PHOTO CREDITS MEAPORT OF MONTREALSYLVAIN GIGUÈREALEXANDRE HUPPERTZ

DESIGN + LAYOUTMEA

WRITINGMEAENIGMA

Tableof Contents

ANNUALREPORT 2015

3

4 A WORD FROM THE CHAIRPERSON OF THE BOARD

5 A WORD FROM THE PRESIDENT AND CHIEF EXECUTIVE OFFICER

6 WHO WE ARE IN 2015

7 COLLECTIVE AGREEMENTS STATUS

8 THE YEAR IN REVIEW

18 STATISTICAL REVIEW

28 THE MEA TEAM

34 FINANCIAL STATEMENTS

4

Chairpersonof the BoardM i c h a e l F r a t i a n n i

During 2015, ocean shipping showed extraordinary resi-lience, in keeping with its tradition. Economist predictions for volumes to be handled did not materialize. In the end, we still managed to get the best out of our companies

A recent OECD report demonstrated a severe slowdown in the merchandise trade in 2015 in the G7 and BRIICS countries. We don’t have complete numbers for 2015 yet,

and imports showed respective decreases1 of 10.9% and 7.9% in Canada. Similar decreases were observed in China: 14.3% for imports and 2.7% for exports.

Everything seems to indicate that this instability will conti-nue. There is therefore every chance that the pressure experienced during the last twelve months will persist,

we are destined to continue our progression and develop new tools to respond to the industry’s ever-increasing demands.

best practices in order to be even more competitive.

and positioned ourselves to respond to our members’

the previous years have produced the desired outcome.

along this path.

Over the next few years, we will have to adapt to market

not a given, all savings and all increases in performance contribute to keeping us ahead of the competition. At the MEA, continuous improvement and optimization of ways of doing things have a prominent place.

at the forefront on many levels, especially when it comes to recruitment methods, hiring, and staff training. The structure of our training program is an ideal that many competitors strive to recreate. We make improvements after improvements and for us, progress is measured by

our ability to innovate, to create new approaches, and to

As members and business partners of the MEA, we must be vigilant, identify and suggest improvements. We must have the courage to dare and use our wisdom to take necessary decisions. Our port activity is strong and will remain so as long as we stay united and work together to meet our common goals.

I would like to thank Mr. Jean Bédard who retired last December. Jean has been instrumental in the maritime sector. His vision, his know-how, and his dedication in the

the MEA evolve greatly over the past years. I would like to acknowledge the arrival of Mr. Stéphane Morency as his successor. With our support, he will certainly built on the knowledge gained of the Association and make it progress for the very best interest of all.

I would also like to point out the exceptional work of all of our employees who, day in, day out, work to provide the best possible conditions so that we can better serve our clients and our partners.

Finally, I would like to particularly emphasize the contribu-tion of the members of the Board of Directors. Their rigour,

to consider new ideas were, and remain, an enormous asset for the MEA.

Dear members, be assured that we are looking at 2016 with enthusiasm and we are ready to meet all challenges that will come our way.

1 Measured in Canadian dollars, this decrease is not as severe with a

decrease of 2.9% for exports and 0.5% for imports.

ANNUALREPORT 2015

5

PRESIDENt & CHIEfEXECUTIVe OFFICERS t e p h a n e M o r e n c y

In 2015, weak growth observed in the maritime industry forced the sector stakeholders to look for new approaches and implement new ways of doing things in order to maintain their performance. For its part, the Maritime Employers Association was able to anticipate this situa-tion at the right time, adapt to it and be creative. Our

organization’s concerns.

The trend we observed over the past year should conti-nue in 2016. This is why it is imperative for us to continue being imaginative in order to maintain our competitive advantage. No-one doubts that the MEA will once again deploy all necessary efforts and resources in order to achieve this.

events that had an impact on its activities and dramatically changed the image of the longshoring industry at the Port of Montreal.

First of all, as recruitment is concerned, a major agree-

of future employees. This situation will allow us to offer the entire population an opportunity to apply for a position that offers exceptional work conditions. Since the MEA is solely responsible for hiring all port workers, it will now

be assured to recruit candidates with the necessary skills for operating machinery and having a high development potential.

the training it offers to longshoremen and checkers. A new highly technological training center has been inaugurated in July. It provides better learning conditions, thus promo-

that reproduces a realistic work environment. I would also like to thank the Port of Montreal’s administration for their support and participation in making the Montreal Harbour Training Center (MHTC) recognized by the industry.

Also, the MEA worked to broaden its service proposals by giving training to aid in the progression of its employees’ work skills, but also of their self-management skills. This approach can only bring positive results and will surely promote a better work environment on the docks.

In conclusion, I would like to thank Mr. Jean Bédard for placing his trust in me during all of these years and for his support during the transition period. It goes without mentioning that his sound advice will serve me for a long time. I would also like to thank the members of the Board of Directors and its Chairperson, Mr. Michael Fratianni, who welcome my new ideas and give me unconditional support to make them come true.

Allow me to also point out the dedication and diligence of all of the MEA’s personnel. The hard work of each of my leadership team’s members has allowed us to achieve the results you can see today, and thereby maintain our leading position.

The MEAW h o w e a r e i n 2 0 1 5

6

OUR ASSOCIATION

The Maritime Employers Association (MEA) is a -

nies involved in shipping. Members of the Association include ship owners, operators and agents of vessels, stevedoring contractors and terminal operators.

OUR MISSION

The MEA acts on behalf of its members in the negotiation and management of the collective agreements of more than 1,400 employees working in the Ports of Montreal, Trois-Rivières/Bécancour, Toronto and Hamilton. It has the mandate to dispatch and provide training to a skilled workforce. In addition, it plays an advisory role regarding occupational health and safety issues with terminal operators.

OUR OBJECTIVES

The Association has several objectives: to provide labour relations services to its members; to provide a healthy working environment to all its employees and become the benchmark in matters of employee training and health and safety issues.

OUR VALUES

The Association’s activities are based on fundamental values: respect of individuals, appreciation of creativity, employee leadership, integrity and trust.

ANNUALREPORT 2015

7

1191 MONTREAL104 TROIS-RIVIÈRES/ BÉCANCOUR51 TORONTO99 HAMILTON

1445SKILLEDEMPLOYEES

36MEMBER COMPANIESFROM THE MARITIMEINDUSTRY

MEAis

&+2 084 000

LONGSHORE HOURS

1 STATE-OF-THE-ARTTECHNOLOGY TRAINING CENTER

COLLECTIVE AGREEMENTS STATUSas at December 31, 2015

Employees Union Local City Effective Expiration

1047 CUPE 375 - Longshoremen 01-01-2013 31-12-2018

144 ILA 1657 - Checkers 01-01-2013 31-12-2018

104 CUPE 1375 - LongshoremenTrois-Rivières/

Bécancour

51 ILA 1842 - Longshoremen Toronto 01-01-2012 31-12-2016

86 ILA 1654 - Longshoremen 01-01-2010 31-12-2017

13 ILA 1879 - Checkers 01-01-2010 31-12-2017

Montreal

Hamilton

IN NEGOTIATION

Labour RelationsManpower & DispatchM o n t r e a l

8

INTENSIVE RECRUITMENT AND CREATION OF A NEW WORKERS’ GROUP

In order to respond to the tonnage growth observed in 2015, as well as the positive repercussions stemming therefrom,

This agreement has resulted in the creation of a new casual workers group, who will progressively attain the status of regular longshoremen.

The creation of this group, combined with the increase in the employee reserve pools and the 3% increase in the

the MEA posted numerous positions and also offered a series of training on different types of machinery.

JOB POSTINGS

was brought into operation at the container terminal of section 52 in Termont. Roughly ten mobile crane operators were

the creation of more competent work teams, offering better stability in loading and unloading operations. The positions were attributed through a general posting, in compliance with the rules set out in the collective agreement in force since 2013.

WORK OF THE UNION-MANAGEMENT COMMITTEE

The union-management committee, mandated to assign longshoremen of Local 375 to work, has amended a clause

to eight hours between two assignations. Furthermore, with this agreement, there are no longer any restriction on the

night shift.

The joint committee collaborated at the creation of new positions exclusive to the day shift; this will give some workers the opportunity to a better conciliate work and family. In fact, a set number of employees will be authorized to avoid

ANNUALREPORT 2015

9

THE YEARIN REVIEW1

The MEA and the Local 1657 checkers’ union renewed the agreement that allows the inclusion of reserve pool employees in the regular manpower dispatch in winter.

WORKING TIME MANAGEMENT

Over the past two years, the MEA, in close collaboration with the stevedoring companies, has undertaken the auto-mation of a system aiming to replace agents assigned to monitor workers relays during machine operator changes.

the originally chosen, and to push back the deadline for the introduction of the automated system. Development work

walking bosses can optimize the distribution of workers assigned to relay work. The maintenance departments of each of the concerned companies will play a crucial role in this implementation. The introduction of the full technological solution is planned for the end of 2016.

BEST PRACTICES FOR INCREASED PORT PRODUCTIVITY

in the United Kingdom and also held consultations with the Association of Swedish ports, the APM terminals in The Hague, the New York Shipping Association (NYSA) and the United States Maritime Alliance (USMX). The objective was to identify the best practices to be adopted to improve productivity and maximize the performance of port terminals where the MEA is present. At the end of the exchanges with the various organizations that were met, conclusions indicated three themes to consider in order to achieve excellence.

Input from human resources was designated as one of the key drivers for achieving better results. The employer must encourage ongoing training and skills improvement for all of its operators and administrators.

Committed managers that strive to maintain excellent communication with their workers obtain superior performances at work without any doubt. Employees that feel concerned are generally more motivated and dedicated to their tasks, which contributes to the company’s success.

Proper supervision of operations with the help of technological tools that provide real time data also acts positively on a port terminal’s ability to remain competitive.

10

LabourRELATIONST r o i s - R i v i e r e s / B e c a n c o u r / H a m i l t o n / T o r o n t o

PORT OF TROIS-RIVIÈRES/BÉCANCOUR

At the Port of Trois-Rivières/Bécancour, a long legal debate between the MEA and an employer it represents ended in

reception and delivery. Following a complaint raised in 2012 by this employer, stating that the MEA acted in an arbitrary or discriminatory manner by settling the grievance the way it did with the union, the Canada Industrial Relations Board

Following this decision, the employer, the union and the MEA agreed to proceed with the posting of checker positions. The chosen employees began their employment during the year.

a longshoreman accused of intimidation and threats against a work colleague. By upholding the employee’s dismissal, the arbitrator reinforced the MEA’s position towards its zero-tolerance policy for acts of intimidation, threats and work-place violence.

The MEA and the union, by mutual agreement, agreed to hold a series of intensive meetings in order to reduce the

2014.

As for the collective agreement that ended December 31, 2015, the MEA initiated negotiations with the union in the fall. The parties feel that they will be able to rapidly reach an agreement in the best interests of everyone involved.

PORTS OF HAMILTON AND TORONTO

During the past year, the MEA hired new port employees to meet the increased work volume at the Port of Hamilton. The recruitment process is not completed, so the association performed a detailed analysis of manpower needs and

At a legal level during this past year, the CIRB awarded a judgment in favour of the MEA. All companies doing business in the Port of Hamilton are obligated to use the MEA’s longshoremen for ship loading and unloading operations.

International Longshoremen’s Association began before the CIRB in November. No decision has yet been rendered and written pleadings will continue in 2016.

ANNUALREPORT 2015

11

THE YEARIN REVIEW1

85 75

29 16

29 15

0

20

40

60

80

100

2013 2014 2015

Normative Disciplinary

NUMBER OF GRIEVANCESTROIS-RIVIÈRES/BÉCANCOUR - 2013 TO 2015

15,9%

34,1% 18,2%

18,2%

13,6% Jurisdiction

Disciplinary/Dismissal

Call/Dispatch/Schedules

Manpower/Linesmen

Miscellaneous

GRIEVANCES BREAKDOWNTROIS-RIVIÈRES/BÉCANCOUR - YEAR 2015

204 246

208 167 181

124

0

50

100

150

200

250

2013 2014 2015

Normative Disciplinary

NUMBER OF GRIEVANCESMONTREAL - 2013 TO 2015

21,4%

37,3% 8,1% 1,0%

2,4%

7,2%

22,6%

Jurisdiction

Disciplinary/Dismissal

Call/Dispatch/Schedules

Health and Safety

Hiring/Job Security

Manpower/Linesmen

Miscellaneous

GRIEVANCES BREAKDOWNMONTREAL - YEAR 2015

12

OccupationalHealth & Safety

INDUSTRIAL HYGIENE

For the second year in a row, the Université de Montreal’s Industrial Hygiene Department and the MEA continued their

team undertook new studies to measure the level of dust in bulk materials, such as grains and nickel, during the hand-

Studies on this matter are ongoing and the implementation of recommendations that will be unveiled will allow to reduce the negative effects of exposition to particles of these materials in order to protect workers’ health.

ACCIDENT INVESTIGATIONS

The Occupational Health and Safety Tribunal Canada (OHSTC) rendered its decision concerning the role that union and management representative must hold during an accident investigation. The verdict states that representatives of both parties must be involved in the investigation, and that all types of accidents, regardless of their gravity, must be investigated. Representatives of the MEA appealed the cause to the Federal Court.

While awaiting judgment, both parties displayed great collaboration and agreed upon an investigation process to put into practice when a work accident happens at maritime terminals. The MEA then started training on the execution of this process for all occupational health and safety delegates, superintendents, walking bosses, and stevedoring company directors.

PREVENTION CAMPAIGN REGARDING THE USE OF ELECTRONIC DEVICES

The increased use of new technologic personal apparels in the workplace has led the MEA to create a prevention campaign concerning the growing risk of accidents during the use of electronic devices while operating machinery. Positive outcomes from this initiative taken by the Occupational Health and Safety Department will be observed during the coming year.

RISK PREVENTION IN THE WORKPLACE PROGRAM

In 2015, the OHS Department worked on creating a guide for risk prevention in the workplace. This training tool, which will be integrated to current work procedures, includes methods for identifying danger as well as measures to be taken in order to reduce the number of accidents at port terminals.

ANNUALREPORT 2015

13

THE YEARIN REVIEW1

HARASSMENT AND VIOLENCE IN THE WORK ENVIRONMENT

The OHS team analyzed the contents of the harassment and violence training that is offered to all employees and made some adjustments, as well as adding a section on prevention. A considerable number of Montreal longshoremen took this mandatory course during the year. It will gradually be given to checkers, maintenance employees, member company staff and workers in Trois-Rivières/Bécancour in the near future. With this training, the MEA intends to heighten workers’ awareness and reduce the number of cases of harassment and violence that occur in the workplace, and improve its

ACCIDENTS AT THE PORTS OF MONTREAL AND TROIS-RIVIÈRES/BÉCANCOUR

The concerted efforts of the MEA’s Health and Safety Department and port employers, as well as the increased vigilance

the OHS team offered during the year, and awareness campaigns, to which all stakeholders have strongly adhered, contributed to positive and encouraging results at the ports of Montreal and Trois-Rivières/Bécancour.

62 55 65 49 50

7,5 7,1

8,5

5,8 5,4

0,0

2,0

4,0

6,0

8,0

10,0

0

10

20

30

40

50

60

70

80

90

2011 2012 2013 2014 2015

Accidents with Loss of Time

Frequency of Accidents per 200,000 Worked Hours

WORK ACCIDENTSMONTREAL

26

76

45 61 62

13 14

17

20

16

0102030405060708090100

02468

10121416182022

2011 2012 2013 2014 2015

Number of Days Lost per Accident

Number of Accidents with Loss of Time

WORK ACCIDENTSTROIS-RIVIÈRES/BÉCANCOUR

14

Montreal HarbourTraining Center

For the Montreal Harbour Training Center (MHTC), 2015 was mainly devoted to preparing and giving a series of training sessions to longshoremen that were hired in the spring. The MHTC’s team have also successfully maintained the

RELOCATION

Last July, the center began its activities in new premises, which offers more interior space for training port employees. The hangar’s large surface area allows the training on lift trucks and manual jobs while being sheltered from bad weather. The modern and comfortable classrooms add up to superior learning for workers in training. As a result of the move, the MHTC further meets the needs of its trainers, of the MEA’s partners and of the industry in which it operates. It has given itself tools to pursue the development of its expertise and its technological evolution.

CURRENT OPERATIONS

As far as current operations are concerned, the MHTC provided 14,676 hours of training, which allowed for the training of 158 new longshoremen on manual jobs, 75 truck operators, and 75 lift truck operators. Moreover, the training that

the arrival of a new specialized trainer came as reinforcement to the team in place. In total, port employees were offered more than 33,500 hours of training over the last twelve months.

In fall and winter 2015, 22 walking bosses and 16 superintendents from Termont and Montreal Gateway Terminals Partnership (MGTP) underwent the management and leadership training program created by the MHTC. Through this,

At the end of the year, in close collaboration with the Occupational Health and Safety Department, the MHTC once

the workplace, as well as the investigation process to follow in case of an accident.

SERVICE AND EXPERTISE DEVELOPMENT

This training will be provided to partners and to maintenance employees actively working in the garages of various port terminals.

ANNUALREPORT 2015

15

THE YEARIN REVIEW1

ACQUISITION OF TWO MOBILE SIMULATORS

business sites. Several simulation modules were added and employees can now be trained on lift trucks, reach stac-kers, and front-end loaders.

EXTERNAL TRAINING AND GREATER VISIBILITY

The Montreal Harbour Training Center has progressed constantly throughout the year and broadened its service offer. Groupe Desgagnés and Nunavut Eastern Arctic Shipping (NEAS) called on its trainers’ expertise and took advantage of its technological facilities to train personnel on ship cranes. Members of the MHTC also participated in the 2nd edition of the Stratégie maritime du Québec (Québec Maritime Strategy) presented by the Événements Les Affaires, and in the Association of Canadian Port Authorities (ACPA) conference as exhibitors. Numerous shipping industry stakeholders were able to learn more about the training center’s activities, and also had the opportunity of trying out the crane simulator.

6956

5216 4616

2416 1732

0

1000

2000

3000

4000

5000

6000

7000

Truck Operator

Manual Jobs

Mobile Crane

Checker

Harassment andViolence Prevention

MOST POPULAR TRAINING COURSESIN HOURS - YEAR 2015

65% 61%

75%

20% 14% 12%

4% 1% 0%

11%

24%

13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

2013 2014 2015

On-Site Training (24984 h) Familiarization (4012 h)

Refresher Training (112 h) Specialized Training (4488 h)

BREAKDOWN OF TRAINING HOURSPER TYPE - 2013 TO 2015

8%

35%

13%

44%

Bulk

Break Bulk

Container

Health and Safety

Hiring

RATIO OF TRAINING HOURSPER SECTOR - YEAR 2015

16

Technologies

SOFTWARE REENGINEERING

In 2015, the MEA successfully continued its software reengineering (SR), a process that aims to improve software from existing models to make them compatible with new technologies. During the entire process, the Information Systems

Since the Legacy system is still functional, the MEA chose to undertake the reengineering in successive phases. The advantage of this approach is that the Legacy system can cohabit with the newly implemented modules; this lowers the

Association and its members and assign resources to the organization’s other business projects.

INTEGRATION OF A NEW SCHEDULE PLANNING SYSTEM

As part of its reengineering activities, the IS Department, in collaboration with a team of consultants, pursued its work in order to implement a new daily schedule planning system for the longshoremen of the Port of Montreal. Despite the complexity of this component, which is an integral part of the MEA’s Human Resource Information Systems (HRIS), its development and start-up, in August 2015, were very successful.

INTEGRATION OF A NEW VACATION CHOICE MANAGEMENT SYSTEM

A new system facilitating the management of vacation choices for longshoremen and checkers of the Port of Montreal was implemented in December. This tool, which was designed during the year, allows the MEA’s labour relations

CREATION OF A PLATFORM TO FACILITATE THE USE OF THE MEA’S DATA

In addition to the reengineering of application systems, part of the IS team took on the development of methods and creation of innovative tools that would facilitate the use of data stored by the MEA. When this project will be put forward, it will allow to transform the company’s data within a platform that will include a multitude of useful indicators for the MEA’s administrators’ analysis and decision-making processes.

ANNUALREPORT 2015

17

THE YEARIN REVIEW11THE YEARIN REVIEW

18

Summary

110 000

120 000

130 000

140 000

150 000

160 000

2011 2012 2013 2014 2015Hamilton 3 003 3 515 3 209 5 007 5 463Toronto 1 005 798 1 123 593 369T-R/Bécancour 4 914 5 049 5 179 5 225 6 122Montreal 117 966 115 160 114 914 129 534 139 879

Total 124 523126 887 124 425 140 358 151 833

2011 2012 2013 2014 2015

LABOUR COSTS (000 $)2011 TO 2015

11 000

12 000

13 000

14 000

15 000

2011 2012 2013 2014 2015Hamilton 360 454 265 644 582Toronto 41 57 61 46 34Montreal 12 877 12 215 12 268 13 050 13 522

Total 12 72613 278 12 594 13 740 14 138

2011 2012 2013 2014 2015

*Data RevisedTrois-Rivières/Bécancour: Unavailable Data

*

LONGSHORE TONNAGE (000)2011 TO 2015

LONGSHORE HOURS (000)2011 TO 2015

1 000

1 200

1 400

1 600

1 800

2 000

2 200

2011 2012 2013 2014 2015Hamilton 73 79 71 111 113Toronto 22 17 24 12 8T-R/Bécancour 105 110 110 105 122Montreal 1 636 1 547 1 521 1 700 1 841

Total 1 7531 836 1 726 1 928 2 084

2011 2012 2013 2014 2015

STATISTICALREVIEW2

20

Port of Montreal

0

20 000

40 000

60 000

80 000

100 000

120 000

140 000

2011 2012 2013 2014 2015Pension and Benefits 20 228 20 123 20 488 23 668 23 778Job Security 11 540 12 069 11 293 8 987 10 240Vacations 11 722 11 422 11 394 13 085 13 791Wages 74 476 71 546 71 738 83 794 92 070

Total 115 160117 966 114 914 129 534 139 879

2011 2012 2013 2014 2015

538 523 514 588 603

271 257 272 321 352

0

100

200

300

400

500

600

2011 2012 2013 2014 2015

Monday to Friday Saturday and Sunday

74

23

3 3 3

66

21

4 7 5

66

15

8 10 5

51

19

5

13 16

39

25

8

23

9

0

10

20

30

40

50

60

70

80

0 to 10 11 to 30 31 to 50 51 to 100 + 100

Num

ber o

f Day

s

2011

2012

2013

2014

2015

LABOUR COSTS (000 $)2011 TO 2015

165

29 19

26 26

170

40

13 17 18

175

33

14 28

10

128

43

17

49

23

135

38

18

41 28

0

25

50

75

100

125

150

175

200

0 to 10 11 to 30 31 to 50 51 to 100 + 100

Num

ber o

f Day

s

2011

2012

2013

2014

2015

LABOUR SHORTAGES WEEKDAYS - 2011 TO 2015

AVERAGE NUMBER OF EMPLOYEES REQUIRED DURING ACTIVITY PERIODS - 2011 TO 2015

LABOUR SHORTAGES WEEKENDS - 2011 TO 2015

STATISTICALREVIEW2

ANNUALREPORT 2015

21

12 877 12 215 12 268

13 050 13 522

11 000

12 000

13 000

14 000

2011 2012 2013 2014 2015

23 38 38

61 58

0

10

20

30

40

50

60

70

2011 2012 2013 2014 2015

1 636 1 547 1 521 1 700 1 841

0

500

1 000

1 500

2 000

2011 2012 2013 2014 2015

232 199 179

210 218

0

100

200

300

2011 2012 2013 2014 2015

123 122 160

204 225

0

50

100

150

200

250

2011 2012 2013 2014 2015

12 499 11 856 11 891

12 575 13 021

8 000

9 000

10 000

11 000

12 000

13 000

14 000

2011 2012 2013 2014 2015

LONGSHORE TONNAGE (000)TOTAL - 2011 TO 2015

LONGSHORE TONNAGE (000)BULK - 2011 TO 2015

LONGSHORE TONNAGE (000)GRAIN - 2011 TO 2015

LONGSHORE TONNAGE (000)CONTAINERS - 2011 TO 2015

LONGSHORE TONNAGE (000)BREAK BULK - 2011 TO 2015

LONGSHORE HOURS (000)2011 TO 2015

*2012 Revised Data

*2012 Revised Data

22

Port of Trois-Rivieres/Becancour

0

1 000

2 000

3 000

4 000

5 000

6 000

7 000

2011 2012 2013 2014 2015Pension and Benefits 571 648 683 718 925Vacations 485 472 494 485 513Wages 3 857 3 929 4 002 4 022 4 683

Total 5 0494 914 5 179 5 225 6 122

2011 2012 2013 2014 2015

42 45 45 44 51

0

10

20

30

40

50

60

2011 2012 2013 2014 2015

LABOUR COSTS (000 $)2011 TO 2015

TONNAGE DATA UNAVAILABLE

105 110 110 105 122

0

20

40

60

80

100

120

140

2011 2012 2013 2014 2015

LONGSHORE HOURS (000)2011 TO 2015

AVERAGE NUMBER OF EMPLOYEES REQUIRED DURING ACTIVITY PERIODS - 2011 TO 2015

Weekdays

ANNUALREPORT 2015

23

2STATISTICALREVIEW

24

Port of Hamilton

0

1 000

2 000

3 000

4 000

5 000

6 000

2011 2012 2013 2014 2015Pension and Benefits 494 589 546 871 916Vacations 328 366 335 228 526Wages 2 180 2 560 2 328 3 908 4 021

Total 3 5153 003 3 209 5 007 5 463

2011 2012 2013 2014 2015

30 32 30

45 48

0

10

20

30

40

50

2011 2012 2013 2014 2015

360 454

265

644 582

0

100

200

300

400

500

600

700

2011 2012 2013 2014 2015

LABOUR COSTS (000 $)2011 TO 2015

73 79 71

111 113

0

20

40

60

80

100

120

2011 2012 2013 2014 2015

LONGSHORE HOURS (000)2011 TO 2015

AVERAGE NUMBER OF EMPLOYEES REQUIRED DURING ACTIVITY PERIODS - 2011 TO 2015

LONGSHORE TONNAGE (000)TOTAL - 2011 TO 2015

Weekdays

STATISTICALREVIEW2

ANNUALREPORT 2015

25

127

49 81 74

57

0

25

50

75

100

125

150

2011 2012 2013 2014 2015

233

405

184

528 493

0

100

200

300

400

500

600

2011 2012 2013 2014 2015

LONGSHORE TONNAGE (000)BULK - 2011 TO 2015

LONGSHORE TONNAGE (000)BREAK BULK - 2011 TO 2015

42*

32*

*Grain

26

Port of Toronto

0

200

400

600

800

1 000

1 200

2011 2012 2013 2014 2015Pension and Benefits 159 126 178 93 58Vacations 109 86 117 64 36Wages 737 585 828 436 275

Total 7981 005 1 123 593 369

2011 2012 2013 2014 2015

19 15 16

11 10

0

5

10

15

20

2011 2012 2013 2014 2015

41 57 61

46 34

0

10

20

30

40

50

60

70

2011 2012 2013 2014 2015

LABOUR COSTS (000 $)2011 TO 2015

22 17

24

12 8

0

5

10

15

20

25

2011 2012 2013 2014 2015

LONGSHORE HOURS (000)2011 TO 2015

AVERAGE NUMBER OF EMPLOYEES REQUIRED DURING ACTIVITY PERIODS - 2011 TO 2015

LONGSHORE TONNAGE (000)TOTAL - 2011 TO 2015

Weekdays

STATISTICALREVIEW2

ANNUALREPORT 2015

27

33

57 54 45

34

0

10

20

30

40

50

60

2011 2012 2013 2014 2015

8

0

7

1 0 0

2

4

6

8

10

2011 2012 2013 2014 2015

LONGSHORE TONNAGE (000)BULK - 2011 TO 2015

LONGSHORE TONNAGE (000)BREAK BULK - 2011 TO 2015

28

FLAVIOTISEOMediterranean Shipping Company (Canada) Inc.

JOHNCREWSONMaerskCanada Inc.

MADELEINE PAQUINLogistec Stevedoring Inc.

SYDNEY HYNESOceanex Inc.

JULIENDUBREUILTermont Montreal Inc.

GRACELIANGOOCL (Canada) Inc.

ROSSKENNEDYRobert Reford

MARCPAQUINSomavrac Inc.

WOLFGANG SCHOCHHapag-Lloyd (Canada) Inc.

MICHELTOSINIFednav Limited

MEMBERSOF THE BOARDOF DIRECTORS

LIONELCHATELETCMA-CGM(Canada) Inc.

MICHAEL FRATIANNIChairperson of the BoardMontreal Gateway Terminals Partnership

ANDREW CHODOSEmpire Stevedoring Company Limited

ANNUALREPORT 2015

29

3THE MEATEAM

SENIOR OFFICERS

STÉPHANE MORENCYPresident

NORMAND DAOUSTVice-PresidentAdministration and Secretary

CHANTAL LEFEBVREDirectorFinances and Treasurer

SÉBASTIEN LAMBERTDirectorManpower Training

CLAUDE DUBÉDirectorHuman Resources and Administration

MARIE-ÈVE CHARBONNEAUChief of ServiceOccupational Health and Safety

NICOLA DOLBECDirectorLabour Relations

MANON GERVAISDirectorInformation Systems

GUILLAUME COUTUREDirectorManpower and Dispatch

EXECUTIVE MANAGEMENT

30

FINANCE/ AUDIT AND RISKS COMMITTEE

ANDREW CHODOSEmpire Stevedoring Company Limited

JOHN CREWSONMaersk Canada Inc.

FLAVIO TISEOMediterranean Shipping Company (Canada) Inc.

HUMAN RESOURCES AND GOVERNANCE COMMITTEE

LIONEL CHATELETCMA-CGM (Canada) Inc.

ANDREW CHODOSEmpire Stevedoring Company Limited

GRACE LIANGOOCL (Canada) Inc.

MADELEINE PAQUINLogistec Stevedoring Inc.

MICHEL TOSINIFednav Limited

CONTRACT ADVISORY COMMITTEE PORT OF MONTREAL

JULIEN DUBREUILMATHIEU FORTINRICHARD PIECHOWIAKTermont Montreal Inc.

PHILIPPE DESGAGNÉSNORMAND DESJARDINSMAXIME FAUTEUXLogistec Stevedoring Inc.

MEGUERDITCH KANONDJIANDANIEL TREMBLAYMontreal Gateway Terminals Partnership

ROSS KENNYCerescorp Company

DON SCARDOCHIOEmpire Stevedoring Company Limited

JEAN-PIERRE HAMELViterra Inc.

CONTRACT ADVISORY COMMITTEE PORT OF TROIS-RIVIÈRES/BÉCANCOUR

MICHEL BRISEBOISJEAN POLIQUINDAVID RIVESTTerminaux Portuaires du Québec Inc.

PATRICK MAGNYJEAN-FRANÇOIS TURCOTTEG3 Canada Limited

JEAN-NICOLAS LAVOIEBRYAN MCCARTHYMARC PAQUINSomavrac Inc.

DAVID LECOMPTESHIRLEY PELLERINLogistec Stevedoring Inc.

THE MEATEAM3

ANNUALREPORT 2015

31

CONTRACT ADVISORY COMMITTEEPORT OF HAMILTON

BRUCE GRAHAMTIM SHEPPARDGreat Lakes Stevedoring Co. Ltd.

KRISTINA ERNSTBERNIE MAILLOUXFednav Limited

RILEY VERHELSTRichardson International Ltd.

CONTRACT ADVISORY COMMITTEEPORT OF TORONTO

ANDREW CHODOSEmpire Stevedoring Company Limited

ALAIN LEFEBVRELogistec Stevedoring Inc.

KRISTINA ERNSTBERNIE MAILLOUXFednav Limited

TRUST COMMITTEE, I.L.A. PENSION PLANS AND EMPLOYEE BENEFITS FUNDS,PORTS OF HAMILTON AND TORONTO

STÉPHANE MORENCYMaritime Employers Association

MIKE KIRKPATRICKFednav Limited

ALAN J. PAULToronto Port Authority

JOE WALSHMaritime Employers Association

32

MEA MEMBERS CATEGORY I

Category I - MEA By-Law « Owners and/or operators and/or agents of vessels »

CANFORNAV INC. CMA-CGM (CANADA) INC. COLLEY MOTORSHIPS LTD. CURRIE MARITIME CORPORATION FEDNAV LIMITED GRESCO LTD. HAPAG-LLOYD (CANADA) INC. INCHCAPE SHIPPING SERVICES LADEN MARITIME INC. MAERSK CANADA LIMITED MCLEAN KENNEDY INC. MEDITERRANEAN SHIPPING CO.

(CANADA) INC. MONTRÉAL MARINE SERVICES INC. MONTSHIP INC. NAVITRANS SHIPPING AGENCIES NORTON LILLY INTERNATIONAL INC. NYK LINE (CANADA) INC. OCEANEX INC. OOCL CANADA INC. POROS SHIPPING AGENCIES INC. PROTOS SHIPPING LIMITED RICHARDSON INTERNATIONAL LTD. ROBERT REFORD SCANDIA SHIPPING AGENCIES INC. WATSON MARINE AGENCY INC. ZIM ISRAEL NAVIGATION CO.

(CANADA) LTD.

MEA MEMBERS CATEGORY II

Category II - MEA By-Law « Employers of labour belonging to unions with respect with whom

the Association is the authorized employers’ representative »

CERESCORP COMPANY COMPAGNIE D’AMARRAGE

DE TROIS-RIVIÈRES LTÉE EMPIRE STEVEDORING CO. LTD. G3 CANADA LIMITED LOGISTEC STEVEDORING INC. MONTREAL GATEWAY TERMINALS

PARTNERSHIP SOMAVRAC INC. TERMINAL MARITIME CONTRECOEUR TERMONT MONTREAL INC. VITERRA INC.

THE MEATEAM3

ANNUALREPORT 2015

33

COORDINATES

HEAD OFFICE2100, Pierre-Dupuy AvenueWing No. 2, Suite 1040Montreal (Quebec)H3C 3R5514 878-3721

MONTREAL HARBOURTRAINING CENTER4840, MolsonMontreal (Quebec)H1Y 3J8514 524-7442

DISPATCH CENTERSection 45, Port of MontrealMontreal (Quebec)514 866-5965

TROIS-RIVIÈRES OFFICE4720, Gene-H. Kruger Blvd.Suite 101Trois-Rivières (Quebec)G9A 4N1819 376-4456

HAMILTON OFFICE208, Hillyard StreetHamilton (Ontario)L8L 6B6905 523-5351

WWW.MEA.CA

34

2015 2014$ $

ASSETSCurrent AssetsCash 1 430 312 823 854 Short-Term Investments 6 000 000 9 750 000 Accounts receivable 5 585 634 4 708 500 Prepaid expenses 239 050 79 050

13 254 996 15 361 404

Fixed assets 2 639 664 2 069 295 Dispatch Software 438 467 311 516 Contributions receivable related to fixed assets 681 343 575 996

17 014 470 18 318 211

LIABILITIES AND OPERATING RESERVESCurrent liabilitiesAccounts payable and accrues liabilities 3 785 727 4 860 549 Current portion of severances payable 747 843 1 217 880 Current portion of long-term debt 151 410 128 000

4 684 980 6 206 429

Defined benefit liability 2 038 400 4 516 000 Deferred contributions 567 753 618 710 Severances payable 0 747 963 Long-term debt 1 059 867 1 023 993

8 351 000 13 113 095 Operating reservesPort of Montreal 7 780 584 4 650 400 Port of Trois-Rivières/Bécancour 340 377 265 616 Port of Toronto (11 323) 25 192 Port of Hamilton 553 832 263 908

8 663 470 5 205 116 17 014 470 18 318 211

CONDENSED VERSION, BALANCE SHEET

As at December 31, 2015

FINANCIALSTATEMENTS4

ANNUALREPORT 2015

35

2015 2014$ $

PORT OF MONTREALRevenueAssessments levied 46 085 776 44 409 707 Interest income and sundry revenue 214 696 100 361 Linesmen services 2 260 159 2 016 868

48 560 631 46 526 936 ExpendituresJob Security 6 714 126 6 462 712 Pension & Welfare 21 731 910 21 738 113 Special Contributions 1 224 726 1 337 845 Manpower Training 3 572 883 2 587 508 Accretion expense on severances payable 114 500 186 600

33 358 145 32 312 778 Linesmen services 3 144 636 2 999 551 Administration 7 374 690 6 929 248 Total expenditures 43 877 471 42 241 577 Refund of surplus assessment revenue (3 008 176) - Excess of revenue over expenditures 1 674 984 4 285 359

PORT OF TROIS-RIVIÈRES/BÉCANCOURRevenueAssessments levied and sundry revenue 641 629 552 769 Expenditures related to Manpower 175 938 141 605 Administration 390 930 392 740 Total expenditures 566 868 534 345 Excess of revenue over expenditures 74 761 18 424

PORT OF TORONTORevenueAssessments levied and sundry revenue 43 940 62 310 Expenditures related to Manpower 30 813 42 558 Administration 49 642 34 860 Total expenditures 80 455 77 418 Excess of expenditures over revenue (36 515) (15 108)

PORT OF HAMILTONRevenueAssessments levied and sundry revenue 696 819 723 143 Expenditures related to Manpower 160 223 183 926 Administration 246 672 275 309 Total expenditures 406 895 459 235 Excess of revenue over expenditures 289 924 263 908

STATEMENT OF REVENUE AND EXPENDITURES

For the Year Ended December 31, 2015