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Create a business plan

Explore the ways tailored advice from TD can help your business, today.

Starting a Business in Canada

Starting a business can be a challenging and rewarding endeavour. With the right planning, resources, and groundwork you'll enjoy a better chance of success.

Find out if your business idea will work

Clarify your idea and get it in writing

Find the money and manage your cashflow

Think about the legal stuff

TD Business Accounts, lines of credit, and more

Write a Business Plan

Clarify your idea and get it in writing.

There's a lot of work involved in  writing a business plan  but it prepares you for the even bigger task of starting a business.

It will help refine your idea, outline goals, and make it easier to explain what you hope to accomplish. This comes in handy when you're looking for money.

Download our business plan template  which addresses product and service information, competitive analyses, the financial feasibility of starting up, and more.

Why You Need a Plan

If you're pitching your idea to banks or other financial institutions for a loan, you'll need a  business plan  because people want to see that you've put serious thought into your idea.

Thinking about the details will help you make decisions about your business, and will open you up to new ideas or approaches you might not have considered.

Writing out a business plan will give you an action plan to work with, but if you need help getting started  use our interactive checklist .

Why You Need a Unique Selling Point

One of the most important aspects to consider when writing your business plan is asking  why customers would buy your product or service .

Will it be better quality? Better price? Is it backed by a guarantee? Will it have more features? Will you be able to provide outstanding customer service?

Once you establish what differentiates you from the competition, it's essential to communicate it consistently when you go to market.

Use our interactive checklist  to define your unique selling point.

Determine Demand & Profit Potential

Once you know (or are reasonably sure) that customers are likely to buy your product or service, figure out if you'll be able to make a profit.

Determine what you need in sales to cover costs plus a profit margin. Also ensure you have capacity - the physical ability to work a certain number of hours in a week or produce the required amount of product.

Use our interactive checklist  for more ideas on determining demand and profit including ways to research, test marketing, and future trends.

Tools & Calculators

Download our business plan template.

Download our start-up costs template.

Figure out your income vs expenses.

Determine your monthly interest and payments.

Products and services to help get you started

Small business bank accounts.

Discover the benefits of a TD Small Business Bank Account to meet your business needs.

See our accounts

• Business Credit Cards

Choose the cash back, travel rewards, or low interest rate credit card that fits your business needs.

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Receiving & Making Payments

Keep your cash flow moving successfully and stay on top of things.

Articles on Starting Your Business

Four Steps to Find Out if Your New Idea Will Work

Research, validate, talk to industry insiders, and test your idea to ensure it has what it takes to succeed.

Selling Online and Other Ways to Expand Your Business

Marketplaces, subscription models, drop-shipping, and freemium offers are four ways to expand your business online.

Sources of Small Business Funding

Ways to fund your business include: self-financing, partnering with another business, angel investors, grants.

Breaking Barriers — A series on women entrepreneurs

Get inspired with our first article in a series highlighting successful women entrepreneurs who have overcome challenges to build successful businesses.

Breaking barriers — Spotlighting female entrepreneurs

Get inspired with our latest article in a series highlighting successful women entrepreneurs.

Celebrate Pride with Florence Gagnon

Her journey was so inspirational it was adapted to the silver screen, but it started with a focus on her local community.

Spotlighting Female Entrepreneurs — Gloria Kim, Gloryous Productions

A series of articles that highlight various successful women entrepreneurs who bank with TD Small Business Banking. Discover their success.

Get in touch

Contact an account manager.

Talk to an Account Manager Small Business (AMSB) to discuss your business needs.

Talk to a Small Business Specialist at our Small Business Advice Centre.

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Create a Business Plan

Think of it as a playbook for your goals, priorities and growth opportunities., how to write a business plan.

Creating a business plan can feel like a huge undertaking when you are starting a new business . And while developing one does require careful thought, studies show that entrepreneurs who have a formal plan are often more successful than those who don’t. Keep reading to see how a business plan benefits you and the details you should include.

Prefer to just get started? Start creating your business plan with the RBC Business Plan Builder.

Content in this Article

What is a business plan? Benefits of writing a business plan Information to include in your business plan Create your plan with the RBC Business Plan Builder

What is a Business Plan?

Benefits of writing a business plan.

Writing a business plan can help you in several ways—here are just a few of the biggest benefits:

• Provides a roadmap. A business plan requires you to be thoughtful about the direction of your business, consider the goals most important to you and how you will achieve them. Think of it as your step-by-step guide for success!
• Reveals gaps or risks you need to address. By looking at your business critically, you’ll be able to identify your strengths as well as areas where you may be vulnerable.
• Shows potential investors, stakeholders or lenders that you’re serious. Attract and engage those who may be interested in your business with all the important information they need to know.

Information to Include in Your Business Plan

Create an executive summary Describe the current business environment Outline your marketing and pricing strategies Describe how your business will operate Detail your financing and cash flow needs Describe your team (even if it’s just you) Identify risks and how you’ll protect your business Write a conclusion Include your contact information

Create an Executive Summary

After your cover page and table of contents, include an executive summary. Since this is the first thing readers will see, it should be clear, grab their attention and identify what your business does.

What to include:

• Your industry, target market and how your business is different from the competition
• Your business structure (sole proprietorship, corporation, etc.)
• What stage your business is in
• Your experience and credentials, as well as your team’s, if applicable
• Financial projections for the business (or performance to date, if you’re already operating)
• Calculate your estimated revenue - how to calculate revenue

Tip: Write your executive summary last and keep it to one page. While it’s structurally the first section, it will summarize everything else in your plan.

Describe the Current Business Environment

This should be a detailed history and summary of your business, identifying the product(s) or service(s) you’re offering and how you will solve a problem or need in the market. Be sure to include any pre-market research or testing you’ve conducted that speaks to the viability of your idea.

When you’re starting a business , your bank and potential investors don’t have historical data to review. Your plan must clearly convey your strategy, competencies and the reasons your venture will succeed. (If your business is already established, you’ll want to cover where you started and how you got here.)

• Where you want your business to go—and how you’ll get there. What are your goals? How will you generate sales?
• What your business does. What needs does your business fulfill? Where will you sell your products or services?
• Your business set up. How is your business structured ? Are there other owners or shareholders?
• How you know your business will work. What market research or testing have you done? Are there trends?

Tip: Revisit your business idea by asking yourself these 7 key questions or use our business idea checklist to see the steps you may need to take to get to opening day.

Outline Your Marketing and Pricing Strategies

This is your opportunity to explain how you’re going to get customers to buy your products or services. This section involves identifying your ideal customers, your pricing strategy and more.

• Your products, service and unique selling proposition. What are the features of your product or service and what makes it unique compared to what your competitors offer? How will you draw customers away from competitors?

Tip: Completing a strengths, weaknesses, opportunities and threats (SWOT) analysis may help you write this section. Download a FREE SWOT Analysis Template

• Your pricing strategy. How will your pricing be competitive, but still allow you to make a profit? See our factsheet: Pricing and Costing Accurately
• Your sales and delivery strategy. How will you will generate sales? Will you sell directly to customers or through other businesses? How much will it cost to produce and ship your product?
• Advertising and promotion strategy. Which advertising and promotion tactics (website, digital marketing, social media, email) will reach your audience most effectively?

Tip: Choose a few channels to do well instead of pursuing all of them at once. That way, you’ll be better able to direct your focus and monitor your progress.

Describe How Your Business Will Operate

The operations section of your business plan should describe what’s physically necessary for your business, as well as any partners who help keep things running smoothly.

This section contains four main categories:

• Your stage of development. This should highlight what you’ve done to date to get the business operational, then follow up with an explanation of what still needs to be done.
• The production process. This lays out the details of your day-to-day operations, manufacturing details, inventory, costs, outsourcing and more.
• Getting products and services to customers. What is your supply chain and distribution strategy?
• Partners and allies. Who are the people and organizations that support you? Who are key suppliers and vendors?

Third-party groups may be able to help you in your journey. For example, Futurpreneur serves entrepreneurs age 18-39 who want access to business resources, financing and mentoring.

Detail Your Financing and Cash Flow Needs

Use this section to determine how strong your business is financially. Be realistic about expenses and projected income so you can properly assess your financial health early on and make sure you have enough cash for the first year.

• Startup costs. What are your one-time and ongoing expenses? How will you cover the costs? Learn more with our factsheet: Deciding How Much Money You Need to Start or use our Startup Costs Calculator .
• Profit margin and break-even point. How will you make a profit and calculate margins? What is your break-even point? Suggested reading: The Difference Between Cash Flow and Profit
• Balance sheet. What assets, liabilities and capital do you have at this point in time?
• Financing. What are your sources of financing —savings, loans, grants? What are your repayment terms, if any?
• Cash flow forecast. What is your 12-month cash flow forecast? Estimate it now: Cash Flow Forecast Template

Describe Your Team (Even if It’s Just You)

This section should describe your current team as well as anyone you might need to hire to round out your company.

• Skills and strengths. What skills do you and/or your team have that are critical to the business?
• Management style and structure. How will you manage your team? Who will employees report to?

Identify Risks and How You’ll Protect Your Business

Every business comes with some risk, so it’s better to be prepared for them now rather than be surprised later. Use this section to explore potential risks and how you’ll protect your business.

• Obstacles your business may face. How could the economy, your competition, supply chain or another circumstance affect your business? How do you plan to minimize and handle these and other risks?
• How you’ll protect against losing market share (new competition). Do you have any agreements or vendors you’ll rely on?
• How you’ll prevent critical data loss. Outline what you will do to reduce the impact of data loss, such as backing up all computer data regularly, using cloud providers, employee rules on installing software and other policies.
• How you’ll protect intellectual assets. Will employees sign confidentiality agreements to protect processes, trade secrets and other intellectual property? See How Intellectual Property (IP) in Canada Works .
• Compliance requirements. What rules, regulations and licenses will you need to comply with to operate?
• Insurance needs. Does your industry require specific coverage, such as professional liability or other insurance?

Write a Conclusion

This is the last thing readers will see, so you want it to be strong. Use your conclusion to reinforce your goals and objectives. If you need financing, clearly state the amount you need and how it will be used. As with your executive summary, your conclusion should be succinct, clear and leave a positive impression.

Include Your Contact Information

Potential investors and lenders need to know how to reach you. Don’t forget to include your business name, contact information, website and social media presence in your plan.

Create Your Plan with the RBC Business Plan Template

This comprehensive template will guide you through a series of questions, resources and tips to help you write your plan. Best of all, you can go at your own pace and come back to work on it anytime.

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RBC business advisors can help your company at every stage—from starting up to simplifying operations and funding growth. An RBC business advisor will work with you to:

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• Explore options to effectively manage cash flow, pay employees and get paid
• Connect you to a suite of business advice and solutions that go beyond traditional banking

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Invest in the future of your business by taking the time to create or update your business plan using our free template.

The importance of your business plan

Perhaps the most important document for any new business is a business plan. Yet too many business owners fail to sit down and prepare or update one.

A business without a plan is adrift. Decisions are made reactively based on the owner’s emotions, rather than prudent research. Employees, vendors, investors and other stakeholders (as well as the owner) are unclear about the direction of the company. That lack of focus results in wasted dollars, energies and resources as the company zigzags along instead of following a well-planned straight line to its goals.

Writing a business plan can seem a daunting task. Many entrepreneurs simply don’t have the time, inclination or the proper tools.

Business planning template

We have developed a template that makes creating your Business Plan easy. And it’s free !

This template guides you through all of the steps required to complete a proper business plan. It has explanations of the terms and definitions. It lets you add your own thoughts and comments.

Once you’ve completed the steps, you’ll have a business plan complete with cover page, contact information, financial tables, product descriptions and marketing details. You can save and print the plan, or send it electronically to anyone.

Use your plan to move your business forward with confidence, to motive your team, or to present to investors or lenders.

Depending on how much research and preparation you’ve already completed, creating your plan won’t consume much time at all. While it’s very easy, don’t worry if you get stuck because help is available throughout the process.

Take your plan to the bank

Once you’ve completed your business plan, you may take it to a Scotiabank  Small Business Advisor . The advisor can review your plan, supply feedback, and, if requested, help you to explore your financing options.

Get feedback on your plan

Asking people to review your plan will make it stronger because you’ll receive valuable feedback. Share it with your accountant, lawyer, financial advisor and trusted businesspeople so they can offer their suggestions to improve your plan. If you are really worried about someone reading your secrets, consider attaching a Non-Disclosure Agreement (NDA) to the plan. An NDA is a legal document that prevents others from sharing your information with unauthorized parties.

Try our free business plan template

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Business plan writer

The interactive Futurpreneur business plan writer is designed to simplify the business planning process by allowing you to customize your plan. We also provide tips & tricks, and plenty of examples to guide you as you write.

Business plan example

Gain valuable insights from Futurpreneur’s Entrepreneur-in-Residence, Dominik Loncar, to learn how to articulate your vision with clarity and impact. We understand that writing a business plan can feel daunting, there’s so many pieces it’s hard to know where to start. So, to help you get started we’ve created a business plan example that includes insights and rationale from Dominik Loncar. He’s our Entrepreneur-in-Residence and he’s reviewed 100s of business plans from entrepreneurs.

Business plan essentials

Never written a business plan before? Fear not! With this crash course, you’ll be provided with an overview of the different components that make up a solid business plan ensuring you’re launch-ready and poised for success.

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Highest Quality Business Plans Prepared by Canadian MBA Writers

We make the process of creating your business plan easy, our business plans.

Business plans developed by MBA consultants at Business Plan Pros have enabled our clients to obtain funding from banks, grant programs, investors and helped them to create successful businesses.

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We are Canada’s premier business plan provider, with over 30 years of experience in writing business plans. Our business plans help you get funding from grants, investors, banks or in the immigration application process.

Start Your Business with a Solid Business Plan

Serving Entire Canada

We work with clients from every province and territory in Canada, as well as clients abroad. Our process is designed to facilitate the communications through the phone, email and video chat so that you get your business plan done correctly.

Multiple Plans

We will help you figure out the most appropriate type of business plan for your particular situation and purpose. The consultant will explain different types of business plans available, differences between them and  applicable prices.

Proven Results

We have the track record of creating business plans that get you funding. Our clients invest in us because we create the framework for their business which they can then take to banks, lending organizations, investors and the like, to have them finance their business dreams.

The Process

Thank you for considering to work with Business Plan Pros on your business plan – a very important and necessary document.

Prior to the commencement of our cooperation we sign an NDA and Service Agreement which protects both sides and describes in detail all the deliverables included in your package. This agreement will be emailed to you.

After we receive the deposit we will conduct a verbal interview and send you a questionnaire to fill out. We will assist you with every step along the way. 

What Happens Next?

You will receive the preliminary draft of your business plan within 1 – 3 weeks (depending on which plan you have chosen) if you answer your questions immediately. The preliminary draft represents the first half of the plan for you to review and approve. It is at this milestone that we ensure we have a good understanding of your business and listen to your feedback.

When all your edits and changes are made or provided to us we will begin to complete your entire plan and then present the final business plan for your approval and/or changes if required. Once the final draft of the plan is approved it will be available to you in a Word and PDF file format.

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Business plan pros will issue 100% refund for the monies paid for business plan if you provide verifiable letter from a major banking institution stating that your application was denied exclusively because of poorly prepared business plan. your fee for any immigration business plan will be refunded if you provide a letter from immigration department stating that your application was denied exclusively because of poorly prepared business. business plan pros reserves the right to investigate the legitimacy of each claim and documents submitted to support the refund claim. guarantee expires 30 days from the date of delivery of the final draft of your business plan., contact info.

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Business Plan Tools for Producers

A business plan is like a road map. It helps you define your ag operation’s core objectives and build a detailed plan for how to achieve them. 

Free business plan bundle for farmers

We want to help make writing your business plan easier. The FCC business plan bundle was designed specifically for farm operations and anyone involved in Canadian agriculture.

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Why you need a business plan

There's a lot involved in writing a business plan, but it’s a worthwhile investment. It can help secure financing from a lender, attract investment or act as an internal guide, keeping your management team focused on the same goals.

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Financial Asset Analysis

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Civitas Resources, Inc. Announces Pricing of Secondary Public Offering of Common Stock By An Affiliate of Canada Pension Plan Investment Board

Civitas Resources, Inc. (NYSE: CIVI) (“Civitas” or the “Company”) announced today the pricing of an underwritten public offering of an aggregate of 6,956,520 shares of its common stock (the “Offering”) by an affiliate of Canada Pension Plan Investment Board (the “Selling Stockholder”) at a price to the public of $73.80 per share. Civitas is not selling any shares of common stock in the Offering and will not receive any proceeds from any sale of shares by the Selling Stockholder. The Offering is expected to close on May 20, 2024, subject to customary closing conditions.

BofA Securities is acting as sole underwriter for the Offering. The underwriter may offer the shares of common stock from time to time for sale in one or more transactions on the New York Stock Exchange, in the over-the-counter market, through negotiated transactions, or otherwise at market prices prevailing at the time of sale, at prices related to prevailing market prices, or at negotiated prices. The underwriter will have a 30-day option to purchase up to an additional 1,043,478 shares of common stock from the Selling Stockholder.

A registration statement relating to these securities has been filed with the U.S. Securities and Exchange Commission (the “SEC”) and was effective upon filing. The Offering is being made only by means of a prospectus supplement and accompanying base prospectus. Before investing, prospective investors should read the prospectus supplement, the accompanying base prospectus, and the documents incorporated by reference therein for more complete information about the Company and the Offering. Copies of the preliminary prospectus supplement and accompanying base prospectus relating to the Offering, as well as copies of the final prospectus supplement once available, may be obtained from BofA Securities, NC1-022-02-25, 201 North Tryon Street, Charlotte, NC 28255-0001, Attention: Prospectus Department or by email at [email protected] .

This press release does not constitute an offer to sell or a solicitation of an offer to buy any securities, nor shall there be any sale of any securities in any state or jurisdiction in which such offer, solicitation, or sale would be unlawful prior to registration or qualification under the securities laws of any such state or jurisdiction.

About Civitas

Civitas Resources, Inc. is an independent, domestic oil and gas producer focused on development of its premier assets in the Denver-Julesburg (“DJ”) and Permian Basins. Civitas has a proven business model combining capital discipline, a strong balance sheet, cash flow generation and sustainable cash returns to shareholders. Civitas employs leading ESG practices and is Colorado’s first carbon neutral oil and gas producer.

Forward-Looking Statements and Cautionary Statements

Certain statements in this press release, including those that express belief, expectation, or intention, are “forward-looking” statements based on assumptions currently believed to be valid. Forward-looking statements are all statements other than statements of historical facts. The words “anticipate,” “believe,” “ensure,” “expect,” “if,” “intend,” “estimate,” “probable,” “project,” “forecasts,” “predict,” “outlook,” “aim,” “will,” “could,” “should,” “would,” “potential,” “may,” “might,” “anticipate,” “likely,” “plan,” “positioned,” “strategy,” and similar expressions or other words of similar meaning, and the negatives thereof, are intended to identify forward-looking statements. Specific forward-looking statements include statements regarding the Company’s plans and expectations with respect to the Offering, including the expected closing of the Offering. The forward-looking statements are intended to be subject to the safe harbor provided by Section 27A of the Securities Act, Section 21E of the Securities Exchange Act of 1934, and the Private Securities Litigation Reform Act of 1995.

The Company cautions investors that any forward-looking statements are subject to known and unknown risks and uncertainties, many of which are outside the Company’s control, and which may cause actual results and future trends to differ materially from those matters expressed in, or implied or projected by, such forward-looking statements, which speak only as of the date they are made. Investors are cautioned not to place undue reliance on these forward-looking statements. Risks and uncertainties that could cause actual results to differ from those described in forward-looking statements include, without limitation, Civitas’ future financial condition, results of operations, strategy and plans; changes in capital markets and the ability of Civitas to finance operations in the manner expected; the effects of commodity prices; the risks of oil and gas activities; and the fact that operating costs and business disruption may be greater than expected.

Additional information concerning other factors that could cause results to differ materially from those described above can be found under Item 1A. “Risk Factors” and “Management’s Discussion and Analysis” sections in the Company’s Annual Report on Form 10-K for the year ended December 31, 2023, subsequently filed Quarterly Reports on Form 10-Q, Current Reports on Form 8-K, and other filings made with the SEC, each of which is on file with the SEC.

All forward-looking statements speak only as of the date they are made and are based on information available at the time they were made. The Company assumes no obligation to update forward-looking statements to reflect circumstances or events that occur after the date the forward-looking statements were made or to reflect the occurrence of unanticipated events except as required by federal securities laws. As forward-looking statements involve significant risks and uncertainties, caution should be exercised against placing undue reliance on such statements.

Investor Relations: Brad Whitmarsh, 832.736.8909, [email protected] Kara English, 303.312.8790, [email protected]

Media: Rich Coolidge, [email protected]

View source version on businesswire.com: https://www.businesswire.com/news/home/20240515422106/en/

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Financial Consumer Agency of Canada Business Plan 2020-2021

From: Financial Consumer Agency of Canada

Business Plan 2020-2021 [ PDF - 3.02 MB ]

From the Commissioner

I am pleased to present the 2020–21 Business Plan for the Financial Consumer Agency of Canada (FCAC), which provides information on our planned activities and how they will contribute to protecting consumers in their dealings with financial institutions. 

Our plans for the upcoming year are guided by our newly articulated vision: to be a leader and innovator in financial consumer protection . The Agency’s dedicated employees are united and deeply engaged in achieving this vision. Our combined efforts will help to ensure Canadians continue to benefit from strong financial protection standards. 

At FCAC, we are committed to delivering results for Canadians. As part of this commitment, we will integrate our regulatory, consumer education and financial literacy roles with the aim of ensuring our efforts are best aligned with our mandate to protect financial consumers. This work is reflected in a new organizational structure and business ethos that we sum up as “ One Mandate, One Team .”

This is an important period for the FCAC and for financial consumer protection in Canada. New legislation to modernize the Financial Consumer Protection Framework in the Bank Act places consumers’ interests at the heart of how banks do business. The Agency has also acquired new powers to protect consumers and direct banks to comply with their market conduct obligations. It is time to renew the National Strategy for Financial Literacy to be sure we are building on what we have accomplished since our launch in 2015 and to leverage the results of the latest research. 

As this Business Plan demonstrates, we are using these developments to position ourselves for the future. Building on the strong legacy of the past, we will modernize our business practices—guided by innovation, collaboration and the principles of sound resource management—to meet the challenges of a rapidly evolving financial sector.

We are committed to maintaining the highest standards of transparency and accountability. As part of this commitment, the Agency will carry out its mandate this year without increasing funding from 2019–20 planned levels.

Achieving our priorities will be an ambitious challenge, but one that we readily accept. I invite your feedback on the priorities and initiatives identified in these pages. I am confident that our interventions and activities will contribute not only to the protection of individuals, but also to a stronger financial sector.

Judith Robertson Commissioner

Plans at a glance

Today, more than ever, the protection of financial consumers is foundational to a sound financial system. Policy makers around the world have recognized its importance, including in Canada, where the federal government introduced legislation in 2018 to strengthen consumers' rights and interests when dealing with their banks. The new Financial Consumer Protection Framework (FCPF) in the Bank Act includes enhancements in the areas of corporate governance, responsible business conduct, redress, disclosure and transparency. The legislation will also provide the Agency with new powers to protect consumers and will reinforce its financial literacy role by integrating it into the purpose clause of the Financial Consumer Agency of Canada Act . 

As demonstrated by the 2019 Canadian Financial Capability Survey conducted by FCAC every five years, a growing segment of the population faces challenges in managing their day-to-day finances and dealing with debt. This is occurring as financial digitalization is making consumer finance increasingly a “do-it-yourself” activity. Consumers are expected to take greater responsibility for selecting appropriate products and services from an ever-growing range of options. 

Within this context, FCAC will continue to evolve and modernize its operations. We will do so under a new organizational structure that positions the Agency to work as an integrated team focused on its central purpose: protecting financial consumers.

The Agency’s way forward will also be guided by new vision and mission statements that define the organization’s purpose and identity. 

To be a leader and innovator in financial consumer protection

Our mission

To protect consumers of financial products and services

To supervise regulated entities

To educate Canadians and strengthen their financial literacy

As a regulator in the financial sector, FCAC will deliver high-quality services and programs that meet the evolving needs of Canadians in a way that ensures the sound stewardship of resources. As part of this commitment, the Agency will not increase its planned spending for 2020–21 compared to 2019–20. As illustrated below, spending will remain at $38.4 million.

Note: Totals may not sum due to rounding.

Additional information is available in the GC InfoBase . FRFEs: federally regulated financial entities.

Strategic priorities 

For the 2020–21 planning period, FCAC has established four priorities.

Priority no. 1: Enhance FCAC's regulatory effectiveness

As a regulator, FCAC will continue to ensure the effective oversight of banks and other federally regulated financial entities (FRFEs) through a risk-based and proactive approach to supervision. This work is vital to maintaining public trust in Canada’s financial system and ensuring Canadians benefit from the protections put in place by the Government of Canada. 

The following strategic objectives will enable this priority.

• Regularly consulting with banks and other regulated entities through working groups and other mechanisms to support their compliance with the FCPF. This work will include developing and providing clear guidance.
• Supporting the Department of Finance in developing and finalizing the regulations required to bring the FCPF into force. 
• Updating internal procedures and policies, including FCAC’s Supervision Framework, to reflect the Agency’s enhanced powers and authorities.
• Develop a modern, flexible and comprehensive case management system to centralize FCAC data across all business lines and streamline business processes. 
• Implement a business intelligence strategy to support decision making, information-sharing and research across the Agency. The strategy will help the Agency to identify financial issues and risks that affect Canadian consumers.
• Conduct and complete market conduct profiles of select financial institutions. This will help to generate quality data on and analysis of the risks that are present or inherent in the business activities of FRFEs. It will also enable the Agency to conduct risk-based supervision. 
• Conduct an industry review of select small- and medium-sized banks with a focus on their sales practices and complaint handling procedures. We will publicize the results in the next fiscal year (2021–22). 
• Develop and implement a data intake and prioritization strategy to enhance the Agency’s enforcement work.
• Continue to implement a transparent and responsive adjudication process. This will include publishing updated guidelines on FCAC’s website that clarify the roles and responsibilities of the Agency’s investigative functions and the Commissioner’s adjudicative role. 
• Conduct a review of the Agency’s engagements and coordination with other authorities, committees and governmental actors—in Canada and internationally—and develop a strategy to enhance collaboration. 
• Develop policies and procedures on the exercise of the Commissioner’s new powers under the FCPF. 

Priority no. 2: Ensure FCAC is an insightful and effective authority in financial education 

The Agency will continue to play a national leadership role in coordinating efforts to strengthen the financial well-being of Canadians. We will do so by collaborating with a diverse group of stakeholders and partners from across the country, developing resources on financial products and services, and promoting awareness of the obligations of financial institutions and external complaint bodies. 

• Conduct research and consult with stakeholders to determine the scope of a renewed financial literacy strategy and identify priority areas and target groups. The new strategy will be developed and launched in fall 2020. 
• Assess current educational resources by developing an inventory to identify gaps and inform future resource development. 
• Apply current evaluation practices to measure the impact and effectiveness of FCAC's online content, tools and programs.
• Identify new delivery channels by engaging stakeholders and disseminating FCAC's educational resources to raise consumer awareness and increase their understanding of financial products and services. This will support informed financial decision making. 
• Identify best practices to incorporate education insights into supervisory requirements.

 Priority no. 3: Invest in the future

To tackle the challenges of tomorrow, respond to developments and emerging trends, and be a leader in identifying, reporting and acting on issues of interest to financial consumers, the Agency will build its expertise, optimize its programs and modernize its practices.

• Continue to contribute research and expertise to financial consumer policy discussions and development in Canada and internationally, including in areas such as consumer-directed banking, the creation of an oversight framework for payment service operators, and the protection of consumer data. 
• Support federal ministers in creating a new Canadian Consumer Advocate.
• Develop a strategic road map to modernize the Agency’s research and policy functions. This will include a reviewing emerging research and policy issues related to financial consumer protection and financial literacy. 
• Establish a process to identify, prioritize and monitor emerging trends, risks and issues relevant to financial consumers. 
• Continue to conduct original research to gain and use behavioural insights to help improve the financial decision-making process. This will include further analyzing and reporting on the 2019 Canadian Financial Capability Survey (CFCS). It will also include analyzing and reporting on Canada’s performance on the financial literacy component of the Programme for International Student Assessment 2018.
• Develop a three-year public affairs strategy that positions the Agency as a leader and innovator in financial consumer protection. The strategy will define the range of activities the Agency will pursue, recommend ways to reach target audiences through multiple channels, and promote the use of consistent messaging to ensure brand alignment.
• Develop and launch a campaign to mark the 10th anniversary of Financial Literacy Month in November 2020.
• Develop a crisis communication plan that outlines the processes FCAC can use when responding to a critical situation or event that impacts the financial sector. 
• Conduct a review of FCAC web pages with a view of improving the user experience and maximising the Agency’s visibility to consumers. 
• Implement a new organizational structure to achieve greater strategic focus. The structure will align the Agency’s people, processes and work functions more effectively and include new Deputy and Assistant Commissioner positions. 
• Investigate how to modernize the workplace while leveraging digital technologies to encourage employee collaboration and mobility. This will include considering opening an office in Toronto to bring the Agency closer to the heart of the banking sector. 
• Implement a data and analytics strategy to improve how the Agency accesses, collects, uses, safeguards and shares data. 
• Develop an evaluation plan to systematically assess the Agency’s programs, initiatives and policy work. We will also review how the Agency apportions its operating budget among regulated entities and develop a path forward based on industry consultations.
• Develop and publish a five-year strategic plan that identifies the key deliverables and commitments to be achieved during the new Commissioner’s mandate. 
• Update the Agency’s intranet to improve employee communication and information-sharing.

Priority no. 4: Capitalize on the diversity of FCAC’s talent

As it continues to mature, the Agency will focus on attracting, developing and retaining a diverse and engaged workforce. This will be accomplished by fostering a healthy and respectful workplace that empowers employees and motivates them to contribute their best.

• Continue to implement FCAC’s Public Service Employee Survey Action Plan for 2019–22. The plan includes commitments to strengthen leadership, maximize performance and development, anchor values and ethics and sustain employee engagement. 
• Develop strategic recruitment and branding initiatives that will enhance the Agency’s appeal to high-calibre talent.
• Strengthen talent management with an increased focus on learning and development. 
• Continue to promote values and ethics in the workplace and increase awareness of the importance of mental health.
• Establish official languages and employment equity action plans.
• Review and update the Agency’s organizational structure and job classifications—as well as the terms and conditions of employment—to ensure we can efficiently and effectively fulfill our mandate.

For more information on the Agency’s plans, priorities and planned results, see the “Core responsibilities: planned results and resources, and key risks” section of this report.

Core responsibilities: Planning highlights and resources

FCAC’s mandate is to protect financial consumers. It achieves this in two primary ways: by supervising financial institutions and other federally regulated entities, and by strengthening the financial literacy of Canadians. As such, the Agency’s budgetary resources, employees and activities are organized around two core responsibilities. Footnote i    

Core responsibility 1: Supervision of federally regulated financial entities

Description.

The Agency regulates Canada’s federal financial institutions—such as banks, trust and loan companies, federal credit unions, external complaint bodies and payment card network operators—to ensure consumers’ rights are protected. As a regulator, the Agency oversees financial consumer protections grounded in legislation, regulations, codes of conduct and public commitments. We use a risk-based, supervisory model to enforce compliance with consumer protection laws. The information the Agency relies on to carry out its compliance activities includes consumer complaint reports, on-site examinations, compliance reviews, research findings on emerging marketplace trends and issues, and input from national and international regulatory counterparts.

Planning highlights

During this planning period, the Agency will focus on implementing the new Financial Consumer Protection Framework (FCPF) and conducting risk-based, proactive supervision of FRFEs in accordance with its Supervision Framework (For more on FCPF, see textbox below). We will also take steps to enhance our ability to collect quality data, monitor issues that may impact consumers in a timely manner, and support regulated entities in complying with their market conduct obligations.

Another important initiative will be implementing a new secretariat to support the Commissioner in exercising her adjudicative role, which includes examining and making decisions on alleged violations of consumer provisions. The secretariat is part of a renewed commitment to maintain the highest standards of transparency and accountability in the Agency’s approach to exercising its supervisory and enforcement work.

A new Financial Consumer Protection Framework

In 2018, the Government of Canada introduced measures to strengthen consumetrs' rights and interests when dealing with their banks, and to improve the ability of FCAC to protect consumers. Changes include: 

• Administrative Monetary Penalties: The maximum administrative monetary penalty for a violation will be increased from $500,000 to $10 million for federally regulated financial institutions, and from $50,000 to $1 million for and individual person. 
• A Duty to Name: The FCAC Commissioner will have a duty to make public the nature of a violation, the name of the person or entity who committed it, and the amount of the penalty imposed. 
• Commissioner's Direction: The FCAC Commissioner will have a new power to direct banks to comply with consumer provisions. 
• Redress: Banks will have a new obligation to provide a credit or refund for charges or penalties that have not been disclosed or consented to by customers. 
• Enhanced complaints Handling: Banks will need to establish complaints-handling procedures that are satisfactory to the FCAC Commissioner, and comply with a broader definition for "complaint," which will be defined to include any expression of dissatisfaction, whether justified or not, with a product or service that is offered, sold or provided. 
• Whistleblower Protection: Banks will be required to implement a whistleblowing progam for their employees. 
• Procedures relating to Appropriate Products, Services and Remuneration: Banks will be required to implement procedures to ensure products are appropriate for their customers, and to train employees accordingly, and that remuneration and sales incentives do not conflict with such procedures. 
• Prohibited conduct: Banks will be prohibited from taking advantage of a person or imposing undue pressure or coercing them for any purpose. 

Core responsibility 2: Financial literacy

The Agency is committed to strengthening Canadians’ financial knowledge, skills and confidence. We provide online content, tools and programs that help educate Canadians so they can make informed financial decisions. We focus on ensuring Canadians are aware of their rights and responsibilities when dealing with financial institutions. The Agency conducts research and promotes awareness of matters related to protecting consumers of financial products and services. Through nationwide coordination and collaboration with stakeholders—including federal and provincial governments and private and non-profit organizations—the Agency fosters consumer understanding of financial services and related issues and encourages stakeholders to promote and deliver financial literacy initiatives.

During this planning period, the Agency will focus on ensuring it remains an insightful and effective authority in financial education. We will develop educational resources to help Canadians manage their personal finances and increase their awareness of financial products and services. We will also lead the renewal of the National Strategy for Financial Literacy by working collaboratively with stakeholders across the country. 

Canada's Financial Literacy Strategy: 2015-2019

Through the first iteration of Canada’s Financial Literacy Strategy (2015-19), FCAC collaborated with stakeholders from across the country to help Canadians become more financially literate. It targeted the unique needs and realities of individuals and groups through innovative approaches, programs and initiatives that responded to a variety of ages, life stages, experiences, cultures and locations. Examples include:

• The creation of the Canadian Financial Literacy Database , a one-stop online resource for anyone looking to develop or encourage competencies in financial literacy.
• The creation of a Financial Literacy Working Group for Indigenous People that works with Indigenous organizations to share information and undertake initiatives that are community driven. As an example, FCAC, the Seven Generations Education Institute, and the Martin Family Initiative partnered in 2018 to develop a financial literacy pilot project for Indigenous adults.
• The creation of a federal government network that shares information and coordinates efforts to advance financial literacy across various demographics, including youth and newcomers to Canada.

The next iteration of the strategy, to be developed and launched in 2020-21, will build on these achievements and many others.

Internal Services: Planned results

Internal Services are those groups of related activities and resources that support programs and/or are required to meet corporate obligations. The Agency’s core responsibilities are sustained and enhanced by a solid foundation of sound financial management and by expert advice and services from its communications, legal, human resources, information management, information technology and administration teams.

Planning highlight

For 2020–21 and beyond, the Agency will ensure it is prepared and well positioned to continue implementing its mandate in today’s complex and constantly changing financial services marketplace. We will invest in our future success by building capacity and developing the expertise to identify, report and act on emerging issues of concern to financial consumers. 

The Agency will also continue to modernize its workplace while leveraging digital technologies to encourage employee collaboration and mobility. Another important focus will be attracting and retaining a diverse and engaged team of employees and strengthening the foundational elements of a healthy and respectful workplace. 

Agency spending and human resources

This section provides a holistic view of the Agency’s planned spending and human resources for the next three fiscal years and compares planned spending for the upcoming year with the current and previous years’ actual spending. The Agency uses the full accrual method of accounting to prepare and present its annual expenses.

Planned spending

FCAC is a federal government agency that recovers its costs mainly through assessments against the financial entities it supervises. In addition to revenues from assessments, FCAC receives an annual statutory expenditure of a maximum of $5,000,000 to support its activities and collaborate with stakeholders to improve and strengthen Canadians’ financial literacy. 

The following table shows actual, forecast and planned spending for each of FCAC’s core responsibilities and Internal Services.

Note: Totals may not sum due to rounding. 

The Agency’s 2019–20 Business Plan identified total spending for 2019–20 of $38.4 million. The Agency is maintaining this amount for the 2020–21 Business Plan in that the planned expenses for 2020–21 will not exceed $38.4 million. The planned spending increases beyond 2020–21 include economic, merit, inflationary adjustments, and capital investments. 

The variance between the 2019–20 forecast expenses and the 2019–20 planned expenses is driven mainly by delays in planned staffing and professional services.

The following table calculates the Agency’s funding requirements by reconciling planned expenses calculated on an accrual basis to funding requirements on a cash basis. For the fiscal year 2020–21, the Agency’s net planned expenditures will be $35.7 million: $32.7 million for operating expenses and $3.0 million for capital expenses.

Note: Totals may not sum due to rounding

Planned human resources

The following table shows actual, forecast and planned full-time equivalents for each core responsibility and Internal Services at FCAC.

The increase in full-time equivalents for 2018–19 was due to the creation of an Enforcement Division and the addition of personnel to enhance the Agency’s ability to monitor trends and emerging issues. The Agency also added new positions in Internal Services to create an initial in-house capacity for its human resources and finance functions so it could operate more efficiently.

The increases from 2019–20 onward are due to growing capacity that will be needed to help implement the new FCPF, strengthen the Agency’s Internal Services (previously outsourced to other government departments), reinforce project management services, enhance internal communications, and modernize workplace processes and systems. The planned increase to the Financial Literacy Program refers to the staffing of previously approved vacancies. 

Gender-based analysis plus

Gender-based analysis plus (GBA+) is well established in the Agency’s research, policy and education functions. It ensures that a diverse identity spectrum is considered when financial literacy policies, programs, resources and tools are designed. This better enables the Agency to meet the needs of all segments of the Canadian population. For example, GBA+ was integrated into survey fieldwork and research involving the Financial Well-being Survey in 2018, the Survey on the Banking of Canadians in 2019 and the modernization of the CFCS in 2019. 

In 2020–21, the Agency will leverage its GBA+ best practices in financial literacy to establish a comprehensive and integrated approach to research. The result will be a holistic and standardized process for conducting research regardless of the core responsibility. This will ensure that the whole identity spectrum is considered during the development of programs, policies, resources and tools designed to protect financial consumers.

Experimentation

To strengthen the effectiveness and assess the impact of its programs and initiatives—and to learn what works and what does not—the Agency will continue to experiment with new approaches and evaluate their impact. This year’s initiatives include: 

• A tax refund saving pilot , which aims to help individuals direct their tax refunds immediately into savings. 
• An evaluation of FCAC’s new Budget Planner , an online tool developed using behavioural insights to help Canadians prioritize their spending and take control of their finances.

The Agency monitors current and emerging risks that have the potential to impact its ability to protect financial consumers. Our enterprise risk management has a solid foundation in governance, allowing us to make deliberate investments while implementing proactive measures. This results in a balanced approach to managing risk. 

The Agency has identified a risk related to preparedness and resilience during times of crisis, such as a major banking incident, terrorist attack, cyber-related event or climate disaster. The Agency is working with its regulatory counterparts and stakeholders to enhance its practices to maintain market confidence in normal conditions as well as during crises. 

The Agency is also monitoring a risk related to its internal capacity to address emerging issues that require rapid policy responses. It is developing mitigation plans that include filling existing vacancies, identifying and prioritizing emerging issues with a view to the future, and creating a new organizational structure that will enhance strategic focus. 

The Agency has also identified a risk related to IT security and vulnerabilities that could compromise information or lead to the degradation or interruption of service delivery. To mitigate this risk, we will update our information management and IT threat and risk assessment, plan scenario-based penetration testing, deliver enhanced security awareness training sessions to employees, implement IT security updating and authorization processes, and update our internal policy documentation.

Condensed future-oriented statement of operations

The condensed future-oriented statement of operations provides a general overview of the Agency’s operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and improve transparency and financial management. 

A more detailed statement (with associated notes, including a reconciliation of the net cost of operations to the requested authorities) is available on FCAC’s website.

Subsection 18(3) and 18(5.3) of the Financial Consumer Agency of Canada Act (the Act) provides that the Agency’s cost of operations (Expenses) are to be assessed to the regulated entities. Pursuant to subsection 13(2) of the Act, the Agency’s operations are primarily funded through this process. However, the Agency also receives a statutory expenditure as authorized under subsection 13(3) of the Act.

The Agency’s assessment revenues are calculated and charged in accordance with the Financial Consumer Agency of Canada Assessment of Financial Institutions Regulations and the Agency's financial assessment methodology of payment card network operators and external complaint bodies. These regulations outline the methodologies used to determine each institution’s assessment.

The Agency manages its working capital requirements by borrowing funds from the Government of Canada under subsection 13(1) of the Act.

Corporate information

Organizational profile.

Commissioner: Judith Robertson

Ministerial portfolio: Finance

Enabling instrument(s): FCAC derives its mandate from the Financial Consumer Agency of Canada Act . The Act outlines FCAC’s functions, administration and enforcement powers and lists the provisions of federal laws and regulations under its supervision.

Year of incorporation/commencement: 2001

Raison d’être, mandate and role: Who we are and what we do

Raison d’être.

FCAC was established in 2001 to protect consumers by supervising federally regulated financial entities and strengthening the financial literacy of Canadians.

Mandate and roles

FCAC’s mandate is set out in the Financial Consumer Agency of Canada Act . As a regulator, FCAC protects consumers by monitoring and supervising financial institutions to ensure they comply with the market conduct obligations that apply to them under federal legislation and regulations.

FCAC also monitors and evaluates trends and issues that may impact financial consumers, educates Canadians about their rights and responsibilities when dealing with financial institutions, and collaborates with stakeholders to contribute to and support initiatives that strengthen the financial literacy of Canadians.

Reporting framework

The Financial Consumer Agency of Canada’s approved departmental results framework and program inventory for 2020–21 are as follows.

Core Responsibility #1: Supervision of federally regulated financial entities

Departmental Result: Federally regulated financial entities are compliant with consumer protection legislation, their public commitments and codes of conduct

• Indicator: Percentage of financial institutions that are aware of the reason for and nature and outcome of the Financial Consumer Agency of Canada’s supervision activities
• Indicator: Percentage of cases of non-compliance where corrective actions (commensurate with the level of non-compliance) are undertaken by the Financial Consumer Agency of Canada

Departmental Result: Canadian consumers are aware of their rights and responsibilities when dealing with financial institutions

• Indicator: Percentage of consumers who are aware of their consumer protection rights and responsibilities
• Indicator: Number of Canadians reached through consumer rights and responsibilities information

Program: Supervision and Promotion

Core Responsibility #2: Financial Literacy

Departmental Result: Canadians are strengthening their financial knowledge, skills and confidence

• Indicator: Percentage of Canadians who strengthen their financial knowledge
• Indicator: Percentage of Canadians who strengthen their financial confidence
• Indicator: Percentage of Canadians who adopt desired financial behaviours
• Indicator: Percentage of non-budgeters who are confident in their ability to make and follow a budget
• Indicator: Percentage of non-budgeters who begin budgeting
• Indicator: Number of Canadians reached through initiatives supporting the National Strategy for Financial Literacy

Program: Financial Literacy

Supporting information on the program inventory

Supporting information on planned expenditures, human resources, and results related to the Financial Consumer Agency of Canada’s program inventory is available in the GC InfoBase . Footnote ii   

Federal tax expenditures

The Financial Consumer Agency of Canada’s Business Plan does not include information on tax expenditures that relate to its planned results for 2020–21.

Tax expenditures are the responsibility of the Minister of Finance, and the Department of Finance Canada publishes cost estimates and projections for government wide tax expenditures each year in the Report on Federal Tax Expenditures . Footnote iii    This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are solely the responsibility of the Minister of Finance.

Organizational contact information

Financial Consumer Agency of Canada 427 Laurier Ave. West Ottawa ON K1R 1B9 www.canada.ca/en/financial-consumer-agency

Telephone: 1-866-461-FCAC (3222) Fax: 1-866-814-2224 / 613-941-1436

Annex A: The Agency’s indicators

1 Originally based on a survey conducted every five years. A smaller survey is now fielded annually.

2 No results for 2018-19. A baseline was established for 2019-20.

1 Based on the Canadian Financial Capability Survey conducted every five years.

2 The updated methodology for this indicator is being benchmarked in 2018–19; therefore, targets have not been set yet.

Annex B: Definitions

Core responsibility ( responsabilité essentielle ) 

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental priority ( priorité ministérielle ) 

A plan or project that a department has chosen to focus and report on during the planning period. Departmental priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

Departmental result ( résultat ministériel ) 

A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

Departmental result indicator ( indicateur de résultat ministériel ) 

A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.

Departmental results framework ( cadre ministériel des résultats ) 

A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.

Experimentation ( expérimentation ) 

The conducting of activities that seek to first explore, then test and compare, the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works and what doesn’t. Experimentation is related to, but distinct from innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.

Full time equivalent ( équivalent temps plein ) 

A measure of the extent to which an employee represents a full person year charge against a departmental budget. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.

Gender-based analysis plus (GBA+) ( analyse comparative entre les sexes plus [ACS+])

An analytical process used to assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race, ethnicity, religion, age, and mental or physical disability. 

Performance ( rendement )

What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

Performance indicator ( indicateur de rendement )

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.

Performance reporting ( production de rapports sur le rendement )

The process of communicating evidence based performance information. Performance reporting supports decision-making, accountability and transparency.

Plan ( plan )

The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected resul

Program ( programme ) 

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

Program inventory ( répertoire des programmes )

Identifies all of the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

Result ( résultat )

An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization’s influence.

Strategic outcome ( résultat stratégique )

A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.

Target ( cible )

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

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German council approves a revised plan by Tesla to expand its plant near Berlin

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BERLIN (AP) — A local council in Germany approved a plan by electric carmaker Tesla to expand the grounds of its first plant in Europe, a proposal which has drawn persistent protests this year.

German council approves a revised plan by Tesla to expand its plant near Berlin Back to video

Councilors in the Gruenheide municipality, just outside Berlin, voted 11-6 Thursday evening with two abstentions in favor of the plan, German news agency dpa reported. The proposal was scaled down to involve the felling of fewer trees than originally intended.

Tesla wants to add a freight depot and logistical space to its factory, which opened in 2022.

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In a nonbinding vote in mid-February, residents of Gruenheide rejected Tesla’s original proposal, which would have meant clearing more than 100 hectares (247 acres) of trees.

Activists have been protesting in a forest near the plant since February over concerns about water and deforestation. Hours before the council meeting, a court ruled that police can’t clear away tree houses that activists have built in the area for now.

“Stop Tesla,” a group backing the protest, said Friday that it was disappointed by the council’s decision and vowed to keep on demonstrating. “We must stay to protect the water and the forest as long as our protection is needed,” it said in a statement.

The state government in Brandenburg, which surrounds Berlin, welcomed the councilors’ decision. The regional economy minister, Jörg Steinbach, described it as “a strong signal for the future development of Gruenheide and Tesla.”

In March, a suspected arson attack on an electricity pylon, claimed by a far-left group, knocked out power supplies to the factory for nearly a week and interrupted production.

Company CEO Elon Musk at the time called the culprits the “dumbest eco-terrorists on Earth” and said anti-Tesla protesters were misguided for aiming to halt production of electric vehicles rather than those powered by fossil fuels.

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Posthaste: Canada's standard of living on track for worst decline in 40 years

Cra denies taxpayer's medical expense credit for his visiting father's hospital stay, inflation figures could shake mortgage market out of lull, opinion: capital gains tax hikes are terrible optics for canada, bank of canada risks recession if it waits to cut interest rates: rosenberg research.

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Netflix ad-supported tier has 40 million monthly users, nearly double previous count

Netflix ’s cheaper, ad-supported tier has amassed 40 million global monthly active users, the company said Wednesday.

That’s nearly double the 23 million figure the streaming giant shared in January.

Separately, Netflix announced it would launch its own advertising platform and no longer  partner with Microsoft  for that technology. The tech giant will remain a programmatic advertising partner.

Netflix introduced the ad-supported plan in November 2022 as part of a wider effort to drive revenue  amid slowing subscriber growth . That strategy included last year’s  password-sharing crackdown .

The company said Wednesday that 40% of all signups in countries that have the ad tier available are for that cheaper plan. Netflix now has 270 million total subscribers.

The monthly active ad-tier user figures come just a month after Netflix told investors it would no longer be providing quarterly subscriber number updates. The company said at the time that it was generating substantial profit and free cash flow and that its membership numbers were not the only factor in the company’s growth. It said the metric lost significance after it started to offer multiple price points for memberships.

The surge in ad-tier users comes as linear TV audiences shrink and traditional media companies seek to gain a foothold in the streaming realm. Netflix has established itself as the leader in the segment as many other companies struggle to make their streaming platforms profitable.

Key competitors have far fewer subscribers than Netflix does. In its first-quarter earnings report, Comcast said its streaming platform Peacock had 34 million subscribers.

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Whitten is a social media writer for CNBC.

Alex Sherman covers media for CNBC. 

Smart Growth International Business Expo 2024

Get ready for the most anticipated International Business Expo of the year in Canada, happening in Calgary, Alberta. We are now GLOBAL!!!

Date and time

Refund policy, about this event.

• 2 days 4 hours

Through the SMART GROWTH INTERNATIONAL BUSINESS EXPO, the business communities Western Canada, the USA, Africa, and the Caribbean come together in Calgary with the goals of exchanging, and conducting business. The purpose of the event is to provide a platform for displaying Canadian businesses in an effort to convey information and foster collaboration.

The topic of the Expo: SMART GROWTH INTERNATIONAL BUSINESS EXPO enables participants from all over the world to speak with one another about their ideas and potential solutions, as well as to build new kinds of commercial partnerships and forms of collaboration. Entrepreneurs and participants in the industries of security, science, media, manufacturing, agribusiness, aerospace, mining, oil and gas, retail, technology, art, transportation, tourism, and more will have the opportunity to participate in and see a variety of activities that will leave a lasting impression.

This SMART GROWTH INTERNATIONAL BUSINESS EXPO will promote and stimulate the meeting of new cultures, thereby building a knowledge of the interconnections that will enable its participants to do business more effectively. The SMART GROWTH INTERNATIONAL BUSINESS EXPO provides a unique opportunity to showcase goods and services, as well as to build a better knowledge of trade with African and Caribbean countries. This is accomplished by bringing together businesspeople from a variety of countries in one place.

At the SMART GROWTH INTERNATIONAL BUSINESS EXPO, Western Canadian entrepreneurs, international entrepreneurs, and all attendees will have the opportunity to participate in a one-of-a-kind event.

Tickets purchased here are for the SMART GROWTH INTERNATIONAL BUSINESS EXPO 2024 only. No refunds available after April 30th, 2024.

For more information, please contact [email protected]

Get your tickets today.

Sponsorship

Interested in sponsoring this event? We have a range of sponsorship packages for financial and in-kind contributions. Download our sponsorship package.

• Canada Events
• Alberta Events
• Things to do in Calgary, Canada
• Calgary Expos
• Calgary Business Expos
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