ROYAL BANK OF CANADA ANNUAL REPORT _RBC DesignTYPESET_v12b_FA13a_covers only.indd 2

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1 ROYAL BANK OF CANADA ANNUAL REPORT _RBC DesignTYPESET_v12b_FA13a_covers only.indd :58 PM

2 Who we are Royal Bank of Canada is Canada s largest bank, and one of the largest banks in the world, based on market capitalization. We are one of North America s leading diversified financial services companies, and provide personal and commercial banking, wealth management, insurance, investor services and capital markets products and services on a global basis. 80,000 employees worldwide 16 million+ clients 38 countries Personal & Commercial Banking provides personal and business financial services in Canada, the Caribbean and the U.S. Wealth Management in Canada, the U.S. and internationally offers solutions to affluent, high net worth, and ultra-high net worth clients. Global Asset Management provides investment management to retail clients and directly to institutional clients. Investor & Treasury Services provides asset and treasury services, custody, payments and transaction banking for financial institutions and other institutional investors worldwide. Capital Markets is an investment bank that provides focused expertise in banking, finance and capital markets to corporations, institutional investors, asset managers, and governments. Insurance offers a full range of insurance products via proprietary channels and third-party distributors, and participates in reinsurance internationally. Contents Our strategy for success 1 Our solid performance 2 Innovating to help clients thrive 3 Delivering to help communities prosper 4 Message from Dave McKay 5 Message from Kathleen Taylor 7 Management s Discussion and Analysis 8 Enhanced Disclosure Task Force Recommendations Index 115 Reports and Consolidated Financial Statements 116 Ten-Year Statistical Review 206 Glossary 207 Directors and Executive Officers 210 Principal Subsidiaries 211 Shareholder Information 212 To view our online annual report, please visit: rbc.com/ar2016

3 Our strategy for success Our strategy is deeply rooted in our commitment to clients and communities. Our vision and goals reflect our long-term focus, and our values guide our day-to-day actions. In a rapidly changing environment, we have capabilities, strengths and a diversified business model that position us well to achieve continued growth. PURPOSE DRIVEN Helping clients thrive and communities prosper PERFORMANCE FOCUSED Vision To be among the world s most trusted and successful financial institutions Goals How We Will Win In Canada: to be the undisputed leader in financial services In the U.S.: to be the preferred partner to corporate, institutional and high net worth clients and their businesses In select global financial centres: to be a leading financial services partner valued for our expertise Sustainable Growth Exceptional Client Experience Best Talent Simplify. Agile. Innovate. Community & Social Impact PRINCIPLES LED Values Client First: We will always earn the right to be our clients first choice Collaboration: We win as One RBC Accountability: We take ownership for personal and collective high performance Diversity & Inclusion: We embrace diversity for innovation and growth Integrity: We hold ourselves to the highest standards to build trust Royal Bank of Canada: Annual Report

4 Our solid performance In 2016, we delivered solid returns to shareholders. We grew earnings by 4%, increased our dividend by 5%, achieved return on equity of 16.3% and strengthened our Common Equity Tier 1 capital ratio to 10.8%. We are diversified by business and geography. Solid Earnings Net Income (C$ billion) $9.0 $10.0 $10.5 Diluted Earnings per Share 1 $6.00 $6.73 $6.78 Profitable Growth 1 Return on Equity (ROE) 19.0% 18.6% 16.3% (C$) Financial Strength Common Equity Tier 1 Capital Ratio 9.9% 10.6% 10.8% Solid Returns to Shareholders Dividends Declared per Share $2.84 $3.08 $3.24 Annualized dividend increase of: 5% one-year 8% ten-year Earnings by business segment 3 Revenue by geography 3 50% Personal & Commercial Banking 22% Capital Markets 14% Wealth Management 8% Insurance 6% Investor & Treasury Services 62% Canada 22% United States 16% International Financial Performance Metrics 4 MEDIUM-TERM OBJECTIVES 2016 RESULTS Diluted EPS Growth 1 7%+ 0.7% Return on Equity 1 18%+ 16.3% Capital Ratio (CET 1) Strong 10.8% Dividend Payout Ratio 40% 50% 48% Total Shareholder Return 5 RBC GLOBAL PEER AVERAGE Three-year 10% 8% Five-year 16% 13% Ten-year 10% 6% 1 Impacted in 2016 by our acquisition of City National Corporation (City National) due to the issuance of RBC common shares. 2 Compound Annual Growth Rate. 3 Excludes Corporate Support. 4 Our focus is to maximize total shareholder returns (TSR) through the achievement of top half performance compared to our global peer group over the medium term (3-5 years), which we believe reflects a longer-term view of strong and consistent financial performance. 5 Reflects annualized TSR and is calculated based on the TSX common share price appreciation plus reinvested dividend income. Source: Bloomberg, as at, RBC is compared to our global peer group. The peer group average excludes RBC; for the list of peers, please refer to our financial performance objectives section of our 2016 Management s Discussion and Analysis. 2 Royal Bank of Canada: Annual Report 2016

5 Innovatingtohelpclientsthrive Innovation is core to our thinking at RBC. We re building a digitally-enabled relationship bank, and changing howwework. We re also collaborating with a diverse set of partners to explore new technology, and investing in the digital ecosystem to help drive the future prosperity and economic success of Canada. RECENT INNOVATION HIGHLIGHTS 2010 We re building a digitally-enabled relationship bank» Providing an exceptional and secure experience that s available when, how, and where it s most convenient for clients» Using digital channels to better understand our clients so that we can deliver solutions tailored to their preferences» We re not just digitizing our existing products, but rethinking how we deliver services and advice We re changing the way we work and becoming more agile» Seeking better, smarter ways of working across teams and fostering intrapreneurship within RBC» Using dynamic, agile teams to create and adjust offerings and bring them to market more quickly» Working together with our clients to build new products and platforms in an agile lab environment 1 We re bringing the outside in to RBC» Welcoming students through work-integrated learning programs to help solve some of our toughest problems» Building innovation labs, partnering with startups and conducting proof of concepts and pilots» Investing in FinTech focused venture funds and startups to access emerging trends We re a leading partner in the Canadian digital ecosystem» Investing in innovation which will help drive Canada s future prosperity and economic success» Working with leading universities to partner with the best, brightest and boldest minds» Supporting the advancement of machine learning and artificial intelligence in Canada Launched mobile wallet First investment bank to introduce proprietary smart order router technology 2013 Launched mobile payments service First North American financial institution to bring person-to-person electronic money transfers to Facebook Messenger 2015 First North American financial institution to introduce a fully cloud-based payment solution Launched SecureVoice conversational biometrics 2016 Introduced our new mobile banking app Joined the first interbank group for global payments based on blockchain technology Used blockchain technology to improve functionality for our loyalty program 2 Executed 60% of all financial transactions through digital and mobile channels 3 1 Advanced Client Experience Program 2 RBC Rewards 3 Personal & Commercial Banking, excluding cash withdrawals Royal Bank of Canada: Annual Report

6 Delivering to help communities prosper Our social and environmental initiatives and investments will deliver a positive and lasting impact to shape the future. Our expertise, efforts and energetic employees are the foundation of our leadership in corporate citizenship. WHAT WE RE FOCUSED ON Creating value for society through our commitment to young people Supporting the development of a clean economy Using our capabilities as an engine for public good Creating value for employees and fostering diversity & inclusion Committed to unlocking the potential of young people to be better prepared for the future of work and pursue their path to success HOW WE EMBED CITIZENSHIP Innovating new products and services that create positive social and environmental impact Making it easier for employees to get involved in their communities Sharing our learnings to advance the social and environmental sectors Deepening our expertise in the way we measure, track and report our impacts Launched a one-stop digital platform that enables employees to identify volunteer opportunities, apply for volunteer grants and donate to the charity of their choice PERFORMANCE HIGHLIGHTS $90 million+ $2.3 billion 200,000+ hours Cash donations and community investments through more than 11,500 donations to support communities around the world 1 Green bonds underwritten in 2016, bringing our total to $7.4 billion since 2014 Volunteered by employees who took part in our volunteer grant programs in LEADERSHIP IN CITIZENSHIP 1 Includes employee volunteer grants and gifts-in-kind, as well as non-profit contributions to non-registered charities. Figure does not include sponsorships. 2 Includes non-work time volunteer hours reported by employees globally and pensioners in Canada. For more information, please visit: rbc.com/community-sustainability/index.html 4 Royal Bank of Canada: Annual Report 2016

7 Message from Dave McKay Dave McKay President and Chief Executive Officer We believe that we are uniquely positioned among our competitors to achieve even greater client relevance in the digital world of the future. We live in an uncertain and changing world offered continuing challenges for the financial services industry, from a subdued macroeconomic outlook to political and technological disruption, to name just a few. Amid this uncertainty, RBC moves with a clear purpose, helping clients thrive and communities prosper. This is our north star that guides everything that we do. Our performance-focused and principles-led strategy enables us to navigate with conviction, to spot and create opportunities for our clients and ultimately to create sustainable value for shareholders. Our 2016 results demonstrate that this strategy continues to deliver success. Our record earnings of $10.5 billion were up 4% from last year, driven by strong results in Wealth Management, higher earnings in Insurance, solid results in Personal & Commercial Banking, and record earnings in Investor & Treasury Services. We earned $6.78 per share on a diluted basis, delivered a return on equity of 16.3% and strengthened our Common Equity Tier 1 capital ratio to 10.8%. During 2016, we returned $5.2 billion to shareholders as we raised our dividend twice for a combined increase of 5% and repurchased 4.6 million common shares. We delivered compound annual Total Shareholder Returns of 10% and 16%, over the three- and five-year periods. These results, delivered against the backdrop of a challenging economic environment, show how RBC continues to bring our strengths and capabilities to bear: strong client relationships; scale; an internationally-respected brand; prudent capital and risk management; a clientfocusedcultureandhighly-engaged employees. We also continue to be well positioned given the strength of our diversification, by business and by geography, and our ability to effectively manage costs. In addition, we believe that we are uniquely positioned among our competitors to achieve even greater client relevance in the digital world of the future. As our clients increasingly move online, we are quickly transforming our business to build a truly digitally-enabled relationship bank. This focus on digitization will ultimately help us realize our vision to be among the world s most trusted and successful financial institutions. Our strategic goals remain unchanged: to be the undisputed financial services leader in Canada; the preferred partner to corporate, institutional and high net worth clients and their businesses in the U.S.; and a leading financial services partner valued for our expertise in select global financial centres internationally. In all of these markets we are targeting high growth and high value client segments to achieve sustainable growth. Achieving sustainable growth We believe our focus on innovation and technology will help enable us to extend our lead in Canada. In 2016, we maintained our number one or two market position in all key retail categories and we remain the leader in business banking. Our scale in Canada affordsustheopportunitytoleverage unrivalled digital and data insights. It provides our clients with an improved experience, leading to increased loyalty and improved profitability, despite the challenging macroeconomic environment. Looking forward, as Canada s top wealth and asset manager, we also see an opportunity to further grow our business serving high net worth clients, including assisting our many business owner clients with their succession and ownership transition plans. We will also continue to focus on building our business with newcomers to Canada, an increasingly important and growing market. And we expect to prudently grow our Capital Markets business segment, currently the number one investment bank in Canada and the 10th largest global investment bank by fees. Wherever we operate, our brand strength, breadth and scale enable us to bring the best we have to offer for the benefit of our clients. In the U.S., our acquisition of Los Angeles- We continue to be well positioned given the strength of our diversification, by business and by geography. Royal Bank of Canada: Annual Report

8 based City National provides us with significant opportunities to deepen our relationship with high net worth and midmarket commercial clients. In its first year as part of RBC, City National has generated $290 million of additional earnings, complementing our existing U.S. Wealth Management and Capital Markets franchises, and underlining the value of City National to our U.S. strategy. This helped us generate 24% of revenue in the U.S. in Across our businesses in Canada, the U.S. and internationally, we continue to invest in areas where we see the greatest potential for sustainable growth, focusing on specific markets and client segments where we can be a leader. In select global centres in the U.K., Europe and Asia, we continue to prudently grow our wealth management, asset management, capital markets, and investor and treasury services businesses. Meanwhile in the Caribbean, we ve continued to strengthen our retail business, following our decision to exit non-core regions last year. In Canada, we made the decision this year to sell RBC General Insurance Company, our home and auto insurance business to Aviva Canada, for $582 million. Under the distribution agreement entered into as part of the sale, we maintained our deep relationships with our clients, while continuing to offer a full suite of property and casualty insurance products. Providing exceptional client experience We are continually working to provide an exceptional client experience to our personal, institutional, and commercial clients, whether they choose to interact with us in person, on the phone, or digitally. This year, we were immensely honoured to have been awarded the rank of Highest in Customer Satisfaction Among the Big Five Retail Banks, by J.D. Power s 2016 Canadian Retail Banking Satisfaction Study. This recognition speaks to our commitment to clients and our Wherever we operate, our brand strength, breadth and scale enable us to bring the best we have to offer for the benefit of our clients. ongoing efforts to put them first and is further evidenced by the fact that our net promoter score, an indicator of client loyalty and satisfaction, has doubled over the last 15 years. Our focus on innovation Thanks to our focus on efficiency, we are able to reinvest in innovation and technology in ways that others can t. This innovation will itself drive further efficiency, enabling us to simplify how we work and digitize our operations. Today within Personal & Commercial Banking, 60% of all financial transactions, excluding cash withdrawals, come through digital and mobile channels. The insights that we are deriving from these channels are helping us to provide an exceptional and secure experience that is available to our clients when, how and where it is most convenient for them. In developing the technologies of the future, we know that we don t hold all of the answers. We are partnering with and investing in start-ups and universities to tackle some of the most interesting opportunities in financial technology, bringing the outside in to RBC. While many of these ideas are being incubated through our innovation labs in Canada, the U.S. and Europe, we are also increasingly seeing innovative ideas emerging from new and exciting avenues, including from students working with RBC. As an example, this year, our new Amplify internship program within our technology and operations division, challenged students to take on projects in agile teams. All of the projects have been funded for further development and two have been submitted for patent approval. This is just one way that we believe our investment in innovation will not only support future business opportunities, but will also help drive the future prosperity and economic success of Canada and benefit each of the communities in which we operate. Our colleagues continue to drive results Our success this year would not have been possible without the dedication and professionalism of our colleagues, whose high engagement and client focus continues to drive our results. We will ensure that we evolve for uncertain times and a digital age. We are creating a culture that nurtures innovation and collaboration, and is increasingly fast-paced, adaptive and execution-focused, in order to meet clients needs. We are building a better workplace for our colleagues that harnesses diversity and inclusion and where everyone has the opportunity to realize their full potential. Helping our communities prosper That potential is more likely achieved thanks to our colleagues pride in working for an organization that is confident in its role in building a future for clients, their families, their businesses and their communities. As a purpose-driven company and as Canada s largest corporation by market capitalization we understand the important role that we play in addressing societal challenges that could impact our business over time. That is why this year we announced a new commitment aimed at unlocking the potential of young people to thrive and drive Canada s future prosperity ahead of Canada s 150th anniversary year #make150count. We are passionate about making a positive social impact in all of the communities in which we live and work. Our thanks to you In a changing world, I d like to thank all our clients for putting their trust in RBC. I also want to thank our colleagues whose commitment enables our ongoing success. And finally, to you, our shareholders, I would like to reiterate our focus on delivering highquality and sustainable earnings growth and moving with clear purpose in 2017 and beyond. David McKay President and Chief Executive Officer 6 Royal Bank of Canada: Annual Report 2016

9 Message from Kathleen Taylor Dear fellow shareholders, The key responsibility of your Board of Directors is to keep RBC focused on delivering strong and positive outcomes for shareholders, customers, employees and the communities we serve. This means engaging actively with the Bank s outstanding management team to ensure we have the right strategy, talent and risk management to identify suitable opportunities for growth and continue to create long-term value. The right strategy The Board of Directors and management share a vision for RBC: to be among the world s most trusted and successful financial institutions. To help realize this vision, the Board oversees the organization s strategic direction, maintaining its focus on markets and segments where RBC can apply its strengths to win business and deepen relationships with clients and our communities. Your Board is well suited to the transformational nature of our industry, remaining agile and responsive to the evolving marketplace. At every board meeting we examine and discuss aspects of enterprise and business segment strategy to identify opportunities for organic growth. We also spend time analyzing prospects for the Bank s long-term growth plans. Earlier this year RBC completed the acquisition of City National, which is already proving to be the right platform to complement our existing U.S. presence, advancing RBC toward our longterm strategic goal of becoming the preferred partner to corporate, institutional, and high net worth clients and their businesses in the U.S. The right talent The continued superior performance of RBC, including the ongoing, successful integration of City National demonstrates that having the right strategy is critical to our success. But equally essential is the leadership of a talented executive team and dedicated employees to execute our strategy with excellence. A key responsibility of the Board is talent management and succession planning for the top executive team, in order to ensure we have a strong pipeline of leaders to drive both short and long-term performance. This includes an in-depth evaluation of the strengths and opportunities for high-performance executives who are key candidates in both the near and medium term. Building diverse teams at every level is a priority that we embed into our talent management strategies, recognizing that a diversity of viewpoints, backgrounds and experience is an important driver of innovation and profitable growth. Prudent risk management In overseeing the ongoing operations and strategic direction of RBC, the Board carefully assesses whether management s plans appropriately balance business opportunities with sound risk discipline. We seek to instill and support a strong risk culture, monitoring the alignment of risk conduct with our enterprise-wide framework. The Board ensures that the Bank s risk management function is independent from the businesses. We approve Risk Appetite, oversee strategic risk management and regularly meet with regulators to discuss the Bank s control environment. Fostering a culture of integrity and good governance Your Board also champions the strong corporate values that are entrenched in the culture of RBC. We recognize that integrity and accountability are the foundation for the Bank s strong reputation and brand. We establish standards of integrity designed to promote ethical behaviour throughout the organization, and foster a business approach in which we work to make a positive impact on society, the environment and the economy. Beyond the setting of prudent structures and strong policies, corporate governance at RBC is a matter of board culture where active engagement and open and productive debate are not only encouraged but expected. We regard certain characteristics and behaviours as essential for board members. Directors must be dedicated to the needs of RBC, engage fully, appropriately challenge the status quo, assess opportunities from a strategic context, exhibit sound business judgment and uphold RBC values. Our governance approach continues to receive recognition, with RBC winning Best Overall Corporate Governance International at the 2016 Corporate Governance Awards in New York. Kathleen Taylor Chair of the Board Creating long-term value for our shareholders and other stakeholders We place strong emphasis upon board renewal, assessing the strengths of candidates for the Board against the evolving needs of the Bank. We were pleased this year to welcome Andrew Chisholm, the recently retired Advisory Director and Senior Strategy Officer at Goldman Sachs & Co., who brings to the Board extensive experience in strategic advice, mergers and acquisitions, and capital markets, as well as risk and capital management. I would like to thank the members of your Board for delivering valuable advice and oversight throughout the year. In turn, the Board extends its thanks to Dave McKay and his leadership team for their dedication to helping clients thrive, communities prosper and employees succeed. And finally, thank you to all RBC employees, whose daily commitment to our clients and communities continues to drive our success. Kathleen Taylor Chair of the Board Royal Bank of Canada: Annual Report

10 Management s Discussion and Analysis Management s Discussion and Analysis (MD&A) is provided to enable a reader to assess our results of operations and financial condition for the fiscal year ended, 2016, compared to the preceding two fiscal years. This MD&A should be read in conjunction with our 2016 Annual Consolidated Financial Statements and related notes and is dated November 29, All amounts are in Canadian dollars, unless otherwise specified, and are based on financial statements prepared in accordance with International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board (IASB), unless otherwise noted. Additional information about us, including our 2016 Annual Information Form, is available free of charge on our website at rbc.com/investorrelations, on the Canadian Securities Administrators website at sedar.com and on the EDGAR section of the United States (U.S.) Securities and Exchange Commission s (SEC) website at sec.gov. Information contained in or otherwise accessible through the websites mentioned does not form part of this report. All references in this report to websites are inactive textual references and are for your information only. Table of contents Caution regarding forward-looking statements 8 Overview and outlook 9 Selected financial and other highlights 9 About Royal Bank of Canada 10 Vision and strategic goals 10 Economic, market and regulatory review and outlook 11 Defining and measuring success through Total Shareholder Returns 12 Key corporate events of Financial performance 13 Overview 13 Impact of foreign currency translation 13 Total revenue 14 Provision for credit losses 15 Insurance policyholder benefits, claims and acquisition expense 15 Non-interest expense 16 Income and other taxes 17 Client assets 17 Business segment results 19 Results by business segment 19 How we measure and report our business segments 19 Key performance and non-gaap measures 20 Personal & Commercial Banking 22 Wealth Management 27 Insurance 32 Investor & Treasury Services 35 Capital Markets 36 Corporate Support 40 Results by geographic segment 41 Quarterly financial information 41 Fourth quarter 2016 performance 41 Quarterly results and trend analysis 42 Financial condition 43 Condensed balance sheets 43 Off-balance sheet arrangements 44 Risk management 46 Overview 46 Top and emerging risks 47 Enterprise risk management 49 Credit risk 54 Market risk 66 Liquidity and funding risk 72 Insurance risk 82 Operational risk 83 Regulatory compliance risk 84 Strategic risk 85 Reputation risk 85 Legal and regulatory environment risk 85 Competitive risk 87 Systemic risk 87 Overview of other risks 87 Capital management 89 Additional financial information 99 Accounting and control matters 99 Critical accounting policies and estimates 99 Regulatory developments 106 Controls and procedures 107 Related party transactions 107 Supplementary information 108 Enhanced Disclosure Task Force recommendation index 115 See our Glossary for definitions of terms used throughout this document. Caution regarding forward-looking statements From time to time, we make written or oral forward-looking statements within the meaning of certain securities laws, including the safe harbour provisions of the United States Private Securities Litigation Reform Act of 1995 and any applicable Canadian securities legislation. We may make forward-looking statements in this 2016 Annual Report, in other filings with Canadian regulators or the SEC, in other reports to shareholders and in other communications. Forward-looking statements in this document include, but are not limited to, statements relating to our financial performance objectives, vision and strategic goals, the economic and market review and outlook for Canadian, U.S., European and global economies, the regulatory environment in which we operate, the outlook and priorities for each of our business segments, and the risk environment including our liquidity and funding risk. The forward-looking information contained in this document is presented for the purpose of assisting the holders of our securities and financial analysts in understanding our financial position and results of operations as at and for the periods ended on the dates presented, as well as our financial performance objectives, vision and strategic goals, and may not be appropriate for other purposes. Forward-looking statements are typically identified by words such as believe, expect, foresee, forecast, anticipate, intend, estimate, goal, plan and project and similar expressions of future or conditional verbs such as will, may, should, could or would. By their very nature, forward-looking statements require us to make assumptions and are subject to inherent risks and uncertainties, which give rise to the possibility that our predictions, forecasts, projections, expectations or conclusions will not prove to be accurate, that our assumptions may not be correct and that our financial performance objectives, vision and strategic goals will not be achieved. We caution readers not to place undue reliance on these statements as a number of risk factors could cause our actual results to differ materially from the expectations expressed in such forward-looking statements. These factors many of which are beyond our control and the effects of which can be difficult to predict include: credit, market, liquidity and funding, insurance, operational, regulatory compliance, strategic, reputation, legal and regulatory environment, competitive and systemic risks and other risks discussed in the Risk management and Overview of other risks sections of our 2016 Annual Report; global uncertainty, the Brexit vote to have the United Kingdom leave the European Union, weak oil and gas prices, cyber risk, anti-money laundering, exposure to more volatile sectors, technological innovation and new Fintech entrants, increasing complexity of regulation, data management, litigation and administrative penalties; the business and economic conditions in the geographic regions in which we operate; the effects of changes in government fiscal, monetary and other policies; tax risk and transparency; and environmental risk. We caution that the foregoing list of risk factors is not exhaustive and other factors could also adversely affect our results. When relying on our forward-looking statements to make decisions with respect to us, investors and others should carefully consider the foregoing factors and other uncertainties and potential events. Material economic assumptions underlying the forward-looking statements contained in this 2016 Annual Report are set out in the Overview and outlook section and for each business segment under the heading Outlook and priorities. Except as required by law, we do not undertake to update any forward-looking statement, whether written or oral, that may be made from time to time by us or on our behalf. Additional information about these and other factors can be found in the Risk management and Overview of other risks sections of our 2016 Annual Report. 8 Royal Bank of Canada: Annual Report 2016 Management s Discussion and Analysis

11 Overview and outlook Selected financial and other highlights Table 1 (Millions of Canadian dollars, except per share, number of and percentage amounts) vs Increase (decrease) Total revenue $ 38,405 $ 35,321 $ 34,108 $ 3, % Provision for credit losses (PCL) 1,546 1,097 1, % Insurance policyholder benefits, claims and acquisition expense (PBCAE) 3,424 2,963 3, % Non-interest expense 20,136 18,638 17,661 1, % Income before income taxes 13,299 12,623 11, % Net income $ 10,458 $ 10,026 $ 9,004 $ % Segments net income Personal & Commercial Banking $ 5,184 $ 5,006 $ 4,475 $ % Wealth Management 1,473 1,041 1, % Insurance % Investor & Treasury Services % Capital Markets 2,270 2,319 2,055 (49) (2.1)% Corporate Support (380) (95.5)% Net income $ 10,458 $ 10,026 $ 9,004 $ % Selected information Earnings per share (EPS) basic $ 6.80 $ 6.75 $ 6.03 $ % diluted % Return on common equity (ROE) (1), (2) 16.3% 18.6% 19.0% n.m. (230) bps Average common equity (1) $ 62,200 $ 52,300 $ 45,700 $ 9, % Net interest margin (on average earning assets) (3) 1.70% 1.71% 1.86% n.m. (1) bps Total PCL as a % of average net loans and acceptances 0.29% 0.24% 0.27% n.m. 5 bps PCL on impaired loans as a % of average net loans and acceptances 0.28% 0.24% 0.27% n.m. 4 bps Gross impaired loans (GIL) as a % of loans and acceptances (4) 0.73% 0.47% 0.44% n.m. 26 bps Liquidity coverage ratio (LCR) (5) 127% 127% n.a. n.m. bps Capital ratios, Leverage ratio and multiples Common Equity Tier 1 (CET1) ratio (6) 10.8% 10.6% 9.9% n.m. 20 bps Tier 1 capital ratio (6) 12.3% 12.2% 11.4% n.m. 10 bps Total capital ratio (6) 14.4% 14.0% 13.4% n.m. 40 bps Assets-to-capital multiple (6) n.a. n.a. 17.0X n.a. n.a. Leverage ratio (6) 4.4% 4.3% n.a. n.m. 10 bps Selected balance sheet and other information (7) Total assets $ 1,180,258 $ 1,074,208 $ 940,550 $ 106, % Securities 236, , ,148 20, % Loans (net of allowance for loan losses) 521, , ,229 49, % Derivative related assets 118, ,626 87,402 13, % Deposits 757, , ,100 60, % Common equity 64,304 57,048 48,615 7, % Total capital risk-weighted assets 449, , ,050 35, % Assets under management (AUM) 586, , ,000 87, % Assets under administration (AUA) (8) 5,058,900 4,683,100 4,710, , % Common share information Shares outstanding (000s) average basic 1,485,876 1,442,935 1,442,553 42, % average diluted 1,494,137 1,449,509 1,452,003 44, % end of period 1,485,394 1,443,423 1,442,233 41, % Dividends declared per common share $ 3.24 $ 3.08 $ 2.84 $ % Dividend yield (9) 4.3% 4.1% 3.8% n.m. 20 bps Common share price (RY on TSX) (10) $ $ $ $ % Market capitalization (TSX) (10) 124, , ,393 16, % Business information (number of) Employees (full-time equivalent) (FTE) 75,510 72,839 73,498 2, % Bank branches 1,419 1,355 1, % Automated teller machines (ATMs) 4,905 4,816 4, % Period average US$ equivalent of C$1.00 (11) $ $ $ $ (0.042) (5.3)% Period-end US$ equivalent of C$1.00 $ $ $ $ (0.019) (2.5)% (1) Average amounts are calculated using methods intended to approximate the average of the daily balances for the period. This includes Average common equity used in the calculation of ROE. For further details, refer to the Key performance and non-gaap measures section. (2) These measures may not have a standardized meaning under generally accepted accounting principles (GAAP) and may not be comparable to similar measures disclosed by other financial institutions. For further details, refer to the Key performance and non-gaap measures section. (3) Net interest margin (on average earning assets) is calculated as net interest income divided by average earning assets. Average amounts are calculated using methods intended to approximate the average of the daily balances for the period. (4) GIL includes $418 million (2015 $nil) related to the acquired credit impaired (ACI) loans portfolio from our acquisition of City National, with over 80% covered by loss-sharing agreements with the Federal Deposit Insurance Corporation (FDIC). ACI loans added 8 bps to our 2016 GIL ratio (2015 n.a.). For further details, refer to Notes 2 and 5 of our 2016 Annual Consolidated Financial Statements. (5) LCR is a new regulatory measure under the Basel III Framework, and is calculated using the Liquidity Adequacy Requirements (LAR) guideline. Effective in the second quarter of 2015, LCR was adopted prospectively. For further details, refer to the Liquidity and funding risk section. (6) Capital and Leverage ratios presented above are on an all-in basis. Effective the first quarter of 2015, the Leverage ratio has replaced the Assets-to-capital multiple (ACM). The Leverage ratio is a regulatory measure under the Basel III framework. The ACM is presented on a transitional basis for prior periods. For further details, refer to the Capital management section. (7) Represents period-end spot balances. (8) AUA includes $18.6 billion and $9.6 billion (2015 $21.0 billion and $8.0 billion; 2014 $23.2 billion and $8.0 billion) of securitized residential mortgages and credit card loans, respectively. Prior period figures have been revised from those previously disclosed. (9) Defined as dividends per common share divided by the average of the high and low share price in the relevant period. (10) Based on TSX closing market price at period-end. (11) Average amounts are calculated using month-end spot rates for the period. n.a. not applicable n.m. not meaningful Management s Discussion and Analysis Royal Bank of Canada: Annual Report

12 About Royal Bank of Canada Royal Bank of Canada is Canada s largest bank, and one of the largest banks in the world, based on market capitalization. We are one of North America s leading diversified financial services companies, and provide personal and commercial banking, wealth management, insurance, investor services and capital markets products and services on a global basis. We have over 80,000 full- and part-time employees who serve more than 16 million personal, business, public sector and institutional clients through offices in Canada, the U.S. and 36 other countries. For more information, please visit rbc.com. Our business segments are described below. Personal & Commercial Banking operates in Canada, the Caribbean and the U.S., and comprises our personal and business banking operations, as well as our auto financing and retail investment businesses. Wealth Management serves affluent, high net worth and ultra-high net worth clients from our offices in key financial centres mainly in Canada, the U.S., the U.K., the Channel Islands and Asia with a comprehensive suite of investment, trust, banking, credit and other wealth management solutions. We also provide asset management products and services directly to institutional and individual clients through our distribution channels and third-party distributors. Insurance provides a wide range of life, health, home, auto, travel, wealth, group and reinsurance products and solutions. In Canada, we offer insurance products and services through our proprietary distribution channels, comprised of the field sales force which includes retail insurance branches, our field sales representatives, advice centres and online, as well as through independent insurance advisors and affinity relationships. Outside Canada, we operate in reinsurance markets globally offering life, accident and annuity reinsurance products. Investor & Treasury Services serves the needs of institutional investing clients by providing asset services, custodial, advisory, financing and other services to safeguard assets, maximize liquidity and manage risk in multiple jurisdictions around the world. We also provide shortterm funding and liquidity management for RBC. Capital Markets provides public and private companies, institutional investors, governments and central banks with a wide range of products and services. In North America, we offer a full suite of products and services which include corporate and investment banking, equity and debt origination and distribution, and structuring and trading. Outside North America, we offer a diversified set of capabilities in our key sectors of expertise such as energy, mining and infrastructure, and we have expanded into industrial, consumer and healthcare in Europe. Our business segments are supported by Corporate Support, which consists of Technology & Operations and Functions. Technology & Operations provides the technological and operational foundation required to effectively deliver products and services to our clients, while Functions includes our finance, human resources, risk management, internal audit and other functional groups. The following chart presents our business segments and respective lines of business: ROYAL BANK OF CANADA Personal & Commercial Banking Wealth Management Insurance Investor & Treasury Services Capital Markets O O Canadian Banking Caribbean & U.S. Banking O O O O Canadian Wealth Management U.S. Wealth Management (including City National) International Wealth Management Global Asset Management O O Canadian Insurance International Insurance O O O Corporate and Investment Banking Global Markets Other Corporate Support O Technology & Operations O Functions Vision and strategic goals Our business strategies and actions are guided by our vision, To be among the world s most trusted and successful financial institutions. Our three strategic goals are: In Canada, to be the undisputed leader in financial services; In the U.S., to be the preferred partner to corporate, institutional and high net worth clients and their businesses; and In select global financial centres, to be a leading financial services partner valued for our expertise. For our progress in 2016 against our business strategies and strategic goals, refer to the Business segment results section. 10 Royal Bank of Canada: Annual Report 2016 Management s Discussion and Analysis

13 Economic, market and regulatory review and outlook data as at November 29, 2016 The predictions and forecasts in this section are based on information and assumptions from sources we consider reliable. If this information or these assumptions are not accurate, actual economic outcomes may differ materially from the outlook presented in this section. Canada The Canadian economy is expected to grow by 1.3% 1 during calendar 2016, which is below our estimate of 2.2% 1 as at December 1, 2015 and consistent with our estimate as at August 23, Growth over the first half of the calendar year was supported by solid consumer spending and housing activity, reflecting low interest rates and a resilient labour market. Business investment remained weak as firms in the energy sector continued to reduce capital spending. Weakness in the energy sector was compounded by wildfires in Alberta that resulted in temporary shutdowns by oil and gas producers, destroyed over 2,000 buildings and displaced 80,000 individuals. The economy has rebounded in the second half of the year as oil and gas production normalized and non-energy exports recovered from earlier weakness. The unemployment rate rose to 7.0%, slightly higher than July s rate of 6.9% as labour force participation increased. The Bank of Canada (BoC) has held the overnight rate steady in calendar 2016 amid persistent slack in the economy, due to slower-than-expected growth in non-energy industries, as well as inflation results that were below target. In calendar 2017, we expect the Canadian economy will grow at a 1.8% 1 rate, driven by firm consumer spending, fiscal stimulus, stronger export growth and a modest recovery in business investment. Due to federal and provincial policy changes announced in 2016, we expect housing market activity will soften in calendar The BoC has maintained a cautious tone recently amid uncertainty surrounding the economic outlook; however, we expect the overnight rate will be held steady throughout 2017 as growth moves in line with the BoC s latest projection. U.S. The U.S. economy is expected to grow by 1.6% 1 in calendar 2016, which is below our estimate of 2.8% 1 as at December 1, 2015 and slightly above our estimate of 1.5% 1 as at August 23, Consumer spending growth was strong over the first half of the year, reflecting solid job growth, rising wages, elevated consumer confidence and low interest rates. However, declining inventory investment and a reduction in business investment, partially reflecting further weakness in the energy sector, had an adverse impact on growth earlier this year. The unemployment rate of 4.9% has been relatively stable this year amid rising labour force participation, falling within the range that the Federal Reserve (Fed) views as consistent with full employment. The Fed has noted that the case for higher rates continues to strengthen with growth having rebounded in the second half of the year and inflation picking up gradually. Barring an extended period of market volatility following the recent U.S. election result, we expect the Fed will raise the federal funds target range to 0.50%-0.75% in December from its current range of 0.25%-0.50%. In calendar 2017, we expect the U.S. economy will grow at a 2.2% 1 rate as consumer spending growth remains firm and business investment picks up in both energy and non-energy industries. As growth continues at a solid pace, the labour market improves further and inflation rises toward the Fed s 2% target, we expect the gradual withdrawal of monetary policy stimulus to continue, with the Fed raising rates by another 50 basis points in calendar The recent U.S. election could result in policy changes that impact the economic outlook though any revisions to our expectations await further details being announced by the new administration. Europe The Eurozone economy is expected to grow by 1.6% in calendar 2016, which is below our estimate of 1.7% as at December 1, 2015, but slightly above our estimate of 1.5% as at August 23, The steady economic recovery has continued over the last year and the threat of deflation has subsided, although inflation remains well below the European Central Bank s (ECB) target. Growth has been driven by consumer spending and business investment, reflecting a gradually improving labour market and rising business sentiment. The unemployment rate of 10.0% in September matched the lowest level since July The ECB left monetary policy unchanged in October, awaiting the results of a review of its asset purchase program that will be available in December. In calendar 2017, we expect the Eurozone economy will grow by 1.3% as political uncertainty, including evolving Brexit negotiations, weighs on business sentiment. We expect the ECB will continue to provide substantial monetary policy stimulus with monthly asset purchases likely to be extended beyond March Financial markets Global equity markets recorded minimal gains this year amid several periods of heightened volatility related to global growth concerns and political uncertainty related to Brexit and the U.S. election. Central banks have maintained highly stimulative monetary policy and some governments are increasing fiscal stimulus. Yields on Canadian and U.S. long-term government bonds generally declined over the first half of the year but increased more recently as inflation expectations rose. Oil prices hit year-to-date highs of around $50/barrel in October but declined more recently on concerns that the Organization of the Petroleum Exporting Countries (OPEC) would have difficulty reaching a consensus to cap output. The macroeconomic headwinds discussed above, such as the volatility of oil prices, the potential for greater uncertainty or financial market instability related to Brexit and the U.S. election, and greater global economic uncertainty may alter our outlook and results for fiscal 2017 and future periods. These continuing pressures may lead to higher PCL in our wholesale and retail loan portfolios and impact the general business and economic conditions in the regions we operate. Regulatory environment We continue to monitor and prepare for regulatory developments in a manner that seeks to ensure compliance with new requirements while mitigating any adverse business or economic impacts. Such impacts could result from new or amended regulations and the expectations of those who enforce them. Significant developments include continuing changes to global and domestic standards for capital and liquidity, overthe-counter (OTC) derivatives reform, initiatives to enhance requirements for institutions deemed systemically important to the financial sector, and changes to resolution regimes addressing government bail-in and total loss-absorbing capacity. We also continue to implement reforms enacted under the U.S. Dodd-Frank Wall Street Reform and Consumer Protection Act including those related to the Fed s enhanced prudential standards for Bank Holding Companies and Foreign Banking Organizations. For a discussion on risk factors resulting from these and other regulatory developments which may affect our business and financial results, refer to the Risk management Top and emerging risks section. For further details on our framework and activities to manage risks, refer to the Risk management and Capital management sections. 1 Annualized rate Management s Discussion and Analysis Royal Bank of Canada: Annual Report