RBC Management Review Report
Name: Chenhao Mao
Student Number: 7006679
Professor: James Bowen

Contents
1.0 Executive Summary 2
2.0 An overview of this company 2
3.0 Governance 3
3.1Composition of its Board of Directors 3
3.2 Committee Structures 3
3.2.1 Audit Committee 3
3.2.2 Risk Committee 4
3.2.3 Corporate Governance and Public Policy Committee 5
3.2.4 Human Resources Committee 5
3.3 Major shareholders 6
3.4 Review of RBC’s Governance 6
4.0 Ethics and Social responsibility 6
4.1 Ethical and socially responsible 6
4.2 Negative ethical or social responsibility issues 7
5.0 Organization 8
5.1 Organizational Structure 8
5.2 RBC’s Corporate Culture 8
5.3 Review RBC’s organization 9
6.0 Planning 10
6.1 Strategic Planning and Operational Planning 10
6.2 Review of RBC’s planning 11
7.0 Leading 11
7.1 The Key Leaders and Leadership Styles 11
7.2 Review RBC’s Leading 12
8.0 Controlling 12
Reference 14
Appendix 16

1.0 Executive Summary
This is a management review report about Royal Bank of Canada. This report analyses the Royal Bank of Canada through its governance, ethics and social responsibility, organization, planning, leading, and controlling.
The recent negative issues regarding its ethics and social responsibility has undermined its company’s image. However, Royal Bank of Canada has always been dedicated to philanthropy to set up its positive image. It contributed its effort in community, sponsorship, sustaining environment and energy saving.
2.0 An overview of this company
Royal Bank of Canada (hereinafter referred to as the “RBC”) established in 1864 in Halifax, Nova Scotia. The company corporate headquarters are located in Montreal, Quebec, and its operational head office in Toronto, Ontario.
RBC is one of North America’s leading diversified financial services corporation, and offer insurance, wealth management services, insurance, corporate and investment banking, personal and commercial banking and investor services on a global basis.
They serve more than 15 million personal, business, public sector and institutional clients through offices in Canada, the U.S. and 44 other countries.
3.0 Governance
3.1Composition of its Board of Directors
The board is responsible for the overall management of RBC. Directors are chosen by the shareholders to oversee the organization. It has two major functions: decision-making and oversight. The decision-making function refers to exercising fundamental policies, strategic goals and the approval of certain significant actions to make decisions. Oversight functions concerns the evaluation of management decisions, the execution of policies and adequacy of systems and controls. The table below manifests the composition of Board of Directors.
The name list of the Board of Directors is shown in the Table 1in Appendix.
3.2 Committee Structures
The Board has established four committees for assisting execute its functions. RBC’s committee memberships are including: audit committee, risk committee, corporate governance and public policy committee, and human resources committee.
3.2.1 Audit Committee
The Audit Committee is to oversee the adequacy and effectiveness of activities of management of RBC and to assist the Board in its oversight of: the integrity of the Bank’s financial statements;
The external auditors’ qualifications and independence;
The performance of the Bank’s internal audit function and external auditors; the adequacy and effectiveness of internal controls;
And the Bank’s compliance with legal and regulatory requirements.
There are four factors for assessing the external effectiveness and performance: quality of services provided by the external auditor’s engagement team during the audit period, relevant experience and geographical reach to serve RBC, quality of communications received from the external auditor, and the external auditor’s independence, objectivity and professional skepticism.
The Audit Committee regularly meets external auditors,