In June 2002, Bank of Montreal announced a new unified branding approach that links all o f our organizationGLYPH<213>s member companies. Bank of Montreal, together  with its subsidiaries, is now known as BMO Financial Group. As a result, in this report, t he names BMO and BMO Financial Group mean Bank of Montreal.  With more than 33,000 employees, we offer our cli ents a broad range of retail banking, wealth management and investment banking produ cts and solutions. b Introduced Pathway Connect $^{TM}$, our sales and service technology platfor m, to most of our branches across Canada. Implementation for the remaining branc hes and call centres is expected in early 2003. b Developed customer knowledge and decision support software that enable s us to offer customers relevant solutions at the right time and through the right channel. b Focused and integrated our marketing efforts through our  Help Provided initiative, which links important customer issues to highly relevant soluti ons. b Experienced strong balance sheet and market share growth by addressing our retail customers’ deposit, investment and borrowing needs. b Solidified our number two position in the small business banking market b y being the leader in market share growth. b Increased Chicagoland Banking’s retail and small business loans by US$1. 7 bil- lion or 26%. The acquisition of First National Bank of Joliet accounted for US$500 million of this increase. b Increased our U.S. presence with the acquisition of CSFB direct $^{TM2}$, North w estern Trust and Investors Advisory Company and the online accounts of Mo rgan Stanley Individual Investor Group. On September 27, 2002, we announced our intention to acquire certain assets of California-based myCFO $^{TM3}$. b Successfully integrated CSFB direct and the online accounts of Morgan St anley Individual Investor Group with Harris InvestorLine to create Harris direct . b Expanded our North American distribution network to more than 2,310 inves t- ment sales professionals.  b Added 115 investment sales professionals in Canadian Bank branches, bringi ng the total to more than 815. b Earned recognition for our leading product and service offerings: BMO InvestorLine ¤ was ranked best direct investing firm in Canada by GomezCana da and  The Globe and Mail ’s Online Brokerage Report; Harris direct ’s web s ite was named “Best of the Web” by Forbes.com; and Harris Insight Funds TM1 fa mily was ranked eighth out of 87 qualifying fund families in  Barron’s annual rank ing .  b Ranked first in market share of Canadian equity block trading for the ei ghth straight year. b Ranked Top Overall Research Team in the Brendan Wood International Surv ey for the 22nd consecutive year. b Our Canadian Securitization unit was ranked first in market share fo asset- backed commercial paper conduit outstandings, and term market issuanc e.  It also ranked first in mortgage-backed and asset-backed securities trading for the seventh consecutive year. b Ranked first for Overall Quality of Sales Service and Overall Quality of Trad er Service in the Brendan Wood International Survey. b Ranked first in market share of Canadian export letters of credit.  b Drive revenue growth by improving customer retention and loyalty, expanding our business with existing customers and acquiring new customers. b Continue to drive improvements in productivity. b Continue to improve our customer loyalty scores and close the shortfall against our competitors for personal and small business clients. b Leverage our position in Commercial and Small Business Banking to further build momentum in balance sheet and market share growth. b Extend the services offered through our online banking channel. b Grow market share in Chicagoland by expand- ing our distribution network. b Enhance our offering to retail and affluent clients through sales force growth and develop- ment, improving our technology and integrating product and marketing initiatives. b Further leverage relationships within the group and with our BMO partners by better integrat- ing our sales approach and product offering.  b Expand our U.S. wealth management businesses through both selective acquisitions and organic growth while building on The Harris’ strong rep - utation as we expand into targeted new markets. b Continue to refine our businesses to enhance productivity, while aligning our business units to ensure consistently successful results regard- less of the business environment. b Maintain leadership in the Canadian high-return fee businesses of equity, debt, securitization, and mergers and acquisitions. b Continue to build on the success of the Harris Nesbitt mid-market franchise. b Selectively expand into new products and trad- ing strategies that relate to our areas of existing expertise. b Build further on our strengths in targeted high- growth sectors and markets. b Maintain our disciplined approach to cost and  capital management.  2002 Key Initiatives Focus for 2003