By: Zak Bentley
PUBLISHED: 25 November, 2024

BCI eyes 60% rise in infra assets by 2030

British Columbia Investment Management’s head of infrastructure Lincoln Webb tells us ‘there’s a lot of runway to invest’.

British Columbia Investment Management is planning to increase its infrastructure assets under management by 60 percent by 2030, according to Lincoln Webb, the group’s global head of infrastructure and renewable resource investments.

The Canadian institution currently has C$28.1 billion ($20 billion; €18.9 billion) of AUM in its infrastructure and renewable resources programme, as at the end of March 2024, accounting for 12.3 percent of BCI’s total AUM. However, the manager of 29 British Columbian public sector clients is eyeing significant growth.

“[Our clients] are universally under-allocated to the space versus their long-term goals. On average, infrastructure represents 12 percent of our total assets at BCI and most of our clients are seeking to advance to a 15-25 percent allocation,”

Webb told Infrastructure Investor. “When we think about that over the coming years, we expect the programme to go to C$45 billion by 2030, so that leaves significant investment runway. After we reach full allocation, we then of course will evaluate clients’ appetites to invest further in the space.”

BCI delivered a 7.9 percent return for the infrastructure and renewables programme for 2023-24, ending in March. That was slightly down on the 9.2 posted the previous year, although the portfolio is exhibiting an 8.5 percent five-year return and 9.2 percent over the last 10 years.

This, Webb says, reflects the core infrastructure make-up of the portfolio, including assets such as UK gas distribution system National Gas, US utility Puget Sound Energy and Chilean transmission company Transelec. It also has an 8.7 percent ownership in the beleaguered Thames Water, having invested in 2006, which BCI declined to comment on.

In contrast to several core-oriented infrastructure investors, Webb said that the group hasn’t suffered particular deployment struggles in the past 18 months.

“We try to be thoughtful about the future of the program – ensuring we are an active participant in the market. Especially right now, for example, where, although there are not necessarily bargains, it is still a very interesting market from a buyer’s perspective,” he maintained. “Whether it’s renewables, transportation or other sectors, the supply-demand balance appears relatively attractive.”

Webb added: “We’re finding when we are getting into auction processes, they’re less aggressive. It doesn’t mean they’re not competitive, but the number of serious bidders has come down to a more manageable level, something that we think is more reasonable. We have also found a lot more openness to dialogue – whether it’s with corporates or sellers of assets around more bespoke transactions or more creative structures that we just were not seeing two or three years ago.”

One example, according to Webb, was a deal announced in August in Japan whereby BCI joined forces with Macquarie Asset Management for a sale and leaseback of a portion of its mobile network assets, worth between $1 billion and $2 billion, with Rakuten to continue to manage the assets.

“We found a solution for Rakuten that allowed them to unlock capital to reinvest in other facets of their business and allowed us to invest in their network,” Webb explained. “That’s an example where we can have a deeper dialogue with a market player around meeting their needs and at the same time opening investment opportunities for ourselves.”

Strategic fit

Rakuten, of course, is not BCI’s only asset held alongside Macquarie. The aforementioned National Grid and Puget Sound Energy are also in the partnership, as well as Australian electricity network operator Endeavour Energy, France-based Reden Solar and battery storage platform Eku Energy.

“It’s not that our portfolio is all core assets, but the alignment around our interest in that area of the market has led to a historical relationship with Macquarie,” said Webb, while noting that the two have a relationship going back to when BCI first invested in the asset class in 2006.

“With Brookfield, we’ve collaborated on a number of successful investments in emerging markets,” he added.

The relationship with both GPs also extends to fund commitments, with BCI a serial investor in funds managed by the duo across geographies and risk profiles. While about 83 percent of BCI’s infrastructure investments are made directly, it reserves the remainder for fund commitments, which have also included GPs such as Actis, KKR and ArcLight.

“[Fund commitments] can provide access to markets where we don’t have a strong presence or sectors that we’re not as strong in and not seeing the full scope of opportunities we would like to. I would say the key theme, however, is the long-term strategic nature of these relationships, which have been helpful in allowing us to execute our global direct investment model,” Webb reasoned.

Somewhat unusually, about a quarter of BCI’s infrastructure portfolio is in emerging markets. It teamed up with Brookfield and GIC in September to acquire American Tower’s operations in India for about $2.2 billion, while also in India in 2023 invested $300 million into the I Squared Capital-backed toll road platform Cube Highways Trust.

“What allows us to do that is having a strong developed market, core foundation in the programme. In seeking higher returns with higher risk in emerging markets, we can build on and complement this more conservative core foundation,” says Webb.

“When we think about investing in markets such as Brazil, Colombia and India, we are very selective and spend quite a bit of time in these markets before we invest. We were just in the Philippines, for example, undertaking due diligence work as a future market for our program. Overall, we try our best to be very disciplined in identifying high quality companies and partners in these growth economies.”

New ground

In more developed markets, BCI opened its new office in London in June 2023, with a view to making more investments in the UK and Europe. Its first investment from the office was a €300 million commitment to the A2 motorway in Poland owned by Meridiam.

BCI has also expanded the programme in the last 18 to 24 months to include infrastructure debt investments, which have included loans to the data centre platform EdgeConnex and fibre company GlobalConnect, both owned by EQT Infrastructure and two sub-sectors not covered by its equity strategy to date.

“The market is very focused in the digital space as the need for capital is high. When we look at the opportunity set, we feel today there are very good opportunities further up the capital stack of these companies and assets,” Webb outlined. “We still look at equity investments in data centres, towers and fibre, but when we consider the growth that investors need to underwrite to and where valuations are today, we find the risk-return profile stronger in the debt rather than the equity.”

Spoken like a true core infrastructure investor.

Republished with permission. Read the original article on Infrastructure Investor

BCI was recently featured in Microsoft’s customer story series highlighting our adoption of generative AI tools, Microsoft 365 Copilot and Azure. Our successful global implementation of these tools has resulted in 22 solutions that have streamlined operational processes, reduced manual and repetitive tasks, and saved over 2,300 human hours.

Embracing technology like generative AI is key to delivering on our priority of accelerating innovation as one of Canada’s largest institutional investors. BCI was one of only 10 companies in Canada chosen to participate in Microsoft’s Early Access Program for Copilot and one of two organizations across the Americas to be highlighted for our successful adoption.

Hear from BCI’s technology team about our AI-powered productivity gains and how technology is empowering us to focus on what matters most: generating returns for our clients.

Read the full feature published by Microsoft

Learn more about technology and innovation at BCI

On November 4, 2024, BCE Inc. announced that its wholly-owned subsidiary, Bell Canada (“Bell”), has signed a definitive agreement to acquire 100 per cent of Ziply Fiber (Ziply) – a BCI private equity program investment. Ziply is the largest, regionally-focused fibre internet provider in the U.S. Pacific Northwest, with operations and assets in Washington, Oregon, Idaho, and Montana.

This marks Bell’s first expansion outside of Canada, and will accelerate their fibre growth strategy across North America. Ziply is currently owned by an investor consortium led by Searchlight Capital Partners, including BCI, and the sale to Bell was supported by a unanimous vote. The agreement values Ziply at approximately C$7.0 billion, with the accepted offer consisting of approximately C$5.0 billion in cash, and the assumption of C$2.0 billion of outstanding net debt rolled over at the transaction close.

“The sale and valuation of Ziply underscores the quality of the fibre network our investor consortium created when we originally acquired the fibre network assets and rebranded the business Ziply in 2020. Alongside other investors, BCI’s private equity program is exceptionally proud of the growth Ziply has already demonstrated and the reputation they have built in the past four years,” said Jim Pittman, EVP & Global Head, BCI Private Equity. “Today, demand for fibre optic services remains very high, and we’re excited for the opportunity ahead for a known Canadian brand like Bell to leverage these core assets as they pursue their new U.S. expansion strategy. Our team continues to see opportunities in the fibre optic space and will continue to evaluate new opportunities in the sector.”

Read more in the Bell news release.

Stands firm on ESG and climate engagement to achieve real-world outcomes

Victoria, B.C. – October 8, 2024 – British Columbia Investment Management Corporation (BCI) today published its 2023-2024 Stewardship Report, demonstrating continued leadership in driving positive environmental, social, and governance (ESG) performance and generating long-term sustainable value through global policy advocacy, proxy voting, and engagement.

“BCI’s inaugural stewardship report builds on more than two decades of responsible investing,” says Gordon J. Fyfe, BCI’s Chief Executive Officer and Chief Investment Officer. “Active ownership is critical to delivering the returns our clients depend on, both through the management of risks associated with responsible investing and by capturing sustainability-related opportunities.”

This inaugural report furthers BCI’s annual ESG and climate-related disclosures, which are moving towards alignment with the globally recognized IFRS Sustainability Disclosure Standards, and provides an in-depth look at how BCI leverages its influence as one of Canada’s largest asset managers to drive continuous improvement with our portfolio companies.

“The challenges we face require action from all parties. As a global investor, we play a role in creating a resilient and productive investment environment for generations,” says Jennifer Coulson, BCI’s Senior Managing Director & Global Head of ESG. “While there is significant work ahead, the progress we are seeing from companies and policymakers alike reinforces our belief that multifaceted engagement can drive real-world outcomes.”

Highlights:

• Engaging beyond equities: BCI directly engaged 134 public and private portfolio companies, achieving our objectives or observing positive momentum in 58 per cent of cases, and supported collaborative engagements targeting over 2,000 additional public companies. Within fixed income, a less targeted asset class, BCI’s engagement with sustainable and conventional bond issuers supported the structuring of instruments more aligned with ESG best practices.
• Pursuing value creation: BCI engaged with 31 portfolio companies and partners in our private equity and infrastructure & renewables resources programs, leveraging governance rights like board representation to support alignment on ESG and implement sustainability initiatives that will lead to stronger performance over time, generating value that can be realized at exit.
• Voting on climate disclosure: BCI voted at 2,445 public company meetings in 52 countries during the most recent proxy season. We voted against over 100 directors for insufficient climate disclosure and supported 67 per cent of climate-related shareholder proposals, including those calling for additional emissions data from companies in high-emitting sectors and the incorporation of climate risk assessments into audited financial statements at oil and gas companies.
• Driving systemic change: BCI contributed to 26 ESG-related policy consultations, roundtables, and joint statements globally to advance priorities like ESG disclosure and methane regulation. We actively participated in the development of the International Sustainability Standards Board’s global disclosure baseline, released last year, and continue to advocate for its widespread adoption, especially in Canada.

BCI’s annual ESG and climate-related disclosures are published in our 2023-2024 Corporate Annual Report.

Read the 2023-2024 Stewardship Report on BCI.ca.

ABOUT BCI
British Columbia Investment Management Corporation (BCI) is amongst the largest institutional investors in Canada, with C$250.4 billion in gross assets under management as of March 31, 2024. Based in Victoria, British Columbia, with offices in Vancouver, New York, and London, U.K., BCI manages a portfolio of diversified public and private market investments on behalf of its 29 British Columbia public sector clients.

With a global outlook, BCI integrates ESG factors into investment decisions and activities that convert savings into productive capital to meet clients’ risk and return requirements over time. Founded in 1999, BCI is a statutory corporation created by the Public Sector Pension Plans Act. For more information, visit BCI.ca or LinkedIn.

CONTACT
media@bci.ca

BCI is pleased to announce the reappointment of Donna Lommer and Weldon Cowan to the Board of Directors.

The Municipal Pension Board of Trustees has reappointed Donna for a three-year term through December 31, 2027. Donna is a member of the Audit Committee and was first appointed on January 1, 2019.

Donna is active on the board of trustees for the Municipal Pension Plan and is a past board member of the Healthcare Benefits Trust and Occupational Health & Safety Agency for Healthcare in British Columbia.  

The College Pension Board of Trustees has reappointed Weldon for a three-year term through August 31, 2027. Weldon is a member of the Human Resources and Governance Committee and was first appointed on September 1, 2021.  

Weldon is currently Chair of the College Pension Board of Trustees and Chair of the Interplan Trustee Education Committee. He was a Director of the BC Pension Corporation from 2012 to 2019. During that time, he served as Chair of the BC Pension Corporation Board of Directors for four years and vice-Chair for three years. 

BCI’s Board is structured in accordance with the Public Sector Pension Plans Act. Of the seven-member Board, the four largest pension plan clients each appoint a member from their board of trustees, and the Minister of Finance appoints the other three — two of which must be representatives of clients.

Learn more about BCI’s Board of Directors.

Meet Gina Dennison, Associate, Partnership Portfolio – Public Markets, and co-chair of BCI’s employee-led United Way Committee.

Gina’s community mindset stems from her own small-town upbringing and desire to set a strong example for the next generation. Under her leadership, BCI employees raised over $60,000 for the United Way Southern Vancouver Island (UWSVI) last year alone, adding to our $1.2 million cumulative donations since 2000.

Beyond BCI, Gina volunteers with many local charities, coaches youth sports, and sits on the board of her kids’ non-profit childcare organization. She is determined to raise awareness of the many ways that people can make a difference and is a firm believer that no community contribution is too small.

Q: Why did you get involved with the United Way?

A: Growing up with two hard-working, self-employed parents, I was taught to give back, big or small, with either time or money. Whether it was volunteering on an advisory board, maintaining the local sports fields, coaching, or giving anonymously to those in need – my parents always found ways to contribute. I want to be a good role model for my young children, as my parents were for me, and take every opportunity to show that giving comes in many forms.

When I returned from parental leave in 2019, I wanted to get back to volunteering, but with a young family, my free time was limited. BCI’s employee-led United Way Committee presented a unique opportunity to get involved at work, and I was immediately drawn to the UWSVI because of its incredible impact and support for diverse agencies and programs in Victoria. The organization takes a holistic view of healthy communities, which means donations are distributed to the greatest need. Joining the Committee not only provided a meaningful way to give back to my community, it also brought me closer to a fantastic group of colleagues from across BCI.

Q: How are you sparking change in our community?

A: In my role as co-chair for the United Way Committee, I work to inspire BCIers to get involved and increase our positive impact in the community. BCI employees have supported the UWSVI since 2000, collectively donating over $1.2 million, and I want to continue this momentum.

The annual United Way campaign at BCI has evolved since 2020, after facing the unique changes to hybrid work and the addition of global offices. In response to these changes, the committee organized a first-ever awareness event with four local non-profits, ran a major collection drive for local shelters, and organized volunteer events with United Way-supported organizations. We’re now looking at even more ways to make giving back more accessible and reinforce its benefits where we live and work.

Beyond BCI, I am always looking to lend my time as my parents did. For example, I am a volunteer board member at my kids’ non-profit childcare organization where I use my business background and experience to advise on operations and oversight to ensure quality childcare for the many families who depend on it.

Q: What advice do you have for those looking to get involved in their communities? 

A: I encourage people to get curious about both how they want to give back and the need in their community. You may be surprised about how often your unique skills are exactly what an organization is looking for. From the United Way to coaching Little League, giving is meaningful no matter what form it takes. Without volunteers, many of the community services that my family and others rely on simply wouldn’t be there.

Juggling work, family, and community commitments is a balancing act, so it’s important to determine what you can do and start small. Grassroots initiatives and employee-led committees at BCI can be a great way to start your volunteer journey and connect with like-minded people.

BCI offers every employee 14 hours of paid volunteer time each year to make a difference where we live and work. We appreciate our many team members who are champions in our communities. They are part of how we foster a culture of caring and make a positive impact for all.

Learn more about how we give back at BCI.ca/community

To own the largest tower portfolio in India and is the largest platform globally ex-China with 257,000 telecom sites

Telecom Infrastructure portfolio will be housed under the new brand name Altius

Data Infrastructure Trust (“DIT”), an Infrastructure Investment Trust sponsored by Brookfield Asset Management (“Brookfield”) along with affiliates of investors including British Columbia Investment Management Corporation (BCI) and GIC today completed the acquisition of 100% of American Tower’s operations in India (“ATC India”). This transaction, approved by the Competition Commission of India, comprises the buyout of approximately 76,000 communications sites in India for an enterprise value of INR 182 billion (~$2.2 billion). With this acquisition, the Brookfield-led consortium reinforces its commitment to connecting India with an expanded portfolio of 257,000 telecom sites.

DIT currently houses Summit Digitel and Crest Digitel and is managed by its Investment Manager, Data Link, an affiliate of Brookfield. With this acquisition, Summit Digitel, Crest Digitel, and ATC India will be combined under the new brand name: Altius. The new brand embodies the organization’s commitment to developing and managing the highest quality telecom infrastructure that fuels progress and innovation for connecting India. This expanded telecom infrastructure footprint will ensure Altius is well positioned to provide a broader array of solutions to India’s telecom ecosystem.

Commenting on the acquisition, Arpit Agrawal, Managing Partner, Head of Infrastructure, India & Middle East, Brookfield said, “Our expertise, rooted in our history as an owner and operator of high-quality businesses, is exemplified by our acquisition of ATC India. It complements our existing business and further strengthens our footprint, creating the largest tower portfolio in the country and one of the largest platforms globally. We are pleased to continue to support the Digital India initiative with acquisitions of scale.”

Munish Seth, Group Managing Director, Data Link, said, “We are excited to enter the next phase of growth, where our enhanced digital connectivity will play a crucial role in transforming India’s telecom infrastructure. The acquired sites diversify Altius’ revenue streams creating value for our unit holders, while our scale, operational strength, and innovative capabilities position us to meet the evolving needs of the Indian telecom market and create long-term value for all stakeholders.”

This is Brookfield’s third acquisition in the Indian telecommunications space. In 2022, Brookfield acquired a portfolio of 6,300 indoor business solution sites and small cell sites, which advances the rollout of 5G and enables telecom operators to extend their coverage capacity in difficult-to-access and dense areas. Brookfield also has a portfolio of approximately 175,000 towers that were acquired in 2020 from Reliance Industrial Investments and Holdings Limited.

In India, Brookfield has approximately $29 billion in assets under management across Infrastructure, Real Estate, Renewable Power & Transition, and Private Equity.
 
About Brookfield Asset Management
Brookfield Asset Management Ltd. (NYSE: BAM, TSX: BAM) is a leading global alternative asset manager with approximately $1 trillion of assets under management across renewable power and transition, infrastructure, private equity, real estate, and credit. We invest client capital for the long-term with a focus on real assets and essential service businesses that form the backbone of the global economy. We offer a range of alternative investment products to investors around the world — including public and private pension plans, endowments and foundations, sovereign wealth funds, financial institutions, insurance companies and private wealth investors. We draw on Brookfield’s heritage as an owner and operator to invest for value and generate strong returns for our clients, across economic cycles.
 
For more information, please visit our website at bam.brookfield.com or contact:
Shveta Singh
Email: shveta.singh@brookfield.com; Mobile No: +91-9004287034
 
About Data Infrastructure Trust
Data Infrastructure Trust (BSE: DATAINFRA) is an infrastructure investment trust (InvIT) set up with the objective of undertaking investment activities as an InvIT, under the SEBI InvIT Regulations and is sponsored by Brookfield Asset Management. DIT is managed by its Investment Manager, Data Link, an affiliate of Brookfield. DIT is the world’s largest telecom infrastructure platform (ex-China) and currently owns a portfolio of 257,000 telecom sites under the Altius brand.
 
About British Columbia Investment Management Corporation
British Columbia Investment Management Corporation (BCI) is amongst the largest institutional investors in Canada, with C$250.4 billion in gross assets under management as of March 31, 2024. Based in Victoria, British Columbia, with offices in Vancouver, New York, and London, U.K., BCI manages a portfolio of diversified public and private market investments on behalf of its British Columbia public sector clients. BCI’s infrastructure & renewable resources (I&RR) program, valued at approximately C$28.1 billion, invests in tangible long-life assets in the Americas, Europe, and Asia Pacific region, including direct investments in regulated utilities, energy, telecommunications, transportation, timberlands, and agri-businesses. BCI’s I&RR program has a global portfolio with seven active investments in the Asia-Pacific region. The program continues to expand its presence in the region with the addition of this investment in Data Infrastructure Trust.

By Thomas Helm
PUBLISHED: September 2, 2024

Republished with permission. Read the original article on Net Zero Investor

BCI’s Coulson: “private markets are well-suited to engagement”

Part 3 of NZI’s Stewardship Series looks at why the Canadian pension giant has become increasingly focused on private market stewardship

One of Canada’s largest institutional investors, British Columbia Investment Management Corporation (BCI) has been engaging companies on their climate impacts for over two decades.

BCI manages a portfolio of public and private market investments on behalf of 29 British Columbia public sector clients, including 10 public sector pension funds, three insurance funds, and various special purpose funds.

With approximately half of its $250bn AUM invested private markets, BCI is increasingly focused on stewardship in private markets. Net Zero Investor sat down with Jennifer Coulson, senior managing director & global head, ESG, to find out more.

Of the top 100 carbon emitters, only 30 are listed on a stock exchange. Is engaging with private markets an important  part of your efforts to reach net zero by 2050?
One of our climate ambitions is to ensure at least 80 per cent of BCI’s carbon-intensive investments across asset classes have set mature net-zero aligned commitments by 2030. With about half of our $250bn in gross AUM invested in private markets, engagement with our private portfolio companies and partners is critical to achieving this goal, as well as managing climate risk and finding new ways to create value for our clients through the energy transition.

To support our increasing focus on engagement in private markets, we have grown the ESG teams embedded in our private equity and infrastructure and renewable resources programs, and recently developed a data platform that automates and provides on-demand access to climate information to empower portfolio managers and our investment teams.

While ESG stewardship in private markets is still developing, these asset classes are well suited for engagement, particularly to capture long-term sustainability trends. Investors are uniquely positioned and incentivised to support ESG performance and initiatives where it will increase risk-adjusted returns for clients. Through engagement, our partners and portfolio companies can tap into our team of experts and build value over a longer time horizon that can be realised at exit, which we see as a competitive advantage.

Can you provide some examples of specific engagements?
Over the past year, we have engaged extensively with five portfolio companies in our private equity programme, representing $1.6bn in net asset value, to establish and quantify ESG-related initiatives. Through this work, we have identified numerous opportunities for value creation and are working to execute on ESG-related initiatives that we believe can unlock hundreds of millions in value for our portfolio.

One example is PS Logistics, a leading flatbed truck transportation and logistics provider in the US. Collaborating with management, we quantified the financial benefit attributable to their “driver-first” culture. Management’s focus on prioritising drivers has led to distinct financial benefits such as reduced insurance premium costs, avoidance of costs in recruiting and training new drivers, lower energy costs through route optimisation, and greater market share from clients who are focused on sustainability in their supply chain.

Then, in our infrastructure & renewable resources program, we provided active oversight and strategic direction as a board member and owner of Mosaic Forest Management (Mosaic), a timberland management company located in Canada, on the development of its Big Coast Forest Climate Initiative. The overall direction of the company involves selling certified carbon credits generated from conservation of old forest habitats. BCI participated on a carbon credits committee to oversee the evaluation and execution of the initiative.

Is there a big difference between stewardship practices in private and public markets?
Stewardship across public and private markets have a shared overarching goal: leverage your rights as an owner to manage risk and create long-term value for clients and beneficiaries. In all cases, we prioritize material issues and opportunities, and focus our time and effort where we can have the highest impact.

The differences are often driven by the nature of the relationship between the investor and the investment. Private and public company owners have distinct levers of engagement available to them.

For example, investors in public markets typically benefit from consistent and predictable regulatory and listing requirements, all of which provide an annual opportunity to engage through proxy voting. As a large institutional investor, we often have access to company boards and management.

However, shareholder bases aren’t always aligned on climate issues. Our direct engagement efforts, therefore, require patience and persistence. Being effective means taking the time to build credibility with management teams as they begin to see us as a source of trusted advice. Where escalation is required, we can engage collaboratively or use tools like shareholder proposals as well as advocating for broader public policy changes (examples: methane, diversity, CA100+).

As you can imagine, our public markets portfolio is rather large so we also need to be selective and prioritise the most material issues and opportunities to engage on.

For private markets, there is less standardisation among companies, particularly around disclosures. This can make benchmarking and industry-level analysis, which is often needed for engagement, more challenging. However, concentrated ownership, the governance rights we hold with our portfolio companies, and regular access to management are clear advantages.

Where we play a governance role, there is oversight of management strategy, and we can set expectations for performance, including on climate change. Based on the holding periods for many private investments, our engagement priorities are typically focused on longer-term outcomes where we can work alongside the company to deliver value from sustainability initiatives over time.

Where we aren’t a direct owner, we engage our general partners to align expectations, exchange expertise, and collaborate on longer term opportunities. Last year, we engaged with more than 50 per cent of our private equity fund portfolio general partners, based on assets under management, on ESG and climate-related opportunities. This included conducting deep-dive educational sessions to showcase leading practices in ESG integration.

It sounds like, in certain cases, institutional investors can exert a fair amount of influence over companies in their private equity portfolios.
In public markets, change does happen, but it can be slower as companies have a broad and diverse shareholder base.

In private markets, investors with larger direct ownership stakes, which are often accompanied by governance rights like board representation, can have more influence on corporate strategy and management decisions, including climate action.

While there is more potential influence, engagement on ESG and climate change are often not standalone initiatives and tend to be integrated into broader discussions between the investor and company. Because of this structure, engagement in private markets functions more like a partnership – between the GP, LPs, and the portfolio company.

At BCI, we help to create strong, healthy communities for all through initiatives like fundraising and volunteering, and we are proud of the dedication of our employees to making positive impact.

The United Way of Southern Vancouver Island (UWSVI) recently recognized our efforts with the Spirit Award, a testament to our commitment to giving back. The award recognizes an organization for achieving exceptional results in employee fundraising and demonstrating community leadership in multiple ways.

Last year, BCI employees raised more than $60,000 for United Way chapters across Canada. Our selection for this award was based on our employees’ coordination of and engagement in creative and meaningful fundraising activities during our annual United Way campaigns, consistent growth in our current and past campaign results, and our long-term support for the UWSVI and our local communities.

“BCI consistently demonstrates that giving back to the community is deep-rooted in their culture,” said Erika Stenson, Executive Director of USWVI. “We are delighted to provide this well-deserved recognition for always going above and beyond, and truly making the places we live and work better for all.”

Throughout the most recent campaign, BCI’s grassroots campaign committee organized diverse opportunities for employees to get involved and make a difference. This included unique fundraising initiatives, a donation drive for Cool Aid Society, volunteer days at Soap For Hope Canada, and a speaker panel featuring representatives from a range of local organizations who shared personal stories and discussed the needs, challenges, and opportunities in our communities.

“After more than two decades, BCI’s employee-led campaign committee continues to find new and innovative ways to inspire giving back. This year’s speaker panel, featuring local non-profit partners, was uniquely impactful and showcased the extensive community ecosystem we support through the UWSVI,” said Shauna Lukaitis, BCI’s Chief Operating Officer and long-standing executive champion for its campaign committee. “I am proud of our collective impact and grateful for our passionate colleagues leading these initiatives, which not only benefit our communities but foster a strong culture of caring.”

Since 2000, BCI employees have organized an annual giving campaign that has raised awareness and contributed more than $1.2 million to UWSVI. These funds are directed to priority areas, such as support for isolated seniors, family resources, mental health and addiction services, and fostering diverse and equitable communities.

Beyond fundraising, BCI offers every employee 14 hours of paid volunteer time each year to make a difference where we live and work. In 2023, BCIers volunteered more than 800 hours at over 30 organizations.

Learn more about the UWSVI Spirit Awards and how we give back BCI.ca/community