2011 St. Lawrence Seaway Managment Corp. report
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Transcript of 2011 St. Lawrence Seaway Managment Corp. report
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moving forwardin a ChangingEnvironmEnt2010/2011 annual report
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thE
St. LawrEnCESEaway
Welland Canal
Peses messe
Bsess g
Trafc Reslts
New Bsiness Program
opel Ecellece
Reliable Inrastrctre
Naigation Season
Emergenc Preparedness
Worplace Health & Saet
Enabling Technologies
Sstainable Operations
h Pece wce
Perormance Based Cltre
A Wororce in Transition
Emploee Wellness
Bob Swenor Memorial AwardEmploment Eit
Sele Eee
Initiaties
Corporate Sstainabilit
Cpe gece
fcl Ssbl
Management Discssion and Analsis
Independent Aditors Report
Financial Statements
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1The St. Lawece Seaway Maagemet Copoato
St. lambert
Cote Ste. Catherine
beauharnoiS
iroquoiS
eiSenhoWer (u.S.a.)
Snell (u.S.a.)
a lIFelIne ForBuSIneSS anD traDe
a SaFe anDrelIaBle WaterWaY
SteWarD oFa ShareD reSource
2,500,000,000toes o cago vale excess o$375,000,000,000 sce 1959
15 lcs13 o whch ae Caaa,capable o ltg 35,000-toevessels 174 m above sea level
100%o commecal vessels bo o theSeaway wee sbject to ballast watespectos 2010; a total o 7,754 ballastwate taks assesse
36,550,000toes o cago 2010, a 19% ceaseove 2009 cago volme
A vtal lk wth the Geat Lakes /St. Lawece Seaway System,whch extes
3,700 om the Gl o St. Laweceto Lake Speo
0o epote establshmet o ewvasve speces toce thoghballast wate sce 2006
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The St. Lawrence SeawaManagement Corporation (the
SLSMC or the Corporation),the sccessor to theSt. Lawrence Seawa Athorit,was established in 1998 as anot-or-proft corporation bthe Goernment o Canada,Seawa sers and other estaeholders. In accordance
with proisions o the CanadaMarine Act, the Corporationmanages and operates theassets o the St. LawrenceSeawa or the FederalGoernment nder along-term agreementwith Transport Canada.
Our MiSSiOn
We pass ships through a sae and reliablewaterway system in a cost-eective, ecientand environmentally responsible manner orthe benet o all our stakeholders today andinto the uture.
Our ViSiOn
The SLSMC and its partners an essential
transportation system or the 21st century.
COrPOrATE GOALS And dESirEd OuTCOME
BuSinESS
growth
oPErationaL
ExCELLEnCE
high PErformanCE
work forCE
StakEhoLdEr
EngagEmEnt
finanCiaL
SuStainaBiLity
Increase the
benefts economic, social
and environmental
o the marine
mode through the
increase o tonnage
in the system
Consistently
deliver a hassle-ree passage to
carriers and cost
eective transpor-
tation alternative to
shippers
Create a work
environment oremployees who are
skilled, engaged,
versatile and
accountable to
business results
and personal
success
Align all stake-
holder views to acommon Seaway
system vision
and its long term
contribution
Manage resources
or optimal useand minimize cost
to the users and
owners o the
system
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3The St. Lawece Seaway Maagemet Copoato
Our VALuES
SaFetY, reSpect, openneSS, IntegrItY anD InnovatIon
The Seaway s a essetal pat o noth Amecastaspotato astcte a a lele to bsess wth theest o the wol. it moves aw mateals a she poctsom a vast etwok o la pots to wolwe makets, avce vesa, a evometally, ecoomcally a socally-esposble mae.
t S. lw Swy seves cago vessels, cseshps a a mltte o othe vessels thogh a sees o locksa chaels coectg Moteal to Lake Ee a povgaccess to 3,700 km o avgable wates. The Copoato has:
an excellent saety record;1.
a dedicated proessional workorce that prides itsel on providing excellent2.customer service;
high-quality trac management, using automatic vessel identication3.and real-time tracking;
a reliable operation, with system availability consistently above 99.0%;4.
the ability to handle large vessels measuring up to 225.5 metres in overall5.length, 23.8 metres in beam and 8.08 metres in drat;
ISO 9001:2008 certication or the operation and maintenance o the Canadian6.sectors o the St. Lawrence Seaway;
joint Canadian and U.S. government inspections at entry, thus eliminating7.duplication, including ballast water inspections which mitigate the spreado invasive species into the Great Lakes / St. Lawrence Seaway System and;
a bi-national8. www.greatlakes-seaway.com website, serving as the mostcomprehensive single source o Great Lakes / St. Lawrence Seawayinormation, with real-time navigation data, links to government andcommercial marine transportation sites, pleasure crat resources,and a suite o e-business services.
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> Flght locks the Wella Caal
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6
THE 2010/11 NAvIGATION SEASONWAS A REBOuND yEAR FOR THE SEAWAyFOLLOWING THE SIGNIFICANT DECREASEExPERIENCED IN 2009.
With lingering uncertainties at the end o 2009, cargoprojections had been relatively conservative or 2010 andit was thereore heartening to see the recovery take hold,
and or this to be refected in increased trac through thesystem. The pace o recovery was slow but steady and thisis expected to continue in 2011.
The 19% trac increase reported in 2010 was led by strongshowings in iron ore and general cargo, which includes ironand steel break-bulk shipments, as well as project cargo
such as wind turbine components. Another strong element othis success was the New Business Incentive Program intro-duced in 2008, which produced solid results even during thedownturn in the economy. The trac improvement translatedto toll revenue o $60.7 million, compared to last years $50
million; however, or the second year since commercialization,the Corporation was unable to cover operating expenses.
In addition, we must not lose sight o the act that although2010 was a better year, we did not return to 2008 trac
levels. As well, structural changes to industries that or manyyears were stalwarts o the Seaway, such as iron ore, means
we may not return to pre-recession levels or some time.
This reality conrms the strategic actions being taken by the
organization to diversiy cargo mix and simpliy operationsin order to encourage more vessels to enter the system andmaximize the capacity currently available.
We are building on the ongoing success o the New BusinessIncentive Program by oering a Service Incentive Programor the 2011 and 2012 navigation seasons that provides a20% reund on applicable tolls or export cargoes trans-
ported by operators o liner or semi-liner services between
Great Lakes ports and markets outside the Great Lakes /St. Lawrence Seaway System.
Our long history o providing quality service to userscontinued in 2010. Even with increased trac, operationalstandards or transit times and system availability improvedcompared to 2009. As well, the vessel sel-spotting program
was completed allowing or more ecient positioning o
ships in locks. We also continued testing the hands-ree
mooring system located at Lock 7 in the Welland Canal andidentied elements requiring improvement.
PrESidEntS
mESSagE
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7The St. Lawece Seaway Maagemet Copoato
Quality service requires a system that is properly maintained.In the third year o the current ve-year Asset Renewal
Plan, the Corporation spent $50.8 million to ensure the
reliability o its inrastructure. With aging inrastructure, it isexpected that these yearly costs will continue to increase
or the oreseeable uture.
Over the years, we have worked closely with our U.S. counter-part, the Saint Lawrence Seaway Development Corporation,and Seaway users to develop technology and procedures to
maximize use o the system. In 2010, this included naliza-tion o work on the drat inormation system and approvedspecications or equipment required on vessels to allow
them to saely transit the system at deeper drat.
Along with operational improvements, we continued working
on increasing awareness o the Great Lakes / St. LawrenceSeaway System and its potential to play a greater role inhelping contribute to a sustainable world. One initiative
which continues to gain traction is Green Marine. Green
Marine is a joint Canada U.S. initiative designed to equipits members with the means o voluntarily improving their
environmental perormance by undertaking concrete andmeasurable actions. A sign o its acceptance and valuewas the announcement in December by the Great Lakes
and St. Lawrence Cities Initiative, a bi-national collaborationo mayors and local ocials dedicated to the protection
and restoration o waterways, that they were endorsing theprogram and becoming an ocial supporter.
Externally, we are impacted by government decisions. Onewhich is already showing positive signs is the decision by the
Government o Canada to repeal the 25% duty on imported
vessels. Owners o domestic feets have announced plansto invest in new ships which will be equipped with modernand more ecient systems, thereby using less uel and
producing ewer greenhouse gas emissions. On a less
positive note, New York States announcement that it willpostpone implementation o its ballast water regulations
does not bring about a lasting solution. We will continue
our support o the marine industry and various levels ogovernment to have New York amend their regulations,
which are not viable given available technology.
During 2010, the Marine Delivers public relations campaign,
a joint eort between the Canadian and U.S. SeawayCorporations and industry members, was successul in
getting the marine message out, counteracting mispercep-tions and correcting inaccuracies in media stories that canprove damaging i let unchecked. One initiative under theMarine Delivers umbrella is the Economic Impact Study
being carried out by John Martin Associates. When released,it will provide data on the Seaways importance within theNorth American economy.
Since my arrival in early November, I have become amiliarwith the many aspects and groups associated with the Great
Lakes / St. Lawrence Seaway System. I look orward to myrst ull year at the helm o the organization and in workingto position the Seaway as a key contributor to Canadas
economy. I will be working closely with the management
team and all Seaway employees to build on the Seawaysstrong saety record, to increase tonnage and revenues while
controlling costs, to reach air labour agreements with union
employees to replace those that expired in March 2011, andto continue leveraging technology and innovative practicesto improve the Seaways perormance.
I would also like to thank my predecessor Richard J. Coreor his contributions during his 28-year Seaway careerand, in particular, his eight years as President. He hasbeen instrumental in moving the organization orward andintroducing initiatives to position it to meet the challengeso the uture.
This annual report is divided under the ve pillars o our
revised Strategic Plan: Business Growth; Operational
Excellence; High Perormance Workorce; StakeholderEngagement; and Financial Sustainability. I hope you ndit inormative and interesting.
Terence F. Bowles
President and C.E.O.
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8
BuSinESS
growthTHROuGHOuT THE SEAWAyS 52 yEARSOF OPERATION, BuLk CARGOES HAvECONSTITuTED OvER 95% OF ITS TONNAGE.GIvEN THE MARkET TRENDS AFFECTINGTHE TRADITIONAL CORE COMMODITIES OFIRON ORE AND GRAIN, THE SEAWAy MuSTATTRACT A BROADER MIx OF CARGO INORDER TO BOLSTER ITS TONNAGE vOLuMEAND FINANCIAL SuSTAINABILITy.
traffiC rESuLtS
In 2010, the economys gradual recovery rom the global
nancial crisis o 2008/2009 contributed to a trac increase
or the Seaway. New trac patterns also emerged, particularlynew export shipments, as a result o urther globalization
within the steel industry.
Total combined trac or 2010 reached 36.55 milliontonnes (MT), an increase o 19.0% or 5.84 MT over 2009.More specically, trac increased by 30.0% or 6.22 MT inthe Montreal-Lake Ontario section (MLO) and by 10.6% or2.80 MT in the Welland Canal, amounting to 26.92 MT o
cargo in the MLO and 29.18 MT in the Welland Canal.
Canadian grain shipments benetted rom strong worlddemand at season end, closing with a 6.1% or 0.35 MT
increase over 2009 in the MLO and a slight decrease o
3.4% or 0.18 MT in the Welland Canal. On the American
side, U.S. grain increased by 41.6% or 0.88 MT in the MLO
and by 28.9% or 0.67 MT in the Welland Canal due to highgrain availability, good world demand, the early closing othe Mississippi River system, and improved ocean vesselavailability.
Iron ore shipments in 2010 recovered rom the low levels o2009 and increased by 86.1% or 3.33 MT in the MLO andby 14.1% or 0.88 MT in the Welland Canal. These improvedresults refect the partial recovery in the steel industry, as
well as new export trade patterns brought about by industryglobalization.
Coal shipments in 2010 increased over the previous yearby 23.6% or 0.17 MT in the MLO and by 28.7% or 0.82 MTin the Welland Canal due to a greater demand or steel.
Shipments o other bulk commodities also increased in
2010 by 11.8% or 0.86 MT in the MLO and to a lesser degree
o 1.0% or 0.09 MT in the Welland Canal. The economic
recovery brought increases to all other bulk cargoesexcept or salt. Salt was impacted by a mild 2010 winter,
reducing shipments by 35%.
General Cargo, which was also aected by the recoveryo the steel industry, increased by 70.1% or 0.64 MT in the
MLO section and 73.2% or 0.51 MT in the Welland Canalcompared to 2009. Steel alone increased by 69.8% in theMLO and by 73.7% in the Welland Canal. With renewed
shipments o windmills, other general cargo increased by122% in the MLO and 145% in the Welland Canal.
The increase in cargo volume in 2010 led to a corresponding
increase in Seaway vessel trac. In 2010, combined Seaway
trac registered 3,925 vessel transits, 294 more than 2009.More specically, in the MLO, there was an overall increaseo 15.8%, with inland vessel transits up 2.3% and ocean
vessels 57.0%. Similarly or the Welland Canal, there was anoverall increase o 12.1% compared to 2009. Inland vessel
transits rose 3.4% and ocean transits 58.1%.
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9The St. Lawece Seaway Maagemet Copoato
traFFIc reSultS Mlo SectIon(total Cago mllos o toes)
Ga Coal Geealio Oe Othe Blk
Ga Coal Geealio Oe Othe Blk
Ga Coal Geealio Oe Othe Blk
traFFIc reSultS WellanD SectIon(total Cago mllos o toes)
traFFIc reSultS coMBIneD(total Cago mllos o toes)
n 2010
n 2009
n2008
n 2007
n 2006
11.3
10.17.37.89.
1
9.69.79.13.97.
2
7.28.39.56.37.
1
11.0
11.9
11.97.09.
7
0.70.41.00.70.
9
3.73.23.62.93.
7
3.73.23.62.93.
7
9.49.3
10.07.38.
1
16.2
15.1
15.7
11.7
12.
3
4.62.41.90.91.
6
3.11.91.20.71.
2
4.62.41.90.91.
6
10.89.96.87.58.
0
11.5
10.47.68.29.
2
12.6
11.6
12.39.19.
1
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10
neW BuSIneSS( mllos $)
2008 20102009 Cmlatve
1.83.4
2.32.6
3.22.9
7.38.9
n Coke
n io & Steel
n Wmlls & Pats
n Salt
n io oe
n Almm
nGas
nTa, Ptch & Ceosote
nQatz stoe
nuea
nCotaes
nPetolem Pocts
nSteel Slabs
nFace Slag
nCemet
nMachey & Maches
nuea Ammom ntate
nWooplp
nFsh & Amal Pocts
nMaacte & Msc
nChemcals
neW cargoeS(Toage)
markEt dEvELoPmEnt
neW BuSIneSS / neW cargoThe New Business Incentive program, oering rebates orspecic new cargo movements (dened generally as
new origin / destination combinations or existing cargo,
or cargo that had not been shipped via the Seaway over aspan o time), attracted 58 applications in 2010, o which
52 were approved.
The 2010 season closed with 279 movements o new business,
amounting to 1.4 million tonnes o cargo and contributing
$2.9 million in revenue. Cargo classied as new business
included coke, windmills, steel, steel slabs, quartz stone,salt, chemicals, iron ore, grains, machinery and machines,petroleum products, urnace slags, wood pulp, tar pitch and
creosote, aluminum, cement and manuactured products.Containerized cargo was mainly composed o arctic trade(63%) and imported windmill components (35%).
Ater three years o oering this new business incentive
program, new business revenue reached $8.9 million whichis 121% o the three-year revenue target o $6.8 million.
veSSel tranSItS(Total mbe o tasts)
2006 20082007 2009 2010
2,9
42
2,8
78
2,7
03
2,3
95
3,6
73
3,6
71
3,5
17
2,7
99
4,6
13
4,4
50
4,2
32
3,6
31
2,7
28
3,1
35
3,9
25
n MLO
n Wella
nTotal Combe
n Bsess Pla
n Actal
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11The St. Lawece Seaway Maagemet Copoato
SeaWaY toll IncentIveIn order to support the Seaways market development initia-tives o reducing system costs and attracting new cargo,
the Corporation announced in January 2011 that no toll
increase will take eect this year. In addition, a Service
Incentive Program was launched or the 2011 navigation
season, with an objective o assisting carriers in developingor expanding liner or semi-liner services between ports inthe Great Lakes and global markets. The Service Incentive,combined with the New Business Incentive, will provide
eligible operators a total savings o 40% on tolls or new
export cargoes.
hWY h2oHwy H2O is an initiative to brand the Great Lakes / St. Lawrence
Seaway System, rom a marketing point o view, and to haveall interested parties use the same material when promotingthe system. It initially brought together the Canadian and
U.S. Seaway Corporations with all the major ports alongthe waterway and has now expanded to include, amongstothers, carriers and logistic companies.
A new Hwy H2O exhibition booth, introduced in 2010, yielded
positive results. Booth trac increased during the BreakBulk Europe and Break Bulk Americas exhibitions. In late
July, a revamped www.hwyh2o.com website was launchedillustrating the Great Lakes / St. Lawrence Seaway Systemscompetitive advantages and eaturing more in-depth inorma-
tion concerning the Seaways cargo capabilities. Hwy H2Oalso made its debut on Twitter (ollow @hwyh2o on Twitterand stay up to date on Seaway news and inormation).
The 6th annual Hwy H2O Conerence took place October 27th
and 28th in Toronto. The theme o the conerence was theNew Supply Chain Challenge. The our modules included:Market Update The Global View; The Shipper Perspective Across the Modes; The European View Inland Waterways;
and Innovation Excellence Today & Tomorrow. Attendanceat the conerence remained steady at 130 participants,
supported by an increased number o sponsors.
The cargo-specic approach or advertising initiativescontinues to move ahead and is resulting in a numbero business development enquiries, as well as positive
eedback rom stakeholders.
traDe MISSIonThe 2010 bi-national Seaway Trade Mission took place
November 5-12, 2010 and included stops in Amsterdam
and Rotterdam, The Netherlands; Antwerp, Belgium;and London, England. The objective was to provide the23-member delegation with insight into how portions o
the European model can be adopted to advance short seashipping in North America.
During the Trade Mission, a Memorandum o Understanding
was signed between the Port o Amsterdam and theSt. Lawrence Seaway Management Corporation. The parties
agreed to analyze the possibility o pursuing a commonproject to connect a sustainable hinterland logistics networkin Canada/US with European networks, to investigate the
easibility o setting up a Green Lane (Customs AuthorizedEconomic Operator) between Canada and Europe, and
to analyze the possibility o linking this joint initiative withcurrent European Union/Canada trade discussions.
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THE SEAWAy ExCELS IN PASSING SHIPSTHROuGH A SAFE AND RELIABLE WATERWAySySTEM. TO ENHANCE ITS COMPETITIvEPOSITION AS A COST EFFECTIvE, EFFICIENTAND ENvIRONMENTALLy RESPONSIBLESySTEM, THE CORPORATION IS LEvERAGINGTECHNOLOGy TO MAxIMIzE THE BENEFITSPROvIDED By ITS ExISTING LOCkS ANDCHANNELS.
rELiaBLE infraStruCturE
To continue providing its customers with a sae, reliableand cost-eective transportation system, the Corporation
is addressing the needs o its aging inrastructure, which
is now over 50 years old. The proven perormance o the
Corporations Asset Management System has over the past
16 years provided signicant benets, not the least o whichis the ability to maintain high levels o system availabilityand reliability.
During the 2010 season, system availability was 99.73%,
the highest it has been in ve years, and exceeding thetarget level o 99.0%. Similarly, the systems reliability wasat a ve-year high o 99.81%, exceeding its target level o99.75%. The Corporation also kept its average delay pertransit (attributable to its own operations) at 13 minutes in the
MLO section, under the targeted 20 minutes. The WellandCanal was at 22 minutes which is over the 20-minute target,but better than the previous years 25 minutes.
Based on the eective identication and prioritization o
risks, the Corporation has implemented a series o remedialactions to address the needs o its aging inrastructure.
Various asset renewal projects were completed over thepast year, marking the third year o the Corporationsve-year Asset Renewal Plan (2009 to 2013). The major
projects included:
Mlo SectIonST. LAMBERT LOCk
Repairing contact blocks or gates 1 and 6
Realigning valve drive shat
Reconditioning valves; removal o one valve
and replacement with a spareReconditioning stop log slides or valve
Installing new sluice gates
IROquOIS LOCkRepairing gate quoins
uPPER BEAuHARNOIS LOCkInstalling new derrick with increased unctionality
oPErationaL
ExCELLEnCE
SYSteM avaIlaBIlItY(taget 99.00%)
2007 2008 2009 20102006
99.2
0%
99.1
7%
99.6
5%
99.7
3%
99.6
3%
SYSteM relIaBIlItY(taget 99.75%)
2007 2008 2009 20102006
99.4
0%
99.3
2%
99.7
1%
99.8
1%
99.7
5%
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13The St. Lawece Seaway Maagemet Copoato
WellanD canalReacing hal o the Lock 3 West concrete wall
Rehabilitating the derrick and concrete reacing at the
Lock 4 bullnoseRehabilitating valves at Lock 6
Replacing downhaul ropes at Bridge 5
Replacing span and counterweight gibs at Bridges 5
and 11Installing new bridge estoon cable control arm at Bridges 5,
11 and 21Converting timber endering to rubber at locks 1,
2 and 3Upgrading electrical distribution at maintenance and
administration buildingsUpgrading closed circuit television at Bridge 19
As the timber pile tie-up walls within the Welland Canal
are reaching their end-o-lie, remedial work has beenstepped up.
Acceleration o the wood piles repair programNew project to repair the traveling and working suraces
o the tie-up wallsReplacement o an 83 m section o the Lock 2 lower
approach wall
In 2010, $50.8 million was spent on asset renewal projectsto maintain the reliability o the inrastructure, compared to$47 million in 2009.
SeaWaY DelaYS per tranSIt, per SectIon(Taget sce 2007: less tha 20 mtes pe tast)
n MLO
n Wella
2007 2008 2009 20102006
16
25
66
34
41
39
10
25
13
22
veSSel accIDent rate(Accets pe 1,000 tasts)
20072006 20092008 2010
3.0
2.8
2.6
2.4
1.9
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navigation SEaSon
The 2010 navigation season, the 52nd since the Montreal-Lake Ontario section was inaugurated in 1959, opened
March 25th. The system remained open 280 days, six
more than in 2009, but three less than in 2008. The lastvessel to transit the MLO section exited St. Lambert Lockon December 29th, while the last ship in the Welland Canaltransited Lock 1 on December 30th making its way to the
Port Weller dry docks.
In 2010, there were 11 vessel incidents, equivalent to 1.9 per
1,000 transits, conrming that shipping on the Seaway is asae and reliable means o transportation. The 11 reportedvessel incidents ranged rom contact with structures to
groundings, one o which resulted in an oil spill.
On July 13, 2010 a vessel lost engine power while transiting
the South Shore Canal in the MLO section. Eorts to bringthe vessel to a halt resulted in a uel tank being punctured,releasing uel into the canal above the Cte Ste. Catherinelock. Prompt action by the vessels crew and by SLSMCoperations personnel in sealing the lock ensured that the
spill remained in the immediate vicinity o the vessel. Federal
agencies and the clean-up contractor initiated a remedialaction plan, limiting the environmental impact rom the spill.Waterborne oil was removed and a clean-up initiated o theoil that washed up on the canals banks. Specialists attended
to a small number o birds that were aected by the spill.
Vessel trac was suspended or a total o three days.
An environmental incident, which is not included in the vessel
incident count above, occurred on June 15, 2010, while atug was reuelling at Whar 16 in Port Colborne. Diesel oilspilled into the Welland Canal as a result o an overfow otanks. The vessel and the SLSMC immediately put their
emergency response plans into action. The major portiono the oil was switly removed. The residual was containedby oil booms, and cleaned up the next day. Personnelrom local, provincial and ederal agencies were on hand
to observe the clean-up.
Following the incidents, the Seaway conducted debriengsessions with external agencies to review lessons learnedand identiy areas or improvement.
EmErgEnCy PrEParEdnESS
The Corporation recognizes that training is critical to providingits employees with the knowledge required to handleemergency situations eectively. Consequently, emergencyresponse exercises are conducted throughout the year andcontribute directly to quick and ecient responses in the
event o actual emergencies.
In March, the MLO operations centre personnel partici-
pated in emergency exercises at the back-up trac control
centre prior to the opening o navigation.Security drills reviewing the roles, responsibilities and
actions at MARSEC Level II (a heightened level o Marine
Security) were conducted in both the MLO and theWelland Canal.In June, Iroquois lock personnel participated in boom
deployment training.In the all, two table-top exercises were conducted in
the Welland Canal section, ocusing on communicationsbetween personnel in the Seaways Emergency Operations
Centre and external agencies throughout the region.
workPLaCE hEaLth and SafEty
In line with the Corporations commitment to saety in the
workplace, over 45 Health and Saety Committee meetings
were held in 2010 and various health and saety relatedactivities were organized. Improvements in Lost TimeInjury results were realized in 2010. The requency rate was1.7 accidents per 100 person years worked, compared to4.02 in 2009. Similarly, time lost due to injury decreased
rom 74.56 days o work per 100 person years to 40.49 in2010. In 2011, the Corporation will be zeroing in on near
misses and improved root-cause analysis o incidents tourther enhance its saety perormance.
EnaBLing tEChnoLogiES
DraFt InForMatIon SYSteM
The Drat Inormation System (DIS) provides a graphicalrepresentation o the anticipated underwater conditions
or a vessel, given its speed and heading. Created as a
means to increase saety or deep drat vessels, as well asto increase vessel cargo capacity, this project has been ajoint venture between the Canadian and U.S. St LawrenceSeaway Corporations, the shipping industry, equipment
suppliers and ederal governments.
A pilot program, allowing qualied participants to transit
at a drat o 269, was in eect in the MLO section or theentire 2010 navigation season, and a similar initiative was ineect in the Welland Canal rom October to mid-December.
A total o 21 vessels participated in this program.
An Implementation Specication to be used by system
developers to have their drat inormation system certiedby recognized authorities or Seaway use was developedand published in March 2011. It is expected that more shipswill make use o DIS in 2011.
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autoMatIc IDentIFIcatIon SYSteM (aIS)A critical component o the eective use o the drat inorma-
tion system is the availability o water elevation inormation.The Seaway implemented changes to its AIS in support othe drat inormation system to ensure that accurate waterlevel inormation can be broadcast to vessels. Memorandumso agreement between the Seaway and other stakeholdershave been ratied allowing or the sharing o water elevationinormation at various locations. The availability o thisinormation will provide additional redundancy or the waterlevel network.
veSSel SelF SpottIngBy the end o 2010, vessel sel-spotting systems wereinstalled and commissioned at all locks with the exceptiono the Iroquois Lock and Welland Canal Lock 8, which aresubject to the walk-thru procedure and do not require thissystem. Work continues on the analysis o collected data in
order to improve the accuracy and reliability o the system.Programming changes in 2011 will also acilitate the tracking
o tug and barge combinations.
hanDS Free MoorIng (hFM)Research and development continues on the hands-ree
mooring system installed at Lock 7. Since 2007, almost600 lock transits have been successully carried out with
the HFM system. The test results conrmed the benets oemploying winch units to capture vessels versus buoyancyunits, principally or their ability to avoid obstacles on the
hulls o vessels. They also demonstrated the need orimprovements to the HFM system in order to increase the
number o vessels able to use the technology. Targetedtests will be carried out in 2011 to solidiy the direction orthe remainder o the project.
netWork SecurItY
The Inormation Technology Security Group continued overthe course o 2010 to address network security. The ocusshited rom specic projects designed to protect missioncritical assets and personal inormation to projects aimedat protecting the underlying network inrastructure. Thegroup also continued to actively monitor corporate networks
and assess the state o corporate security measures and
practices.
SuStainaBLE oPErationS
green MarIneThe Corporation is an active member and proponento Green Marine, a joint Canada-U.S. initiative aimed at
implementing a marine industry environmental program
throughout North America.
gErrymiELEProcess Support Coordinator,
Canal Services
Gerrys responsibilities at the Seaway include, amongst
others, developing emergency and security exercises.
His involvement in the exercises has greatly contributed
to the Corporations level o preparedness and served to
strengthen partnerships with external agencies.
Wokg o a vaety o pojects ove the past22 yeas has allowe me to oste geat wokgelatoshps wth some vey talete a ceatveemployees at the Seaway. i some cases,these collaboatve pojects have ha a sgcat
mpact o the ogazato a ts people.Oe o my most satsyg cotbtos to theSeaway s the evelopmet o emegecya secty execses. dg a ecet coeece,i ha the pvlege o meetg Amal Tha Alle,rete Commaat o the uS Coast Ga, aicet Commae o the BP ol spll the Glo Mexco 2010. He mae eeece to two stkgphases g o covesato uty o eota Pe-eee es whch mply wokgtogethe o a commo goal a establshgwokg elatoshps well avace o a cet.Emegecy a secty execses ae a geat tool achevg both o these goals.
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Founded in 2008 by the major marine industry associationsin both Canada and the U.S., Green Marine has rapidly
gained a reputation or credibility and transparency, and orchallenging participating companies to improve their environ-
mental perormance beyond regulatory compliance.
The Corporation participates in this initiative as a member o
the Land Installations Committee. Last year, a new indicatorwas developed to assess the environmental practices o
each member. An external audit will be perormed in 2011to evaluate the Seaways perormance on a range o issuesconcerning its operations, including aquatic invasive species,
greenhouse gas emissions and its overall environmental
ootprint.
greenhouSe gaS reDuctIon (ghg) planThe GHG emissions reduction plan announced in 2007 wasaimed at reducing emissions by 15% over the course o three
years, when compared with the baseline period o 2003 to2005. Actual reductions were 15.9% or the period 2008 to2010, which averaged an equivalent o 2,695 tonnes CO2compared to the baseline o 3,204 tonnes. These results
included 2008 emissions (3,212 tonnes CO2 equivalent)which were equivalent to the baseline period, and 2009
emissions where weather conditions were exceptionally
avourable during opening and closing periods. Althoughthe reduction program took one extra year to implement, the
Seaway has accomplished sustainable improvements.
When comparing the last three years with the baseline period,it should be noted that the most important reductions occurred
as a result o building management (emissions rom uelconsumption were reduced by 12%, while emissions romrerigerant releases were reduced by 89%). Emissions romtransportation activities were also down by 14% because
o a reduction in travel by personnel and the use o more
ecient vehicles in the corporate feet.
The challenge or the orthcoming years will be to maintainthe Corporations annual GHG emissions at this level, takinginto account that emissions rom operations, which represent
a signicant portion o the total, are heavily impacted by
weather conditions in late all and early spring.
kahnaWake eMergencY DockAter more than 50 years o service, the emergency docking
whar in the Kahnawake First Nations reserve was replaced.The new wooden foating whar was built down river and
brought up through the locks beore being installed last allwith the collaboration o First Nations people. The locationo the whar is important as, in the case o an emergency, itis the only place a vessel can tie-up between the Cte Ste.Catherine loading docks and the Beauharnois Locks.
BallaSt Water ManageMentDuring the 2010 navigation season, 100% o the mandatoryballast water reporting orms were screened to assess ballast
water history, compliance, voyage inormation and proposed
discharge location. All 7,754 ballast water (BW) tanks rom
415 vessels bound or the Seaway were assessed. O thetanks examined, 7,273 complied with the ballast waterregulations and the remaining 481, rom 71 ship transits,
were issued letters o retention, ordering the non-compliantballast water to be retained on board. Three ships alteredcourse to comply with the ballast water exchange require-ments and one ship decided not to enter the Great Lakes.One letter o violation was issued to a tug/barge operator
who did not manage its ballast water in compliance with
established practices during its transit.
During the 2010 ballast water inspections, it was noted thatan increasing number o new ships and barges are equipped
with ballast water remote level reading devices. They do nothave sounding pipes, making it dicult to sample ballast
water. This has contributed to the number o ballast watertanks deemed non-compliant. The Seaway will work with
the classication societies to address this issue.
The Seaway continues to work with the U.S. Coast Guard,Transport Canada and the U.S. Seaway Corporation to deter
the introduction o aquatic invasive species in the Great
Lakes using regulation, technology, and management-based protocols. Since the inception o the mandatory
testing in 2006, there has been no establishment o newaquatic invasive species in the Great Lakes / St. Lawrence
Seaway System.
SpecIeS at rISkIn 2010, the Corporation pursued eorts on its properties toprotect species at risk, as well as other species protectedby applicable environmental laws and regulations.
peregrIne FalconS at the valleYFIelD BrIDgeA new protocol was tested to manage the Peregrine Falcons
at the Valleyeld Bridge. A nesting box was built andinstalled on a tower leg and the surviving young bird wastranserred to the box where the parents ed it. It is hopedthat in the uture, the birds will adopt the box or nesting
instead o laying their eggs on a counterweight where theyace various breeding challenges.
oSpreY at IroquoIS lockIn 2010, a pair o ospreys built their nest on top o a derrickat Iroquois lock. Since the derrick was required or main-
tenance work, the Corporation built a nesting platorm andhired a consultant who moved the nest, with permission romOntarios Ministry o Natural Resources. The parent birds
adopted the new platorm and the single chick hatched
was successully raised on the platorm.
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> Sbaste Gbealt, lock opeato at St. Lambet lock
> Vessel at
> dat omato system, isol
> dat omato system, Tasas
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TO DELIvER OPERATIONAL ExCELLENCE TO ITS
CuSTOMERS AND TO ENSuRE THE SySTEMSSuSTAINABILITy, THE CORPORATION ISRESOLuTE IN ITS COMMITMENT TO A HIGHPERFORMANCE WORkFORCE, CHARACTERIzEDBy EMPLOyEES WHO ARE SkILLED, vERSATILE,ENGAGED, AND ACCOuNTABLE. AS THEWORkFORCE CONTINuES TO ExPERIENCE HIGHTuRNOvER DuE TO RETIREMENTS, THETRANSFER OF kNOWLEDGE FROM ONEGENERATION TO THE NExT IS CRuCIAL TO THECORPORATIONS ABILITy TO MANAGE ITS
OPERATIONS EFFECTIvELy.
PErformanCE BaSEd CuLturE
A perormance management program is being imple-mented across all levels o the Corporation. This process
will provide a structured approach to managing employeeperormance and development, as well as providing or
ongoing eedback regarding each individuals contributionin realizing strategic objectives.
a workforCE in tranSitionThe Seaway is undergoing a generational shit as more andmore o its current sta members reach retirement age. Itis estimated that by March 31, 2015, 35% o the workorcewill become eligible or retirement. While sta turnovercreates challenges or succession planning and knowledgemanagement, it also provides opportunities as the Seawayadapts to new realities.
The succession planning process has identied highpotential individuals rom across the Corporation or whom
development plans are being created and closely monitored
by line management and the Executive Committee, in orderto ensure adequate support and progress in their develop-ment eorts. Areas in the organization where there is a lacko depth in terms o uture replacement personnel have alsobeen identied.
To transer knowledge eectively rom departing employees,
the Corporation is taking a more structured approach toidentiying and managing critical business knowledge.
Knowledge can be dened as specialized competencies,skills, and behaviours, which have been acquired throughthe collective experience o employees.
EmPLoyEE wELLnESS
The Seaway recognizes the importance o a healthy workplace
or its employees. In line with its values o saety, respect,openness, integrity, and innovation, it provides programs
to employees and puts procedures in place that support
employee saety, health and well-being.
Throughout Health and Saety Week in May, employees
participated in training and awareness seminars and activities
promoting health, saety and physical tness. The week alsoprovided an opportunity or designated rst aiders to respondto a mock emergency situation. In addition, on September
29th, employees rom across the Seaway participated in the
annual Corporate Wellness Day, which eatured a variety oactivities aimed at promoting healthy and active liestyles.
In 2010, the Niagara (Welland Canal) Region was the recipiento the Platinum and Diamond Healthy Living awards or
adopting healthy workplace practices and promoting healthy
living behaviours. Head Oce was also presented the GoldLevel Workplace Health Award by the Eastern Ontario Health
Unit or the ourth consecutive year. This award recognizesworkplaces that encourage their employees to develop andmaintain a healthy liestyle.
high
PErformanCEworkforCE
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BoB SwEnor mEmoriaL award
The Bob Swenor Memorial Award was established in 2010
in honour o the Corporations rst Chairman. The inauguralrecipient, Carol Capeluck, Senior HR Programs Ocer inthe Niagara Region, was presented with the award at the
annual Presidents meeting in June. Ms. Capeluck started
with the Seaway in 1976 and over the years has been a strongcontributor to the Niagara Region, and the Corporation as awhole. She was recognized or her commitment, dedicationand overall contributions to the Seaway, her co-workers andher outstanding support o various health and wellness classes
conducted in her community, characteristics embodied byMr. Swenor during his lietime.
EmPLoymEnt Equity
All Employment Equity Annual Reports rom ederally regulated
private sector employers were tabled on October 20, 2010,by the Minister o Labour, and the various employers were
rated on their progress. The Corporation was rated A(strong perormance) or Aboriginal Peoples and Personswith Disabilities, B (good perormance) or Women and
C (average to less than average perormance) or VisibleMinorities. For the third year in a row, the Corporation wasgiven a score o 5 out o 5 or reporting compliance. A
workorce analysis will be completed during 2011, and theCorporations hiring and promotion goals and recruitmentstrategies will be adjusted accordingly to improve perorm-ance in these areas.
ianikBLanChEt
Technical Officer-Mechanical
Ianik has been employed at the Seaway or nearly fve years,
frst as a dratsman and most recently as a Technical Oicer.
One important aspect o his job is to ensure that the Seaway
mechanical maintenance teams have all the documents and
material required to carry out their work eectively.
i ejoy the vesty o my wok a the ablty to go otto the el to bette esta the stctes a themateace eqemets. Sce my st ay at theSeaway, i have ha the oppotty to wok wth peoplewho have extesve opeatos expeece. i have leaea lot g these yeas a hope to ga eve moekowlege om my expeece colleages who wll beetg, as i take p some o the wokloa.
> Caol Capelck wth past-peset rcha Coe
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THE CORPORATION RECOGNIzES THAT ASSTEWARDS OF THE ST. LAWRENCE SEAWAy,WORk MuST BE ACCOMPLISHED IN TANDEMWITH A WIDE RANGE OF STAkEHOLDERS,INCLuDING BuSINESS AND INDuSTRy, LOCALCOMMuNITIES, AND RECREATIONAL uSERS.THE PRINCIPLE OF SuSTAINABILITy BRINGSABOuT A TRIPLE BOTTOM LINE,ENCOMPASSING ENvIRONMENTAL, SOCIALAND FINANCIAL INTERESTS. THESE INTERESTSMuST BE CAREFuLLy BALANCED, WITH ANEyE TO THE DIvERSE NATuRE OF THESTAkEHOLDERS IMPACTED By THE SEAWAySySTEM.
initiativESMarIne DelIverS puBlIc relatIonS prograMThe Seaway is a member o Marine Delivers, a joint eortbetween the U.S. and Canadian Seaway Corporationsand marine industry stakeholders within the Great Lakes /St. Lawrence Seaway System. The primary mission o theMarine Delivers program is to provide responsible, timely,consistent and relevant inormation to help shape a positiveimage o the Great Lakes / St. Lawrence Seaway marine
industry.
The Marine Delivers program consists o three principalmessages:
Marine Delivers jobs and economic prosperity.
Marine Delivers sae, sustainable and environmentally
responsible transportation.Marine Delivers innovation, new technologies and
best practices.
In 2010, Marine Delivers began the process o telling the
industrys story to our stakeholders through the media. In
2011, it will intensiy its eorts to oster a positive image oGreat Lakes / St. Lawrence Seaway shipping.
SeaWaY SaFetY vIDeoA saety video was completed in the Niagara (Welland Canal)
Region during the all o 2010. A joint venture between theCorporation and Niagara College, the 10-minute video ocuses
on bridge saety, trespassing on Seaway lands and watersaety. The video will serve as an important component o
the Corporations education campaign targeting schoolsin the Niagara Region.
neW vISIt the SeaWaY MapFrequently, tourists call the Corporation to request inorma-tion on how they can visit a lock and witness the impressivesights that occur during a vessel transit. Thanks to a new
interactive map, tourists can now obtain more inormation
on our www.greatlakes-seaway.com website, via a eaturelocated within the Contact Us page.
BrIDge StatuS page For MoBIle phone uSerSIn response to numerous requests by mobile phone users,
the Corporations web team designed a presentation ormatto acilitate viewing o the Seaway Bridge Status page onmobile phone browsers. Equipped with a clean interace,the page loads quickly and provides a ull report at aglance. Using the service, commuters can readily check
on the bridge status rom their mobile phone beore startingtheir trip, enabling them to plan ahead and avoid needlessdelays.
StakEhoLdEr
EngagEmEnt
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SupportIng coMMunItY prograMSSeaway employees are committed to making a dierence intheir communities. Every year, they work diligently to support
their local United Way campaigns. In 2010, the Corporationonce again matched employee contributions culminating ina total donation to the United Way o $84,600.
Throughout the year, a number o employees donated timeand unds to various local charities and causes, includingthe Canadian Cancer Societys Relay or Lie, National Smile
Day in support o Opration Enant Soleil, the AlzheimerSociety Niagara Foundation, Bowl or Kids or Cornwall BigBrothers and Big Sisters, and the Salvation Army.
In 2010, the Seaway was twice recognized or its support olocal charities. On February 9th, employees at the CornwallHead Oce were presented with a Certicate o Appreciation
in recognition o 25 years o outstanding support o the
Salvation Armys Family and Community Services Program.On May 6th, Head Oce also received a gold award rom
the United Way, in recognition o a participation rate o atleast 90% and average contributions exceeding $60 per
employee.
In addition to contributing towards various charities, theSeaway also supported community events such as the
Canal Days Marine Heritage Festival in Port Colborne,BeauVENTois in Beauharnois, the Montreal Boat and WaterSports Show, and Take Our Kids to Work Day.
ChantaLgarnEauAdministrative Secretary,
Finance Services
Chantal has been at the Seaway since 2003. In addition
to her administrative duties and coordination o bursary and
service award programs, she is known or her extensive
involvement in various community-based activities.
i appecate the vesty o my amstatve wok a,moe speccally, the teactos esltg om my wokelate to the Seaways copoate socal esposbltytatves sch as the ute Way campag a theTake O Ks to Wok day. Althogh i have always eltthe ee to help, i mst emphasze that t s the geeostyo o employees, cople wth the acal cotbtoo the Seaway, whch has pove me wth atoalmotvato cooatg the local ute Waycampag. As o the Take O Ks to Wok day,i have always ejoye ogazg ths actvty o oyoth. We mst ot oget that some o them may be theoes opeatg o stctes the yeas to come.
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CorPoratE SuStainaBiLity
In the 2008/2009 annual report, an initial Materiality Matrixwas provided to give readers a visual representation o issues
that the Corporation believes are the most signicant to its
sustainability. Inspired rom dierent methods o reporting onsustainability, the Materiality Matrix is a way to organize themore material business considerations depending on threecriteria: current and potential impact on the Corporation, thedegree o concern to Stakeholders and the relative level ocontrol the Corporation has over the issue. For this reporton Corporate Sustainability, the Matrix has been updated
to take into account certain internal and external issues theCorporation has aced within the last two years.
The majority o the issues included in the Matrix have beencovered directly or indirectly in this annual report. For added
insight, we have provided some background inormation
on the context that has led the Corporation to increase theimportance it attaches to six issues in the conduct o itsbusiness.
Awareness Campaign: The Marine Delivers awarenesscampaign appears in the Materiality Matrix given its role inconveying the benets o the marine mode o transporta-
tion and the positive impact that it has on all communitiessurrounding the Great Lakes / St. Lawrence Seaway.
Ship Air Pollution: Today, air pollution is a core issue ormany industries and communities. Within the transporta-
tion sector, the burning o ossil uels brings about greaterscrutiny, and new regulations are being issued by dierent
levels o government in order to cut emissions and reduceglobal warming.
Transportation Public Policies: From ballast waterregulations to the elimination o the 25% duty on importednew vessels, public policy heavily impacts the marine modeo transportation.
Climate Variability: The operation o the Seaway andthe success o every transit are closely related to weatherconditions, especially during the opening and closing o
the navigation season.
System Accessibility and Complexity: In order to increase
accessibility to the Seaway and help its users gain improved
operating eciency, the complexity o the system must
be reduced. This issue has become o vital importance toensuring the competitiveness o the marine mode o trans-portation, and aects a vast array o stakeholders.
Economic Impact: In order to move toward sustainability,
it is important to ensure that everyone prots rom the useo the system by creating the right balance between the
three bottom lines inherent to corporate sustainability:environmental, social and nancial.
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MaterIalItY MatrIx
d
EgrEE
of
ConCErnt
oS
t
akEhoLdErS
>> dat iomato System
>> Fst natos>> Sog commtes
>> Wate maagemet
> Shp wate pollto
>> Pblc saety
>> Aqatc vasve speces> Shp a pollto
> Globalzato & health o the ecoomy
> Taspotato pblc polces
> Clmate vaablty
> Awaeess Campag
>>> Asset eewal pla
>> Legth o avgato seaso
> Wate level eglato (iJC)
>> Cooato wth SLSdC
>> Ste secty>> Motost a Cyclst sses
>> Please cat sses
>> Eagee speces
>> Potecte habtats
>> Tac elays>> Mateal amages
> Plotage
>> uo elatoshps
>> Shoele eoso
> Boa fece
>> degg
> Caaa Coast Ga
esoce allocato
>> Tolls a tas> System accessblty
& complexty
>>> new techologes
>>> Wokplace saety
>> Employee moale a well-beg
>> Agg astcte
>> Cybe secty
> La taspotato compettveess
> Ecoomc mpact
> itemoal astctes
>> Chagg wokoce
>>> Waste maagemet
>>> SLSMC GHG emssos
> Hma ghts (matme sty)
> Famewok o Maagemet, Opeatos
a Mateace Ageemet
>> Peomace maagemet
>> new cagoes
>>> Copoate stcte
infLuEnCE on SLSmCS BuSinESS SuStainaBiLity
Level of SLSMCs control over the issues:
> Low
>> Mem
>>> Hgh
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> Please cat a lock the MLO rego
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> Vessel chael at Bockvlle
> Tg a bage lock / Cet: Shphotos by Pal Beesley
> Kahawake emegecy ock
> Ospeys o platom at ioqos lock
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THE ST. LAWRENCE SEAWAy MANAGEMENT CORPORATION ISGOvERNED By A NINE-MEMBER BOARD THAT IS RESPONSIBLE FORENSuRING THE LONG-TERM vIABILITy OF THE SEAWAy AS AN INTEGRALPART OF CANADAS TRANSPORTATION INFRASTRuCTuRE. THE BOARDIS COMPOSED OF REPRESENTATIvES FROM GRAIN; IRON ORE AND STEEL;
OTHER INDuSTRy MEMBERS; THE DOMESTIC AND INTERNATIONALCARRIERS, AS WELL AS ONE EACH FROM THE FEDERAL GOvERNMENTAND THE PROvINCIAL GOvERNMENTS OF quEBEC AND ONTARIO.INDIvIDuAL BOARD COMMITTEES OvERSEE GOvERNANCE, HuMANRESOuRCES, AuDIT AND ASSET RENEWAL.
> Fom let to ght: Teece F. Bowles, robet J. Amstog, Pal A. Goea, Way e devl, ia MacGego, dav F. Mothesll, ralph Mece, Joatha Ba mbege, dav M
CorPoratE
govErnanCE(as of March 31, 2011)
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Board of dirECtorS
Robert J. Armstrong
Ontario Provincial Government
Jonathan Bamberger
Other Members
Terence F. Bowles
President and Chie Executive
Ocer
Wayne Devlin
Grain
Paul A. Gourdeau
International Carriers
Ian MacGregor
Chair
Domestic Carriers
Ralph Mercier
Qubec Provincial Government
David F. Mothersill
Steel and Iron Ore
David Muir
Federal Government
CorPoratE govErnanCE
oFFIcerS
Terence F. Bowles
President and Chie
Executive Ocer
Jean Aubry-Morin
Vice-President, Corporate
SustainabilityCorporate Environment Ocer
Guy Yelle
Vice-President,
Maisonneuve Region
Corporate Health and
Saety Ocer
Karen Dumoulin
Director o Finance
Yvette Hoffman
Counsel and Secretary
induStry mEmBErS
2010/2011
DoMeStIc carrIerS
Algoma Central Corporation
St. Catharines, Ontario
Canada Steamship Lines,
A Division of The CSL
Group Inc.
Montral, Qubec
Groupe Desgagns Inc.
Qubec, Qubec
Lower Lakes Towing Ltd.
Port Dover, Ontario
McKeil Marine Limited
Hamilton, Ontario
St. Marys Cement Inc.
Toronto, Ontario
Upper Lakes Group Inc.
Toronto Ontario
Vanguard Shipping
(Great Lakes) LTD.
Ridgeville, Ontario
graIn
ADM Agri-IndustriesCompany
Windsor, Ontario
Alfred C. Toepfer
(Canada) Ltd.
Winnipeg, Manitoba
Bunge du Canada Lte
Qubec, Qubec
Cargill Limited
Winnipeg, Manitoba
Louis Dreyfus Canada Ltd.
Calgary, Alberta
Richardson International
Limited
Winnipeg, Manitoba
The Canadian Wheat Board
Winnipeg, Manitoba
Viterra Inc.
Regina, Saskatchewan
InternatIonal carrIerS
Colley Motorships Ltd.
Montral, Qubec
Fednav International Ltd.
Montral, Qubec
Gibson Canadian & Global
Agency Inc.
Montral, Qubec
Gresco Lte.
Montral, Qubec
Inchcape Shipping Services
Dorval, Qubec
Laden Maritime Inc.
Montral, Qubec
McLean Kennedy Inc.
Haliax, Nova Scotia
Montral Marine Services
Inc.
Longueuil, Qubec
Montship Inc.
Montral, Qubec
Navitrans Shipping
Agencies Inc.
Montral, Qubec
Robert Reford
A Division of MRRM
(Canada) Inc.
Montral, Qubec
other MeMBerS
Columbia Grain, Inc.
Minneapolis, Minnesota
Essroc Italcementi Group
Mississauga, Ontario
Keystone Canada Inc.
Montral, Qubec
Lafarge Canada Inc.
Concord, Ontario
OmniSource Corporation
Burlington, Ontario
Redpath Sugar Ltd.
Toronto, Ontario
Suncor Energy
Mississauga, Ontario
The Canadian Salt
Company Ltd.
Pointe-Claire, Qubec
The Mosaic Company
Colonsay, Saskatchewan
Steel anD Iron ore
ArcelorMittal Dofasco Inc.
Hamilton, Ontario
Iron Ore Company of Canada
Montral, Qubec
U.S. Steel Canada
Hamilton, Ontario