08TOURISME MONTRÉAL

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OUR visionTo make Montréal the premier four-season urban destination to celebrate unique, world-class experiences.

OUR missionTo provide leadership in promotion and hospitality in order to position Montréal on the business and leisure travelmarkets. To create business opportunities for our members and socio-economic benefits for the region. To developMontréal’s tourism product according to the ever-changing conditions of the marketplace.

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COMMITMENT - COMMUNITYMONTRÉAL - TECHNOLOGY SEDUCTION - PARTNERSHIPS G R O W T H - E X P E R I E N C E COMMUNICATION - MONTRÉAL DEVELOPMENT -CHALLENGES R E S E A R C H - M O N T R É A L FUTURE - CONSUMER LOYALTYSUSTAINABILITY - TOURISM H O S P I T A L I T Y - P A S S I O N

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JACQUES PARISIENCHAIRMAN OF THE BOARD

CHARLES LAPOINTEPRESIDENT AND CHIEF EXECUTIVE OFFICER

In 2008, Tourisme Montréal had to work extra hard in an attempt to counter the effects of unprecedented economic turbulence, while staying the course on strategies that will enable the destination to outperform once the crisis has passed.

In collaboration with its various partners, Tourisme Montréal therefore invested more than $20 million throughout the year in extensive leisure and business campaigns aimed at various markets, some of which, such as China, offer interesting potential for the future. The organization also continued a significant online shift that primarily translated into the launch of a new leading-edge Web site.

Several initiatives also pressed forward to stimulate business tourism, an important sector for Montréal’s economy. Among these is the Domino Effect, which aims to encourage key individuals from various sectors to use their influence to promote hosting conventions in Montréal. Only a few months after its launch, the business community welcomed this new program with enthusiasm. Also of note is the new memorandum of understanding signed with the Palais des congrès de Montréal (Convention Centre) for the creation of a convention support fund. Financed equally by both organizations, this fund will be used to improve offers to attendees and promote attendance at conventions, which is a crucial issue for organizers of such events.

Since community commitment and building solid partnerships are key ingredients to success, everyone must contribute to developing the product. In 2008, the removal of the Formula 1 Canadian Grand Prix from Montréal’s events calendar made this an even greater requirement. This is why Tourisme Montréal intends to continue stimulating the progress of the Quartier des spectacles, the development of the cultural sector, support for major events, the expansion of the Palais des congrès de Montréal and any other project that will boost the industry’s future.

In closing, Tourisme Montréal will finalize in 2009 its strategic plan for 2010-2015. Backed by the devotion of its entire team and the support of all its partners, Tourisme Montréal remains confident that the city’s tourism will again see growth during those years.

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JOHN DUNNEXECUTIVE VICE PRESIDENT

Like all other economic sectors, Montréal’s tourism industry has felt the effects of the economic crisis that shook the world in 2008. After a promising start to the year, Montréal’s tourism faced a significant downturn in the last quarter, resulting in the drop of most key performance indicators in tourism.

In such a context of major economic difficulty that is also marked by significant growth in Montréal’s hotel facilities, Tourisme Montréal’s sales efforts and innovative strategies made it possible to end the fiscal year with a balance sheet that is not as negative as first thought. Extensive leisure campaigns were deployed in Canadian, American, British, French and Mexican markets. Building on an all-new high-tech Web site, these campaigns also benefited from a creative new approach and sustained efforts in media relations, both here and abroad. In the middle of the year, while the recession hit the primary destination markets hard, Tourisme Montréal had to change its approach and maximize its efforts with clienteles that weren’t as affected by the economic instability while diversifying target markets.

On the business market, the objective of 180,000 overnight stays sold that was set for 2008 was achieved. However, the sales perspectives for the coming years remain a concern. Such measures as the Domino Effect program, the convention support fund, hiring of new resources in the Washington and Chicago sales offices, market canvassing operations in Mexico and China as well as increased public relations efforts were undertaken in 2008 and will continue in 2009.

Lastly, in 2008, the streamlining of certain operations and restructuring of certain teams made it possible to better meet the demands of new technologies implemented and optimize the efficiency of all departments so that every member of the Tourisme Montréal team is able to reach the objectives set for the destination. The organization has also introduced various performance evaluation tools for each of its marketing and promotional offensives.

Measuring the return on capital invested, streamlining strategies, implementing profitable partnerships to create business opportunities down the road for members in a nutshell, these are what steered all of Tourisme Montréal’s actions in 2008.

In 2009, Tourisme Montréal must do more with less and better evaluate the return on invested capital. The strategies adopted in the coming year will give priority to clienteles less affected by the economic crisis and focus on 100% Web campaigns while optimizing the Web 2.0 approach increasingly taken by consumers. Moreover, Tourisme Montréal intends to increase its business campaigns and deploy various strategies aimed at promoting convention attendance. Backed by its partners, Tourisme Montréal intends to continue in 2009 its activities geared at developing the Montréal tourism product and ensure delivery of its 2010–2015 strategic orientations.

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LUC CHARBONNEAUDIRECTOR, SALES AND MARKETING BUSINESS MARKET

LUCY MUNGIOVIDIRECTOR, CONVENTION SERVICES

Business and convention sales

In 2008, Tourisme Montréal paid special attention to the international market. Spa events that were very popular in Brussels, Paris and London as well as a familiarization trip intended for French market “influencers” resulted in numerous contacts being made. Recruitment of additional managers in Chicago and Washington and the launch of a vast direct mail campaign for Meeting Professional International attendees who came to Montréal in 2007 increased Tourisme Montréal’s presence on the North American market. Tourisme Montréal also launched in 2008 its Domino Effect program with the goal of expanding its sales force and renewed its agreement with the Montréal Convention Centre.

Convention and hospitality services

The Community Kindness program, launched by Tourisme Montréal and the Montréal Convention Centre, received a warm welcome by thousands of attendees visiting Montréal in 2008. Together with organizers from four conventions held in the city during the year, managers of this program offered Montréal’s charitable organizations several promotional items left at the Centre by attendees. A survey conducted in 2008 showed a very high satisfaction rate among attendees regarding Tourisme Montréal which, during the year, successfully relocated more than 14,000 overnight stays for a major convention while a strike raged through several Montréal hotels.

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Sales

197,337overnight stays confirmed for 2008 and upcoming years

89familiarization trips

10educational tours

7trade missions (90 organizations) and 7 events (170 organizations)

101appointments for Team Montréal as part of the sixth business campaign

262,844overnight stays at the sales lead stage

49,805overnight stays confirmed for the Canadian market

92,101overnight stays confirmed for the US market

15,300overnight stays confirmed for the multi-hotel corporate segment

12,294overnight stays confirmed for the small business meeting market

Major Conventions confirmed - 2009Overnight stays / Conventions

8,427National Hockey League

16,262Foundation for Retrovirology and Human Health

8,574American College of Veterinary Internal Medicine

8,016International Union of Geodesy & Geophysics

10,574International City County Management Association

11,306Canadian Union of Public Employees

31,890International Diabetes Federation

BUSINESS AND CONVENTION SALESACHIEVEMENTS

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Convention Services Hospitality Services

6Participation on 6 local committees.

18Registration of 18 conventions on Passkey representing 15,422 reservations.

1Integration of a tool box for meeting planners on the website.

40Organization and escort of 40 familiarization trips.

8Completion of 8 promotional trips.

1,400Response to 1,400 service requests.

200,000Investment of $200,000 for attendance-building and welcoming representatives.

500,000Distribution of 500,000 brochures.

4Participation of four conventions in the new Community Kindness program.

9,4 out of 10Achieved a satisfaction rate of 9.4 out of 10 for services provided by Tourisme Montréal to convention planners (results compiled by Vertex).

90Achieved 90% satisfaction for the Taxi Ambassador program.

21Training of cadets and police officers from PDQ 21, Vieux-Montréal.

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CARMEN CIOTOLAVICE PRESIDENT, COMMUNICATIONS AND MARKETING

In 2008, as in every year, Tourisme Montréal worked relentlessly to develop marketing strategies adapted to the objectives set by the destination, ensure a return on capital invested in the organization’s advertising and promotional offensives and implement performance indicators.

The 2008 launch of an all-new Web site, created in collaboration with the firms Sid Lee and Cactus, is undeniably among the most remarkable achievements in this area. An essential building block of a renewed approach to communication with the clientele, the new Web site aims to bring the Montréal experience to life, and to seduce, inform and provide visitors with the tools to plan their trip so they can make the most out of their visit to Montréal.

The new habits of consumers who increasingly consult the Internet, participate in discussion groups and share information with the online community lead to new ways of doing things that rely heavily on the Internet as well as aim to offer rich and varied content on the destination. This strategy also relies on an integrated approach to marketing the destination that promotes interaction with target clienteles by all channels and media based on their habits, throughout the entire purchase process.

Tourisme Montréal appealed to the HHAU clientele (hedonist, heterosexual, affluent and urban) in 2008 in several North American and European markets. It also reaffirmed the destination’s positioning using a new creative approach that makes the experience even more tangible in the North American, Mexican, European and Asian markets.

Tourisme Montréal also renewed its partnerships with Air Canada, Aéroports de Montréal, VIA Rail, the Société des casinos du Québec, as well as British Airways.

Backed by major public relations operations, Tourisme Montréal’s advertising and promotional offensives aimed to create business opportunities for members in 2008 namely through promoting the conversion rate, sales of the Sweet Deal Package and the length of visitors’ stay.

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Communications and Advertising

Promoting the destination using integrated campaigns and effective marketing tools is an objective relentlessly pursued by Tourisme Montréal’s Communications and Advertising Department. In 2008, in addition to launching its brand-new Web site, the organization deployed major campaigns on several markets and collaborated with Tourisme Québec on various inserts published in prestigious magazines. To ensure the success of these far-reaching operations, in 2008 Tourisme Montréal restructured its communications and advertising team so that it could better meet the needs of various departments and implement technologies at the core of strategies.

Leisure Market and Member Services

Creating business opportunities for members of Tourisme Montréal, marketing their products and positioning the destination with tour operators were the primary mandates of the Leisure Market and Member Services Department management. In 2008, efforts were made to increase members’ presence on the site of major online agencies, an operation essentially aimed at increasing

the number of overnight stays sold. Marketing of new tourism products (culinary tours, themed tours) and tour operators specialized in urban products also received special attention during the year.

Media Relations

In 2008, just like every year, marketing Montréal as a destination by Tourisme Montréal’s Media Relations Department was tremendously successful, and in all major media around the world. During the year, following the retirement of Gilles Bengle, a new director took over and contracts with public relations firms in New York, London and Mexico were renewed, while a new agency was recruited for the Chinese market. Performance indicators were also introduced in order to measure the performance of operations in all of these markets.

EMMANUELLE LEGAULT DIRECTOR, COMMUNICATIONS AND ADVERTISING

PATRIZIA DRI DIRECTOR, LEISURE MARKET AND MEMBER SERVICES

JULIE PERRIER DIRECTOR, MEDIA RELATIONS

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Membership ▪ Development of an extranet for members; ▪ Development and introduction of a loyalty policy and tools for members; ▪ Co-ordination of a facelift for the Tourist Welcome Office in Old Montréal and update of services; ▪ Recruitment of 72 new members, 4 of which are new hotels in Montréal representing an additional 650 rooms in our offer to

various clienteles; ▪ Coaching members in developing their portfolio for the Grands Prix du tourisme québécois;

▪ Better visibility for members in the “Convention Services” category on the new Web site.

COMMUNICATIONS AND MARKETINGACHIEVEMENTS

Promotional campaigns

Leisure market ▪ Campaign of $4.2 million on North American markets,

generating an increase of 14% of American visitors to the Web site, 41% to the Sweet Deal Package section and including an 8-page insert in Vogue, Vanity Fair, GQ and Men’s Vogue, completed in collaboration with Tourisme Québec;

▪ Campaign of $750,000 in the United Kingdom, in collaboration with British Airways, generating a 120% increase in visitors to the Web site;

▪ Campaign of $500,000 in Mexico, in collaboration with Tourisme Québec, for the third year in a row;

▪ Campaign based on the theme of “Montréal Rocks,” in collaboration with Montréal’s major museums.

Business market ▪ Awareness campaign in North America and Europe as well

as five direct marketing mail-outs to planners and incentive agencies.

E-marketing activities ▪ Launch of a new Web site including:

▪ a 2-minute video on Montréal; ▪ clips about neighbourhoods and what to do there; ▪ more than 300 texts; ▪ the addition of 500 photos aimed to increase members’

visibility; ▪ Recipient of the Grand Prix Boomerang 2008, in the

interactive marketing category, and the Grand Prix in the promotional site category;

▪ Major improvements made to the online brand monitoring tool.

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Press Relations ▪ Organization of nine media tours; ▪ Recruitment of a public relations firm in China and renewal of contracts with firms engaged in the United States, the United

Kingdom, Mexico and Montréal for the Québec and Ontario markets; ▪ Extensive coverage in mass circulation magazines and newspapers with greater advertising value such as SWISS Magazine (Swit-

zerland); Qantas magazine (Australia); L’Officiel Voyage and Aéroports magazines (France); Fresh magazine (United Kingdom), Delta Sky magazine, Entree magazine, New York Times and New York Daily News newspapers, Manhattan Modern Luxury and Miami Modern Luxury magazines (United States);

▪ Publication of 1,000 articles in international and national media, including the gay market; ▪ Participation in some 20 radio and television interviews; ▪ Replies to more than 500 written requests from journalists in all markets; ▪ Host and assist some 20 national and international television crews (742 journalists, cameramen and technicians); ▪ Launch of our new Web site for foreign media; ▪ Organization of a press conference in New York in September to promote our campaign “Art Rocks in Montréal”; ▪ Introduction of operations performance and efficiency analysis measures for the Press Relations Department in New York,

London and Mexico.

Leisure market ▪ Hosting more than 500 clients on familiarization trips; ▪ Participation in 38 trade shows and events to meet actors from international markets.

Japan ▪ Familiarization trip

with receptive Japanese agencies.

United States ▪ Collaboration with online

agencies to increase the visibility of Montréal’s tourism product on their sites.

Europe ▪ Focus on online agencies in

Europe to market land products and increased positioning of Montréal on their sites.

Mexico ▪ Positioning of short urban trips with tour

operators primarily selling group coach products, in support of the marketing cam-paign with Tourisme Québec;

▪ Planning of a new product “De Compras a la Montreal” aimed at extending the stay of tourists coming to Montréal on an organized tour.

China ▪ Development of a client base and business relations both locally

and in China; ▪ Positioning Montréal products and services on leisure and

business markets: ▪ Distribution of content on Montréal’s tourism product

to the Chinese media in line with the market’s needs and preferences;

▪ Development of a business model applicable to the Chinese market that will be the reference for all tourism agencies interested by this market.

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PIERRE BELLEROSEVICE PRESIDENT, PUBLIC RELATIONS, RESEARCH AND PRODUCT DEVELOPMENT

Developing Montréal’s tourism product is the core of Tourisme Montréal’s mission. In 2008, as in every year, major efforts were put forth to spur on the progress of projects intended to relaunch Montréal’s tourism industry.

Tourisme Montréal was therefore pleased to renew in 2008 its cultural tourism agreement with the Ministère de la Culture, de la Communication et de la Condition féminine. Integrating a new partner the City of Montréal this three-year agreement with a total value of $630,000 will finance the development and introduction of a strategic plan and maintain training, research and business activities in this growing sector, to name a few.

The National Geographic Society’s (NGS) 2007 recognition of Montréal as the number one urban geotourism destination led to the creation the following year of the Geotourism Montréal Council, which is responsible for participating in the design of a geotourism guide and map of the city. Produced by the NGS for spring 2009, this map will highlight natural, cultural and historical attractions specific to the destination.

As part of its green shift, Tourisme Montréal also launched in 2008 an Industry Green Committee. Comprising members of landmark organizations in the tourism

industry, the Committee plans to release in summer 2009 a green plan for Montréal’s tourism industry. In 2008, Tourisme Montréal also finalized its Guide to the Green Office and introduced various measures aimed at reducing its environmental footprint. The organization intends to buy CO

2 credits in 2009 retroactive to 2008.

Lastly, we cannot forget to thank the thousands of Web visitors who, through their votes, catapulted Montréal to the top of all cities appearing in the international edition of the famous board game Monopoly. Tourisme Montréal is proud to be able to contribute to stirring up passion for this destination, which it intends to keep as one of the best loved in North America.

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PUBLIC RELATIONS, RESEARCH AND DEVELOPMENTACHIEVEMENTS

Development of offer ▪ Meeting with some 30 promoters of tourism projects in Montréal at various phases of their business plan with a view to sharing

expertise or initiating ties with potential partners; ▪ Increase from three to five days a week of the consulting service for Montréal’s cultural community as part of a three-year

agreement with the Ministère de la Culture, de la Communication et de la Condition féminine du Québec (MCCCFQ) and the City of Montréal on the development of cultural tourism in Montréal;

▪ Financial participation in the Vitrine culturelle and member of the organization’s Board of Directors; ▪ Member of the Board of Directors of the World Tourism Organization’s World Centre of Excellence for Destinations (CED) in

Montréal launched by Tourisme Montréal in 2007; ▪ Chair of the World Tourism Organization (WTO) Destination Council for a third consecutive term; ▪ Organization of the Culture and Tourism conference in November 2008. Some 200 participants attended the two-day

conference; ▪ As a member invited to join the World Good Food Cities Network, Montréal organized a conference on the issues of gastronomy.

Public relations and government relations ▪ Involvement in numerous local and national organizations

(chambers of commerce, tourist districts, TIAC, ATR associées du Québec, etc.);

▪ Series of conferences by Charles Lapointe at various Montréal forums on the status of tourism in Montréal;

▪ Close to 500 interviews granted to local media; ▪ Drafting and forwarding of some 50 press releases and

more than 40 electronic information briefs to the 1,500 subscribers to our communications tool;

▪ Meetings and maintaining relations with government partners in Tourisme Québec; Canada Economic Development; the Ministère des Affaires municipales, des Régions et de l’Occupation du territoire (MAMROT);

▪ Online publication of a blog by Pierre Bellerose (http://pierre-bellerose.tourisme-montreal.org/) to reach certain “industry” audiences and promote Tourisme Montréal’s presence on social networking sites.

Research

▪ Update of several target tourism market analyses for Montréal: Mexico, France, Russia, United Kingdom, China, etc., and niches such as the gay community, the HHAU (heterosexual, hedonistic, affluent, urban) set, etc.;

▪ Continuation of Indexperience started in summer 2008 and comparison with 2006 results, which was the first edition. Designed and developed by Tourisme Montréal, the www.indexperience.com Web site was also launched to provide more information for other destinations. Tourism Banff acquired a licence for 2008 and will share its findings with Tourisme Montréal;

▪ Management of more than 1,000 requests for research findings essentially from Tourisme Montréal members;

▪ Analysis of problems related to business tourism in Montréal (backlog);

▪ Update of several research tools such as the database, Indicateur Plus, Tourism in Montréal, tourism status and economic impact models.

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MARIE GILMOREVICE PRESIDENT, FINANCE, ADMINISTRATION AND HUMAN RESOURCES

Although the 2008 fiscal year ended in a slight excess of revenues over expenses, Tourisme Montréal adopted a series of measures throughout the year aimed at confronting the drop in revenues generated by the accommodation tax forecast by most analysts in 2009.

In addition to revising downward its campaign budgets, especially in the leisure market, Tourisme Montréal announced a moratorium on hiring at the end of the last fiscal year. In 2008, 12 people left the organization while 8 new resources joined the team. A thorough reorganization of tasks made it possible for Tourisme Montréal to do without having to fill the 4 positions left vacant. As part of this major downsizing, certain tasks, such as storing and sending tourism documentation, were contracted to an external firm, thereby generating substantial savings.

Improving every employee’s efficiency and providing for their development in terms of challenges to face has become more pressing in this period of economic crisis. In 2008, several Tourisme Montréal employees were able to take advantage of training programs in various fields related to their area of expertise.

During the year, Tourisme Montréal also launched its intranet for employees. This high-tech tool provides employees instant priority access to all documentation from all of the organization’s departments, thus creating

better communication and, as a result, greater efficiency. In 2009, Tourisme Montréal hopes to maximize the integration of office automation and its various collaborative tools.

All of these initiatives should once again place Tourisme Montréal among this year’s best-managed organizations in its category.

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TOURISM PERFORMANCEKEY INDICATORSHOTEL OCCUPANCY RATESFINANCIAL DATATOURISM PERFORMANCEKEY INDICATORSHOTEL OCCUPANCY RATESFINANCIAL DATATOURISM PERFORMANCEKEY INDICATORS

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TOURISM PERFORMANCE IN 2008HOTEL OCCUPANCY RATES, KEY INDICATORS FOR 2008

• Out of a total of some 17.5 million visitors, Montréal welcomed 7 million tourists (stay of 24 hours or more), which is 0.5% less than in 2007.

• Spending by tourists (stay of 24 hours or more) is evaluated at more than $2.1 billion in 2008.

• The island of Montréal hotel occupancy rate slipped 2.1 percentage points to 65.3%. The number of available rooms grew 1.9% compared with 2007 while the number of occupied rooms fell 1.2%.

• The average rate charged for a hotel room on the island of Montréal amounted to $140.55, a 1.0% increase compared with 2007.

• In total, 58,159 jobs were supported by Montréal’s tourism industry across the province in 2008.

Hotel occupancy rates

2007 2008 variations %

Summary 67.4 % 65.3 % -2.1 pts%

Conventions, corporate meetings

Number 292 319 9.2 %

Attendees (thousands) 289,654 295,065 1.9 %

Average daily spending (per delegate) $376.73 $384.26 2.0 %

Direct spending ($ million) 360 374 3.9 %

Passengers at Montréal’s airports 12,407,735 12,389,394 -0.1 %

Visitors to tourist attractions (millions) 19.6 18.5 -5.6 %

Requests for information/welcome desks (thousands) 147.8 139.5 -5.6 %

Visits to Tourisme Montréal Web site (millions) 2.6 2,0 -25 %

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Key indicators for 2008

2007* 2008 variations %

Number of tourists** 7,033,013 6,995,851 -0.5 %

Québec 3,411,602 3,425,248 0.4 %

Canada, other provinces 1,692,423 1,699,193 0.4 %

United States 1,085,881 1,013,127 -6.7 %

International 843,107 858,282 1.8 %

Tourist spending ($ thousands) 2,099,925 2,120,162 1.0 %

Québec 509,452 517,094 1.5 %

Canada, other provinces 544,548 552,716 1.5 %

United States 499,090 487,111 -2.4 %

International 546,835 563,240 3.0 %

* New data from a methodological change at Statistics Canada. They are comparable with the 2008 data.** Tourists = stay of 24 hours or more

2008Number of tourists

2008Tourist spending

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Changes in source of revenue between 2007 and 2008 (in millions of $)

Revenues 2007 Revenues 2008 Variation 2008–2007

City of Montréal 1.4 1.5 0.1

Government of Québec 1.2 1.3 0.1

Government of Canada 2.1 2.3 0.2

Accommodation tax 18.3 18.7 0.4

Memberships 0.8 0.9 0.1

Partnerships 2.8 2.5 (0.3)

Total revenues 26.6 27.2 0.6

Breakdown of expenses in 2008Budget allowance Tourisme Montréal 2008 Destination Marketing*

Salaries and fringe benefits 19.0 % 39.2 %

Operating expenses 9.7 % 12.6 %

Sales, promotion and advertising 71.3 % 48.1 %

At year-end 2008, revenues in excess of expenses totalled $352,435 and member equity stood at $1,993,375.

Tourisme Montréal expenses stayed at the same level as in 2007.

* Average of Destination Marketing members (formerly International Association of Convention and Visitor Bureaus) according to the 2007 DMO Organizational & Financial Profile Report.

FINANCIAL DATAACHIEVEMENTS

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Breakdown of sales, promotion and advertising expenses (2008)

Sector 2008 ($) Tax use ($)*

Leisure campaigns $6,952,491 $5,899,994

International press relations $647,642 $647,642

Event support $2,354,764 $2,354,764

Trade activities $4,452,571 $4,452,571

Business campaign $1, 282,541 $485,152

Support for American and international conventionsand conventions that create a multiplying effect

$1,022,582 $1,022,582

Convention services $344,200 $344,200

Research, public relations and development $519,132 $519,132

Marketing and communications $1,012,442 $1,012,442

Finance, administration and human resources $290,485 $152,236

Contribution to FINA $500,000 $500,000

Total $19,378,850 $17,390,715**

* Portion of accommodation tax assigned to activity** Operating expenses: $915,300

Leisure campaigns

International press relations

Event support

Trade activities

Business campaign

Support for American and international conventionsand conventions that create a multiplying effect

Convention services

Research, public relations and development

Marketing and communications

Finance, administration and human resources

Contribution to FINA

2008 ($)Tax use ($)*

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Members of the Board of Directors ▪ Michel Archambault / Transat Tourism Chair ESG / Université du Québec à Montréal ▪ Michelle Bazin / Vice-President, Public Affairs / Just for Laughs Festival ▪ Arnold Beaudin / Manager, Strategic Planning / Heritage and Territory Development Department / Ville de Montréal ▪ Pierre Bibeau / Senior Vice President, Communications and Public Affairs / Loto-Québec ▪ Bernard Carignan / General Manager / AVW-Telav ▪ Bernard Chênevert / General Manager / Hôtel InterContinental Montréal ▪ Jean-Paul de Lavison / President / JPdL ▪ Nicola Di Ciocco / Vice President, Development / Conservus ▪ Jérôme Ferrer / Chef and Co-Owner / Europea Restaurant ▪ Michel G. Giguère / General Manager / Le Centre Sheraton Montréal ▪ Charles Lapointe / President and Chief Executive Officer / Tourisme Montréal ▪ Suzanne Lareau / President / Vélo Québec ▪ Francine Lelièvre / General Manager / Montréal Museum of Archaeology and History, Pointe-à-Callière ▪ Jacques Parisien / President / Astral Média Radio and Astral Média Advertising ▪ Richard Payette / General Manager / Fairmont Queen Elizabeth ▪ André Saucier / Interim President and Chief Executive Officer Executive Director, Operations and Finance / Société du Palais des Congrès

de Montréal ▪ Denis Vandal / Manager, Marketing Communications Brand Management / Air Canada

Executive Committee ▪ Chairman of the Board, Jacques Parisien / President / Astral Média Radio and Astral Média Advertising ▪ Vice-President, Michel G. Giguère / General Manager / Centre Sheraton Montréal ▪ Secretary, Francine Lelièvre / General Manager / Montréal Museum of Archaeology and History, Pointe-à-Callière ▪ Treasurer, Arnold Beaudin / Manager, Strategic Planning / Heritage and Territory Development Department / Ville de Montréal

▪ Charles Lapointe / President and Chief Executive Officer / Tourisme Montréal

Decision-making forum ▪ President, Gérald Tremblay / Mayor of Montréal ▪ Nicole Ménard / Minister of Tourism / Minister Responsible for the Montérégie Region ▪ Nathalie Normandeau / Minister of Municipal and Regional Affairs / Deputy Premier ▪ Michel Leblanc / President and Chief Executive Officer / Board of Trade of Metropolitan Montréal ▪ Paloma Fernandez / President / Hotel Association of Greater Montréal General Manager Le Germain ▪ Jacques Parisien / Chairman of the Board / Tourisme Montréal ▪ Charles Lapointe / President and CEO / Tourisme Montréal

The individuals mentioned hereunder were active as of 31 December 2008.

Photos credits: Jean-François Bérubé (portraits)

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• City of Montréal• Ministry of Tourism of Québec• Economic Development Agency of Canada• Ministry of Municipal and Regional Affairs of Québec• Ministry of Culture and Communications• Canadian Tourism Commission• Hotel Association of Greater Montréal• Société du Palais des Congrès de Montréal• Casino de Montréal• VIA Rail Canada• Olympic Installations Board• Port of Montréal• Air Canada• Association des petits et moyens hôtels de Montréal• Aéroports de Montréal• Regroupement des hôteliers du Vieux-Montréal• Old Port of Montréal Corporation• British Airways• Numerous festivals and events

PARTNERS OF TOURISME MONTRÉALOur partners carry out major destination marketing and hospitality initiatives. Several also participate activelyin the development of Montréal’s tourism offer. Tourisme Montréal wishes to thank them for their financial support and their commitment to helping us attain our common objectives. Tourisme Montréal is proud to work together with these partners and organize initiatives which increasingly attest to a shared determination to develop and boldly promote Montréal by maximizing the use of our collective resources.

Cert no. XXX-XXX-000

Greater Montréal Convention And Tourisme Montréal1555 Peel Street, Suite 600 | Montréal, Québec | H3A 3L8

Telephone : 514 844-5400 | Fax : 514 844-5757www.tourisme-montreal.org