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Companies both large and small contribute to the economies
of the communities and countries in which they do business
through taxes, philanthropy, and their day-to-day business
decisions and actions. RBC aims to have a positive economic
impact by providing attractive returns to shareholders, creating
employment, supporting small business and economic development,
fostering innovation and entrepreneurship, and purchasing
responsibly.
| Priorities |
2009 Performance Highlights |
| Provide strong returns to shareholders |
See our Annual
Report |
| Pay fair share of taxes |
Incurred tax expense of $2.34 billion
worldwide |
| Create employment
|
Provided employment to 77,673 people,
with $9 billion in employee compensation and benefits.
See Workplace
Supported organizations that promote literacy and help
unemployed or underemployed people secure jobs |
| Support small
business and community
economic development |
Served 632,000 small business clients
in Canada, the United States and the Caribbean
Promoted homeownership with a 9% increase in average residential
mortgage business in Canada; RBC is the largest provider
of home equity financing in Canada |
| Foster innovation
and entrepreneurship |
Dedicated more than $700 million for emerging
technology companies around the world |
| Purchase
goods and services responsibly |
Purchased goods and services totalling
$5.1 billion from suppliers of all sizes worldwide |
| Vital Statistics ($
billions) |
2009 |
2008 |
2007 |
| Revenue |
$29.11
billion
|
$21.58
billion
|
$22.46
billion
|
| Market capitalization |
$77.69
billion
|
$62.83
billion
|
$71.52
billion
|
| Taxes incurred |
$2.34
billion
|
$2.08
billion
|
$2.09
billion
|
| Employee compensation and benefits |
$9.0
billion
|
$7.8
billion
|
$7.9
billion
|
| Goods and services purchased |
$5.1
billion
|
$4.4
billion
|
$4.4
billion
|
| Debt financing for businesses in Canada
(authorized) |
$134
billion
|
$144
billion
|
$138
billion
|
Issues
- Capital constraints: Many financial institutions are retreating
from businesses in the face of capital constraints, government
ownership, new regulatory hurdles or refocused strategic
priorities. In contrast, our strength, stability and diversified
business model, combined with our risk management and financial
performance, have given us an unprecedented range of strategic
opportunities. We are actively looking to invest in key
business areas, as well as to explore potential acquisitions
that meet our strict economic, strategic and cultural criteria.
- Supply-chain management: Increasingly, companies are being
asked to account for and report on the environmental and
social impact of the activities of their suppliers. While
we aim to promote sustainable business practices and economic
development within our supplier base, where possible and
appropriate, we are also aware that this may add a burden
of increased reporting and compliance requirements, and
associated costs for small- and medium-sized suppliers.
Return to Shareholders
It is impossible to estimate the number of people who share
directly or indirectly in ownership of RBC. RBC shares are
held by pension funds, insurance, trust and investment companies,
in addition to individual investors, and represent a vast
pool of savings. Such widespread ownership of RBC, directly
and indirectly, heightens our responsibility to earn a reasonable
return for shareholders on their investments.
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