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2011 Annual Report Our Team – It’S Capital La Ure N T Ian Ban K 2011 Annual Report

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2011 Annual Report Our Team – It’S Capital La Ure N T Ian Ban K 2011 Annual Report Energized, Experienced and Engaged Heading for the Next Milestone ThE CasE for simpliCiTy 2011 ANNuAL report our team – It’s Capital LA ure N t IAN BAN K 2011 Annual Report 165 And kicking ISBN 978-2-9812244-1-5 Legal Deposit – Bibliothèque et Archives nationales du Québec, 2012 Legal Deposit – Library and Archives Canada, 2012 995755A www.laurentianbank.ca 165 CONTENTS 3 Overview of Business Segments 4 2011 Performance 5 Highlights 6 Message from the President and Chief Executive Officer 10 Message from the Chairman of the Board BuSiNESS REviEw 12 Retail and SME-Québec 14 B2B Trust OuR BaNk 16 Real Estate and Commercial 18 Laurentian Bank Securities and Capital Markets 19 Corporate Sectors With 158 branches, 427 automated 20 Our People banking machines, more than $24 billion in assets, and almost 22 ManageMent’s Discussion 3,700 employees, Laurentian Bank anD analysis is both firmly rooted in Québec 22 Summary of Financial Results and elsewhere in Canada. While 23 Corporate Priorities for 2012 it operates the third largest 23 Review of 2011 Business Segment Operations and 2012 Priorities branch network in Québec, it 27 2011 Financial Performance has secured a choice position in 28 Outlook and Objectives for 2012 specific market segments in Canada. 30 Analysis of Consolidated Results Therefore, with almost 40% of its 36 Analysis of Quarterly Results loans originating from other provinces, 38 Analysis of Financial Condition the Bank enjoys the benefits of 40 Off-Balance Sheet Arrangements nationwide geographic diversification. 42 Capital Management 45 Integrated Risk Management Framework 57 Disclosure Controls and Procedures Established in 1846, Laurentian and Internal Control Over Financial Reporting Bank is widely recognized today 57 Critical Accounting Policies and Estimates 60 Future Changes to Accounting Policies for its exceptional service, simplicity and proximity. The Bank offers varied 69 consoliDateD Financial financial services to individuals stateMents and to Small and Medium-Sized Enterprises. It also provides products 119 Statistical Review to an extensive external network 121 Quarterly Highlights of independent financial advisors 122 Corporate Governance through B2B Trust, as well as 124 Management Committee and Planning Committee full-service brokerage services 126 Board of Directors via Laurentian Bank Securities. 127 Branches, Offices and Subsidiaries 129 Glossary of Financial Terms 131 Shareholder Information CAUTION REGARDING FORWARD-LOOKING STATEMENTS In this document and in other documents filed with Canadian regulatory authorities or in other communications, Laurentian Bank of Canada may from time to time make written or oral forward- looking statements within the meaning of applicable securities legislation. Forward-looking statements include, but are not limited to, statements regarding the Bank’s business plan and financial objectives. The forward-looking statements contained in this document are used to assist the Bank’s security holders and financial analysts in obtaining a better understanding of the Bank’s financial position and the results of operations as at and for the periods ended on the dates presented and may not be appropriate for other purposes. Forward-looking statements typically use the conditional, as well as words such as prospects, believe, estimate, forecast, project, expect, anticipate, plan, may, should, could and would, or the negative of these terms, variations thereof or similar terminology. By their very nature, forward-looking statements are based on assumptions and involve inherent risks and uncertainties, both general and specific in nature. It is therefore possible that the forecasts, projections and other forward-looking statements will not be achieved or will prove to be inaccurate. Although the Bank believes that the expectations reflected in these forward-looking statements are reasonable, it can give no assurance that these expectations will prove to have been correct. Financial objectives for 2012 are based on expected results presented on an International Financial Reporting Standards (IFRS) basis. The completion of the IFRS conversion process in 2012 could lead to changes to these objectives. The pro forma impact of Basel III on regulatory capital ratios is based on the Bank’s interpretation of the proposed rules announced by the Basel Committee on Banking Supervision (BCBS) and related requirements of the Office of the Superintendent of Financial Institutions Canada (OSFI). Thepro forma impact of Basel III on regulatory capital ratios also includes the anticipated impact of IFRS conversion. The Basel rules and impact of IFRS conversion could be subject to further change, which may impact the results of the Bank’s analysis. The Bank cautions readers against placing undue reliance on forward-looking statements when making decisions, as the actual results could differ considerably from the opinions, plans, objectives, expectations, forecasts, estimates and intentions expressed in such forward-looking statements due to various material factors. Among other things, these factors include capital market activity, changes in government monetary, fiscal and economic policies, changes in interest rates, inflation levels and general economic conditions, legislative and regulatory developments, competition, credit ratings, scarcity of human resources and technological environment. The Bank further cautions that the foregoing list of factors is not exhaustive. For more information on the risks, uncertainties and assumptions that would cause the Bank’s actual results to differ from current expectations, please also refer to the Management’s Discussion and Analysis section under title “Integrated Risk Management Framework” and the Bank’s public filings available at www.sedar.com. With respect to the MRS Companies transactions, such factors also include, but are not limited to: the anticipated benefits from the transaction such as it being accretive to earnings and synergies may not be realized in the time frame anticipated; the ability to promptly and effectively integrate the businesses; reputational risks and the reaction of B2B Trust’s or MRS Companies’ customers to the transaction; and diversion of management time on acquisition-related issues. The Bank does not undertake to update any forward-looking statements, whether oral or written, made by itself or on its behalf, except to the extent required by securities regulations. MESSaGE FROM THE PRESIDENT AND CHIEF EXECUTIVE OFFICER AFTER 165 YEARS A BANK NE IS BORN ENERGIZED, 1846 A BANK IS BORN The Bank’s predecessor is founded on May 26 as the Montreal City and District Savings Bank by Monsignor Bourget, Louis-Joseph Papineau, sto 1889 Louis-Hyppolite Lafontaine et Georges-Étienne Cartier. INFORMATION TECHNOLOGY E The branches are connected by telephone. Typewriters will ExPERIENCED 1911 follow in two years. l Réjean Robitaille, START OF REMOTE BANKING I President and Chief Executive Officer Customers are offered banking services by mail, with forms and pre-addressed envelopes provided. M 1943 ENGAGED WORKING WOMEN T AND Anniversaries are an invitation Laurentian Bank Securities and Capital With over a million Canadians serving overseas in World War II, the Bank hires 1972 for reflection. When you have a Markets. Retail and SME-Québec is still a x women to work at branch counters, COMPUTERS big anniversary – and 165 years very important growth engine of the Bank forever changing the face of banking. and contributes approximately a founding principle, 165 year ago, was to help ordinary people manage their money ARRIVE… E is big – there is a lot to reflect about. The Bank is a third of its profitability. However, it is and encourage them to save. To do this, laurentian Bank had to get to know their the first to interesting to note that almost 70% of our connect all branches (81) know I speak for all 3,700 of us profitability now comes from these other clients well. to a central computer for processing accounts, N when I say that our rich 165 years businesses that are less than 25 years old. term deposits, and personal loans. history is a source of great pride. That’s a lot of change jammed into the as the former Montreal city and District Savings Bank, the Bank operated only …AND SO DO CARS Laurentian Bank in its current and The Bank is the first to offer drive-in banking I last quarter century of our journey. services with its Autobank. earlier forms – we were founded as the on the island of Montreal. This fostered client proximity, a focus on their needs 1976 And we’re just getting started. Montréal City and District Savings Bank and true, lasting and loyal relationships. THE FIRST BILLION – has built a significant record of service. After 130 years, the Bank’s THE Another solid year Originally serving only the island of assets reach $1 billion. The past four years have been challen- It will only take another eight Montréal, we have since grown a strong Today, the Bank’s founding principles are unchanged. The customer remains ging for the banking industry owing to to reach $5 billion. 1987 presence in many regions of Québec and a global financial crisis. Through all of it, the Bank’s raison d’être, driving it towards excellence in service and innovation. NEW NAME, NEW BUSINESS… across Canada, and are known and The Bank becomes Laurentian Bank the Bank has performed well, delivering respected in various financial services The Bank’s prevailing client focus forges enduring relationships. of Canada and moves into commercial a succession of record years in profitability loans. It is the first initiative outside niches across the country. and asset growth and increasing its 1996 of retail banking and provides the base for the Real Estate & Commercial for We are the third oldest enterprise in dividend along the way. In 2011, the Bank laurentian Bank today has retained the best of its Québec based Retail bank while HAPPY 150TH! financing unit. Montréal, but we have remained young raised its quarterly dividend in the first On its 150th anniversary, the Bank broadening its horizons, adding new businesses to reach new customers and new has surpassed $12 billion in assets.
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