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12 BMO Financial Group 196th Annual Report 2013 BMO Financial Group 196th Annual Report 2013 13
The ideal A thriving A comfortable
home. business. future.
Everyone has
great expectations.
And to bring tomorrow’s goals within
reach, people expect a lot today.
Beginning with the confidence they
need to make important choices.
This is what all of our
stakeholders ultimately expect.
And it’s what we’re in
business to deliver.
Dylan Reibling, interactive media innovator and artist-in-
residence at Christie Digital, received welcome support for
his vision from BMO bankers at the Communitech Hub for
high-tech entrepreneurs in Waterloo, ON.
Business mix1
Our diversified strategy once again
drove BMO’s 2013 performance.
Personal and
Commercial
57%
BMO Capital Markets
21%
Canadian
P&C
$6,341
U.S. P&C
$2,937
Wealth
$3,454
BMO CM
$3,428
Wealth Management
22%
(Graph figures in millions)
1
Percentages determined excluding results in Corporate Services.
1 Leader in wealth
BMO’s Canadian and U.S. private banks were both ranked
best in the markets they serve by World Finance magazine
in 2013. Over the past year, our wealth management
businesses were recognized with 20 industry awards,
evenly split between Canada and the United States.
12 BMO Financial Group 196th Annual Report 2013
Commercial strength
North American commercial loan balances grew by 11%
year over year as we continued to meet the needs of
businesses across our footprint. Commercial deposits were up
12% in Canada, where we have the second largest market
share in business loans of $5 million and less. In the United
States, core commercial and industrial lending has grown
for eight consecutive quarters.
Private and personal
Meeting customers’ expectations can mean erasing
boundaries. BMO’s personal and private banking teams have
been successfully partnering where their businesses overlap.
By being more responsive and effi cient in serving both
segments, we’re creating more value for shareholders.
BMO Financial Group 196th Annual Report 2013 13