2011 st. lawrence seaway managment corp. report

8/6/2019 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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10

12

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14

14

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1919

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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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2

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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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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4

> 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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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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traFFIc reSultS Mlo SectIon(total Cago mllos o toes)

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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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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12

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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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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14

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.


18/29

16

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.


19/29


> Sbaste Gbealt, lock opeato at St. Lambet lock

> Vessel at

> dat omato system, isol

> dat omato system, Tasas


20/29

18

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


21/29


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


22/29

20

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


23/29


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.


24/29

22

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.


25/29


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


26/29

24

> Please cat a lock the MLO rego


27/29


> Vessel chael at Bockvlle

> Tg a bage lock / Cet: Shphotos by Pal Beesley

> Kahawake emegecy ock

> Ospeys o platom at ioqos lock


28/29

26

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)


29/29

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

2011 st. lawrence seaway managment corp. report

Documents