sawmill residue.
• Strengthened our efforts to foster diversity and
inclusion, including the appointment of our firstever Chief Diversity Executive.
For these reasons and many others, I can say with
confidence that when it comes to demonstrating
leadership in corporate social responsibility, Union
Bank is truly building on success.
To be sure, we still have much work before us to
become an even more responsible lender, partner,
employer and neighbor. Our continued growth is sure
to present challenges as well as opportunities, and
our economic and regulatory future remains far from
clear. But whatever lies ahead, Union Bank will keep an
unwavering focus on our commitment to community
and on our dedication to responsible banking. That’s
how we’ve defined success from the beginning, and
it’s how we’ll continue to measure our progress.
It’s our stated goal — and that of our parent
company, MUFG — to be the world’s most trusted
financial group. Nothing is more fundamental to
earning and building that trust than investing in the
communities and institutions that sustain us, with
an appreciative spirit of service. I hope you find this
report a worthy testament to our efforts so far.
Masashi Oka
President & CEO, Union Bank
CONTENTS
Letter From Julius Robinson
Union Bank’s Corporate Social Responsibility efforts continue to grow along with our business,
creating positive change in our communities and deepening those connections among our
employees, customers, neighbors, and partners. Our 2012 CSR report illustrates a broad crosssection of environmental, economic and social contributions that together represent the best of
Union Bank and, I believe, reveal the character of our business and employees.
Our dedicated CSR team works closely with the business units of Union Bank and a wide
range of partners and stakeholders to coordinate and leverage our community efforts. A reflection
of our commitment, creativity, and drive, Union Bank results far exceed what one might expect
from a bank of our size.
In 2012, we reached or exceeded goals in many key areas, including Community
Reinvestment Act-related loans and activities, employee volunteer hours, donations from the
Union Bank Foundation, and reducing greenhouse gas emissions per square foot of real estate.
Meanwhile, we are focusing our attention and energy on those areas where more progress is still
needed.
Looking to the future, I am particularly enthusiastic about our Fresno Community Economic
Development Initiative, a multi-faceted project to leverage the full resources and expertise of
Union Bank, as well as those of our partners, to benefit the economically distressed city of Fresno,
California. Organized in 2012 and launching in 2013, our three-year commitment exemplifies the
innovation and heart that make Union Bank a unique institution.
This is the second CSR report that adheres to the framework of the Global Reporting Initiative
(GRI). Adopting this standard promotes transparency and accountability with regard to Union
Bank’s community progress, which we believe will strengthen trust in our institution from the
partners and stakeholders we rely on for our success.
Thank you for your ongoing support and interest in our work.
Julius E. Robinson
Executive Vice President/CSR Group Head
/ 5
CONTENTS
About Union Bank
Union Bank is among the largest and most
storied financial institutions based on the
West Coast, with roots dating to the Bank of
California’s incorporation in 1864. Headquartered in
San Francisco, Union Bank provides a wide range of
financial services to markets including consumer,
small business, middle market, real estate, corporate,
correspondent, and trade finance. The bank also
offers investment and financial management, trust
services, private banking, insurance services, and
global custody services. As of December 31, 2012,
Union Bank operated 447 branches in California,
Washington, Oregon, Texas, Illinois, and New York,
as well as two international offices in Canada and
the Cayman Islands. The company employed 11,855
people at the end of 2012, primarily in California.
447
branches
/ 6
UnionBanCal Corporation is the holding company
of Union Bank, N.A. At the end of 2012, the company
had total assets of $97 billion, an 8 percent increase
from the previous year. UnionBanCal is a wholly
owned subsidiary of The Bank of Tokyo-Mitsubishi
UFJ, Ltd., which is a subsidiary of the Mitsubishi UFJ
Financial Group (MUFG, NYSE:MTU), one of the
world’s largest financial organizations.
UnionBanCal and Union Bank, N.A. are subject to
oversight by U.S. regulatory agencies, including the
Federal Reserve, the Office of the Comptroller of the
Currency, the Consumer Financial Protection Bureau,
and the Federal Deposit Insurance Corporation.
We adhere to all local laws and regulations in effect
where we operate. Union Bank also serves as North
American representative of The Bank of Tokyo-
PEOPLE
11,855
Mitsubishi UFJ, Ltd. for purposes of its membership to
the United Nations Environment Programme Finance
Initiative.
UnionBanCal is a privately held company but
publicly issues quarterly earnings releases, as well as
files quarterly and annual financial statements (Forms
8-K, 10-Q, 10-K) with the Securities and Exchange
Commission.
$97
BILLION
in total assets
CONTENTS
/ 7
CONTENTS
Our Leadership
UnionBanCal Corporation is led by nine outside, independent directors and four
inside directors. In May 2012, Takashi Morimura succeeded Tatsuo Tanaka as
Chairman of UnionBanCal and Union Bank, N.A. The Chairman is a non-resident,
non-executive officer. All directors comply with a Directors Code of Ethics, as well as
Union Bank’s Corporate Governance Guidelines. In addition, insider transactions are
governed by the Federal Reserve Board’s Regulation O.
Chairman of
UnionBanCal and
Union Bank, N.A.,
Takashi Morimura
UnionBanCal
Corporation
Board of Directors
Vice Chairman &
Chief Risk Officer
/ 8
Matters related to Corporate Social Responsibility
(CSR) and the Community Reinvestment Act fall
within the oversight of the Risk Committee. In
addition, the Board of Directors approves a Risk Vision
Policy for the bank. Each year, the Audit & Finance
Committee reviews a report regarding the bank’s
Business Standards for Ethical Conduct.
Masashi Oka has served as President and CEO of
Union Bank since July 2010. Reporting to him are four
Vice Chairmen: John C. Erickson, Vice Chairman and
Chief Corporate Banking Officer; Mark W. Midkiff, Vice
Chairman and Chief Risk Officer; Timothy H. Wennes,
Vice Chairman and Chief Retail Banking Officer; and
John F. Woods, Vice Chairman and Chief Financial
Officer.
President & CEO
Vice Chairman &
Chief Corporate
Banking Officer
The Board of Directors approves an annual
strategic plan for the company, and designates
directors to oversee certain key subject matters,
including strategic planning and community affairs. In
addition, board members have roles on committees
with a variety of oversight responsibilities, including a
Risk Committee, an Audit & Finance Committee, an
Executive Compensation & Benefits Committee, and
a Nominating & Governance Committee.
Vice Chairman
& Chief Retail
Banking Officer
Vice Chairman
& Chief
Finanical Officer
CSR Executive
Vice President
Community
Advisory
Board (CAB)
Union Bank’s executive leadership has numerous
opportunities to speak with, and learn from, the
broader bank employee base. These opportunities
include quarterly bank-wide conference calls as
well as quarterly calls held within the bank’s various
business groups.
Union Bank has demonstrated a strong
commitment to making a positive contribution to our
local communities and to the global environment.
To engrain that commitment in our culture, we align
executive incentive compensation with our long-term
CSR goals. Metrics demonstrating CSR performance
are used as a component to adjust compensation
pools for each member of our Executive Committee.
CONTENTS
01
Rooted in Responsibility Since 1864
Responsible
Lending
Union Bank is built on the heritage of five banking lineages, stretching back to the Bank of
California’s incorporation in 1864. Through the decades, each of these businesses and their
leadership played important roles in their communities.
02
The predecessor to the Union Bank & Trust Co. of Los Angeles was established by Kaspare
Cohn, a Prussian immigrant who, in 1902, also founded a hospital that would become the
world-famous Cedars-Sinai Medical Center. Four years later, Homer King, President of The Bank
of California (the leader of another Union Bank predecessor) helped relieve the cash shortage
afflicting San Francisco in the wake of the devastating 1906 earthquake.
Responsible
Financial
Management
Today, Union Bank continues to honor its distinguished legacy of public service through
a commitment to responsibility. This principle is captured in our Five Tenets of Responsible
Banking, which articulates our commitment to the highest standards in these key areas:
03
Five
Tenets of
Responsible
Banking
Responsible
Support of
Communities
• Responsible Lending
• Responsible Financial Management
• Responsible Support of Communities
• Responsible Employer
• Responsible Products and Practices
04
Aligned with these tenets, Union Bank remains primarily a portfolio lender, retaining our
own loans rather than selling them to third parties. We do not have a program for originating
or purchasing subprime loans or other exotic loan products. We are stable and responsible in
our own finances as well, with a strong balance sheet and investment-grade credit ratings at
each of the four major credit ratings agencies. We maintain top-tier asset quality and healthy
reserve positions, and unlike many other banks we never received bailout funds from the federal
government.
Responsible
Employer
05
Responsible
Products and
Practices
Our core values are echoed in the Union Bank Employer Manifesto, which embraces ethics,
mutual understanding, and respect, and pledges that:
As we grow, we will do so in a way that achieves a harmonious
balance between size, success, and stability…
In addition to these documents, Union Bank also publishes a guide to Business Standards for
Ethical Conduct, and maintains a Code of Ethics for senior financial officers.
Union Bank is committed to maintaining the confidentiality of our customers’ personal
financial information. Our privacy policy is available for review online. We are also dedicated to
providing universal access to banking services for people with disabilities, including providing
printed materials in braille, large print, and other alternative formats.
Kaspare Cohn
/ 9
CONTENTS
Our CSR Team
A dedicated, experienced team oversees Union Bank’s Corporate Social
Responsibility (CSR) efforts, helping us implement our CSR vision and building
relationships with community stakeholders as well as bank employees. The team
also measures and reports CSR-related data throughout the bank to track our
progress and hold us accountable to our goals.
In 2012, the CSR team was led by Executive Vice President Julius Robinson,
and included Senior Vice President Carl Ballton, President of the Union Bank
Foundation; Senior Vice President Susan Miller, Environmental Stewardship
Manager; and Senior Vice President Jan Woolsey, Manager of CRA Strategy and
Operations.
Meanwhile, Union Bank receives valuable insight and guidance on community
activities from our Community Advisory Board (CAB). Representing a unique
“strategic consultancy” for the bank, these prominent private citizens reflect the
diversity of the areas where we do business, and offer valuable insight into the
needs and priorities of our communities.
OUR COMMUNITY
ADVISORY BOARD
Alejandro Lara – Chair
Cecily Jackson-Zapata
New Economics for Women,
Los Angeles
Attorney At Law, Los Angeles
Robert Villarreal – Co-Chair
CDC Small Business Finance,
San Diego
Community
Advisory Board
Union Bank’s community commitments
are shaped by our 10-member
Community Advisory Board (CAB),
which includes high-impact community
stakeholders from both the non-profit
and for-profit sectors. These individuals
play prominent roles in shaping their
communities — and expect that
Union Bank do the same. During the
course of 2012, the CAB played an
essential role in shaping our Fresno
Community Economic Development
Initiative, creating the blueprint for
the project and working closely with
local government, community-based
organizations, businesses, and others.
Maurilio León*
The Unity Council, Oakland
Roberta R. Sistos
Attorney, Chatsworth
Laura Archuleta
Jamboree Housing Corporation,
Irvine
Harold Tuck
CIO, County of San Diego
Allysunn Williams*
Ron Fong*
Asian Pacific Islander Small Business
Program, Los Angeles
Fresno Housing Authority, Fresno
Junious Williams
Urban Strategies Council, Oakland
*New in 2012
All locations in California.
/ 10
CONTENTS
Why Fresno?
With a population of more than 500,000, Fresno
is the fifth-largest city in California and a focal point of
the state’s Central Valley, a global agricultural center.
The city boasts a dynamic civic leadership focused
on economic development and redevelopment, at a
time of great opportunity. California’s high-speed rail
project is slated to run through Fresno, which currently
has modest home prices and an affordable cost of
living. The area is expected to double in population by
2050. The city has an incredibly diverse population,
with more than 120 languages spoken in the Fresno
School District.
Amid all of these factors, bank leadership sought
to sharpen existing commitments and partner with
local leaders, community members, and others
seeking to brighten Fresno’s future. As part of the
White House’s “Strong Cities, Strong Communities”
initiative, the federal government is assisting the city’s
efforts.
Through our own Community Advisory Board
and in meetings with dozens of local stakeholders, the
bank honed a commitment to focus on:
• Promoting equitable, affordable housing
• Enhancing economic competitiveness
• Supporting existing communities
Specific components include expanding,
modifying, and enhanced marketing of our existing
home loan programs; augmenting small business
lending and technical assistance; providing additional
funds to grow mid-size businesses; strengthening
partnerships with community-based organizations;
and expanding an educational partnership with a local
high school.
As the broader economy begins to rebound,
Fresno has all of the pieces in place to be a leader.
Union Bank is proud to be part of the solution.
• Coordinating and leveraging federal policies and
investment
• Valuing communities and neighborhoods
• Improving educational outcomes
/ 11
FRESNO
CONTENTS
Union Bank in 2012:
Growing & Strengthening
Thanks to our customers, employees, and stakeholders, Union Bank enjoyed a rewarding and
dynamic 2012 amid continued growth and expansion.
Santa Barbara Bank & Trust
Chicago, Houston Branches
Union Bank completed a major transaction in 2012,
acquiring Pacific Capital Bancorp and its bank
operating subsidiary, Santa Barbara Bank & Trust
(SBB&T). The transaction included 45 branches and
$4.7 billion in deposits along California’s Central
Coast. With the acquisition, Union Bank became the
leading bank in the Santa Barbara MSA (Metropolitan
Statistical Area).
Union Bank continued to expand in 2012, opening an
office in Chicago — a commercial banking branch
located in the same building as our parent company,
The Bank of Tokyo-Mitsubishi UFJ, Ltd. We also
opened a commercial branch in Houston, a hub for
international trade and a major home to the nation’s
energy industry. The branch accepted a $1 million
customer deposit on its very first day. These new
branches join our existing commercial branches
in Dallas and New York. CSR continues to explore
strategies to further enhance our social and economic
impact on these communities.
Union Bank has pledged to continue support for
many nonprofit organizations that had been funded
by SBB&T, including The United Way of Santa Barbara
County, Channel Islands YMCA, the Boys & Girls
Club of Santa Barbara, the Old Spanish Days Fiesta,
Women’s Economic Ventures (WEV) and the Cabrillo
Economic Development Corporation (CEDC).
/ 12
New Union Bank Chairman
Takashi Morimura became Chairman of Union Bank
and UnionBanCal Corporation in 2012, succeeding
Tatsuo Tanaka. Mr. Morimura previously served as
President and CEO of Union Bank from 2005 to 2007,
and is also Deputy President and Chief Executive
of the Global Business Unit for The Bank of TokyoMitsubishi UFJ, Ltd.
CONTENTS
“We’ve made a lot
of homeowners
very happy and
have contributed
to the pride
they feel in their
communities. Plus,
we’ve created
significant revenue
for the bank.”
A $20 Billion Milestone
Union Bank continued its rapid growth in residential loans,
celebrating the $20 billion mark at the end of the first quarter of
2012. The bank is now the 10th largest mortgage lender in the
United States.
Continued Strides in
Technology
Union Bank continued its ongoing
technological innovation to enhance
the banking experience for customers.
This included moving forward with
smartphone-based mobile check
deposits and person-to-person mobile
payments. We also launched a system
to allow common bank functions to be
carried out by text message.
– Jim Francis
Executive Vice President,
Consumer Lending
Smartstreet Acquisition
Union Bank completed its acquisition of Smartstreet, a Georgiabased provider of banking services to homeowners’ associations
and community association management companies in 37 states.
Union Bank was already a leading West Coast provider of such
services, which include account management, lockbox services,
and information reporting. Smartstreet retains its own brand and
executive team.
/ 13
CONTENTS
Category
Actuals
(millions)
Year
Over Year
% Chg
(millions)
$1,409
28%
$1,500
Nonprofit Lending
$362
-44%
$600
Multi-family Affordable Housing Lending
$313
-18%
$350
Single-family Affordable Housing
$580
11%
$400
Consumer Loans to Low-Income Consumers
$461
37%
$325
Tax Credit Investments
$518
2%
$500
CRA Investments (CSR)
$33
5%
$50
$120
-3%
$121
$13
13%
$12
$3,809
4%
$3,858
$2,671
23%
$2,200
$6,480
11%
$6,058
Small Business / Farm Loans
DBE Vendor Purchasing (Supplier Diversity)
Social Investing / Donations
SUBTOTAL – Current Period Originations
Loan Balances from a Prior Period Remaining
Outstanding
TOTALS
/ 14
Community Commitment Snapshot
2012
CONTENTS
2012
Goal
Our
Community
Beyond simply pledging to support our communities, Union Bank
makes a firm commitment to do so through our Community Service
Action Plan (CSAP). Under our current 10-year CSAP, Union Bank
has agreed to invest at least 5.2 percent of our total annual assets
in loans and activities related to the Community Reinvestment Act
(CRA) through 2014. Our aspirational target is 6.5 percent of total
assets. These community-related loan activities include everything
from small business and farm loans to low-income consumer loans,
affordable housing investments, and charitable contributions.
We are dedicated to maintaining industry leadership in terms of
achieving our CRA targets. In 2012, we surpassed both our agreedupon goal and our aspirational target, directing nearly $6.5 billion to
CRA-related activities, or 7.9 percent of our average annual assets
for 2011. This reflects an increase of $645 million over our 2011
performance.
Also in 2012, Union Bank received a CRA performance rating
of “satisfactory” on its three-year evaluation by the Office of the
Comptroller of the Currency, a key government regulator, with
“outstanding” ratings in the examination’s investment and service
tests. That evaluation followed two consecutive “outstanding” ratings
over the previous two evaluation periods.
While a “satisfactory” rating reflects that we have successfully
complied with CRA and met the needs of our customers, we
are committed to achieving an “outstanding” rating in the next
evaluation, scheduled for 2015. In the meantime, we are taking
advantage of this rating as an opportunity to re-examine and refine
the way we target our resources to ensure we have the greatest
possible impact, particularly among low- and moderate-income
(LMI) communities.
/ 15
$6.5 billion
7.9
%
Average annual assets directed
to CRA-related activities
CONTENTS
An Engaged Partner
Active and responsive engagement with our stakeholders is fundamental to the Union Bank way of banking. It starts with
a commitment to listen to our stakeholders, and extends to the actions we take. We have many stakeholders, including
customers, employees, suppliers, local communities, executive committees, Community Advisory Board, internal
committees, outside advocacy groups, regulators, and local government, among others. Although Union Bank did not
formally solicit feedback through a dedicated stakeholder engagement process in 2012, we listened carefully to our
partners and audiences through a variety of channels. What follows is a sample of the extensive outreach efforts we
conducted during the year.
How we engage with stakeholders
Bringing the Fresno Place-Based Initiative to Life
In order to reach the many — and varied — stakeholders noted
earlier in this section, we use a variety of means to solicit input from
those groups and individuals. These efforts include:
In 2012, Union Bank executives initiated an innovative program that
directs the full spectrum of our resources and expertise on a single
community.
• Customer focus groups to better understand the needs and
wishes of our most important stakeholders
• Regular meetings with community groups and nonprofits to
inform our thinking about critical community issues and to
guide our investments and lending
• Employee surveys to ensure we are providing the best possible
workplace and incorporating the insights and ideas of our
talented workforce
• Engagement with our Community Advisory Board, where
opinion leaders from throughout California weigh in on essential
issues affecting the bank and the places where we do business
Fresno, California, was selected as the initial location for an
unprecedented “place-based initiative” — a comprehensive and
sustained program that will bring focus to the bank’s community
investments and build on existing community efforts. Through the
three-year Fresno Community Economic Development Initiative,
Union Bank will invest $7.5 million annually in the form of grants, loans,
marketing, and research, all geared to increase housing opportunities,
enhance economic competitiveness, support the environment, and
recognize the unique characteristics of neighborhoods throughout
the city.
• Responsiveness to outside advocacy groups in the wake of
major events such as bank acquisitions
At a community meeting convened by Fresno Mayor Ashley
Swearengin, more than two dozen bank executives, board members
and CAB members joined 40 local stakeholders to discuss mutually
beneficial priorities and opportunities presented by the initiative.
That meeting was an essential step leading to the bank’s three-year
action plan and overall commitment of $7.5 million per year, which
includes grants, loans, and technical assistance. Each year, the bank
will evaluate its performance against published benchmarks, and will
continue its dialogue with community leaders to ensure that dollars
are being used in the best manner possible. The bank welcomes
other corporate partners to the table to enable our efforts to spread
even wider.
• Ongoing efforts to listen to – and be responsive to – all of the
groups noted above
The place-based initiative will gain momentum in 2013, and Union
Bank and our CAB have great expectations from this novel initiative.
• A biennial Corporate Reputation Survey, whereby we survey
employees, customers, community-based organizations and
others to determine their view of Union Bank’s reputation in their
community
• A robust social media presence that has grown tremendously
as we seek dynamic ways to engage audiences where they
spend their time
/ 16
CONTENTS
“Union Bank’s efforts should
be an example to all banks
considering mergers and
acquisitions. Regulators
should also work to uphold
Union Bank’s standards of
community dialogue.”
– Orson Aguilar, Preeti Vissa & Sasha Werblin,
The Greenlining Institute
Santa Barbara Acquisition: Robust Dialogue Leads to
Renewed Community Commitment
When Union Bank announced plans to acquire Pacific Capital Bancorp and its bank
subsidiary Santa Barbara Bank & Trust (SBB&T), a bank serving California’s Central
Coast, members of the local community naturally wondered what kind of corporate
partner Union Bank would be. And a number of broad-based advocacy groups,
in particular the Greenlining Institute and California Reinvestment Coalition, were
paying close attention. In fact, these groups both wrote letters to federal regulators
outlining concerns about the acquisition — only later to write to those same
regulators commending the bank’s responsiveness to their requests.
While this dialogue originated with outside groups who initially raised probing
questions to Union Bank and our plans for SBB&T’s marketplace, its outcome
shows the value of meeting face-to-face with those who may hold a differing
viewpoint, working to bridge gaps in understanding, and then forging a solution
that leaves all parties feeling understood and respected.
As a result of a dialogue that included multiple face-to-face meetings with
several stakeholder coalition groups, Union Bank agreed to provide as much
philanthropic funding on its own as the two banks had provided together prior
to the merger. Union Bank also made significant, targeted commitments in the
areas of small business lending, affordable housing lending, branch and deposit
products, minority marketing, supplier diversity, and community outreach.
These commitments are laid out in detail as a supplement to the bank’s 10-year
Community Reinvestment Commitment.
While the Fresno economic development initiative and SBB&T acquisition counted
among the most noteworthy examples of stakeholder engagement in 2012, they
were by no means the only examples. Union Bank is at our best when we remain
closely connected and aligned with our customers, our workforce, and our
communities. We use numerous tools and communication methods to remain an
engaged and responsive partner.
/ 17
Other Forms of Engagement
CONTENTS
Enhanced Social
Media Presence
A Closer Look at CSR
We believe authentic engagement requires
interaction in the places where people spend their
time. Increasingly, that means Facebook, Twitter, and
other social media. With the help of some outside
experts, we dramatically increased our social media
connections in 2012:
• Facebook “likes” grew from 1,300 to more than
21,000 over the course of the year, more than a
16-fold increase
• Our followers on Twitter grew from 540 to 6,714
(a 12-fold increase)
• YouTube channel subscribers grew as well
Over the course of the year, our Facebook page
shared hundreds of updates spotlighting community
activities and employees, sharing financial tips,
and asking customers to offer their own bankingrelated ideas and experiences. Over time, a strong
community has emerged.
As more of our customers have migrated to
social media as their communication tool of choice,
our Customer Advocacy team has moved right
along with them. Representatives read and respond
to every concern published online, and work swiftly
to address them to ensure a great client experience.
Meanwhile on YouTube, our most popular
video addresses Union Bank’s 20-year support for
the American Heart Association, with employees
sharing compelling stories about overcoming
health challenges and the motivation it gives
them to participate in the AHA’s annual Heart Walk
fundraiser. The five-minute video has attracted
more than 150,000 views. Videos from our
popular Local Heroes series celebrating highimpact community leaders are also posted online,
and have been “liked” and shared extensively by
customers and our online friends.
Union Bank continually strives to better
understand the views of our customers
and the public at large in the areas where
we do business. To measure and assess
impressions of our Corporate Social
Responsibility (CSR) work, we held six
dedicated focus groups in 2012 with a
diverse sample of 57 people, customers
and non-customers alike. The two-hour
sessions were held in San Francisco, Los
Angeles, and Seattle.
While participants acknowledged they
knew little of Union Bank’s CSR initiatives,
they generally responded positively to the
bank’s community commitment and were
receptive to learning more. In particular,
participants encouraged the bank to
pursue CSR initiatives that:
Demonstrate support and pride for
specific, local communities
Showcase the bank’s commitment
to its employees and initiatives to
invest in their success
21,000+
Facebook “likes” grew from 1,300 to more
than 21,000 over the course of the year,
more than a 16-fold increase
YouTube channel subscribers
grew as well
6,714+
Highlight green programs that
clearly and visibly illustrate
the bank’s commitment to
sustainability
Other values important to our focus
group audiences included honesty,
transparency, being a good neighbor,
providing great customer service, and
pursuing more than just profit in our
business operations. These insights
will help shape our CSR efforts as they
continue to grow and evolve.
Our followers on Twitter grew from
540 to 6,714 (a 12-fold increase)
/ 18
CONTENTS
Celebrating
Black History
Online
Union Bank used a
contemporary tool to
share some classic
African-American cultural
contributions during Black
History Month this year.
Visitors to our Facebook
page enjoyed gospel, jazz,
opera, and blues tracks
from such musical greats
as Duke Ellington and
opera singer Hope Foye,
as well as classic AfricanAmerican storytelling. The
tracks were taken from a
Union Bank CD compilation
previously distributed
to our customers, titled
“Celebrate the Sounds of
the Black Experience.”
Listening to
Our Talent
Listening to
Small Businesses
Our annual “Voice of Our Talent”
Employee Engagement Survey
provides valuable insight into the
concerns and priorities of our
workforce. These survey results
allowed the bank to identify areas
needing attention, and then deliver
the necessary improvements. (Our
2012 response rate of 79 percent
fell slightly from the previous year.)
Recent enhancements stemming
from our survey results include
new techniques to streamline loan
application processing times, as well
as revamping training for customer
service associates to ensure they have
the tools and information to respond
effectively to our clients.
Being engaged also means listening to small businesses, in order to better
understand and anticipate their needs. In 2012, Union Bank released results of our
12th annual Small Business Economic Survey. While previous surveys focused on
California and Washington, the 2012 survey included 700 small business owners
from around the United States. While most believed that the economy was heading
in the wrong direction, the vast majority voiced confidence in the direction of their
own companies. Ninety-four percent of respondents said they did not anticipate
making any layoffs during the year, with 11 percent saying they planned to increase
staffing levels.
Responding to a request for additional
professional growth tools, this
year Union Bank introduced Talent
Profile, an online database allowing
employees to share information about
their professional qualifications and
aspirations. This data can then be
accessed by managers and Human
Resources personnel to help identify
candidates for open positions within
the bank.
/ 19
CONTENTS
Strengthening
From our earliest days, providing top-quality financial services to
our customers has been the lifeblood of Union Bank. Whether we’re
helping a family buy their first home or send a child to college,
allowing a small business to invest and grow, or supporting the
vital work of affordable housing developers, doing right by our
customers in a fair and transparent manner is a fundamental Union
Bank commitment. This commitment helps explain why we’ve
always steered clear of originating subprime loans and other risky
financial practices, and why we remain a trusted banking partner
throughout the United States.
Expanding
Homeownership
Opportunities
One of our most important customer initiatives in 2012 was a
comprehensive, multi-pronged effort to expand homeownership
opportunities in low- and moderate-income (LMI) and multicultural
communities. This included a substantial expansion of our
Economic Opportunity Mortgage (EOM) program, which provides
special assistance to those looking to buy or refinance a home
located in a census tract with income no greater than 80 percent
of the area median income (AMI); otherwise the applicant’s income
may not exceed 120% of the AMI*. The EOM is a 95 percent loanto-value portfolio loan product that does not require costly private
mortgage insurance and considers alternate credit histories such
as rent and utility payments for applicants who do not have an
established traditional credit history. These are just a few of the key
features of our affordable lending product.
In 2012, we originated 1,553 EOM loans, totaling $324 million –
a steep rise from 2011, when we originated 889 loans totaling $183
million. The increase was fueled in part by the ongoing expansion
of the EOM program from a base of just two select markets. This
expansion process began in 2012 and will continue in 2013. We
have also increased our marketing efforts to boost awareness of
this offering.
*The AMI is established by the Department of Housing and Urban
Development (HUD) and adjusted annually.
/ 20
CONTENTS
Meanwhile, to support multicultural lending, Union Bank formed
relationships with a variety of “trusted intermediaries” in Hispanic,
Asian, African-American, and other communities. These relationships
also included nonprofit community-based organizations and
minority real estate trade organizations such as the Asian Real Estate
Association of America (AREAA), the National Association of Hispanic
Real Estate Professionals (NAHREP), and the National Association
of Real Estate Brokers (NAREB). To help coordinate our LMI and
multicultural lending efforts, we created a new senior position in
our Consumer Lending group, Head of Community Lending and
Industry Relations, occupied by a senior vice president with decades
of banking experience. Union Bank also doubled our number
of Community Loan Officers, who work in LMI and multicultural
communities, with plans to continue that expansion in 2013.
First-Time Homebuyers Make a WISH
Low-income individuals and families are receiving a helping hand
in buying their first home, thanks to a pair of assistance programs
administered with help from Union Bank. The Workforce Initiative
Subsidy for Homeownership (WISH) allows eligible borrowers to
receive up to $15,000 for down payment and closing costs, matched
at $3 for every $1 the borrower contributes. Both programs are
managed by the Federal Home Loan Bank of San Francisco.
After a successful pilot program, Union Bank expanded its
involvement with these programs in 2012, joining nonprofit partners
such as Habitat for Humanity and Cabrillo Economic Development
Corporation (CEDC), which help prepare the program application
and provide financial education for participating homebuyers. (The
Ventura, California-based CEDC was originally a partner of Santa
Barbara Bank & Trust; when Union Bank acquired the bank with the
purchase of its parent company Pacific Capital Bancorp, it continued
honoring the partnership.)
Union Bank and Santa Barbara Bank & Trust supported 78
borrowers in 2012, helping them secure $1.1 million in WISH down
payment assistance in 2012. This represents a considerable increase
from 2011, when the two banks combined helped 49 borrowers secure
$716,000 in assistance.
$324 million
1,553 EOM loans
/ 21
CONTENTS
Community Development Finance
Union Bank believes that an adequate supply of affordable housing is an essential component of healthy
communities. However, affordable housing in California suffered a significant setback recently with the
elimination of the state’s redevelopment agencies, which had served as a major funding source for the
development of new units. That challenge has led Union Bank’s Community Development Finance (CDF) group
to work even harder and more creatively to help its partners provide as many people as possible with access to
a home they can afford.
CDF serves as a financial partner and trusted advisor to nonprofit and for-profit developers, public housing
agencies, and other groups to develop housing for low-income individuals and families as well as senior citizens,
the formerly homeless, those living with disabilities or HIV/AIDS, survivors of domestic violence, and others who
may face challenges in securing stable and safe housing. CDF’s products include conventional and tax-exempt
loans, direct tax credit and syndicated tax credit investments, and Federal Home Loan Bank Affordable Housing
Program grant sponsorships.
In 2012, the CDF group provided
$438 million in financing for 37
projects, primarily in California
and Washington.
$438
million
2012
Together, this financing served
a total of 4,541 residents.
4,541
TOTAL
RESIDENTS
That dollar amount represents
a slight rise from 2011, when
CDF provided $434 million in
financing.
$434
million
2011
Given the stability and vibrancy that affordable housing brings to a community, the Union Bank Foundation
considers improving the supply and accessibility of affordable housing to be among its four strategic priorities,
especially in light of California’s high housing prices and damaging foreclosure crisis. In 2012, the Foundation donated
more than $1.8 million to support groups working to increase the stock and availability of affordable housing, up from
just over $1.7 million in 2011. Grant recipients included Mercy Housing Northwest and Housing California.
/ 22
A Hollywood Site, Reborn
As Housing
A historic Los Angeles hospital
site seen by millions of film and
TV viewers now has a new role
—providing affordable housing
for senior citizens. Union Bank’s
Community Development
Finance group financed a project
to create 23 senior apartments
on the grounds of the former
Linda Vista Community Hospital,
the first phase of a larger project
to develop as many as 120
apartments on the property. The
distinctive white building in L.A.’s
Boyle Heights neighborhood
served patients from 1924 until
1991. It then became a popular
filming site for productions such
as Pearl Harbor and Outbreak,
as well as the pilot episode of ER
and other TV programs.
CONTENTS
Supporting
Small
Business
Small businesses are the engines of
our economy, creating the majority of
jobs in the United States and much of
the ingenuity that drives our country
forward. Recognizing this, Union
Bank has made it a priority to expand
our small business lending. In fiscal
year 2012, we were one of the top 10
originators of loans guaranteed by the
Small Business Administration (SBA)
in our California, Washington, and
Oregon service areas as measured by
loan count, after being ranked 23rd in
fiscal year 2011. Our total small business
and farms lending as recorded in our
Community Service Action Plan — that
is, business loans up to $1 million and
farm loans up to $500,000, plus SBA
loans of any size — rose by 28 percent
in 2012, climbing to $1.4 billion from $1.1
billion in 2011.
Helping a Dream
Take Flight
Union Bank helped turn a small-business dream
into a reality this year for two friends in the state of
Washington. Aerospace engineer Robert Peha and
corporate controller Dean Handaly had long wanted
to go into business together. Union Bank helped
the two secure an SBA loan to acquire IDL Precision
Machining, an aerospace manufacturing business in
Mukilteo, Washington.
The bank’s guidance helped the two successfully
structure the deal to secure a smooth ownership
transition, and now provides a range of other banking
services to keep the company operating smoothly.
“Union Bank has been a valuable partner right from
the beginning,” Peha said. “We’re looking forward to
continuing a successful relationship.”
“Union Bank
has been a
valuable partner
right from the
beginning.”
– Robert Peha, IDL Precision Machining
The Business Banking Group
also offers an array of services to help
ensure smooth ownership transitions,
as a growing number of owners
anticipate selling their businesses and
retiring in the near future.
/ 23
CONTENTS
A Commitment to Supplier Diversity
Supporting Diverse
Business Enterprises
Strong, vibrant businesses are cornerstones of our communities.
Union Bank takes advantage of a variety of tools to support and
nurture businesses that reflect the rich diversity of our growing
marketplace.
Our Business Diversity Lending (BDL) program provides lending
products to small- and mid-sized diverse business enterprises —
those that are majority-owned by women, racial, or ethnic minorities,
or service-disabled veterans. Ranging from $10,000 to $2.5
million per business, our BDL loans and credit lines offer flexible
underwriting standards and competitive interest rates, and can
be used for expansion, new equipment, real estate loans, working
capital, and other needs. In 2012, we provided $170.4 million in loans
to qualifying businesses under our BDL program, an increase over
the $155 million we provided in 2011.
We make sure that diverse business enterprises (DBEs) benefit from our own purchasing power,
as well. We are currently eight years into a 10-year CRA supplier diversity commitment, which sets
a goal of directing 20 percent of our discretionary spending to DBEs by 2015. In 2012, we directed
more than $120 million in spending toward DBEs, an increase over our 2011 performance.
Our supplier diversity commitment extends beyond our own spending dollars. Union Bank’s
Supplier Diversity & Development Office provides professional mentoring, networking assistance,
and technical help to DBEs, helping them build capacity and connect to potential business
partners both within and outside the bank.
For the past 12 years, we have also supported a unique executive training program for small
business owners, Management Development for Entrepreneurs (MDE). Based at the UCLA
Anderson School of Management in Los Angeles, with a similar program offered at the
University of Washington, this certificate program extends a meaningful opportunity for DBE
owners to expand their skills and take their businesses to the next level. Our Supplier Diversity &
Development Office works alongside nonprofits to nominate businesses for the program, and
provides scholarships through the Union Bank Foundation for selected participants.
UNION BANK SUPPLIER DIVERSITY SPEND DBE (ACTUAL vs. TARGET)
Year
2005
2006
2007
2008
2009
2010
2011
2012
Total Bank Spend
$616,090,851
$624,933,194
$619,557,923
$715,404,695
$705,214,682
$805,657,542
$810,294,391
$838,844,786
Total Discretionary Purchases (excludes
utilities, water, taxes, US postage,
other financial institutions, and private
households)
$590,262,105
$597,427,401
$595,466,593
$685,851,077
$678,348,449
$773,395,580
$768,110,079
$712,336,703
$111,301,757
$136,111,619
$123,551,021
$120,057,611
Total DBE Spend
Actual
$81,604,477
$84,531,780
$86,777,266
$96,291,517
Year-end DBE
Percentage - Actual
(Percentage of Total DBE Spend vs. Total
Discretionary Purchases)
13.8%
14.1%
14.6%
14.0%
16.4%
17.6%
16.1%
16.9%
Year-end DBE
Percentage - Target
12.0%
12.5%
13.0%
13.5%
14.0%
15.0%
16.0%
17.0%
/ 24
Target
CONTENTS
Gaining Customer Insights
New advances in technology are helping Union Bank provide even
more timely and personalized service to our customers. Our recently
launched Customer Insights program rapidly analyzes client data to offer
helpful information to customers when they visit our branches or reach
our call centers. This information might include targeted suggestions
of bank services, such as recommending that a large accountholder
switch to an account with lower fees, or alerting a customer that their
phone line has been disconnected or their email account isn’t accepting
messages. Or it could mean simply saying “thank you” when a customer
reaches a five- or ten-year anniversary of banking with us. We believe
that the more we know about our customers, the better we’re able to
serve them.
Based on its early success, we’re working to expand the Customer
Insights program to include all customer touch points, including mobile,
online, and ATM banking.
“The instructors helped open my
eyes to the vision and strategy
of a true entrepreneur, and the
business network stemming from the MDE
program has been a great support for me.”
– Henry Alcon, President of American Contractor Services and
Management Development for Entrepreneurs program participant.
During the two-week program, faculty members work with
owners to analyze their entire business strategies, from marketing
to finances to IT, and help them develop detailed business
improvement plans. Following graduation, MDE participants receive
ongoing support from university faculty as needed.
A recent survey showed the MDE program is delivering real
results: 37 of 40 responding business owners reported that they
had doubled their revenue since participating in the program. The
remaining three had seen revenue increases of 80 to 90 percent.
/ 25
CONTENTS
The Union Bank Foundation
Strengthening
Union Bank believes in giving back to the communities that make our
success possible. Through targeted philanthropic investments, strategic
business expenditures, and the overwhelming generosity of our
workforce, Union Bank aspires to fuel progress in the areas where we
do business.
Union Bank directed nearly $6.5 billion to community-serving loans and other
activities in 2012 as defined by the Community Reinvestment Act (CRA). These
investments generally benefit low- and moderate-income (LMI) communities, and
include such items as loans to small businesses and farms; loans to LMI consumers;
affordable housing investments; purchasing from diverse business enterprises; and
philanthropic donations.
Our primary philanthropic arm is the Union Bank Foundation, a nonprofit public
benefit corporation that has helped serve the needs of our marketplaces since 1953.
By partnering with innovative nonprofit organizations and contributing our own
financial muscle, the Union Bank Foundation measurably enhances the health of our
communities, particularly LMI households.
For maximum impact, the Union Bank Foundation targets grants to four strategic
categories that are critical to create and sustain healthy communities: affordable
housing, community economic development, education, and the environment.
Our investments are each intended to address the root causes of societal problems,
rather than simply relieve their symptoms. Our philosophy of giving is presented in
more detail in the Union Bank Foundation Theory of Change.
Despite a challenging economic environment in 2012, the Union Bank Charitable
Contributions Program donated a total of $12.7 million in 2012, approving a total of
1,642 grants. We succeeded in honoring our pledge to direct 2 percent of after-tax
profits to charitable giving. In 2011, our Charitable Contributions Program donated
$11.2 million, approving 1,705 grants.
Other philanthropic categories include health and human services, culture and
arts, and emergency services.
Across all our giving, we aim to direct a minimum of 60 percent of our donations
to benefit LMI populations. In 2012, that figure totaled 74 percent.
$1.8
million
Affordable Housing
$3.4 million
Community Economic Development
Supports organizations
that increase the
supply and availability
of housing for
LMI individuals
and families. 184
grants and direct
contributions in 2012,
up from 161 in 2011.
Supports programs that stimulate
job creation, business formation,
and ownership, as well as renewed
economic activity in LMI communities.
424 grants and direct contributions in
2012, up from 420 in 2011.
/ 26
$3.5
million
Education
Supports programs
and institutions
that deliver highquality educational
experiences to youth
and adults. 707
grants and direct
contributions in 2012,
up from 667 in 2011.
$753,000
Environment
Supports organizations engaged in
environmental education, green job
training and placement, recycling, and
wildlife preservation. 86 grants and
direct contributions in 2012, up from
57 in 2011.
CONTENTS
14%
17%
33%
33% LA/OC/Ventura
$4,174,957.91
26% Northern/Central CA
$3,269,703.50
6% Pacific NW
$705,650.00
17% San Diego/Riv/SB/Imp*
$2,197,116.00
26%
14% Bankwide
$1,776,322.59
<1% Illinois
$11,000.00
1% New York
$115,450.00
2% Texas
$204,500.00
Geographic Distribution of Giving
2% Acquisitions
(CA Central Coast)
$220,300.00
*San Diego, Riverside, Santa Barbara, Imperial Valley
/ 27
CONTENTS
Sensitive to Our
Surroundings
Vibrant bank branches contribute to healthy and
stable neighborhoods, stimulating economic activity
while providing financial services to consumers.
Although Union Bank regularly opens new branches,
it is necessary at times to close branches as well.
In 2012, we developed new, more comprehensive
procedures to analyze the impact, particularly on LMI
residents, of a potential branch closing. We conduct
a full economic analysis of a potential branch closing,
and at times we require steps to mitigate the branch
closing’s impact on the surrounding community.
These steps include developing alternative financial
service options as well as steps related to marketing or
staffing to ensure that communities maintain access
to credit and financial services.
Kids visit the props department at the San Francisco Opera
“An experience in the arts
can be the early trigger to
motivate children for a lifetime,
particularly those from more
humble beginnings.”
–Julius Robinson, head of Union Bank’s Corporate Social
Responsibility group
/ 28
Bringing the Arts to Young People
Early exposure to the arts can make a lasting difference in young people’s lives. Union Bank is
the leading sponsor of the San Francisco Opera’s ARIA program. ARIA (Arts Resources in Action)
introduces students primarily from disadvantaged communities to the performing arts through
a tailored school curriculum that brings the world of opera to the classroom. The program also
includes a visit from performers and others involved in productions, such as costume designers,
as well as a tour of San Francisco’s War Memorial Opera House and its elaborate scene shop and
props department.
CONTENTS
Shining a Spotlight on Local Heroes
Refugee Community
Since 1995, Union Bank has paid tribute to individuals working
selflessly to serve others in our diverse communities through our
Local Heroes program . In partnership with leading public television
stations in California, the program broadcasts brief video profiles
of men and women from a variety of backgrounds and heritages
who are making a positive difference to enrich their workplace,
profession, neighborhood, region, and the world.
Each year, thousands of refugees arrive in the United States from around
the world to escape disaster or war in their homelands. This year, Union
Bank made donations to the International Rescue Committee (IRC) to
support its work on behalf of refugees living in San Diego.
The profiles air on public television stations in San Francisco,
San Diego, and Los Angeles during the months that commemorate
black history, women’s history, Jewish-American history, Asian
Pacific-American heritage, LGBT Pride, Hispanic heritage,
disability awareness, and Native American heritage. In October, 13
extraordinary individuals were honored in Los Angeles at a special
ceremony marking 15 years of the Local Heroes program on public
television station KCET.
Our donation aided the IRC’s Microenterprise Program, which helps
refugees launch their own businesses by providing assistance on such
tasks as writing business plans, negotiating leases, and developing
marketing materials. Another program we were happy to support is a
community food project in San Diego’s City Heights neighborhood that
models effective growing techniques to help refugees and low-income
residents enjoy healthy, locally grown and culturally appropriate foods.
Aiding San Diego’s
Local Hero winners (right & left below)
/ 29
CONTENTS
A Helping Hand in Sandy’s Wake
Hurricane Sandy was one of the most destructive
storms ever to strike the United States, and Union
Bank responded swiftly to the disaster. To aid
victims and support rebuilding efforts on the East
Coast, the Union Bank Foundation committed a
donation of $100,000 — part of an overall $500,000
commitment from member companies of Mitsubishi
UFJ Financial Group. On top of that, Union Bank
employees pledged personal donations totaling
more than $78,000, which were joined by $52,000
in bank matching funds. That brought the total
response to Hurricane Sandy from Union Bank and
bank employees to more than $230,000.
“The
resilience of
neighbors and
communities
pulling
together to
recover from
Hurricane
Sandy is heroic
testimony to
the power of
human nature.”
– Masashi Oka, Union Bank President and
Chief Executive Officer
/ 30
Union Bank
Financial Literacy
10
As a financial institution, Union Bank recognizes that managing money wisely is a key to leading a
stable and rewarding life. Building savings, buying a home, and planning for retirement all require a
solid foundation in financial literacy.
Accordingly, Union Bank makes promoting financial education a top priority, especially within
low- and moderate-income communities. This year, we continued strategic partnerships with
Boys & Girls Clubs, Operation HOPE, Junior Achievement, Big Brothers Big Sisters, and other
organizations to provide philanthropic dollars and, even more importantly, the personal attention
of Union Bank employees. In 2012, employees donated a total of 10,153 hours toward financial
literacy programs, providing financial or homeownership education to 111,000 individuals and
families.
To cite one example, approximately 45 employees donated more than 400 hours of
volunteer time at 19 Boys & Girls Clubs, focused primarily on financial education workshops as well
as general literacy training. In another example, 24 of our bankers provided financial training to 30
young people at Wilton Place Elementary School in L.A.’s Koreatown during a two-day workshop
in partnership with the BizWorld Foundation. With help from their Union Bank coaches, students
learned about entrepreneurship and finance and developed their own model business plans and
products.
Meanwhile, Union Bank’s innovative
bank branch at McLane High School in
Fresno, California, continues to provide
valuable hands-on experience to 12
student bankers who help staff the fullservice bank branch. Ongoing financial
literacy workshops are conducted
at the branch for parents, as well,
with Spanish and Hmong language
interpreters provided. So far, five
McLane graduates have been hired by
Union Bank as tellers.
Student bankers at McLane High School
CONTENTS
,153 400 24
more than
total hours donated
by employees
in 2012 towards
financial literacy
programs, providing
financial or
homeownership
education to
111,000 individuals
and families
hours of volunteer
time at 19 Boys &
Girls Clubs donated
by approximately
45 employees
of our bankers
provided financial
training to 30
young people
at Wilton Place
Elementary School in
L.A.’s Koreatown
75,000 Hours Strong
Union Bank’s employees embody our values of generosity and
community spirit. Our workforce donates a remarkable amount of
time volunteering for a wide variety of good causes throughout our
local communities, from financial literacy training to environmental
clean-ups, walk-a-thon fundraisers, and home-building projects.
After our workforce logged an impressive 53,616 hours of
volunteer time in 2011, we set an ambitious 2012 goal of 60,000
volunteer hours. Rising to the challenge, our employees achieved
that goal and kept going, dedicating a total of 75,262 hours on
volunteer activities in 2012. That participation reflects a 40 percent
increase over our 2011 total.
Union Bank’s workforce also strengthens communities by
serving as board members for nonprofit organizations. This year,
employees (including many senior executives) were active on more
than 413 nonprofit boards, contributing a total of 25,790 volunteer
hours. That’s the equivalent of $3.9 million in pro bono service.
Julius Robinson, Union
Bank’s Corporate
Social Responsibility
Manager, was named
Chairman of Operation
HOPE’s Northwest
Board of Directors this
year. Operation HOPE
expands opportunity
in underserved
communities through
economic education
and empowerment.
The overall increase in volunteer time is due in part to continued
encouragement from the bank’s executive leaders, as well as the
improved time tracking capability allowed by the bank’s new online
volunteer and donation resource, Union Bank Giving Back. Not only
does it provide more streamlined time tracking, the Union Bank
Giving Back platform allows employees to donate directly to charities
and other nonprofit groups, as well as access the bank’s matching
gifts program.
Union Bank Senior Relationship Banker Adrian Ventura
discusses the need to keep a checkbook in balance with
students from Community Centers Inc. in Los Angeles.
/ 31
In 2012, bank employees donated nearly $900,000 to charitable
and nonprofit groups, which the bank matched at $555,000,
bringing total giving to more than $1.4 million. This represents a
decrease from 2011, whose total giving was nearly $1.8 million, a
figure that included more than $500,000 in employee donations
and bank matching funds to aid the victims of the Japanese
earthquake and tsunami.
CONTENTS
Habitat for Humanity
Bankers Embrace Their Inner Pop Stars –
For a Good Cause
A team of Union Bank cyclists puts their skills to good use
each year by participating in the Bike MS Bay-to-Bay Tour,
which benefits the National Multiple Sclerosis Society. This
year’s fundraising appeal was a little different, however;
members of the “RAD Racing” team led by Los Angelesarea Union Bank employees filmed a of the hit Carly Rae
Jepsen song “Call Me Maybe.” The take-off song — titled
“Donate Maybe” and featuring witty new lyrics — asked
viewers to pledge their support. The video garnered several
thousand views online and helped the team break their own
fundraising record, pulling in $14,610 to contribute to the
fight against multiple sclerosis.
Employees from Union Bank’s Real Estate
Industries Group working on the site of an
affordable housing development in Daly City,
California. The three-story condominium
project will turn 36 families into homeowners.
“It’s all about
the kids.”
– Christine Harlin
Volunteer of the Year
Union Bank Vice President Christine Harlin was named Volunteer of the Year by the
Boys and Girls Clubs of South County, based in Imperial Beach, California.
/ 32
CONTENTS
Walking Their
Way to a National Title
Nearly 4,500 Union Bank employees laced
up their walking shoes for the American Heart
Association Heart Walk in 2012, making Union
Bank the event’s top fundraiser in the United
States. Continuing a 20-year partnership with
the AHA, bank employees participated in 216
Heart Walks throughout our footprint, raising
a total of $538,000. Over the past five years,
Union Bank has contributed a total of $2.5
million to support the AHA’s work fighting heart
disease and stroke.
“Union Bank is a role
model for companies
across the country.”
– Roman Bowser, Executive Vice President and Chief Executive
Officer of the American Heart Association
/ 33
CONTENTS
Saluting Our
Veterans
Union Bank proudly salutes the men and
women who have served the United States in
uniform. In November, Union Bank announced
a $100,000 pledge to the California Disabled
Veteran Business Alliance. The three-year
donation will support “Keeping the Promise,”
the nation’s largest annual disabled veteran
business expo that helps connect California’s
disabled veterans to business opportunities
and return to financial independence.
Beyond our direct giving, Union Bank has
identified more than $2 million in contracting
opportunities for disabled veteran businesses in
California. Our Supplier Diversity & Development
Office actively identifies qualified businesses and
provides professional mentoring, including help
preparing bids. Our Talent Acquisition and Staffing
department also maintains a dedicated Veteran’s
Recruitment Team.
Active Employees * 11855
State
FT
PT
SubTotal
AZ
5
0
5
CA
9,290
1,661
10,951
Our veteran support initiatives are especially
numerous within the military community in and
around San Diego. In 2012, we served as the official
Military Appreciation Sponsor of the Drew Brees
Celebrity Golf Championship in Carlsbad; sponsored
Union Bank Military Appreciation Night at Petco Park in
San Diego; and highlighted and honored the service
of our employee veterans in our internal newsletter.
FL
3
1
4
GA
77
8
85
IL
20
0
20
MA
10
0
10
MI
21
0
21
Strengthening Our Workforce
NY
157
10
167
Union Bank’s 11,855 employees are the heart of our
company. We believe the best way to attract, retain,
and nurture the finest talent in our industry is by
creating a workplace that values our employees’
contributions, challenges them to build their skills and
expertise, and empowers them to reach their greatest
potential.
OR
46
3
49
TX
48
1
49
WA
441
53
494
*As of December 31, 2012
Employee Mix
/ 34
Millennial
2,720
23%
Generation X
4,227
36%
Baby Boomer
4,744
40%
Veteran
128
1%
Union Bank’s employee turnover
in 2012 was 18.26 percent,
down slightly from the 2011 total
of 18.9 percent.
CONTENTS
Investing In
Union Bank is committed to being a high-impact
learning organization, helping our workforce develop
new skills and knowledge that heighten the bank’s
performance and enable employees to realize their
career aspirations.
Our Talent Development and Learning
department offers an expansive menu of innovative
courses and other resources that keep our workforce
on the leading edge of 21st-century banking. Course
offerings cover topics germane to the financial
services and sales industry, as well as broader life
skills. Industry-specific topics include operations,
management, lending, negotiation and software
training, while the more general topics include
effective communication, problem solving, and a
course on Stephen R. Covey’s 7 Habits of Highly
Effective People.
73
%
In 2012, 8,684 employees, or 73 percent of our
workforce, underwent 205,007 hours of instructorled training in classrooms or by computer webinar.
That represents an increase over 2011, when
7,175 employees, or 69 percent of our workforce,
completed a total of 198,503 instructor-led training
hours. The average training time per employee this
year was 23.61 hours, a reduction from the 2011
average of 27.67 hours.
To bolster our training options, in 2012 we
doubled the maximum tuition reimbursement
available to full-time employees for external training
courses through our Educational Assistance Program.
As technology and learning styles continue
to evolve, our Talent Development and Learning
department is evolving as well. We are increasing our
web-based “eLearning” options that allow employees
to learn at times and in locations convenient for
them. In 2012, eLearning represented 13 percent of
our training delivery, up from 10 percent in 2011. We
anticipate it will comprise as much as half our training
delivery by 2015.
In 2012, 8,684 employees, or
73 percent of our workforce,
underwent 205,007 hours of
instructor-led training
g
2 rnin
1
20 Lea
e
/ 35
eLearning represented 13
percent of our training delivery
x2$
2012
doubled the maximum
tuition reimbursement
CONTENTS
A Safe and Supportive
Workplace
Union Bank is dedicated to providing a safe, supportive, and
respectful work environment that is free of harassment or
discrimination in any form. Our human resources policies require
compliance with all local and federal laws. Further, our business
operations and investments are centered in regions of the world
with strong records of upholding human rights.
All bank employees also undergo required certifications in the
following areas:
• Bank Secrecy Act (BSA), including Office of Foreign Assets
Control (OFAC)
• Business Standards for Ethical Conduct (BSEC)
• Business UnUsual – 101 (disaster recovery/business continuity)
• Information Security
• Customer Privacy and Protection
−− Right to Financial Privacy
−− Privacy of Consumer Financial Information
−− Identity Theft
• Miscellaneous Compliance Regulations
−− Americans with Disability Act (ADA)
−− Foreign Corrupt Practices Act (FCPA)
−− Insider Trading
In addition, our roughly 2,200 supervisors undergo certification
every two years in Wage and Hours for Supervisors as well as
Workplace Harassment. In 2013, supervisors will also receive
Workplace Accommodations certification (including Americans with
Disabilities Act compliance) and will recertify every two years.
Celebrating You!
Without our customers, Union Bank wouldn’t
exist. Our customer service teams never
lose sight of this fact as they work to provide
an outstanding experience for customers
throughout our bank divisions. This year, we
honored employees on the front lines of
customer service with a weeklong celebration
we called “Celebrating You!”
Held during National Customer Service
Week, the event created unique opportunities
for employees to recognize, motivate, and
learn from one another. Team members
hosted skill development sessions to reinforce
positive service habits, such as effective
greeting and listening skills. More than
3,000 customer service workers signed a
pledge card reaffirming their commitment
to customer satisfaction throughout the year.
Each branch also selected its own “Customer
Service Champion,” highlighted on our
bankwide internal computer network.
“Celebrating You!” concluded with a
festive potluck meal, where senior bank
management honored exemplary employees
for going above and beyond Union Bank’s high
standards for customer service.
Non-exempt employees undergo certification every two years
in Wage and Hours for Non-Exempt Employees.
/ 36
CONTENTS
Health & Wellness
Part of being a responsible employer is providing
opportunities and resources for our workforce to stay
fit and healthy. In 2012, we significantly expanded
our wellness programs to help employees embrace
healthy lifestyles.
• The Union Bank Wellness Initiative “Invest in Your
Health” benefit program expanded its reach to
more than 6,800 participants, for a participation
rate of 46.2% (up from 41% in 2011). Participants
earn points toward an annual $300 cash incentive
by completing wellness-related activities, such as
undergoing a health risk assessment, participating
in bank-wide health and fitness challenges,
undergoing biometric screenings, volunteering
with community initiatives and projects,
maintaining a gym membership, or participating
in a healthy living program online.
• Each month, Union Bank organizes health and wellness campaigns focused on cardiovascular
health, stress management, and diabetes prevention and treatment, among other topics. One
of the most successful campaigns was the “Invest in Your Heath Design Challenge.” Some
1,200 participants formed teams and proposed action plans to achieve their health goals.
The winning team, from Daly City, California, conducted a study to determine which food
ingredients to avoid and which to favor, based on their overall nutritional value.
• We continue to publish a monthly wellness-themed newsletter for employees. “Invest in
Your Health” provides information about health-related programs and campaigns, profiles
employees who have improved their well-being, and creates a forum for employees to share
healthy recipes and health tips.
• Throughout the year, Union Bank partnered with
our employee assistance program and healthcare providers to offer free wellness seminars for
employees. Topics included stress management,
dealing with finances, and even ways to integrate
humor into our lives to promote overall health.
• Continuing our effort to provide more onsite
gym facilities for our employees, we moved
one of our San Diego offices into a location
with a fitness center. This offering comes on
top of our partnership with 24-Hour Fitness and
Equinox fitness clubs, which provide discounted
membership rates to all benefits-eligible
employees.
Retail Banking Head Pierre Habis (right) with American Heart Association
mascot and supporters at one of our many AHA Heart Walks.
/ 37
CONTENTS
/ 38
CONTENTS
Celebrating
Diversity &
Inclusion
Chief Diversity Executive
With headquarters in the dramatically multicultural state of California, and with a
heritage spanning two continents, Union Bank considers diversity and inclusion
to be among our most important values and our greatest strengths. They are also
business imperatives, as organizations that reflect their customer base are often in
the position to serve them.
A deep-rooted commitment to diversity and inclusion is evident throughout
our organization, beginning at the top — more than 50% of our executives and
Board of Directors are women and people of color. Within our total workforce, 60
percent are women and 54 percent are people of color.
Our efforts to strategically leverage diversity and inclusion are led by
our dedicated Corporate Diversity & Inclusion Department, which works in
collaboration with the bank’s Executive Committee as well as the Leadership
Council for Inclusion, an executive-level committee representing all of the bank’s
divisions and business units. The department provides a variety of consulting,
workforce development, community outreach, and awareness programs that are
focused on three core areas:
• Workforce – Building and leveraging a premier workforce
• Workplace – Enhancing and sustaining an inclusive culture
• Marketplace – Strategically acquiring new businesses and retaining a satisfied,
loyal and diverse customer flow
Union Bank’s Corporate Diversity & Inclusion Department collaborates with our
parent company, the Bank of Tokyo-Mitsubishi UFJ, and its representatives in Asia,
Latin America, and Europe as members of the Global Diversity & Inclusion Forum
(GDIF). The GDIF works to expand cultural insight within our broader organization,
sharing best practices for diversity and improving strategies to build and maintain
inclusive work environments.
We are proud to have received numerous accolades for our diversity and
inclusion work in 2012, including being named one of the “Top 10 Regional
Companies for Diversity” by DiversityInc and winning a Diversity Leader Award
from Profiles in Diversity Journal.
/ 39
Union
Bank’s
Diversity
Vision
We will further
strengthen Union Bank’s
position as a diversity
leader across our broad
base of stakeholders.
Union Bank will, across
everything we do, reflect
the diversity of the
population with whom
we do business. Our
shareholder, employees,
clients, vendors, and the
communities we serve
will, in turn, recognize
Union Bank for our
leadership and reward
us for it.
In 2012, Union Bank appointed a Chief
Diversity Executive, a senior leadership
position with the goal of broadening
the diversity of the bank’s senior
management and executive ranks.
Executive Vice President George Ramirez,
a leader with 26 years of business
experience with the bank, reports directly
to Union Bank President and Chief
Executive Officer Masashi Oka.
“Union Bank continually seeks to
expand our pipeline of diverse talent,”
says Ramirez. “Simply put, a bank that
reflects the richness of our broader
community is better positioned to
serve it. Promoting diversity is a critical
strategic advantage – not just the right
thing to do.”
George Ramirez
Chief Diversity Executive
CONTENTS
An Award-Winning
Legal Team
Citing Union Bank’s enthusiastic work to advance
inclusion in the legal community, the Bar
Association of San Francisco (BASF) presented
Union Bank’s Legal Division with its 2012 In-House
Counsel Diversity Award. The honor recognized
Union Bank’s support for BASF’s Law Academy,
which helps introduce legal concepts to ethnically
diverse students at San Francisco’s Balboa High
School, among other education programs. The
Legal Division was also commended for its monthly
pro bono service on behalf of individuals and
families facing eviction or other housing challenges.
Union Bank’s Powerful Women
Three of Union Bank’s executives were honored by
American Banker’s annual “Most Powerful Women
in Banking” issue in 2012. Senior Executive Vice
President JoAnn Bourne was named among the
industry’s leading women, in part for leading the
turnaround of the bank’s Global Trust Services
unit and overseeing the recent acquisitions of two
businesses, Klik Technologies and Smartstreet.
Executive Vice President Bita Ardalan and Senior
Executive Vice President Erin Selleck were named
among the industry’s “25 Women to Watch.” The
magazine cited Ardalan’s leadership of the bank’s
fast-growing National Specialized Lending Group,
and Selleck’s management of Union Bank’s $25
billion investment securities portfolio.
JoAnn Bourne
Senior Executive
Vice President
General Counsel Morris Hirsch (right) accepts award from Yolanda
Jackson, BASF’s Deputy Executive Director and Diversity Director
/ 40
Bita Ardalan
Executive Vice
President
Erin Selleck
Senior Executive
Vice President
Employee
Resource
Groups
One effective approach to leverage
diversity and inclusion is Union
Bank’s Employee Resource Groups
(ERG) program. ERGs are grassroots,
employee-driven groups comprised
of diverse team members throughout
the business. They help our employees
solidify a sense of community while
advancing the bank’s overall diversity
and inclusion strategy.
In 2012, the bank launched two
new ERGs: NextGen Leaders, focused
on employees in the millennial
generation and Generation X, and
uTHRIVE, with a focus on women.
Hundreds of employees throughout
our bank participated in the group’s
launch in October 2012. Both ERGs
enhance career development, build
relationships within and outside the
bank, and help energize our volunteer
and philanthropic activities. Our
previously established ERG, UB PROUD,
continues to support the lesbian,
gay, bisexual, transgender and ally
communities.
Engagement in the ERG program
increased significantly in 2012, with the
number of participating employees
growing by four times over the course
of the year. In 2013, the bank will work
to continue increasing engagement in
existing ERGs as well as new groups.
CONTENTS
Environmental
Union Bank believes that being a responsible business
requires operating in a sustainable way, mindful of our
resource consumption and our impact on the world. In
short, we aim to conduct our business today in a way that
does not compromise our ability to thrive tomorrow. That
requires a commitment to develop greener ways of doing
business, while continually conserving our limited natural
resources — and helping our customers and communities
do the same.
Union Bank’s Energy Consumption
2012
2011
2010
2009
2008
Direct Emissions Sources (Natural Gas, Diesel, Propane)
Indirect Emissions Sources (Electricity Use in Owned or
Controlled Facilities)
Leased Space Utilities (Estimated Electricity and Natural
Gas in non-controlled facilities)
/ 41
CONTENTS
Our dedicated Environmental Stewardship Department (ESD) leads crosscutting sustainability efforts, managing our priorities, strategies, and goals while
building awareness of environmental stewardship both inside and outside the
institution. The ESD carefully monitors and manages the bank’s environmental
footprint while continually developing new ways to reduce our impact and improve
our sustainability. Members of the department meet with the bank’s Corporate
Real Estate, Information Technology, and other departments on a regular basis to
determine ways in which the bank can improve its environmental impact. The ESD
reports to the bank’s Executive Committee, Board of Directors, and Community
Advisory Board.
2012 Carbon Footprint
Scope 3
Air
5,649.97
%
9
12%
Union Bank’s environmental initiatives are supported by our Green Team, a
grassroots group of dedicated employees from throughout the bank. Gathering
every two months in person and by conference call, the Green Team helps spread
awareness of “being green” and provides important volunteer assistance with our
environmental initiatives and events throughout the year.
Union Bank employees stay abreast of emerging issues and best practices
in environmental stewardship through memberships, partnerships, and board
seats in a variety of sustainability-related organizations. In 2012, the head of our
Environmental Stewardship Department, Senior Vice President Susan Miller,
was appointed co-chair of the North American Task Force of the United Nations
Environmental Programme Finance Initiative (UNEP FI). The UNEP FI promotes
responsible stewardship and sustainability among financial institutions around
the globe; its signatories include Union Bank’s parent, the Mitsubishi UFJ Financial
Group. Miller’s position allows her to stay engaged on sustainability topics with peer
institutions and help develop environmental and Corporate Social Responsibility
frameworks for financial organizations around the globe.
Scope 1
Natural Gas, Diesel,
Propane, Mobile
4,064.20
23%
Scope 3
Estimated
Leased Space
(Electricity and
Natural Gas)
56%
10,967.00
Scope 2
Electricity
26,301.00
*Units of measurement are Metric Tons of CO2 (carbon dioxide) equivalent.
/ 42
CONTENTS
Environmental Snapshot
Metric
2008
2009
2010
2011
2012
GHG Emissions (Metric tons of CO2 equivalent)
Unit
Total GHG Emissions
Tons
46,344.40
46,608.40
44,506.40
43,146.60
46,982.17
Scope 1 - Natural Gas, Diesel, Propane, Mobile
Tons
3,866.30
3,296.60
3,546.00
3,929.00
4,064.20
Scope 2 - Electricity
Tons
28,566.90
28,846.70
26,253.70
25,105.30
26,301.00
Scope 3 - Estimated Leased Space (Electricity and Natural Gas)
Tons
9,707.30
9,960.30
8,801.80
9,107.10
10,967.00
Scope 3 - Air
Tons
4,203.90
4,504.80
5,904.90
5,005.20
5,649.97
Normalized GHG Emissions
Unit
Total Square Footage of Real Estate
sf
5,099,269
5,103,479
5,229,368
5,260,757
5,906,149
Intensity
lbs/sf
20.04
20.13
18.76
18.08
17.53
Total Consumption
mmBTU
403,437.47
404,942.15
383,810.50
372,679.75
418,229.95
Direct Emissions (Natural Gas, Diesel, Propane)
mmBTU
8,237.46
7,044.12
8,779.43
8,662.67
8,011.72
Natural Gas
mmBTU
6,834.94
5,979.50
6,265.30
6,806.82
6,945.03
Diesel Fuel (Generators)
mmBTU
883.64
637.28
2,041.80
1,552.01
755.22
Propane
mmBTU
518.88
427.34
472.33
303.84
311.47
290,637.47
104,562.54
290,701.76
107,196.27
274,158.59
100,872.49
259,301.31
104,715.77
282,271.75
129,739.12
Energy
Indirect Emissions (Electricity Use in Owned or Controlled Facilities)
mmBTU
Leased Space Utilities (Estimated Electricity and Natural Gas in non-controlled facilities) mmBTU
Paper Purchased
Unit
Paper Purchased
Reams
270,200.00
257,298.00
250,051.00
245,146.00
248,734.00
Virgin Paper
Reams
260,025
188,400
172,081
167,659
235,161
Recycled Paper
Reams
10,175
68,898
77,970
77,488
13,573
Percentage Purchased (Recycled)
Percent
3.8
26.8
31.2
31.6
5.5
Waste
Unit
Recycled Confidential Office Paper
Pounds
13,141,209
8,304,064
7,365,782
6,981,366
6,712,974
Recycled Electronic Waste
Pounds
Not Available
Not Available
358,977
170,086
65,614
Solid Waste
Pounds
Not Available
Not Available
Not Available
3,418,914
3,039,623
Water
Unit
Consumption
Gallons
110,318,097
95,533,800
97,838,114
93,248,725
90,173,913
Union Bank Giving
Unit
Environmental Philanthropy
Dollars
698,325
586,750
698,751
467,900
753,250
LEED Certifications
Buildings
0
0
1
1
1
Bay Area Green Business
Buildings
0
0
7
7
7
Energy Star
Buildings
3
3
37
3**
32
Total
Buildings
3
3
45
11
40
Green Building Certifications
** 34 branches certified in 2010 expired in 2011
/ 43
CONTENTS
Promoting environmental sustainability is
one of the four strategic priorities of the Union
Bank Foundation, which funds organizations that
promote green building and sustainable community
development, remediate brown fields in urban
neighborhoods, promote public education and
awareness of sustainability issues, create “green-collar”
jobs, and pursue other environmental objectives.
In 2012, the Union Bank Foundation’s environmentrelated giving grew to $753,250, up from $467,900
in 2011. Grant recipients included the California State
Parks Foundation, Outdoor Outreach, and the Center
for Creative Land Recycling. In total, 86 grants were
made to environmental causes, up from 57 in 2011.
Reducing Our
Impact
Union Bank actively tracks and manages our
environmental impact in all of our locations, including
water and energy use, greenhouse gas emissions,
waste creation, and business-related air travel. We
do not currently have a system in place to measure
biodiversity.
This year, Union Bank successfully reduced our
impact in several key areas, including normalized
greenhouse gas intensity (that is, greenhouse
gas emissions per square foot of building space),
direct energy emissions, waste creation, and water
consumption.
• Greenhouse gas intensity fell by 3 percent
Total GHG
Emissions Metric
Tons CO2E
2008
2009
2010
2011
2012
Scope 3 - Air
Tons
Scope 3 - Estimated
(Electricity and Leased
Space Natural Gas)
Tons
Scope 2 - Electricity
Tons
Scope 1 - Natural
Gas, Diesel,
Propane, Mobile
Tons
0
5,000
10,000
15,000
20,000
• Direct natural gas, diesel fuel and propane
emissions fell by 7.5 percent
• Solid waste creation fell by 11 percent
• Water consumption fell by 3.2 percent
/ 44
CONTENTS
25,000
30,000
35,000
Union Bank has set a goal of
reducing normalized greenhouse gas
intensity by 9 percent by the end of
2013 compared to 2008 levels. We are
well on track to accomplish that goal.
Our progress is the result of a
variety of technological advances,
green practices and policies, innovative
thinking, and mindfulness on the part
of our workforce. In 2012, we launched
a variety of new capital projects that
included lighting upgrades in 117 of
our branches in California and the
installation of power-saving software to
our computers. We also spearheaded
a variety of additional steps to
conserve resources and enhance our
sustainability.
Paper Consumption
300,000
We replaced our paper-based expense reporting
system with a paperless upgrade that relies on
website and smartphone applications, available
for Android, Blackberry, iPhone, and iPad. The new
system will preserve the equivalent of 22 trees per
year in paper savings, and will allow us to better track
our business travel to more accurately measure
our environmental impact. Similarly, we launched a
paperless vendor invoicing program that will move
us closer to our sustainability goals. By moving to
electronic invoicing, we will save the equivalent of 72
trees, preventing more than three metric tons of paper
from entering the waste stream.
In February, ATMs at several of our larger branches
became equipped to handle check deposits without
paper envelopes or deposit slips. More locations will
be likewise enabled in 2013.
/ 45
200,000
150,000
100,000
50,000
188,400
68,898
172,081
77,970
167,659
77,488
235,161
13,573
One of the year’s most important
initiatives was the launch of a bankwide solid waste management
and recycling program. Created as
a joint effort between the bank’s
Environmental Stewardship Department
and Corporate Real Estate division,
with support from a private vendor,
the program delivered mixed recycling
receptacles with uniform signage
at more than 175 bank facilities,
with more to come as the project
expands. Cardboard receptacles and
composting are available at select
locations as well, to help reduce the
waste we send to landfills.
250,000
10,175
Paper-Saving
Measures
260,025
Increased
Recycling
Virgin paper reams
Recycled paper reams
0
2008
2009
CONTENTS
2010
2011
2012
More Sustainable Banking Practices
Becoming an Energy STAR
Our core banking practices also underwent
environmental upgrades this year, as we continue
to make sustainability a priority in our sourcing
and purchasing. Customer statements were
transitioned from standard, 24-lb. paper to a
lighter, more ecologically sound alternative. The
paper, called Ecopaque, is manufactured from
100 percent sawmill residue and uses less virgin
wood fiber than traditional paper production. It is
completely sourced from sustainably managed
forests. The transition also means an estimated
$37,000 in cost savings for the bank.
A total of 31 Union Bank retail branches throughout California earned ENERGY
STAR certification from the U.S. Environmental Protection Agency in 2012 — one of
the largest concentrations among financial institutions in the state. ENERGY STAR
certification is a national symbol for successful energy efficiency, greenhouse gas
reduction, and other forms of environmental responsibility. To qualify, a building must
perform better in a series of green categories than 75 percent of its peer buildings.
More Left to Accomplish
While we’re proud of our many advances in
sustainability in 2012, we recognize we have farther
to go. As Union Bank has grown, our environmental
impact in some areas has grown alongside it. In
2012, the total square footage of our branches,
offices, data centers and other buildings increased
by 12 percent. Accordingly, our total energy
consumption grew by 12 percent as well. And while
greenhouse gas intensity per square foot continued
to decline this year, our absolute greenhouse gas
emissions rose by 8.8 percent over 2011 totals.
Our paper consumption increased slightly
in 2012, rising by 1.4 percent, but remains below
2010 levels. On a per-employee basis, our paper
consumption actually fell in 2012. Due to a change
in purchasing protocol, recycled paper made up
a significantly smaller portion of our total paper
consumption this year.
/ 46
A Greener Commute to Work
Why drive to work alone when you can catch a ride? This year, Union Bank became
the first bank in the nation to promote ridesharing through a partnership with
Zimride, a private ridesharing social network. Participants can sign up as a driver
or passenger and split the cost of commuting with their Union Bank colleagues.
The result: fewer cars on the roads, less greenhouse gas emissions, and new
relationships between employees.
The program’s first year was a resounding success. Participation steadily grew
over the course of 2012, with a total of 985 employees taking part. Our partnership
with Zimride led to an estimated $226,172 in savings for employees, while
conserving more than 16,126 gallons of fuel.
“Using Zimride is putting us
miles ahead.”
– Ryan Bjorkquist, Environmental Stewardship Department
CONTENTS
Supporting Green Business
Efforts
Sustainability isn’t only good for the planet — it can be good for the bank’s bottom line.
Promoting our customers’ green initiatives is an important Union Bank business activity.
In 2012, we provided $5.1 billion in financing for businesses in renewable energy, waste
management and other green fields. This represents a dramatic 24.4 percent increase
from our 2011 environmental finance totals. Overall, our sustainable financing projects
generated a total of 13,971 megawatts of renewable energy.
Sustainable Financing
Group
2012
2011
2010
Leasing and Asset Finance
1,510.9
1,001.2
870.1
Power and Utilities
1,688.5
1,138.4
606.1
Waste Management
1,500.0
1,500.0
1,175.0
Community Development Finance *
194.8
325.3
156.1
Agriculture
210.0
159.0
146.3
* CDF Restated 2011, 2010
5,104.1
(All amounts are in $thousands)
Powering Clean Energy
Enough clean, renewable energy to power the equivalent of 40,000 homes
is now being generated by a Northern California wind farm thanks to
financing from Union Bank.
Our Leasing and Asset Financing team completed a deal in 2012 to support
the Shiloh IV Wind Project, which replaced a field of 235 aging wind turbines
in Solano County with 50 more-efficient models that produce 10 times more
energy. Owned by EDF Renewable Energy, which sells the power to the
Pacific Gas and Electric Company (PG&E), Shiloh IV represented the largest
operational wind repowering effort in the United States. The 102.5-megawatt
wind installation has the same carbon-reduction benefits as taking 30,000
passenger vehicles off the road each year.
/ 47
Pitching In For a Cleaner
Environment
Union Bank’s workforce is second to
none when it comes to supporting
sustainability. Our employees eagerly roll
up their sleeves for green causes in their
own communities throughout the year.
In one May event, some 56 bank
volunteers donated 168 total hours to
help develop a new Discovery Center
at Chino Hills State Park in Riverside
County, California. The volunteers
helped remove non-native plant species
from 7,500 square feet of land; moved
3.5 tons of river rocks to create a catch
basin protecting native plant species;
and sanded 325 linear feet of handrail at
the Discovery Center.
CONTENTS
/ 48
CONTENTS
Above, about 50 Union Bank employees and family members helped clean up a portion of Manhattan Beach, California as part of Heal the
Bay’s 23rd Annual Coastal Cleanup.
CSR Goals
Target
Greenhouse Gas Emissions
9 percent reduction by 2013
12.5% reduction
Union Bank Foundation Giving
2 percent of after tax profit
2 percent
Giving to LMI populations
60 percent
74 percent
CSAP Donations
5.2 percent of total assets
7.9 percent
Employee Volunteerism
60,000 hours
75,262 hours
Performance
as of 12/31/2012
/ 49
CONTENTS
Memberships
Below is a representative sample of organizations in
which Union Bank holds a membership:
Asian Business Association of San Diego
Bay Area Council
California Asian Chamber of Commerce
California Black Chamber of Commerce
California Business Roundtable
California Chamber of Commerce
California Hispanic Chamber of Commerce
Central City Association, Los Angeles
Central San Diego Black Chamber of Commerce
The Clearing House Association
Fresno Black Chamber of Commerce
Los Angeles Gay and Lesbian Chamber of Commerce Oregon Bankers Association Orange County Business Association
Riverside Chamber of Commerce
Sacramento Black Chamber of Commerce
Sacramento Hispanic Chamber of Commerce
San Diego Chamber of Commerce
San Diego Economic Development Corp.
San Francisco Chamber of Commerce
Texas Bankers Association
Valley Economic Alliance
Washington Bankers Association Golden Gate Business Association
Industry Trade Associations:
Greater Riverside Hispanic Chamber of Commerce American Bankers Association
Greater San Diego Business Association Consumer Bankers Association (Tim Wennes, 2014 Chair)
Greater Seattle Business Association California Bankers Association (Mary Curran, 2012-13 Chair)
Latin Business Association Financial Services Roundtable
Los Angeles Area Chamber of Commerce
Los Angeles County Business Federation “BizFed”
Los Angeles Economic Development Corp.
/ 50
CONTENTS
AWARDED TO UNION BANK
Awards &
Distinctions
Received in 2012
Banking and Financial Institution of the Year
Greater Los Angeles African American
Chamber of Commerce
San Diego Housing Federation
2012 Prism Award for Union Bank’s 2011
Corporate Social Responsibility Report
Corporate Social Responsibility Award
Los Angeles Business Journal
For Union Bank’s 2011 Corporate Social
Responsibility Annual Report
Public Relations Society of America, Los Angeles Chapter
In-House Counsel Diversity Award
Bar Association of San Francisco
Corporate Champion of Diversity Award
City of San Diego Human Relations Commission
Corporate Partner of the Year
Greater San Diego Business Association
No. 10 of Top 10 Regional Companies for Diversity
Diversity Inc.
2012 Davey Award for “Community
Matters” video series
International Academy of Visual Arts
Communitas Award for Community Partnership
for “Community Matters” video series
Association of Marketing and
Communication Professionals
No. 12 Corporate Philanthropist in Los Angeles County
Los Angeles Business Journal
Gold Aurora Award for “Community
Matters” video series
The Aurora Awards
Corporate Achievement Award
100 Black Men of the Bay Area, Inc.
Voted Best Bank in Gilroy
The Gilroy Dispatch
Diversity Leader Award
Profiles in Diversity Journal
Nicky Award
Annual GLBT Nicky Awards Program, San Diego
No. 6 Best Companies for Diversity Practices
Hispanic Business Magazine
Greenwich Excellence Award Middle
Market Banking – Financial Stability
Greenwich Associates
Healthiest Employer - No. 4 Among Regional
Companies with Less Than 2,000 Employees
San Francisco Business Times and Silicon
Valley/San Jose Business Journal
Best Place to Work in the Bay Area - No. 4 Among
Regional Companies with 1,500 or More Employees
San Francisco Business Times
Ruby Award for Rehabilitated
Housing Project of the Year
Vista Grande Apartments, financed by Union Bank
/ 51
Greenwich Excellence Award Middle
Market Banking – International Service
Greenwich Associates
Best Corporate Trust Bank in the U.S. for 2012
Top ratings for financial stability, excellent
financial education to customers, commendable
commitment to local communities, and a great
ethical approach to corporate social responsibility.
Global Banking and Finance Review
CONTENTS
AWARDED TO EMPLOYEES OF UNION BANK
Human Dignity Award
Carl Ballton – President & Chief Operating
Officer, Union Bank Foundation
YMCA of Metropolitan Los Angeles
Multicultural Leader Award
Tisa Jackson – Vice President, Diversity & Inclusion, Human Resources
California Diversity Council
Family of the Year Award
West Angeles Community Development Corporation
2012 Corporate Counsel Award – Community Champion
Morris Hirsch – SEVP, Legal Division
Volunteer of the Year
Christine Harlin – Sales & Service Mgr., Business Banking
Boys & Girls Clubs of South County
Man of the Year
100 Black Men of Los Angeles, Inc.
Uplift Honoree
Carl Ballton – President & Chief Operating Officer, Union Bank Foundation
Zeta Rho Foundation
Harry Meir Center Award
Carl Ballton – President & Chief Operating Officer, Union Bank Foundation
AbilityFirst
Honoree
Masashi Oka – President & CEO
Pacific Asia Museum
The 25 Most Powerful Women in Banking
JoAnn Bourne – SEVP, Global Treasury Management
American Banker Magazine
Women to Watch
Bita Ardalan – EVP, Specialized Industries
Erin Selleck – SEVP, Treasury
American Banker Magazine
One of 50 Influential U.S. Hispanics
George Ramirez – EVP & Chief Diversity Executive
Hispanic Business Magazine
2012 Corporate Counsel Award – Rising Star
Manisha Merchant – VP & Sr. Legal Counsel, Legal Division
The Los Angeles Business Journal
Business Leadership
Masashi Oka – President & CEO
Asia Society of Northern California
Woman Worth Watching
Erin Selleck – SEVP, Treasury
Profiles in Diversity Journal
Most Influential Women in Business
Annette Billingsley – SVP, Community Development Finance
Elaine Genevro – SVP, Northern California, Retail Banking
Mahla Shaghafi – SVP, Private Banking
Debra Taylor – SVP, SF Peninsula, Retail Banking
2012 Young Leader
Terce Sandifer, SVP & Originations Mgr., Community Development Finance
Affordable Housing Magazine
/ 52
Plaque of Appreciation – For dictionaries provided
to all San Carlos, CA third graders
Tara Jaurique – AVP, Talent Development and Learning
Rotary Club of San Carlos
CONTENTS
Performance
Indicators &
Sector Supplement
Performance Indicators
C+
Report on:
1.1
2.1 - 2.10
3.1 - 3.8, 3.10 - 3.12
4.1 - 4.4 , 4.14 - 4.15
Not Required
Report fully on a minimum of any 10
Performance Indicators, including
at least one from each of: social,
economic, and environment.**
B
B+
Report on all criteria listed for
Level C plus:
1.2
3.9, 3.13
4.5 - 4.13, 4.16 - 4.17
Maneamgent Approach Disclosures
for each Indicator Category
A
A+
Same as requirement for Level B
Report fully on a minimum of any 20
Performance Indicators, at least
one from each of: economic,
environment, human rights, labor,
society, product responsibility.***
Management Approach disclosed
for each Indicator Category
Report Externally Assured
OUTPUT
OUTPUT
Disclosures on
Management
Approach
OUTPUT
Union Bank’s Corporate Social Responsibility (CSR)
Report has been developed in conformance with
the Global Reporting Initiative (GRI) G3 Guidelines.
We are self-declaring a “B” Application Level.
Please refer to the specified pages of this CSR
report or other resource as noted in the table
below for each indicator.
Standard Disclosures
Profile
Disclosures
C
Report
Application Level
Union Bank
Respond on each core and Sector
Supplement* indicator with due
regard to the materiality Principle
by either: a) reporting on the
indicator or b) explaining the reason
for its omission.
* Sector supplement in final version
** Performance Indicators may be selected from any finalized Sector Supplement, but 7 of the 10 must be from the original GRI Guidelines
*** Performance Indicators may be selected from any finalized Sector Supplement, but 14 of the 20 must be from the original GRI Guidelines
GRI#
Description
cross Ref/direct response
1. Strategy and Analysis
1.1
Statement from the most senior decision-maker of the organization.
Pages 4-5
1.2
Description of key impacts, risks, and opportunities.
Pages 4-5
2. Organizational Profile
2.1
Name of the organization.
Page 6
2.2
Primary brands, products, and/or services.
Pages 6-13
2.3
Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint
ventures.
Pages 6-13
2.4
Location of organization's headquarters.
Page 6
2.5
Number of countries where the organization operates, and names of countries with either major operations or that
are specifically relevant to the sustainability issues covered in the report.
Page 6
/ 53
CONTENTS
GRI#
Description
2.6
Nature of ownership and legal form.
Page 6
2.7
Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).
Page 6
2.8
Scale of the reporting organization.
Page 6
2.9
Significant changes during the reporting period regarding size, structure, or ownership.
Pages 12-13
2.10
Awards received in the reporting period.
Pages 51-52
3. Report Parameters
3.1
Reporting period (e.g., fiscal/calendar year) for information provided.
Page 59
3.2
Date of most recent previous report (if any).
Page 59
3.3
Reporting cycle (annual, biennial, etc.)
Page 59, Annual Reporting Cycle
3.4
Contact point for questions regarding the report or its contents.
Page 59
3.5
Process for defining report content.
Page 59
3.6
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI
Boundary Protocol for further guidance.
Page 59
3.7
State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of
scope).
Page 59
3.8
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that
can significantly affect comparability from period to period and/or between organizations.
Page 59
3.9
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying
estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions
not to apply, or to substantially diverge from, the GRI Indicator Protocols.
Page 59
3.10
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for
such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement
methods).
Page 59
3.11
Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in
the report.
Page 59
3.12
Table identifying the location of the Standard Disclosures in the report.
Pages 53-58
3.13
Policy and current practice with regard to seeking external assurance for the report.
Page 59
4. Governance, Commitments, and Engagement
4.1
Governance structure of the organization, including committees under the highest governance body responsible
for specific tasks, such as setting strategy or organizational oversight.
Pages 8-12
4.2
Indicate whether the Chair of the highest governance body is also an executive officer.
Page 8
4.3
For organizations that have a unitary board structure, state the number of members of the highest governance
body that are independent and/or non-executive members.
Page 8
/ 54
CONTENTS
GRI#
Description
4.4
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance
body.
Pages 8, 19
4.5
Linkage between compensation for members of the highest governance body, senior managers, and executives
(including departure arrangements), and the organization's performance (including social and environmental
performance).
Page 8
4.6
Processes in place for the highest governance body to ensure conflicts of interest are avoided.
Page 8, Business Standards for Ethical
Conduct
4.7
Process for determining the qualifications and expertise of the members of the highest governance body for
guiding the organization's strategy on economic, environmental, and social topics.
Pages 8-9, Corporate Governance
4.8
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic,
environmental, and social performance and the status of their implementation.
Page 8, Corporate Governance
4.9
Procedures of the highest governance body for overseeing the organization's identification and management of
economic, environmental, and social performance, including relevant risks and opportunities, and adherence or
compliance with internationally agreed standards, codes of conduct, and principles.
Page 8, Corporate Governance
4.10
Processes for evaluating the highest governance body's own performance, particularly with respect to economic,
environmental, and social performance.
Page 8
4.11
Explanation of whether and how the precautionary approach or principle is addressed by the organization.
Union Bank does not currently employ the
precautionary approach to environmental
issues. Precautionary Principle Definition
4.12
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the
organization subscribes or endorses.
Union Bank does not currently subscribe
or endorse externally developed charters
or principles.
4.13
Memberships in associations (such as industry associations) and/or national/international advocacy organizations
in which the organization: * Has positions in governance bodies; * Participates in projects or committees; * Provides
substantive funding beyond routine membership dues; or * Views membership as strategic.
Page 50
4.14
List of stakeholder groups engaged by the organization.
Pages 16-21
4.15
Basis for identification and selection of stakeholders with whom to engage.
Pages 16-21
4.16
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
Pages 16-21
4.17
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has
responded to those key topics and concerns, including through its reporting.
Pages 16-21
Economic performance
Q4 earnings on website
Market presence
Page 6
Indirect economic impacts
Pages 20-29
Economic
DMA Aspects
/ 55
CONTENTS
GRI#
Description
EC1
Direct economic value generated and distributed, including revenues, operating costs, employee compensation,
donations and other community investments, retained earnings, and payments to capital providers and
governments.
Page 6, Union Bank Form 10-K filing
EC4
Significant financial assistance received from government.
Page 9, Union Bank Form 10-K filing
EC6
Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.
Page 24
Materials
Page 43
Energy
Page 43
Water
Page 43
Biodiversity
Page 43
Emissions, effluents and waste
Page 43
Products and services
Page 43
Compliance
Page 43
Transport
Page 43
Overall
Page 43
EN1
Materials used by weight or volume.
Page 43
EN2
Percentage of materials used that are recycled input materials.
Page 43
EN3
Direct energy consumption by primary energy source.
Page 43
EN4
Indirect energy consumption by primary source.
Page 43
EN5
Energy saved due to conservation and efficiency improvements.
Page 43
EN6
Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy
requirements as a result of these initiatives.
Pages 41-47
EN7
Initiatives to reduce indirect energy consumption and reductions achieved.
Pages 41-47
EN8
Total water withdrawal by source.
Pages 41-47
EN16
Total direct and indirect greenhouse gas emissions by weight.
Pages 41-47
EN17
Other relevant indirect greenhouse gas emissions by weight.
Pages 41-47
EN18
Initiatives to reduce greenhouse gas emissions and reductions achieved.
Pages 41-47
EN22
Total weight of waste by type and disposal method.
Pages 41-47
EN26
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.
Pages 41-47
Environment
DMA Aspects
Social: Labor Practices and Decent Work
/ 56
CONTENTS
GRI#
Description
DMA Aspects
Employment
Pages 34-39, www.unionbank.com
Labor/management relations
Occupational health and safety
Training and education
Diversity and equal opportunity
LA1
Total workforce by employment type, employment contract, and region.
Page 34
LA2
Total number and rate of employee turnover by age group, gender, and region.
Page 34
LA8
Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their
families, or community members regarding serious diseases.
Page 35
LA10
Average hours of training per year per employee by employee category.
Page 35
LA11
Programs for skills management and lifelong learning that support the continued employability of employees and
assist them in managing career endings.
Page 35
LA13
Composition of governance bodies and breakdown of employees per category according to gender, age group,
minority group membership, and other indicators of diversity.
Page 39
Social: Human Rights
DMA Aspects
HR3
Investment and procurement practices
Page 24, www.unionbank.com
Non-discrimination
Diversity and Culture
Freedom of association and collective bargaining
N/A
Child labor
N/A
Forced and compulsory labor
N/A
Security practices
N/A
Indigenous rights
N/A
Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant
to operations, including the percentage of employees trained.
Page 36
Community
Pages 15, 20-31
Corruption
Conduct
Public policy
Not disclosed
Anti-competitive behavior
Conduct
Social: Society
DMA Aspects
/ 57
CONTENTS
GRI#
SO1
Description
Compliance
Conduct
Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations
on communities, including entering, operating, and exiting.
Pages 6-10
Social: Product Responsibility
DMA Aspects
PR5
Customer health and safety
Pages 26-29
Product and service labelling
Pages 12-14
Marketing communications
Page 6
Customer privacy
Privacy Policy
Compliance
Conduct
Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.
Pages 19-25
Financial Services Supplement
FS13
Access points by low-populated or economically disadvantaged areas by type
pages 4-7
FS16
Initiatives to enhance financial literacy by type of beneficiary
Pages 11, 14-17, 21-23
/ 58
CONTENTS
About This Report
This report covers the period from January 1, 2012
to December 31, 2012 unless otherwise noted. The
report has been produced to provide an overview
of our corporate social responsibility activities and
performance across our lines of business, in our
facilities, and in the communities where we operate.
It complements the performance information made
available through our 2012 Form 10-K report and our
website (www.unionbank.com).
This is Union Bank’s second report following the
framework of the Global Reporting Initiative (GRI),
which promotes organizational transparency and
accountability about environmental, social and
governance performance. A GRI content index is
provided on pages 53-58 of this report. Union Bank’s
self-declared GRI Application Level is a “B” level.
Although we did not conduct a formal stakeholder
engagement process for purposes of this report, the
document does cover a wide range of topics that are
relevant to our employees, customers, suppliers, and
communities; all involving some level of engagement
with these stakeholders.
Contact
To learn more about sustainability at Union Bank or provide feedback on this report, please contact:
Susan Miller
Senior Vice President
Environmental Stewardship Department
[email protected]
For more information visit:
www.unionbank.com/community
/ 59
CONTENTS
Union Bank
400 California Street
San Francisco, CA 94104
www.unionbank.com
Corporate Social
Responsibility Group
[email protected]
Union Bank Foundation
[email protected]
Community Development
Finance
925.947.2401
www.unionbankcdf.com
Supplier Diversity
800.821.5351
Business Diversity Lending
619.230.4500
Native American Banking
415.705.7115
For additional information, visit
www.unionbank.com and follow
the links to “About Union Bank” and
“Corporate Social Responsibility.”
Form 84920-2012
/ 60
CONTENTS

2012 CoRpoRate SoCIal ReSponSIBIlIty RepoRt

Transcription

Similar documents

Time to go banking? The electric is off. The phones are dead. The

carta de cliente en ingles

Company Fact Sheet

- Aftab Communication Group

Mortgage Services

10 Marina Terra - Seaside Realty

Please tag my deposit account to my new card.

Home Federal Savings Bank

After Party Flyer

Switch Kit - Owingsville Banking Company