Moneymatters Powered by Canadian Financial Monitor 2021 Variables List

Total Page:16

File Type:pdf, Size:1020Kb

Moneymatters Powered by Canadian Financial Monitor 2021 Variables List MoneyMatters powered by Canadian Financial Monitor 2021 Variables list Order Variable Description Category CONSUMPTION 1 CBASHHD Households Basics 2 CFMBNK001 Banking - Total Retail Banks Banking 3 CFMBNK002 Banking - Type - Credit Union or ATB (Alberta) Banking 4 CFMBNK003 Banking - Type - Big Five (BMO, Scotiabank, CIBC, RBC, TD) Banking 5 CFMBNK004 Banking - Type - Direct (Branchless) Banking 6 CFMBNK005 Banking - Type - Other Banks Banking 7 CFMBNK006 Banking - Institution - BMO Bank of Montreal Banking 8 CFMBNK007 Banking - Institution - CIBC Banking 9 CFMBNK008 Banking - Institution - National Bank of Canada (!) Banking 10 CFMBNK009 Banking - Institution - RBC Royal Bank Banking 11 CFMBNK010 Banking - Institution - Scotiabank/Bank of Nova Scotia Banking 12 CFMBNK011 Banking - Institution - TD Canada Trust Banking 13 CFMBNK012 Banking - Institution - Any Desjardins Caisse Populaire/Credit Union Banking 14 CFMBNK013 Banking - Institution - Simplii Banking 15 CFMBNK014 Banking Activities - Method - Replace ABM/debit card - With someone in branch Banking 16 CFMBNK015 Banking Activities - Method - Replace ABM/debit card - Over the phone Banking 17 CFMBNK016 Banking Activities - Method - Replace ABM/debit card - Web banking on laptop/desktop Banking 18 CFMBNK017 Banking Activities - Method - Get financial advice - With someone in branch Banking 19 CFMBNK018 Banking Activities - Method - Get financial advice - Over the phone Banking 20 CFMBNK019 Banking Activities - Method - Get financial advice - Web banking on laptop/desktop Banking 21 CFMBNK020 Banking Activities - Method - Resolve issue with chequing account - With someone in branch Banking 22 CFMBNK021 Banking Activities - Method - Resolve issue with chequing account - Over the phone Banking 23 CFMBNK022 Banking Activities - Method - Resolve issue with chequing account - Web banking on laptop/desktop Banking 24 CFMBNK023 Banking Activities - Method - Transfer funds - With someone in branch Banking 25 CFMBNK024 Banking Activities - Method - Transfer funds - At ABM (!) Banking 26 CFMBNK025 Banking Activities - Method - Transfer funds - Over the phone (!) Banking 27 CFMBNK026 Banking Activities - Method - Transfer funds - Web banking on laptop/desktop Banking 28 CFMBNK027 Banking Activities - Method - Transfer funds - Web banking on mobile device Banking 29 CFMBNK028 Banking Activities - Method - Transfer funds - Mobile app on mobile device Banking 30 CFMBNK029 Banking Activities - Method - Deposit a paper cheque - With someone in branch Banking 31 CFMBNK030 Banking Activities - Method - Deposit a paper cheque - At ABM Banking 32 CFMBNK031 Banking Activities - Method - Open another account with MFI - With someone in branch Banking 33 CFMBNK032 Banking Activities - Method - Open another account with MFI - Over the phone Banking 34 CFMBNK033 Banking Activities - Method - Open another account with MFI - Web banking on laptop/desktop Banking 35 CFMBNK034 Banking Activities - Method - Open another account with MFI - Web banking on mobile device (!) Banking 36 CFMBNK035 Banking Activities - Method - Open another account with MFI - Mobile app on mobile device (!) Banking 37 CFMBNK036 Banking Activities - Method - Check account balances - With someone in branch (!) Banking 38 CFMBNK037 Banking Activities - Method - Check account balances - At ABM (!) Banking 39 CFMBNK038 Banking Activities - Method - Check account balances - Over the phone (!) Banking 40 CFMBNK039 Banking Activities - Method - Check account balances - Web banking on laptop/desktop Banking 41 CFMBNK040 Banking Activities - Method - Check account balances - Web banking on mobile device Banking 42 CFMBNK041 Banking Activities - Method - Check account balances - Mobile app on mobile device Banking 43 CFMBNK043 Major Financial Institution - Frequency - Visit a branch - Not in the last year Banking 44 CFMBNK044 Major Financial Institution - Frequency - Visit a branch - Less than once a month Banking 45 CFMBNK045 Major Financial Institution - Frequency - Visit a branch - Once or twice a month Banking 46 CFMBNK046 Major Financial Institution - Frequency - Visit a branch - About once a week or more Banking 47 CFMBNK047 Major Financial Institution - Frequency - Speak with the bank by phone - Not in the last year Banking 48 CFMBNK048 Major Financial Institution - Frequency - Speak with the bank by phone - Less than once a month Banking 49 CFMBNK049 Major Financial Institution - Frequency - Speak with the bank by phone - Once or twice a month or more Banking 50 CFMBNK050 Major Financial Institution - Frequency - Use automated phone banking - Not in the last year Banking 51 CFMBNK051 Major Financial Institution - Frequency - Use automated phone banking - Less than once a month Banking 52 CFMBNK052 Major Financial Institution - Frequency - Use automated phone banking - Once or twice a month Banking 53 CFMBNK053 Major Financial Institution - Frequency - Use automated phone banking - About once a week or more Banking 54 CFMBNK054 Major Financial Institution - Frequency - Write a cheque - Not in the last year Banking 55 CFMBNK055 Major Financial Institution - Frequency - Write a cheque - Less than once a month Banking 56 CFMBNK056 Major Financial Institution - Frequency - Write a cheque - Once or twice a month Banking 57 CFMBNK057 Major Financial Institution - Frequency - Write a cheque - About once a week or more (!) Banking 58 CFMBNK588 Branchless Banks - Attitude - No chequing account with branchless bank - Strongly Disagree Banking 59 CFMBNK058 Branchless Banks - Attitude - No chequing account with branchless bank - Disagree Banking 60 CFMBNK059 Branchless Banks - Attitude - No chequing account with branchless bank - Neutral Banking 61 CFMBNK060 Branchless Banks - Attitude - No chequing account with branchless bank - Agree Banking 62 CFMBNK600 Branchless Banks - Attitude - No chequing account with branchless bank - Strongly Agree Banking 63 CFMBNK611 Branchless Banks - Attitude - Hard to deposit and access fund - Strongly Disagree Banking 64 CFMBNK061 Branchless Banks - Attitude - Hard to deposit and access fund - Disagree Banking 65 CFMBNK062 Branchless Banks - Attitude - Hard to deposit and access fund - Neutral Banking 66 CFMBNK063 Branchless Banks - Attitude - Hard to deposit and access fund - Agree Banking 67 CFMBNK633 Branchless Banks - Attitude - Hard to deposit and access fund - Strongly Agree Banking 68 CFMBNK644 Branchless Banks - Attitude - Branchless bank feels less legit - Strongly Disagree Banking 69 CFMBNK064 Branchless Banks - Attitude - Branchless bank feels less legit - Disagree Banking 70 CFMBNK065 Branchless Banks - Attitude - Branchless bank feels less legit - Neutral Banking 71 CFMBNK066 Branchless Banks - Attitude - Branchless bank feels less legit - Agree Banking 72 CFMBNK666 Branchless Banks - Attitude - Branchless bank feels less legit - Strongly Agree Banking 73 CFMBNK677 Branchless Banks - Attitude - Get better service at branch - Strongly Disagree Banking 74 CFMBNK067 Branchless Banks - Attitude - Get better service at branch - Disagree Banking 75 CFMBNK068 Branchless Banks - Attitude - Get better service at branch - Neutral Banking 76 CFMBNK069 Branchless Banks - Attitude - Get better service at branch - Agree Banking 77 CFMBNK699 Branchless Banks - Attitude - Get better service at branch - Strongly Agree Banking 78 CFMBNK700 Branchless Banks - Attitude - Limit use of branch to avoid fee - Strongly Disagree Banking 79 CFMBNK070 Branchless Banks - Attitude - Limit use of branch to avoid fee - Disagree Banking 80 CFMBNK071 Branchless Banks - Attitude - Limit use of branch to avoid fee - Neutral Banking 81 CFMBNK072 Branchless Banks - Attitude - Limit use of branch to avoid fee - Agree Banking 82 CFMBNK722 Branchless Banks - Attitude - Limit use of branch to avoid fee - Strongly Agree Banking 83 CFMBNK733 Branchless Banks - Attitude - Branch nearby is not important - Strongly Disagree Banking 84 CFMBNK073 Branchless Banks - Attitude - Branch nearby is not important - Disagree Banking ©2021 Environics Analytics Page 1 of 14 www.environicsanalytics.com MoneyMatters powered by Canadian Financial Monitor 2021 Variables list Order Variable Description Category CONSUMPTION 85 CFMBNK074 Branchless Banks - Attitude - Branch nearby is not important - Neutral Banking 86 CFMBNK075 Branchless Banks - Attitude - Branch nearby is not important - Agree Banking 87 CFMBNK755 Branchless Banks - Attitude - Branch nearby is not important - Strongly Agree Banking 88 CFMBNK766 Branchless Banks - Attitude - Avoid going to branch - Strongly Disagree Banking 89 CFMBNK076 Branchless Banks - Attitude - Avoid going to branch - Disagree Banking 90 CFMBNK077 Branchless Banks - Attitude - Avoid going to branch - Neutral Banking 91 CFMBNK078 Branchless Banks - Attitude - Avoid going to branch - Agree Banking 92 CFMBNK788 Branchless Banks - Attitude - Avoid going to branch - Strongly Agree Banking 93 CFMCQ001 Chequing Account - # of Accounts - 1 Chequing Account 94 CFMCQ002 Chequing Account - # of Accounts - 2 Chequing Account 95 CFMCQ003 Chequing Account - # of Accounts - 3 or more Chequing Account 96 CFMCQ004I Chequing Account - 1+ Account - Incidence Chequing Account 97 CFMCQ005C Chequing Account - 1+ Account - Consumption (#) Chequing Account Chequing Account 98 CFMCQ006I Chequing Account - $1+ Balance - Incidence Chequing Account 99 CFMCQ007C Chequing Account - $1+ Balance - Consumption ($) Chequing Account Dollars 100 CFMCQ008 Chequing Account - Balance - $1 - $499 Chequing Account 101 CFMCQ009 Chequing Account - Balance
Recommended publications
  • Financial Services Profit Survey Financial Results for the Three Months Ended Dec
    10 | INVESTMENT EXECUTIVE NEWS April 2018 FINANCIAL SERVICES PROFIT SURVEY FINANCIAL RESULTS FOR THE THREE MONTHS ENDED DEC. 31, 2017, UNLESS OTHERWISE NOTED Banks and deposit-taking institutions U.S. tax 2 3 4 5 ASSETS REVENUE NET INCOME EPS ($) EFFICIENCY RATIO (%) CASH FLOW ROE (%) ($BIL.) % CHG. ($MIL.) % CHG. ($MIL.) % CHG. ’16 ’17 ’16 ’17 ($MIL.) % CHG. ’16 ’17 Bank of Montreal (Jan. 31)1,6 728 5.1 5,801 5.1 976 -28.7 2.01 1.43 60.9 62.6 8,224 3.3 12.1 13.3 reform Bank of Nova Scotia (Jan. 31) 923 4.1 7,088 3.2 2,337 16.3 1.57 1.86 52.2 47.7 8,678 43.8 13.8 14.6 CIBC (Jan. 31)1 587 14.3 4,612 6.6 1,335 14.9 2.88 2.96 52.6 55.9 2,593 N/A 18.1 16.8 Canadian Western Bank (Jan. 31) 28 12.5 193 10.3 66 23.3 0.56 0.69 46.2 44.6 -190 N/A 9.1 9.7 Equitable Group 21 8.8 89 0.8 40 -3.0 2.56 2.36 33.9 37.3 -4 N/A 15.1 15.9 takes a Home Capital Group 18 -14.3 110 -24.7 31 -39.6 0.79 0.38 48.8 59.8 -999 N/A 16.6 2.5 HSBC Bank Canada 96 1.8 540 5.5 152 -19.1 0.36 0.28 62.9 60.6 2,317 N/A 14.8 14.1 Laurentian Bank of Canada (Jan.
    [Show full text]
  • Validity Dynamism of Personality Traits in the Selection
    VALIDITY DYNAMISM OF PERSONALITY TRAITS IN THE SELECTION CONTEXT A Dissertation Presented to the Faculty of the Graduate School of Cornell University in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy by Lian Shao August 2011 © 2011 Lian Shao VALIDITY DYNAMISM OF PERSONALITY TRAITS IN THE SELECTION CONTEXT Lian Shao Cornell University Based on the theoretical suggestion and empirical evidence of the idea of performance dynamism (i.e., that an individual‘s job performance changes with the passage of time), this paper argues that the criterion-related validity of selection devices (i.e., the correlation between any selection device‘s score and an individual‘s job performance rating) should not be treated as a constant but rather as a changing figure. Using personality tests on the Big Five traits (i.e., Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism) as example, this paper tries to explore how the magnitudes of personality traits as performance predictors might change over time based on the literature on the changes in job demands on motivation, stress- coping, socialization, and learning behavior—the aspects of a job most closely associated with personality traits—along with the studies on age-related changes in work motivation and coping strategies. Through meta-analytically examining the extent to which temporal variables operationalized in age or organizational tenure explain the significant variation in personality trait-job performance correlations across primary studies, this paper looks for evidence of criterion-related validity dynamism of the Big Five traits as one selection test assessed in the previous research. Although some hypotheses related to validity dynamism were not supported, this meta-analysis did indeed show that age explains some of the variability in findings for the Extraversion- and Agreeableness-job performance correlations.
    [Show full text]
  • Press Release
    PRESS RELEASE Ipsos Awards Top Honours for Financial Services Excellence in Canada Ipsos Announces Winners of 2019 Financial Service Excellence Awards (Formerly Best Banking Awards) Toronto, ON – Ipsos is pleased to announce the top honours in its 2019 Financial Service Excellence Awards, an annual program that recognizes Canadian financial institutions for excellence in customer experience. The 2019 edition illustrated the importance of delivering on brand promise with 50% of customers indicating a greater likelihood to recommend a financial institution if they provide a ‘better than promised’ experience. “The banking industry globally is dynamically changing. The growth in digitalization and open banking and the augmentation of traditional interactions with a multitude of touchpoints have created new challenges for the Banking industry”, says Steve Levy, COO, Ipsos Canada. “Excelling in the functional aspects of the customer experience, like improving speed of resolution, optimizing operations, etc. is no longer enough to create a meaningful customer-company relationship in this well-established industry. Financial institutions need to live up to customer expectations of their brand”. Similar to 2018, the overall Customer Service Excellence Award for 2019 among all financial institutions in the retail banking sector goes to Canada’s Credit Unions, an aggregate of individual Credit Unions across the country. This is the fifteenth consecutive year that Canada’s Credit Unions have received the award. Canada’s Credit Unions excellence in Live Agent Telephone and Branch Experience coupled with its strong ability to make customers feel their business is valued has led them to 3 solo awards and 7 awards in total. Direct or Virtual Banks expanded their reach with Tangerine and Simplii Financial both achieving two awards in 2019, including a joint award for Value for Money, and a solo award for Tangerine in the Recommend to Friends and Family category, where they continue to dominate in this category.
    [Show full text]
  • Bank Primer - 2018
    I NSTITUTIONAL E Q U I T Y R ESEARCH Robert Sedran, CFA Marco Giurleo, CFA Christopher Bailey Financials I N D U S T R Y P RIMER February 20, 2018 Bank Primer - 2018 Canadian Banking 101 All figures in Canadian dollars, unless otherwise stated. 18-152284 © 2018 CIBC World Markets Corp., the U.S. broker-dealer, and CIBC World Markets Inc., the Canadian broker-dealer (collectively, CIBC World Markets Corp./Inc.) do and seek to do business with companies covered in its research reports. As a result, investors should be aware that CIBC World Markets Corp./Inc. may have a conflict of interest that could affect the objectivity of this report. Investors should consider this report as only a single factor in making their investment decision. For required regulatory disclosures please refer to "Important Disclosures" beginning on page 144. Find CIBC research on Bloomberg, Thomson Reuters, CIBC World Markets Inc., P.O. Box 500, 161 Bay Street, Brookfield Place, Toronto, Canada M5J 2S8 (416) 594-7000 FactSet, Capital IQ and ResearchCentral.cibcwm.com CIBC World Markets Corp., 425 Lexington Avenue, New York, NY 10017 (212)-856-4000 Bank Primer - 2018 - February 20, 2018 Table of Contents Canadian Banks Snapshot .................................................................... 4 Summary Income Statements ............................................................... 5 Common-Sized Income Statements ........................................................ 6 Summary Balance Sheets ....................................................................
    [Show full text]
  • TD Bank Group Investor Presentation
    TD Bank Group Investor Presentation Q2 2019 Caution Regarding Forward-Looking Statements From time to time, the Bank (as defined in this document) makes written and/or oral forward-looking statements, including in this document, in other filings with Canadian regulators or the United States (U.S.) Securities and Exchange Commission (SEC), and in other communications. In addition, representatives of the Bank may make forward-looking statements orally to analysts, investors, the media, and others. All such statements are made pursuant to the "safe harbour" provisions of, and are intended to be forward-looking statements under, applicable Canadian and U.S. securities legislation, including the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements include, but are not limited to, statements made in this document, the Management's Discussion and Analysis ("2018 MD&A") in the Bank's 2018 Annual Report under the heading "Economic Summary and Outlook", for the Canadian Retail, U.S. Retail, and Wholesale Banking segments under headings "Business Outlook and Focus for 2019", and for the Corporate segment, "Focus for 2019", and in other statements regarding the Bank's objectives and priorities for 2019 and beyond and strategies to achieve them, the regulatory environment in which the Bank operates, and the Bank's anticipated financial performance. Forward-looking statements are typically identified by words such as "will", "would", "should", "believe", "expect", "anticipate", "intend", "estimate", "plan", "goal", "target", "may", and "could". By their very nature, these forward-looking statements require the Bank to make assumptions and are subject to inherent risks and uncertainties, general and specific.
    [Show full text]
  • TD Moves Ahead in North American Digital Banking
    TD moves ahead in North American digital banking Published Aug 27, 2015 by Robin Arnfield in Retail Banker International Everything we do starts with the customer, which means we view every interaction as an opportunity to build engagement and provide a comfortable and convenient experience," says Rizwan Khalfan, TD's senior vice president and chief digital officer. "In the digital space, we achieve this by delivering purposeful designs putting customers' needs first with a focus on features to help them make better financial decisions and achieve their goals." "Everything TD tries to do in digital banking takes advantage of its North American-wide economies of scale," says Mitchell Osak, president of Canadian banking advisory firm Quanta Consulting. "From a senior management perspective, TD has a North American mandate for digital investments. So, when you see a new TD initiative in the US, there is a good chance it will be introduced in Canada, and likewise with Canadian initiatives being implemented in the US. TD's core digital principles are to focus on customers, be true to its brand mission, and to be North American in view and mandate." As of April 30, 2015, TD had 9.3 million active online users across North America, and 4.6 million active mobile users comprising 2.8 million in Canada and 1.8 million in the US. Enhancements to digital banking capabilities resulted in record U.S. online account openings and double-digit growth in the number of active users of digital banking services in the U.S. in 2014, TD said in its 2014 annual report.
    [Show full text]
  • A Strategy Analysis of the “Big Five” Canadian Banks
    A Strategy Analysis Of The “Big Five” Canadian Banks Claudio Eggert APRJ-699 Word Count: 13,716 April 4, 2012 Dr. Conor Vibert ABSTRACT The Canadian banking industry is highly concentrated with the top five banks dominating the sector with a combined market share of over 85% of total assets. This study analyses the individual strategies of the five largest banks as well as their competitive positioning within the Canadian banking sector to get a better understanding of their strategic decisions made over the years and how effectively they have responded to changes in their business environment. The overarching predictions that guide this research are that the banks have comparable domestic but very different international strategies, and that the banks have well-defined strategic plans, which they implement successfully with the long-term goal of profit maximization. The literature reviewed to conduct this study consists of corporate strategy, strategy analysis and competitive analysis literature, which provides insight into a variety of frameworks and tools that are used to analyze the individual strategies of each bank as well as their operating environment. The basic strategic management framework utilized for this study consists of three steps: 1) perform industry analysis, 2) conduct business strategy analysis for each bank, and 3) evaluate strategies and present conclusion. Some of the more recognized frameworks applied in this study are Porter’s Five Forces of Competition and the SWOT analysis diagram. Additional sources consulted for this paper are the annual reports published by the banks over the past ten years as well as reports from the Department of Finance of Canada and the World Economic Forum, among several others.
    [Show full text]
  • Credit Risk, Biodiversity, and Climate Change: Canada's Banks and The
    Sustainability Perspectives Credit Risk, Biodiversity, and Climate Change Canada’s Banks and the Fight Against Global Warming Canada’s Big Five banks have acknowledged the significance of global climate change. While it’s hard to exaggerate the need to move quickly towards reducing greenhouse gas emissions, actions undertaken to date indicate that the fifty-year transition to a carbon-free economy has begun. Who’s leading the race, who’s lagging … and what must be done next? March 2008 Brief At a Glance Climate change is the most significant environmental challenge of our time. Under pressure from shareholders and environmental organizations, Canada’s banks have begun to rise to this challenge. They acknowledge that anthropogenic climate change is occurring. They acknowledge that a failure to respond has the potential to devastate the economy. And they acknowledge that, as pillars of the Canadian economy, they have financial and moral reasons to take action. That action is occurring. Banks are putting in place the policy and governance infrastructure necessary to both assess the credit risks associated with climate change as well as preserve crucially important carbon sinks in Canada. TD Bank and the Royal Bank of Canada lead the parade, with CIBC and Scotiabank playing catch up. BMO lags the sector. Policy development has defined activity so far—but much more needs to be done. Benchmarks for evaluating performance must be set, targets established, and action plans implemented. In the months and years to come, bank shareholders and environmental organizations will be looking for visible signs of progress on meeting the climate challenge.
    [Show full text]
  • Sustainable Mortgage-Backed Securities and Retrofit Financing
    Industry White Paper July 2021 Sustainable Mortgage-backed Securities and Retrofit Financing Current state and future directions Prepared by Hafiz Akinlusi Commissioned for George P.R. Benson, Manager, Economic Transformation Summary » Sustainable mortgage-backed securities (SMBS) are a class of asset-backed securities used by some financial institutions (public and private) to create additional liquidity in retrofit finance markets. The process bundles multiple retrofit projects, securitizes them and trades them as bonds – essentially making non-liquid assets liquid. The US’s Federal National Mortgage Association (commonly known as Fannie Mae) is the world’s largest issuer of sustainable bonds, successfully deploying this kind of financing through itsgreen rewards program. » The Canadian Mortgage and Housing Corporation (CMHC) recently announced the development of a sustainable finance framework that could provide new funding for retrofits. However, there is significant research to suggest that overall availability of capital is not the problem in scaling retrofit financing markets. CMHC and others, such as the Canadian Infrastructure Bank (CIB), need to help address information gaps, decision- making challenges, and technical capacity gaps if these kinds of financial mechanisms will be utilized effectively. » As it stands, the mortgage industry in Canada isn’t currently suited for SMBS to be a relevant source of retrofit financing, especially as a means of encouraging private investor participation. However, depending on the success of the Canadian Infrastructure Banks’s (CIB) $2.5 billion funding to in “crowd-in” private investors, that could soon change. » Further work needs to be done to engage CMHC and ensure retrofit financing options are included as part of their sustainability framework.
    [Show full text]
  • Strategic Analysis of a Retail Banking Firm
    STRATEGIC ANALYSIS OF A RETAIL BANKING FIRM Tracy Tong Bachelor of Commerce, University of British Columbia, 1997 PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION In the Faculty of Business Administration O Tracy Tong 2005 SIMON FRASER UNIVERSITY Summer 2005 All rights reserved. This work may not be reproduced in whole or in part, by photocopy or other means, without permission of the author. APPROVAL Name: Tracy Tong Degree: Master of Business Administration Title of Project: Strategic Analysis of a Retail Banking Firm Supervisory Committee: Senior Supervisor Ed Bukszar, Associate Professor Second Reader Neil Abramson, Associate Professor Date Approved: SIMON FRASER UNIVERSITY Partial Copyright Licence The author, whose copyright is declared on the title page of this work, has granted to Simon Fraser University the right to lend this thesis, project or extended essay to users of the Simon Fraser University Library, and to make partial or single copies only for such users or in response to a request from the library of any other university, or other educational institution, on its own behalf or for one of its users. The author has further granted permission to Simon Fraser University to keep or make a digital copy for use in its circulating collection. The author has further agreed that permission for multiple copying of this work for scholarly purposes may be granted by either the author or the Dean of Graduate Studies. It is understood that copying or publication of this work for financial gain shall not be allowed without the author's written permission.
    [Show full text]
  • To the Owners of Bank of Montreal Bank of Montreal Group of Companies
    Bank of Montreal Group of Companies 182nd Annual Report 1999 To the Owners of Bank of Montreal Bank of Montreal Group of Companies Bank of Montreal is a diversified financial services company offering a broad range of products and services. These are the companies that serve our clients. Personal and Commercial Client Group Private Client Group Investment Banking Group 2 Chairman’s Message 6 Personal and Commercial Client Group 11 Investment Banking Group 14 Private Client Group 17 Enterprise-Wide Mandates 18 Our Workforce 19 Our Community 20 Management Analysis of Operations 73 Consolidated Financial Statements 100 Corporate Governance 104 Glossary 105 Shareholder Information This is a Report to the millions of people in Canada and around the world whose savings and pensions are invested in shares of Canada’s first bank. You look to your ownership of Bank of Montreal for the financial security you need to help raise your children, build your homes andretireincomfort.AttheBankourgoalistogiveyouatotal return, from dividends and the growth in value of your shares, that will be in the top 25% of investments in comparable North American financial services companies. In an ever more competitive world, achieving that goal means building relationships with our customers that will set new standards of service for them, while maximizing value for our shareholders. In the following pages, you can read about our initiatives and results in 1999, and of how we plan to build on them in the year ahead. Financial Performance: ten consecutive years of..
    [Show full text]
  • The Impact of Personality Traits: a Fresh Look at Gender Differences in Financial Literacy
    The impact of personality traits: a fresh look at gender differences in financial literacy Prepared by Dr. Jennifer Robson and Dr. Johanna Peetz for Chartered Professional Accountants of Canada 2018 18-0381 ii The impact of personality traits: a fresh look at gender differences in financial literacy ABOUT CPA CANADA Chartered Professional Accountants of Canada (CPA Canada) is one of the largest national accounting organizations in the world, representing more than 210,000 members. Domestically, CPA Canada works cooperatively with the provincial and territorial CPA bodies who are charged with regulating the profession. Globally, it works together with the International Federation of Accountants and the Global Accounting Alliance to build a stronger accounting profession worldwide. CPA Canada, created through the unification of three legacy accounting designations, is a respected voice in the business, government, education and non-profit sectors and champions sustainable economic growth and social development. The unified organization is celebrating five years of serving the profession, advocating for the public interest and supporting the setting of accounting, auditing and assurance standards. CPA Canada develops leading-edge thought leadership, research, guidance and educational programs to ensure its members are equipped to drive success and shape the future. cpacanada.ca Electronic access to this report can be obtained at cpacanada.ca © 2018 Chartered Professional Accountants of Canada All rights reserved. This publication is protected by copyright and written permission is required to reproduce, store in a retrieval system or transmit in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise). The impact of personality traits: a fresh look at gender differences in financial literacy iii About the Authors Johanna Peetz Johanna Peetz completed her undergraduate degree at the Free University in Berlin, Germany, and an MA and PhD in Psychology at Wilfrid Laurier University, Waterloo, Canada.
    [Show full text]