Who are Canada’s richest people?
Canadian Business has put together its 17th annual ranking of the wealthiest individuals and families in the country. We summarised it's findings:
1. Thomson Family
Total Net Worth: $36.76 billion
Change from last year: 20%
David Thomson is the chairman of Thomson Reuters. Gains at Thomson Reuters were an important factor in the $6 billion increase the family saw in their collective net worth over the past year.
2. Galen Weston
Total Net Worth: $13.67 billion
Change from last year: 20%
The 74-year-old chairs George Weston Ltd. a food-processing and distribution company founded by his grandfather in 1882. He also owns a range of department stores, which includes Selfridges and Holt Renfrew.
3. Garrett Camp
Total Net Worth: $9.18 billion
New for 2016
Garret Camp and his friend Travis Kalanick invented Uber. The firms valuation is close to US$70 billion.
4. Rogers Family
Total Net Worth: $8.86 billion
Change from last year: %u25B2 20%
Rogers Communications increased its share price this year by negotiating a $465-million deal for rival Mobilicity and acquiring unused wireless spectrum from Shaw. The Rogers also own the Toronto Blue Jays.
5. Irving Family
Total Net Worth: $7.50 billion
Change from last year: %u25BC 9%
Irving oil is run by fourth generation Irvings. Jim Irving heads the forestry and the shipbuilding arms, while Sarah Irving has just been installed on the executive team of Irving Oil. The firm is undertaking a $200 million maintenance project at its Saint John refinery.
6. Joseph Tsai
Total Net Worth: $7.30 billion
New for 2016
Heard of Alibaba? Joseph Tsai is founder Jack Ma’s right hand man. Tsai was reportedly instrumental in getting early funding for the e-commerce brand.
7. James “Jimmy” Pattison
Total Net Worth: $6.89 billion
Change from last year: %u25BC 12%
Pattison is known as the man who saved Expo 86 and helped get the 2010 Olympic bid finalised. He is the CEO of the Jim Pattison Group, the second largest privately held company in Canada
8. Saputo Family
Total Net Worth: $6.43 billion
Change from last year: %u25B2 3%
Giuseppe Saputo founded Saputo Inc., A Montreal-based dairy company, in 1954. Now, his grandchildren run the $12-billion multinational corporation today, which is one of the top 10 dairy producers in the world.
9. Estate of Paul Demarais Sr.
Total Net Worth: $6.10 billion
Change from last year: %u25B2 9%
Paul Desmarais produced Power Corp an international financial services conglomerate that includes Great-West Lifeco and IGM Financial. Desmarais’ children Paul Jr. and André, run the operation today.
10. Richardson Family
Total Net Worth: $5.63 billion
Change from last year: %u25B2 12%
James Richardson & Sons Ltd. started off selling grain, and 158 years later has ventured into financial services and oil and gas.
SOURCE: [Canadian Business]
Six issues at the top of tax and finance leaders’ agenda
New Deloitte research reveals that tax leaders are under increasing pressure to add strategic value as companies accelerate business model transformation, from undergoing digital transformations to rethinking their supply chains or investing in green initiatives.
According to Phil Mills, Deloitte Global Tax & Legal Leader, to “truly deliver value to the business, the tax function needs to rethink its resourcing model and transform its technology infrastructure to create capacity and control costs”.
And the good news, according to Mills, is that tax and business leaders have more options at their disposal to achieve this.
Reflecting the insights of global tax and finance executives at global companies, Deloitte’s Tax Operations in Focus study reveals the six issues at the top of tax and finance leaders’ agenda.
Trend 1: Businesses seek more strategic counsel from tax
Companies are being pushed to develop new digital products and distribution channels and accelerate sustainable transformation and this is taking them into uncharted tax territory. Tax leaders say their teams must have the resources and skills to give deeper advisory support on digital business models (65%), supply chain restructuring (49%) and sustainability (48%) over the next two years. This means redrawing the boundaries of what tax professionals focus on, and accelerating adoption of advanced technologies and lower-cost resourcing models to meet compliance requirements and free up time.
According to Joanne Walker, Group Tax Director, BT Group PLC, "There’s still a heavy compliance load today, but the vision for the future would be that much of that falls away, and tax people become subject matter experts who help program the machine, ensure quality control, and redirect their time to advisory activity.”
Trend 2: Tipping point for resourcing models
Business partnering demands in the tax department are on the rise, but 93% of tax leaders say their department’s budget is remaining flat or falling. To ensure that the tax function can redefine itself as a strategic function at the pace that is required, leaders are choosing to move increasing amounts of compliance and reporting to a combination of shared service centers, finance departments, and outsourcing providers that have invested in best-in-class technology.
Trend 3: Digital tax administration is moving faster than expected
in addition to the rising focus of the corporate tax department partnering with their business counterparts, transformative changes to the way companies share tax information with revenue authorities is also creating an imperative to modernize operations at a faster pace. Nine in 10 (92%) respondents say that shifting revenue authority demands on digital tax administration will have a moderate or high impact on tax operations and resources over the next five years—and several heads of tax said the trend is moving faster than expected.
"It’s really stepped up in the last couple of years," says Anna Elphick, VP Tax, Unilever. "Tax authorities don't just want a faster turnaround for compliance but access into a company’s systems. It's not unreasonable to think that in a much shorter time than we expect, compliance will be about companies reviewing a return that's been drafted by the tax authorities."
Trend 4: Data simplification and lower-cost resourcing are top priorities
Tax leaders said that simplifying data management (53%) and moving to lower-cost resourcing models (51%) must be prioritized if tax is to become more proactive at delivering strategic insights to the business. Many tax teams are ensuring that they have a seat at the table as ERP systems are overhauled, which is paying dividends: 56% of those that have introduced NextGen ERP systems are now highly effective at supporting the business with scenario-modeling insights. Only 35% of those with moderate to low use of NextGen ERP systems said the same.
At Stryker, “we automated the source P&L process for transfer pricing which took a huge burden off of the divisions," says David Furgason, Vice President Tax. "Then we created a transfer price database to deposit and retrieve data so we have limited impact on the divisions. We are moving to a single ERP platform which will help us make take the next step with robotics.”
Trend 5: Skillsets are shifting
Embedding a new data infrastructure and redesigning processes are critical for the future tax vision. Tax leaders are aligned — data skills (45%) and technology process experience (43%) are ‘must have’ skills in a tax department of the future, but more traditional tax specialist knowledge also remains key (40%). The trick to success will be in tax leaders facilitating the way these professionals, with their different backgrounds, can work together collectively to unlock lasting value.
Take Infineon Technologies, which formed a VAT technology and governance group "that has the right knowledge about how to change the system to ensure it generates the right reports", according to Matthias Schubert, Global Head of Tax. "Involving them early was key as we took a greenfield approach, so we could think about what the optimal processes would look like and how more intelligent systems could make an impact
Trend 6: 2020 brought productivity improvements
Improved productivity (50%) and accelerating shifts to remote working (48%) were cited as the biggest operational benefits to emerge from COVID-19-driven disruption. But, as 78% of leaders now plan to embed either hybrid or fully remote models in the tax function long term, 34% say maintaining productivity benefits is a top concern. And, as leaders think about building their talent pipeline and strengthening advisory skill sets, 47% say they must prioritize new approaches to talent recognition and career development over the next two years, while 36% say new processes for involving tax in business strategy decisions must be established.